State Unified Plan Submitted Under Section 501 of the Workforce Investment Act

State of Georgia July 1, 2007 – June 30, 2009

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State Unified Plan for Georgia July 1, 2007 to June 30, 2009 TABLE OF CONTENTS

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A. B. C. D. E. F. G. H. I. J. K. L. M. N.

State Vision and Priorities One-Stop Delivery System Plan Development and Implementation Needs Assessment State and Local Governance Funding Activities to be Funded Coordination and Non-Duplication Special Populations and Other Groups Professional Development and System Improvement Performance Accountability Data Collection Corrective Action Waiver and Work-Flex Requests

1 19 31 32 63 79 83 106 110 120 121 125 127 128 133

Certifications and Assurances Plan Contact Information Plan Signature Appendices

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A. State Vision and Priorities
Overview With the strong leadership of the Governor, Commissioner of Labor and other state agencies, business leaders and organizations throughout the state, Georgia’s workforce development system has achieved many successes. A core group of state agencies, including the Department of Labor (GDOL), the Departments of Technical and Adult Education, Human Resources, Education, Corrections, Juvenile Justice and the University System have a long tradition of collaborating on the key workforce challenges facing the state. In addition to workforce development and education, the key economic development agencies and partners are actively engaged with Georgia's workforce development system, to promote Georgia's growth and sustained prosperity. Governor's Vision for the Workforce System The Governor's vision for the State of Georgia's workforce development system is an enterprise that links workforce development and education together and aligns them with the economic development needs of the state, its regions and communities. This vision is reflected in the U.S. Department of Labor Employment and Training Administration's National Strategic Directions, which include the following priorities: • • • • • • • • building a demand-driven system within a regional economic development context implementing system reform with streamlined governance and alignment of economic and workforce development regions enhancing an integrated service delivery system that focuses on services rather than programs advancing a vision for serving youth who are most in need expanding workforce information as the foundation for strategic planning and career guidance strengthening partnerships with community and faith-based organizations increasing the use of flexibility provisions in WIA to design innovative programs that fuel regional economic competitiveness and create employment opportunities for career seeker customers utilizing an integrated and enhanced performance accountability system

The citizens' Commission for a New Georgia was established in 2003 by Governor Sonny Perdue to work with state government to implement "new ways to a new day." The Commission for a New Georgia is a non-profit corporation led by chief executive officers and senior executives from all parts of Georgia. Their mission was to bring breakthrough thinking and a fresh perspective for state government to better manage its assets and services and to map its strategic future. More than 300 knowledgeable citizens served on 17 focused, fast-track task forces tackling a wide range of issues. The task forces recommended 74 actions to improve cost savings and customer service in government and to open new opportunities for a growing economy.

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The Workforce Development Task Force studied the major state systems involved with improving the base of qualified workers - education, occupational training, employment services, and economic development strategies. The task force proposed a Statewide Workforce Development System that would integrate education, industry, employment and economic development into a unified enterprise with a shared vision, and common goals. The task force reported its findings and recommendations to Governor Perdue on October 12, 2004. The Governor incorporated these recommendations with those of the Strategic Industries and Competitiveness Task Forces, and began implementing the recommendations. Governor Perdue reconstituted the State Workforce Investment Board (WIB) in February 2006 and moved the board under his direction. He charged the board with developing a comprehensive strategic plan that links workforce development with the education community and aligns this effort with the state's economic needs. The State WIB spent several months developing its plan, and unanimously approved the final plan at its February 2007 meeting. The Strategic Plan for the Development of Georgia's Workforce has as its cornerstone the principle that workforce development and education must be woven together to allow Georgia to effectively compete in the global economy. To establish this collaboration among economic development, workforce development and education, the State WIB has identified six strategic goals for Georgia's future. The Strategic Plan includes recommended solutions and suggested initiatives for each goal that can be taken as high-level policy initiatives for state, regional and/or local government and community organizations to embrace. A brief description of these goals follows: 1. Develop the workforce pipeline within the education community Educators will need to make learning more rigorous and relevant to build the educational and training capacity needed to support strategic existing and emerging industries. To that end, the state needs to ensure that greater numbers of students graduate with the skills and knowledge to meet industries' needs. Aspects of this goal include increasing high school graduate rates, increasing post-secondary enrollment and increasing the number of students pursuing majors aligned with strategic industry and critical shortage occupations. 2. Engage at-risk and out-of-school youth in education and workforce training This will involve supporting at-risk youth through proven intervention programs, as well as finding youth who have dropped out of school to reengage them in relevant training opportunities. 3. Encourage life-long learning as the solution to a changing work environment To meet the future needs of business, the workforce has to be highly adaptable. This requires a seamless, coordinated workforce development system that is both demanddriven and promotes life-long learning to maximize talent development. The Governor's Georgia Work Ready initiative, launched in 2007, provides a statewide employability 2 draft 4-26-07

credential available to all Georgians at little or no cost. Assessment outcomes are linked to the technical skills required for profiled occupations. 4. Remove barriers to work, so that all Georgians are able to participate fully in the workforce Public/private partnerships must support agencies and communities seeking to address barriers including transportation, dependent care and housing. Collaborative efforts will be more effective in overcoming the challenges faced at the local and regional levels. The Department of Community Affairs' Communities of Opportunity initiative, currently underway in rural Georgia, will assess community systems (e.g., education, health care, infrastructure, workforce development and economic development) with the goal of establishing comprehensive and realistic improvement strategies. 5. Align workforce development with economic development to create a demand-driven system at the state, regional and local levels Partners must redefine and realign current resources to create a seamless, demand-driven workforce development enterprise. The State WIB will serve as a leader in this effort. A variety of examples that illustrate this concept are described elsewhere in this Unified Plan. 6. Develop and implement an effective public awareness campaign to fully engage all Georgians to prepare for the future workforce The state needs an environment and culture that embraces the importance of workforce training and education. This includes the vision of all students attaining a high school diploma and all residents engaged in life-long learning. A long-term, vigorous public awareness campaign involving all key business and government partners will promote Georgia's image as a state that values and excels in education, training and life-long learning. The State WIB has recommended that Georgia embrace the concept that "education is the state's core business." This entails developing the workforce in concert with and in support of Georgia's existing and emerging strategic industries. New relationships among education and business partners will help to strengthen the linkages among workforce development, education and economic development. Georgia's 20 local workforce areas have embraced a proactive workforce development strategy that has evolved from the State Workforce Investment Board strategic planning process, involvement with the Governor's Office of Workforce Development and administrative leadership by the Georgia Department of Labor. Five WIB Directors were engaged in the development of the State WIB Strategic Plan, either as members or as resources for the board. Because local plans for 2007 were submitted prior to the roll-out of the final Strategic Plan, new local strategies will be more closely aligned with the State WIB plan during the next planning

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cycle. The strategic plan's goals include WIB involvement on every level, from recommended solutions to suggested initiatives at the community, regional and state levels. Communication occurs with the local WIBs through bi-monthly meetings with the WIB Directors and through state-local WIB Chair meetings as part of the Georgia Workforce Leadership Association, the local WIB chairs' organization. Many of the efforts spearheaded by the newly formed Governor's Office of Workforce Development during the past year have included local WIBs in the strategic and implementation plans. The Georgia Work Ready Initiative, described in a later section, has local WIB directors or WIB Chairs on the core team for each Work Ready county. The Sector Strategy initiative for West Georgia includes two local WIB Directors, as does the Life Sciences Sector Strategy. WIB Directors serve on a community team responsible for the strategic direction and implementation of Sector Strategy project goals. WIBs served as hosts and conveners for the 12 Southern Regional Policy Board forums throughout Georgia, described below. By having the forums regionally, local WIBs will have first-hand information regarding the workforce needs of their areas. Local WIBs are community conveners, often around subjects much broader than the Workforce Investment Act. Community partners are either members of local WIBs or are engaged on community workgroups or coalitions. For instance, local WIB Youth Councils are involved in a much larger vision for youth services in Georgia beyond the local WIA youth-funded services. During this year, efforts will be underway to merge local youth strategies with the national Youth Strategic Directions. The inclusion of the Georgia Work Ready Certification will provide systemic changes to youth services and increase the WIA credential rate. Local WIB representatives also serve on GDOL Employer Committees, the Georgia Association of Economic Developers, technical college advisory committees and other organizations involved in the workforce development enterprise. Georgia's Work Ready Initiative The Georgia Work Ready initiative provides a transformational mechanism for linking workforce development, education and economic development. The initiative, launched by Governor Perdue in January 2007, will be a valuable way to align the skills taught by the educational system with the skill levels needed by current and emerging businesses. It also provides workers with a portable credential of their skill sets. The initiative provides alignment among the U.S. Department of Labor Strategic Direction, the Commission for a New Georgia goals and the State WIB strategic goals. The Georgia Work Ready Certificate is a statewide employability credential available to all Georgians at no cost with assessment outcomes linked to technical skills required for profiled occupations and jobs. Certified assessment centers and self-guided gap training are accessible to all Georgians through the state's technical college system. Assessments are based on the ACT WorkKeys (TM) test battery. ACT WorkKeys has been used nationally by schools and businesses for a number of years and has credibility with educators and businesses. Students and workers can certify measured skills in Applied Mathematics, Reading for Information and Locating Information, as well as a personal skills test that measures attitudes toward work. Georgia's Work Ready Certificate will also, in the near future, include a personal skills Talent 4 draft 4-26-07

Assessment, designed to measure the full potential of an individual's work habits. Eleven technical colleges will take part in the Talent Assessment pilot conducted by the vendor. Once the pilot is complete, this assessment will be added to the Georgia Work Ready Certificate. Georgia's Work Ready assessments have been made available to local schools for graduating high school seniors. These high school assessments will help seniors "bridge" to work readiness and future career and training options. Job applicants who have a Georgia Work Ready Certificate arrive with those skills critical to job success, enabling employers to cut training costs and reduce turnover. Employers can make more reliable decisions about hiring, training and program development needs by matching job profile information with assessment scores from job applicants and incumbent workers with Georgia Work Ready Certificates. Companies that use the program to assess their current and incoming workforce can achieve substantial benefits, including: • • • • • • improved employee selection and advancement procedures reduced overtime reduced turnover increased productivity fewer legal challenges to the hiring process higher employee morale

The Georgia Work Ready initiative allows businesses to match employees to available jobs by profiling the tasks and skill levels each job requires. This service - a customized job profile - is available without charge to companies for positions they seek to fill. Using the ACT job profiling process, a trained facilitator works collaboratively with groups of employees to complete each job analysis. Job incumbents serve as the subject matter experts who define the tasks and skills needed to perform a specific job successfully. Customized job profiling will support hiring, promotion and training decisions. Using focus groups and trained facilitators, customized job profiling offers a proven methodology and reliable results that meet the requirements of the Equal Employment Opportunity Commission. Governor Perdue's Certified Work Ready Community initiative permits communities to transform themselves into viable economic development engines possessing the skilled workforce that companies need. More than 30 counties have submitted applications and more are currently in the process of applying. These initial counties will be provided technical assistance by the Governor's Office of Workforce Development. To become a Certified Work Ready Community of Excellence, communities must demonstrate a commitment to improving their public high school graduation rate to a minimum of 70%. They must also show that their adult residents in a variety of specified labor market groups have successfully attained a Georgia Work Ready Certificate, at the following rates: • For the existing workforce - 3% to attain the certificate in the private and public sectors

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For the future workforce - 25% of technical college graduates, individuals with GEDs, unemployed adults and high school graduates entering the workforce must have successfully attained the certificate.

Counties below the 70% threshold for high school graduation rates may earn a Certified Work Ready Community status if they meet all other criteria. Economic Development Georgia is actively engaged in developing an innovation economy that builds upon the state’s competitive strengths to position itself for the global marketplace. In 2004, the Commission for a New Georgia identified several strategic existing and emerging industry clusters on which the state should focus its resources. Some of the identified industry clusters include: Aerospace, Life Sciences, Advanced Manufacturing, Logistics and Transportation, Agri-business, and Energy and the Environment. Software Development, Multi-media, Financial Services, Nanotechnology and Homeland Security are some of the supporting clusters that were also identified. Since then, the state has focused on how to support these industry clusters through collaboration among business, education, economic development and workforce development leaders. The Governor's Office of Workforce Development is leading current regional workforce development sector strategies, which include Advanced Manufacturing and Life Sciences. This effort is supported by the National Governor's Association (NGA), through Georgia's participation in the NGA Center for Best Practices Policy Academy. These sector strategies help to build partnerships among businesses, training providers, community organizations and other key stakeholders. As a result, the workforce needs of regional businesses are met and the skills attainment, employment, and career advancement needs of the regional workforce are also addressed. The Governor's Office of Workforce Development is using these two regional sector strategies to help develop a replicable framework that can be used in other regions of the state. The Advanced Manufacturing sector strategy is focused on the West Georgia region and the 5,600 jobs that the new KIA automotive plant and its suppliers will provide. There is a large dislocated workforce in this part of the state as a result of several manufacturing plants closing in the region in recent years. One component of this regional sector strategy - to quickly transition these workers to high-skilled employment - is the new Accelerated Learning Center at the local technical college. At the Center, job seekers may not only earn a GED but can also enhance their basic skills and job readiness (through attainment of a Georgia Work Ready Certificate) prior to beginning a job search. Other activities underway include the establishment of an Industry Network, development of an auto industry-specific diploma/degree program within the technical college system, a regional scorecard to assess success of the project, and activation of a community team responsible for successful implementation of this model. The Life Sciences (biotechnology) sector strategy, modeled after the Advanced Manufacturing strategy, focuses on the Gwinnett County/Athens/Clarke County corridor, already home to numerous biotechnology firms. Of the 252 bioscience companies in Georgia, 77% are in metro Atlanta and 26% are in the Gwinnett/Athens corridor. The state bid for the National Bio and Agro Defense Facility in the Athens area will serve to increase the importance of Life Sciences 6 draft 4-26-07

in this region. The University Technology Transfer program has generated 85 companies since its inception. Goals of the project include: articulation agreements for the Life Sciences Program between the universities and technical colleges; sustainable communication between the Life Sciences industry and education; and the establishment of a Life Sciences Industry Consortium. The ultimate goal is to develop a workforce pipeline, from K-12 through technical college and area universities, and to recruit emerging Life Science industries to the region. A recent U.S. Department of Labor Community Job Training Grant was received by Gwinnett Technical College and Athens Technical College in conjunction with the Atlanta Regional Workforce Board. This grant, for development of a workforce pipeline and to expand biotechnology curriculum offerings, will serve as the springboard for the strategy. Other workforce and economic development partners and major employers are integrally involved in this sector strategy. Georgia has a strong commitment to aligning economic development and workforce development activities. This is supported through collaborative projects, educational articulation that supports future talent needs, and ongoing dialogues about the priorities of regional economies. Through the support of the Southern Growth Policies Board, governors of 14 states jointly investigate economic development issues of high priority across the south. Each year, an issue is selected for in-depth research that results in policy and action recommendations at the local, state and regional levels. The Southern Growth Policy Board's (SGPB) annual study cycle includes strategic retreats, state-level policy dialogues, local discussion forums (conducted by volunteer and service organizations across the south), and secondary research. The following illustrates Georgia's significant involvement in this effort: • In 2005, SGPB launched its "Southern Innovation Initiative", noting that, "the south's competitiveness relies on establishing a culture of innovation - the ability to continuously invent and bring high value products and processes to the global marketplace." In 2006 during SGPB discussion forums on innovation and technology, consensus was reached among stakeholders across the south, including nearly 400 in Georgia, that building a high performance workforce is a prerequisite to all other approaches for fostering innovation. Georgia's participation was coordinated through Georgia Institute of Technology and the University of Georgia, in partnership with the Georgia Centers of Innovation and more than a dozen other local and regional partners across the state. Faculty members from the two universities developed a report detailing the findings and policy implications that resulted from the forums. Also in 2006, as a result of the forums on innovation and technology, SGPB identified "Building the Next Workforce" as its policy focus for 2007. The SGPB selected Georgia to host a state-level policy dialogue. In 2007, Georgia responded to the request by SGPB to coordinate discussion forums across the state. Early in the year, the Governor's Office of Workforce Development, the State Workforce Investment Board and the Georgia Department of Labor initiated a broad-based and collaborative partnership for conducting these forums. In February, local WIBs planned 7 draft 4-26-07

and hosted 12 regional discussion forums across the state. Coordination support was provided by the Georgia Institute of Technology's Economic Innovation Institute and the University of Georgia's Fanning Institute. The forums were facilitated by staff from these two universities as well as Georgia State University and the Department of Community Affairs. The facilitation team is currently developing reports on the findings from the forums. The 2007 forums became the platform to generate discussion on key workforce challenges, and to discuss actions and creative solutions, including the Georgia Certified Work Ready Program, for addressing these challenges. As a result of the effort of the WIBs, Georgia's forums reached more than 700 stakeholders across the state. Representatives from the business community, economic development, education, local government, non-profit organizations and workforce development participated in each forum. In addition, a second forum was conducted in Region 1, hosted by the Dalton-Whitfield Chamber of Commerce and supported by the university facilitation team. Data from the forums has been submitted to SGPB for inclusion in their annual Report on the Future of the South. For Georgia, the data collected through the forums are currently undergoing a thorough compilation and review process. While it is premature to discuss specific findings, there were several common threads expressed at every forum. Some examples include: • Workforce development is widely viewed as an area of critical challenges and opportunities for Georgia that must be addressed. In some forums, participants expressed a sense of urgency for addressing their region's workforce development needs. A sense of frustration was also expressed by participants at some forums who discussed the challenges of today as similar to those in decades past, and the lack of progress in addressing these challenges. Much of the discussion focused on K-12 education and concerns relating to preparing students for the jobs of today and tomorrow. Parental involvement, or lack thereof, and home-related challenges came up at virtually every forum as a key problem area for developing a competitive workforce. While there was some business representation at each forum, participants shared a sense that businesses were under-represented at several forums. There was a similar concern about under-representation for the K-12 education community. Participants frequently pointed to the disconnect between businesses and educators and the need to ensure that both are at the table and speaking the same language. Prospective workers' lack of soft skills was a common concern voiced at every forum. The notion that workforce development requires a holistic approach - among employers, educators, economic developers, social service organizations, the faithbased community and several other partners - was a widely shared view.

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Different themes across the forums were largely associated with how urban or rural the region was. In the rural regions, much of the discussion focused on preparing kids with basic reading, writing, and arithmetic skills and how better preparing students with these skills needs to be addressed before they can be assisted with more advanced skills. While this was also discussed in the urban regions, it did not appear to be as prominent. Preparing workers with skills needed for highly technical jobs, such as critical thinking and problem-solving skills was discussed at all forums but to a larger degree at the forums in more urban regions. Due to the mega-urban dynamics of the Atlanta region, the Atlanta forum differed from all others in terms of the challenges identified, the types of solutions offered and the overall discussion. For example, participants there discussed the broad array of enrichment programs available for after-school hours but also the challenges relating to affordability and transportation access. While affordability and transportation are also challenges in rural areas, rural areas lack this wide array of opportunities for enrichment. There was considerable dialogue around Georgia's Certified Work Ready Program. Some of the participants were very interested in participating in the program. For others, there is still work to do to convince them of the program's value. This was especially the case in the more rural regions of the state. To some extent, this appeared to correlate with the level of pre-existing experience in the region with ACT Work Keys, the vendor for the Georgia Work Ready Certificate. Identified in every forum was the need to raise awareness for businesses of how participation could save them money. One approach is to have business "champions" provide testimonials. Next steps for this initiative are to: review and analyze all the data collected through the forums; develop regional reports for each WIB host; and to develop an overall report of findings for the Governor's Office of Workforce Development, State Workforce Investment Board, the Georgia Department of Labor and the Southern Growth Policies Board. Another integrated strategy Georgia has in place to assist current businesses and attract new industry is the Intellectual Capital Partnership Program (ICAPP). This initiative, led by the Board of Regents, connects Georgia companies with university programs that offer free business and technical expertise, as well as cutting-edge research done in Georgia’s colleges and universities. This initiative also assists companies to find the college-educated employees they need to thrive in today’s volatile, global economy. A few examples of key strategies within this important initiative include the following: • The nationally-recognized Advanced Technology Development Center at Georgia Tech helps Georgia's entrepreneurs succeed at its four locations around the state. Recent partnerships with the Technical Association of Georgia expand entrepreneurial support beyond the current 35+ incubator companies. The Traditional Industries Program supports research to improve the competitiveness of the pulp and paper, food processing and textile and carpet manufacturing industries. This program brings industry leaders and university researchers together to develop practical solutions to challenges in areas identified by a board of industry advisors. 9 draft 4-26-07

The Georgia Research Alliance supports collaboration between business and various universities in the areas of Bioscience, Advanced Computing, and Communication and Enabling Technologies. More than 40 Eminent Scholar Chairs have been created since 1990 to support these efforts. A Nanotechnology Center is under development at the Georgia Institute of Technology. The center will feature 30,000 square feet of clean rooms critical to research and instruction in microelectronics, semi-conductors, materials, medicine and pharmaceuticals. This will also provide access to nanotechnology tools to researchers from other Georgia universities and industry partners. Georgia Southern University’s Center for Biostatistics contributes to the growth of commerce in southeastern Georgia, by providing resources to the pharmaceutical and health care industries. The Center for Innovation in Economic Development performs economic development research, helps Georgia communities prepare for growth, and connects relocating and expanding businesses with technical resources. The Workforce and Education Committee of the Georgia Economic Developers Association (GEDA) began several years ago with the development of GEDA's "Terrific" Education Awards program, through which GEDA has recognized successful models in the K-12, technical college and university systems. As workforce preparation emerged as a critical issue for economic development, this committee has sought to identify critical issues and gaps between business needs, workforce capabilities, and existing resources. They have made recommendations for GEDA's role related to supporting economic development practitioners as they encounter workforce challenges. This committee has provided recommendations on education reform legislation and they help link GEDA to the State WIB and the Georgia Partnership for Excellence in Education. GEDA has also connected its membership with the graduation coaches now in every high school across the state, to raise each community's awareness of this program and how it can help keep students in school. GEDA continues to effectively reach out to the local educational community to further connect workforce and economic development.

These examples highlight the successful use of the rich intellectual resources within the state university system to assist Georgia’s business community. Business owners and prospective entrepreneurs are able to access resources at little or no expense to grow and expand successful ventures. These efforts also promote dialogue between the business and education communities, to ensure that educators teach skills needed in the workforce. Georgia’s 34 technical colleges have a long history of working closely with the business community to ensure that training meets the current and emerging needs of the business sector. The Department of Technical and Adult Education (DTAE) has established several short-term certificate programs of one to four quarters in length that train students as Certified Customer 10 draft 4-26-07

Service Specialists, Certified Manufacturing Specialists, Certified Construction Workers, and Certified Warehousing and Distribution Specialists. These programs are in direct response to needs expressed by companies engaged in these industries. DTAE has also been a leader in preparing members of the workforce for a variety of positions within the health care system. In addition to addressing the skill needs of hospitals, nursing homes, doctors and dentists, this responsive approach allows individuals working in this industry to upgrade their skills and advance up the health care career ladder. DTAE also administers the Retraining Tax Credit, through which businesses can obtain tax credits for retraining their workforce. This fosters business profitability and competitiveness, while enhancing the skills of employed workers. The department offers customized business and industry training to help new and expanding businesses thrive through the Quick Start Program. Technical college teams work with interested companies to design and carry out a customized curriculum that meets the needs of the particular business. Both pre- and post-employment training is available in such areas as: • • • • • • company orientation manufacturing processes productivity enhancement leadership and human resources office automation customer service

This nationally recognized model has assisted numerous large and small businesses to remain competitive in the changing marketplace. Quick Start is also a key strategy in Georgia’s efforts to attract new businesses to the state. Representatives from the Departments of Labor, Economic Development, Human Resources and the University System serve on the Quick Start Advisory Council. This promotes integration with other state economic and workforce development initiatives. In addition, Quick Start administers the Certified Economic Development Trainer program. This resource supports Georgia's economic development efforts through training provided to hundreds of economic development professionals since the program's inception. Georgia's economic development efforts are also enhanced by the implementation of the Center of Innovation for Manufacturing Excellence (CIME). Based at Lanier Technical College in north Georgia, CIME works with Georgia industries, government, entrepreneurs and educational institutions to develop skilled workers in manufacturing. This fosters innovation and enhances job growth in this important sector. The team of experienced manufacturing professionals provides customized training in areas such as factory automation, lean manufacturing, maintenance and safety. The center is a resource for manufacturers statewide and will help to address the changing skills needs of the manufacturing workforce.

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Launched by Governor Sonny Perdue and the Georgia Rural Development Council in March 2007, the Communities of Opportunity (Co-Op) initiative is a collaborative, locally-driven community development strategy focused on enhancing the economic vitality of rural Georgia communities. A 2003 study done by the University of Georgia concluded that our nation's rural communities faced unique economic and community development challenges. Past statewide efforts of financial and technical assistance have produced mixed results. In keeping with Governor Perdue's vision for a growing, healthy, safe and educated Georgia, Co-Op will challenge local communities to engage in a comprehensive, collaborative approach to community development. Participating communities will receive a comprehensive needs assessment, followed by technical assistance from state agencies, educational institutions, the Governor's Rural Development Council and private partners to establish viable community improvement strategies. Beginning in late spring of 2007, the Co-Op Team is scheduled to begin community assessments in Georgia's Central Savannah River Area (Region 11) rural counties.

Entrepreneurship Georgia has made significant strides in nurturing small and would-be business owners, as evidenced by receiving an "A" and ranking 4th in the U.S. for its "entrepreneurial energy" by the Corporation for Enterprise Development. Governor Perdue created the Georgia Entrepreneur and Small Business Coordinating Network by Executive Order in 2004. The multi-agency group is charged with coordinating the state's entrepreneur and small business initiatives. These efforts include cross-training, co-marketing, joint advocacy and service delivery efficiency. The network has two appointed entrepreneur representatives, a community representative and a variety of advisory groups comprised of private sector leaders. The Georgia Department of Economic Development oversees the Entrepreneur and Small Business Office. This office is charged with elevating awareness of state resources, marketing and promoting these resources, cross-training resource providers and overseeing the "Entrepreneur Friendly" initiative, a statewide, community-based entrepreneur and small business development program. Many of Georgia's 159 counties have established themselves as "Entrepreneur Friendly Communities." A community with this designation has demonstrated a commitment to support small businesses and entrepreneurs as part of its overall economic development strategy. The Georgia Department of Economic Development, in partnership with the OneGeorgia Authority, offers matching grants of up to $25,000 for certified communities to launch projects that help their rural businesses create additional employment opportunities. Typically these projects involve investments in technology that will benefit small businesses, entrepreneur education programs, innovative marketing strategies and youth entrepreneurship programs. Local and private funds typically comprise half of the total project cost. The initiative has led to a variety of innovative approaches to support entrepreneurial efforts. 12 draft 4-26-07

Georgia's technical colleges have established new programs to help entrepreneurs effectively develop, market and manage small businesses. Five schools offer a specialized entrepreneurship certificate of credit. Throughout the state, technical colleges are customizing entrepreneurial services to meet the needs of their particular communities. For example, Augusta Technical College has established a Small Business Incubator that supports aspiring entrepreneurs in their goals once they complete the entrepreneurial curriculum. Coosa Valley Technical College hosts a Business Expansion Center, at which entrepreneurs are provided space and shared resources to help grow their businesses. The center's advisory board is comprised of seasoned business professionals who mentor and provide technical assistance to the participating entrepreneurs. Universities also participate in entrepreneurial development. The Center for Economic Education, Small and Minority Entrepreneurship at Albany State University provides technical assistance and training to small business owners in South Georgia, and the Microenterprise Center at Kennesaw State University provides asset development, credit assistance and technical assistance to low and moderate income entrepreneurs to help them succeed in business. Local WIBs are working closely with the economic development and educational partners to promote entrepreneurship in their communities. In Northwest Georgia and in Fulton County, entrepreneurial resources are being established in the One-Stop centers. The Macon-Bibb and the Middle Georgia Consortium WIBs have engaged in a successful entrepreneurial training program for dislocated workers. To date, 119 former Brown and Williamson employees have completed a one-year customized entrepreneurial program and 19 business ventures have been established. The Atlanta Regional area has developed a comprehensive resource manual, "Starting Your Own Business" for former employees of the Ford Motor Company and other dislocated workers. In the Middle Flint area, entrepreneurs have a variety of supports and financial resources available, including: the South Georgia Technical College Business Expansion Center; Rural Business Enterprise Grants; U.S. Department of Agriculture revolving loan fund; and the Economic Development Administration Revolving Loan fund. Through its designation as an Empowerment Zone and Enterprise Community, the Southwest Georgia area has a business incubator for new and existing small businesses.

Education Georgia’s system views a trained workforce as the state’s number one asset. Thus, the state is committed to strengthening education to grow and retain talented workers, and to establishing a culture that values life-long learning and a strong work ethic. Preparation for meaningful work begins at the earliest states of the educational process. The Governor has set goals for Georgia to exceed the national averages for high school graduation rates and completion of post-secondary education programs and continuing education. The Governor’s vision integrates concepts of work into the curriculum and counseling programs for all educational levels, through channels such as student assessment and individual education 13 draft 4-26-07

plans, curriculum, and career exploration and preparation. These will be aligned to state workforce goals. Specific objectives include: • Focusing immediate efforts on direct intervention to improve the high school graduation rate, including assessment to intercept students at risk and options for individual and alternative education plans. A recently launched initiative that supports this goal is the establishment of graduation coaches in all high schools. Steps are also underway to add completion coaches at the middle school level. Additionally, Georgia Power Company is spearheading the drive to recruit 300 Business Coaches that will support the high school graduation coaches and establish relationships with identified students. Assisting teachers with tools to meet No Child Left Behind mandates Assessing all students at critical points in their educational development and performance to identify individual and collective knowledge gaps affecting their academic achievement and test scores, based on nationally-certified standards Providing all students with tools to determine their aptitudes, leading to career identification and preparation that is aligned with their interests. This includes postsecondary education options and training requirements. Using web-delivered learning opportunities (Virtual High School, College411) to offer students supplemental advancement, self-paced learning, and guidance leading to college enrollment Including a strong component on workplace behaviors and soft skills to promote workplace success Effectively connecting, with quantifiable examples, the value of a high school diploma, post-secondary degree, and specialized training to an individual’s ultimate earnings and quality of life

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The vision extends to the integration of post-secondary and college initiatives that increase college participation and graduation, and that encourage students to pursue advanced learning in strategic industries and fields of innovation. The Governor supports community-based postsecondary education (e.g., the University System two-year colleges, continuing education divisions and technical colleges) to serve in critical capacities within the workforce system, including workplace learning and e-learning. GeorgiaHIRE, an on-line database of Georgia students and graduates of technical colleges and universities, provides businesses with real-time access to find workers meeting their talent needs. A total of 90 post-secondary institutions are participating in this electronic resource. Active participation on the State WIB by the Chancellor of the University System, the State School Superintendent and the Commissioners of Technical and Adult Education and Labor 14 draft 4-26-07

assists in integration of statewide resources so that the spectrum of continuing education and training needs can be met effectively. The Governor has also created the Alliance of Education Agency Heads, to ensure that educators from pre-K through college have a common vision and commitment to preparing Georgia's students for jobs of the future. This team is currently developing an interagency strategic plan. The Alliance's goals include: • • • • • • • increasing high school graduation rates decreasing high school drop-out rates increasing post-secondary enrollment strengthening teacher quality, recruitment and retention improving workforce readiness skills developing strong education leaders, particularly at the individual school level improving the SAT/ACT scores of Georgia students

To date, the Alliance of Education Agency Heads has: articulated five goals for creating a more educated Georgia; developed strategies for each of these goals; established an implementation team; compiled a catalog of current and new initiatives; and identified initiatives for which members will expand partnerships. The Alliance has support from the Joint Education Board Liaison Committee - an ad hoc committee of Board members from each of the participating agencies - and the Alliance Implementation Team. The ad hoc committee meets quarterly to exchange information and address policy issues with implications across the educational agencies. The Alliance Implementation Team consists of senior education staff and business leaders. Their role is to recommend and promote policy changes that will further align the K-16 system and achieve the Alliance's goals. The State WIB Chair and the Director of the Governor's Office of Workforce Development were recently added to the Alliance Implementation Team. A tool that provides students and their families with valuable information about their future opportunities is Georgia College 411. The primary tool is a website (www.gacollege411.org) that helps students to research career options, prepare for standardized tests and apply for college and financial aid on-line. This dynamic, youth-oriented website has been developed through collaboration among the Board of Regents, Georgia Student Finance Commission, the Office of the Governor, the Departments of Education and Technical and Adult Education, the School Counselors Association, Georgia Foundation for Independent Colleges, Georgia Public Broadcasting, the state Professional Standards Commission and the public library system. Some of the valuable features on the website include a student planner, which helps high school students determine what it will take to meet entrance requirements for Georgia’s colleges and universities, information about the Georgia Higher Education Savings Plan (a 529 Plan), financial aid information for parents, and information for adult learners. Students are also able to track their current status in high school against what they must achieve to be successful at the college of their choice. Georgia’s educational system is evolving to address the needs of all students, to ensure their future success and to address the skills needed by the business community. In keeping with the federal No Child Left Behind Act, a number of initiatives have been developed to address the 15 draft 4-26-07

particular needs of Georgia’s diverse student body. Title I programs assist local school systems that have large numbers of disadvantaged students. Technical assistance, electronic resources and frequent contact with the eligible local educational agencies and schools ensure that these students will meet the state content and achievement standards for learning. The Even Start Family Literacy Program provides local systems with opportunities to apply for funding. Through this initiative, schools are encouraged to link early childhood education with adult literacy and parenting education for a comprehensive approach to family literacy. The state is funding demonstration projects for youth with barriers to success. One example is the DTAE Middle and High School Project, targeted at reducing high school dropouts. The initiative pairs technical colleges with middle and high schools in their communities, to assess 8th grade students and to work with 9th and 10th grade students identified as being at risk. The program then provides meaningful career training in areas of interest to the students as an incentive for these students to stay in school and work toward a successful career. DTAE, DOL and the Department of Education are also working with community groups and local districts to develop new alternatives. Communities in Schools of Georgia has opened “Performance Learning Centers” in more than a dozen districts around the state. The Centers are targeted to students who do not thrive in a traditional high school setting and have fallen behind or are at risk for dropping out. The mission of the Department of Education’s Division for Exceptional Students is to ensure that all students with disabilities have access to free public education that meets their unique needs and prepares them for employment and independent living. The key performance goals set at the state level include retention in school, attainment of a high school diploma, and increasing the percentage of students with disabilities who transition to desired post-secondary outcomes. Each local school system has developed an action plan to improve academic outcomes and other key attainments for students with disabilities. In addition to quality curriculum, related services include transportation, developmental and other supportive services that will allow students with disabilities to maximize their educational outcomes. School systems are also responsible for ensuring that transition planning becomes an integral part of each student’s Individualized Education Plan by age 14. Teachers and other school personnel are assisted with effective transition strategies by Vocational Rehabilitation counselors assigned to school systems. The Jobs for Georgia Graduates (JGG) Program, an affiliate of Jobs for America's Graduates, is administered by GDOL in collaboration with local school systems. This 20-year initiative has proven to be a successful resource for secondary school students who are disadvantaged or at risk of leaving school without completing their diploma. Operating in 36 high schools in the state, specialists work with students on leadership development, career exploration and critical skills attainment. One-on-one guidance and mentoring is a key feature of this program. Through the support of on-site job specialists, JGG students consistently achieve graduation rates approximating 90% - well above the national and state graduation rate averages. The High School-High Tech program, administered through the Georgia Department of Labor, assists high school students at 46 sites in the state. This initiative is an innovative way of teaching and expanding the critical thinking skills of students with disabilities through features such as leadership development, mentoring, career exploration, job shadowing and work 16 draft 4-26-07

experience. School systems, WIA providers and Vocational Rehabilitation staff coordinate efforts and resources to promote successful student transition to meaningful careers and postsecondary education. The Career and Technical Division of the Department of Education is charged with supporting three secondary vocational education programs for youth at risk. The Related Vocational Instruction Program assists students with disabilities to succeed in the least restrictive environment through varied instructional methods, vocational assessment, and guidance and support. Project Success serves ninth and tenth grade students considered at risk, especially those with limited English proficiency. The Coordinated Vocational Academic Education Program provides support for disadvantaged students enrolled in vocational programs in grades 9 -12. Students receive services in vocational education, communications, math and employability skills through a coordinated team of academic and vocational instructors. Georgia’s Tech Prep program continues to be a leading service strategy for secondary students. The program has built strong linkages and a seamless system between secondary and postsecondary education and employment. A total of 37 local consortia throughout the state have been developed to facilitate educational transition and employment. In addition to the collaboration among the Departments of Education, Technical and Adult Education, the Board of Regents, WIA systems and Vocational Rehabilitation, the program also partners with apprenticeship programs in demand occupations. An initiative to assist secondary students interested in pursuing careers following high school is High Schools That Work. This statewide effort provides students with opportunities to succeed through building challenging curricula and meaningful career advisement. A key strategy is to blend the content of coursework in math, science and language arts with quality vocational and technical studies, thereby making the academic content more relevant for students. Education for migrant children includes resources and support from the state Department of Education that help these students compensate for frequent moves and lost school time. This program is most active in South Georgia where most of the migrant and seasonal farmworker families work and live during crop planting and harvesting seasons. The Telamon Corporation, the U.S. Department of Labor’s WIA Section 167 grantee, operates Head Start centers in agricultural areas of the state for the pre-school age children of migrant workers. The strategies outlined above are in addition to and complement the services for youth within Georgia’s 20 workforce investment areas, which will be described in detail in later sections of the plan. Collectively, these resources assist Georgia’s students to achieve their educational and career goals and build the future workforce needed by the state’s business community.

