Comprehensive WIA Plan PY 2007 & 2008 Area Contacts

1. Name of Area Southwest Georgia 2. Name, address and phone number of Chief Local Elected Official David O. Lewis Chief Elected Officials Organization Thomasville City Council P.O. Box 1540 Thomasville, GA 31799 229-227-7016 3. Name of organization administering the grant Grant Administrator: Georgia Department of Labor

Name, address, and phone number for Local Area Director Contact Person: Address: Phone Number: Fax Number: E-mail Address: 4. Emory Virgil, Interim Executive Director 30 E. Broad St., P.O. Box 647, Camilla, GA, 31730 229-522-3594 229-522-3597 Emory.Virgil@dol.state.ga.us

Name, address, and organization of the Workforce Investment Board Chairperson Duane Dodson, Economic Development Manager Georgia Power Southern Co. P.O. Box 71349 Albany, GA 31708 800-654-5728 229-889-9258 dedodson@southernco.com

5.

Name, address and organization of the Youth Council Chairperson Mike Tabb Camilla Housing Authority P.O. Box 247 Camilla, GA 31730 229-336-8243 Work mtabb@camillaga.net

6.

Name, address, and phone number of the area's One-Stop operator(s). List all the sites the organization manages and indicate with an asterisk sites that are WIA comprehensive service sites

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Albany Career Center Georgia Department of Labor 1608 S. Slappey Blvd. Albany, GA 31707 Operator: Mikell Fryer, Acting Manager Phone: 229.430.5044 Fax: 229.430.5027 Email: Mikell.Fryer@dol.state.ga.us Bainbridge Career Center P. O. Drawer 1017 Bainbridge, Ga. 31718 Operator: Richard Ramsey, Manager Phone: 229-248-2681 Fax: 229-248-2681 Email: Richard.Ramsey@dol.state.ga.us Bainbridge SKILLS Center 502 Shotwell Street Bainbridge, Georgia 39817 Operator: Patricia Shepard, Supervisor Phone: 229-243-5313 Fax: 229-243-5314 Email: patricia.shepard@dol.state.ga.us Cairo Career Center P. O. Box 685 Cairo, Ga. 31728 Operator: Joey Ferrell, Manager Phone: 229-377-6526 Fax: 229-377-8013 Joseph.Ferrell@dol.state.ga.us Camilla Workforce Investment Center P. O. Box 647 Camilla, Ga. 31730 Operator: Emory Virgil, Interim Executive Director Phone: 229-522-3594 Fax: 229-522-3597 Email: Emory.Virgil@dol.state.ga.us Dawson Career Center 127 West Lee Street Dawson, Georgia 39842 Operator: Mikell Fryer, Acting Manager Phone: 229-995-3741 Fax: 229-995-5761 Email: Mikell.Fryer@dol.state.ga.us Moultrie Career Center P. O. Box 2199 Moultrie, Ga. 31776 Operator: Mikell Fryer, Acting Manager Phone: 229-891-7147

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Fax: 229-891-7149 Email: Mikell.Fryer@dol.state.ga.us Moultrie SKILLS Center 361 Industrial Blvd Moultrie, Georgia 31768 Operator: Patricia Shepard, Supervisor Phone: 229-891-7290 Fax: 229-891-7292 Email: patricia.shepard@dol.state.ga.us Thomasville Career Center P. O. Box 1340 Thomasville, Ga. 31792 Operator: Brian Davis, Manager Phone: 229-225-4033 Fax: 229-225-5013 Email: Brian.Davis@dol.state.ga.us 7. Electronic one-stop or website addresses http://www.swgawib.org/ [Under Development] 8. Name and phone number of individual(s) with primary responsibility for plan development Contact Person: Address: Phone Number: Fax Number: E-mail Address: Emory Virgil, Interim Executive Director 30 E. Broad St., P.O. Box 647, Camilla, GA, 31730 229-522-3594 229-522-3597 Emory.Virgil@dol.state.ga.us

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Plan Signatures

Name of Area:

Southwest Georgia

Chief Local Elected Official:

_____________________________ Name

_______________________ Date

Local Workforce Investment Board Chairperson:

_____________________________ Name

_______________________ Date

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Local WIA Plan Guidance, Updated for 2007 & 2008
I.
Vision and Goals Provide the vision for the area's workforce development system and list the goals that have been established to achieve the vision. Review and incorporate the priorities from ETA’s National Strategic Directions to address local vision and goals, as appropriate. Southwest Georgia Workforce Investment Board’s Vision and Guiding Principles As Southwest Georgia continues to experience shortages in skilled, reliable workers, it remains the vision of the Southwest Georgia Local Workforce Investment Board (SWGA WIB) to: Provide each customer with meaningful, quality customer service above and beyond the “norm” in order to assure the customer’s success; provide needed, quality training enabling the customer to become gainfully employed and/or advance in their chosen career; and provide the employers of Southwest Georgia a skilled, work-ready client-base from which to choose. Southwest Georgia continues to experience shortages in skilled, reliable workers. For the area’s employers to continue to be competitive in the global economy, our youth, currently employed workers and individuals that have not been in the labor market will have to acquire the skills to meet employers’ workforce needs. The SWGA WIB will involve employers, area school systems, post-secondary educational institutions, and community-based organizations, as well as other local and state agencies, to ensure that there is a service to be offered to every customer. The following goals have been set by the SWGA WIB, with the intentions of providing quality service to its customers: Provide a seamless, integrated one-stop service delivery system for customers and employers Deliver a customer focused, customer choice system Provide universal electronic access to all customers offering a vast array of customer related information Offer each potential employee, as well as each employer, a customer driven, performance proven staff capable of accessing and utilizing resources necessary to achieve success for SWGA Provide opportunities for WIB members to gain knowledge and expertise for oversight and development of the Region Workforce Development System Assist clients in being self-sufficient through training, both in the classroom and on the job Provide quality employees to meet the needs of Georgia’s employers Promote and implement the purposes and the accountability of WIA Assist at risk youths and school dropouts in accessing education and employment

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Help citizens attain self-sufficiency through job training and work experience The following principles will continue to be used to guide development of the local system, with the qualifier that these principles will be enhanced and modified as local Partners, employers, and community leaders further shape system development. A vast amount of collaboration and inter-agency information sharing Electronic connectivity Co-location and cross-training of staff Quality post-secondary training, on-the-job training, and paid work experience Increased job readiness skills Increase in youth programs and support Quality employer information Assure customer choice Challenges to Achieving the Vision Coordinated community agency efforts in Southwest Georgia have been on going for a number of years. While these efforts have paid off to an extent, there are still areas that require further collaborative refinement. In efforts to assure the success of the local area, partners entering the collaboration must realize that change is inevitable. Specific issues that need to be addressed in order to achieve the local vision are listed below (but not limited to): Educating Partners on vision and guiding principles Overcoming resistance to system change Accountability Establishing a sense of ownership of the system among Partners Delivering corroborating information to the customer Accessing all available services and funding streams II. Local Governance 1. Describe how the local workforce development system will be governed to ensure that it is comprehensive, integrated, effective, responsive, and customer-focused. Examples of items you may wish to describe include the local board committee structure and the board's oversight activities. Describe how GDOL career centers and other WIA partners have worked together to promote service integration. The Southwest Georgia Workforce Investment Board area consists of Baker, Calhoun, Colquitt, Decatur, Dougherty, Early, Grady, Lee, Miller, Mitchell, Seminole, Terrell, Thomas, and Worth counties. In order to ensure fair representation of all counties and sectors of this area, the WIB has a minimum of 32 members, 17 of whom are private sector representatives, allocated 1 per county except 2 from Dougherty county and 2 atlarge appointments selected so as to provide representation of the various economic sectors of the area as nearly as possible. The remaining 15 members have been allocated as required by law to: 2 each from education (one from secondary, one from post-secondary), labor organizations; 1 each to the public employment service, the Department of Family and Children Services, Job Corps, agencies administering Welfare-to-Work and Workforce Investment Act funds, Title V of the Older Americans Act funds, Title I of Rehabilitation Act, and local

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Housing Authority. The appointments of these public-sector members have been made to have a fair representation of the counties and economic sectors in this area. The Workforce Investment Board is responsible for providing policy guidance for and exercising oversight with respect to, a local workforce investment system conducted under the Workforce Investment Act in partnership with the Southwest Georgia Chief Elected Officials Organization. The WIB shall, in accordance with an agreement with the CEOO and as outlined in the Southwest Georgia Workforce Investment Board Constitution and By-Laws, actively participate in: Decision making Policy development Identification of eligible youth providers Budget development Program oversight of youth and adult local employment and training activities and the One Stop service delivery system in the local area Negotiate with the local Chief Elected Official(s) and the Governor on local program performance measures Ensure coordination of the Workforce Investment Activities with the area’s economic development strategies and develop employer connections to such activities Promote the participation of private employers in the statewide workforce development system and assist these employers in meeting hiring needs through the local workforce system Etc. The SWGA WIB has designated the following standing Committees: SWGa WIB Executive Committee – Designed to act on behalf of the full WIB in emergency situations, with the full WIB being apprised of such situations as soon as is reasonably possible. The Executive Committee is comprised of the SWGa WIB Chairperson, Vice-Chairperson, Secretary, and two appointed members from the WIB, with no county having more than one (1) representative on the Committee.

SWGa WIB Planning, Policies and Procedures (3PR) Committee – Designed to
engage input from adult services practitioner experts in the community. The duties of the 3PR Committee include developing the portions of the local plan related to eligible adults and adult dislocated workers, recommending and evaluating eligible providers of ITA activities for inclusion on the State’s ITA Eligible Provider List (EPL), recommending and evaluating adult on-the-job and customized training activities, recommending and evaluating policies related to adult services and customers, and other duties as determined by the Chairperson of the WIB. The following comprises the PY ’07 & ’08 SWGa WIB 3 PR Committee goals: Undertaking an in-depth analysis of internal and external contracted case management activities Expanding SWGWIB’s Training Program Mix (i.e., OJT, Customized Training, etc.) Pursue additional WIA and non-WIA funding for targeted industry projects

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Branding the Southwest Georgia Workforce Investment Board Expanding not only the array of occupational training offerings available to student customers, but their “guided” choosing of them Quarterly re-visitation of all WIA customer-based policies to ensure continued applicability w/changing funding and community environments Conducting in-depth analysis of provider and program performance, accounting for: external factors, causes for poor [and good] performance, comparisons of WIAfunded versus like non-WIA funded outcomes, etc. SWGa WIB Youth Council – Designed to engage input from youth practitioner experts in the community. The duties of the Youth Council include developing the portions of the local plan related to eligible youth, recommending eligible providers of youth activities in the local area which may or may not be funded through WIA, and other duties as determined by the Chairperson of the WIB. The SWGa Youth Council consists of: 1. Members of the local board with special interest or expertise in youth policy; 2. Representatives of youth service agencies including juvenile justice and local law enforcement; 3. Representatives of local public housing authorities; 4. Representatives of Job Corps 5. Parents of eligible youth; and 6. Youth including former participants and representatives of organizations that has experience relating to youth activities. Nominations for the youth, parents of eligible youth, representatives of law enforcement and juvenile justice are solicited from local Family Connections Collaboratives or Coordinating Councils in those counties who do not have Family Connection Sites. Additional nominations for Job Corps and the local Housing Authorities will be solicited from respective agencies. The following comprises the PY ’07 & ’08 SWGa WIB Youth Council goals: Execute Memorandums of Understandings with existing community collaboratives for the purposes of information exchange and mutual support Increase SWGWIB Youth Council membership reflecting region-wide and community sector representation Develop targeted Youth RFPs and model program designs for future regionalized solicitations Annually visit WIA youth contractors and host the latter’s presentation to the Full SWGWIB Pursue 501c3 non-profit status for the purpose of soliciting non-WIA funding, and utilize WIA funding as “match” when possible to expand resources Create a portfolio of SWGWIB Youth Council products and services to be offered to the community (i.e., speakers bureau, mentors bureau, community services clearinghouse, etc.)

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The SWGa WIB Chairperson reserves the authority of creating standing or special committees for any legitimate purpose to address topical needs to achieve the objectives of the WIB. Two such committees under consideration are: (a) an Economic Development [or Business Relations] Committee, designed to increase dialogue with area industry and employer representatives, and (b) a WIB Member Recruitment Committee, designed to recruit future SWGa WIB representatives. The term of any standing

committee will expire at the conclusion of the year in which it is appointed. The term of any special committee shall expire upon the completion of the task for which it was created.
The SWGa WIB is considering creation of a cadre of SWGA WIB “Associates”. These individuals would serve as non-voting back-up representatives to current members who could actively engage in Committee work and be groomed as replacements immediately upon vacancies occurring. GDOL SWGa WIA staff are committed to supporting the efforts of the SWGa WIB. At the invitation of the SWGA WIB Chairperson, staff have assisted with: Evaluating the Board Committee structure and roles Evaluating the Board By-Laws Developing “new” Board member orientation & training Developing “potential” Board member recruitment materials Revisited Board strategic planning – for Committees as well Recommended staff authorities & roles in support of the Board Developed a public relations strategy to ensure visibility within the community etc. To maximize available time at Board meetings, we have: (a) introduced a Consent Agenda format to group items under a single vote, (b) established protocol where Board members receive complete meeting packages one week prior to the meeting, and (c) utilize SWGA WIB sub committees to pre-discuss complex issues and explain to the Full Board. When having any discussion with the SWGA WIB, we are endeavoring to: (a) provide detailed analysis and impact of any data that we share, and (b) ensure the absolute accuracy of all information shared – both to restore SWGA WIB confidence in staff. 2. Describe how the local area's staffing is organized with regard to local Workforce Investment Board support and WIA administrative functions. Provide the titles and major activities/roles of the area's key staff. The Chief Elected Official of the CEOO has been elected to represent the fourteen county area. In concurrence of the LWIB, the CEOO has designated the Georgia Department of Labor (GDOL) as the administrative entity for the Local area. The LWIB, a nonincorporated board, oversees the program, in agreement with the CEOO. Local staff are employees of the administrative entity, GDOL, and provide administrative support to the LWIB. Senior GDOL SWGa WIA staff consist of: (a) Executive Director, (b) Finance Director [i.e., GDOL Accountant III], and (c) Operations Director [GDOL Operations Analyst III]. See Attachment Q for a current GDOL Local Area 17 SWGa WIA Organizational Chart

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3.

Describe the connection and cross-membership between the Youth Council and the local Workforce Investment Board. List the responsibilities the local Board has vested in the Youth Council. [See Section II(1) above] The SWGa WIB Youth Council is designed to engage input from youth practitioner experts in the community. The duties of the Youth Council include developing the portions of the local plan related to eligible youth, recommending eligible providers of youth activities in the local area which may or may not be funded through WIA, and other duties as determined by the Chairperson of the WIB. As the youth practitioner experts in the community, the SWGa Full Board relies heavily upon the Youth Council’s input and recommendations relative to youth issues. Although the SWGa Full Board retains final approval authority over all WIA Youth decisions, in almost all instances, it has/will fully embrace the recommendations of the Council. The following comprises the PY ’07 & ’08 SWGa WIB Youth Council goals: Execute Memorandums of Understandings with existing community collaboratives for the purposes of information exchange and mutual support Increase SWGWIB Youth Council membership reflecting region-wide and community sector representation Develop targeted Youth RFPs and model program designs for future regionalized solicitations Annually visit WIA youth contractors and host the latter’s presentation to the Full SWGWIB Pursue 501c3 non-profit status for the purpose of soliciting non-WIA funding, and utilize WIA funding as “match” when possible to expand resources Create a portfolio of SWGWIB Youth Council products and services to be offered to the community (i.e., speakers bureau, mentors bureau, community services clearinghouse, etc.)

4.

Describe any linkages the area has established with other local boards in the region (workforce boards and related boards). WIA staff and board members attend and/or participate in Chamber of Commerce meetings, Regional Transportation Board meetings, Regional Advisory Council meetings, Regional Development meetings, etc. Staff members serve on/participate in area collaborative meetings with One-Stop centers. Likewise, many SWGa WIB members simultaneously serve on multiple community advisory Boards. Additionally, SWGa WIA senior staff and the SWGa WIB Chairperson actively participate in statewide and regional WIA activities, such as: (South Georgia WIA Directors “GNAT” meetings, statewide WIA Directors Association meetings, Georgia WIA Chairpersons Leadership Council, Statewide Tracking System development workgroup, etc.

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The SWGa WIB and staff recognize the importance and being actively engaged in regional and statewide workforce development discussions, for the receipt and contribution of input into critical issues. III. Plan Development and Implementation 1. Describe the process used by the area staff and board to update this strategic plan. Describe your strategic planning effort and explain how the WIA Plan update incorporates the results of these efforts. Incorporate in the discussion local efforts for building a demand driven workforce within a regional economic system from ETA’s National Strategic Directions, as appropriate. The SWGa WIB and WIA staff recognize planning as an ongoing effort rather than a biannual calendar event. Consequently, each recognize this PY ’07 and ’08 WIA Comprehensive Plan as a living document to be revisited and modified throughout the next two years. Organizations that have been included in past planning – and will be continuously for future planning – for adult, dislocated workers, and youth services for the initial plan submission were/are: Georgia Department of Labor (GDOL) Career Centers within the region GDOL Career Center Employer Committees within the region GDOL Vocational Rehabilitation Services offices Local and regional Economic Development entities within the region Local Boards of Education within the region Local DTAE Technical Colleges Local University System of Georgia Colleges and Universities Georgia Department of Corrections Family Connections offices within the region Multiple Community-based Organizations within the region Department of Family and Children Services offices within the region Multiple Faith-Based entities within the region Turner Job Corps SWGa WIB members The SWGa WIB recognizes WIA as a gap-filler resource to assist the region’s industry and community service sectors. As such, it is committed to engaging in ongoing assessment of needs versus resources with each of those sectors, to ascertain the most critical resource gaps. As needed and available, agreements with the above partners (and others) will be incorporated into future SWGa WIB Memoranda of Understanding and Resource Sharing Agreements. IV. Needs Assessment 1. Using the CD containing the most recent labor market information for your area and the results of your strategic planning activities, please describe the demand (current and projected employment and skill needs of businesses) and supply (availability of skilled workers) aspects of your local labor market. List data sources used in your analysis. Review ETA’s National Strategic Directions “Increased Economic and Workforce Information Data Integration and Analysis” and incorporate, as appropriate.