Older Workers One of the great challenges facing the state in transitioning the workforce from an industrial to a knowledge economy is to upgrade the skills of older workers. While the state has continued job growth and unemployment rates well below the national average, many workers have had to 17 draft 4-26-07

leave existing jobs to transition to new ones in different fields later in life. The state has a strong network of services for mature workers, known as the Older Worker Network, which encompasses National Title V grantees, state agencies, local aging networks, faith- and community-based providers, businesses, Vocational Rehabilitation, and state and local workforce staff. Working together, these partners address the critical issues facing aging workers and seniors wishing to re-enter the workforce. More information is provided about service strategies in Section I. A key objective of Georgia’s system is to promote the success of all citizens. The state’s leaders are currently strengthening the linkages between each individual's economic prosperity and the state's long-term economic success through implementation of the goals in the State WIB Strategic Plan. Older workers are a vital and growing segment of Georgia’s workforce, and can provide businesses with a reliable, knowledgeable and stable source of labor. Older workers served through Georgia’s Senior Community Services and Employment Program are finding employment in health care, retail sales and other growing fields. The challenge for the system is to keep these workers’ skills current and to offer employment with sufficient flexibility to meet their needs. Working together, Georgia’s partners will meet this challenge and maximize the contributions of this vital segment of the workforce. Many of the resources already described in the plan assist workers to manage their careers. Some examples include: promoting skill-based assessment and credentialing (e.g., the new Work Readiness Certificate); working with state and federal agencies, businesses and labor representatives to improve government’s role in helping people transition between jobs; and projects directed at assisting incumbent and dislocated workers. One example of this is a project involving the Departments of Economic Development and Technical and Adult Education, the Georgia Institute of Technology, the Governor's Office of Workforce Development and the Atlanta Regional WIB. These partners are assisting automotive suppliers that have lost significant business (due to the idling of the Ford and General Motors plants) to consider new marketing strategies or business models that will allow them to remain competitive and to retain their skilled workforce. GDOL's recent Incumbent Worker initiative also helped workers attain new skills. This effort promoted job retention and promoted the marketability of these workers, should their jobs end in the future. All workers will have to engage in continual learning to remain a relevant part of the workforce. Business will increasingly need to rely on older workers, who can combine an established work history with new training in a demand field. The labor shortages in growing industries underscore the importance of retaining these workers to meet future needs.

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B. One-Stop Delivery System
Comprehensive Service Delivery Vision Georgia’s workforce development system encompasses many partners at the state, regional and local levels. A key component of the state’s workforce development system is active collaboration among the State Workforce Investment Board (WIB), the 20 local Workforce Investment Boards and staff; 53 Georgia Department of Labor (GDOL) career centers; Vocational Rehabilitation staff located in 54 sites; and the network of 34 technical colleges. Each workforce area has at least one comprehensive service site at which the broad range of partner services can be accessed. GDOL has devoted its resources to establishing a world-class workforce system. Commissioner Michael Thurmond’s vision is to assist all customers with workforce services through customized service strategies to meet the diverse needs of Georgia’s businesses and workforce. Some business customers and professional job seekers only need information, access to resources and/or networking assistance to be successful. The department has developed Internetbased services for these customers, and this approach has been well-received. Self-entry of initial Unemployment Insurance claims and an automated job referral and matching system are in place, and plans are underway for customer self-entry for Employment Services (ES) registration. Provision of self-service options and information for those customers able to access them frees up scarce staff resources to work one-on-one with those customers that need the assistance. A variety of innovative strategies, such as GoodWorks!, for customers transitioning from welfare to work, and Georgia Works, for individuals who have been laid off, have been implemented to provide quality, targeted assistance to all customers who need specialized strategies. With the inclusion of the Rehabilitation Services Division in GDOL, a broad variety of programs and strategies are in place for customers with disabilities. All of these efforts have allowed Georgia to become a national leader in workforce performance. Georgia's system uses technology as a fundamental means of providing state-of-the-art and no wrong door service to businesses and job seekers. The system has developed quality, linked websites in which a variety of useful information and tools is located. These resources are available on-line so that the information can be accessed by anyone with a computer as well as at strategic locations throughout communities to maximize customer access. The various links to additional partner programs and local service providers are an invaluable way to provide access to Georgians in rural areas or parts of the state in which services are not within close proximity. Additionally, GDOL and the Department of Technical and Adult Education (DTAE) have developed distance learning capability through which staff and customer training can be delivered at strategic locations throughout the state. WIA Title I funds are merely one of the resources used to address the workforce needs of Georgia’s businesses and job seekers. An excellent resource within the state to fund training is the HOPE system, through which grants and scholarships are available to Georgia residents to attend Georgia’s technical colleges and four-year institutions, respectively. The HOPE grants and scholarships have significantly augmented educational opportunities for young and adult 19 draft 4-26-07

students wishing to attend post-secondary educational institutions. As a result of HOPE, which is funded through dedicated revenues from the state lottery system, WIA adult and dislocated worker funds are primarily used to fill gaps in services and to provide supportive services to students. Wagner-Peyser funding is also leveraged to support the workforce system. In addition to providing the basic labor exchange functions, One-Stop sites have fully equipped resource areas with a variety of career exploration and job search tools available to everyone. Computers are equipped with assistive technology to ensure access for all job seekers. Career centers also have Business Resource areas with resources such as computers, copiers, fax machines and, space permitting, offices in which companies can conduct on-site interviews. The services of Employment Marketing Representatives and Vocational Rehabilitation Employment Specialists are available to employers on-site. Georgia’s employers have provided excellent feedback that continues to shape these resources and services. Continuing input from local WIB business members and local Employer Committees also assists with continuous improvement and enhancement of business services. The Employer Committees that advise the GDOL career centers are integrated in local workforce systems, through cross-membership on WIBs and other partner boards. Local workforce systems routinely hold job fairs to assist local businesses and job seekers. Large companies or those new to the state may have a job fair organized for their sole benefit. As needed, events are designed for particular customer groups, such as Hurricane Katrina survivors or workers from a large layoff. Partnerships with organizations such as Family Connections, the Division of Family and Children Services offices, faith-based entities, juvenile justice organizations, shelters, aging service providers and others help to market workforce services within communities. As these partners work together to address local needs, they also develop integrated strategies for serving job seekers with particular barriers to employment. With each agency contributing its expertise, the entire system is able to maximize resources to meet the challenging needs within communities. This is also true for business customers; local systems work closely with Chambers of Commerce, economic developers, chapters of the Society for Human Resource Management (SHRM), and industry groups to find coordinated service strategies. Local systems have formed business service teams comprised of local WIA staff, career center and Vocational Rehabilitation personnel. These teams assist businesses with their staffing needs in an integrated and holistic manner. To support this team approach, business service teams receive marketing and labor market information training jointly.

Strategic Directions As noted in Section A, Georgia's workforce, education and economic development partners are actively involved in a variety of initiatives that support the state's growth and prosperity. With education as the Governor's top priority, each partner brings to the table the resources and 20 draft 4-26-07

services that will promote development of a world-class workforce to meet the current and future needs of Georgia's businesses. These partners continue to incorporate recommendations from the business community to ensure that talent development strategies stay on track with business needs. The new State WIB Strategic Plan for the Development of Georgia's Workforce provides a blueprint for meeting the critical challenges faced by American businesses in today's global economy.

High Growth/ High Demand Jobs Georgia’s workforce system is participating in the federal Business Relations Group initiative, and areas throughout the state focus on those High Growth/ High Demand occupations relevant to their local economies. Data from the national level and from GDOL’s Workforce Information and Analysis Division inform local systems of likely workforce trends. By partnering with state and local economic development organizations, Chambers of Commerce and other business groups, the workforce system stays abreast of the needs of current and emerging business sectors. As discussed in Section A, Georgia has launched two regional sector initiatives to ensure that the Advanced Automotive Manufacturing industry and the Life Science industry have qualified workers to meet their projected needs. Jobs in these industries will be lucrative for job seekers and will promote the state's long-term economic prosperity. The Governor and the Department of Economic Development continue to seek other opportunities for growth through missions to other nations and strategic contacts within the United States. Georgia will be hosting the inaugural Americas Competitiveness Forum in June of 2007. This event will bring together government ministers from 30+ countries with business, academic and government leaders. The purpose is to explore new ideas and best practices that can promote innovation, increase economic prosperity and enhance the competitiveness of the entire region. Creative community solutions for idled facilities, such as the General Motors plant and the upcoming closure of the Naval Supply School, are also under discussion. Mixed use development will help to revitalize the areas impacted by these layoffs while providing new opportunities for small businesses and entrepreneurs. The health care industry is one that receives statewide attention on an ongoing basis. The demand for skilled health care professionals will continue to grow as the baby boom generation ages, and quality jobs are available for workers at all levels of the industry. Health care fields are well represented on local WIBs, thereby assuring that training services are relevant to the needs of local organizations. Local workforce staff work closely with their area’s technical colleges to make sure that training capacity can meet the needs of the community. For example, state-level and local WIA resources have funded additional instructors for health care* occupational training programs when large layoffs have created excess need for training. The strong state and local collaboration between workforce and education partners and the business community ensures that training opportunities will be responsive to changing needs. 21 draft 4-26-07

A pilot effort to assist industries undergoing technological change was launched by GDOL in April 2005. The goals of the Incumbent Worker initiative were to avert layoffs, foster job growth and promote job retention by upgrading existing workers' skills through training and related activities. Results from the local projects were quite positive. Grants of up to $50,000 from statewide WIA incentive funds were available to businesses committed to increasing their productivity and remaining competitive in the global economy. Interested companies worked with their local WIB to develop and submit projects. Local WIBs approved the projects and submitted them to the state office for funding. Local staff then managed the projects and tracked the success of the workers selected for training. Seven Georgia WIBs received grants during 2005 - 2006. Most of the projects were in the manufacturing and health care sectors, and much of the training was provided by local technical colleges. Examples of noteworthy results include high percentages of workers completing training, staff retention rates that were well above 90%, and worker promotions for most of the projects. These outcomes tracked the goals established for each project. The first Incumbent Worker grant was coordinated by the Southeast Georgia WIB and awarded to Propex Fabrics, Inc. in Nashville, Georgia. The grant funded the development of a computerbased training platform that encompassed different forms of multi-media. These included written text, images and narrated video clips, to meet the varied learning styles of today's workforce. The curriculum was developed in both English and Spanish. This initiative has allowed the Propex plant to increase in efficiency, attain lowered production costs, gain a competitive advantage and minimize the risk of future layoffs. Two projects involved models to upgrade the skills of entry-level workers in the health care industry. In the project with the Atlanta Regional area School-at-Work initiative, the national Veterans Administration was so pleased with the outcomes at the local VA Hospital that they have implemented the project nationwide. Another initiative, coordinated by the Richmond/ Burke Job Training Authority, was awarded to E-Z-Go Club Cars in Martinez, Georgia. Fortyeight employees successfully completed training in Kaizen workshops, to enhance the company's lean manufacturing efforts. Another innovative strategy, now in its fourth year, was developed to promote job creation while minimizing hiring risk. The Georgia Works initiative was conceived by Michael L. Thurmond, the Commissioner of Labor, when the economy was not generating much job growth. This initiative, operated by the GDOL career centers, connects companies with workers who have been laid off and are interested in pursuing work in a new field. Interested workers who qualify for Unemployment Insurance are matched with participating employers, and receive workplace training for 24 hours a week for a maximum of eight weeks. This allows companies to try out workers for a period of time without incurring wage costs, and benefits the workers through the opportunity to "earn and learn" by continued receipt of unemployment insurance benefits and an additional training allowance. Upon successful completion of the training period, a worker receives a certificate of proficiency and consideration for employment. Paperwork is minimal, involving a two-page initial employer application and a one-page completion form. Georgia 22 draft 4-26-07

Works is ideal for small and new businesses, thereby stimulating economic development. Since the inception of the program in March 2003, 7,300 training orders have been placed and 15,400 claimants have been referred on the orders. Of the 3,442 claimants who have completed training, 61% have been hired. More than 70% of the participating businesses have said they would recommend this service to other employers. This service strategy has become a model that other states are now pursuing. The Governor's Office of Workforce Development, the Georgia Department of Labor and the 20 local WIBs conducted regional economic development forums in the winter of 2007. These forums, supported by the Southern Growth Policies Board, provided timely input by community leaders on the key question, "What can your community do to build a competitive workforce for the future?" The forums served as an opportunity for dialogue among community stakeholders regarding regional workforce and economic development challenges. A total of 830 individuals participated in the forums throughout the state, and the results will inform state and regional policy recommendations. It is also anticipated that the forums will serve as a springboard for future discussions on critical workforce, education and economic development issues throughout the state.

Training in High Growth/High Demand Industries Local workforce boards use labor market information and their extensive knowledge of the local economy to determine their priority occupation lists. Member involvement in local, regional and state economic development groups enhances board discussions around projected growth in the community. Conversely, the strategic discussions of WIBs provide feedback to Chambers of Commerce and local business groups about how to align community resources and economic development. Several local WIBs have been designated as the community board for their Comprehensive Economic Development Strategies (CEDS). This will promote additional regional coordination, support and workforce alignment with economic development priorities. Five Georgia colleges received more than $9 million in U.S. Department of Labor Communitybased Job Training Grants. These grants will strengthen the technical and community colleges in their role of preparing the workforce for high growth/high demand jobs of the future. The grants are employer-focused and build on the President's High Growth Job Training Initiative, a national model for demand-driven workforce development using strategic partnerships among the workforce investment system, businesses, community colleges and other training providers. The five partnerships and their industry focuses include: • Athens Technical College, Gwinnett Technical College, Atlanta Regional Workforce Board, Northeast Georgia Workforce Board, University System and the K-12 education system, and the Georgia Biomedical Partnership: Through this partnership, a Georgia Bioscience Technology Institute will be developed and instructional materials will be updated to promote a well-trained workforce for the bioscience industry. 23 draft 4-26-07

Atlanta Technical College, Atlanta Workforce Development Agency, Grady Health Systems, CVS Pharmacy and Kaiser Permanente: Atlanta Technical College will develop two professional tracks to meet the growing need for health care workers and instructors in the metro Atlanta area. The technical college and its partners will expand their capacity to deliver training through additional classroom and lecture space, new equipment and additional instructors. Darton College, Southwest Georgia WIB, the K-12 education system, Bainbridge College, Thomas University, Southwest Georgia Technical College, Abraham Baldwin Agricultural College, John D. Archbold Memorial Hospital, Sumter Regional Hospital, Memorial Hospital, Miller County Hospital, Phoebe Putney Memorial Hospital, Palmyra Medical Center and Crisp Regional Hospital: An on-line Associate's Degree in Nursing program will be developed, to allow rural students to pursue long-term health professions and advanced nursing degrees. The project will include expanded space in rural satellite areas, course development, building instructional capacity and new equipment. Georgia Perimeter College, Atlanta Regional Workforce Board, DeKalb Workforce Board, DeKalb Technical College, the K-12 system in DeKalb and Gwinnett Counties, Emory Hospital, HCA Southeast Division, Georgia Hospital Association and other hospital partners: This project addresses the need to increase and retain faculty through mentoring programs, enhancing student retention through career counseling, and the addition of hospital equipment for patient care. Savannah Technical College, Coastal Workforce Investment Board, Step-Up Savannah, Savannah College of Art and Design, K-12 education system, Home Builders Association, city and county government and the Savannah Chamber of Commerce: Savannah Technical College will develop and implement a comprehensive CTP and community-based construction and historic preservation skills center to help address the shortage of skilled workers in this field.

Areas’ participation with the federal Business Relations Group activities is another mechanism for ensuring that demand occupations are identified as training priorities. The close working relationships among WIBs, technical colleges and the University System helps to maintain a balance between training demand and availability, and provides the educational community with information on future program design. These collaborative relationships also promote timely, quality assistance to dislocated workers when a large layoff occurs unexpectedly. There are many examples throughout the state in which new programs or additional sections of an existing course of study have been put in place at a technical college to meet a specific need. With customer choice as a key principle of WIA, those customers who express a strong preference for occupational training in a field not considered to be in high demand or not growing in that part of the state are provided career guidance, in- and out-of-state job growth data, or alternative methods for funding their desired training. This ensures that customers get what they want while the system preserves its adherence to training in growth occupations. 24 draft 4-26-07

Support to Small Businesses Recent job losses in industries such as airlines and manufacturing have resulted in more dislocated workers interested in starting businesses. As noted in Section A of the plan, Georgia's higher education system has developed a variety of resources that help existing small businesses and individuals wishing to start a business. The entrepreneurial certificate programs in five of the technical colleges have been particularly useful for dislocated workers wishing to start businesses. The Georgia Works initiative of the Georgia Department of Labor, discussed earlier in this section, is another strategy that assists small businesses to expand their workforce with minimum risk and financial investment. As the structural economic shifts continue to shrink the manufacturing and traditional technology sectors, the collaborative efforts of Georgia’s workforce, economic development and education leaders will continue to generate strategies to support entrepreneurs and small businesses. One example of this is the Advanced Manufacturing sector strategy in the West Georgia region. The state and regional partners are gearing up to welcome the Kia automotive plant and plan to fully support the many supplier companies that are expected to locate in the area. Additionally, the Entrepreneur-Friendly Community initiative and Communities of Opportunity, both discussed in Section A, provide support for small businesses. This is especially welcome in rural parts of the state where resources are less plentiful.

State-level Assistance for Workforce Development Georgia uses its statewide resources in a variety of capacities to assist the system. In particular, the state continues to experience a high volume of layoffs and a comprehensive approach has been developed to addressing needs. State-level Rapid Response funds are used to provide local systems with technical assistance. State and local partners assist companies and their workers from the time an impending layoff is identified until the dislocated workers transition to new employment. This model has been so successful that state agencies and businesses in other states have sought Georgia’s assistance in developing similar approaches. The state has funded several transition centers for workers at large layoffs. These are established at the request of a company in conjunction with worker representatives. Transition centers are set up on-site at the company, where space permits, or at other community locations, and provide comprehensive resources and assistance to those workers losing their jobs. A prime example of the value of transition centers for large layoffs is the "Bo" Marlow Center that has served the workers dislocated from the Ford Motor Company's plant in metro Atlanta. Through effective collaboration, the United Auto Workers of America Local 882, GDOL career center and local WIB staff, Clayton State College and Atlanta Technical College have been providing these dislocated workers with an array of services. Popular services at the transition center include comprehensive assessments, classes on entrepreneurship, computer skills and finding job leads. More than 1,000 of the workers have attended training sessions on 25 draft 4-26-07

Unemployment Insurance, retraining opportunities, career assessment, job search, state licensing exams, rehabilitation services, developing a resume, interviewing skills and managing finances. The outstanding cooperation among partners and stakeholders has led this center to exceed customers' expectations. A variety of systematic technical assistance efforts are provided at the state level. An annual Workforce Development Conference is sponsored by GDOL, at which workforce professionals, state and local WIB members, business executives and partner staff gain knowledge on cuttingedge workforce topics and resources. Periodic training sessions for local WIA staff are sponsored by the state, on topics such as Youth Credentials, EEO training, Trade Act issues, Performance Measurement, and other requested subjects. Additionally, statewide funds have been used for a variety of initiatives that benefit local workforce systems. GDOL and local workforce partners also continue to work with the statewide workforce training institute for training and leadership development activities. There are several other system-wide resources, including the Individual Training Account (ITA) and Eligible Provider List (EPL) system, the comprehensive workforce data entry and reporting system (known as the GWS – Georgia Workforce System), and the network of staff that provide ongoing technical assistance and periodic reviews of local workforce areas. Statewide funds support Information Technology and Financial Management personnel as well as staff that provide customer assistance and performance-related technical assistance to workforce systems. Policy and planning staff assist local workforce areas with guidance and support for their required federal and local activities. State staff also support a variety of state, regional and local economic development initiatives in conjunction with the State WIB and partner agencies. The Workforce Information Core Products and Services federal grant is leveraged to provide local workforce systems with customized data, training and technical assistance to help them in planning and carrying out their strategic priorities. A popular resource developed and implemented within the GDOL Workforce Information and Analysis Division is Education Rocks – a multimedia presentation on career exploration for secondary students. The program has been enthusiastically received by students, educators and workforce staff. Additionally, the division is in the development phase of an Internet data collection system that will be an extra tool for local workforce staff to serve businesses. The Talent Inventory System is designed to produce real-time local labor market information on topics including benefits, entry wages, turnover, hard-to-fill jobs, missing skills sets in the workforce, and current and future job openings. The system will be piloted in the spring of 2007 by one local workforce area; once it is perfected, it will be available to GDOL career center, Vocational Rehabilitation and local WIB staff that work with the business community.

Strategies to Overcome Challenges Using a comprehensive, collaborative approach, the State WIB has identified six strategic goals for the future of Georgia's workforce (see page 3 for details). The WIB's vision is that implementation of these goals will transform Georgia's workforce system into a demand-driven workforce development enterprise. This means ensuring that education and training activities 26 draft 4-26-07

produce workers who are ready for the jobs of the 21st century, and that workers have every opportunity to develop meaningful career paths throughout their working lives. The strategies for attaining these goals provide a focus and framework for the multitude of meaningful initiatives that education, economic development and workforce partners have underway - such as new educational models, enhanced articulation between secondary and postsecondary institutions, housing initiatives, prisoner re-entry strategies, regional sector strategies to attract industry, and strong alliances with state and local Chambers of Commerce and the business community. By leveraging all resources, skills and talents in ways that promote integration, the goals outlined in the State WIB Strategic Plan will be achieved.

Comprehensive Youth Strategies When the federal School-to-Work initiative was launched in the mid-1990’s, the Georgia Departments of Education, Technical and Adult Education, Labor, the Board of Regents and other partners took their existing youth career development initiatives and used the vision of a comprehensive continuum from pre-school to career as a framework to organize and integrate service delivery strategies. Tech Prep, local workforce youth services, Jobs for Georgia Graduates, secondary and post-secondary technical education, apprenticeship models, literacy programs and services for juvenile offenders became key components of the service continuum. Other partners that have enriched this effort include Family Connections – a Department of Human Resources initiative that works holistically to identify and address the needs of at-risk students and their families; the Department of Community Health, which provides outreach services to include all eligible youth in the S-Chip federal health insurance program; Vocational Rehabilitation – through its transition services and the High School/High Tech initiative; and a wide assortment of corporate programs (e.g., Marriott Bridges, CVS Career Development) and faith- and community-based organizations (e.g., the Urban League, Big Brothers, Boys and Girls Clubs, Communities in Schools of Georgia, family literacy programs, migrant and refugee organizations, and many others). Since that time, the Statewide Comprehensive Youth Development Strategy has matured and been incorporated into local communities to address their particular priorities and concerns. Regions continue to meet and share information on best practices and continuous improvement, and approaches are adjusted as communities grow and change. It is with these strong partnerships as a backdrop that Youth Councils, working with their WIBs, local elected officials, educators and the business community, have been able to design and implement successful strategies for the future workforce. To assist in developing coordinated strategies in support of USDOL's youth vision, a strategic state-level interagency alliance was formed in 2005. This collaborative group has taken the lead on developing Georgia's strategic youth vision to ensure that all youth have every opportunity for success in the workforce. The Georgia Afterschool Investment Council is comprised of nearly 60 partners, including the Atlanta Public School system, Spelman College, Junior Achievement, The Arthur M. Blank Family Foundation, Georgia PTA, the Georgia Campaign for Adolescent 27 draft 4-26-07

Pregnancy Prevention (GCAPP), the Children and Youth Coordinating Council, Camp Fire USA Georgia Council, the Department of Juvenile Justice, WIA, Jobs for Georgia Graduates, Vocational Rehabilitation and High School/High Tech leaders. This group is also supported by many of the community- and faith-based organizations that work with youth. While this coalition and other groups work to address policy goals, activities and strategic alliances are carried out at the regional and local levels. The state partners support the local systems in implementing innovative strategies to address the needs of all at-risk youth in Georgia. Georgia's system is committed to workforce services for youth that are demand-driven. Through its programs and services all at-risk youth will be well-prepared for meaningful job opportunities. Georgia's youth vision emphasizes and encourages efforts in four strategic areas: • • • • focus on alternative education meeting the demands of business, especially in high growth industries and occupations focus on the youth with the greatest needs focus on improved outcomes

These areas, and examples of state and local strategies, will be discussed later in the plan.

Waiver Opportunities Georgia’s workforce system plans to renew the successful youth waiver currently in place, through which workforce areas are enrolling older, out-of-school youth in training with Individual Training Accounts while using youth WIA funds. The state is also requesting an extension of the three waivers granted in response to the Hurricanes of 2005. Details of the request to renew the waiver are in Section N of the plan.

Developing a Statewide, Integrated One-Stop Service Delivery System During implementation of WIA in 1999 and 2000, the Georgia Department of Labor made the conscious decision to provide local systems with the guidance they needed to be effective without imposing a lot of state-level policies or procedures. It was the state’s intention to ensure that local areas, which for the most part had considerable experience with administering local workforce systems, could establish the policies and practices that best met the needs of their communities. GDOL developed a policy guidance series that provided information on federal requirements and, on certain topics, state expectations for local workforce programs. In 2004, the series was consolidated into comprehensive Workforce Investment Act System Guidelines. One example of the dynamic of setting a statewide framework while promoting local decisionmaking is the issue of operating comprehensive One-Stop centers. The state adopted the federal requirement that each of Georgia’s 20 local WIBs develop at least one comprehensive center. This center would provide customer access to all required WIA partner services, plus services of local organizations as determined by the WIB. As specified in the Workforce Investment Act, 28 draft 4-26-07

state guidance recommended that the comprehensive site operator be established by the local WIB through a competitive process or through selecting a member from a consortium of three or more workforce partners to serve in this capacity. All local WIBs followed this guidance in establishing their comprehensive sites. Today, virtually all of the areas have multiple comprehensive sites and a variety of additional access points and satellite operations. Local WIBs have set parameters for their centers’ certification. An example follows of one WIB’s approach to establishing comprehensive centers. The West Central Georgia area is comprised of ten counties, most of which are rural and lack coordinated transportation. The board’s vision was to ensure customer accessibility throughout the area. They entered into an agreement with GDOL through which four GDOL career centers in the area would become comprehensive One-Stop sites. Certain standards were set by the WIB, including minimum requirements for resource areas and business centers, so that all customers would have access to similar resources. Career Developers were hired to assist with intensive services and referral to training, and space was created within each of the centers for partner program staff. These centers currently include staff from housing authorities, the Council on Aging and other older worker grantees, Job Corps, the Fatherhood Initiative, and TANF and Medicaid providers as well as WIA, Wagner-Peyser, veterans’ services and Unemployment Insurance. Funding has been leveraged to effectively deliver core services in an integrated manner. Partners work together to develop OJT contracts and to jointly provide staff assistance to customers with multiple barriers to employment. This collaboration of community and state partners has resulted in a system that serves all customers well. The state also encourages local WIBs to provide a variety of services to their business customers. Through the joint expertise of local workforce staff, career center employer representatives, Vocational Rehabilitation employment specialists and technical college business service staff, local systems have developed an array of vital services for the business community. Recommendations and guidance from the business members on the state and local WIBs and from the state and local Employer Committees ensures that the assistance provided is relevant and of maximum benefit. One-Stop sites have Business Centers, where local companies can make use of Internet-ready personal computers, fax machines and copiers. In addition, employer marketing representatives and employment specialists are available to work with companies onsite, and most centers provide business customers with private space for conducting interviews and employee pre-screenings. Employer seminars are routinely sponsored by GDOL and local partners. Local systems routinely conduct job fairs for one or multiple business customers and assist with mass recruitments, individual referral and job development. Some areas are working with businesses on developing career ladders and, in collaboration with local technical colleges, establishing skills-based training curricula based on WorkKeys. The statewide Work Ready Certificate was recently announced by Governor Perdue. Through an assessment process, a job seeker's knowledge and skills are evaluated relative to type of work they are interested in performing. Certified assessment centers and self-guided gap training is available at Georgia's technical colleges.

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Local workforce systems have drawn on their unique community resources and assets to ensure that all partners are working together to achieve coordinated outcomes for their business and job seeker customers. The local Employer Committees affiliated with GDOL Career Centers have also been instrumental in assisting local systems through such efforts as developing mentoring programs in local high schools, providing scholarships and school supplies for low-income youth, raising funds to furnish One-Stop business centers, and marketing the system’s services within the local business community. The Georgia Department of Labor provides ongoing guidance and technical assistance to local systems through the coordinated leadership of WIA Field Representatives, Rapid Response Coordinators and Field Services District Directors. These staff work together to identify and address the needs of local systems through technical assistance, training, peer assistance and direct support. The state team, which also includes representatives from Financial Services, conducts annual reviews of local workforce systems to assess compliance with WIA and to identify areas for enhancement and/or technical assistance. The review process gives priority to youth strategies and performance attainment, the effective and integrated use of Dislocated Worker funds, expenditure rates for WIA funds and local WIB/Youth Council involvement in local systems. The state promotes system integration in a variety of ways. Through the vision of Labor Commissioner Michael Thurmond, the GDOL career centers were remodeled to accommodate resource areas, access by partner staff and Business Centers. This transformation from “unemployment offices” to career centers established a higher level of professionalism for workforce services within many communities, and has paved the way for local WIBs to select career centers as comprehensive One-Stop sites with little or no additional financial investment. Career centers comprise 34 of the 46 comprehensive sites designated by WIBs within the 20 local areas.

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C. Plan Development and Implementation

A new Unified Plan was developed in 2005. Each of the programs included in the plan (WIA, Veterans Employment and Training, Wagner-Peyser, Unemployment Insurance, Trade Act and Vocational Rehabilitation) is administered by the Georgia Department of Labor, and staff throughout the agency had input into its development. The Program Year 2007 - 08 plan is an update of the PY05 plan, with input on new initiatives provided by all relevant programs. State WIB input was obtained from the Governor's Office of Workforce Development and through a discussion with members of the State WIB. Additionally, significant input regarding local service strategies was obtained from local workforce areas and boards. Local WIBs were also asked to update their strategic plans to cover Program Years 2007 and 2008.

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D. Needs Assessment
Georgia’s Population & Educational Levels Georgia’s total population was 8,186,453 at the time of the 2000 U.S. Census, roughly 3% of the population of the United States. Of the approximately 8.2 million individuals living in Georgia, 27% are enrolled in school and 5% are enrolled in college or graduate schools. This is in line with the national figures of 27% and 6%, respectively. The dropout rate for individuals between the ages of 16 and 19 in Georgia is 13.6%, which exceeds the national rate of 9.8%. Slightly over 75% of all individuals in this age group are enrolled in school in Georgia, compared to approximately 80% nationally. For the population age 25 and older, Georgia’s educational outcomes are similar to national figures, as noted in the chart below:
United States 182,211,639 13,755,477 21,960,148 52,168,981 38,351,595 11,512,833 28,317,792 16,144,813 Percentage (100%) (7.5%) (12.1%) (28.6%) (21.0%) (6.3%) (15.5%) (8.9%) Georgia 5,185,965 393,197 718,152 1,486,006 1,058,692 269,740 829,873 430,305 Percentage (100%) (7.6%) (13.8%) (28.7%) (20.4%) ( 5.2%) (16.0%) (8.3%)

Population, 25 years of age and higher: Less than 9th Grade 9th – 12th Grade, no diploma High School Graduate/Equivalency Some College, No Degree Associate Degree Bachelor’s Degree Graduate/Professional Degree

Georgia’s labor force is aging. During the current decade, the total population is projected to grow by 17.5%, while the 55 and over population will grow by 42.5%. By 2010, more than one in five Georgians will be over 55 years of age. With the rapid pace of technological change, older workers will have to engage in retraining and retooling to continue to be a valuable part of the talent pool for future jobs. Of the estimated 77.5% of working age individuals in Georgia that participate in the labor force, participation rates are much lower for individuals with less than a high school degree (61.6%) than for residents who are high school graduates or greater educational attainments. This provides further evidence of the need for strategies and services to boost educational attainments of Georgia's youth and others not in the workforce. During the decade of the 90s, Georgia gained nearly 100,000 jobs per year. Then during the most recent recession, Georgia lost 6,000 jobs in 2001; 73,800 jobs were lost in 2002; and another 24,600 in 2003. Finally, job growth returned in 2004 when the state added 55,600 jobs. Job growth continued in 2005 and 2006 with the state adding 102,700 jobs and 83,200 jobs, respectively.

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Today, Georgia’s economy is growing, while the labor force is older and more diverse. Labor force growth, which was suppressed during the beginning of the decade, has resumed as job seekers perceive a healthier job market where there is a better chance of becoming employed.

Georgia’s Economic Base by Industry The split between non-farm, goods producing (17%) and non-farm, service producing (83%) industries is the same in Georgia as it is in the United States as a whole. Note: Nonfarm employment is primarily employment that is covered by unemployment insurance; this employment series is published each month for the nation and all states. This does not include agricultural crop and livestock production, self-employed, unpaid family workers and most private household workers that are not covered by UI. In contrast, total employment includes those non-covered employment groups. Total employment is used in all of the labor market projections series, both short-term (two years) and long-term (ten years). All references to occupational employment come from long and short term projections of total employment. The eleven industry sectors that make up Georgia’s non-farm economic base practically mirror the makeup of the national economy. Only two sectors – Trade, Transportation and Utilities, and Education and Health Services – vary by more than one percentage point. Georgia’s industry mix is listed below: Trade, Transportation & Utilities Government Professional and Business Services Educational and Health Services Manufacturing Leisure and Hospitality Financial Activities Construction Other Services Information Natural Resources & Mining 21% 16% 13% 11% 11% 9% 6% 5% 4% 3% 1%

Projections for Industry and Occupational Growth By evaluating both Industry and Occupational Projections to determine employment paths, job seekers have the opportunity to develop career longevity. Occupational projections indicate which individual occupation (job title) is growing; however, many individual occupations are found within multiple industry groups. Industry projections help to identify which industries are healthy and offer growth potential in the future. Choosing a growth occupation in a growth industry makes for smart career planning. Both industry and occupational projections have a 33 draft 4-26-07

short-term and a long-term series. The individual’s situation, training needs and timeframe for finding employment dictates which series to use. If the need for employment is immediate, choose short-term projections, but job seekers planning for a future career should choose the long-term projections.