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Southwest Georgia has struggled trying to stay up with the growth rate of the rest of the nation. However, without a workforce that is able to perform and produce, the struggle is nearly destined to be lost. Our children, in order to acquire a job or career in which they can depend, often have to leave their home. Employers often have to go through ten workers to find one meeting their needs. These are habits that the SWGa are committed to breaking by offering much needed services to all that demonstrate the interest. The SWGa WIB realizes that every effort has to be made if we are going to be able to compete in global economics. It is our goal to train and prepare an individual for every vacant position in Southwest Georgia. Likewise, the SWGa WIB is committed to helping employers realize what a large reward they will receive for such a small investment. Attachment E – SWGa Demand Occupations, lists the demand occupations identified as those needed in Southwest Georgia. It is the SWGa WIB’s intention to keep all Partners abreast of these changing needs and to use them as guideposts when making all future workforce development decisions. A partial listing of occupations with the largest demand in the area are noted below. Computer Science Computer Networking Computer Science Construction Trade Brick Mason Carpenter Construction Worker Dry Wall Hanger/Finisher Electricians Maintenance Repairers Plumbing Welding Health Care Cardiovascular Technology Dental Hygiene Emergency Med. Technician Health Information Technology Histology Home Health Aide Human Service Technician Licensed Practical Nurse Medical Assistant Medical Lab Technician Nurse Aide/Orderly Radiology Technician Registered Nurse Occupational Therapy Assistant Paramedic Physical Therapy Assistant Respiratory Therapist Assistant Surgical Technician

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Teaching Elementary Teacher Middle School Teacher High School Teacher Automotive Automobile Collision Automotive Mechanic Trucking Truck Driver, Light Truck Driver, Heavy Bus Driver By training the people of Southwest Georgia in the identified demand occupations, not only can we help alleviate the lack of qualified workers, but we can also assure prospective employers that they will have a skilled, job-ready workforce available. SWGa WIA also intends to increase our focus from formal classroom training to increased on-the-job training opportunities. In surveys of employers, there is one outstanding need identified time and time again. Almost universally, they say that if an employee will get to work on time and can be counted on to be there each day, they will train them. They are often disappointed in “work ethics” demonstrated by some of their workers. When asked to specifically define these skills, they invariably include attendance and punctuality, honesty, ability to get along with co-workers and appropriately take direction from supervisors, initiative, willingness to learn, and pride in their work. Obviously, this need is not unique to Southwest Georgia. It does illustrate a trend, however, towards a changing relationship between employer and employee. Employers, especially small businesses, need assistance in accessing better human resource information. Many businesses have hiring requirements for specific jobs, such as a high school diploma, that may not show a direct correlation to an individual’s ability to perform in that job. Others have somewhat unrealistic labor market expectations about the rates for entry-level wages, especially in jobs requiring higher skills. In tight labor markets, these employers also need assistance in marketing their openings those that have avoided the less “glamorous” jobs or to those in the community that have been disenfranchised from seeking mainstream employment. Many workers in SWGA have also been identified as having low basic skills, as well as no formal training. In order to offer the employer a quality work force, we must assure the business world that we are providing each customer the opportunity to gain needed skills upgrading and training. With the availability of GED and basic skills training offered at non-traditional hours, the customer will have access to an unlimited amount of skill enhancement opportunities. The Georgia Career Information System (GCIS), available at Career Centers and Region Skills Centers, provides user-friendly, computer assisted, opportunities for clients to conduct career exploration and learn specific skills required for most jobs listed in the Dictionary of Occupational Titles. It also specifies reading and math levels required for listed jobs. Customers can also learn the type and length of training recommended for positions listed in GCIS as well as the area school where training is available.

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Many rural Georgia residents have acquired skills from “hands on” learning experiences; however, they do not realize they have marketable skills sought by employers. Career exploration and self-assessment activities enhance workers’ awareness of skills they possess; self-marketing techniques taught in Career Centers are required along with specific occupational skills training to assist customers with finding and keeping jobs. In order for a customer to receive funds for training, we must look at the shortage of workers we have in the identified occupations. Wage will be a factor in the decision, also. We must also keep communications open with all Partner agencies in order to meet any needs that arise. It should be that all Partners know when a new employer is considering locating to the area. By keeping communication open and offering frequent, specialized training, the area should recognize the benefits from these offerings by way of gainful employment for the customers, as well as skilled, qualified workers for the employers. V. 1. Workforce Delivery System Using the matrix in Attachment A, outline the structure of the area's One-Stop system, identifying partners at each comprehensive site and the major services provided at those locations. Provide the same basic information about additional workforce service locations in the local are, i.e., locations that are not considered comprehensive One-Stops. Describe enhanced integration through the One-Stop system to improve service delivery and increase efficiency as discussed in ETA’s National Strategic Directions, as appropriate. The Matrix is attached as Attachment A. 2. Describe methods of coordinating with partners and services not available at the comprehensive sites. All GDOL Career Centers have some degree of multi-partner participation in their offices, and this is expected to be expanded. Most of the One-Stop centers have colocated partner staff. The partners who are not co-located on a fulltime basis rotate in and out of each other at published schedules times or are connected electronically. At the Workforce Development Center in Camilla, Partners participating include the Camilla Housing Authority and the SWGA Technical College on a full-time basis. The Bainbridge SKILLS Center is co-located with GDOL’s Vocational Rehabilitation Services. This allows the staff to have regular contact and discussions entailing ideas on improving customer services. The Moultrie SKILLS Center is co-located with the Moultrie Technical College SWGa WIA-Contracted case managers. With most student customers are located on the Moultrie Technical College campus, all paperwork and scheduled activities take place in the same location. This allows staff and customers to develop a good relationship and appropriate information is shared. Staff, case managers, and clients will often work together to overcome barriers and certainly share in the successes and celebrations. The electronic connectivity available to all Partners has removed tremendous barriers that have, in the past, kept information from flowing in a timely manner. Quality information can be gathered, and entered, from any Partner’s site. Other Partners will be able to obtain needed information and make an immediate and appropriate determination of the client’s needs. Whether it be a referral that needs to be made, or a simple “how are you

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doing” interview, the client should be able to leave any Partner agency with a feeling that they have had their need(s) filled. 3. If your comprehensive sites are not GDOL career centers, describe how services at the area's site(s) and GDOL services are integrated to provide seamless customer service. See Section V(2) and V(4) immediately above and below, respectively. Each site provides customers with electronic connectivity. Appointments are made if necessary and referrals are given to the customer after speaking to the partner staff. Everything possible is completed for the customer at the contact starting location place including the gathering of customer information. 4. Summarize the functions performed by the area's One-Stop operator(s). SWGa One Stop Operators oversee the delivery of Core, Intensive and Training Services and have full responsibility for day to day operations of the One Stop. Currently, staff of several partner agencies are located at the One Stop locations on a scheduled basis while other partner staff are present on an as-needed published schedule. The functions performed by each One-Stop Operator are identified in the attached Memoranda of Understanding. The One Stop Operator and the SWGa WIA Executive Director Co-Chair an ad-hoc Management Team with one representative with decision-making authority from each partner agency. Meetings are to held periodically at the One-Stop locations. The Management Team will develop a plan of action to implement the activities specified in the One Stop Memorandum of Understanding. These actions require continual crossinforming one another of the resources and services of each partner, arranging for crosstraining of staff, and bringing needed resources to the One Stop. Resources brought by the partners include both services for customers and staff available to deliver services on a scheduled basis at the One Stop and staff to provide support to operations. The One Stop Operator shares policy and procedures for operations and delivery of services with the partner agencies. Schedules are developed for partner agency staff to be on site in the one stop. Cross-training of partner staff is viewed by the Management Team as an essential element of providing seamless services to customers. It is our plan to deliver seamless services to our customers, with the latter not needing to concern themselves with the presence of different agencies housed under one roof. They should only know that there is staff there to help. The staff is there to identify and address the needs of the customer, and the customer is there for information and assistance. Customer satisfaction surveys must be required in order to assure the center that all needs are being met, and to seek recommendations for improving services. [See section VI(2) to follow] 5. Indicate which partners are providing core and intensive services for adults and dislocated workers in your area.

See Attachment B

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6.

Provide a copy of all current Memoranda of Understanding, Local Chief Elected Official Agreements, and Resource Sharing Agreements accurately reflecting local area arrangements as Attachment B. See GDOL memo “Guidance on Local Agreements” dated February 8, 2006. Copies of all current Memoranda of Understanding, Resource Sharing Agreements and the Local Chief Elected Official Agreement accurately reflecting local area arrangements is attached as Attachment B. As noted in Attachment B, all of the above are currently under review for renegotiation and modification.

7.

List the board-established policies regarding:

a.

priority of service for intensive and training services, where adult funds are determined to be limited
See Attachment F – SWGa Adult, Adult Dislocated Worker and Youth Eligibility & Priority of Service Policy. This SWGa policy was recently amended to incorporate all youth and adult eligibility criteria to eliminate confusion, and to provide a flexible “on/off” process based upon available funding. Also see Attachment G – SWGa Pick Up Policy

b.

service to individuals who do not reside in the area The SWGa WIB will provide core services to individuals who do not reside in the area. However, customers who do not reside in the area seeking
intensive or training services will be referred to their area’s LWIB

c.

target groups served in the area
See Attachment F – SWGa Adult, Adult Dislocated Worker and Youth Eligibility & Priority of Service Policy.

d.

supportive service policies for adults, dislocated workers and youth
See Attachment H – SWGa Support Services – Customer Payment Policy. Also see Attachment I – SWGa School Year Incentive Wage Policy

e.

demand occupations (please list) SWGa’s WIA demand occupations are listed in Attachment E – SWGa Demand Occupations. Analysis of WIA funded classroom training occupations revealed many demand occupations chosen by/funded for less than ten (10) customers. Most were in the Health Industry. Thus, SWGa will target the [WIA] under-served demand occupations for possible on-the-job and/or customized training activities. Such as:

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Computer Science Computer Networking Construction Trade Brick Mason Carpenter Construction Worker Dry Wall Hanger/Finisher Electricians Maintenance Repairers Plumbing Welding Health Care Cardiovascular Technology Dental Hygiene Emergency Med. Technician Health Information Technology Histology Home Health Aide Human Service Technician Medical Lab Technician Registered Nurse Occupational Therapy Assistant Paramedic Physical Therapy Assistant Respiratory Therapist Assistant Teaching Elementary Teacher Middle School Teacher High School Teacher Automotive Automobile Collision Automotive Mechanic Trucking Truck Driver, Light Truck Driver, Heavy Bus Driver SWGA WIB Local Practices In addition to the above SWGa local policies, the SWGa WIB has implemented revised “practices” for PY ’07 & ’08. Non-SWGa WIA Funded 1st Quarter/Semester Policy SWGa has amended its internal practice to now allow first semester/first quarter WIA funding of approved post secondary education, as the need is demonstrated. This includes approved general education core coursework required of a degree, diploma or certificate program.