Short Term Industry Growth Projections – 2005-2007 Series This list from the short-term industry projections includes those industries with the most annual openings. While these industries may not be the fastest growing (indicated by “new positions”), they offer significant opportunities for workers through “job replacements.” More than 100 industries were analyzed to identify the twenty expected to have the most annual job openings. It is interesting to note that 90% of the industries represented on this list are the same industries that were reported in the 2003-2005 Series. The two industries that dropped from the top 20 are Food Manufacturing and Wholesale Electronic Markets, Agents and Brokers. The two new industries added, indicated in italics below, are Truck Transportation and Merchant Wholesalers, Nondurable Goods. INDUSTRIES WITH THE MOST ANNUAL OPENINGS
Industry Food Services and Drinking Places Educational Services Administrative and Support Services Professional, Scientific, and Technical Services General Merchandise Stores Specialty Trade Contractors Self-employed and Unpaid Family Workers Ambulatory Health Care Facilities Hospitals Merchant Wholesalers, Durable Goods Local Government, except Education and Hospitals Religious, Grantmaking, Civic, Professional & Similar Organizations Social Assistance Food and Beverage Stores Motor Vehicle and Parts Dealers Credit Intermediation and Related Activities Truck Transportation Merchant Wholesalers, Nondurable Goods Nursing and Residential Care Facilities State Government, except Education and Hospitals New Positions 9,330 12,390 10,800 7,380 3,830 4,130 1,950 4,150 3,630 3,560 2,770 2,430 2,920 440 1,360 920 1,790 970 1,380 880 Job Replacements 14,030 7,270 6,030 3,420 3,680 2,700 4,790 2,320 2,700 2,410 3,050 2,000 1,070 3,280 1,780 2,140 870 1,480 970 1,460 Annual Openings 23,360 19,660 16,830 10,800 7,510 6,830 6,740 6,470 6,330 5,970 5,820 4,430 3,990 3,720 3,140 3,060 2,660 2,450 2,350 2,340

The following is a listing of the top five occupations for each of these industries with the most annual openings listed above. Those occupations in italics also appear on the “Top Jobs by Most Expected Annual Openings” charts indicating the occupation should be in high demand. 34 draft 4-26-07

Food Services & Drinking Places: combined food prep & serving workers, including fast food; waiters & waitresses; restaurant cooks; food preparation workers; fast food cooks Educational Services: elementary school teachers, except special ed; teacher assistants; secondary school teachers, except special & voc ed; middle school teachers, except special & voc ed; janitors & cleaners, except maids & housekeeping cleaners Administrative & Support Services: laborers & freight, stock, & material movers, hand; security guards; janitors & cleaners, except maids & housekeeping cleaners; landscaping & grounds keeping workers; customer service reps Professional, Scientific & Technical Services: management analysts; accountants & auditors; customer service reps; lawyers; general & operations managers General Merchandise Stores: retail salespersons; cashiers; stock clerks & order fillers; supervisors of retail sales workers; laborers & freight, stock, & material movers, hand Specialty Trade Contractors: electricians; plumbers, pipe fitters, & steamfitters; construction laborers; operating engineers & other construction equipment operators; supervisors of construction trades & extraction workers Self-employed & Unpaid Family Workers: child care workers; supervisors of retail sales workers; real estate sales agents; management analysts; construction managers Ambulatory Health Care Facilities: registered nurses; medical assistants; receptionists & information clerks; dental assistants; licensed practical & licensed vocational nurses Hospitals: registered nurses; nursing aides, orderlies, & attendants; licensed practical & licensed vocational nurses; respiratory therapists; maids & housekeeping cleaners Merchant Wholesalers, Durable Goods: sales reps, wholesale & manufacturing, except technical & scientific products; laborers & freight, stock, & material movers, hand; sales reps, wholesale & manufacturing, technical & scientific products; customer service reps; stock clerks & order fillers Local Government, except Education & Hospitals: police & sheriff’s patrol officers; fire fighters; correctional officers & jailers; water & liquid waste treatment plant & system operators; court, municipal, & license clerks Religious, Grant making, Civic, Professional, & Similar Organizations: child care workers; general & operations managers; executive secretaries & administrative assistants; fitness trainers & aerobics instructors; recreation workers Social Assistance: child care workers; preschool teachers, except special ed; personal & home care aides; social & human service assistants; teacher assistants Food & Beverage Stores: cashiers; stock clerks & order fillers; food preparation workers; combined food preparation & serving workers, including fast food; packers & packagers, hand Motor Vehicle & Parts Dealers: retail salespersons; automotive service technicians & mechanics; tire repairers & changers; cleaners of vehicles & equipment; parts salespersons Credit Intermediation & Related Activities: tellers; loan officers; customer service reps; retail salespersons; new accounts clerks Truck Transportation: truck drivers, heavy & tractor-trailer; laborers & freight, stock, & material movers, hand; truck drivers, light or delivery services; dispatchers, except police, fire, & ambulance; bus & truck mechanics & diesel engine specialists Merchant Wholesalers, Nondurable Goods: sales reps, wholesale & manufacturing, except technical & scientific products; sales reps, wholesale & manufacturing, technical & scientific

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products; stock clerks & order fillers; truck drivers, heavy & tractor-trailer; laborers & freight, stock, & material movers, hand Nursing & Residential Care Facilities: nursing aides, orderlies, and attendants; licensed practical & licensed vocational nurses; home health aides; registered nurses; maids & housekeeping cleaners State Government, except Education & Hospitals: correctional officers & jailers; child, family, & school social workers; secretaries, except legal, medical, & executive; probation officers & correctional treatment specialists; registered nurses Short Term Occupational Projections – 2005-2007 Series When compiling the list of most annual openings for any projection series, the number of replacements are included in that determination. These following charts represent the occupations that are projected to have the highest numbers of annual openings. These occupations are grouped according to the amount of training and education required for each. Many of the occupations from the industry projections above appear in these lists. Wage information for each occupation is from the 2006 Georgia Wage Survey. Where available, the average wage listed is hourly. Otherwise, the annual average salary is provided.

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More than a Bachelor's Degree
Occupation General & Operations Managers Management Analysts Sales Managers Chief Executives Computer & Information Systems Managers Financial Managers Lawyers Instructional Coordinators Administrative Services Managers Education Administrators, Elementary & Secondary School New Positions 1,760 680 570 390 380 330 290 340 260 260 Job Replacements 1,320 290 310 340 170 220 190 110 180 160 Annual Openings 3,080 970 880 730 550 550 480 450 440 420 Average Wage 40.80 40.06 46.78 72.65 47.47 43.25 54.22 23.23 31.84 74,953

Bachelor’s Degree
Occupation Elementary School Teachers, except Special Ed Secondary School Teachers, except Special & Vocational Ed Accountants & Auditors Middle School Teachers, except Special & Vocational Ed Computer Systems Analysts Computer Software Engineers, Applications Computer Software Engineers, Systems Software Network Systems & Data Communications Analysts Special Ed Teachers, Preschool, Kindergarten, & Elementary School Construction Managers Insurance Sales Agents New Positions 1,590 830 640 610 690 510 480 470 310 260 140 New Positions 1,890 620 200 140 100 170 130 170 20 70 80 Job Replacements 1,000 640 490 470 180 100 90 90 150 190 310 Job Replacements 1,110 200 40 100 120 50 80 30 100 30 20 Annual Openings 2,590 1,470 1,130 1,080 870 610 570 560 460 450 450 Annual Openings 3,000 820 240 240 220 220 210 200 120 100 100 Average Wage 45,600 47,791 25.44 46,982 34.81 34.60 36.01 29.39 45,085 35.19 23.95 Average Wage 25.20 20.00 21.29 20.66 14.42 13.50 21.14 25.90 23.23 19.17 11.91

Associate's Degree
Occupation Registered Nurses Computer Support Specialists Paralegals & Legal Assistants Respiratory Therapists Medical & Clinical Lab Technicians Medical Records & Health Information Technicians Radiologic Technologists & Technicians Dental Hygienists Electrical & Electronic Engineering Technicians Physical Therapist Assistants Veterinary Technologists & Technicians

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Postsecondary Vocational Training
Occupation Automotive Service Technicians & Mechanics Licensed Practical & Licensed Vocational Nurses Preschool Teachers, Except Special Ed Real Estate Sales Agents Hairdressers, Hairstylists, & Cosmetologists Fitness Trainers & Aerobics Instructors Bus, Truck Mechanics & Diesel Engine Specialists Legal Secretaries Emergency Medical Technicians & Paramedics Appraisers & Assessors of Real Estate Mobile Heavy Equipment Mechanics, except Engines Surgical Technologists New Positions 410 470 540 260 130 220 150 180 190 90 60 110 Job Replacements 600 480 110 250 320 150 200 120 70 60 90 40 Annual Openings 1,010 950 650 510 450 370 350 300 260 150 150 150 Average Wage 16.18 15.19 11.42 17.74 10.95 13.32 17.10 16.98 13.49 19.23 19.01 15.04

Work Experience in a Related Occupation
Occupation Supervisors Office and Administrative Support Workers Supervisors of Retail Sales Workers Supervisors of Food Preparation & Serving Workers Supervisors of Construction Trades & Extraction Workers Supervisors of Mechanics, Installers, & Repairers Supervisors of Production & Operating Workers Supervisors of Non-Retail Sale Workers Vocational Education Teachers, Postsecondary Food Service Managers Self-Enrichment Education Teachers New Positions 580 700 750 570 340 140 130 240 180 270 Job Replacements 1,020 870 680 330 450 450 230 100 150 60 Annual Openings 1,600 1,570 1,430 900 790 590 360 340 330 330 Average Wage 20.35 15.82 12.81 23.69 25.24 22.04 32.11 20.87 21.72 16.59

Long-term On-the-job Training
Occupation Cooks, Restaurant Electricians Police & Sheriff’s Patrol Officers Carpenters Plumbers, Pipe fitters, & Steamfitters Welders, Cutters, Solderers, & Brazers Fire Fighters Machinists Heating, Air Conditioning, & Refrigeration Mechanics & Installers Industrial Machinery Mechanics New Positions 760 670 400 520 360 200 170 90 190 30 Job Replacements 1,030 380 520 370 260 280 250 170 60 200 Annual Openings 1,790 1,050 920 890 620 480 420 260 250 230 Average Wage 9.53 18.48 16.62 15.26 17.79 14.05 15.40 16.44 16.95 18.04

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Moderate-term On-the-job Training
Occupation Customer Service Representatives Truck Drivers, Heavy & Tractor-Trailer Sales Reps, Wholesale & Manufacturing, except Technical & Scientific Products Maintenance & Repair Workers, General Executive Secretaries & Administrative Assistant Construction Laborers Bookkeeping, Accounting, & Auditing Clerks Secretaries, Except Legal, Medical, & Executive Team Assemblers Cooks, Institution & and Cafeteria New Positions 2,010 1,590 1,120 810 640 980 390 350 60 290 Job Replacements 1,180 890 1,340 740 830 420 960 980 1,150 720 Annual Openings 3,190 2,480 2,460 1,550 1,470 1,400 1,350 1,330 1,210 1,010 Average Wage 13.78 16.95 26.00 15.03 17.47 11.24 13.84 12.26 11.63 7.63

Short-term On-the-job Training
Occupation Cashiers Retail Salespersons Combined Food Preparation & Serving Workers, including Fast Food Waiters & Waitresses Laborers & Freight, Stock, & Material Movers, Hand Stock Clerks & Order Fillers Office Clerks, General Child Care Workers Janitors & Cleaners, except Maids & Housekeeping Cleaners Food Preparation Workers New Positions 1,870 2,610 2,730 2,090 950 220 1,170 1,360 1,380 970 Job Replacements 6,740 5,320 4,140 3,940 3,230 2,890 1,690 1,430 1,040 1,390 Annual Openings 8,610 7,930 6,870 6,030 4,180 3,110 2,860 2,790 2,420 2,360 Average Wage 7.76 10.57 6.85 6.60 10.33 10.46 10.85 7.46 8.95 8.22

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Long-Term Growth Projections (Ten Years into the Future) - Industry and Occupational Long Term Industry Growth - Industry Sectors – 2004-2014 Series Mirroring the national economy, the vast majority - almost 94% - of Georgia's job growth during this projection period will be in the services-providing industry sectors. These sectors contained more than 83 % of total employment in 2004 and expect to increase their share to 85% by 2014. For the first time in many years, all major industry sectors will realize employment growth through 2014, albeit very small for some sectors. In the services-providing industry sectors, this growth will be led by professional and business services and health care and social assistance. Together they will account for almost 40% of all service-related job growth through 2014. Professional and business services is expected to grow the fastest, at an average annual rate of 2.9%, adding almost 166,000 new jobs; health care and social assistance is projected to grow 2.8%, increasing its share of new jobs by more than 118,000 through the projection period. The leisure and hospitality sector is expected to have the next fastest rate of growth at 2.4% and educational services will follow closely behind with a 2.3% increase. Wholesale trade and retail trade are both projected to grow at 1.5% per year. However, since retail trade has a much larger employment base, the change in employment levels for retail trade will be more than double that for wholesale trade. Transportation and warehousing, information, and other services (except government) are all expected to grow 1.4% annually over the next ten years, lagging the projected statewide overall annual growth rate of 1.7%. The financial activities and government sectors will grow at modest rates of 0.8 and 0.6%, respectively. Utilities will remain relatively flat, growing at a rate of only 0.2% per year over the next ten years. The construction industry, the only goods-producing industry sector to post significant employment growth, is projected to increase by almost 42,000 jobs, reaching almost 242,000 in employment in 2014. The mining sector is projected to increase by 1.1% annually, but its small employment volume will mean an increase of only 800 jobs. Agriculture, forestry, fishing, and hunting and manufacturing employment are projected to show very little change over the projection period, increasing annually by a mere 0.2 and 0.1%, respectively. But the good news in manufacturing is that this is the first time in more than a decade that employment in this sector in Georgia will hold steady or even rise. Long Term Industry Growth - Industry Subsectors – 2004-2014 Series Out of a total of 91 sub-sectors (subcategories of industry sectors) the twenty projected to create the most new jobs in Georgia through 2014 are listed on the next page. Two of these are of special interest because of their large projected employment gains of nearly 100,000 jobs each. Administrative and support services and health services will account for more than one in every four new jobs through the projection period. Each one of these industry sub-sectors will be analyzed in the next section.

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Industry Subsectors with Most Total Growth

Administrative and Support Services Subsector Experiencing a growth rate twice that for all industries, administrative and support services will continue to expand from 2004 to 2014 by more than 101,000 jobs. More than 70,000, or nearly 70%, of these new jobs will be in employment services. As the largest component of this industry sub-sector, employment services is projected to reach employment levels of almost 41 draft 4-26-07

202,000 workers by 2014. In addition to growth fueled by the continued use of temporary workers by large numbers of employers, employment services will also expand as a result of companies looking to control costs by out-sourcing their personnel management, health benefits, workers’ compensation and unemployment insurance, tax, and payroll responsibilities. Services to buildings and dwellings, which includes janitorial services and landscaping services, is also expected to increase substantially, growing by almost 10,000 to employment levels of more than 60,000 by 2014.

Administrative and Support Services Subsector Employment

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Health Services Subsector By the year 2014, health services will account for one in every twelve jobs in Georgia. Already one of the largest industry sub-sectors, it is projected to increase by almost 100,000 jobs, placing its employment levels at more than 420,000 jobs by 2014. Hospital employment is expected to account for the largest increase in new health care jobs, adding more than 31,500 jobs. While this component makes up the largest portion of health services, it is expected to be among the slowest growing, as hospitals are pressured to reduce costs by providing services on an outpatient basis, limiting low-priority services, and stressing preventative care. The shift away from hospital care will directly affect employment growth in offices of physicians, which is projected to increase by more than 23,500 over the projection period. Nursing and residential care facilities will also increase significantly. More than 19,000 new positions will be created in this component of health services as the trend toward less expensive home health care and assisted living for the elderly continues.

Health Services Subsector Employment

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Fastest Growing Industries – Detailed Industries Six of the industries projected to grow the fastest are in the health care and social assistance sector. Growth in health services will result from the gradual aging of Georgia’s population, coupled with advances in medical technology that increase life expectancies. The combination of more women in the workforce than ever before and welfare reform legislation that requires most welfare recipients to work will contribute to employment growth in the social assistance sub-sector. Four of the fastest growing industries will come from the professional and business services industry sector, with growth in employment services being the most significant. Although the demand for these services will not be as great as in the past, the trend toward corporate restructuring and cost cutting that has popularized the use of personnel supply companies will continue to generate new jobs in this industry. In addition, the out-sourcing of billing, recordkeeping, and distribution services will lead to increased employment in office administrative services. Growth in computer systems design and related services will be generated by the expansion of electronic commerce, a growing reliance on the Internet, faster and more efficient communication, and the implementation of new technologies and applications. Three of the detailed industries are in the information sector, led by growth in Internet service providers and web search portals. This growth will be fueled by the continued growth of general Internet use and the expansion of new web services. Software publishing will also show significant growth, as firms are expected to continue to invest heavily in software that facilitates electronic commerce.

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Fastest Growing Detailed Industries Chart

Most Job Growth – Detailed Industries Industry employment growth will be very concentrated. Of 300 industries analyzed by the Georgia Department of Labor, the 20 depicted on the next chart are projected to account for more than 62% of total job growth over the projection decade. In addition to the significant projected increase in new jobs in health care, social assistance and professional and business services, substantial gains in employment are also expected in educational services. Principally driven by the overall growth in Georgia’s population, a continued commitment by elementary and secondary schools to reduce class size as well as an increase in the number of students enrolling in colleges and universities, will combine to project substantial job growth in educational services over the next ten years.

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Most Job Growth – Detailed Industries

Long Term Industry Decline Declines in industry employment are usually caused by falling demand for certain goods and services, by increased imports that reduce domestic production, or by technology that increases worker productivity. The twenty industries on the next chart that are expected to lose the most jobs over the projection period are no exception. Five industries are in textiles and apparel manufacturing and one is in agriculture. Others include motor vehicle and related parts manufacturing, which are expected to decline as a result of the idling of two major automobile assembly plants and their related businesses. While declining employment often means unfavorable job prospects or limited opportunity, some openings will result from the need to replace workers who leave an industry.

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Most Job Losses Detailed Industries

Long Term Occupational Growth The previous section analyzed projected growth and decline in employment by industry. The next section examines projected changes in occupational employment. The Georgia Department of Labor has analyzed several factors affecting employment growth for 782 detailed occupations by the 11 job preparation levels most commonly required for employment as defined by the U.S. Bureau of Labor Statistics. Seven of the 11 categories usually require education beyond high school, from vocational training to a first professional degree. Occupations in the remaining four categories involve skills learned through varying degrees of on-the-job training and work experience. It is important to remember, however, that in nearly all occupations, workers have a variety of educational backgrounds. 47 draft 4-26-07

Subsequent sections will focus on analyzing occupational trends by percentage change, numeric change, and the number of projected annual job openings, respectively. Taken separately, these are all very useful measures. Occupations with fast growth, many new positions, or many new job openings generally offer more favorable conditions for mobility and advancement. When combined with above-average wages, the occupations that have it all - above average job growth, above average wages, and at least 100 expected annual job openings - cannot be beaten, for they offer the best chance for satisfying, rewarding careers with great potential for advancement. In the following charts, each occupation meeting this definition is designated with the HOT label. The complete list of Georgia’s HOT Careers to 2014 is provided later in this section. The job preparation levels and the number of detailed occupations in Georgia within each classification are: Bachelor’s or higher degree • First professional degree – 20 occupations – At least three years of full-time academic study beyond the bachelor’s degree. • Doctoral degree – 33 occupations – At least three years of full-time academic work beyond the bachelor’s degree. Required for entry into most postsecondary teaching occupations as well as several jobs in the physical, biological, and social sciences. Master’s degree – 44 occupations – One or two years of full-time academic study beyond a bachelor’s degree. Bachelor’s or higher degree, plus work experience – 36 occupations – Mostly managerial occupations. Experience in a non-managerial position for which a bachelor’s or higher degree is usually required. Bachelor’s degree – 108 occupations – At least four years of full-time academic study beyond high school.

• •

Post-secondary education, but less than a bachelor’s degree • Associate’s degree – 40 occupations – Two years of full-time academic study beyond high school. • Post-secondary vocational training – 49 occupations – Completion of a vocational training program of variable length from several weeks to a year or more in a postsecondary vocational school or college.

All other (no formal post-secondary education required) • Work experience in a related occupation – 44 occupations – Skills and training acquired in a related occupation. Includes several supervisory occupations as well as occupations in which skills may be developed from hobbies or other activities besides current or past employment or from the Armed Forces. Degree not required.

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Long-term on-the-job training – 89 occupations – More than twelve months of on-the-job training or a combination of work experience and formal classroom instruction, such as apprenticeships and employer-sponsored training lasting up to four years. Moderate-term on-the-job training – 183 occupations – One to twelve months of combined on-the-job experience and informal training, which can include observing experienced workers. Short-term on-the-job training – 136 occupations – One month or less of on-the-job training or after a short demonstration of job duties.

In 2004 more than 4.2 million workers were employed in various occupations in Georgia. Almost three million of these were in occupations that do not require any formal education beyond high school, with half in low-skill, low-pay jobs requiring only short-term on-the-job training. While workers in these occupations held the largest share of jobs in 2004, their share of jobs is expected to decline from 71.1% in 2004 to less than 69.7% in 2014. Careers requiring an associate’s degree or post-secondary vocational training made up only 8.4% of all jobs in 2004, but they will grow more than 60% faster than those requiring no education beyond high school, increasing to 9.0% of all jobs by 2014. In fact, these jobs are the fastest growing group in the state, even surpassing overall growth rates for occupations requiring a bachelor’s degree or more. Workers in occupations usually requiring a bachelor’s degree or more held 20.4% of all jobs in the state in 2004 for a total of more than 850,000 jobs. Their ten-year growth rate of 23.8% will place them at slightly over one million jobs or a 21.4% job share by 2014. Occupations requiring short-term on-the-job training are expected to account for the largest portion of 2004-2014 job growth, comprising one in every three new jobs created. However, these jobs are expected to be among the slowest growing of all occupations. Other occupational categories seeing significant growth in employment levels include bachelor’s degree careers and careers requiring moderate-term on-the-job training. Although jobs requiring a bachelor’s degree had employment levels roughly half the size of moderate-term on-the-job training jobs in 2004, their 24.8% growth rate is expected to almost double that for moderate-term on-the-job training jobs. As a result, bachelor’s degree jobs are expected to exceed moderate-term on-thejob training jobs in new job growth over the projection period. Fueled by the phenomenal growth in health-related occupations, careers requiring an associate's degree will be the fastest growing of all eleven job preparation levels, growing by 30% by 2014. Careers requiring a doctoral degree are expected to follow closest behind, growing at 26.9% as a result of the rapid growth in higher education in Georgia. In fact, career growth in all occupational categories requiring some formal education beyond high school is projected to exceed the statewide average of 18.2%. Career growth in all categories not requiring any education beyond high school is expected to be below average over the projection period. Fast

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growth in occupations means that they will provide a larger share of new positions in the future, thereby providing better employment prospects. Wages vary greatly by occupation. Among the most important factors affecting wages in different occupations is the level of education and training required for the position. In general, the more education and training that one has, the higher the average wage. As seen in the chart below, occupational groups requiring college training are among the highest paid, while occupational groups that do not require any formal education beyond high school are generally among the lowest paying.

2006 ANNUAL WAGES AND GROWTH RATES BY EDUCATION AND TRAINING CATEGORY Annual Wage $126,400 $65,000 $56,400 $89,900 $56,900 $47,900 $31,600 $45,900 $35,300 $32,000 $21,200 Average Wage $60.77 $31.25 $27.12 $43.22 $27.36 $23.03 $15.19 $22.07 $16.97 $15.38 $10.19 Annual Growth Rate 1.9% 2.4% 2.1% 2.0% 2.2% 2.7% 2.1% 1.4% 1.5% 1.3% 1.6%

Code 1 2 3 4 5 6 7 8 9 10 11

Job Preparation Level First Professional Degree Doctoral Degree Master's Degree Work Experience plus Bachelor's or Higher Degree Bachelor's Degree Associate's Degree Post-secondary Vocational Training Work Experience in a Related Occupation Long-term on-the-job Training Moderate-term on -the-job Training Short-term on-the-job Training

Job openings occur when new positions are added to the economy through business expansion or whenever existing jobs are vacated by workers who permanently leave an occupation. The need to replace workers who leave will normally result in more openings overall than job growth, and this trend is expected to continue. In Georgia, 25% more annual job openings are projected to come from employee turnover than from business expansion through 2014. Occupations requiring short-term and moderate-term on-the-job training are expected to generate the majority of all job openings over the projection period, largely because of employee turnover. Additionally, all occupational categories requiring no formal education beyond high school are projected to create more openings from turnover than from job growth. For categories requiring some post-secondary education, the opposite is true; all of them are expected to create more jobs from business expansion than from job turnover.

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Most Annual Openings by Job Preparation Levels

Six of the twenty fastest growing occupations are in the health care field, reflective of the phenomenal growth anticipated in the health services industry over the projection period. Five are computer-related and are a by-product of rapid growth in the computer systems design industry. More than half of the occupations on the next chart have average wages above the statewide average of $17.96 per hour. All twenty of these occupations have fast job growth; however, nine are also projected to pay well and have plentiful job openings, thereby earning our designation as “HOT” over the projection period.

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It is important to note that although all of these occupations are fast-growing, several of them have small employment volume and, as such, will have relatively few job openings per year. For example, musicians and singers, arbitrators and mediators, transportation attendants, manicurists and pedicurists, and choreographers will each have fewer than 50 job openings per year over the projection decade.

Fastest Growing Occupations

More than one in every three newly-created positions through 2014 will be in one of the occupations listed below. Registered nurses, a “HOT” career for this period, is third on the list. Other “HOT” jobs making the list include general and operations managers, elementary school teachers, and non-technical sales representatives. The majority of these jobs are in occupations with large employment levels; many of them are part-time. More than half of them are low-skill, low-wage jobs. 52 draft 4-26-07

Occupations with the Most Job Growth

The twenty occupations with the Most Annual Openings are projected to account for more than 35% of all annual job openings through 2014. More than half of these require only short-term on-the-job training. Accordingly, their average wages are low and most will result from high employee turnover. There are, however, four “HOT” occupations on this list, for in addition to each of them having at least 100 annual openings, these four also have fast job growth and high wages during the projection period.

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Occupations with the Most Annual Openings

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Hot Careers Occupations with fast growth, many new positions, or many new job openings generally offer more favorable conditions for mobility and advancement. When combined, however, with above-average wages, certain occupations have all of the above—substantial job growth, above average wages, and at least 100 expected annual job openings. They offer the opportunity for a satisfying, rewarding career with great potential for advancement. Georgia’s list of “Hot Careers to 2014,” as they are called, is provided on the next page.

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Long Term Occupational Decline Occupational employment declines are usually caused by increased imports, decreased demand for specific goods and services, technology that increases productivity, or foreign competition. The twenty declining occupations listed below are no different. Four of them are in textiles and apparel, as this industry will continue to decline as a result of foreign competition. Two of them are in telephone communications. Although declining employment often results in unfavorable prospects or limited opportunity, there will still be some job openings in these occupations over the projection period because of employee turnover.

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Georgia’s Skill Needs/Gaps Specific jobs often require specific skills. But there are several core competencies that all workers should bring to a job. These fundamental skills cut across occupational titles and are critical to nearly every job. Core skills help workers to perform required tasks and provide them with a foundation to succeed. Successful workers usually have at least basic arithmetic and communication skills, problem-solving ability, consideration of and respect for others, and a willingness to learn. Arithmetic and communication skills. Nearly all jobs require workers to do simple arithmetic, follow oral and written instructions, and interact with their supervisors and peers. Workers should be able to add, subtract, multiply, and divide and to read, write, listen, and speak. Problem-solving ability. Most jobs require workers to have some ability to analyze problems and develop workable solutions. Often, this ability requires common sense; in many cases, it involves the kinds of skills you can learn by taking math and science courses. Consideration and respect. Workers should display professionalism, politeness, and courtesy on the job. Respecting others and gaining others’ respect are essential for becoming part of a team, a common requirement in today’s workplace. Willingness to learn. Successful workers accomplish tasks efficiently and productively. Workers should be willing to learn new techniques and procedures, to apply skills in new contexts, and to anticipate and adapt to changes on the job.

Population In- and Out-Migration Population growth drives labor force growth and during the decade of the 1950’s, 100% of Georgia’s population growth came from natural increase – more births than deaths. But by the 1990’s, only 40% of Georgia’s population growth came from natural increase; the majority of growth came from domestic and international in-migration. From 1980 to 1990, 43 counties in Georgia lost population. From 1990 to 2000, only eight counties lost population. By the decennial census in 2000, Georgia was the sixth fastest growing state based on percentage growth and fourth in numeric increase. Seventeen Georgia counties are among the 100 fastest growing in the nation and three (Forsyth, Henry and Paulding) are in the top ten. Most of the growth has occurred in the Atlanta metro area, Savannah and southeast Georgia. In metropolitan Atlanta and areas north of Atlanta, population growth is extremely high. Only one county in metro Atlanta (DeKalb County) is expected to lose population over the next decade. Twenty-five counties in rural, southern Georgia are expected to see out-migration. Between 1995 and 2000, nearly 13 percent of the population moved to Georgia from another state. In 2000, more than seven percent of Georgia's residents were born outside the United States, primarily from Latin America (300,357) and Asia (145,696).

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Population Changes in Georgia's Workforce Areas

Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 Area 7 Area 8 Area 9 Area 10 Area 11 Area 12 Area 13 Area 14 Area 15 Area 16 Area 17 Area 18 Area 19 Area 20 Georgia

2000 Population 697,410 455,342 816,006 607,751 665,865 816,006 1,339,757 403,944 438,300 153,887 286,234 222,018 212,990 250,364 102,910 272,894 352,880 210,657 154,268 542,976 8,186,453

2005 Population 791,612 546,802 915,623 663,818 677,959 915,623 1,641,851 454,155 516,822 154,918 309,690 219,068 225,697 252,339 102,965 286,227 361,806 218,880 159,679 572,665 9,132,553

2010 Population 876,249 632,669 820,384 775,877 663,345 820,384 1,877,672 501,976 575,513 151,933 319,764 215,061 232,247 251,557 108,309 284,449 360,010 212,483 159,252 573,620 9,592,370

% Chg 2000-2005 13.5% 20.1% 12.2% 9.2% 1.8% 12.2% 22.5% 12.4% 17.9% 0.7% 8.2% -1.3% 6.0% 0.8% 0.1% 4.9% 2.5% 3.9% 3.5% 5.5% 11.6%

% Chg 2005-2010 10.7% 15.7% -10.4% 16.9% -2.2% -10.4% 14.4% 10.5% 11.4% -1.9% 3.3% -1.8% 2.9% -0.3% 5.2% -0.6% -0.5% -2.9% -0.3% 0.2% 5.0%

Demographics of Georgia's Talent Pool By 2012 Georgia’s labor force (those 16 years of age and older who are working or looking for work) will reach 5,067,000. The labor force is projected to show steady growth, increasing by 775,000, or 18.1%, over 2002 levels. Over the next decade, Georgia's talent pool will increasingly be comprised of minority groups. Georgia’s African American population will increase significantly to over 2.8 million people and will comprise 27.9% of the state’s population by 2012. The state’s Hispanic and Asian & Other minority groups will both increase significantly as well. The Hispanic population will increase by 69.5% and the Asian & Other group will increase by 50.4%. The state’s Caucasian population will increase by only 13.7% from 2002 to 2012, but will still maintain its status as the largest population group, comprising 59.3% of the total population in 2012. The state's population continues to age. As a result of the aging of the baby boom generation, the number of Georgians ages 55 to 74 will increase almost three times faster than all ages 60 draft 4-26-07

combined. Approximately 20% of the state’s population will be in this age group by 2012. At that time, the average age of the talent pool will be 41.2 years. By 2012, the number of people in the labor force aged 55 to 64 is projected to grow by 67.4%, almost four times the average for all ages, to almost 800,000 people. The number of labor force participants aged 65 and older is expected to grow 36.6% to 138,000 people. By contrast, the number of Georgians age 35 to 44 will decline by almost 68,000 from 2002 levels mostly because the baby boomers typically have only half as many children as their parents. By 2012, the number of labor force participants aged 35 to 44 will decline by 72,400 workers, which may create a shortage in workers available to replace retirees. Georgia’s labor force participation rate (labor force as a percentage of working age population) will increase by 2012 to 68.3%, up from 67.7% in 2002. Gains can be primarily attributed to women, whose participation rate will increase from 59.8% to 61.8%. By 2012, labor shortages will exist if labor force participation rates do not increase as projected. It will be vital that all residents interested in working, including individuals historically under-represented in the labor force, fully participate in Georgia’s economy. The special initiatives described throughout this plan are designed to ensure that all members of the workforce are able to reach their highest workforce potential and meet the needs of growing businesses.

Key Workforce Development Issues Georgia’s labor force will grow older in the coming years. The average age of the state’s workers will exceed 40, rising from 39.8 years in 2002 to 41.2 years by 2012. The state’s labor force will experience significant numerical gains in the 45-to-54 and the 55-to-64 age groups, as the first of the baby boomers begin to reach retirement age by 2012. As a result, workers between the ages of 45 and 64 will account for 38.4% of the state’s labor force in 2012 compared to 33.3% in 2002. This is likely to create a labor shortage problem, for the number of younger workers available to replace the retirees may not be adequate to meet the needs of the state’s employers. This is particularly true of the 35-to-44 age group, which is projected to decline through 2012. It will, therefore, become increasingly important to keep Georgia’s older residents actively involved in the labor force, at least part-time. Investments in education and training programs will be vital to increasing the participation of job seekers with barriers to employment, including high school dropouts, individuals who are functionally illiterate, teen mothers, probationers and parolees, people with disabilities, and minority group members with limited English-speaking skills. Attracting new industries to help declining communities remain economically viable is another challenge facing the state. Efforts to address this include emerging industries initiatives and targeted sector strategies to promote job growth in strategic areas of the state. Partner efforts to provide a trained workforce and to ensure the educational system includes all necessary foundational skills are keys to the state's continued success. Thus, continued collaboration among the business community, the educational system and economic and workforce

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development professionals at the state and local levels will help to ensure that there is a job for every Georgian and a Georgian for every job. Several of Georgia's workforce investment boards (WIBs) have identified foundation work skills (e.g., problem solving and team work) and literacy, transportation and child care as the priority issues in their communities. These issues will continue to receive attention at the state and local levels, as will a continued emphasis on quality education, articulation of educational components, partnerships between industry and workforce development professionals, and lifelong learning. Continued efforts in this area will help to ensure that Georgia's employers are able to remain competitive in the global economy.

Georgia’s Delivery of LMI Data The Workforce & Analysis (WI&A) division continues to produce hard copy publications of all of career guidance and occupational wage publications, in addition to making all WI&A products available on the GDOL website. The division’s routine hard copy distribution list includes all GDOL Career Centers, Vocational Rehabilitation Hubs, all local WIBs and each of Georgia’s technical colleges. Several WI&A products are also available through e-mail notification. As a result, labor market information data users are able to access new information as soon as it becomes available. These users avoid the delay between the time that products are completed and the time they are printed and delivered through the mail.

Alignment of Georgia’s Workforce Information Core Products and Services Plan with the WIA State Plan Customized data sets, including high growth and high demand occupations and industries and the educational status of Georgia’s workforce, have been provided to each of Georgia's 20 local WIBs for planning purposes. Career Center managers and staff who participate in local economic development initiatives routinely use WI&A data products to assist communities with employer recruitment strategies needed to connect and prepare workers for current and future jobs. WI&A publications assist planners and all workforce staff at the local level to gain a better understanding of the community, the state and the region, in terms of economy, workforce and other relevant indicators. Labor market data supports occupational and industry analyses that local WIBs assess while preparing local plans and making decisions concerning the occupations/industries to target for training purposes. Quality data is vital to ensuring that local areas provide training options likely to result in future employment opportunities in their area of the state.

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E. State and Local Governance
Programs Addressed in the Unified Plan Federally-funded programs administered by the Georgia Department of Labor (GDOL) are discussed in this Unified Plan. These include the following: Trade Act – Staff provide reemployment services, assistance with enrolling in and paying for training, Health Coverage Tax Credit information, and supportive services to eligible customers. Unemployment Insurance - The Unemployment Insurance Division oversees the employer tax system, pays eligible individuals Unemployment Insurance and Trade Readjustment Assistance benefits, and assists working youth, their parents, businesses and local education and workforce staff with Child Labor services. Veterans Employment and Training – Services are provided to veterans and other eligible individuals, primarily through the Local Veterans’ Employment Representative and Disabled Veterans’ Outreach Program staff throughout the state. State staff offer technical assistance to ensure that all workforce staff give veterans' preference for all federal workforce services. Vocational Rehabilitation – Staff assist eligible individuals with disabilities to successfully transition to work and assist customers with benefits coordination and supportive services. They also provide technical assistance to business customers regarding assistive technology, suitable modifications and accessibility issues. Wagner-Peyser – Staff provide business customers with screening and referral of qualified job applicants, timely labor market information and related resources, and assist job seekers with quality employment and training resources, job referrals and career development assistance, and a broad variety of reemployment services. WIA – Services provided by the 20 local Workforce Investment Boards include assistance with training opportunities, career guidance, supportive services, and resources to help businesses with their workforce development needs. GDOL has integrated its service delivery system at the state and local levels. The Division of Career Development Services staff support state and local WIA activities, the GoodWorks! initiative and the Jobs for Georgia Graduates Program. There are close linkages among this division and the Employment Services Division (which provides support for Dislocated Worker services, Trade Act, Veterans, Migrants, basic Wagner-Peyser services and customer support, technical assistance and reporting through the automated data management system), the Field Services Division (which provides administrative, staffing and technical support to the network of career centers), the Unemployment Insurance Division, and the Division of Rehabilitation Services. The close coordination of these programs at the state level helps promote integrated service strategies across fund sources throughout the state.

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The department has established an integrated statewide automated system that incorporates data entry, retrieval and reporting capabilities for WIA, Wagner-Peyser, Veterans, Unemployment Insurance, Trade and GoodWorks!. Thus, customers seeking any of these services only have to provide basic information once, and comprehensive data records are built and maintained for customers receiving multiple services. The system, known as the Georgia Workforce System (GWS), has continued to evolve as new federal data collection and reporting requirements have been implemented. The process of fully integrating local workforce systems continues. As noted earlier, 34 of the 46 comprehensive One-Stop sites designated by local WIBs are GDOL career centers. Wherever possible, new service sites are designed for full service integration of WIA, Wagner-Peyser, Vocational Rehabilitation and Unemployment Insurance services as well as services by other community partners. Staff in these centers are cross-trained to maximize their flexibility in serving customers with multiple workforce needs. Employer services are also coordinated among the various partners in GDOL, as noted in Sections B and G.

State-Level Workforce System Georgia’s workforce system is comprised of a multitude of public, private and community-based partners that work together to provide educational, training, employment, support and economic development services to Georgia’s businesses and residents. Through their membership on the State Workforce Investment Board and cross-membership on other advisory boards, agency leaders work together on issues of mutual interest and concern. In addition to standing boards, the Governor’s Office, state legislature and state agencies establish task forces and working groups as needed, to address issues such as homelessness, adult literacy, prisoner re-entry, enhancing education efforts, and attracting new industries to Georgia. Many of the state agency partners are within the Governor’s cabinet, while the Commissioner of Labor and the Superintendent of Schools are elected positions. The key state partners and their reporting relationships are depicted below.

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Governor of Georgia

Superintendent of Education

Workforce Investment Board

Commissioner of Labor

Departments of Technical and Adult Education, Human Resources, Corrections, Juvenile Justice, Economic Development, Community Affairs, the University System, Private Economic Developers, Georgia Chamber of Commerce, and the Business Community

State Workforce Investment Board The citizens' Commission for a New Georgia, established by Governor Sonny Perdue in 2003, provided breakthrough thinking and a new perspective to determine how the state could better manage its assets and services. The 17 task forces recommended actions to improve cost savings and customer service, and opportunities for the state's economy to grow. The Workforce Development Task Force studied the major systems involved with the workforce - education, training, employment services and economic development strategies. In February 2006, Governor Perdue reconstituted the State Workforce Investment Board. He established as their mission to assist him in developing a strategic plan for workforce development that links workforce policies and education programs to the economic needs of the state, its regions and communities. The board's Coordinating Council is comprised of the Governor and chief executives of the lead agencies within the workforce development system. This group serves as a steering committee for the State WIB. Significant activities have already been achieved by the State WIB, as described throughout the plan. With the implementation of its comprehensive Strategic Plan underway, the State WIB and all workforce partners throughout the state have a solid structure for a fully integrated system of education, economic development and workforce development that promotes the success of Georgia's businesses and workforce. The State WIB is comprised of a diverse set of recognized business representatives, organized labor, education, youth and community-based organizations, state legislators, local officials and state agency leaders. The Chairperson is a representative of private industry, as are a majority of the WIB members. A listing of current members is included in Appendix A. The board's broad membership, including the Governor's Coordinating Council, assures that the parties that can effect systemic change are represented.

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The Workforce Investment Act specifies that the State WIB shall assist the Governor with: • • • • • • • • • • development of the WIA State Plan development and continuous improvement of the statewide workforce investment system, including the review of local plans development of linkages to ensure coordination and non-duplication of programs carried out by One-Stop partners designation of local areas development of WIA allocation formulas development and continuous improvement of comprehensive state performance measures preparation of an annual report development of the statewide employment statistics system development of an application for incentive grants commenting on measures for Carl Perkins

During the initial year of the State WIB, six strategic planning subcommittees were established. The subcommittee strategy groups included: 1) Developing the Workforce Pipeline in the Education Community (P-16/20); 2) Workforce Development for At-Risk and Out-of-School Youth; 3) Adult Life-long Learning; 4) Removing Barriers to Work (such as child care and transportation); 5) Aligning Education and Economic Development at the State and Regional Levels; and 6) Workforce Development Public Awareness. Subcommittees assessed current as well as ideal states, defined problems and root causes, developed solutions and identified specific steps to address them. A Steering Committee, comprised of the board chair, subcommittee chairs and the Director of the Office of Workforce Development guided the strategic planning process. The newly formed Governor's Office of Workforce Development was charged with strategic mapping of state workforce resources and funding streams, stakeholder communication strategies and common measurement strategies. The Strategic Plan was approved by the State WIB at its February 2007 meeting. The State WIB is staffed by an Executive Director, a Secretary to the Board, a Financial Administrator and a WIB Consultant, with additional support by the Office of Planning and Budget. The Governor's Office of Workforce Development is charged with coordinating the activities of the State WIB and with participating in initiatives that involve the linkages among education, workforce development and economic development partners. With its charge to develop a strategic plan completed, the State WIB will focus in 2007 on establishing governing policies and standing committees. It is anticipated that the WIB will establish its conflict of interest policy in addition to bylaws and committee structure by mid2007. The conflict of interest policy will include declaration of conflict of interest and abstaining from voting on any matter that involves the provision of services by a board member, or that would provide direct financial benefit to a member or member's family.

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The State WIB publicizes its work and meetings on its designated website (www.gowfd.org). All meetings of the WIB are open to the public. The membership, projects and initiatives, upcoming meetings and other activities, and minutes of past meetings are posted on the board's website. Links to the key state workforce partners' websites are also included. The State WIB has both formal and informal ties to local workforce systems, through crossmembership, periodic meetings, funding opportunities and joint initiatives and activities. The local WIBs established Georgia’s Workforce Leadership Association, which creates a forum for communication and opportunities to address issues of mutual interest or concern. This group communicates regularly and also meets periodically to promote dialogue. Through the strategic planning process, the State WIB and Office of Workforce Development have worked to promote enhanced coordination among state agencies. Active involvement in state-level initiatives by the broad array of state agency representatives, business members and economic development partners on the State WIB strengthens the collaboration of workforce and economic development. The linkages to education at all levels continue to expand with the addition of the State WIB Chair and the State WIB Executive Director to the Alliance of Education Agency Heads, formed in 2006. One of the Alliance's first efforts is the development of a strategic map that will establish a blueprint for cross-agency collaboration. The Alliance will direct the integration and expansion of Pre-K through post-secondary educational activities, as well as to inform workforce development recommendations involving other state agencies. Another example of partnership is the sharing of WIA incentive funds by all contributing partner programs. Local workforce investment areas were established the spring of 2000, in accordance with instructions from the State WIB. County commission chairpersons and mayors were asked to follow the rules in the Workforce Investment Act for area designation, taking into account Georgia’s 12 service delivery regions, consistency with labor market areas, and the geographic boundaries of local K-12 and post-secondary educational institutions. The area designation requests received were reviewed by members of the State WIB, who made recommendations to the WIB Executive Committee. The recommendations for the state’s 20 local areas were then accepted by the Governor. A list of the 20 areas and the counties they serve is included as Appendix B. Once local workforce areas were established, chief local elected officials were asked to appoint local WIB and Youth Council members. These officials were also asked at that time to develop chief local elected official agreements under WIA. The 20 local WIBs were officially appointed in 2000, and were recertified by the Governor in 2002. Similarly, local WIA areas were redesignated in 2002. Federal guidance is disseminated to local WIBs and staff primarily via e-mail, but also through the ongoing technical assistance of the designated field representatives within the Georgia Department of Labor. Policy guidance is provided via memoranda and updates at the WIB Directors’ meetings. Communication flows in both directions between the local and state levels.

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Integrated Vision for Youth Services Georgia partners continue to focus on a comprehensive youth development strategy and the State WIB Strategic Plan contains several goals and recommended actions for youth services. A rudimentary framework for Georgia's integrated youth vision is on the following page. Note that this is still in the developmental stage; additional facets and partners will be added over time. Some examples of promising system linkages include the following: Jobs for Georgia Graduates (JGG) - JGG is a highly successful school-to-work transition program designed to provide high school students with pre-employment training, work skills, motivational activities and job development. Students enrolled in the JGG program achieved a graduation rate of 89.5% in 2005, 20% higher than the state's graduation rate. JGG provides follow-up services to increase student graduation rates and to encourage a successful transition from school to work. The JGG program and the Northeast Georgia WIB are collaborating on an out-of-school model targeting high school drop-outs. JGG staff have already received training from Jobs for America's Graduates on how to serve out-of-school youth. The plan is for JGG to support a caseworker for these youth while the local WIB provides assistance with GED preparation. They will collaborate with the Department of Juvenile Justice and alternative schools to recruit youth for the program. On-line High School Diploma Program - Some youth drop out of school because they are so far behind in earning credits for graduation that they have little hope of graduating with their peers. The High School Diploma On-line Program offered through the Southwest Georgia WIB addresses this challenge. Youth (either drop-outs or in-school students) take on-line courses offered through a Maryland high school to earn their diploma. This coursework is carried out at a student's own pace, with assistance provided by a certified instructor. All exams are monitored. At the satisfactory conclusion of all required coursework, the students must also complete a community service project. They are then allowed to participate in the graduation ceremony at their local high school.

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Georgia's Supportive Network of Youth Resources & Services
Georgia Department of Labor (GDOL

WIA Technical Assistance Youth Roundtables Peer Network Performance Management Systems High School High Tech Jobs for Georgia Graduates GoodWorks! Kids

Career Exploration Education Rocks Employer Committees Intergovernmental Relations Teacher Summer Internships Student Summer Internships Summer Youth Employment Program

USDOL Employment & Training Administration

GDOL Career Development Services Dept. of Education DTAE WIA Programs Local WFD SERVICES CBO’s Youth customer FBO’s
Dept. of Human Resources Dept. of Juvenile Justice

Local Workforce Areas' Youth Programs Partner Programs Georgia After School Investment Council Georgia Department of Education Metro Atlanta Youth Opportunity Initiative (MAYOI) Youth Summits Endless Opportunities Paxen Group GED Plus Open Campus HS Career Center Health Care Retraining Project School is My First Job Youth Construction Academy Communities in Schools Next Step - Atlanta Promise 69 draft 4-26-07

Some other collaborative efforts to address the needs of Georgia’s youth include the Tech Prep initiative, Covering Kids and Families Coalition, and local initiatives to work with youth in foster care and those leaving the foster care system. The Family Connections Partnership is a voluntary statewide network of 159 county collaboratives comprised of human service providers, community-based organizations, elected officials, business and civic leaders and families and concerned citizens. These groups work together to promote the health, education and economic status of Georgia’s children and families. The Partnership helps communities to address challenges and serves as a resource to state agencies that work to improve the conditions of children and families. With its network in all of Georgia’s counties, the Family Connections Partnership is a major contributor to the Comprehensive Youth Development System. Another strategy that GDOL uses to reach and assist youth throughout the state is the Youth Motivational Task Force. Staff visit schools, public housing sites and churches, assisting youth with career exploration and leadership development. They also market the services of the workforce development system statewide. This approach helps to reach youth not otherwise connected to workforce development efforts.

State Policy Guidance As noted earlier in the section, state staff that support the workforce investment system have developed policy guidance to address issues raised by local workforce systems and other topics on which the state and the State WIB have provided recommendations. The Comprehensive Workforce Investment Act Guidelines, posted on the GDOL website, has few requirements beyond those established by the Workforce Investment Act; rather, it provides suggestions and options for areas to pursue. This is in keeping with Georgia’s commitment to help local systems evolve according to the needs of each community, rather than according to uniform approaches dictated from the state level. The policy guidance was developed with the participation and feedback of local systems and their partners and is currently being updated. As needed, memoranda provide clarifications to state-level policy. Other formal guidance that has been developed and disseminated from the state level on WIA issues includes: the Individual Training Account/Eligible Provider List; an Eligible Provider List Technical Assistance Guide; a performance measures guide; Common Measures and Literacy/Numeracy materials and other GWS training materials; a Trade Manual (for guidance on WIA/Trade integration); and cost allocation and resource sharing guidelines.

State Support of Workforce Systems – Other Issues As noted in Section B, GDOL has developed a comprehensive data system, known as the Georgia Workforce System (GWS). This system encompasses data collection, storage and reporting capabilities for WIA, Unemployment Insurance, GoodWorks! and Wagner-Peyser services. State staff provided training to local systems when the GWS was developed, and provide written guidance on new features and developments as needed. Statewide meetings and 70 draft 4-26-07

written guidance have supported the numerous changes made for the common reporting and data collection changes initiated by USDOL. Additionally, staff have provided training throughout the state on specific aspects of the GWS system. Plans are also underway for a comprehensive data management manual, which will provide details on features of the GWS system, emphasize vital fields and customer updates, and will tie data entry to its impact on performance outcomes. GDOL supports this system through a cadre of trained professional staff that provide day-to-day support and technical assistance on data management and reporting issues. The state also provides local systems with performance tools, including WebFOCUS software, through which standard and ad-hoc data queries help local systems track and manage customer activities and outcomes. A standing group of state and local performance experts meets to discuss best practices in data management as well as to identify new ways that data can support quality service delivery efforts. WIA, GoodWorks! and Wagner-Peyser performance experts within GDOL compile data for required federal reports, in addition to assisting local staff with day-to-day performance issues. These staff work closely with Career Development Services field representatives, local WIA directors, GDOL district directors and career center managers to ensure that local performance is on track with expected outcomes. Staff at the state level also carry out data validation and work with professionals in Information Technology to maintain and enhance features of GWS. Three groups have focused on the state’s transition to Common Measures - a cross-program policy team, a technical team and a local advisory group. Through this effort, staff at all levels will have information regarding the full array of workforce services provided to each customer in an integrated fashion. Local WIBs have developed a variety of administrative structures to meet their unique needs. Some areas provide services with their own staff, some others contract with private and/or public providers for various functions, while other areas have chosen GDOL career centers and technical colleges to serve as One-Stop operators and provide many of the services to customers. Many use a combination of these two. The models WIBs have chosen to manage programs largely depend on the level of WIA resources within the area and their opportunities for leveraging other sources of administrative support. For example, some of the city- or countyadministered areas have access to fiscal and human resource systems without having to use WIA dollars. State staff incorporate a review of fiscal systems and service delivery models into the annual review process to ensure that local WIBs use sound management principles and administrative efficiency. Universal access to services is a principle of the Workforce Investment Act that Georgia’s system has addressed creatively and effectively. The state is comprised of concentrated urban areas, some with extensive public transportation, and large regions that are rural, lack transportation and, in some cases, have little economic activity. The workforce system has invested in technology to connect customers and staff in remote portions of the state. The GDOL website, the State WIB website, local WIB websites and the websites of the Department of Technical and Adult Education and other partners provide information about services and direct 71 draft 4-26-07

resources to assist businesses and job seekers with their workforce needs. The rural, multi-county WIBs have established numerous access points for staff-assisted and electronic services in their communities. Examples of these include sites in faith-based and other community-based organizations, public housing offices, organized labor facilities, courthouses, and libraries. The Department of Technical and Adult Education offers on-line courses and has established distance learning sites throughout the state, to broaden information access to customers and staff of the workforce and education systems. Through the integrated efforts of public, non-profit and private workforce partners within communities, business and job seeker customers in all locations can find the resources they need. Service access is also supported through GDOL’s commitment to ensuring accessibility for all persons, regardless of disability or primary language. All career centers are equipped with a broad array of assistive technology in the resource areas. Some items include large computer monitors, low vision readers, screen reading software and electronic talking dictionaries, devices for customers with auditory impairments and adjustable workstations, large track balls and software for customers with mobility impairments. Staff are available at all sites to orient customers to the resources and to assist them throughout the service experience. Resource assistance is also provided by a state Special Services Coordinator and trained disability resource specialists housed throughout the state. Forms, materials and services are available in languages other than English. Many of the Unemployment Insurance forms and publications and employment-related materials are available in other languages. Staff who speak other languages, including American Sign Language, are available to assist customers as needed throughout the state. Centers also use the Network Omni Language Line for translation and have agreements with local colleges, universities and other community partners for translation and signing services. Staff have been trained on these resources as well as on best practices for providing quality services to customers who are limited in their English proficiency. As noted in other sections of the plan, the Workforce Information and Analysis Division is actively engaged with the State WIB and local workforce systems. They provide a variety of online and paper products that provide timely and relevant workforce and economic data at the state, regional and county levels. Some examples of their popular products include labor force estimates, economic indicators, wage surveys and area labor profiles. In addition to their routine and periodic reports and publications of value to companies, job seekers, economic developers, adult and young students and local elected officials, staff of the division use their talents to produce integrated, labor market-specific data sets for local WIBs, prospective businesses and the economic development community. In preparation for local WIA plan updates, the division developed customized data to help WIBs develop their strategic plans for the next two years. Staff have also provided local WIBs with training and technical assistance on using and interpreting labor market information. Additionally, staff have developed a product for delivery to local WIB staff, educators and students from grades 7-12, known as Education Rocks. This Power Point presentation creatively demonstrates the importance of staying in school as preparation for a desirable future in the working world. The information introduces students to growing occupations, careers that will be hot in the future, and wage and education information for various careers. 72 draft 4-26-07

Workforce partners work closely with state and local organizations to address the needs of all job seekers – youth, older workers, individuals receiving public assistance, persons with disabilities, individuals recovering from substance abuse, incarcerated persons, and others with serious barriers to employment. Through membership on the State and local WIBs, memoranda of understanding and working relationships within communities, linkages have been established with apprenticeship opportunities, Job Corps Centers, housing authorities, public assistance providers, community health providers, disability advocates and organizations that assist senior job seekers, to name a few of the many partners within the workforce system.

Local Area Designation As described earlier in this section, the process for initial designation of local areas was carried out in the spring of 2000 with guidance from the State WIB. At that time, the WIB established a process for appeals in the event that the Governor denied an area’s request for designation. Since all designation requests were approved, this process has not been utilized. The twenty areas designated by the Governor at that time were redesignated by the Governor in 2002. These 20 areas conform to the state’s 12 Service Delivery Regions. These regions are common boundaries used by most of the state agencies’ service delivery systems, thereby facilitating coordinated planning and service delivery efforts. This configuration will remain in effect until the end of the planning period or reauthorization of the Workforce Investment Act. Once local workforce investment areas were established, chief local elected officials were asked in April of 2000 to appoint local boards and Youth Councils. The elected officials were also asked to develop chief local elected official agreements. The membership requirements and considerations were spelled out in this guidance. It was specified that a majority of the board members must be business representatives and that a business member must serve as Board Chairperson. Local elected officials were encouraged to consider the following points in establishing local boards: • • Board appointments should reflect the ethnic, gender and geographic diversity of the area. Private sector appointments are very important and should involve individuals who operate businesses or are high-level management staff with policy-making, and/or hiring authority. The businesses represented on the board should include growth industries in the local area. The 51% private sector members are to be nominated by local business organizations and business trade associations. Primary consideration should be given to involving businesses that are not workforce service vendors. Consideration should be given to appointing individuals who are currently active members of existing workforce, employer or related boards or commissions. Temporary Assistance to Needy Families, Food Stamps and offender representatives should be included on local WIBs. 73 draft 4-26-07

• •

• • •

Ensure that individuals selected are committed to serving on the board and are willing to perform the required duties. Seek opportunities to link with other existing community boards, with the potential longrange goal of board consolidation to ensure the most effective use of volunteers’ time. Youth Councils should include business members of the local board, board members in the education community and others with expertise in youth programs. Other community members should include a representative from the juvenile justice system, representatives of local youth organizations, a Job Corps representative, local law enforcement and public housing officials, parents, individuals from the education community and others that can contribute to planning effective youth service strategies. Youth and former participants should also be included on Youth Councils, and it is recommended that a private sector member of the WIB serve as chair of the Youth Council.

These initial considerations continue to be used in filling vacancies on local WIBs.

The Individual Training Account System The Individual Training Account (ITA) system serves as Georgia’s principal method for adults and dislocated workers to access WIA-funded occupational training. This system promotes customer self-reliance and initiative. Georgia’s system is based on the WIA principles of streamlined services, increased accountability of providers and customers, and local flexibility to design systems that best meet the community’s needs. GDOL is committed to offering job seekers the widest possible array of occupational training and welcomes new program offerings. Since July 2000, the state’s eligible provider list has maintained a consistent listing of more than 180 training providers that offer in excess of 5,800 approved programs of study. For initial program eligibility, the state established criteria for local boards to use in evaluating program offerings. Local WIBs are welcome to request additional information or to set more stringent criteria for provider selection. The items that must be addressed in a provider’s application include: 1. Descriptive information for each program of study and for each local area in which the program is offered Evidence that the program is in an occupation determined by the board to be in demand in the local area or region Verifiable, program-specific data for all enrolled students regarding: • • A description of the program Numbers of completers and completion rates

2.

3.

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• • • • •

Numbers and percentages of individuals who have obtained unsubsidized employment Percentage of individuals, of those who have obtained employment, that are employed in an occupation related to the training received Average wage at placement for those who obtain employment Program costs Credential and/or accreditation information

The local WIBs were asked to specify in writing that they addressed minimum system requirements, including: procedures for inviting applications; their process for ensuring that proven effectiveness of programs has been evaluated; that the institutions meet federal and state mandates (non-debarment, accreditation, and customer accessibility); written procedures for a formal appeals process; and access by all customers to the state Eligible Provider List. Through the GDOL local area review process, WIB procedures are reviewed for adequacy and compliance with these criteria. The state also examines local policies related to ITAs, the WIB’s process for tracking and managing ITA activity, and other policies and practices related to the ITA system. The Eligible Provider/Program List (EPL) gives training providers an opportunity to market their programs. Approved programs are displayed on the dedicated link from the GDOL website. The state and each of Georgia’s WIBs issue ongoing invitations to all prospective training providers to have their programs of study listed on the EPL. This is done through Internet announcements, bidders’ list correspondence, and news publications. Providers from other states are welcome to submit applications. Programs of study may be added to the EPL at any time. Local boards are encouraged to work together and with the state to develop regional provider lists to reduce duplicative efforts. Providers wishing to have an occupational training program approved for the first time submit an application to their local WIB. An on-line application is available through the dedicated web link, and the local board listing is included for provider convenience. Applications need only to be made with one WIB for inclusion on the statewide EPL. Once approved and placed on the EPL, a program is available to all Georgia WIBs. However, since programs rather than providers are approved for ITAs, prospective providers must submit an application for each course of study. Local WIBs have asked the state to handle the ITA subsequent eligibility process. Each year in March, GDOL staff accept applications for subsequent eligibility status. Providers are asked to complete an application, accompanied by supporting student data, for each program currently on the EPL for which the institution is seeking re-approval. To determine continuing program eligibility, the state conducts a comparison of program performance outcomes against established state minimum standards. Those programs re-approved are eligible from June 1 through May of the subsequent year, barring any need for early removal. Georgia has adopted a policy of allowing programs an eligibility period of up to 18 months to provide time to gather sufficient data for evaluation. Providers may be removed from the EPL list under the following conditions: 75 draft 4-26-07

A.

If inaccurate information regarding a program is intentionally supplied to a local board or the state, ineligibility of the program may result. This termination will remain in effect for one year. If a local board or the state determines that an eligible provider has substantially violated any requirement of the Workforce Investment Act, the provider must take corrective action or risk program removal. Eligible providers that do not submit requests for subsequent eligibility will be removed from the EPL. If a provider's program fails to meet the minimum local and state performance levels, the provider's eligibility to receive funds for that program may be suspended for a period of not less than one year.

B.

C.

D.

Those providers who are removed from the list have access to local and state appeal processes. Of those providers removed for other than low performance reasons, most indicate a lack of referrals from local WIBs as the primary reason for not requesting to continue on the EPL. In keeping with the WIA principle of increased local authority, Georgia’s WIBs have maximum flexibility to create local ITA policies. Each WIB has defined criteria by which individual customers access ITAs and a process for adding training provider programs to the EPL (if more stringent than the state-level requirements). They make these decisions based on critical local workforce needs, which vary in different parts of the state. To assist local WIBs in developing and managing ITA policy, GDOL has issued state guidelines and an annually-updated Training Provider Information Guide. The EPL homepage has a “contact us” feature that allows website visitors to ask questions and receive prompt (within 48 hours) responses. This direct contact between the state and system users has provided valuable insights into the preferences and concerns of these users, and allows the state to continuously improve the system. The use of innovative training strategies to address business’ needs varies across the local areas. Local WIBs have worked with technical college partners in their areas to encourage more shortterm certificate-based occupational training programs to meet the needs of employers. Metro Atlanta WIBs continue to consider serving employed workers who need additional certification in the health care industry, and the state recently conducted an Incumbent Worker Initiative. Other modes of training, including apprenticeship, on-the-job training and customized training, are discussed elsewhere in this section. Following an assessment of customer needs, job seekers meet with career advisors. These staff review assessment results and guide the customer through information on local demand occupations, board policies and other relevant factors to assist the decision-making process. Each local WIB defines the criteria and process by which individuals can access an ITA.

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It should also be noted that Georgia has a valuable source of training funds available through HOPE grants and scholarships. These funds are used before WIA or other federal funds to support workforce training, and have significantly augmented the level of training that Georgia is able to provide. GDOL encourages local WIBs to consider a range of approaches for identifying their highgrowth/high-demand and economically vital occupations, including the use of state labor market information, data from local business groups, economic development authorities, and organized labor groups. Demand occupations should guide customers in their career planning, and local workforce staff evaluate customer requests for training in light of the occupations in demand within the area. For on-the-job training, business customers have the opportunity to demonstrate that the field in which they wish to train workers will continue to be viable within the community. Local WIBs set policies on funding limits per customer for ITAs and the maximum duration of training. Customers may select training that costs more than the maximum ITA level when other sources of funding are available to supplement the ITA (e.g., HOPE, Pell grants, and scholarships). The state encourages WIBs within a region to work together in establishing their policies so that customers of contiguous areas have the same benefits available to them. Georgia’s training system has promoted apprenticeship offerings, through National Apprenticeship Act (NAA) funds or other sources. As a result of the state’s commitment to include this valuable learning approach, especially for skilled trades, the EPL contains a variety of apprenticeship opportunities. State staff provide technical assistance to local boards to assist them in blending classroom and work-based activities and appropriate funding for these components. The impact on WIA performance is also considered in these situations. Grants for youth activities are competitively procured and contracted through local WIBs. The criteria set by the state for this competitive procurement process include the following. Local WIBs may also add additional criteria for youth procurement. Selected providers must have: a. b. c. d. e. f. g. a service not already accessible within the local system adequate financial resources or the ability to obtain them the ability to meet the program design specifications at a reasonable cost, as well as the ability to meet performance goals a satisfactory record of past performance a satisfactory record of integrity, business ethics and fiscal accountability the necessary organization, experience, accounting and operational controls the technical skills to perform the work

Each local WIB identifies youth providers based on the recommendations of the Youth Council. Community resources for youth are evaluated to ensure that WIA funds are only spent where the service is not already available. This allows WIA funds to fill gaps, rather than to duplicate services. 77 draft 4-26-07

WIBs are asked to give preference in grant awards to programs that: • • • • • • • assist youth in furthering their schooling expose youth to the world of work ensure adequate support, supportive services, mentoring and follow-up provide comprehensive guidance and counseling services establish linkages between academic and occupational learning encourage leadership development have strong connections to employers and the local job market

In keeping with the USDOL and state comprehensive youth visions, providers are asked to focus on youth with the greatest needs and to ensure that services for youth talent development meet the demands of high-growth businesses in their communities. New providers may receive contingent approval, in accordance with local policy, where the provider is proposing a quality program design and exhibits demonstrated staffing and financial capacity. The youth service procurement process is included in the annual review of local programs. In terms of the processes to award grants and contracts for WIA activities, the majority of this is carried out at the local, rather than the state, level. Georgia adheres to all required federal procurement and contracting guidelines, specifically (but not limited to), the Code of Federal Regulations related to “Uniform Administrative Requirements for Grants and Cooperative Agreements to State and Local Governments” and “the Common Rule,” depending on the entity conducting the activity. Georgia’s procurement law for state agencies is found at O.C.G.A. 50-550 et seq. The Georgia Department of Labor also uses state policy, including procedures of the state Department of Administrative Services Purchasing Division, for state-level purchases and contracts. Procurement procedures are specified in the Agency Purchasing Manual. The state Department of Administrative Services has developed a web-based system of vendor notification in addition to the traditional announcements to bidder lists, newspaper notices and bidder conferences, to make potential bidders aware of the availability of grants and contracts. The state is committed to a fair and open competitive environment for contracting.

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F. Funding
WIA Title I Adult and Youth Funds Title I adult and youth funds are distributed according to methods specified in the Workforce Investment Act. Georgia has chosen to distribute 85% of the adult and youth funds to local WIBs based on the following approach: Adult Funds The federally-prescribed allocation formula gives equal weight to the following three formula factors: 33.3% Relative number of unemployed individuals in areas of substantial unemployment in each local area, compared to the total number of unemployed individuals in areas of substantial unemployment in the state; Relative excess number of unemployed individuals in each local area, compared to the total excess number of unemployed individuals in the state; and Relative number of disadvantaged adults in each local area, compared to the total number of disadvantaged adults in the state.

33.3%

33.3%

Youth Funds The federally-prescribed allocation formula gives equal weight to the following three formula factors: 33.3% Relative number of unemployed individuals in areas of substantial unemployment in each local area, compared to the total number of unemployed individuals in areas of substantial unemployment in the state; Relative excess number of unemployed individuals in each local area, compared to the total excess number of unemployed individuals in the state; and Relative number of disadvantaged youth in each local area, compared to the total number of disadvantaged youth in the state.

33.3%

33.3%

The annual allocation percentage for each local area will be no less than 90% of the average allocation percentages for the two preceding fiscal years. Amounts necessary for increasing allocations to ensure this are obtained by proportionally reducing the allocations to other areas, as required by the Workforce Investment Act.

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Dislocated Worker Funds Georgia reserves 25% of the dislocated worker funds for the statewide Rapid Response activities. Many of the Rapid Response staff are regionally based and able to respond quickly and efficiently to large layoffs anywhere in the state. This system has greatly expanded the capacity of local workforce systems to assist businesses and workers going through layoffs. More information about this approach is included in Section G. Georgia distributes 60% of the dislocated worker funds to local areas. Funds are allocated according to the six federally-mandated factors, plus three additional ones. The factors and their weights are as follows: 40% Number of individuals who received unemployment insurance without earnings, for the most recent six months Number of unemployed individuals in excess of 6.5% of the civilian labor force for the most recent six months Number of individuals who received unemployment insurance who were from firms that were part of the Mass Layoff Statistics data for the latest two quarters Number of individuals employed in industries that have experienced a decline in employment of 5% or greater over the last year Number of individuals employed as farmers or ranchers according to the most recently available census data Number of individuals who collected unemployment for 15 weeks or more for the last six month period Number of individuals employed in manufacturing, mining and agriculture for the last six month period Number of individuals employed in retail and wholesale trade for the last six month period Number of individuals enrolled in WIA dislocated worker training services during the prior twelve month period

5%

10%

10%

2.5%

2.5%

10%

10%

10%

Implicit in Georgia’s workforce development system design is the leveraging of funds from a variety of federal, state, local and private resources. For more than a decade, Georgia has planned and implemented service strategies that cut across programs and fund sources. Through the development of Memoranda of Understanding and resource sharing agreements, One-Stop partners have developed efficient approaches to financing operations and delivering quality customer services. Local systems continue to be built from the resource contributions and 80 draft 4-26-07

participation of all WIA partners. Gaps in service strategies are addressed using all available community resources. As federal and state resources become increasingly limited, Georgia’s workforce system has become more efficient and streamlined to provide quality services to the greatest number of customers possible. As Georgia implemented the Workforce Investment Act, the State WIB, local workforce staff and boards and elected officials were consulted regarding the proposed approach to allocating funds to local areas. The state was committed then – and remains committed now – to ensuring that areas receive all possible funds to assist their customers. Any remaining WIA program funds not fully expended by the end of the second year of availability are de-obligated from the grant and returned to the state. These WIA funds are available to those areas that fully expend the same program year's funding. Furthermore, areas must have expended or appropriately obligated no less than 80% of the available funds in each funding stream by the last day of the first year of availability. Areas that do not meet the obligation and/or expenditure rate may have excess funds de-obligated from subsequent year grants. At the Governor's discretion, the de-obligated funds will be used for statewide projects and/or reallocated to local areas that meet the 80% requirement.

Limited Training Funds The demand for training and skills upgrade continues to be substantial throughout the state, due to numerous layoffs in a broad range of industries. Georgia is fortunate to have a variety of funding sources from which individual training can be paid (e.g., state HOPE grants and scholarships, federal Pell Grants, Trade Adjustment Assistance and Dislocated Worker National Emergency Grants). Thus, local systems are able to direct WIA funds to fill gaps in service delivery and to assist customers with supportive service needs. By using all options for funding training opportunities, local WIBs have developed policies that maximize the number of customers provided assistance in their communities. The state has established the following guidelines to assist local boards in this endeavor: • Where training funds are limited, WIBs may choose to prioritize services for individuals. Policies at the local level may give priority to individuals with one or more barriers to employment, such as: lacks a high school diploma or GED; poor work history; recipient of Temporary Assistance to Needy Families or Food Stamps; offender; limited Englishspeaking, poor basic skills; unemployed or underemployed, or other factors most relevant to that community. Priority for services, including training, will be given to eligible veterans. WIBs will identify and prioritize training in occupations in demand in the local labor market. An occupation in demand may include a job where a customer has a bona fide job offer contingent upon completion of training, especially with on-the-job training opportunities. 81 draft 4-26-07

• •

Training funds should assist individuals to build on existing skills. If an individual may be trained for a quality job more quickly and economically by building on existing skills, this may take precedence over training that customer for an entirely new occupation.

To maximize the funding available to provide services to Georgia residents, the state uses a process through which local areas may receive additional WIA adult, youth or dislocated worker funds from the state-level funds. Any local area may request additional funds by submitting an application detailing how the funds will be used and how the request relates to the area’s overall financial management. The area’s most in need/limited funding policy must also be included these requests.

Wagner-Peyser and Veterans Funds Georgia distributes 85% of the annual Wagner-Peyser allocation for local staffing to deliver services within local workforce areas. Budgeted Wagner-Peyser positions for GDOL Career Centers are approved annually by the Commissioner of Labor. Coordination and linkages remain a high priority for Wagner-Peyser activities. Georgia has a long history of delivering successful coordinated service strategies across programs and fund sources. Section I, Special Populations and Other Groups, provides information on the diversity of ongoing activities and staffing arrangements that ensure coordination. In particular, information is included on GDOL’s outreach activities with migrant and seasonal farmworkers, an activity supported through Wagner-Peyser. Section G of the plan includes information on the Jobs for Georgia Graduates Program, which is operated in part through Wagner-Peyser funding. Wagner-Peyser funding, both the 90% and 10% allotments, also supports state-level staff functions including: automated system development, maintenance and upgrades; labor market information; policy development and technical assistance. Each year GDOL receives federal grants to support the state’s Local Veterans’ Employment Representative (LVER) and Disabled Veterans’ Outreach Programs (DVOP) activities. For Program Years 2005 – 2009, Georgia has developed a five-year strategic plan to operate these programs under the Jobs for Veterans Act. With each grant proposal or modification, GDOL determines where the veterans’ program staff should be assigned. The total number of staff assigned within the state is determined by the allocation of grant funds received from the U.S. Department of Labor. Outreach locations are determined locally based on opportunity and need. In accordance with the requirements of Title 38, U.S. Code, as amended by the Jobs for Veterans Act, priority in outreach efforts will be given to Vocational Rehabilitation and Employment Program (VR&E) locations, homeless shelters, the Department of Veterans Affairs offices, state Vocational Rehabilitation sites, veterans’ service organizations and Transition Assistance Program sites throughout Georgia.