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However, staff will continue to withhold WIA funding when individual assessment indicates a likelihood the customer does not possess the aptitude to successfully complete a chosen program of study and/or its pre-requisite general education core coursework. Flexible Customer Assessment Processes SWGa is developing varying customer assessment processes – utilizing varying types and levels of assessment instruments – to meet the unique needs of our customer groups (i.,e., Adults seeking post secondary education, Adults seeking employer based OJT, Pick-Up students already enrolled in post secondary education, Youths seeking remedial/GED activities, etc.). We are also exploring assisting customers with testing (i.e., TABE tutorials). Reliance on Reverse Referrals Via SWGa’s aggressive marketing campaign being implemented, SWGa will have less reliance on reverse referrals originating from local training and education institutions, and a resulting increase in community referrals. 8. Describe the local ITA system, including: a. Public notification to prospective providers Training providers who are not already listed on the States approved Provider List and are not currently debarred, or who are on the States approved Provider List but wish to submit new and/or additional programs, may submit their programs for approval to the SWGa WIB at any time for consideration. Periodically, potential training providers may be notified about the application process through solicitations, television, website and area wide newspaper announcements. b. How the board evaluates providers and proposed training programs for initial eligibility, based on (at a minimum) criteria of proven effectiveness, local employer/industry demand, accreditation, and customer accessibility A complete SWGa ITA Provider/Program application package – including the evaluation criteria used – is attached as Attachment J – SWGa ITA Provider Application. As indicated in the attached SWGa ITA Provider/Program application package, evaluation criteria includes (but is not limited to): proven effectiveness (i.e., past performance), local employer/industry demand, required accreditation(s), and capability of the training organization (including customer accessibility). SWGa WIA staff will conduct an on-site pre-operational review of the training institution and its programs. Staff may forgo an on-site pre-operational review if the training institution provided WIA funded training within the last two (2) years and there is no change in the facility, program, equipment, etc. Exceptions to the one-site pre-operational review policy may be made for organizations that are not located within the WIA area. To avoid duplication, staff will ascertain if on-site reviews or evaluations have been conducted for out-of-town or out-ofstate providers by contacting the local WIB and/or accrediting entities in the area,

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and will document the results accordingly. The 3PR Committee may approve, not approve, or conditionally approve, or delay approval the decision and request additional information. The 3PR Committee decision will be taken to the SWGa Full Board for final approval or disapproval. The SWGa Full Board in turn will make recommendation to the Georgia Department of Labor (GDOL) state office via GWS for statewide review and approval. GDOL will notify WIA Boards regarding eligibility and publish the state approved listing of eligible WIA providers electronically. New providers and/or programs may be limited to a specified enrollment of participants, if the application evaluation process so warrants. When a new provider has reached the specified participant enrollment limit, the SWGa WIA staff will conduct a review of the provider’s success in achieving local WIB performance measures. No additional participants will be referred to a new provider until the review is completed. If approved, a provider agreement will be executed between the SWGa WIB and the training institution for all of the provider’s currently approved programs on the State’s EPL unless otherwise stipulated. This agreement must be signed prior to the enrollment of any WIA participant into training with that institution. All applicants will be notified in writing of the decision of the committee, in accordance with established SWGa appeals procedure. Also see Attachment K – SWGa ITA Provider Agreement c. Formal appeals process for aggrieved ITA customers and providers of unapproved training programs Disgruntled SWGa ITA customers or training providers (or prospective SWGa ITA customers or training providers) may avail the SWGa Grievance Procedures, which offer informal and formal resolution processes. See Attachment L – SWGa Grievance Procedures. d. Ongoing process used to update the data on the eligible provider list (exclusive of the state-conducted annual subsequent eligibility process) Performance will be monitored on a monthly basis by SWGa WIA staff. If a provider’s programs fails to meet minimum established local SWGa WIB performance levels, the SWGa WIB may restrict funding of the program, although it remains eligible on the State EPL. Review and approval of additional training programs for approved providers and provider price increases will be reviewed on a regular basis and if approved by the SWGa 3PR Committee and SWGa Full Board, transmitted to the GDOL via GWS for review, approval and publication on the approved listing. Providers seeking approval of additional programs or price increases should submit the following information to the SWGa WIA staff: a) Training approval from an accrediting organization b) Training program description, curriculum, all training cost information, program length, stable employment availability, starting wage c) For training not identified in the SWGa WIA Plan as a demand occupation

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in the local area, providers should also submit at least three employer verifications of employment opportunities. The SWGa WIA staff review will include an evaluation of the provider’s success in achieving performance outcomes, a comparison of the price, length of the training, anticipated wage at placement and location of similar approved providers. Upon approval by the SWGa 3PR Committee, SWGa Full Board, and GDOL state office, an amendment to the existing provider agreement will be processed. Increased prices will not take affect until the amendment is executed. Similarly, any routine informational changes requested by the training provider (i.e., contact information, etc.) will be transmitted to the Georgia Department of Labor (GDOL) state office via GWS for statewide review, approval and publication. e. Any other area or regional policies for ITAs or training providers N/A f. Access of customers to the eligible provider list and process for determining which customers receive ITAs Georgia’s WIA ITA Eligible Provider List is made available to all SWGa residents on a 24/7 basis, via at-home internet connectivity or access through computers made available at SWGa’s various one-stop locations. The LWIB realizes that customer choice is first, however, the availability of training in the local area will take precedence to vendor selection. The SWGA WIB staff will counsel each customer after an intense Objective Assessment. Should the indicators point to training, the staff will then counsel the customer as to which provider would be best for his/her individual need. Past performance in the interested course will be shared with the customer, as well as placement information, etc. Demand occupations for the respective county will also be a deciding factor. Customer choice is important, but there may be cases in which the customer does not realize the benefit/deficit of their chosen training provider. It will be the responsibility of the SWGA WIB staff to educate and explain these differences to each customer. A Dislocated Worker, for instance, may benefit from a shorter training course than that of several months. Only in the best interest of the client will staff bring to the realization of the customer these differences in training.

g.

Process to track and manage all ITA activity The LWIB will utilize data from actual performance in order to determine the success/deficiency of each provider. Data collection will be on-going and current, and will allow the LWIB to make these determinations accurately and in a timely manner. Should a provider appear to not be meeting the negotiated performance measure, steps will be taken to assist the provider with meaningful data results that will indicate what area(s) the provider should concentrate on in order to meet requirements.

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All Providers will be held accountable for their outcomes. Actual data from the Provider will be compared to WIA registrant data. Should a discrepancy be found between the two, steps will be outlined as to what procedures will take place to rectify the discrepancies. If a provider’s programs fails to meet minimum established local SWGa WIB performance levels, the SWGa WIB may restrict funding of the program, although it remains eligible on the State EPL. SWGa’s ITA financial activity is tracked utilizing an off-the-shelf financial tracking system [Entre Solutions, Inc./TrackSource]. The TrackSource system is an internet-based means for SWGa to track & analyze obligations and actual expenditures. It offers Career Advisors and management the capability to: Create student customer cost commitment summaries detailing individual program costs (i.e., tuition, books, fees, etc.) and blended funding sources See real-time system adjustment displaying actual funding availability at any moment Report and analyze grant availability, commitments and expenditures at multiple levels (i.e., customer, school, program, geographic, grant, etc.) Project planned expenditures by various time intervals for forecasting, planning and reobligation purposes Display/record vouchers as open, partially paid, paid in full, void, etc., along with corresponded check or purchase order numbers. Prohibit obligations with unapproved customers, providers or programs. By tracking expenditures at customer levels, SWGa is in a position to conduct performance outcome and financial impact comparisons at demographic, training institution, program of study, county, cost item, etc. levels. Since the Fall of 2006, SWGa WIA staff have worked closely with peer local area staff and GDOL state level system developers, to develop an internally hosted comprehensive internet-based WIA/TAA Management Tracking & Reporting System. Testing and implementation of this system are scheduled for the Spring/Summer of ’07, with deployment in early PY’07. h. Board policy on use of statewide eligible provider list (including financial and duration limits, demand occupations, out-of-area training, service to out-of-area customers, restrictions on use of statewide list, etc.) The maximum amount for an ITA per SWGa customer is: (a) Up to $7,000 in training costs excluding support, may be expended for each customer for the first year of training. (b) For training that exceeds one year, total training costs may not exceed $9,000 excluding support See Attachment J – SWGa ITA Provider Application.

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9.

Describe local policies that ensure that other financial resources for training (e.g., Pell, HOPE Grant or Scholarship, TANF, etc.) are considered before expending WIA funds. Describe any coordinated efforts regarding training across areas within the region. An intensive effort is made by the area to provide case managers and customers information on all funding available to assist with occupational skills training. Emphasis is also placed on providing support while a customer is attending occupational skills training. Application forms for Pell, HOPE Grant, and/or HOPE Scholarship are available at Career/SKILLS Centers; on-line application procedures are also available. Before beginning training, customers are required to make the institution financial aid application and provide the amount of funding they have been awarded to the case manager. Specific funding streams are accessed to provide specific training-related services as well as insure there is no duplication. The case manager assists the customer with preparing a budget to ensure that training and living expenses will be covered while the customer is attending training. HOPE funds are used for tuition and books, TANF funds are used for support and child care; WIA may be used to supplement assistance with books, transportation and childcare, as well as supplies, when the maximum amounts provided by other funding sources are lower than the total cost for books or weekly rates for child care. Pell funds are used to cover any additional charges. Case managers review the customer ISS and ensure that other funding streams such as TANF, are accessed for the customer before WIA funds are expended. Two invaluable internet-based tools are also made available to all SWGa customers. The Georgia Career Information System (GCIS) Financial Aid Sort component provides massive listings of grants and scholarships available from foundations and private donors. Details of each award are specified, and an application letter is included. This is made available to all Career/SKILLS Center customers. The Internet site www.fastWEB.com contains listings for one billions dollars in scholarships and grants. Instruction for accessing this information is available as a core service to Career/SKILLS Center customers who may not qualify for HOPE, Pell, TANF, WtW or WIA. Georgia’s Student Finance Commission has provided residents another free inter-based service – the GA College 411 – to help students plan, apply and pay for college. Designed to assist both high school seniors and older non-traditional students, the system offers the capability to: Create a secure electronic account of all critical information and decisions Apply for Federal and State scholarships and grants Create a personal portfolio of experiences, activities, awards, etc., to utilize on school applications Receive test preparation assistance related to SAT, ACT, ASSET and other examinations Basic information and entrance requirements for all Georgia colleges and universities Submit a single application for submission to multiple Georgia public and private post secondary institutions

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Special career and financial aid options for adult learners.

10.

Discuss the role of faith- and community-based providers within the local system.
See Sections III(1), V(11) & V(12) Intensive services via faith and community-based providers within the local system will be competitively procured. If using the ITA exception for Community Based Organization service to an adult special population in the future, this Plan will be amended to describe the SWGa WIB’s determination of a contractor’s demonstrated effectiveness and the targeted hard to serve population.

11.

Describe the area's process and procedures for contracting with intensive service providers, support service providers, and other contractors for adults and dislocated worker services. If the area has no such contracts, simply write in "N/A." WIA intensive service contracted activities are procured in accordance with all current Federal and State procurement and contracting requirements. In Southwest Georgia the primary providers for occupational skills training are DTAE Technical Colleges, Institutions of University System of Georgia and private providers of state-approved ITA training programs. Intensive services contracts for special populations must be procured from communitybased organizations and other agencies with expertise in serving populations with special needs. The area contracts with the Georgia Department of Corrections at the PreTransition Center in Pelham, to provide basic skills/GED preparation and employability skills training for Autry inmates approaching release dates to the four state Diversion Centers. Inmates at the Diversions Centers must become employed in order to be released from prison on parole. Other intensive services such as (but not limited to) medical examinations, testing preparation or prevocational services of less than 120 seat hours, etc. – and support services such as (but not limited to) eye glasses, clothing, automotive repair, etc., will be procured utilizing the competitive small purchase methodology.

12.

Describe the area’s process and procedures for contracting with youth service providers. Describe the area's youth strategies. Discuss how the area's workforce system is addressing the ten local youth program elements described in the Workforce Investment Act, as well as the integration of other initiatives such as School-to-Work, Jobs for Georgia Graduates, Job Corps, and High School/High Tech. Describe the specific strategies the area is using to meet ETA’s New Strategic Vision for the Delivery of Youth Services under WIA. Also, please review the June 8, 2006 memo from Cynthia Robinson regarding the USDOL/ETA New Youth Vision. WIA Youth activities are procured in accordance with all current Federal and State procurement and contracting requirements. Furthermore, all such activities and youth service providers are evaluated and recommended by the SWGa WIB Youth Council, as noted in Section II(2) above.

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Availability of the ten WIA-required youth program elements are made a part of all youth contracts, for in-school and out-of-school youth. Service providers are not required to directly provide all ten elements to each youth – they are to be either provided directly by the WIA-funded service provider or made available via a partnership arrangement. Oneyear follow-up must be provided to each youth participant. SWGa has restructured its youth contract work statements, better defining service deliverables, expectations, governing rules, etc. For example: 1. We have incorporated common measure expectations into all contracts, along with specific thresholds necessary for potential contract renewal (including specific renewal benchmarks and timeframes when to be evaluated) 2. We require increased detail related to critical activities such as mentoring (i.e., recruitment, screening and training of mentors), youth remediation and GED, (i.e., non-traditional delivery systems), etc. 3. To increase efficiency and when applicable, we have combined adult and youth activities within a single vendor contract, while incorporating separate work statements, budgets, etc. within. 4. To better target specific community needs and attract more concise proposals, we will begin issuing targeted RFPs (i.e., by region within the SWG, by activity type, etc.), rather than include-all versions. 5. To improve contractor relations, we are facilitating: Initiation of quarterly contractor meetings Development of a contractors handbook Designation of/use of lead contract managers Varied training for contractor staff (particularly case management & GWS) 13. If the area has chosen to use ITAs for older youth [per the state waiver under WIA Section 189(i)(4)(B)], please describe the criteria that will be used for determining appropriateness and how youth will be assisted in choosing appropriate service providers/programs. If the area does not plan to use the ITA option for older youth, simply write in "N/A." The older youth must meet the policy criteria specified by the SWGa [Adult] ITA Policy and Procedures including demand occupations, length of training, applying for the Pell grant and Hope Scholarship, acceptance into an occupation-specific program, funding limitations, etc; All older youth utilizing the adult ITA option must be enrolled in a WIA Youth Program, and the youth’s Case Manager have determined through comprehensive counseling and case management that occupation skills training through the ITA system is appropriate and necessary for the youth to find full-time employment in the field of his or her choice that leads to self- sufficiency. Additionally: A. The youth must have successfully completed all of their assigned WIA youth services prior to being deemed suitable/eligible for an older youth ITA. B. The youth must have undergone extensive career counseling including interest and career assessments to ensure he or she makes an informed career decision.

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C. The youth must be informed of: the approved providers that offer training in his or her chosen career; the program performance of the providers that offer such training; and the financial resources that will be required and are available to assist in paying for the cost of the training

D. The youth must develop a financial plan to determine that he or she has the resources available to complete the training program and seek employment. E. All ten of the youth WIA elements, as applicable, must be available to the youth throughout his or her program of study. F. Career advisors and/or case managers must be available to assist the youth in making the transition to post-secondary training and his or her career. G. The youth must receive a minimum of twelve-months of follow-up service. See Attachment M – SWGa Youth Funding ITA Policy 14. Describe dislocated worker service strategies, including coordination with state-level Rapid Response, GDOL career centers, and state/local Trade Act activities. The basic tenet of the WIA legislation is that services to customers should be delivered in a seamless manner. The collaboration among the Partners must be of such quality that a customer is not concerned with which Partner is delivering the service, only with the fact that the service is easily accessible. Georgia Department of Labor Career Centers are the foundation of the seamless workforce system providing Employment Services, Trade Adjustment Assistance, NAFTA Transitional Adjustment Assistance, Veterans’ Employment and Training Programs, Unemployment Insurance and services to Migrant and Seasonal Farmworkers. The Region 10 Career Centers Rapid Response process is one that focuses on meeting the needs of employees who have been dislocated. The Area will coordinate with the local and state Rapid Response teams assigned to the area when there is an impending plant closure or substantial layoff upon receipt of the WARN notice. Most dislocated worker funds will be utilized to provide training opportunities and supportive services. The steps are described below: 1. Within forty-eight hours of the receipt of notification, the local Rapid Response designated employee will contact the dislocating employer to establish an initial meeting with the local Rapid Response Team, company officials, and labor representatives. 2. The WIA team member will be contacted once the time has been confirmed with the company. A copy of the Worker Adjustment and Retraining Notification (WARN) will be sent to the Local Elected Officials and the local board. The Rapid Response employee will prepare an initial meeting agenda, attendance form and Rapid Response report. 3. The local team will meet with the company to collect pertinent employee and company information. Each member of the team will explain his/her role in

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responding to the event including the services available at the Career Center. 4. The Rapid Response employee will supervise a number of action: facilitate the initial meeting; distribute the agenda; obtain completion of attendance forms; initiate setting a date for the employee mass meeting; emphasize the need for formation of a Transition Assistance Committee, and; complete the Rapid Response report with the assistance of company management. 5. The WIA team member will collect an employee needs survey and prepare the meeting agenda. The Local Rapid Response employee will fax the initial meeting agenda, signed attendance form and mass meeting date sheet, including data on formation of Transition Assistance Committee, and Rapid Response report to the State Dislocated Worker Unit within twenty-four hours. 6. The designated WIA team member will be responsible for organizing, coordinating and facilitating the mass meeting. Representatives from specific agencies will attend the mass meetings and present an overview of services to the affected workers. Service providers will be included in mass meetings based on service needs of the affected workers. Results of the needs survey and input from the transitional committee members will also guide the selection process. 7. Job Fairs will be organized with the local community when appropriate. 8. Local elected officials and board members will be made aware of upcoming programming efforts. Economic development activities will also be coordinated. 15. Describe how WIA and other funds available in the area are used to conduct outreach and recruitment for individuals in special populations, including veterans, migrant and seasonal farmworkers, individuals with disabilities, public assistance recipients, offenders, customers with limited English proficiency, and other groups. Discuss the local area’s services to older workers. The SWGA WIB is developing an aggressive year-round public relations campaign to reach out to all of the above-referenced customer groups. This campaign will incorporate (but not be limited to): Public Service Announcements - Radio, Television, Cable Television Various Introductory/welcome letters Promotional brochures & pamphlets Press Releases - Print Media Press Releases - Chamber & Economic Development Newsletters Press Releases - Community venues Power Point presentations SWGA WIB Newsletter(s) - paper & electronic Community surveys SWGA WIB Website etc. Services and modes of delivery are flexible to meet special needs, often through a combination of direct One-Stop services and linkages with optional Partners. Customers will be informed of all services from which they may benefit and informed customer choice will guide services.