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G. Activities to be Funded
Service Delivery Approaches Georgia’s service delivery system encompasses the services of all required partners and a variety of additional partners as determined by WIBs and local community needs. Each of Georgia’s 20 workforce areas has at least one comprehensive One-Stop site, at which the full array of partner services is available. Local systems have additional offices and access points at which services and workforce information are provided. These include GDOL career centers and technical colleges (both systems have locations that serve as areas’ comprehensive service sites), Vocational Rehabilitation offices, Division of Family and Children offices, faith- and community-based organizations, libraries, county administrative offices and other sites that broaden the access of services to all business and job seeker customers. One-Stop workforce services are available to businesses, job seekers, employed workers looking for new jobs, and youth. WIA services to youth are integrated into the system in a variety of ways that are discussed later in this section. Georgia’s system is designed to: • • • • • • • • • offer comprehensive career, employment and labor market information help individuals receive education and training to expand their job skills assist job seekers in connecting with employers ensure that talent development is focused on high growth-high demand jobs provide specialized assistance to individuals with barriers to career success support workers through periods of unemployment help businesses address workforce issues ensure that workplaces are safe offer all of these services in the most integrated and customer-friendly way possible

Local WIBs and workforce partners determine how these goals are carried out at the local level, and the specific role that each partner will play in the system. The state deliberately limits its requirements for local systems, to ensure that WIBs have all possible flexibility in designing systems that meet the needs of their communities. Minimum requirements for local One-Stop service delivery include the federally-specified elements; essentially, that comprehensive OneStop sites provide access to the following services: • • • • • • • • • • • WIA adult, dislocated worker and youth Job Corps, Native American and MSFW programs, if present in the community Veterans employment and training, including the LVER and DVOP programs Wagner-Peyser Trade Adjustment Assistance Adult Education and Literacy Vocational Rehabilitation Older Workers (Title V) Post-secondary educational opportunities Unemployment Insurance Housing and Urban Development and Community Action Agencies 83 draft 4-26-07

Additionally, local systems are encouraged to incorporate TANF, Food Stamps, Corrections Employment and Training, transportation, housing, faith-based and other relevant local services. Local partners are to formalize their participation in the system through Memoranda of Understanding (MOUs) and resource sharing agreements. The MOUs specify which services will be delivered, by whom and where. Additionally, referral procedures among partners and how information will be shared regarding mutual customers are described in the MOUs. Most of the state-level policy information is disseminated to the system through the WIA System Guidelines. Other policy information is provided through memos and formal training sessions. State staff evaluate the quality and inclusiveness of local systems through the annual review process. The Departments of Labor and Technical and Adult Education have established a sound technological infrastructure that promotes service integration and universal customer access. These agencies have developed comprehensive websites with a wide array of resources and linkages to workforce and economic development information at the local, regional, state and national levels. The Georgia LaborMarket Explorer is a comprehensive web-based source of workforce information for businesses, job seekers, economic development authorities and students. Some of the types of information included in the system are: wages by occupation and industry; jobs that are growing or declining; employment trends; information about education and training opportunities; regional commuting patterns and a variety of career exploration tools. This database provides businesses with GDOL career center and other recruitment resources, tools for writing job descriptions, tax information, and resources for employee training. Job seekers can link to current job openings and check wages, qualifications and job outlook for occupations in which they are interested. Students can link to information on schools and training providers in the community, sources of financial aid and hot careers. Analysts and researchers can access a wide variety of labor market, economic and demographic data. These data are developed by the GDOL Workforce Information and Analysis Division, and represent the most current sources of information on these topics. Visitors to the site can set up personal profiles to store data for future reference, and the system includes a feature for asking questions and receiving answers electronically. Other automated services provided to businesses by GDOL include: on-line entry of quarterly tax and wage reports; change of address; request to file partial Unemployment Insurance claims; the Job Access system to recruit job seekers with disabilities; Georgia Hire, through which companies can recruit college graduates from Georgia schools; assistance with tax credits; unemployment insurance information and more. Job seekers and students also have a variety of automated resources to assist them. A key feature of Georgia’s labor exchange process is an automated referral system, through which job seekers may browse statewide job listings and indicate via e-mail their interest in particular jobs. Career 84 draft 4-26-07

center staff follow up on these inquiries and provide suitable referrals. This feature, which is especially attractive to professional job seekers, has increased staff productivity for job referrals from 20 per day to 125 per day. This frees up staff to provide one-on-one assistance to those customers needing more employment services. Between July 1, 2006 and March 31, 2007, there were 577,753 Internet referral requests, resulting in 4,405 entered employments. The application to file for initial Unemployment Insurance is also on-line. Recent statistics indicate that 67% of initial claims are now filed on-line. This has reduced customer wait times and enhanced the service flow within One-Stop sites. Plans are also underway to develop an automated application for Wagner-Peyser service registration. This will be linked to the Unemployment Insurance application process to maximize customer convenience. The GDOL website also links to job banks, provides listings of local, state and federal government jobs, the Job Access and Georgia Hire systems described above, and listings of job fairs and other events of interests to job seekers and students. This system also has a variety of self-service tools for youth, including elements of the Georgia LaborMarket Explorer, financial aid information, job opportunities and targeted service strategies including High School/High Tech and Jobs for Georgia Graduates. The website is Bobby Approved to ensure accessibility. In addition to the website products that can be accessed anywhere at any time, a broad array of resources are available within One-Stop centers. Resource areas allow customers to explore information and self-service resources, with staff assistance as needed. Some of the following items are typically included in a resource area: • • • • • • • • • • • Access to state and national job banks and employment services Career exploration, job search, self-assessment, and career planning resources Consumer report card data on eligible training providers FAX machines, phones and photocopiers Financial aid information Information on education and training opportunities Job listings and job search assistance tools Personal computers – with Internet access – that contain a complete range of software and web links Resume preparation software Video conferencing capabilities Comprehensive library of books and DVDs

Georgia has offered guidance to local systems regarding models of service delivery. Given the state’s geographic and economic diversity, local systems have developed approaches that best meet their needs; no one model is appropriate everywhere. Thus, the state requires that areas have at least one comprehensive site to provide core and intensive workforce services and access to the other activities carried out by local partners. Most of the sites have co-located partner staff and knowledgeable staff are always available to help customers access needed services. Efforts are ongoing to cross-train staff and to develop functional teams within One-Stop sites for truly integrated and seamless service delivery. State-level training is provided to these cross-functional

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teams for such topics as the GWS system, marketing to employers, resume preparation, presentation skills, and other topics. Career centers provide access for customers with disabilities through assistive technology, large print and Braille documents, and TTY, Sorenson Video Services and interpreters for individuals who are deaf or hard of hearing. Resources are also available to serve customers who speak little or no English, as discussed elsewhere in the plan.

Workforce Information GDOL staff in the Workforce Information and Analysis Division work closely with state and local workforce system partners and stakeholders and the economic development community, to ensure that labor market data are timely and relevant to their needs. Their products, both paper and electronic, and their services (presentations, training sessions and one-on-one technical assistance) are well-received by the wide range of data users (e.g. local WIBs, economists, teachers and career counselors, One-Stop staff, businesses and job seekers), as evidenced by the positive feedback on product surveys. The high quality of these products has led to strong wordof-mouth marketing of the division’s products and services. The division has continued to enhance the current line of products and training sessions, including the highly popular Education Rocks! Program, which is centered on a Power Point presentation geared to junior high and secondary school students. In addition to the informative and engaging presentation, the division’s publications and electronic O*Net tools are included on the Education Rocks! CD. A five-class outline and teacher's resource kit have been added to this basic presentation. In the past 18 months, more than 900 Education Rocks! CDs have been distributed following train-the-trainer courses. These 900 CDs have resulted in the presentation being offered to approximately 180,000 students across Georgia. A second version of Education Rocks! is currently under production. The planned partnership between the state and U.S. Census Bureau is now in place. This will allow Georgia to be one of 46 states participating in the Local Employment Dynamics (LED) program, which includes three different tools: the Quarterly Workforce Indicators (QWI), Industry Focus, and On the Map. Georgia is one of only 17 states participating in On the Map. The LED program combines state-level employment data with census data to produce a number of new workforce resources. The QWI includes total employment, new job flows, job creation, new hires, separation, turnover, average monthly employment and average new hire earnings. In addition, these data are available at an industry level, by age group and by sex. The Industry Focus allows users to create reports by industry to look at leading indicators. On the Map allows users to study where people live and where they work. This gives workforce developers, transportation experts and city planners the opportunity to look at their populations and determine what is going on in their communities regarding commuting patterns, day time residents, etc.

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Workforce Information and Analysis staff continue to cultivate close working relationships with state and local workforce staff, assisting in any and all areas of board requests. Staff assist a variety of workforce and economic development system partners, including: Chambers of Commerce; state and local economic developers; WIBs; Employer Committees; industry organizations and educators; in addition to the local workforce system staff, with their use of labor market tools. Assistance ranges from discovering tools and/or locating data, to understanding data and training and technical assistance with various products. The division continues to produce hard copies of its career guidance and occupational wage publications, in addition to including all products on the GDOL website for universal access. The most requested documents have been translated into other languages are available in Braille. Paper copies of products are routinely distributed to local WIBs, career centers, Vocational Rehabilitation offices and the network of technical colleges. Several labor market products are also available through e-mail notification. This allows data users to access new information as soon as it is developed. The Workforce Information Core Products and Services grant supports the work of the division in providing quality labor market information to the workforce and economic development systems. Labor market information publications assist planners and local policy-makers to gain a better understanding of their community's economic, workforce and related indicators. Staff are designated to work with local systems to develop new products, adapt existing products and work one-on-one with local board staff and their partners to design and develop training and presentation materials. In addition to assisting with current products and resources, staff strive to develop and use new products that they determine will be useful for workforce specialists, economic developers, education partners and other information users. Additional resources developed include specialized planning data, a variety of local level maps illustrating age, population and industry employment. Staff also develop and provide technical assistance and formal training to workforce staff and their partners. A number of different presentation topics have been delivered, such as: Local Economic Trends; Introduction to Local Employment Dynamics; Career Planning Resources for Youth; and Career Planning Resources for the Career Planning Specialist. Additionally, staff develop and create customized training modules and presentations to address the needs of different partners and stakeholders within local workforce communities. These activities ensure that Georgia's workforce system serves as a catalyst to lead the state's process of talent development.

Adult and Dislocated Worker Services Georgia’s statewide system includes the services of the local WIBs, GDOL career centers, Vocational Rehabilitation and technical college sites. The locations in this network give individuals and businesses access to a rich array of workforce services. The statewide nature of these service networks and additional access points established by local WIBs ensures a standard, consistent framework throughout the state. These partners work closely with other education entities, economic developers and the overall economic development system to ensure that all talent development activities are relevant and demand-driven.

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A tiered service approach is used, based on the degree of staff assistance needed to provide the services a customer wants and needs. Each of the programs included in the Unified Plan is integrally involved in the system through the provision of core or intensive services to job seekers and services to the business community. Wagner-Peyser services, including: registration; initial assessment of skills, abilities and aptitudes; provision of labor market information; job search assistance and referral to jobs; employability workshops; individual and group career counseling; and development of quality resumes, are available universally to job seekers, students, and all other members of local communities. Wagner-Peyser resources also support specialized assistance for veterans, Migrant and Seasonal Farmworkers, TANF recipients, offenders re-entering the workforce and Unemployment Insurance customers. Through the close coordination of Unemployment Insurance and Wagner-Peyser services in career centers, customers who are laid off and are unlikely to return to previous industries begin reemployment services at the time they file an Unemployment Insurance claim. Wagner-Peyser also supports a variety of services to the business community, including: labor market information; economic development assistance; assistance in finding qualified workers; on-site resources; Rapid Response activities; and specialized recruitment activities. The chart below depicts the broad range of services that are available to job seekers at all local sites. This includes everything from information and self-service activities, through intensive services and training.

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Employment and Training Activities Within Georgia's Workforce Development System

TYPE OF SERVICE Core Services Core Information 1

SERVICE EXAMPLES

General information (pamphlets, directions, phone numbers, posters, information about services) Resources (books, videos) Labor Market Information Consumer Report Card Information Training Provider and Local WIB program performance Reports Information on filing Unemployment Insurance claims Job Fair information Orientation to the One-Stop (printed, tour or video) Resource Areas, which include: Job Information System and other resources on job availability Training and education resources Labor market information (including Georgia Labor Market Explorer, O*Net tools, etc.) Self-directed vocational assessment tools Financial aid information Instructional software (typing, resume preparation) On-line filing of initial Unemployment Insurance claims Automated referral assistance Assistive technology Fax machines and Copiers Telephones Information and referral to services Internet registration for job banks Outreach Group workshops on interviewing, job search, resume writing, financial management and others Job Fairs

Core Self-Service1

Core Staff Assisted 2

Potential fund sources include WIA Title I Adult, Youth or Dislocated Workers, Wagner-Peyser, and Unemployment Insurance Potential fund sources include WIA Title I Adult, Youth or Dislocated Workers, Wagner-Peyser, Disabled Veterans Outreach Program/Local Veterans Employment Representative, Unemployment Insurance and GoodWorks!
2

1

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TYPE OF SERVICE Core Staff Assisted, continued

SERVICE EXAMPLES Initial assessment Job matching, job referral, job search assistance and/or job development Job clubs Career guidance Follow up activities and reassessment for services Worker Profiling and Reemployment Services Unemployment Insurance Eligibility Review Program Trade Act/Disaster Unemployment Assistance Comprehensive, in-depth assessment Development of individualized employment plan Individual and/or group career counseling Basic workforce readiness skill development and/or Pre-vocational Skills Adult basic education, General Education Diploma preparation Internships/Work Experience Referrals to training Trade Adjustment Assistance Intensive job development Supportive Services Job Search and Relocation Assistance Occupational skills training On-the-job training Programs that combine workplace training with related instruction Approved training programs operated by the private sector Skill upgrading and retraining Entrepreneurial training Job readiness training (in-depth programs) Customized training Adult education and literacy activities provided in conjunction with other training services

WIA Intensive Services 3

WIA Training Services 4

3

Potential fund sources include WIA Title I Adult, Youth or Dislocated Workers, Wagner-Peyser, Disabled Veterans Outreach Program/Local Veterans Employment Representative, and GoodWorks!

4

Potential fund sources include WIA Title I Adult, Youth or Dislocated Workers, Trade Adjustment Assistance, and National Emergency Grants

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Local WIBs provide the menu of services listed above, along with any locally-determined services valuable to that community. Additionally, local workforce systems provide a variety of tailored business services and assist their communities with economic development activities – whether it is partnering on a customized training venture to attract a new business, or to talk with state or regional contacts to identify a business that could employ workers about to be laid off from a local company. State staff ensure that the services provided meet the requirements of the Workforce Investment Act through ongoing technical assistance and the annual review process. Georgia has taken a variety of steps to increase access to training opportunities. Some examples are listed below. HOPE Grants and Scholarships – This state-level funding source has greatly expanded the opportunity for Georgians to access the training of their choice. HOPE Grants are available to assist students seeking technical college certificates or diplomas, while HOPE Scholarships are for students seeking a degree at post-secondary institutions. Since the HOPE Program began in 1993, more than $3.2 billion in funds has been awarded to more than 950,000 students attending Georgia’s colleges, universities and technical colleges. The availability of this funding source allows a significant portion of WIA funds to be used for supportive services and other locallydetermined needs. Part-Time Employment - Many unemployed job seekers cannot afford to attend long-term training without some income. Local WIBs are realizing that part-time employment may need to be coupled with training to ensure students’ economic viability. Georgia is exploring methods to identify and expand part-time training opportunities to accommodate students who are also working. This option is particularly important for older workers, who may wish to work parttime. Non-Traditional Hours – To accommodate the blending of part-time employment with classroom training and to assist students who must care for children or elderly relatives, Georgia providers are encouraged to offer programs of study during evenings and weekends where possible. Sensitivity to Non-Traditional Students – Career advisors are encouraged to be sensitive to the needs of older workers returning to school, students with limited English proficiency, and new workforce entrants transitioning from public assistance. A variety of specialized programs are available within the technical college system and the university system to address these students’ needs. Continuing Education and Technical Certificate Programs – With increasing customer and business interest in these training options, Georgia’s training system has developed programs to meet the need. The Department of Technical and Adult Education has developed four short-term certificate programs, including: Certified Customer Service Specialist, Certified Manufacturing Specialist, Certified Construction Workers, and Certified Warehousing and Distribution Specialists. The programs range from one to four quarters, and have been benchmarked to the skills identified by leading businesses in these industries.

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Georgia’s Eligible Provider List now includes these certificate programs of study, and plans are underway to include continuing education courses that have a concentrated career focus. In instances where these programs are not accustomed to keeping student data and tracking student performance, GDOL is working to help them address requirements for inclusion on the Eligible Provider List. Pre-vocational services are provided to adults and dislocated workers in both classroom and work-based settings. These services are tailored to workers who have specific skills but lack occupational credentials, or who require short-term continuing education to enhance and upgrade skills for certification. When customers have the opportunity to earn an occupational credential without having to take an entire training program, their reentry into the job market is accelerated. Short-term training (less than 120 classroom hours), preparation and review activities that prepare customers to take certification examination courses may be provided as an intensive service. Self-Service Resources In addition to the resources available on workforce web sites and the software located on resource area computers, GDOL has recently developed a valuable comprehensive tool for customers interested in self-service. The "Benefit Information Program" e-learning module is a software program that contains the same information provided by Rapid Response staff to dislocated workers. This tool provides customers with another way to get this valuable information and reduces the need for staff to repeat sessions that customers may have missed. Customer feedback about this electronic tool has been uniformly positive. Distance Learning – To expand the availability of classroom training in rural locations, some WIBs have chosen to include training providers whose programs are offered on-line. To offset concerns about lack of in-person support from instructors and other students, WIBs have made arrangements with community sites for multiple students to pursue virtual learning together. Georgia’s Eligible Provider List contains a variety of approved distance learning opportunities. The Department of Technical and Adult Education has a virtual college with numerous offerings (see http://www.gvtc.org). The Board of Regents also allows students to complete their first two years of coursework on-line (see http://gactr.uga.edu/ecore). A tool that has been developed for career advisors is a Distance Learning Readiness Instrument. This gauges a student’s study habits, self-motivation and proficiency with computer hardware and software. The state Eligible Provider List was developed through a collaboration between GDOL and the Georgia Career Information Center (GCIC), a division of Georgia State University. The webbased system was an expansion of the existing Georgia Career Information System that had been developed by Georgia State and the Georgia Occupational Information Coordinating Committee within GDOL. The Career Information System contains self-assessment, exploration and search strategies, occupational descriptions, post-secondary education program information, financial aid information, and data on military options, self-employment, apprenticeships and other training and employment opportunities. The Eligible Provider List was added to this system; more than 180 training providers offering over 5,800 approved ITA programs of study statewide are listed on the system. There are links to local WIB websites, labor market information, 92 draft 4-26-07

training provider applications and features whereby customers can save information to access later. Local staff training on the ITA/Eligible Provider List is coordinated at the state level, through hands-on training and technical assistance. Plans are underway to further enhance the system to include on-the-job training and customized training opportunities, part-time training options, and a new method to sort training by part- and full-time. On-the-Job and Customized Training Georgia employers have used on-the-job training (OJT) as a way to enhance the skills of the workforce and to obtain workers trained to their specifications. Two-thirds of the local WIBs are funding this training option, using different approaches. The areas with the most OJT opportunities contract with GDOL career centers (who serve as their comprehensive One-Stop sites) to develop, manage and monitor OJT contracts. Career center OJT specialists work closely with Employer Marketing Representatives and Vocational Rehabilitation Employment Specialists to present this opportunity to the business community with the assistance of private sector WIB members and Employer Committee members. They work with Chambers of Commerce and local business associations to promote this opportunity. Many staff have found that this training option sells itself where staff have already established relationships within the targeted business sectors. Dislocated workers are a ready source of workers for OJT opportunities. At layoff Task Force meetings, OJT is discussed as an alternative to classroom training for those workers not returning to their current industry or occupation. Individual customers are matched with business customers based on the company’s requirements and workers’ skills. The length of OJT training is determined using standard criteria, and up to 50% of the wages paid by the employer are reimbursed by the WIB during the training period. There is an expectation that businesses will retain the trainee/employees that successfully complete the OJT period, and staff work with the business customers throughout the process to ensure they are satisfied. State staff encourage local systems to develop OJT training opportunities that lead to a certificate or a credential. The use of OJT activities is especially important in rural areas lacking sufficient classroom training opportunities. It is also valuable for dislocated workers who need some income while in training to upgrade their skills. To encourage employer participation and to ease administrative billing, some local WIBs allow milestone payments rather than weekly or monthly invoicing. A variation of the OJT model has been implemented by the Georgia Department of Labor. The Georgia Works Program was created in response to the state’s recession as a way to stimulate job growth and shorten customers’ duration on Unemployment Insurance. Interested employers complete a brief application indicating the type of work to be done and the requested length of the training period (up to eight weeks, 24 hours per week). No wages are paid by the employer during the training period, as the trainee receives his or her Unemployment Insurance benefits and an additional training allowance. This innovative model provides a financial incentive to businesses to create new jobs, or to fill vacancies with minimal training costs. The benefits for qualified Unemployment Insurance recipients include the opportunity to market their current skills to a company while adding new skills, training and work experience to their resume. Upon 93 draft 4-26-07

successful completion of training, participants receive a certificate, an additional training stipend and consideration for permanent employment. Georgia Works helps unemployed customers get their foot in the door with community businesses, and small companies – both for profit and nonprofit – have the chance to try out motivated workers and customize a worker’s skills to their needs. Some WIBs are using OJT at the conclusion of a Georgia Works activity, thereby enhancing the chance of a trainee's permanent retention with the employer. Local WIBs use the customized training option primarily to assist businesses moving into the community. This provides a good opportunity to assist older youth, dislocated workers and other job-ready customers to land quality jobs in high growth industries. For example, the DeKalb County WIB has developed a customized training program for the Bank of America. As with OJT activities, WIBs ensure that trainees are provided wages, benefits and working conditions comparable to those provided to the company’s permanent staff. The Department of Technical and Adult Education administers the Quick Start Program. This nationally-recognized model provides high quality customized training at no cost to new and expanding businesses in Georgia. Experienced staff work with companies to determine the needed skill sets, and partner with the community’s technical college to develop a curriculum that will provide these skills. By working with this valuable resource, local WIBs are able to expand customized training opportunities without using their scarce resources. This has been an outstanding economic development tool to attract high growth, high wage industries to the state. Another important training strategy is apprenticeship. There is a growing need for young workers in skilled trades to replace the large number of baby boom retirees. Local WIBs are working with labor organizations, technical colleges and others to develop quality apprenticeship opportunities for occupations such as electricians, industrial maintenance and pipefitters. This can be a valuable training opportunity for out-of-school youth and individuals transitioning from the correctional system and others to build solid careers in occupations that will always be in demand.

Rapid Response Services Georgia provides Rapid Response services using a team approach. Team members include state Dislocation Services staff, local WIA, career center and Vocational Rehabilitation staff. Some layoffs are announced through the Worker Adjustment and Retraining Notification (WARN) system; the local elected official and the Georgia Department of Labor receive these notices concurrently. Otherwise, local staff or economic development entities become aware of an impending layoff, and the Rapid Response process is initiated. Smaller layoffs (less than 25 workers) are handled predominantly by local staff. The Georgia Department of Labor has established an integrated structure for WIA, Rapid Response and Trade Act services that promotes communication, coordination and service integration. State Rapid Response staff, organizationally placed within the Employment Services Division, are funded through the state Dislocated Worker set-aside. In addition to the state staff that manage the overall Dislocation Services and Trade activities, there are nine regional 94 draft 4-26-07

coordinators funded with state Dislocated Worker funds that assist throughout the state. Local staff involved in the Rapid Response process are funded through local area formula funds and through Wagner-Peyser funds. State staff are committed to providing resources needed for effective delivery of early intervention services and the longer-term services for dislocated workers, such as transition centers. Staff at all levels communicate effectively to ensure that the resources needed for a particular layoff are available. Perhaps 20% of layoffs are announced via the WARN system, since most businesses do not meet the WARN notification criteria. For most impending layoffs, local staff become aware that they will occur through their local contacts, newspapers, and knowledge of the community’s business climate. Employers that have established relationships with their local GDOL career center frequently contact the career center manager to discuss an upcoming layoff. Other key contacts at the local level include Chambers of Commerce, on which local workforce staff are typically members, local and regional Society for Human Resource Management (SHRM) staff, and partner programs, such as Title V Older Worker Staff. Additionally, the state Dislocation Services Section has set up an automated notification, so that when more than five claims from one company are entered into the automated system in the same week, Rapid Response staff are alerted that there may be a sizeable layoff underway. Potential layoffs are also tracked by the receipt of Trade petitions. As noted above, the integrated staffing structure at the state level promotes more rapid and higher quality services to the businesses and workers involved in a layoff or business closing. As soon as notification of an impending layoff of 25 or more workers is received, state and local Rapid Response team members set up a Partners Planning Meeting. WIA, career center, Rapid Response coordinators and other local partners meet to discuss the layoff and determine which service strategies will be most effective. Following that, a meeting of these partners is scheduled with the business to gather details about the layoff and to discuss strategies. The Georgia Department of Labor provides quality information to businesses about the services available and options for providing them. Employee Information Sessions are then scheduled and delivered, to orient workers to the services offered by the workforce system. At a minimum, Rapid Response, local WIA and career center staff attend these sessions; often other partners, such as economic development staff, technical college representatives, Consumer Credit Counseling Services and other community resources also provide information. At the Employee Information Sessions, a Reemployment Questionnaire is distributed to the workers to tailor services to the needs of the workers. The team also draws on their history with various industries to determine the best mix of services to deliver (e.g., workers from a textile industry are more likely to need and request remedial education services and basic job-finding workshops, whereas workers at a software development company are typically more in need of networking opportunities and entrepreneurial opportunities). Regional coordinators develop documentation of everything discussed at the information sessions, so that all partners at the state, regional and local levels will be clear about their roles. In addition to providing workshops and transition center services, the Rapid Response team will sometimes encourage the business laying off to allow other employers to come in to recruit and interview the workers. Through the quality communication networks that have been established 95 draft 4-26-07

at the state and local levels, staff make every effort to assist companies that may be hiring to access this opportunity. This can assist the workers to achieve a smooth employment transition with no period of unemployment. State/local Rapid Response teams also support job fairs and career expos to promote rapid reemployment of the workers experiencing layoffs. TeamSOS is comprised of a dedicated group of workforce professionals from offices throughout the state. The specially-trained team is mobilized to assist with large layoffs as needed; in 2006, they facilitated on-site events at more than a dozen business closings. The TeamSOS group specializes in assisting executive-level workers with career guidance and resume development. All members of the team are nationally certified Professional Resume Writers or are in the process of earning that certification. These staff, who volunteer to travel to various sites to share their expertise, provide another resource in Georgia's quality reemployment service strategy. The integrated structure of Rapid Response, Trade and Dislocated Worker services in Georgia promotes a seamless array of activities between the initial phase and the ongoing services provided locally to dislocated workers. The regional Rapid Response coordinators track the customers from particular layoffs through the service continuum to ensure that these workers have received the services they want and need. State staff hold regular meetings with local service delivery staff to provide training, technical assistance and to ensure that all issues and questions are fully addressed and coordinated statewide. Further, automated reports have been developed to help staff at all levels examine trends in services and outcomes for the affected workers. Georgia has received National Emergency Grants for large layoffs. These grants enable communities to develop effective strategies for returning dislocated workers to work and supplement an area’s formula WIA funds when these layoffs occur. Georgia’s Rapid Response system assists businesses as well as the workers that are laid off. The department’s Economic Development and Employer Relations staff look at statistics from every sizeable layoff, including the industry, workers’ skills sets and location, to determine if there are current or prospective companies that could use these workers. As noted earlier, regional Economic Development staff are part of the overall Rapid Response team. They use their industry connections to determine how newly available skilled workers could benefit the community’s businesses. Staff also coordinate with the Quick Start Program, a service of the Department of Technical and Adult Education that works with employers to establish training programs to quickly staff up new and expanding businesses. The system includes a variety of organizations to ensure that a wide range of services are available to the companies and the dislocated workers. Some examples include local Society of Human Resource Managers representatives, Pastoral Counseling Associations, mental health counselors, Vocational Rehabilitation, Medicaid and PeachCare (Georgia’s S-CHIP program) providers, Title V Older Worker services, and Consumer Credit Counseling Services. In addition to the services noted above, regional and local staff offer dislocated workers opportunities through the Georgia Works strategy and, where appropriate to the layoff, special outplacement support by a team of highly-trained resume writers that provide on-site assistance to help customers develop quality resumes. 96 draft 4-26-07

A variety of on-line resources are available to dislocated workers. Of special value are the O*Net on-line tools and an extensive list of on-line newspapers for job search purposes. The Dislocation Services Section has also assembled a handbook that is provided to customers who are laid off. This resource includes information such as: obtaining your final paycheck; pension planning assistance; health care assistance, and other topics useful to laid off workers and their families. In one recent layoff, the company invited the local board of education for a discussion, so that the community’s educators could be prepared for the effects the layoff would have on the children of the workers. Customer and service information for Dislocated Workers is entered into GWS, the Georgia Department of Labor’s integrated management information system. Work is underway to incorporate Trade Act, Rapid Response and National Emergency Grant information into this system. Rapid Response activities are tracked through automated transactions that tie to GWS, and as noted previously, staff currently run reports to track customers through their service continuum. This provides ongoing, real-time feedback on the success of these workers in achieving quality outcomes. Quarterly written updates on Trade activities are provided to staff throughout the state. The department has developed a formal process for areas to request additional Rapid Response or formula Dislocated Worker funds. A team, consisting of representatives from Dislocation Services, Career Development Services, and Grants and Contracts, review requests that come in from local areas. Based on fund availability, the area’s performance, and knowledge of other impending layoffs, additional funds are provided to local areas. State Rapid Response funds are also used on occasion to supplement local resources. The state funds are used for a variety of tools within local One-Stop sites (e.g., stocking resource libraries, purchasing resume-writing software, printing marketing materials) and also to support local staff training including Global Career Development Facilitator, and Certified Resume Writer. Wherever possible, transition centers at the business location for the convenience of the dislocated workers. The resources brought into such centers include Internet-access workstations, copiers, phones, staff with bi-lingual capability for one-on-one and workshop services and a variety of paper and on-line resources (e.g., resume writing software, local, regional, state and national labor market information, career exploration tools, etc.). Job search and financial management workshops are also provided at these sites.

Priority of Service for Veterans Georgia’s workforce system has taken steps to prepare staff for the provisions of the Jobs for Veterans Act, and the state will ensure that local staff are equipped to carry out priority of service to veterans for all federally-funded workforce programs and activities. The Local Veterans Employment Representatives (LVERs) and Disabled Veterans Outreach Program (DVOP) staff are the primary contacts for intensive employment, employability development and placement services to veterans. However, all staff in GDOL career centers, 97 draft 4-26-07

other One-Stop offices and WIA-funded access points assist veterans with the variety of services they may need. This is especially important now with many armed services personnel and reservists returning from active duty. GDOL sponsors an annual conference for the veterans’ staff. This provides an opportunity for staff to learn of the latest initiatives and issues of importance in the veterans’ community. Each local WIB has established written policies ensuring priority of service for eligible veterans. The annual review process allows state staff to ensure that service priority is carried out locally in accordance with federal laws and policy guidance.

Services to Youth Georgia’s workforce system provides a comprehensive array of services to assist youth of all ages that promote their success in school and in the workforce. The Statewide Comprehensive Youth Development Strategy, described in Section B, established the foundation for a system that addresses the needs of all youth. With the leadership of various state partners and the collaborative youth efforts involving public, private and non-profit organizations at the regional and local levels, Georgia’s workforce system is able to target its resources to serving those youth most in need of assistance. State-level resources provide models and technical assistance to local systems. Some examples of this include: the Youth Peer Network, through which youth staff in local WIBs have the opportunity for assistance from the state and each other on youth issues via an e-mail network; GDOL career centers' exploration activities for high school students; the Education Rocks! curriculum; GDOL youth summits; and periodic statewide youth roundtable sessions, at which state and local staff share best practices and service challenges, as well as receiving training from national speakers. GDOL recently reorganized and brought together WIA youth services and the Jobs for Georgia Graduates Program within the Division of Career Development Services. Further integration is achieved by assisting the children of Good Works! participants with critical youth activities. These strategies help to leverage resources to maximize services and to avoid duplication. State guidance is provided to Georgia's workforce system regarding ways to enhance service effectiveness for the youth most in need. Some of the strategies include: establishing strong mentoring systems; developing "earn and learn" services for older youth; discussing with existing youth service providers ways to improve linkages with community- and faith-based organizations; and exploring creative outreach strategies to engage the target populations. The Jobs for Georgia Graduates (JGG) Program operates in 36 high schools around the state. The program provides Job Specialists within these schools to work with students identified as at risk for completing school. Two service delivery models are used. One focuses on high school seniors while the second model serves youth in grades 9-12. Services include leadership development, mentoring, career exploration and career counseling, and academic and vocational one-on-one support to foster success. This program has been very successful; in Program Year 2005, 89.5% of the seniors in the program graduated. A sign of the program’s maturity as a 98 draft 4-26-07

successful service strategy is that four former JGG participants are now serving as program Job Specialists. A collaborative effort among JGG, Vocational Rehabilitation and the Department of Education is underway to establish a Job Specialist position at the Georgia School for the Deaf. As noted earlier, plans are underway to establish a pilot out-of-school site in Northeast Georgia. Another state-level effort operating in 46 schools around the state is the High School/High Tech (HS/HT) Program. The model is somewhat similar to JGG in terms of the goals and one-on-one support for at-risk high school students. HS/HT is targeted to youth with disabilities, and assists eligible youth with career development, post-secondary educational goals, job shadowing and work opportunities. Local HS/HT programs in some parts of the state are working with WIA youth programs, thereby leveraging resources and promoting student success using both service strategies. The program has attracted support from a variety of businesses, which provide mentors, tours of corporate facilities, job shadowing, internships and work experience. The program recently partnered with the Microsoft Corporation on a successful statewide competition that resulted in the winning team visiting Seattle and touring the Microsoft facility. The GDOL career centers assist youth in a variety of ways, including job fairs and career expos, workshops on career planning, information on job search strategies, resume writing workshops and guidance with career exploration. A myriad of initiatives and strategies for youth in and out of school are underway in local workforce systems. WIBs and Youth Councils have conducted resource mapping efforts to determine the particular needs of the community, services available to meet these needs, and what additional services should be developed or procured to address unmet needs. Several local Employer Committees participate in school initiatives, and all areas host job fairs and career expos, many of which are targeted to youth job seekers. The areas in which a Job Corps Center is nearby have developed partnerships. The Southwest Georgia area has a cooperative agreement with the Turner Job Corps Center; likewise, the Brunswick Job Corps Center partners with the Coastal Workforce Board. The City of Atlanta WIB is working with high schools, Atlanta Area Technical College and the Atlanta Job Corps Center to assist high school students trained as Certified Nursing Assistants to upgrade their health care skills as they complete high school. The Lower Chattahoochee system includes the local Job Corps recruiting firm as an active partner. Several local area WIBs and Youth Councils are working with other regional youth development partners on quality school-to-career models, including work study programs for high school seniors, rising senior summer school opportunities at technical colleges, apprenticeship efforts and preparation for technical career fields. The DeKalb County WIB partners with the county's school system to provide state-of-the-art assistance to youth in their transition from secondary to post-secondary education. Services include career exploration, financial literacy, life skills, workshops and ongoing support and case management. Georgia’s out-of-school youth service strategies continue to grow. The Southeast Georgia WIB is serving exclusively out-of-school youth, partnering with faith-based organizations, adult literacy services, Job Corps and Family Connections to engage this important segment of the 99 draft 4-26-07

future workforce. The WIB and Youth Council are working with apprenticeship programs, technical colleges and community-based organizations to meet the needs of the youth in this area of the state. Northwest Georgia has a remedial training program that prepares youth to take the GED exam. The program addresses each customer's emotional and social development in addition to his/her academic challenges. The success rate of this program has been excellent. Another WIB has a different strategy for helping out-of-school youth obtain their GED. This is a three-week, high intensity preparation curriculum. Youth who are not successful in passing the GED the first time may return for additional assistance.

The Richmond-Burke Counties area has a youth resource center in their comprehensive OneStop site, and several areas have developed youth-oriented websites. The City of Atlanta’s cyber centers offer on-line GED preparation and customer service training for youth. Partnerships at the state and local levels with the Department of Juvenile Justice assist youth transitioning from the justice system with occupational skills development, orientation to work training and support to facilitate their success. The Northwest Georgia area has established a Youth One-Stop Center (known as the Teen Resource Center), and they recently hosted a Youth Leadership Summit. Some of the workshops at the summit included motivational sessions, preparing for college, job interviewing skills and dressing for success, service learning opportunities, and a teen mom’s story. For those out-of-school youth wishing to complete their secondary education, local WIBs work with the alternative school programs that operate throughout the state. For example, a strategy in the planning stages in the Georgia Mountains area involves out-of-school youth. They will be referred by Boys and Girls Clubs, housing authorities and other programs for a six-week program involving work experience and support in attaining their high school diploma or GED. Additionally, several areas are involved with the YouthBuild program through which WIAeligible youth can participate in construction and carpentry occupational training and completion of their secondary education through an alternative school program. Many local systems choose to focus on the needs of youth with different challenges. North Georgia has a strong network of support and services, including the business community, for pregnant and parenting youth. The Metro Atlanta WIB has launched an initiative with the state Independent Living Program to work with youth transitioning out of foster care. A variety of services are coordinated for these youth, including education, employment preparation, life skills training and the transitional living program. Many state and local partners are participating in this important service strategy. The Lower Chattahoochee WIB is targeting services to foster youth by collaborating with a local group home. This initiative places the customers in yearround work experience. The area has a similar initiative for youth leaving the juvenile justice system. The Communities in Schools initiative operates in several local areas. The Cobb County program focuses on support to at-risk students by linking them with community mentoring, tutoring and counseling activities that will promote their academic success.