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Some funding streams that may be accessed are, but not limited to: TANF, Food Stamp E&T Program, MSFW E&T Training Program. Veterans E&T Training Program, Older Workers Program, and Vocational Rehabilitation. The LWIB will assist all customers from every special needs sector. If WIA funding does not appear to be viable after intensive assessment, the customer will be referred to the proper agency/staff member in order to obtain needed services. 16. Discuss the area’s workforce services to businesses, and how business and organized labor representatives on the local Workforce Investment Board contributed to the development of these strategies. Provide a listing of business services available through the area’s One-Stop(s), such as planned employer workshops, tax credit assistance, and assessment and screening of potential employees. Additionally, describe the involvement of your economic development community in developing these strategies. As stated in previous sections, the SWGa WIB and WIA staff are continuously assessing the needs of local employers and industry. Related feedback comes from SWGa WIB private sector and economic development members, GDOL Career Center Employer Committees, local and regional economic development entities, direct dialogue with local employers, etc. A common response from local employers indicates their frustration with soliciting and reviewing dozens of employee applications, only to find a few adequate for interviewing. The SWGa WIB and its close partner(s) – the local GDOL Career Centers in the region – offer local employers a way to streamline this burdensome process. GDOL facilitates the labor exchange process of connecting employers with qualified employees, by: Advertising job openings through the state's Job Information System (JIS). Providing services to assist with employee recruitment, including mass recruiting, posting job openings on the Internet or cable television, referring potential employees, and on-site interviewing. Sponsoring job fairs and/or advertising the same on the GDOL web site. Offering Georgia Works, an innovative training initiative designed to stimulate job growth and hiring. Providing specialized services to facilitate employing people with disabilities. In turn, employers can expect at no cost: Qualified applicants meeting entry level expectations Applicants that are interested in what the job offers A larger pool of qualified applicants Employee assistance after hire Customization to suit their needs

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Interview/profiling materials SWGa WIA closely supports the above GDOL Career Center labor exchange activities in many ways. Through WIA career assessment activities, customer profiling is done for potential employees/trainees. The WIA profile consist of evaluating an applicant’s strengths and weaknesses by combining the evaluations of the applicants’ abilities, interests, behavioral observations, attitude toward work, and educational levels. This information is then compared to job specific information received from the employer and from occupational research. The resulting profile provides the employer and the applicant an objective base indicating the potential for success in particular areas of employment. Evaluated Areas Include (but are not limited to) CAPS (Career Ability Placement Survey) Measures skill areas in: Mechanical Reasoning – understanding mechanical principles and the laws of physics. Spatial Relations - visualization and thinking in three dimensions. How one mentally pictures the position of objects from a diagram or picture. Verbal Reasoning - understanding and using concepts expressed in words. Numerical Ability - reason with and work with quantitative materials and ideas. Language Usage—recognizing and using standard English grammar, punctuation, and capitalization. Word Knowledge-understanding the meaning and precise use of words. Perceptual Speed and Accuracy-perceiving small details rapidly and accurately. Manual Speed and Dexterity-making accurate and rapid movements with your hands. COPS (Career Occupational Preference System) Interest Survey to help define the interest in many different kinds of occupations. CDM (Career Decision Making) exploring jobs based on interest, work values, and abilities. TABE (Tests of Adult Basic Education) indicates achievement levels related to typical educational structures. DOT (Dictionary of Occupational Titles) and EGOE (Enhanced Guide for Occupational Exploration) DOT details the skill expectations and educational requirements needed to perform in over 12,000 high demand occupations. EGOE breaks these high demand occupations down to the 2,500 most important jobs using additional

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details that we evaluate. The above ensure employers are referred applicant customers best suited for them. Coordinated GDOL Career Center and SWGa WIA core and intensive services prepare the following customer groups for local employers, as follows: Job-ready adult and dislocated workers: a. b. c. d. e. f. g. h. i. j. k. l. m. n. Occupational Assessment Résumé Preparation Job Search Assistance Interviewing Skills Workshops Criminal Background Checks Drug Screening Basic Skills Assessment and Training GED Certification Vocational and Skill Upgrade Training Life Skills Training Academic Upgrade Subsidized Work Experience through the Career Apprenticeship Program Job Retention Assistance and Follow-up Services Career Advisement Services

Job-ready youth for part-time and summer employment: a. b. c. d. e. f. g. h. i. j. Guidance and Counseling Mentoring Occupational Skills Training Résumé Writing Workshops Job Search Workshops Interviewing Skills Workshop Leadership Development Life Skills Workshops Youth Job Fairs Super Summer Youth Employment Program

The SWGa WIB also helps produce employment-ready graduates of demand occupational areas from local DTAE technical colleges, University System of Georgia colleges and universities, and private training institutions, by virtue of ITA financial support. Many adult customers have expressed a need to earn a living wage while they attend training, preferring paid on-the-job training. Similarly, many SWGa employers have expressed an interest in providing direct training to SWGa customer employees. In response, the SWGa WIB has committed to expanding its employer-based training to adult customers – increasing the use of on-the-job training (OJT) and customized training. OJT will provide a unique opportunity for job seekers already possessing some jobrelated skills to further "learn as they earn". Participating employers will benefit from OJT by being reimbursed up to 50% of the participant’s wages, while having the services of a full-time employee/trainee. Eligible participants are those who, as determined by SWGa WIA assessment activities, have not been earning a self-sufficient wage. Eligible

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employers must commit to hiring and retaining participants who successfully complete their training programs. SWGa OJT will focus on jobs involving the introduction of new technologies, production or service procedures; upgrading to new jobs that require additional skills or workplace literacy; etc. The participating employer may be in the public, private non-profit or private sector. The OJT activity will provide knowledge or skills essential to the full and adequate performance of the job. The participating employer will be reimbursed up to 50 percent of the individual’s wages paid for the extraordinary costs of providing the training and increased supervision related to the training. The length of the OJT will be based on the target occupation for which the participant is being trained, the participant’s prior work experience and the service strategy as negotiated. See Attachment N – SWGa OJT Handbook See Attachment O – SWGa OJT Agreement See Attachment P – SWGa OJT Sliding Fee Scale SWGa may utilize subsidized OJT activities in a sequential manner, upon completion of another training activity on a customer case-by-case basis. As an example, OJT has been/ will be used as a sequential activity upon completion of a GeorgiaWorks worksite exploration placement. Georgia Works allows laid-off workers who qualify for unemployment insurance (UI) benefits to receive on-site workplace training, regular UI benefits, and a special training allowance. This allowance is intended to defray some of the costs associated with training such as childcare, transportation, tools, and work clothes. Employers in the Georgia Works program provide training for a maximum of 24 hours per week for up to eight weeks. Upon successful completion, trainees receive certification of acquired job skills and will be considered for employment. SWGa WIA sponsored OJT can serve as a means to encourage permanent employment of the trainee. Customized Training (CT) will provide a unique opportunity for job seekers already possessing some job-related skills to further "learn as they earn". Customized Training can be used to tailor a training program to the specific needs of the SWGa employer, especially in the area of introducing new technologies or skills, while reimbursing up to 50% of related training costs. Eligible participants are those who, as determined by SWGa WIA assessment activities, have not been earning a self-sufficient wage. Eligible employers must commit to hiring and retaining participants who successfully complete their training programs. SWGa Customized Training will be designed to meet the specific requirements of an employer or group of employers. Customized Training will be conducted with a commitment by the employer to employ an individual upon successful completion of the training, for which the employer pays a portion of the cost of the training.

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Finally, GDOL Career Center and SWGa WIA One-Stop facilities provide on-site recruiting facilities for employers to conduct their orientation and hiring programs: a. Training and conference room for on-site interviews; b. Individual cubicles that can be made available for employers of multiple locations to bring their managers in for mass interviewing sessions. 17. The Local Government Services Delivery Act of 1997 defines ways in which jurisdictions will work together to reduce duplication by promoting coordinated service delivery. Discuss any regional service delivery strategies planned within your region. Examples of relevant strategies are: uniformity in eligible training providers, or uniformity in maximum allowable training and supportive service amounts. The SWGA WIB and CEOO requires coordination with other programs in the areas of supportive services and education and training services to ensure efficient, effective, and non-duplicative delivery of services. The local Policies and Procedures are reflective of such coordination requirements. Also, see Section II(4) above. 18. Discuss how the local area is using various fund sources to develop integrated service strategies for adult customers, especially for TANF and other low-income individuals, including the GoodWorks service strategy. Southwest Georgia has been integrating services since the realization of the advantages to the customer. When needs arise that exceed limitations, there may not always be another funding stream. Each case manager keeps a resource guide, and funding is listed for most needs that arise. Case managers work closely with customers to assist them in finding other funding sources. We use WIA funds as “gap fillers”. Childcare/dependent care and transportation are two barriers that continue to deluge our customers. It is vital to the success of our customers that we access all funding streams possible in order to retain funds to somehow overcome these barriers. Through the evolution of GoodWorks, these barriers were alleviated even more. Training funds are available through many resources. Since the approval of House Bill 1187, a vast majority of customers are now eligible for HOPE tuition/books and PELL, WIA, TANF, and other funding streams can now be utilized to provide the customer much needed supportive services. We are better able to enhance the customer’s opportunity of remaining in long-term training and successfully completing their training. The local area realizes that the opportunity to alleviate those barriers and to truly support the customer has arrived. 19. An important feature of the customer-focused system under WIA is increased options for accessing workforce services. Discuss steps your area is taking to address increased options, such as: alternative access points, self-directed and electronic services, development of resource areas, orientation to services, enhanced reception/greeter functions, or service referral mechanisms for various customer groups at various sites within your system. Review and incorporate ETA’s National Strategic Directions – “System Reform and an Increased Focus on Workforce Education and Training,” as appropriate.

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Southwest Georgia continues to update its electronic connectivity. All SWGa one-stop locations sites have access to the Internet and have been helping customers with on-line job search, labor market information, etc. The One-Stop centers have an array of materials for distribution providing information for the customers. This allows us to offer a more seamless delivery of service to our customers. Various workforce development training-related issues have emerged and are being addressed by the SWGa WIB. For example: Customer Barrier Resolution/Intervention – Ensuring customers are training and education ready, as well as employment ready, and engaging partner services more efficiently, given limited WIA funding. Sensitivity to Non-Traditional Adult Students - Preparing customers who have not attended schooling of any type for many years, for a (sometimes threatening) educational setting. Training readiness (note / test taking, essay writing, time mgmt., etc.) Careful institutional [and instructional/professorial] selection Environment acclimatization Part-Time Employment – Accommodating the needs of some customers for a living wage while they attend training. Income supplementation while in school Reemergence of OJT, WE & CT Non-Traditional Hours /Days – To accommodate all of the above Increased Program Activity Mix - Ensuring a wide array of program activities (i.e., classroom training, employer-based on-the-job and customized training, etc.) to accommodate varying customer needs. Incremental Training on a Life-Long Learning Career Path [Auto Tech vs. Brakes] Accessing short-term occupational training for accelerated employment entry (w/higher credentialing to follow). Distance Learning customer. Assessing the suitability for virtual training customer by

Reduces transportation/child care barriers [while in school, only] Removes benefits of peer socialization and face-to-face instruction Placement Responsibility – Better defining the “shared” responsibilities of the education/training institutions, GDOL Career Center partners, SWGWIB staff, customers, etc. Remediation vs. GED (Contextual & LAP Remediation) – Accessing short-term remedial activities to upgrade educational competencies targeted to immediate occupational entry (w/GED to follow). Non-Traditional GED and Remedial Activities - Partnering with or establishing youth educational activities for at-risk youth, with no semblance to traditional activities they previously encountered.