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Services to the Business Community The workforce system has developed a variety of services to meet the needs of Georgia’s businesses. These needs are determined statewide and locally through dialogue with companies – through the State and local WIBs, Employer Committees, partnerships with Chambers of Commerce, SHRM, industry associations, the economic development community, and one-onone contacts with local companies. The system also implements recommendations made by businesses through the WIA customer satisfaction survey process. The One-Stop system provides an array of consistent business services throughout the state, including: • • • • • • • • recruiting and staffing tax credits and other hiring incentives resources for training, including OJT and Georgia Works fidelity bonding quality labor market information downsizing and layoff assistance employment law and Unemployment Insurance tax consultation guidance on accommodations and assistive technology

Many of the One-Stop sites have established Business Centers, through which companies have access to Internet sites and e-mail, fax machines and copiers, and, where space permits, private offices for employee recruiting and screening. Some WIBs offer human resource support to small businesses, and they are currently collaborating with companies and technical colleges on the Georgia Work Readiness Certificate initiative. Individuals have the opportunity to receive a skills assessment at their local technical college. The resulting certificate assures prospective employers that the worker's skills and knowledge meet the requirements of specified profiled jobs and occupations. State and local resources are used in a variety of ways to assist businesses with staffing needs. Job fairs and career expos are held throughout the state; GDOL works with local media outlets to advertise job listings on the radio and on local public access television stations; the state maintains the Alien Labor Certification Program; specialized assistance is provided to agricultural employers; and the system partners with high-growth businesses through the National Business Relations Group initiative. The Georgia Works strategy described previously is available to businesses statewide, and the GDOL website provides a variety of information tools to assist businesses. Further enhancements to Georgia’s labor market information system are underway with the Local Employment Dynamics program. New levels of forecasting and timely employment data will benefit the business community. The GoodWorks! program, described under Innovative Strategies below, offers subsidized employment placements. This benefits businesses that might be considering expansion but would prefer to try out employees before offering permanent, full-time jobs. The opportunity can be used for up to six months; companies can then use the Welfare-to-Work tax credit to stretch company resources even further while adding employees.

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Examples of local and regional business services include: • • • • • • • partnerships with health care industries and CVS Pharmacy to address shortages of trained workers for critical positions transition centers for the workers of companies downsizing or closing a joint venture of the City of Atlanta WIB with local technical colleges and labor organizations to supply trained entry-level workers for businesses that win city contracts multiple areas are collaborating with technical colleges and the Georgia Power Company to ensure the company has an adequate pipeline of trained linemen a business newsletter that is sent to approximately 6,000 Northwest Georgia businesses, partners, elected officials and community organizations small business incubator initiatives a South Georgia One-Stop site that includes a Business One-Stop, involving the services of WIA, the Small Business Development Center, Abraham Baldwin College, and the Regional Development Center’s economic development and business loan programs

Partners within Georgia’s workforce system coordinate their business service efforts, to ensure broad coverage and to avoid duplication. Local teams of WIB business representatives, Vocational Rehabilitation Account Representatives and GDOL Employer Marketing Representatives discuss coordinated strategies for meeting companies’ needs within the community. Through business representation on local WIBs, and staff participation with Chambers of Commerce, SHRM chapters, and regional and local economic development efforts, comprehensive strategies are developed to meet the needs of existing businesses and to promote development of new high-growth/high wage industries. Work is underway at the state level to build an integrated employer services database within GWS. Through this and other means, staff will continue to promote collaboration among local partners on behalf of the business community. The Work Opportunity Tax Credit (WOTC) and the Welfare-to-Work Tax Credit provide incentives for businesses to hire the workforce system’s customers. The Welfare-to-Work Tax Credit assists companies that hire long-term public assistance recipients (those who have been on TANF benefits for at least 18 months). The tax credit is coordinated with the GoodWorks! program described later in this section. WOTC provides businesses with a tax credit for each new hire who has been a TANF or Food Stamp recipient, a qualified veteran, participated in Vocational Rehabilitation services or is receiving Supplemental Social Security Income, qualified ex-felons and youth residing in Enterprise Communities. The national Ticket to Work program is another service that is available as an incentive for businesses to hire, specifically customers with disabilities.

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These tax credits and others available to businesses in Georgia (e.g., the Job Tax Credit Program for the least developed 40 counties in the state, the Investment Tax Credit for manufacturing and telecommunications businesses, tax deductions for architectural and transportation barrier removal and others) are described on the Business Services pages of the GDOL website and are marketed by local staff of the workforce system.

Innovative Service Delivery Strategies A. GoodWorks!

The Georgia Department of Labor has developed a strategy for public assistance recipients that has become a national model. The GoodWorks! initiative is a collaboration among the Georgia Department of Human Resources, Division of Family and Children Services (which administers TANF and Food Stamps services), the GDOL career centers, Vocational Rehabilitation, local WIBs and community-based organizations. The Department of Human Resources identifies and refers to career centers those TANF and Food Stamp applicants and recipients who are jobready, near job-ready or have barriers to workforce readiness. Targeted service strategies have been developed to address the needs of these three groups of customers. The goal in GoodWorks! for job-ready and nearly job-ready customers is to assist them achieve unsubsidized employment opportunities. Job-ready customers are provided four weeks of structured job search activities, referral opportunities and job development. Those customers with little or no work history but who have employment skills are provided subsidized employment for up to six months. The benefit to businesses is that they receive the customer’s TANF cash assistance during the individual’s on-the-job training period. These customers are paid a salary for full-time (32 hours a week or more) employment as well as receiving job readiness training and ongoing support until permanent employment is achieved. Customers with barriers to job readiness are connected with community providers to address issues such as substance abuse, mental health challenges, domestic violence, and low basic skills. Once major challenges have been stabilized, customers receive work evaluation services for one to four weeks, and work adjustment services, in which work experience is provided for up to 32 hours per week for a maximum of five months. Customers receive minimum wage pay during this phase of assistance. Following this, participants are assisted in obtaining a permanent job, or are placed in subsidized employment for a period of time. All customers in this intensive strategy receive one-on-one assistance throughout the duration of services and for six months following employment. This successful initiative is funded through a contract from the Department of Human Resources.

B.

Georgia Works

Another innovative service delivery strategy implemented by GDOL assists both employers and job seekers, thereby promoting community economic development. The initiative, described previously in the plan, assists customers eligible for Unemployment Insurance benefits to receive

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workplace training while retaining their benefits and receiving a special training allowance of up to $240 (half when they start training and the rest when they complete it). The initiative was conceived by Michael L. Thurmond, the Commissioner of Labor, when the economy was not generating much job growth. Companies benefit by having the opportunity to gain a worker trained to their specifications without having to pay the worker’s wages for the first eight weeks. The strategy has been especially attractive for small, new and expanding businesses for whom hiring can be a risky financial investment. Workers benefit from Georgia Works by having the opportunity to explore employment in a field of interest, gaining up to eight weeks of skills and job experience. At the completion of the training period, customers receive a certificate of training experience and, in many cases, permanent employment with the company. C. Publicizing Jobs and Supporting Employers

Several years ago, the GDOL Communications Office began working with media outlets around the state to market job opportunities, job fairs and other services of the department. Partnerships have been established with public access television stations to routinely post this information, and it is highly regarded by the business community and job seekers alike. The department also partners with the state’s Public Broadcasting Service to sponsor an annual event featuring job opportunities and career development. This is televised live throughout the state, and features business leaders and career experts. In addition to highlighting existing job openings statewide, businesses can call in to place job orders. Workforce staff answer the phones, providing information on a wide variety of topics to the job seekers and companies that call in. This annual event has been highly successful in attracting new job opportunities and in publicizing the state’s workforce services. D. Other Initiatives

GDOL has completed a pilot Incumbent Worker Initiative that is designed to assist businesses that need to upgrade workers’ skills to remain competitive. This successful strategy was a valuable resource for local businesses in several areas of the state. Several partners at the state and local levels are collaborating on a Certified Nursing Assistant (CNA) Career Ladder Program. Working with the Georgia Health Care Association, nursing home workers interested in advancing in the health care field are offered on-line training in foundational skills. Successful completion of the curriculum results in an advanced practice certificate; from there, the workers can elect specialty practice classroom training. An apprenticeship component, registered with the USDOL Office of Apprenticeship and Training, completes the customer's training in specialized health care areas. This exciting venture started in the fall of 2006 and promises to be an innovative approach to meeting this critical industry's need for a trained workforce. Another innovative project with the Atlanta Regional WIB involves coupling Certified Nursing Assistant training with English language instruction, to expand the pool of health care workers within the Hispanic community.

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A variety of other valuable service strategies involving state and local partnerships are described throughout the plan. See also the GDOL website (www.dol.state.ga.us) for examples of state and local workforce initiatives contributing to the success of Georgia’s businesses and job seekers.

Faith- and Community-Based Strategies Georgia’s Governor has recognized the unique contributions that faith organizations can provide in addressing the state’s human service and workforce challenges. He has proposed an amendment to the State Constitution that would remove the current barrier to providing public funding to religious or sectarian organizations. The amendment has not yet been passed by the Georgia General Assembly. The Governor convenes an annual Faith-based Day, to call attention to this important issue. Also at the state level, a group of faith organizations, legislators and state agency representatives are working together to remove barriers and promote opportunities for collaborative efforts on behalf of Georgia’s residents. The workforce system in Georgia has had a long tradition of working with faith-based organizations for contracted services and mutual referrals. With the guidance, support and technical assistance of the U. S. Department of Labor, these efforts have been increased in the past few years to expand the access of community organizations to workforce resources and services. GDOL has established a standing e-mail list of local organizations, and when grant opportunities arise, this group and local workforce partners are notified. Assistance has been provided to groups with the development of grant proposals, and staff participate in faith-based coalitions to promote communication and stronger working relationships. GDOL has a representative who attends the Georgia Inter-departmental Faith-based Coalition (IFBC) meetings. Membership includes faith- and community-based groups and state agencies. The IFBC is currently examining how to best support community groups and ensure that services needed by Georgia families are effectively provided. The group facilitates communication among faith-based organizations, private industry, non-profit groups and state and federal government agencies, in addition to seeking funding for the faith-based community. The Georgia Alliance for Workforce Development (GAWD), an affiliate of the national Workforce Alliance, is an association of community-based organizations, businesses and concerned individuals that work together to strengthen communities and individual and family self-sufficiency. This group has sponsored networking and contracting opportunities and promotes state-level advocacy in support of member organizations. The Cobb County WIB was one of the recipients of the national U.S. Department of Labor Intermediary Grants. Through this opportunity, a network known as the Cobb Community Collaborative was built. This group of approximately 100 partners works to identify and examine issues of concern to the community and to develop joint action to address these issues. This has allowed the county to greatly expand the network of faith-based organizations providing workforce services, in addition to reducing duplication and fragmentation of services and connecting informal service networks with the larger workforce system. 105 draft 4-26-07

H. Coordination and Non-Duplication
Effective coordination is a cornerstone of Georgia’s workforce development system. Collaborative strategies among state agencies, business groups, elected officials and communitybased organizations have helped to expand and enhance the services to businesses and job seeker customers. These efforts also ensure that each organization is able to focus on its unique contributions, thereby enhancing the efficiency of the system. The State WIB is actively involved in promoting coordinated efforts. Through the state agency partners on the WIB, shared knowledge and understanding of goals and strategies of mutual interest are communicated and addressed. The WIB works closely with the economic development and education communities to strengthen the linkages that promote a seamless system at the level of service delivery. It is through the support of the WIB, GDOL and the Governor’s cabinet that interagency and multi-partner strategies have been able to flourish. State workforce staff provide the local systems with information regarding federal guidance, initiatives and other relevant information from the national level (e.g., best practices in youth services, or tracking the progress of WIA and Carl Perkins reauthorization). Communication is typically through e-mail, although paper memoranda are issued as needed. State workforce staff also provide updates to local WIB directors on a variety of topics at their statewide meetings. The coordination of GDOL divisions, including Career Development Services, Employment Services, Unemployment Insurance, Vocational Rehabilitation and Field Services assists local workforce systems in understanding how their efforts tie into other services on behalf of mutual customers. Similarly, the GWS integrated database ensures that local staff have access to the full picture of workforce services provided to particular customers. This Unified Plan is another example of the interrelated nature of workforce services. All workforce services within GDOL have provided input into the plan, thereby promoting a comprehensive view of the many services and initiatives within Georgia’s workforce system. The new Strategic Plan of the State WIB offers additional opportunities to further collaborative efforts among education, workforce and economic development partners.

Interagency Coordination Efforts Coordinated strategies most often result from specific needs of targeted groups. A few examples of effective interagency initiatives include the following: A. Community and Economic Development

In Georgia, community and economic development are coordinated activities involving state agencies, a multitude of private sector groups, local development authorities, Chambers of Commerce and local officials. Whether state or local, public or private, each of these entities has a specific role in community and economic development as partners on Georgia’s team.

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Labor market information on topics such as workforce supply, industry and occupation demand projections, wage data and local community information is provided by GDOL. This is often combined with external research conducted by the department’s Economic Development and Employer Relations Office to develop unique presentations and data arrays for prospective companies, CEO roundtables and business leadership sessions. In a similar manner, other partners present their perspectives and service commitments. GDOL, local workforce staff and economic development partners also work closely together when communities are faced with layoffs and business closings. It is at this juncture that economic development (job creation) and workforce development (supplying qualified workers) truly come together to benefit communities. B. Public Assistance

Welfare reform has greatly improved interagency coordination for public assistance customers. These individuals increasingly receive services from multiple fund sources and partners to promote their success in the workforce. When packaged together, these services provide a comprehensive approach to meeting customer needs. The GoodWorks! service strategy discussed in Section F represents a streamlined, systems approach to meeting the needs of public assistance customers so they can effectively join the workforce. Other collaborative efforts include the Fatherhood Initiative for non-custodial parents, and the New Connections to Work job readiness initiative. C. Services for Individuals with Disabilities

Vocational Rehabilitation (VR) staff often provide testing and assessment of eligible customers within local workforce systems, and work out of virtual offices so they can easily travel where needed by customers. Many of the VR staff work from One-Stop sites and other community locations to promote broad access to services. Community partnerships continue to flourish, including the High School/High Tech initiative for high school youth with disabilities, Tools for Life, the Disabilities Resource Group, Job Accommodations Network, Governor’s Council on Developmental Disabilities, local Centers for Independent Living, supported employment programs, local mental health, mental retardation and substance abuse efforts, and the Ticket to Work Initiative. VR has launched a valuable loan finance program known as Credit-Able. Supported with federal and state grants, the program allows Georgians with disabilities, their families, caregivers and employers to purchase assistive technology, home modifications and modifications for vehicles. The loans have favorable terms and are designed to help customers achieve greater independence and participate more fully in school, work and community activities. A variety of partners are working together to publicize this new resource. One-Stop sites are coordinating with Community Work Incentives Coordinators to provide ready access to information regarding benefits coordination for customers receiving Social Security benefits. State-level training for staff that serve as Disability Navigators promotes the knowledge by all system staff to effectively serve customers with disabilities. 107 draft 4-26-07

D.

Homelessness

Like other large metropolitan areas, Atlanta is challenged to address the needs of a large homeless population. The Mayor of Atlanta, GDOL, faith-based organizations and homeless advocacy groups established a comprehensive center to serve the area’s homeless individuals. Services at the Gateway Center include: emergency shelter beds for men, women and children; substance abuse treatment; rehabilitation counseling; job counseling and referral; training opportunities; credit assistance; health services; and community court services. This innovative center is open 24 hours a day. Funding for its development has come from corporate and individual donations and federal assistance. Partner agencies include: • • • • • • • • • • United Way Regional Commission on Homelessness Georgia Department of Labor Saint Joseph's Mercy Care Services Traveler's Aid of Metropolitan Atlanta Project Open Hand The Atlanta Collaborative Kitchen North Avenue Presbyterian Church Georgia Department of Human Resources Mental Health, Developmental Disabilities and Addiction Services Atlanta Veterans Administration Medical Center Atlanta Enterprise Center

Statewide, GDOL and other partners participate on the Governor's Interagency Homeless Coordinating Council. These agencies collaborate to better address the needs of homeless individuals throughout the state. One issue the group has tackled is the lengthy process involved when a customer applies for disability benefits (SSI). Through creative staffing and other strategies, the partners are working to expedite this process. This can be a significant step in stabilizing a homeless person's situation so that other services and types of assistance can be provided. E. Comprehensive Youth Development Strategy

As described in detail in Section B, a multitude of state, regional and local partners work together on efforts to address the needs of Georgia’s youth in a holistic and integrated fashion. Local systems, including the Family Connections Partnerships, local WIBs and Youth Councils, school systems, the Department of Juvenile Justice and community-based organizations, determine the best strategies to address local and regional youth needs. As community efforts increasingly involve youth themselves in developing service strategies, success will be further promoted.

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Unemployment Insurance Partnerships with USDOL The GDOL Unemployment Insurance (UI) Division works very closely with the U.S. Department of Labor (USDOL) in all phases of the UI program. The USDOL Regional Office provides technical assistance to the state regarding federal programs, including Trade Readjustment Allowances, Disaster Unemployment Assistance and the Federal and X-service claims programs. Staff also work with the Regional Office regarding the State Quality Service Plan. They provide data that assists the UI Division in identifying areas in which, according to federal target levels, performance should be improved.

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I. Special Populations and Other Groups
It is the goal of Georgia’s workforce system to provide effective assistance to all customers. Given varying service needs, the system has developed a variety of strategies to meet the needs of everyone. Automating resource information, service applications and other tools has allowed those customers that are job-ready to have the resources they need to succeed. This frees up staff resources to focus on customers who need additional assistance to become successful in their career pursuits. It is some of these strategies that will be discussed here, and the focus in this section is mainly on job seeker customers. However, all facets of local systems - the business community, faith- and community-based providers, educators and human service providers - are involved in developing solutions to address the particular needs of various populations. It is through these collaborative efforts that individuals with barriers to employment will become valuable members of the talent pool for the business community. Through state and local workforce websites, orientation sessions, tours or videos, customers learn about the full array of services available at One-Stop centers and other community partner locations. Informed customer choice guides service delivery, and customers are encouraged to explore all options according to their circumstances. Strong referral linkages as well as partner co-location and integrated service strategies have been valuable ways to ensure that customers with particular barriers receive all needed services with a minimum of bureaucracy.

Services to Dislocated Workers As described in Section G, Georgia uses state and local resources and staff to ensure that broadrange service strategies are tailored to meet the needs of dislocated workers. The variety of services available to these customers is discussed during orientation sessions, and through brochures, letters from state coordinators and contact with local staff. For some layoffs that span a long period of time, workforce staff have worked with the company and labor representatives to develop newsletters for the workers going through the layoff process. This keeps customers abreast of new opportunities and allows staff to answer frequently asked questions concerning benefits and services. The network for service delivery that has been established can handle sudden impacts, such as auto industry layoffs, Hurricane Katrina survivors, major Base Realignment and Closure (BRAC) events and others. The team participates with the Federal Emergency Management Agency and the Georgia Emergency Management Agency when disasters strike. Staff-assisted and self-entry methods to apply for Unemployment Insurance benefits are available at One-Stop sites and at specialized layoff locations. The flexibility of this approach is particularly helpful for rapid response activities involving disaster assistance or other situations in which layoffs are unexpected. Worker profiling is done electronically when a customer’s Unemployment Insurance application is filed. Based on a customer’s score, he or she will be scheduled at that time for reemployment services. GDOL career centers provide a number of quality reemployment services, including: 110 draft 4-26-07

• • • • • • • • •

assessment and career evaluation resume preparation assistance job search workshops financial management workshops one-on-one job search assistance development of employability plans job development a variety of on-line career exploration, labor market information and other job search tools information about training opportunities, financial aid and the state Individual Training Account and Eligible Provider List system

Customers also receive a helpful guide that covers a variety of topics about services and state and local resources. As noted in Section G, staff comprising TeamSOS assist with large layoffs by providing career guidance and resume assistance, especially for executive-level staff in need of assistance. In terms of displaced homemakers, local WIBs determine whether to serve them using adult or dislocated worker funds. These customers may need additional intensive services to determine the best career path based on their skills and the demand occupations in the community. GDOL has developed effective strategies for reemployment services, built on the close service linkages between Employment Services and Unemployment Insurance. Georgia has maintained an active Eligibility Review Process through which customers receiving Unemployment Insurance are evaluated. Claimants with high Profile scores and others likely to have difficulty in returning to work are asked to report to their local career center to discuss their work search efforts, typically at the 5th, 9th and 14th weeks of their claim. At that time, they receive additional guidance and resources for effective reemployment. Centers also offer workshops during these visits, on topics including interviewing techniques, networking, and dressing for success. Customers are encouraged to once again consider participating in the Georgia Works initiative. The effectiveness of Georgia’s reemployment service strategies is evidenced through the state’s high entered employment rates and the low average duration of claims. Service delivery approaches for Rapid Response, Dislocated Workers and Trade Adjustment Assistance (TAA) customers are fully integrated in Georgia. At the state level, staff within the Dislocation Services Section coordinate all of these services. These staff and the Regional Rapid Response Coordinators work closely with local WIB and career center staff. Rapid Response coordinators are fully cross-trained and are available to assist local staff with any type of layoff or TAA issue that arises. This section also coordinates and administers National Emergency Grants. The state's WIA, Rapid Response, Trade, NEG and career center team will work together to implement the final Trade regulations when they are issued by USDOL. Georgia has established a coordinator for BRAC activities and this staff member coordinates closely with Rapid Response and WIA staff.

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The state has provided all sites with Rapid Response Manuals and Trade Act Handbooks, and issues policy guidance as needed. Quarterly meetings are held with local WIB contacts, and the coordinators provide on-site technical assistance routinely. The Dislocation Services staff coordinate their efforts with field representatives in Career Development Services and the career center District Directors, to ensure all staff are in sync as they support local service delivery. Georgia strongly encourages customer co-enrollment for TAA and WIA. For those customers that need basic skills, GED preparation, English as a Second Language or other remedial education services, these services are typically provided through Trade resources. When customers enter occupational training activities, co-enrollment with WIA occurs. Additionally, efforts are increasingly integrated across state lines, to address the needs of regional economies.

Services to Low Income Individuals A variety of statewide and local models address the workforce needs of low income customers. The GoodWorks! service strategy, discussed in Section G, is available statewide. In addition, the Departments of Labor, Human Resources and Technical and Adult education work together to develop services to assist customers in moving toward self-sufficiency. Local staff use collaborative assessment processes to identify customers’ barriers to employment and set up an employability plan that pulls in all available strategies to successfully overcome the barriers. Partners work with customers on public assistance, unemployed or underemployed non-custodial parents, individuals with mental health or substance abuse issues and others. Local WIBs have set target populations within the general category of low income individuals to whom their resources are targeted. For example, the DeKalb WIB has targeted refugees and limited English proficient customers, and several areas are focusing resources on older workers. Local systems have developed a variety of strategies for assisting homeless individuals. While other partners address barriers through their specialized services, local WIBs and career center staff focus on job readiness, employability development and job opportunities for individuals committed to reentering the labor market. The Fulton County WIB is part of a community collaborative effort addressing career development for homeless customers through skills upgrade. To respond to an increasing demand for services, the WIB has established a full-time career advisor position. This individual is housed at Jefferson Place, a transitional and emergency housing shelter. The City of Atlanta WIB partners with the Atlanta Housing Authority to provide residents with assessment, skills upgrades, GED preparation, training and job referrals. In the Coastal Georgia area, training assistance is offered to single mothers who are tenants of the local housing authority. The Gateway Center, mentioned previously, is an example of a coordinated service strategy for this population. In addition, GDOL plans to outstation staff at other homeless advocacy sites, to provide services using a triage approach. Following an assessment of an individual’s level of job readiness, those customers who are readily employable will be assisted with referrals and job development. Customers who are near job-ready will participate in employability planning efforts with multiple partners, similar to those carried out for other low-income customers. Wherever possible, a whole family approach to addressing needs will be used.

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GDOL is also engaged in two ongoing partnerships with Samaritan House and Trinity Community Ministries. Both of these outreach initiatives aid homeless individuals to access job search and employment assistance. GDOL provides these sites with professional staff who coordinate services and resources such as job readiness and interviewing workshops, occupational and skills assessment, resume development, on-site job fairs, job matching and referral, employability skills training and a variety of resources on how to find jobs. The department's Disability Adjudication Section is working with other state partners and the Social Security Administration to develop strategies to expedite social security claims processing. As noted earlier, this will be especially beneficial for homeless individuals. Support for local service strategies is also provided by the Georgia Interagency Homeless Coordinating Council. The council brings together state agencies and non-profit organizations with expertise in mental health, housing and other key areas. A ten-year strategic plan was developed in 2004 and replicable community planning models for integrated housing and other services to homeless individuals are underway. For individuals at risk of losing their homes to foreclosure, metropolitan Atlanta leaders are working together to provide a credit counseling service. Georgia has one of the highest levels of foreclosure rates in the nation, and this resource will be a valuable tool to prevent additional home foreclosures. Georgia’s workforce system also works with offenders. It has been estimated that Georgia has the fifth largest prison population in the country; thus, successful reentry of these individuals will provide businesses with a major source of skilled workers. State leaders have formed a collaboration that includes: the Criminal Justice Coordinating Council; and the Departments of Labor, Human Resources, Technical and Adult Education, Community Affairs and Juvenile Justice; along with Corrections, Board of Pardons and Paroles, and the judicial system. This effort, known as the Georgia Reentry Impact Project, is taking a comprehensive approach to transitioning ex-offenders back to communities, with the goal of reducing recidivism by providing the supports needed for success. The partner agencies engaged in this new paradigm will be able to offer enhanced strategies to local systems to more effectively serve this challenging population. An innovative collaborative effort among GDOL, the Department of Corrections and the State Board of Pardons and Paroles, known as the The Offender Parolee Probationer State Training Employment Program (TOPPSTEP), is working with the offender population. During Program Year 2006 to date, 8,033 individuals have been served and 7,340 were provided employment opportunities. Counselors in correctional facilities identify potential participants and refer them to TOPPSTEP staff in GDOL career centers. Staff provide pre-release workshops and conduct employability assessments. They also help the customers obtain necessary work-related documents (e.g., Social Security card, driver’s license). Academic and vocational instruction is provided through the Department of Technical and Adult Education. Customers then receive career counseling and specialized workshops to prepare them for reentry into the job market. Onsite (prison) job fairs have been held in some communities as well. Upon release, customers meet with the TOPPSTEP career center staff for assistance with Federal Bonding, job referrals and 113 draft 4-26-07

continued career counseling. Staff coordinate with parole officers to ensure that the customers are on a success track. For incarcerated veterans, the program works with the Veterans Administration to coordinate resources such as housing, mental health counseling and substance abuse treatment upon release. Additionally, the state Veterans Employment and Training grant funds five regional coordinators that serve as a “bridge” with TOPPSTEP, to assist incarcerated veterans successfully transition back into society. Two of the WIBs in metro Atlanta partner with correctional facilities, technical colleges, apprenticeship and for-profit providers to help inmates develop skills in demand occupations prior to their release from prison. These areas then work with companies hiring workers with these skills to arrange employment for the customers. There is also a pilot apprenticeship project underway through which incarcerated youth will learn construction skills. Additional services available to ex-offenders include the Federal Bonding Program (available at each GDOL career center) and the Work Opportunity Tax Credit (administered at the state level). Both of these are incentives for businesses to hire ex-offenders.

Older Worker Services Workers who are age 55 and older comprise a fast growing segment of the workforce; by 2010, this age group will account for one of every five Georgians. With fewer new entrants into the labor force, businesses will rely more and more on mature workers to fill their staffing needs. The demographic shifts and the later ages at which individuals will be eligible for Social Security benefits puts increased pressure on experienced workers to stay employed longer. A broad range of services is provided to older workers through the workforce system. Career centers and WIBs work closely with the State Division of Aging, the Title V subcontractors and Experience Works to develop comprehensive service strategies. For example, GDOL provided resources for the development and dissemination of Georgia’s Senior Strategy Resource Guide, a comprehensive listing of partners within the statewide system. Georgia’s Older Worker Network has representatives from a broad range of state, regional and local organizations throughout the state, including faith-based organizations. GDOL has distributed the U.S. Department of Labor Protocol for Serving Older Workers to local WIBs, and the system is now engaged in reviewing these strategies for implementation at the community level. Georgia’s participation in the Local Employment Dynamics labor market information tool will provide the opportunity for WIBs and system staff to identify industries that often hire older workers. This will assist with WIB identification of demand occupations as well as with local job development strategies. Many dislocated workers are mature workers; a wide range of services for these customers are promoted to ensure their success. For Trade layoffs, workers over 50 have the opportunity to enroll in the Alternative Trade Adjustment Assistance program, and several customers in Georgia are participating in this service strategy as an alternative to training. 114 draft 4-26-07

Many local senior strategies include partners such as: senior employment services; senior centers; Vocational Rehabilitation; WIBs; public libraries; arts councils; transportation providers; and others. Partners engage in collaborative strategies to address the transportation, training, computer skills upgrade and employment needs of seniors within the community. Service approaches in place around the state include the following: • All Senior Community Service Employment Program (SCSEP) customers in North Georgia are registered for employment services with local career centers. An additional access point in the Community Action Center was equipped with workforce resources through a WIA grant. Jewish Family and Career Services works closely with three metro Atlanta WIBs and two career centers to provide senior customers with training and career opportunities. Several SCSEP customers work at One-Stop sites in the metro area. The National Caucus and Center on Black Aged partners with West Central Georgia OneStop sites through placement of participants and by providing on-site services. Older worker staff from the Athens Community Council on Aging and Experience Works are on-site partners at the Northeast Georgia comprehensive One-Stop center. They have several participants working at two workforce sites in the area. In the Richmond-Burke Counties area, participants have been co-enrolled in a WIAsponsored Certified Nursing Assistant program. This area is also partnering with Experience Works for services such as intensive career assessment, counseling, and coordination for supportive services and training opportunities The Northwest Georgia area has developed an OJT program for senior with the Mercy Senior Care center

• •

An emerging emphasis in serving older workers is to assist with part-time employment opportunities. Several businesses, including CVS Pharmacy, Wal-Mart and local school systems are working with their local workforce networks to provide seniors with part-time jobs, flexible hours and telecommuting. These options companies meet their staffing needs while accommodating the preferences of older workers. Additionally, workforce staff will promote the new entrepreneurial resources for customers wishing to start their own businesses. Some areas of the state provide workshops for mature job seekers at One-Stop sites, and this service will continue to be promoted.

Customers with Limited English Proficiency The in-migration of non-English speaking residents continues to grow in Georgia. To meet the need for effective services, many of GDOL’s applications, forms and publications are available in other languages. Many of the career centers and other One-Stop sites have staff that are fluent 115 draft 4-26-07

in other languages, including American Sign Language. GDOL has established an international career center in Gwinnett County – one of Georgia’s most diverse counties – at which the full range of services is provided in a multi-lingual environment. A large number of multi-lingual staff from career centers, Vocational Rehabilitation offices and local WIBs are available to assist customers as needed throughout the state. All sites have access to Network Omni, a multilingual communications service with 24-hour access to interpreters in more than 150 languages and dialects. Additionally, many sites have agreements with local colleges, universities and other community partners for translation services. Sign language interpreters are available through a statewide contract. Adult education and ESL programs are an integral part of local workforce systems, and these staff assist communities in preparing non-English speakers for the workplace. The Northwest Georgia area is coordinating with the state Dislocation Services section and local technical colleges to provide ESL classes to Spanish-speaking dislocated workers, to assist their successful transition to new careers. Policy guidance for limited English proficiency services is provided to local systems through memoranda, training and technical assistance from the Career Development Services Section and the GDOL Equal Employment Opportunity Administrator. Efforts in this area are ongoing.

Services to Migrant and Seasonal Farmworkers The Migrant and Seasonal Farmworker (MSFW) Program is an integral part of Georgia’s workforce development system, particularly in central and south Georgia where most of the agricultural activity is concentrated. Workforce partners work closely with the Telamon Corporation, the WIA 167 Grantee in Georgia. The system offers migrant workers the full range of available employment and training services benefits and protections. GDOL has staff stationed in 15 career centers that provide assistance to MSFWs and agricultural employers. Their services are guided by the State Monitor Advocate, who is appointed by the Commissioner of Labor. The trend in Georgia is toward fewer individuals that meet the definition of migrant and seasonal farmworker as more individuals settle into communities to work full-time. However, staff will continue to conduct aggressive outreach to provide services to the MSFWs in their communities. For migrants settling into communities, workforce staff coordinate such services as: outreach through faith- and community-based partners; career exploration; English as a Second Language training; occupational and on-the-job training; computer literacy training; and job referral assistance. Local partners work together to address these customers’ needs through community resources. For example, the Telamon Corporation is a partner at three comprehensive One-Stop sites in the Heart of Georgia-Altamaha area. In addition to interpreter services, they assist in marketing the centers’ services, run a Head Start program and sponsor a Reading is Fundamental Program, through which books written in English and Spanish are provided to children in the community. In the Southeast Georgia area, the Telamon Corporation assists with migrant 116 draft 4-26-07

workers’ transition to new industries and assists with the distribution of outreach materials in Spanish. A Latin American Awareness fair is held annually by the area’s partners.

Services to Individuals with Disabilities Georgia is committed to ensuring that individuals with disabilities have all available service opportunities. The system’s service philosophy is that job seekers with disabilities are served by workforce staff in the same manner as any other job seekers. Where additional support or expertise is needed, Vocational Rehabilitation staff and community providers will assist. Many individuals with disabilities seeking services at One-Stop sites are veterans and thus receive oneon-one assistance from veteran grant staff in addition to the broad array of services otherwise available. Cross-training for staff system-wide is promoted to ensure a seamless continuum of services. To facilitate universal access, One-Stop resource areas are equipped with a variety of assistive technology tools, including large computer monitors, low vision readers, screen reading software, Personal FM systems, large track balls, TTY’s, and adjustable work stations. Research for updating the assistive technology is conducted on an ongoing basis by GDOL IT staff in partnership with Vocational Rehabilitation’s Tools for Life Program. In addition, career center staff is available at all sites to orient customers to these resources and to assist them throughout the service experience. While Georgia’s One-Stop system has made it easier for many job seekers and employers to access a full range of services, navigating the system has remained complex for some customers with disabilities. To ensure continued focus on this area, the Commissioner of Labor has appointed a Special Services Coordinator who serves as a liaison to all facets of the disability community and has conducted extensive training on disability issues for One-Stop staff and state and local staff in Unemployment Insurance, Rehabilitation Services, and other programs. Staff knowledge of resources and supports as well as a positive perspective regarding disability are the keys to simplifying the system and equalizing opportunity for customers with disabilities. Presentations on disability issues are provided at all Introduction to the Department for New Employees sessions, local and statewide Employer Committee conferences, International Association of Workforce Professionals meetings and other training events. In 2005, a training program was put in place by the Commissioner of Labor using the national Disability Navigator model, designating one staff member as a Disability Navigator from each of the 53 career centers and several of the local workforce areas. Old attitudes, stereotypes, and myths that have historically contributed to inability to see the person behind the disability were dispelled and “People First Language” was taught. Sessions covered developing local linkages, conducting outreach, and building relationships and collaborations, enabling the Disability Navigators to be invaluable supports for VR counselors, job developers, community partners and employers. In addition to demonstrations of the assistive technology available in local resource areas and various low- and high-tech accommodations, staff received in-depth information on both the specifics and the spirit of the Americans with Disabilities Act (ADA). During one session that focused on the history of disability in the United States and the need for systems 117 draft 4-26-07

change, participants were introduced to Lois Curtis, one of the plaintiffs in the Olmstead Decision, who is currently a successful, self-employed artist, receiving both customized and supported employment supports in the form of community-based services. In 2006, training continued to focus on changing perspectives and attitudes toward disability – to see disability as a natural part of the human experience. Specific topics included serving customers with psychiatric disabilities, deaf and hearing people working together, information about SSI and SSDI, including incentives for recipients who want to work, and information about the Brain and Spinal Injury Trust Fund. In November 2006, the GDOL combined its eighth annual Workforce Conference with the Touch the Future/Transition Conference. The conference focused on building a world-class workforce in Georgia by emphasizing the importance of providing persons with disabilities a full range of support services and resources to ensure their success in the 21st century workplace. Several sessions were earmarked for Disability Navigators, including sessions on Assistive Technology, Universal Design and Accessibility, and Reasonable and Low Cost Worksite Accommodations. Using the knowledge gained in training and the information routinely disseminated to them, the Disability Navigators conduct staff training in their offices so that all staff are able to effectively assist customers with disabilities. All staff are taught to focus on customers' strengths rather than weaknesses, and assets rather than deficits. Local workforce systems are also coordinating with the Ticket-to-Work initiative. Local staff that work with employers help to market the initiative; Work Incentive Planning and Assistance (WIPA) specialists provide on-site services to customers at One-Stop locations. Other partners in the disability community also participate at One-Stop locations. For instance, the RichmondBurke Counties WIB works with the community’s Center for Independent Living, which provides workshops at the One-Stop site. The system also continues its many partnerships with resources such as: • Tools for Life • The Disabilities Resource Group (formerly the GA ADA Exchange) • The State ADA Coordinator’s Office • The Governor’s Council on Developmental Disabilities • Statewide Independent Living Council and local Centers for Independent Living • Center for the Visually Impaired (CVI) • Southeast Disability Business and Technical Assistance Center (SEDBTAC) • Veterans Administration Rehabilitation and Counseling Program and many other community resources for individuals with disabilities. A variety of youth partnerships are also in place, including the Marriott Bridges Program, high school transition partnerships and the High School/High Tech program. Although these initiatives, services and partnerships specifically address the needs of individuals with disabilities, all customers have the option of participating in all available programs and services. Staff knowledge of labor market information and familiarity with accommodations and assistive technology ensures that customers with disabilities are given the same choices 118 draft 4-26-07

regarding career and training opportunities as all other job seekers. Employer education programs on topics such as reasonable accommodations, assistive technology, nondiscrimination and focusing on abilities will continue to bring together partners to help to remove barriers to employment.