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Mandating Youth Good-Gang Involvement – Partnering with or establishing adult and peer youth activities, including youth clubs/groups, to foster better decision making for at-risk youth. How to Evaluate Success – Beyond Federal and State mandated performance goals, routinely revisiting and analyzing SWGWIB goals and expectations AND holding internal services provided to customers to equal standards as those applied to Contractors. VI. Performance Accountability 1. The plan update will include the process of estimating performance levels for PY 2007 and 2008 to be submitted as Attachment C. Please indicate if there are any changes to populations served, to the economy or other mitigating factors to when developing your performance targets. At this time USDOL has not issued guidance for states to follow in setting performance levels for the next two program years. Instructions for estimating performance levels for PY2007 and PY2008 will be transmitted to local areas separately. In PY ’04, SWGa WIA exceeded 17 of 17 federally mandated WIA performance standards – achieving “Exceeded” overall performance. In PY’05, SWGa maintained its overall “exceeded” performance, by exceeding 9, meeting 5 and not meeting 3 federally mandated WIA performance standards. During PY ’05 in simple terms, performance resulted as follows: Entered Employments (finding jobs) = “Meet” Employment Retentions (keeping jobs) & Earnings = “Exceed” Credentials (attaining certificates, diplomas, degrees) = “Do Not Meet” SWGa is exploring if WIA funds are supporting training where the resulting credential is not necessary for employment, or if customers are leaving training prior to obtaining their credential, due to unresolved barriers, immediate employment needs, etc. As stated previously, SWGa will expand its employer-based on-the-job (OJT) activities during PY ’07 and ’08. Accordingly, its seeks assistance from the GDOL (State Office) to facilitate a means to award adult OJT credentials in a manner acceptable to the USDOL, to avoid negative impact to the adult credential performance standard. Until then, SWGa may request a performance adjustment to the adult credential performance standard to accommodate increased OJT activity. In order to improve performance, the SWGa WIB and staff will: Engage in deeper levels of performance analysis that evaluate outcomes: At program and occupational versus provider levels By demographic and geographic groupings, to establish trends Comparing SWGWIA versus non-WIA students in like programs Identify additional local expectations beyond State WIA performance goals (see Section VI(3) below).

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Conduct monthly case-by-case reviews of all customer statuses to improve performance management. 2. Describe local strategies for obtaining and using customer feedback. The SWGa WIB receives aggregate quarterly feedback from GDOL regarding Customer Satisfaction and Employer Satisfaction. However, local, individualized feedback from each of the latter customer groups is essential to gauging success of our WIA activities. The local area is designing an independent quality, yet “user friendly” survey to determine the area’s customer service rating. This survey will be randomly given to customers that receive core, intensive, and/or training services. The local area administrative staff will also randomly contact customers on a quarterly basis to assure that services being offered and received are appropriate for the area. Information on quality training (if applicable) will be obtained. Similarly, employers who engage in SWGa WIA OJT and customized training activities will also be randomly contacted on a quarterly basis. Once the information is acquired, it will be correlated and analyzed. Should the results suggest, improvements/changes would be made in the delivery of services that will better suit the needs of the customer. In Section III(1) above, the SWGa WIB indicated its commitment to engaging in ongoing assessment of needs versus resources with vital community partners. It is anticipated these ongoing dialogues will also provide invaluable feedback regarding the perceived effectiveness of our services. 3. Describe the board's strategies and process for evaluating the system's progress in meeting the needs of employers and individuals in the community, including how the board is promoting continuous improvement of the local system. See Section VI(2) immediately above. Although the SWGa WIB recognizes the Federally-mandated seventeen WIA performance indicators and Common Measures, it recognizes there are other indicators to local activity effectiveness. Efforts to assure delivery of services will be on going. The use of surveys from customers, including employers and Partners, will band employers will be asked for direction, and any concerns will be addressed. When feasible, local quality goals – beyond the Federallymandated seventeen WIA performance indicators and Common Measures – will be established and analyzed. The key to delivering good services is to make sure that all involved “buy” into what they are delivering. By coming together, working for the same results, we can successfully provide the customer and employer with a workforce capable of meeting the future needs of our region.

VII.

Equal Access and Opportunity 1. In 1-2 paragraphs, briefly describe local procedures and staffing to address grievances and complaint resolution.
The Executive Director of the SWGa WIB Local Area 17 is the designated Grievance Hearing Officer (GHO) except as stated otherwise in the SWGa procedures.

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Discrimination complaints may be filled directly with the Directorate of Civil Rights, or with the Administrative Entity or the Georgia Department of Labor. All such complaints must be filed within 180 days of the alleged occurrence. See Attachment L – SWGa Grievance Procedures.

2.

Describe how the local area is ensuring full accessibility of sites and services. Examples include an accessibility checklist on which staff have been trained, assistive technology in resource rooms, and ongoing coordination, training and mutual referrals with community rehabilitation providers.
The SWGa WIA has significantly increased its program services and physical accessibility. Through co-location and partnerships with regional GDOL Career Centers, regional GDOL Vocational Rehabilitation Services offices, local DTAE Technical Colleges, University System of Georgia colleges and universities, various local community agencies, etc., the SWGa WIB offers (or is obtaining) the following physical accommodations, assistive devices, assessment software, etc. 1. Accessible entrance doors 2. Braille Printers – for customers with visual impairments. 3. TTY – Tele – Communication Device for customers with hearing impairments. 4. Career Scope Interest and Aptitude Assessment Software for youths and adult customers seeking to determine what career path is compatible with their skill set and interest. It also measures customer’s strengths and weaknesses and list career possibilities that match customer’s strengths. 5. Employability Skills Training (ES-TIP) Software: Building Self-Esteem, Work Ethics and Work Place Success. 6. Literacy-Language-Learn Software READ & WRITE 7 GOLD for youth and adult customers with learning disabilities. 7. Disability Awareness DVD’s, Career Development DVD’s, Americans with Disabilities Act DVD’s and other DVD’s and videos, such as: a. Communicating with People with Disabilities b. Entrepreneurship Self-Employment and Disabilities c. Changing Perceptions (to assist employers with hiring people with disabilities) d. Americans with Disabilities Act: Is It Working e. A Look at Misguided Efforts f. Social Skills at Work – Keys to Success

g. Appearance Count h. Disabilities in the Workplace

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i. j.

Eight Easy Ways to Lose a Job The Interviewing Edge for Job Seekers with Disabilities

k. Job Smarts: 12 Steps to Job Success Manuals l. Open Futures: Role Models for Youth with Disabilities

m. Disability Awareness 8. Ergonomic sit/stand workstation(s) and chair(s) to utilize when facilitating interest and aptitude assessment. 9. Purchased Individual Employment Plan (IEP) forms, Vocational Decision Making Interview forms, and Motivation Assessment Scale forms (for youths with behavioral problems). 10. Assistive devices, such as: a. b. c. d. e. Left/Right Keyboards Expert Mouse JAWS Software Zoom Text Software American Sign Language Software

SWGa currently co-locates with GDOL Vocational Rehabilitation Services Counselors. Additionally, The SWGa WIB contracts with the Georgia High School/High Tech youth program, through Albany State University.

3.

Describe the local area’s policy for ensuring priority of service for veterans, and how GDOL employment services to veterans are integrated into the local workforce system.
Priority is given to all Veterans upon entry into a SWGa One-Stop Center. They will be flagged at the point of intake and requested to bring a copy of their DD Form 214 to orientation. Following the orientation and initial intake, eligible veterans will be provided information on eligible veteran services as well as all WIA services. Veterans will be given priority of service based on fund availability over other customers in their respective category of service, i.e. adults or dislocated workers. Through coordination with the various GDOL Career Centers in the region, referrals of veterans are made between SWGa WIA and the GDOL Career Centers to provide seamless services to veterans. GDOL Career Center Disabled Veterans Outreach Program (DVOP) representatives serve as a primary point of contact, and develop jobs and research training leading to maximum career opportunities for veterans with particular focus on the special needs of the disabled. They also arrange vocational guidance, vocational counseling and case management services in response to changes in vocations and vocational adjustment to the total civilian labor market.

4.

Describe the area's efforts to address the needs of customers with Limited English Proficiency (LEP). Key elements include staff, technology and availability of materials in languages prevalent in the area. 36

Through SWGa WIA bilingual staff, partnerships with various local community agencies, Literacy Volunteers of America, local DTAE Technical Colleges, regional GDOL Career Centers, etc., the SWGa WIB offers a sufficient supply of resources to serve the needs of customers with limited English proficiency (LEP). Each of these partners provide bilingual or multilingual staff to assist customers with limited English proficiency, who are seeking services at our One Stop Centers. The SWGa WIA also provides materials and technology aids in languages suitable for our clientele.

5.

Where applicable, describe how services to Migrant and Seasonal Farmworkers (MSFWs) are integrated into the local workforce system. Describe any specific local or regional service strategies for migrant workers.
As Migrant and Seasonal Farm Workers (MSFWs) visit SWGa one-stop offices, they are given a full Employment Services registration, as well as GDOL Form 543 that explains the services DOL offers (in Spanish and English versions). As appropriate, they are then referred to WIA services – intensive or training. When deemed necessary, MSFW’s are referred to English as a Second language courses, referrals to community services, training and job referrals sequentially or concurrently, as their individual needs dictate. We are also able to provide Spanish TABES, O-Nets and CAPS in WIA.

VIII.