Veterans Services As discussed in Section F, the Disabled Veteran Outreach Program and the Local Veteran Employment Representative Program are integral to local workforce systems. Service strategies and staff activities comply with federal veterans’ laws, regulations and the federal Veterans Grant. Local systems are currently developing policies and procedures to ensure that eligible veterans receive priority for all federally-funded workforce services. Disabled Veterans Outreach Program specialists continue to provide services at outstation locations in accordance with the federal grant provisions. Outstationing at the Department of Veterans Affairs, Vocational Rehabilitation and Employment program sites (five throughout the state) as well as U.S. military Transition Assistance Program sites (at nine Georgia bases) remains a priority. These sites provide the opportunity to reach sectors of the veteran population that might not come into local workforce sites. GDOL has provided one full-time staff person and equipped a resource center at the Regional Office of the Veterans Administration. This individual coordinates the services of the staff outstationed at the Vocational Rehabilitation and Employment program sites. Most of the veteran population falls under other target group categories as well, such as dislocated workers, persons with disabilities or older workers. Veterans receive services using the three-tiered labor exchange strategy that includes: self-service; facilitated self-service; and staff-assisted service. All available resources are used to provide high quality services to this important customer group.

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J. Professional Development and System Improvement
Local workforce systems have a variety of opportunities to help them develop and manage high performance systems. GDOL has developed a living document that comprises policy guidance on a wide variety of topics. State and local staff meet for formal training, technical assistance and sharing of best practices on a regular basis, and state staff in Career Development Services, Field Services and Dislocation Services are responsible for ongoing guidance and technical assistance throughout the state. The Youth Peer Network, described earlier in the plan, provides an ongoing opportunity for state and local staff to share suggestions and resources for quality youth programs. The annual Workforce Conference is another forum through which ideas are shared and new initiatives are launched. In 2006, the conference was combined with the Touch the Future annual conference. The first day of the program involved youth leadership activities and included special education students and teachers. The consolidated conferences affirmed Commissioner Thurmond's commitment to integrating the workforce system resources on behalf of all customers. Local WIBs also take part in federal training and conference calls, and receive e-mail alerts from state staff regarding new national and state developments, opportunities and requirements. Other professional development opportunities available through state staff, Project Ideas and national and regional trainers have been discussed throughout the plan. GDOL has an annual review process through which all 20 local systems are evaluated and provided guidance and technical assistance. Teams comprised of field representatives, financial staff, grant management experts and Rapid Response coordinators conduct the reviews. These reviews address all major systems within each local workforce area, and identify best practices as well as opportunities for improvement.

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K. Performance Accountability
Georgia carefully monitors state and local performance on the 17 WIA performance measures. Reports are generated quarterly for local WIBs regarding year to date achievements and state and local staff work closely throughout the year to ensure success. Also, local staff have the opportunity to recommend enhancements to the state automated system to help them better manage workloads and data. The success of these collaborative efforts is evidenced by the quality performance that Georgia’s system has achieved and the favorable customer satisfaction results over time. Georgia has made substantial strides in WIA performance since the program began in 2000. In August of 2006, Georgia received a letter from Regional Administrator Dr. Helen Parker that noted the state's excellent performance: "Georgia's performance across the board points to GDOL's effectiveness in supporting the state's workforce investment system. For the twelve-month period ending March 31, 2006, the state met or exceeded all of the WIA performance goals, exceeding the national average in twelve of the seventeen measures. For the labor exchange function, GDOL exceeded the national entered employment rate and the national employment retention rate. Georgia's reemployment efforts have contributed to a much lower than average duration of unemployment of 11.5 weeks, compared to a national average of 15.3 weeks, resulting in the second most solvent UI Trust Fund in the Southeast. Overall, UI program performance has been exemplary, as Georgia was the only state in the region to meet all ten of the acceptable levels for the year ending March 31, 2006, and one of only eleven states to do so nationally." The target performance levels for Program Years (PY) 2007 and 2008 reflect the state's commitment to continuous improvement and to our customers. On several of the measures, proposed levels for PY07 are higher than PY05 targets. However, it is recognized that substantial funding cuts to each of the WIA programs, changes in the federal youth vision and conversion to the new youth common measures will present challenges to Georgia's workforce system over the next few years. For these reasons, Georgia is proposing to lower some targets and to maintain the PY06 performance levels for several of the older youth and younger youth measures. Reasonable common measures targets for adults and dislocated workers are also proposed. State staff have worked closely with local WIBs to design a system by which local performance will roll up to the state levels negotiated with the U.S. Department of Labor. Local staff present the case for their proposed levels based on priorities or target groups set by their WIBs, as well as any unique community needs. Given the diversity of circumstances and job opportunities throughout the state, performance experts at the state level work with the WIBs to achieve performance targets that will ensure statewide success. In proposing WIA performance levels on the measures for PY07 and for PY08, staff considered the national GPRA goals, national level past performance and state and local economic and labor market forces. On measures for which Georgia’s past performance has been strong, every effort 121 draft 4-26-07

was made to propose reasonable increases in performance expectations. On measures that have been challenging for Georgia’s and other states’ systems, or where economic conditions are unfavorable to exceptional outcomes (e.g., Adult and Dislocated Worker Average Earnings, introduced in PY06), the proposed levels are more modest. It should also be noted that common measures methodology show reduced performance on some measures nationally (e.g., Adult and Dislocated Worker Employment Retention Rate). As a result, lower performance outcomes may be considered to be acceptable results for future years. Common performance and reporting requirements were implemented for Wagner-Peyser as well as WIA and Trade in PY05. Wagner-Peyser performance levels were negotiated with USDOL for PY06. To set Wagner-Peyser performance levels for PY07 and PY08, historical data calculated last year were revisited and PY06 results to date were evaluated. Since Wagner-Peyser began reporting on the average earnings measure effective July 1, 2006, only two quarters of new outcome data are available for this measure. The proposed levels for PY07 are in line with Georgia's historical achievements for Wagner-Peyser and reflect an increase over past targets. Additionally, continuous improvement is further demonstrated for PY08 by proposing levels that are higher than for PY07. Targeted reports have been developed to track services and outcomes for veterans, Migrant and Seasonal Farmworkers and customers receiving reemployment services. These reports inform state staff and provide feedback to local staff regarding performance. Georgia has not established any state-specific performance measures. Data on performance are shared with the State and local WIBs routinely. Boards discuss service results within the context of integrated service strategies, to ensure that local systems are fully using all available community resources and expertise on behalf of workforce customers. Additionally, state staff monitor local performance and offer technical assistance to address any areas in which performance is not meeting expected levels. The new common measures were successfully implemented effective July 1, 2006, using its web-based integrated management information system known as the Georgia Workforce System (GWS). One record is established for each customer receiving Labor-funded services, regardless of the customer's point of entry into the system. The GWS system has undergone modifications to accommodate the new reporting requirements for WIA, Wagner-Peyser and Trade Adjustment Assistance and to implement common measures. GDOL staff have conducted briefings on how the common measures affect performance, data collection and retrieval. Additional training is provided as the system is modified. Georgia will use its successful common measures model to implement USDOL's proposed Workforce Investment Streamlined Performance Reporting (WISPR) system once the specifications are available. Modifications for WISPR will include additional changes to GWS and to data collection, storage and retrieval in addition to changes in performance reports. The chart on the following page provides the proposed levels for each performance measure for PY07 - 08. Note that this includes proposed levels for Wagner-Peyser as well as for WIA.

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PY2007-PY2008 Performance Targets: Georgia Performance Measures
Customer Satisfaction Index WIA Participants - ACSI Score WIA Employers - ACSI Score Entered Employment Rate Wagner-Peyser WIA Adults WIA Dislocated Workers WIA Older Youth Retention Rate Wagner-Peyser WIA Adults WIA Dislocated Workers WIA Older Youth WIA Younger Youth Average Earnings / Gain Wagner-Peyser WIA Adults WIA Dislocated Workers WIA Older Youth Credentials Rate WIA Adults WIA Dislocated Workers WIA Older Youth WIA Younger Youth Diploma/GED Rate WIA Younger Youth Skills Attainment Rate

PY2007 Target

PY2008 Target

75.0 78.0

75.0 78.0

68.0% 76.0% 84.0% 71.0%

68.5% 76.5% 84.5% 71.5%

80.0% 81.8% 89.5% 80.7% 69.7%

81.0% 82.6% 90.0% 81.0% 70.4%

$10,500 $9,800 $13,000 $3,232

$11,000 $10,000 $13,000 $3,264

65.0% 65.0% 47.0% 72.0% 87.0%

65.0% 65.0% 47.0% 72.7% 87.0%

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The Unemployment Insurance (UI) Division works with the U.S. Department of Labor Regional Office on the State Quality Service Plan. There are 11 Core Measures, which require corrective action plans for performance that is deficient. Management Information Measures consist of currently collected performance data that provide additional insight into UI program operations. No performance criteria are assigned to Management Information Measures. The UI Division uses these measures to assist in determining areas that are low in performance. Georgia participates in the annual UI Performs State Quality Planning process. The UI Division will use 11 Core Measures in the fiscal year 2008 State Quality Service Plan as the key indicators for performance in the UI program. These include major areas of UI performance for both benefits and tax services. Georgia was the only state in the region and only one of 11 states in the nation to meet all of the required levels of performance for the year ending March 31, 2006. No Corrective Action Plans are required for the Fiscal Year 2007 State Quality Service Plan.

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L. Data Collection
Early in the implementation process for Common Measures, two work groups were formed to address statewide policy issues and technical changes to the state's management information system - the Georgia Workforce System (GWS). In addition, an advisory group comprised of local field and state-level staff was constituted to provide an avenue for feedback on proposed changes and to identify other concerns related to implementation of common performance and reporting. Through their work, these groups have facilitated a thoughtful and comprehensive approach to data collection as well as promoted the further integration of the workforce development service delivery system. One of the key focal points for these groups has been to establish the framework for a fully integrated customer tracking system through clearly defined and consistent collection of customers' information. Georgia's data system allows customer records to be built, viewed and updated by all staff of the Labor programs providing services. This prevents customers from having to repeatedly submit the same information to receive services from multiple programs, and it facilitates communication between system partners regarding the service needs of common customers. Georgia's workforce system takes a progressive data collection approach. That is, information is collected as needed to provide a particular service. Customers receiving only self-services or workforce informational services are not requirement to provide the same level of customer information that is required for staff-assisted services. Currently, Georgia is exploring options for capturing all necessary data elements for these that will not be burdensome or discourage the use of the wide array of self- and informational services available. Georgia’s system has successfully completed four rounds of federally-mandated data validation for WIA, Wagner-Peyser and Trade Adjustment Assistance performance. In addition, the state review process includes a management component in which the quality and timeliness of data entered by local staff and service providers is evaluated. Local areas have access to WIA data on a real-time basis. Additionally, performance feedback is provided quarterly and local areas have the ability to generate ad hoc data and performance queries using WebFOCUS software. All WIBs have staff that have been trained on WebFOCUS. Local staff are encouraged to request system enhancements to ensure that GWS addresses their performance management needs. In addition to the federally-funded workforce programs, the Georgia Department of Labor includes the Unemployment Insurance Division, and staff work closely together across divisions. The collaborative working relationships that have been developed promote the integration of services, reporting and data sharing. This also facilitates the system’s access to wage records for customer reporting. In addition, Georgia has been a member of the Wage Record Interchange System (WRIS) since its inception. Georgia also participates in the USDOL-sponsored “Federal Data Exchange System” (FEDES) pilot, through which employment and salary information is obtained from several federal sources, including the Department of Defense, U.S. Postal Service 125 draft 4-26-07

and the Office of Personnel Management. It should be noted, however, that access to individuallevel wage data is restricted to Georgia wage records only, to uphold the confidentiality requirements associated with WRIS and FEDES. Except for those restrictions, state and local workforce staff have access to all data in the automated system for administrative and performance tracking purposes. This allows local systems to monitor progress toward goals.

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M. Corrective Action

Georgia is committed to maintaining a comprehensive, integrated workforce development system that meets all customers’ needs. Accountability is a critical element within this system. State workforce staff provide technical assistance and training to local systems where performance falls short of expectations. Local staff, in turn, are responsible for ensuring quality outcomes from One-Stop operators, training providers and other local workforce partners. The statewide system (state and local staff, State WIB, local WIBs and partners) work together to ensure that performance and customer outcomes are of the highest quality. For Unemployment Insurance, the State Quality Service Plan for Fiscal Year 2007 was submitted to the U.S. Department of Labor in August of 2006. Georgia was the only state in the region and only one of 11 states in the nation to meet all of the required levels of performance for the year ending March 31, 2006. No Corrective Action Plans are required for the Fiscal Year 2007 State Quality Service Plan.

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N. Waiver and Work-Flex Requests
GDOL, as the Governor’s designated administrator for the state’s Workforce Investment Act activities, is requesting renewal of the waiver of regulatory prohibition on using Individual Training Accounts (ITAs) for older and out-of-school youth and the three waivers granted in support of the state's services to customers impacted by the hurricanes of 2005. In compliance with WIA Section 189(1)(4)(B) and WIA Interim Final Regulation 29 CFR 661.420(c), please accept the following request to renew the waiver as presented below. I. A. ITAs for Older Youth Statutory Regulation to be Waived WIA Final Regulation 29 CFR 664.510 prohibits the use of ITAs for older youth. Georgia requests to continue the use of ITAs for older and out-of-school youth, as previously approved by the U.S. Department of Labor on January 21, 2003. B. Goals to be Achieved by the Waiver 1. Ensures continued flexibility for local WIBs to design and deliver programs based on the needs of their customers rather than restricting those services based on age Reduces paperwork and tracking processes required for dual enrollment, where an area would otherwise have to register an older and out-of-school youth in both the youth and adult systems to provide them with occupational skills training using the ITA system Continues the opportunity for systems to provide older and out-of-school youth with the real-life learning experience of making an informed career decision. Use of the ITA system also provides case management staff with the opportunity to work with the older youth customer regarding training and career opportunities Streamlines performance management by counting these customers only once in performance measures. This encourages local areas to continue services to the challenging older and out-of-school youth population.

2.

3.

4.

5. Maintains the option of charging training to older and out-of-school youth through the youth funding stream, allowing for efficient tracking of expenditures and promoting full use of youth funding C. State or Local Statutory or Regulatory Barriers There are no existing state or local statutory or regulatory barriers to the successful implementation of this waiver renewal request.

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D.

Description of the Goals of the Waiver and Expected Outcomes The Workforce Investment Act has shifted the focus of youth programs from the provision of short-term, stand-alone job training to year-round, long term services for inschool and out-of-school youth. While this has proven to be an effective approach, flexibility is needed in serving those youth not interested in a structured, long-term service approach. It continues to be challenging to effectively serve out-of-school youth, as they are most interested in obtaining full-time employment leading to self-sufficiency. Georgia fully recognizes the WIA provision that requires systems to provide a menu of ten program elements to eligible youth. Youth often need more services over a longer period of time to be successful, while ITAs generally address only the element of occupational skills training. Thus, the state will continue to require local areas to make all ten youth service elements available to these customers, to facilitate their successful transition to post-secondary training and careers. Local WIBs are asked to outline in their strategic plans how these elements, including a minimum of 12 months of follow-up services, will be provided to those youth served through the ITA system. It should also be noted that the option for dual enrollment of older and out-of-school youth into youth and adult services will be available for local use as needed.

E.

Description of the Individuals Impacted by the Waiver The waiver will facilitate quality services to eligible older and out-of-school youth. These customers will receive the type of services that address their individual needs, without duplicative paperwork and tracking.

F.

Description of the Process to Monitor Progress Local WIBs will monitor this process and will have the opportunity to review its success and make any necessary modifications through their strategic plan updates. State staff also review areas’ compliance with federal requirements (e.g., provision of the ten youth elements) during the annual review process.

G.

Opportunity for Local Boards to Comment on the Waiver Request Local WIBs were asked if they wished this waiver option to continue, and interest was expressed in continuing the flexibility afforded through the waiver.

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H.

Additional Information – TEGL 12-01 (February 21, 2002) 1. What guidelines will be provided to local areas on the use of ITAs? As the Governor’s designated administrator of Georgia’s WIA activities, GDOL will issue renewed authority for the 20 local WIBs to pursue the use of ITAs for older and out-of-school youth once the request is approved by the U.S. Department of Labor. Notification and ongoing guidance will be transmitted through official memoranda and the state Policy Guidance process. Local WIBs will be reminded that all ten required WIA youth program elements must remain available. 2. How will these guidelines be incorporated into local areas’ service delivery plans for youth? Each local WIB that chooses to use this ITA option for older and out-of-school youth will indicate their interest and describe its use in their strategic plan. This description will include how ITAs will be used for this population, local decisions regarding maximum length of training and allowable funding, demand occupations, and other aspects that are addressed for the overall ITA system. 3. What criteria will be used for determining when ITAs are appropriate? Each local WIB that uses this option will establish operational guidelines, including the criteria to be used for determining when ITAs are appropriate for older and out-of-school youth. As stated above, the use of this option will not supplant the availability or use of the ten required WIA youth program elements. 4. What assistance will be provided to youth in choosing a training service provider? Local WIBs will describe in their strategic plan how they guide youth through the occupational training decision-making process. They are also responsible for ensuring that career advisors and youth contractors have appropriate training and technical assistance so that quality services will be provided to these customers. A copy of the January 2003 original waiver approval letter and the July 7, 2005 letter approving the request for extension of this waiver are included in Appendix C.

II.

Hurricane Waivers

In October 2005, the state of Georgia submitted Workforce Investment Act waivers in response to the influx of individuals directly impacted by the hurricanes of 2005. Georgia's waiver request was submitted in accordance with the instructions provided by ETA in TEGL 5-05. The

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state requests continuation of the three hurricane waivers approved by ETA, which are listed below: A. Statutory Regulations to be Waived 1. Workforce Investment Act (WIA) sections 136(b) and 136(c). Georgia requests continuation of the waiver to exclude individuals who have come to the state as a result of the hurricanes and are served under WIA formula funds (adults, dislocated workers, and youth) from WIA performance measures. 2. WIA section 129(c)(2). Georgia requests continuation of the waiver to allow WIA youth funds to be used for activities such as after school work experience or tutoring, without requiring the remaining elements for youth programs, for those youth who have relocated to Georgia due to the hurricanes. 3. WIA section 129(c)(2)(I). Georgia requests continuation of the waiver of the requirement that all youth participants to receive some form of follow-up services for a minimum duration of 12 months, for those youth who have relocated to Georgia due to the hurricanes. B. Goals to be Achieved by the Waivers Ensures continued flexibility for local WIBs to continue to provide WIA assistance to individuals who have come to Georgia as a result of the hurricanes, but who may be unable to complete planned WIA activities because they return home or a new location during receipt of services. C. State of Local Statutory or Regulatory Barriers There are no existing state or local statutory or regulatory barriers to the successful implementation of this waiver renewal request. D. Description of the Goals of the Waivers and Expected Outcomes 1. A continuation of the waiver from section 136(b) and (c) will allow local areas to continue to exclude individuals in Georgia as a result of the hurricanes from the calculation of state and local performance, should they be unable to complete planned WIA activities because they return home or move to a new location prior to program completion. The state will include these displaced workers in its annual WISARD submission using a special notation of their status in the global exclusion field. A continuation of the waiver from section 129(c)(2) will provide local areas with flexibility in the services provided to hurricane-affected youth, by allowing local areas to focus services on the customers' immediate needs.

2.

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3.

A continuation of the waiver from section 129(c)(2)(I) to exclude hurricaneaffected youth served by local areas from the requirement to receive follow-up services for a minimum duration of 12 months. This will encourage local areas to serve those youth in the state as a result of the hurricanes that may relocate before completing WIA planned activities.

E.

Description of the Individuals Impacted by the Waiver These waivers will allow local WIA areas to continue service to individuals (adults, dislocated workers and youth) who came to the Georgia as a result of the hurricanes of 2005.

F.

Description of the Process to Monitor Progress Guidance regarding the implementation of these waivers was issued to the local areas in July 2006. Local areas must document all performance exclusions; and these exclusions are subject to data validation and/or audit. Local areas must also maintain documentation, including FEMA eligibility and information used to determine that the customers have returned home or moved to a new location prior to program completion. State staff will also review areas’ compliance with federal requirements during the annual review process.

G.

Description of the Process to Provide Notice to Any Local Board Affected by the Waiver Local Workforce Investment Boards have been notified that the state plans to request an extension of these waivers with the submission of the Unified Plan.

H.

Description of the Process to Provide an Opportunity for Local Boards to Comment on the Waiver Request These waivers were initially submitted due to local area requests. A copy of the state survey from September 2005 soliciting this local input is included in Appendix C. Local boards have also been provided the opportunity to submit comments regarding the extension of these waivers.

I.

Description of the Process to Ensure Meaningful Public Comment, Including Comment by Business and Organized Labor Pursuant to 20 CFR §661.240(a)(2), this waiver extension request is included as part of the Unified Strategic Plan update. Thus, the extension request will be available to the public for review and comment as part of the Unified Plan.

A copy of the state’s waiver request and the response letter from USDOL are included in Appendix C.

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Certifications and Assurances
By signing the Unified Plan signature page, we are certifying that: 1. The methods used for joint planning and coordination of the programs and activities included in the Unified Plan included an opportunity for the entities responsible for planning or administering such programs and activities to review and comment on all portions of the Unified Plan.

Nonconstruction Programs 1. The grantee has filed the Government-wide standard assurances for nonconstruction programs.

WIA Title I/Wagner-Peyser Act/Veterans Programs By signing the Unified Plan signature page, we are certifying that: 1. The State assures that it will establish, in accordance with section 184 of the Workforce Investment Act, fiscal control and fund accounting procedures that may be necessary to ensure the proper disbursement of, and accounting for, funds paid to the State through the allotments made under sections 127 and 132. The State assures that it will comply with section 184(a)(6), which requires the Governor to, every two years, certify to the Secretary, that – a. the State has implemented the uniform administrative requirements referred to in section 184(a)(3); b. the State has annually monitored local areas to ensure compliance with the uniform administrative requirements as required under section 184(a)(4); and c. the State has taken appropriate action to secure compliance pursuant to section 184(a)(5). 3. The State assures that the adult and youth funds received under the Workforce Investment Act will be distributed equitably throughout the State, and that no local area will suffer significant shifts in funding from year to year during the period covered by this Plan. The State assures that veterans will be afforded employment and training activities authorized in section 134 of the Workforce Investment Act, and the activities authorized in chapters 41 and 42 of title 38 U.S. Code. The State assures that it will comply with the veterans priority established in the Jobs for Veterans Act.

2.

4.

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5.

The State assures that the Governor shall, once every two years, certify one Local Board for each local area in the State. The State assures that it will comply with the confidentiality requirements of section 136(f)(3). The State assures that no funds received under the Workforce Investment Act will be used to assist, promote or deter union organizing. The State assures that it will comply with the nondiscrimination provisions of section 188, including an assurance that a Methods of Administration has been developed and implemented. The State assures that it will collect and maintain data necessary to show compliance with the nondiscrimination provisions of section 188. The State assures that it will comply with the grant procedures prescribed by the Secretary (pursuant to the authority at section 189(c) of the Act) which are necessary to enter into grant agreements for the allocation and payment of funds under the Act. The procedures and agreements will be provided to the State by the ETA Office of Grants and Contract Management and will specify the required terms and conditions and assurances and certifications, including, but not limited to, the following: a. General Administrative Requirements: (i) 29 CFR part 97 – Uniform Administrative Requirements for State and Local Governments (as amended by the Act). (ii) 29 CFR part 96 (as amended by OMB Circular A-133) – Single Audit Act. (iii) OMB Circular A-87 – Cost Principles (as amended by the Act). b. Assurances and Certifications: (i) SF 424 B – Assurances for Non-construction Programs. (ii) 29 CFR part 37 – Nondiscrimination and Equal Opportunity Assurance (and regulation) 29 CFR 37.20. (iii) CFR part 93 – Certification Regarding Lobbying (and regulation). (iv) 29 CFR part 98 – Drug Free Workplace and Debarment and Suspension Certifications (and regulation). c. Special Clauses/Provisions: Other special assurances or provisions as may be required under Federal law or policy, including specific appropriations legislation, the Workforce Investment Act, or subsequent Executive or Congressional mandates.

6.

7.

8.

9.

10.

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11.

The State certifies that the Wagner-Peyser Act Plan, which is part of this document, has been certified by the State Employment Security Administrator. The State certifies that veterans’ services provided with Wagner-Peyser Act funds will be in compliance with 38 U.S.C. chapter 41 and 20 CFR part 1001. The State certifies that Wagner-Peyser Act-funded labor exchange activities will be provided by merit-based public employees in accordance with DOL regulations. The State assures that it will comply with the MSFW significant office requirements in accordance with 20 CFR part 653. The State certifies it has developed this Plan in consultation with local elected officials, Local Workforce Boards, the business community, labor organizations and other partners. As a condition to the award of financial assistance from the Department of Labor under title I of WIA, the grant applicant assures that it will comply fully with the nondiscrimination and equal opportunity provisions of the following laws: a. Section 188 of the Workforce Investment Act of 1998 (WIA), which prohibits discrimination 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 basis 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. The grant applicant also assures that it will comply with 29 CFR part 37 and all other regulations implementing the laws listed above. This assurance applies to the grant applicant’s operation of the WIA Title I-financially assisted program or activity, and to all agreements the grant applicant makes to carry out the WIA Title I-financially assisted program or activity. The grant applicant understands that the United States has the right to seek judicial enforcement of this assurance.

12.

13.

14.

15.

16.

b.

c.

d.

e.

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17.

The State assures that funds will be spend in accordance with the Workforce Investment Act and their regulations, written Department of Labor Guidance implementing these laws, and all other applicable Federal and State laws.

Vocational Rehabilitation By signing the Unified Plan signature page, we are certifying that: 1. As a condition for the receipt Federal funds under title I, part B of the Rehabilitation Act for the provision of vocational rehabilitation services, the designated State agency agrees to operate and administer the State Vocational Rehabilitation Services Program in accordance with provisions of this title I State Plan, the Act and all applicable regulations, policies and procedures established by the Secretary. Funds made available under section111 of the Act are used solely for the provision of vocational rehabilitation services under title I and the administration of the title I State Plan. As a condition of the receipt of Federal funds under title VI, part B of the Act for supported employment services, the designated State agency agrees to operate and administer the State Supported Employment Services Program in accordance with the provisions of the supplement to this State Plan, the Act, and all applicable regulations, policies, and procedures established by the Secretary. Funds made available under title VI, part B are used solely for the provision of supported employment services and the administration of the supplement to the title I State Plan. The designated State agency or designated State unit is authorized to submit this State Plan under title I of the Act and its supplement under title VI, part B of the Act. The State submits only those policies, procedures, or descriptions required under this State Plan and its supplement that have not been previously submitted to and approved by the Commissioner of the Rehabilitation Services Administration. The State submits to the Commissioner at such time and in such manner as the Secretary determines to be appropriate, reports containing annual updates of the information relating to the: comprehensive system of personnel development; assessments, estimates, goals and priorities, and reports of progress; innovation, and expansion activities; and requirements under title I, part B or title VI, part B of the Act. The State Plan and its supplement are in effect subject to the submission of such modifications as the State determines to be necessary or as the Commissioner may require based on a change in State policy, a change in Federal law, including regulations, an interpretation of the Act by a Federal court or the highest court of the State, or a finding by the Commissioner of State noncompliance with the requirements of the Act, until the State submits and receives approval of a new State Plan or Plan supplement.

2.

3.

4.

5.

6.

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7.

The State has an acceptable plan for carrying out part B of title VI of the Act, including the use of funds under that part to supplement funds made available under part B of title I of the Act to pay for the cost of services leading to supported employment. The designated State agency, prior to the adoption of any policies or procedures governing the provision of vocational rehabilitation services under the State Plan and supported employment services under the supplement to the State Plan, including making any amendments to such policies and procedures, conducts public meetings throughout the State after providing adequate notice of the meetings, to provide the public, including individuals with disabilities, an opportunity to comment on the policies or procedures, and actively consults with the Director of the client assistance program, and, as appropriate, Indian tribes, tribal organizations, and Native Hawaiian organizations on the policies or procedures. The designated State agency takes into account, in connection with matters of general policy arising in the administration of the Plan, the views of individuals and groups of individuals who are recipients of vocational rehabilitation services, or in appropriate cases, the individual’s representatives; personnel working in programs that provide vocational rehabilitation services to individuals with disabilities; providers of vocational rehabilitation services to individuals with disabilities; the Director of the client assistance program; and the State Rehabilitation Council, if the State has such a Council. The designated State agency (or, as appropriate, agencies) is a State agency that is: b. _x_ not primarily concerned with vocational rehabilitation, or vocational and other rehabilitation, of individuals with disabilities and includes within the State agency a vocational rehabilitation bureau, or division, or other organizational unit that: is primarily concerned with vocational rehabilitation, or vocational and other rehabilitation, of individuals with disabilities, and is responsible for the designated State agency’s vocational rehabilitation program; has a full-time director; has a staff, all or substantially all of whom are employed full time on the rehabilitation work of the organization unit; and is located at an organization level and has an organizational status within the designated State agency comparable to that of other major organizational units of the designated State agency.

8.

9.

10.

11.

The designated State agency (or, as appropriate, agencies): b. _x_ has established a State Rehabilitation Council that meets the criteria set forth in section 105 of the Act and the designated State unit: jointly with the Council develops, agrees to, and reviews annually State goals and priorities, and jointly submits annual reports of progress with the Council, in accordance with the provisions of Section 101(a)(15) of the Act; regularly consults with the Council regarding the development, implementation, and revision of State policies and procedures of general applicability pertaining to the provision of vocational rehabilitation services; includes in the State Plan and in any revision to the State Plan, a summary of input provided by the Council, including recommendations 137 draft 4-26-07

from the annual report of the Council described in section 105(c)(5) of the Act, the review and analysis of consumer satisfaction described in section 105(c)(4), and other reports prepared by the Council, and the responses of the designated State unit to such input and recommendations, including explanations for rejecting any input or recommendations; and transmits to the Council all Plans, reports, and other information required under this title to be submitted to the Secretary; all policies, and information on all practices and procedures, of general applicability provided to or used by rehabilitation personnel in carrying out this title; and copies of due process hearing decisions issued under this title, which shall be transmitted in such a manner as to ensure that the identity of the participants in the hearings is kept confidential. 12. The State provides for financial participation, or if the State so elects, by the State and local agencies, to provide the amount of the non-Federal share of the cost of carrying out title I, part B of the Act. The Plan is in effect in all political subdivisions of the State, except that in the case of any activity that, in the judgment of the Commissioner, is likely to assist in promoting the vocational rehabilitation of substantially larger numbers of individuals with disabilities or groups of individuals with disabilities, the Commissioner may waive compliance with the requirement that the Plan be in effect in all political subdivisions of the State to the extent and for such period as may be provided in accordance with regulations prescribed by the Commissioner, but only if the non-Federal share of the cost of the vocational rehabilitation services involved is met from funds made available by a local agency (including funds contributed to such agency by a private agency, organization, or individual); and in a case in which earmarked funds are used toward the non-Federal share and such funds are earmarked for particular geographic areas within the State, the earmarked funds may be used in such areas if the State notifies the Commissioner that the State cannot provide the full non-Federal share without such funds. The State agency employs methods of administration found by the Commissioner to be necessary for the proper and efficient administration of the State Plan. The designated State agency and entities carrying out community rehabilitation programs in the State, who are in receipt of assistance under title I of the Act, take affirmative action to employ and advance in employment qualified individuals with disabilities covered under and on the same terms and conditions as set forth in section 503 of the Act. Facilities used in connection with the delivery of services assisted under the State Plan comply with the provisions of the Act entitled “An Act to insure that certain buildings financed with Federal funds are so designed and constructed as to be accessible to the physically handicapped,” approved on August 12, 1968 (commonly known as the “Architectural Barriers Act of 1968”), with section 504 of the Act and with the Americans with Disabilities Act of 1990.

13.

14.

15.

16.

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17.

If, under special circumstances, the State Plan includes provisions for the construction of facilities for community rehabilitation programs – a. The Federal share of the cost of construction for the facilities for a fiscal year will not exceed an amount equal to 10 percent of the State’s allotment under section 110 for such year; The provisions of section 306 (as in effect on the day before the date of enactment of the Rehabilitation Act Amendments of 1998) shall be applicable to such construction and such provisions shall be deemed to apply to such construction; and There shall be compliance with regulations the Commissioner shall prescribe designed to assure that no State will reduce its efforts in providing other vocational rehabilitation services (other than for the establishment of facilities for community rehabilitation programs) because the Plan includes such provisions for construction.

b.

c.

18.

The designated State unit submits, in accordance with section 101(a)(10) of the Act, reports in the form and level of detail and at the time required by the Commissioner regarding applicants for and eligible individuals receiving services under the State Plan and the information submitted in the reports provides a complete count, unless sampling techniques are used, of the applicants and eligible individuals in a manner that permits the greatest possible cross-classification of data and ensures the confidentiality of the identity of each individual. The designated State agency has the authority to enter into contracts with for-profit organizations for the purpose of providing, as vocational rehabilitation services, on-thejob training and related programs for individuals with disabilities under part A of title VI of the Act, upon the determination of the designated State agency that such for-profit organizations are better qualified to provide such vocational rehabilitation services than non-profit agencies and organizations. The designated State agency has cooperative agreements with other entities that are components of the Statewide workforce investment system of the State in accordance with section 101(a)(11)(A) of the Act and replicates these cooperative agreements at the local level between individual offices of the designated State unit and local entities carrying out activities through the Statewide workforce investment system. The designated State unit, the Statewide Independent Living Council established under section 705 of the Act, and the independent living centers described in part C of title VII of the Act within the State have developed working relationships and coordinate their activities.

19.

20.

21.

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22.

If there is a grant recipient in the State that receives funds under part C of the Act, the designated State agency has entered into a formal agreement that meets the requirements of section 101(a)(11)(F) of the Act with each grant recipient. Except as otherwise provided in part C of title I of the Act, the designated State unit provides vocational rehabilitation services to American Indians who are individuals with disabilities residing in the State to the same extent as the designated State agency provides such services to other significant populations of individuals with disabilities residing in the State. No duration of residence requirement is imposed that excludes from services under the Plan any individual who is present in the State. The designated State agency has implemented an information and referral system that is adequate to ensure that individuals with disabilities are provided accurate vocational rehabilitation information and guidance, using appropriate modes of communication, to assist such individuals in preparing for, securing, retaining, or regaining employment, and are appropriately referred to Federal and State programs, including other components of the Statewide workforce investment system in the State. In the event that vocational rehabilitation services cannot be provided to all eligible individuals with disabilities in the State who apply for the services, individuals with the most significant disabilities, in accordance with criteria established by the State for the order of selection, will be selected first for the provision of vocational rehabilitation services and eligible individuals, who do not meet the order of selection criteria, shall have access to services provided through the information and referral system implemented under section 101(a)(20) of the Act. Applicants and eligible individuals, or, as appropriate, the applicant’s representatives, or the individual’s representatives, are provided information and support services to assist the applicants and eligible individuals in exercising informed choice throughout the rehabilitation process, consistent with the provisions of section 102(d) of the Act. An individualized plan for employment meeting the requirements of section 102(b) of the Act will be developed and implemented in a timely manner for an individual subsequent to the determination of the eligibility of the individual for services, except that in a State operating under an order of selection, the Plan will be developed and implemented only for individuals meeting the order of selection criteria; services under this Plan will be provided in accordance with the provisions of the individualized plan for employment. Prior to providing any vocational rehabilitation services, except: a. Assessment for determining eligibility and vocational rehabilitation needs by qualified personnel, including, if appropriate, an assessment by personnel skilled in rehabilitation technology;

23.

24.

25.

26.

27.

28.

29.

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b. Counseling and guidance, including information and support services to assist an individual in exercising informed choice consistent with the provisions of section 102(d) of the Act; c. Referral and other services to secure needed services from other agencies through agreements developed under section 101(a)(11) of the Act, if such services are not available under this State Plan; d. Job-related services, including job search and placement assistance, job retention services, follow-up services, and follow-along services; e. Rehabilitation technology, including telecommunications, sensory, and other technological aids and devices; and f. Post-employment services consisting of the services listed under subparagraphs (a) through (e), to an eligible individual, or to members of the individual’s family, the State unit determines whether comparable services and benefits exist under any other program and whether those services and benefits are available to the individual unless the determination of the availability of comparable services and benefits under any other program would interrupt or delay; Progress of the individual toward achieving the employment outcome identified in the individualized plan for employment; An immediate job placement; or Provision of such service to any individual who is determined to be at extreme medical risk, based on medical evidence provided by an appropriate qualified medical professional. 30. The Governor of the State in consultation with the designated State vocational rehabilitation agency and other appropriate agencies ensures that there is an interagency agreement or other mechanism for interagency coordination that meets the requirements of section 101(a)(8)(B)(i) – (iv) of the Act between any appropriate public entity, including the State Medicaid program, public institution of higher education, and a component of the Statewide workforce investment system, and the designated State unit so as to ensure the provision of the vocational rehabilitation services identified in section 103(a) of the Act, other than the services identified as being exempt from the determination of the availability of comparable services and benefits, that are included in the individualized plan for employment of an eligible individual, including the provision of such services during the pendency of any dispute that may arise in the implementation of the interagency agreement or other mechanism for interagency coordination. The State agency conducts an annual review and reevaluation of the status of each individual with a disability served under this State plan who has achieved an employment outcome either in an extended employment setting in a community rehabilitation program or any other employment under section 14(c) of the Fair Labor Standards Act (29 U.S.C. 141 draft 4-26-07

31.

214(c)) for 2 years after the achievement of the outcome (and annually thereafter if requested by the individual or, if appropriate, the individual’s representative), to determine the interests, priorities, and needs of the individual with respect to competitive employment or training for competitive employment; provides for the input into the review and reevaluation, and a signed acknowledgement that such review and reevaluation have been conducted, by the individual with a disability or, if appropriate, the individual’s representative; and makes maximum efforts, including the identification and provision of vocational rehabilitation services, reasonable accommodations, and other necessary support services, to assist such individuals in engaging in competitive employment. 32. Funds made available under title VI, part B of the Act will only be used to provide supported employment services to individuals who are eligible under this part to receive the services. The comprehensive assessments of individuals with significant disabilities conducted under section 102(b)(1) of the Act and funded under title I will include consideration of supported employment as an appropriate employment outcome. An individualized plan for employment, as required by section 102 of the Act, will be developed and updated using funds under title I in order to specify the supported employment services to be provided; specify the expected extended services needed; and identify the source of extended services, which may include natural supports, or to the extent that it is not possible to identify the source of extended services at the time the individualized plan for employment is developed, a statement describing the basis for concluding that there is a reasonable expectation that such sources will become available. The State will use funds provided under title VI, part B only to supplement, and not supplant, the funds provided under title I, in providing supported employment services specified in the individualized plan for employment. Services provided under an individualized plan for employment will be coordinated with services provided under other individualized plans established under other Federal or State programs. To the extent job skills training is provided, the training will be provided on site. Supported employment services will include placement in an integrated setting for the maximum number of hours possible based on the unique strengths, resources, priorities, concerns, abilities, capabilities, interests, and informed choice of individuals with the most significant disabilities. The State will expend not more than 5 percent of the allotment of the State under title VI, part B for administrative costs of carrying out this part.

33.

34.

35.

36.

37. 38.

39.

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40.

The supported employment supplement to the title I State Plan contains such other information and be submitted in such manner as the Commissioner of Rehabilitation Services Administration may require.

Unemployment Insurance The Governor, by signing the Unified Plan Signature Page, certifies that: 1. The SWA will comply with the following assurances, and that the SWA will institute plans or measures to comply with the following requirements. Assurance of Equal Opportunity (EO). As a condition to the award of financial assistance from ETA: (a) The State assures that it will comply with the nondiscrimination provisions of WIA section 188, and its implementing regulations at 29 CFR part 37, including an assurance that a Method of Administration has been developed and implemented. (b) The State assures that it will collect and maintain data necessary to show compliance with the nondiscrimination provisions of section 188, as provided in the regulations implementing that section. 3. Assurance of Administrative Requirements and Allowable Cost Standards. The SWA will comply with administrative requirements and cost principles applicable to grants and cooperative agreements as specified in 20 CFR part 601 (Administrative Procedure), 29 CFR part 93 (Lobbying Prohibitions), 29 CFR part 96 (Audit Requirements), 29 CFR part 97 (Uniform Administrative Requirements for Grants and Cooperative Agreements to State and Local Governments), and OMB Circular A-87 (Revised), 60 FR 26484 May 17, 1995), further amended at 62 FR 45934 (August 29, 1997) (Cost Principles for State, Local and Indian Tribal Governments), and with administrative requirements for debarment and suspension applicable to subgrants or contracts as specified in 29 CFR part 98 (Debarment and Suspension). The cost of State staff travel to regional and national meetings and training sessions is included in the grant funds. It is assured that State staff will attend mandatory meetings and training sessions, or unused funds will be returned. States have subawards to organizations covered by audit requirements of OMB Circular A-133 (Revised) (Audit Requirements of Institutions of Higher Education and Other Non-Profits) must (1) ensure that such subrecipients meet the requirements of that circular, as applicable, and (2) resolve audit findings, if any, resulting from such audits, relating to the UI program. (a) The SWA also assures that it will comply with the following specific administrative requirements.

2.

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(i) Administrative Requirements Program Income. Program income is defined in 29 CFR 97.25 as gross income received by a grantee or subgrantee directly generated by a grant supported activity, or earned only as a result of the grant agreement during the grant period. States may deduct costs incidental to the generation of UI program income from gross income to determine net UI program income. UI program income may be added to the funds committed to the grant by ETA. The program income must be used only as necessary for the proper and efficient administration of the UI program. Any rental income or user fees obtained from real property or equipment acquired with grant funds from prior awards shall be treated as program income under this grant. Budget Changes. Except as specified by terms of the specific grant award, ETA, in accordance with the regulations, waives the requirements in 29 CFR 97.30(c)(1)(ii) that States obtain prior written approval for certain types of budget changes. Real Property Acquired with Reed Act Funds. The requirements for real property acquired with Reed Act or other non-Federal funds and amortized with UI grants are in UIPL 39-97, dated September 12, 1997, and in 29 CFR 97.31 to the extent amortized with UI grants. Equipment Acquired with Reed Act Funds. The requirements for equipment acquired with Reed Act or other non-Federal funds and amortized with UI grants are in UIPL 39-97, dated September 12, 1997, and in 29 CFR 97.31 to the extent amortized with UI grants. Real Property, Equipment, and Supplies. Real property, equipment, and supplies acquired under prior awards are transferred to this award and are subject to the relevant regulations at 29 CFR part 97. For super-microcomputer systems and all associated components which were installed in States for the purpose of Regular Reports, Benefits Accuracy Measurement, and other UI Activities, the requirements of 29 CFR part 97 apply. The National Office reserves the right to transfer title and issue disposition instructions in accordance with paragraph (g) of Federal regulations at 29 CFR 97.32. States also will certify an inventory list of system components which will be distributed annually by ETA. Standard Form 272, Federal Cash Transactions Report. In accordance with 29 CFR 97.41(c), SESAs are required to submit a separate SF 272 for each subaccount under the Department of Health and Human Services (DHHS) Payment Management System. However, SESAs are exempt from the requirement to submit the SF 272A, Continuation Sheet.

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(ii). Exceptions and Expansions to Cost Principles. The following exceptions or expansions to the cost principles of OMB Circular No. A-87 (Revised) are applicable to SESAs: - Employee Fringe Benefits. As an exception to OMB Circular A-87 (Revised) with respect to personnel benefit costs incurred on behalf of SESA employees who are members of fringe benefit plans which do not meet the requirements of OMB Circular No. A-87 (Revised), Attachment B, item 11, the costs of employer contributions or expenses incurred for SESA fringe benefit plans are allowable, provided that: For retirement plans, all covered employees joined the plan before October 1, 1983; the plan is authorized by State law; the plan was previously approved by the Secretary; the plan is insured by a private insurance carrier which is licensed to operate this type of plan in the applicable State; and any dividends or similar credits because of participation in the plan are credited against the next premium falling due under the contract. For all SESA fringe benefit plans other than retirement plans, if the Secretary granted a time extension after October 1, 1983, to the existing approval of such a plan, costs of the plan are allowable until such time as the plan is comparable in cost and benefits to fringe benefit plans available to other similarly employed State employees. At such time as the cost and benefits of an approved fringe benefit plan are equivalent to the cost and benefits of plans available to other similarly employed State employees, the time extension will cease and the cited requirements of OMB Circular A-87 (Revised) will apply. For retirement plans and all other fringe benefit plans covered above, any additional costs resulting from improvements to the plans made after October 1, 1983, are not chargeable to UI grant funds. - UI Claimant’s Court Appeals Costs. To the extent authorized by State law, funds may be expended for reasonable counsel fees and necessary court costs, as fixed by the court, incurred by the claimant on appeals to the courts in the following cases: Any court appeal from an administrative or judicial decision favorable in whole or in part for the claimant; Any court appeal by the claimant from a decision which reverses a prior decision in his/her favor; Any court appeal by a claimant from a decision denying or reducing benefits awarded under a prior administrative or judicial decision; Any court appeal as a result of which the claimant is awarded benefits;

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Any court appeal by a claimant from a decision by a tribunal, board of review, or court which was not unanimous; and Any court appeal by a claimant where the court finds that a reasonable basis exists for the appeal. Reed Act. Payment from the SESA’s UI grant allocations, made into a State’s account in the Unemployment Trust Fund for the purpose of reducing charges against Reed Act funds (Section 903(c)(2) of the Social Security Act, as amended (42 U.S.C. 1103(c)(2)), are allowable costs provided that: The charges against the Reed Act funds were for amounts appropriated, obligated, and expended for the acquisition of automatic data processing installations or for the acquisition or major renovation of State-owned real property (as defined in 29 CFR 97.3); and With respect to each acquisition or improvement of property, the payments are accounted for as credit against equivalent amounts of Reed Act funds previously withdrawn under the respective appropriation. Prior Approval of Equipment Purchases. As provided for in OMB Circular A-87 (Revised), Attachment B, item 19, the requirement that grant recipients obtain prior approval from the Federal grantor agency for all purchases of equipment (as defined in 29 CFR 97.3) is waived and approval authority is delegated to the SESA Administrator. 4. Assurance of Management Systems, Reporting, and Record Keeping. The SESA assures that: Financial systems provide fiscal control and accounting procedures sufficient to permit timely preparation of required reports, and the tracing of funds to a level of expenditure adequate to establish that funds have not been expended improperly (29 CFR 97.20). The financial management system and the program information system provide Federally-required reports and records that are uniform in definition, accessible to authorized Federal and State staff, and verifiable for monitoring, reporting, audit, and evaluation purposes. It will submit reports to ETA as required in instructions issued by ETA and in the format ETA prescribes. The financial management system provides for methods to insure compliance with the requirements applicable to procurement and grants as specified in 29 CFR part 98 (Debarment and Suspension), and for obtaining the required

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certifications under 29 CFR 98.510(b) regarding debarment, suspension, ineligibility, and voluntary exclusions for lower tier covered transactions. 5. Assurance of Program Quality. The SESA assures that it will administer the UI program in a manner that ensures proper and efficient administration. “Proper and efficient administration” includes performance measured by ETA through Tier I measures, Tier II measures, program reviews, and the administration of the UI BAM, BTQ measures, and TPS program requirements. Assurance on the Use of Unobligated Funds. The SESA assures that non-automation funds will be obligated by December 31 of the following fiscal year, and liquidated (expended) within 90 days thereafter. ETA may extend the liquidation date upon written request. Automation funds must be obligated by the end of the 3rd fiscal year, and liquidated within 90 days thereafter. ETA may extend the liquidation date upon written request. Failure to comply with this assurance may result in disallowed costs from audits or review findings. Assurance of Disaster Recovery Capability. The SESA assures that it will maintain a Disaster Recovery Plan. Assurance of Conformity and Compliance. The SESA assures that the State law will conform to, and its administrative practice will substantially comply with, all Federal UI law requirements, and that it will adhere to DOL directives. Assurances of Participation in UI PERFORMS. The SESA assures that it will participate in the annual UI PERFORMS State Quality Service Planning process by submitting any Corrective Action Plans (CAPs) required under UI PERFORMS as part of the State Quality Service Planning process. Assurance of Financial Reports and Planning Forms. The SESA assures that it will submit financial reports and financial planning forms as required by the Department of Labor to support the annual allocation of administrative grants. Assurance of Prohibition of Lobbying Costs (29 CFR part 93). The SESA assures and certifies that, in accordance with the DOL Appropriations Act, no UI grant funds will be used to pay salaries or expenses related to any activity designed to influence legislation or appropriations pending before the Congress of the United States. (k). Drug-Free Workplace (29 CFR part 98). The SESA assures and certifies that it will comply with the requirements at this part.

6.

7.

8.

9.

10.

11.

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Plan Contact Information

Michael L. Thurmond Commissioner of Labor Suite 600 148 Andrew Young International Blvd., NE Atlanta, Georgia 30303 (404) 232-7300 Fax - (404) 656-2683 commissioner@dol.state.ga.us

Debra Lyons Director, Governor's Office of Workforce Development Suite 5191 270 Washington Street, SW Atlanta, Georgia 30334 (404) 463-5283 Fax - (404) 463-5043 www.gowfd.org

Contact for Faith-Based Initiatives: Wayne Mack Field Services Division Georgia Department of Labor Suite 276 148 Andrew Young International Blvd., NE (404) 232-3540 Fax - (404) 232-3538 wayne.mack@dol.state.ga.us

The programs covered by this unified plan include: Trade Adjustment Assistance Veterans Employment and Training Wagner-Peyser WIA Title I Services of Vocational Rehabilitation and Unemployment Insurance are also discussed in the plan. The Commissioner of Labor has responsibility for each of these programs.

Plan Signature

As the Governor, I certify that for the State of Georgia, for those activities and programs included in this plan that are under my jurisdiction, the agencies and officials designated above under “Contact Information” have been duly designated to represent the state in the capacities indicated for the programs and activities discussed. I will provide subsequent changes in the designation of officials to the designated program or activity contact as such changes occur. I further certify that, for those activities and programs included in this plan that are under my jurisdiction, we will operate the workforce development programs included in this Unified Plan in accordance with the plan and the assurances described herein.

_____________________________________________

______________________

Governor Sonny Perdue

Date

Appendices

Appendix A State Workforce Investment Board
Chairman: Dr. Mark Musick, Consultant President Emeritus, Southern Regional Education Board Coordinating Council Governor Sonny Perdue Commissioner Michael L. Thurmond Georgia Department of Labor School Superintendent Kathy Cox Georgia Department of Education Chancellor Erroll Davis Board of Regents of the University System of Georgia Commissioner Mike Beatty Georgia Department of Community Affairs Commissioner Ken Stewart Georgia Department of Economic Development Former Commissioner Craig Lesser Georgia Department of Economic Development Commissioner Marsha Moore Department of Early Care and Learning Commissioner Albert Murray Georgia Department of Juvenile Justice Commissioner Ron Jackson Georgia Department of Technical and Adult Education Mr. Tim Connell, Executive Director Georgia Student Finance Commission Ms. Shelley Nickel, Director Office of Planning and Budget Business Representatives Ms. Valencia Adams, Vice President and Chief Diversity Officer BellSouth Mr. Frank Barron, Director and Officer Coca-Cola Bottling Companies (Retired)

Mr. Tony Calloway, Regional Vice President Primerica-Calloway & Associates Mr. Kenneth Cannestra, CEO Lockheed Aeronautical Systems (Retired) Mr. Bruce Coles, Chairman, President and CEO MACTEC, Inc. Ms. Ann Cramer, Director of Corporate Community Relations IBM Corporation Mr. Wendell Dallas, Jr., Vice President and General Manager Atlanta Gas Light Mr. Doc Eldridge, President Eldridge & Associates Insurance Mr. Mike Garrett, President and CEO Georgia Power Company Mr. James Hardegree, Corporate HR Manager Cooper Tire and Rubber Company Mr. Mike Harrison, President Technical Associates Mr. Robert Mitchell, President and COO Reynolds Plantation Mr. Allen Rice, President Savannah Luggage Works Ms. Charlene Sizemore, President and CEO Sizemore, Inc. Mr. C.E. "Gus" Whalen, Chairman The Warren Featherbone Foundation Local Government Representatives Ms. Susan Holmes, Mayor City of Monticello Mr. John Fretti, Mayor City of Valdosta Owner, All States Moving and Storage, Inc. Mr. Melvin Davis, Chairman Oconee County Board of Commissioners

Ms. Bebe Heiskell, Sole Commissioner Walker County Government Education Dr. Tim Mescon, Dean Coles College of Business, Kennesaw State University Dr. C.B. "Bix" Rathburn, President Savannah Technical College Youth Activities Representative Dr. Roger "By" Ryles, State 4H Leader/Director of 4H University of Georgia Cooperative Extension Service Delivery Representative Ms. Joyce Blevins, Executive Director East Central Georgia Workforce Development Ms. Jackie Rohosky, Assistant Commissioner Economic Development Programs/Quick Start Department of Technical and Adult Education Labor Representatives Mr. Richard Ray, President Georgia AFL-CIO Mr. Danny Sparks, Chairman Ford/UAW State Senator Representatives Senator James "Jim" Whitehead, Sr., District 24 Owner, Jim Whitehead Tire and Auto Senator Ronnie Chance, District 16 Owner, Chance Public Relations State House Representatives Representative Terry England, District 108 Owner, Homeport Farm Mart Representative Clay Cox, District 102 CEO, Professional Probation Services, Inc. State Workforce Investment Board Executive Director: Debra M. Lyons

Appendix B
Local Workforce Area Service Locations Workforce Investment Act (WIA)

There are 20 WIA service areas in Georgia, and each workforce area has at least one comprehensive/ full-service OneStop Workforce Center where a wide range of workforce services are available to job seekers and employers. There are currently over 45 full-service WIA One-Stop Centers in Georgia; nearly three-quarters of these are GDOL Career Centers. In addition to these full-service sites, many communities have other locations where customers may access workforce services, sometimes called "satellites” or service “access points.” Limited and/or specialized services are generally available in these locations. For more information, please contact a center directly, explain your interests and needs, and find out which location is best for you. To contact a One-Stop Center, Georgia Department of Labor Career Center, or Georgia Department of Labor Vocational Rehabilitation (Voc Rehab) Office visit: www.dol.state.ga.us/contact_us.htm.

WIA Area
Northwest Georgia (Area 1)

Counties Served
Bartow, Catoosa, Chattooga, Dade, Fannin, Floyd, Gilmer, Gordon, Haralson, Murray, Paulding, Pickens, Polk, Walker, Whitfield

Full-Service One-Stop Workforce Centers
Blue Ridge Career Center Georgia Department of Labor 1048 Appalachian Highway Blue Ridge, Georgia 30513 (706) 632-2033 Cartersville Career Center Georgia Department of Labor 19 Felton Place Cartersville, Georgia 30120 (770) 387-3760 Cedartown Career Center Georgia Department of Labor 1108 North Main Street Cedartown, Georgia 30125 (770) 749-2213 Dalton Career Center Georgia Department of Labor 1406 Chattanooga Avenue Dalton, Georgia 30720 (706) 272-2301 LaFayette Career Center Georgia Department of Labor 200 West Villanow Street LaFayette , Georgia 30728 (706) 638-5525

Additional Service Locations
Appalachian Technical College 100 Campus Drive Jasper, Georgia 30143 (706) 253-4422 Chattahoochee Technical College 400 Nathan Dean Boulevard Dallas, Georgia 30132 (770) 443-3622 Coosa Valley Technical College Career Transition One Stop One Maurice Culberson Drive Rome, Georgia 30161 (706) 295-6935 Coosa Valley RDC 1 Jackson Hill Drive Rome, Georgia 30162 (706) 295-6485 Dallas Voc Rehab Office Georgia Department of Labor Dalton State College 213 N. College Drive Dalton, Georgia 30720 (706) 272-4412

Northwest Georgia Career Center 96 Stuart Road Fort Oglethorpe, Georgia 30742 (706) 861-1990 Rome Career Center Georgia Department of Labor 462 Riverside Parkway, N.E. Rome, Georgia 30161 (706) 295-6051

Dalton Voc Rehab Office Georgia Department of Labor Georgia Highlands College 3175 Cedartown Highway Rome, Georgia 30162 (706) 295-6336 LaFayette Voc Rehab Office Georgia Department of Labor North Metro Technical College 5198 Ross Road Acworth, Georgia (770) 975-4026 Northwestern Technical College Career Depot One Stop 265 Bicentennial Trail Building 1, Room 116-A Rock Spring, Georgia 30739 (706) 764-3562 Rome Voc Rehab Office Georgia Department of Labor Bartow, Catoosa, Chattooga, Dade, Fannin, Floyd, Gilmer, Gordon, Haralson, Murray, Paulding, Pickens, Polk, Walker and Whitfield County Department of Family and Children Services Offices Blairsville Career Center Georgia Department of Labor Cleveland Voc Rehab Office Georgia Department of Labor Cumming Voc Rehab Office Georgia Department of Labor Gainesville Voc Rehab Office Georgia Department of Labor Habersham Career Center Georgia Department of Labor Lanier Technical College 2990 Landrum Education Drive, P.O. Box 58 Oakwood, Georgia 30566 (770) 531-6300

Georgia Mountains (Area 2)

Banks, Dawson, Forsyth, Franklin, Habersham, Hall, Hart, Lumpkin, Rabun, Stephens, Towns, Union, White

Gainesville Career Center Georgia Department of Labor 2419 Corporate Drive, S.W. Gainesville, Georgia 30504 (770) 535-5484

Legacy Link 508 Oak Street, Suite 1 Gainesville, Georgia 30503 (770) 538-2650 N. Georgia Technical College 1500 Hwy 197 N. P.O. Box 65 Clarkesville, Georgia 30523 (706) 754-7700 Toccoa Career Center Georgia Department of Labor Banks, Dawson, Forsyth, Franklin, Habersham, Hall, Hart, Lumpkin, Rabun, Stephens, Towns, Union and White County Department of Family and Children Services Offices Atlanta Department of Family and Children Services 1249 Donald Lee Hollowell Parkway Atlanta, Georgia 30318 (404) 206-5660 Atlanta Job Corps 239 West Lake Avenue Suite 300 Atlanta, Georgia 30314 (404) 794-8889 Atlanta Technical College 1560 Metropolitan Parkway Atlanta, Georgia 30310 (404) 756-5648 Atlanta Voc Rehab Office Georgia Department of Labor Jewish Family and Career Services 100 Edgewood Avenue Atlanta, Georgia 30303 (404) 873-1345 South Fulton Voc Rehab Office Georgia Department of Labor South Metro Career Center Georgia Department of Labor

City of Atlanta (Area 3)

Fulton, City of Atlanta

City of Atlanta Workforce Development Agency 818 Pollard Boulevard, S.W. Atlanta, Georgia 30315 (404) 658-WORK (9675)

Cobb County (Area 4)

Cobb

CobbWorks Workforce Development Center 463 Commerce Park Drive, Suite 100 Marietta, Georgia 30060 (770) 528-4300 DeKalb Workforce Development Center 320 Church Street Decatur, Georgia 30030 (404) 687-3400

Cobb/Cherokee Career Center Georgia Department of Labor Marietta Voc Rehab Office Georgia Department of Labor Atlanta North Metro Career Center Georgia Department of Labor Decatur Voc Rehab Office Georgia Department of Labor DeKalb County Career Center Georgia Department of Labor DeKalb County Department of Family and Children Services 178 Sams Street Decatur, Georgia 30030 (404) 370-5302 Goodwill Industries of North Georgia, Inc. 2201 Glenwood Avenue, S.E. Atlanta, Georgia 30316 (404) 373-0456 Tobie Grant Resource Center 3218 Tobie Circle Scottsdale, Georgia 30079 (404) 456-3159 Tucker Voc Rehab Office Georgia Department of Labor Central Resource Center 115 MLK, Jr. Drive Suite 300 Atlanta, Georgia 30303 (404) 730-4751 Hapeville Voc Rehab Office Georgia Department of Labor North Fulton Community Charities 11270 Elkins Road Roswell, Georgia 30076 (770) 640-0399 North Fulton Voc Rehab Office Georgia Department of Labor North Metro Career Center Georgia Department of Labor

DeKalb County (Area 5)

DeKalb

Fulton County (Area 6)

Fulton, outside the City of Atlanta

North Fulton Career Center 8610 Roswell Road Suite 660 Atlanta, Georgia 30350 (770) 645-4480 South Fulton Career Center 5710 Stonewall Tell Road College Park, Georgia 30349 (770) 306-5202

Atlanta Regional (Area 7)

Cherokee, Clayton, Douglas, Fayette, Gwinnett, Henry, Rockdale

Career Resource Center – Clayton Branch 409 Arrowhead Boulevard, Suite C-5 Jonesboro, Georgia 30236 (770) 473-2121 Career Resource Center – Norcross Branch 1835 Shackleford Court, Suite 150 Norcross, Georgia 30093 (770) 806-2020

Canton Voc Rehab Office Georgia Department of Labor Career Resource Center Cherokee Branch 160 Lee Street, Suite A Canton, Georgia 30169 (770) 479-7550 Career Resource Center – Douglas Branch 6754 Broad Street, Room 202 Douglasville, Georgia 30134 (770) 806-2020 Career Resource Center Henry Branch 333 Phillips Drive, Suite D McDonough, Georgia 30253 (678) 583-3515 Career Resource Center Rockdale Branch 350 Tall Oaks Drive Conyers, Georgia 30013 (770) 806-2020 Clayton County Career Center Georgia Department of Labor Douglasville Voc Rehab Office Georgia Department of Labor Gwinnett County Career Center Georgia Department of Labor Gwinnett County Correctional Services 750 Hi Hope Road Lawrenceville, Georgia 30245 (678) 407-6065 Gwinnett Technical College 5150 Sugarloaf Parkway Building 100 Lawrenceville, Georgia 30043 (678) 226-6664 Jonesboro Voc Rehab Office Georgia Department of Labor Norcross Voc Rehab Office Georgia Department of Labor

West Central Georgia (Area 8)

Butts, Carroll, Coweta, Heard, Lamar, Meriwether, Pike, Spalding, Troup, Upson

Carrollton Career Center Georgia Department of Labor 275 Northside Drive Carrollton, Georgia 30117 (770) 836-6668 LaGrange Career Center Georgia Department of Labor 1002 Langley Place LaGrange, Georgia 30240 (706) 845-4000 Newnan Career Center Georgia Department of Labor 30 Bledsoe Road Newnan, Georgia 30265 (770) 254-7220 Workforce Development Center 213-B East Gordon Street Thomaston, Georgia 30286 (706) 648-9178 Athens Career Center Georgia Department of Labor 472 North Avenue Athens, Georgia 30601 (706) 583-2550

Carrollton Voc Rehab Office Georgia Department of Labor Griffin Career Center Georgia Department of Labor Griffin Voc Rehab Office Georgia Department of Labor LaGrange Voc Rehab Office Georgia Department of Labor

Northeast Georgia (Area 9)

Barrow, Clarke, Elbert, Greene, Jackson, Jasper, Madison, Morgan, Newton, Oconee, Oglethorpe, Walton

Athens Technical College Elbert County Campus 1317 Athens Highway Elberton, Georgia 30635 (706) 212-2100 Athens Technical College Greensboro Campus 1051 Athens Tech Drive Greensboro, Georgia 30642 (706) 453-1484 Athens Technical College Walton County Campus 212 Bryant Road Monroe, Georgia 30655 (706) 207-3130 Athens Voc Rehab Office Georgia Department of Labor Covington Career Center Georgia Department of Labor Elberton Career Center Georgia Department of Labor Griffin Technical College Monticello Campus 112 Industrial Park Drive Monticello, Georgia 31604 (706) 468-9930

Lanier Technical College/ Winder-Barrow Adult Learning Center 89 E. Athens Street Winder, Georgia 30680 (770) 868-4080 Monroe Career Center Georgia Department of Labor Monroe Voc Rehab Office Georgia Department of Labor Bibb County Department of Family and Children Services Central Georgia Technical College 3300 Macon Tech Drive Macon, Georgia 31204 (478) 757-3400 Macon Housing Authority Family Investment Center 905 Main Street Macon, Georgia 31217 (478) 752-5185 Macon Voc Rehab Office Georgia Department of Labor Mayor’s Office of Workforce Development 200 Cherry Street, Suite 400B Macon, Georgia 31201 (478) 751-7333 Milledgeville Voc Rehab Office Georgia Department of Labor Perry Voc Rehab Office Georgia Department of Labor

Macon-Bibb (Area 10)

Bibb

Macon Career Center Georgia Department of Labor 3090 Mercer University Drive Macon, GA 31204 (478) 751-6155

Middle Georgia (Area 11)

Baldwin, Crawford, Houston, Jones, Monroe, Peach, Pulaski, Putnam, Twiggs, Wilkinson

Houston County Career Center Georgia Department of Labor 96 Cohen Walker Drive Warner Robins, Georgia 31088 (478) 988-7130 Middle Georgia Consortium, Inc. 124 Osigian Boulevard, Suite A Warner Robins, Georgia 31088 (478) 953-4771 (800) 537-1933 Toll Free Milledgeville Career Center Georgia Department of Labor 156 Roberson Mill Road Milledgeville, Georgia 31061 (478) 445-5465

Richmond-Burke (Area 12)

Burke, Richmond

Augusta Career Center Georgia Department of Labor 601 Greene Street Augusta, Georgia 30901 (706) 721-3131

Augusta Technical College Burke County Career Center Augusta Tech Drive Waynesboro, Georgia 30833 (706) 437-6898 Augusta Voc Rehab Office Georgia Department of Labor Goodwill Industries South Augusta One-Stop 3120 Peach Orchard Road Augusta, Georgia 30906 (706) 790-8500 Richmond/Burke Job Training Authority 209 7th Street, 5th Floor Augusta, Georgia 30903 (706) 721-1858 East Central Georgia Consortium/Screven County 111 North Main Street Sylvania, Georgia 30467 (912) 564-5882 Jefferson County SHIPS for Youth 431 West 9th Street Louisville, Georgia 30434 (478) 625-1290 Sandersville Tech.College 1189 Deepstep Road Sandersville, Georgia 31082 (478) 553-2050 Swainsboro Voc Rehab Office Georgia Department of Labor Thomson Career Center Georgia Department of Labor Columbus Technical College 928 Manchester Expressway Columbus, GA 31904 (706) 649-1800 Columbus Voc Rehab Office Georgia Department of Labor

East Central Georgia (Area 13)

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

East Central Georgia Workforce Center 674 Washington Road, Suite A Thomson, Georgia 30824 (706) 595-8941 (800) 251-3882 Toll Free

Lower Chattahoochee (Area 14)

Chattahoochee, Clay, Harris, Muscogee, Quitman, Randolph, Stewart, Talbot

Columbus Career Center Georgia Department of Labor 700 Veterans Parkway Columbus, Georgia 31901 (706) 649-7423

Middle Flint (Area 15)

Crisp, Dooly, Macon, Marion, Schley, Sumter, Taylor, Webster

Americus Career Center Georgia Department of Labor 120 West Church Street Americus, Georgia 31709 (229) 931-2520 Cordele Career Center Georgia Department of Labor 1205 South Seventh Street Cordele, Georgia 3101 (229) 276-2355

Muscogee County Board of Education/Tillinghurst Adult Education. Center 514 Morris Road Columbus, GA 31906 (706) 683-8741 Americus Voc Rehab Office Georgia Department of Labor Crisp, Dooly, Macon, Marion, Schley, Sumter, Taylor and Webster County Department of Family and Children Services Offices

Heart of Georgia Altamaha (Area 16)

Appling, Bleckley, Candler, Dodge, Emanuel, Evans, Jeff Davis, Johnson, Laurens, Montgomery, Tattnall, Telfair, Toombs, Treutlen, Wayne, Wheeler, Wilcox

Altamaha Technical College Baxley Campus 1334 Golden Isles West Baxley, Georgia 31513 (912) 367-1736 (888) 755-2832 Toll Free Dublin Career Center Georgia Department of Labor 910 North Jefferson Street Dublin, Georgia 31021 (478) 275-6525 Jesup Career Center Georgia Department of Labor 263 North Brunswick Street Jesup, Georgia 31545 (912) 427-5842

Altamaha Technical College Hazlehurst Campus Annex 124 E. Jarman Street Hazlehurst, Georgia 31539 (912) 375-9442 Candler County One-Stop 310 West Broad Street Metter, Georgia 30439 (912) 685-7976 Chamber of Commerce 1339 First Avenue Rochelle, Georgia 31079 (229) 365-250 Dublin Voc Rehab Office Georgia Department of Labor Eastman Career Center Georgia Department of Labor Eastman Voc Rehab Office Georgia Department of Labor Glennville Multipurpose Center 705 North Caswell Street Glennville, Georgia 30427 (912) 654-5060 Harley Fulford Library 301 Elm Street Wrightsville, Georgia 31096 (478) 864-3940

Heart of Georgia RESA 1141 Cochran Highway Eastman, Georgia 30123 (478) 374-2240 Heart of Georgia Technical College, Telfair Center Box 2 C Rt. 1 Highway 280 Helena, Georgia 31037 (229) 868-3395 Job Training Unlimited 7B South Duval Street Claxton, Georgia 30417 (912) 739-7158 Montgomery County Learning Center 251 Richardson Street Mt. Vernon, Georgia 30445 (912) 583-4158 Reidsville Voc Rehab Office Georgia Department of Labor Soperton Housing Authority 700 Eastman Road Soperton, Georgia 30457 (912) 529-4596 Southeastern Technical College 3001 First Street Vidalia, Georgia 30474 (912) 538-3215 Swainsboro Technical College 346 Kite Road Swainsboro, Georgia 30401 (478) 289-2274 Tessie W Norris Public Library 315 Third Street Cochran, Georgia 31014 (478) 934-2904 Vidalia Career Center Georgia Department of Labor Wheeler County Chamber of Commerce 6 West Railroad Street Alamo, Georgia 31411 (912) 568-5808

Southwest Georgia (Area 17)

Baker, Calhoun, Colquitt, Decatur, Dougherty, Early, Grady, Lee, Miller, Mitchell, Seminole, Terrell, Thomas, Worth

Albany Career Center Georgia Department of Labor 1608 South Slappey Boulevard Albany, Georgia 31701 (229) 430-5044 Bainbridge Career Center Georgia Department of Labor 310 South Scott Street Bainbridge, Georgia 39819 (229) 248-2618 Cairo Career Center Georgia Department of Labor 101 Martin Luther King Jr. Avenue Cairo, Georgia 39829 (229) 377-6526 Camilla Career Center Georgia Department of Labor 26 South Harney Street Camilla, GA 31730 (229) 522-3630 Camilla Workforce Development Center 75 West Broad Street Camilla, Georgia 31730 (229) 336-2233 Moultrie Career Center Georgia Department of Labor 115 5th Street, S.E. Moultrie, Georgia 31768 (229) 891-7147 Thomasville Career Center Georgia Department of Labor 403 North Broad Street Thomasville, Georgia 31792 (229) 225-4033

Albany Voc Rehab Office Georgia Department of Labor Bainbridge SKILLS Center 502 Shotwell Street Bainbridge, Georgia 39818 (229) 243-5313 Bainbridge Voc Rehab Office Georgia Department of Labor Moultrie SKILLS Center 361 Industrial Boulevard Moultrie, Georgia 31768 (229) 891-7290 Sylvester Career Center Georgia Department of Labor Southwest Georgia Technical College 15689 U.S. Highway 19 North Thomasville, Georgia 31792 (229) 225-4095 Thomasville Voc Rehab Office Georgia Department of Labor

South Georgia (Area 18)

Ben Hill, Brooks, Cook, Echols, Irwin, Lanier, Lowndes, Tift, Turner

Valdosta Career Center Georgia Department of Labor 221 South Ashley Street Valdosta, Georgia 31601 (229) 333-5211

Tift Workforce Center 902 South Main Street Tifton, Georgia 31794 (229) 386-7458 Tifton Career Center Georgia Department of Labor Tifton Voc Rehab Office Georgia Department of Labor Valdosta Voc Rehab Office Georgia Department of Labor Douglas Career Center Georgia Department of Labor Waycross Voc Rehab Office Georgia Department of Labor Brunswick Voc Rehab Office Georgia Department of Labor Hinesville Voc Rehab Office Georgia Department of Labor Savannah Voc Rehab Office Georgia Department of Labor Statesboro Voc Rehab Office Georgia Department of Labor

Southeast Georgia (Area 19)

Atkinson, Bacon, Berrien, Brantley, Charlton, Clinch, Coffee, Pierce, Ware Bryan, Bulloch, Camden, Chatham, Effingham, Glynn, Liberty, Long, McIntosh

Coastal Georgia (Area 20)

Waycross Career Center Georgia Department of Labor 600 Plant Avenue Waycross, Georgia 31501 (912) 285-6105 Brunswick Career Center Georgia Department of Labor 2517 Tara Lane Brunswick, Georgia 31520 (912) 264-7244 Hinesville Career Center 740 General Stewart Way, Suite 202 Hinesville, Georgia 31313 (912) 370-2595 Kings Bay Career Center Georgia Department of Labor 1712 Osborne Road, Suite L St. Marys, Georgia 31558 (912) 673-6942 Savannah Career Center Georgia Department of Labor 5520 White Bluff Road Savannah, Georgia 31405 (912) 356-2773 Statesboro Career Center Georgia Department of Labor 62 Packinghouse Road Statesboro, Georgia 30458 (912) 681-5156

Appendix C

The original waiver letters and other items are provided in hard copy on the following pages.

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