Plan Attachments Attachment A: Area Sites and Services Please complete and submit the matrix. Memoranda of Understanding, Local Chief Elected Official Agreements, and Resource Sharing Agreements

Attachment B:

Please submit all current MOUs, CEO Agreements, and RSAs here. See GDOL memo “Guidance on Local Agreements” dated February 8, 2006. Attachment C: Performance Worksheets Please complete your area worksheet.

NOTE: Instructions for estimating performance levels for PY2007 and PY2008 will be transmitted to local areas separately. Attachment D: Local Area Assurances

The attached local assurances were developed to address provisions of the Workforce Investment Act and the Final Rule. By virtue of original signatures with submission of the plan, the local area agrees to abide by these provisions.

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Attachment A Area Sites and Services
List the name, address, and phone number of each comprehensive WIA service site. For each comprehensive One-Stop site, specify the lead partner or One-Stop operator in bold type, followed by the other partners that provide services at that site. In the third column, indicate the major services (e.g., career counseling, assistance with training, vocational rehabilitation, UI, employment services, etc.) provided at the site by the partners specified in the second column. Add rows for additional sites as needed. Comprehensive Service Sites Lead Partner/One-Stop Operator Other Partners
Georgia Department of Labor

Major Services Provided by Each Partner
UI, employment Services, workshops Objective Assessments Supportive Services, Training, education, OJT, Case management 55 & Older job placement Employment for High School Employment for TANF UI, employment Services, workshops 55 & older job placement Training, Career Counseling, employment services,

Albany Career Center 1608 S. Slappey Blvd. Albany, GA 31707 (Also Services Terrell and Worth) Operator: Mikell Fryer, Acting Manager Phone: 229.430.5044 Fax: 229.430.5027 Email: Mikell.Fryer@dol.state.ga.us Phone 706-649-1253 Bainbridge Career Center P. O. Drawer 1017 Bainbridge, Ga. 31718 Richard Ramsey, Manager Phone: 229-248-2681 Fax: 229-248-2681 Email: Richard.Ramsey@dol.state.ga.us Cairo Career Center P. O. Box 685 Cairo, Ga. 31728 Phone: 229-377-6526 Fax: 229-377-8013 Joseph Ferrell, Manager E-mail: Joseph.Ferrell@dol.state.ga.us

SWGA WIA

Experience Works Jobs for Ga. Graduates Wiregrass Georgia Department of Labor

Experience Works Bainbridge Technical College

Georgia Department of Labor

UI, employment Services, workshops Training, counseling to individuals with disabilities Assist Veteran’s with paperwork, prescriptions etc. Clerical assistance

Voc-rehab comes occasionally Veteran’s Administration

Jobs with dignity

Camilla Career Center P. O. Box 311 Camilla, Ga. 31730 Danny Cope, Manager Phone: 229-522-3630 Fax: 229-522-3633 Email: danny.cope@dol.state.ga.us Moultrie Career Center P. O. Box 2199 115 5th Street SE Moultrie, Ga. 31768 Mikell Fryer, Acting Manager Phone: 229-891-7147 Phone 706-649-1253 [Direct] Fax: 229-891-7149 Email: Mikell.Fryer@dol.state.ga.us Thomasville Career Center P. O. Box 1340 Thomasville, Ga. 31792 Brian Davis, Manager Phone: 229-225-4033 Fax: 229-225-5013 Email: Brian.Davis@dol.state.ga.us

Georgia Department of Labor

UI, employment Services, workshops 55 and older job placement

Experience Works

Voc Rehab Georgia Department of Labor

Training, counseling to individuals with disabilities UI, employment Services, workshops Farmworker support/training 55 older job placement

Telemon Experience Works

Georgia Department of Labor

UI, employment Services, workshops Objective Assessment, ITA’s Training, counseling to individuals with disabilities 55 older job placement

WIA Vocational Rehabilitation

Camilla Workforce Development Centers 1 & 2 Mike Tabb 75 West Broad Camilla, Ga 31730 Phone #1: 229-336-2233 Fax #1: 229-522-3593 Phone #2: 229-336-0015 Fax #2: 229-336-0049 mtabb@camillaga.net

Office Space: SWGA Technical College DFCS Goodwill Experience Works Thomas/Grady Service Center Turner Job Corps Thomas University Camilla Housing Authority

Career counseling, assistance with training, Employment services, case management, youth services, supportive services, high school diploma on line GED prep and testing

WIA

DTAE

Community Ventures, Inc

Credit counseling, homeownership, housing assistance, summer feeding program for disadvantaged youth.

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

Major Services Provided by Each Partner
Objective assessment, ITA’s, training, case management, support services Training, counseling to individuals with disabilities

Bainbridge SKILLS Center P.O. Box 7432 502 Shotwell Street Bainbridge, Ga 39818 Emory Virgil – Interim Director Patricia Shepard – Supervisor Phone 229-243-5313 Fax 229-243-5314 Emory.Virgil@dol.state.ga.us Patricia.shepard@dol.state.ga.us Moultrie SKILLS Center P.O. Box 951 361 Industrial Blvd Moultrie, Ga, 31768 Emory Virgil – Interim Director Patricia Shepard - Supervisor Phone: 229-891-7290 Fax: 229-891-7292 Emory.Virgil@dol.state.ga.us Patricia.shepard@dol.state.ga.us

Voc Rehab services

WIA Technical College

Objective Assessment, ITA’s, Occupational Training, Adult Literacy, GED prep and Testing Case management, support services Training, counseling to individuals with disabilities Workshops, resumes, career planning, age is an asset UI, employment Services, workshops Objective Assessments Supportive Services, Training, education, OJT, Case management

Moultrie Tech Contract

Voc-rehab

Dawson Career Center 127 West Lee Street Dawson, Georgia 39842 Operator: Mikell Fryer, Acting Manager Phone: 229-995-3741 Fax: 229-995-5761 Email: Mikell.Fryer@dol.state.ga.us

Georgia Department of Labor Workshops Georgia Department of Labor

SWGA WIA

SWGa Georgia Technical College 15689 US Highway 19 North Thomasville, GA 31792 Glenn Deibert, President Main # 229-225-4095 Fax # 229-227-2666 gdeibert@southwestgatech.edu

SWGTC Technical College Adult Literacy

Occupational Training, Adult Literacy, GED prep and Testing Case management, support services, OJT, employer recruitment Employment

WIA

Georgia Fatherhood program

Attachment B Memoranda of Understanding, Local Chief Elected Official Agreements, and Resource Sharing Agreements
Please submit all current MOUs, CEO Agreements, and RSAs here. See GDOL memo “Guidance on Local Agreements” dated February 8, 2006. The following are attached: MOUs (most recent signed versions), RSA’s (most recent signed versions), CEO/WIB Agreement (most recent signed version) All of the above are currently under review for renegotiation and modification.

Attachment C
PY2007-PY2008 Performance Targets Local Area Name Southwest Georgia

Performance Measures
Customer Satisfaction Index Participants - ACSI Score Employers - ACSI Score Entered Employment Rate Adults Dislocated Workers Older Youth Retention Rate Adults Dislocated Workers Older Youth Younger Youth Average Earnings / Gain Adults Dislocated Workers Older Youth Credentials Rate Adults Dislocated Workers Older Youth Younger Youth Diploma/GED Rate Younger Youth Skills Attainment Rate

PY2007 Target

PY2008 Target (*)

75.0% 79.0%

75.0% 79.0%

87.5% 87.0% 76.9%

87.5% 87.0% 76.9%

76.0% 92.0% 81.2% 71.7%

76.0% 92.0% 81.2% 71.7%

$7,959 $9,353 $3,800

$7,959 $9,353 $3,800

73.2% 67.9% 56.2% 73.4% 80.0%

73.2% 67.9% 56.2% 73.4% 80.0%

Note:

2008 performance targets are subject to review, negotiation and adjustment.

Attachment D Local Administrative Assurances PY 2007 - 2008
Local workforce areas must ensure that area staff, contractors, and partners are accountable to all state and federal laws, regulations and policies. By signatures on the local Workforce Plan, the area assures the state that the following provisions will be met for PY 2007 - 2008: 1. Policies and procedures will be developed for soliciting and contracting with training providers for adult and dislocated worker training services that are not part of the Individual Training Account (ITA) system. [WIA Sec. 118 (b)(9)] Policies and procedures will be developed for identifying and competitively procuring youth activity providers. Policies will include evaluation criteria used and desired program elements, as required by WIA. [WIA Sec. 118 (b)(9)] Memoranda of Understanding (MOUs) have been established between the local Workforce Investment Board and: a) all required WIA partners; and b) other partners participating in the local One-Stop system. [WIA Sec. 118 (b)(2)(B)] The MOUs will be considered part of the area's comprehensive WIA plan and will be available locally for review upon request. Area staff, partners and subcontractors will comply fully with nondiscrimination and equal opportunity provisions of the following laws: • the

2.

3.

4.

Section 188 of the WIA, which prohibits discrimination against all individuals in the United States on the basis of race, color, religion, sex, national origin, age, disability, political affiliation or belief, and against beneficiaries on the basis of either citizenship/status as a lawfully admitted immigrant authorized to work in the United States or participation in any WIA Title I-financially assisted program or activity; Title VI of the Civil Rights Act of 1964, as amended, which prohibits discrimination on the bases of race, color, and national origin; Section 504 of the Rehabilitation Act of 1973, as amended, which prohibits discrimination against qualified individuals with disabilities; The Age Discrimination Act of 1975, as amended, which prohibits discrimination on the basis of age; and Title IX of the Education Amendments of 1972, as amended, which prohibits discrimination on the basis of sex in educational programs.

• • • •

5.

No funds received under the WIA will be used to assist, promote, or deter union organizing. [WIA Sec.181 (b)(7)] The local Workforce Investment Board assures that all awards of federal and state funds shall be accounted for using generally accepted accounting principles, and treated in accordance with federal cost principles that apply to the type of entity receiving funds, including OMB Circular A-87 for units of state or local government; A-21 for institutions of higher learning; A-122 for private, non-profit organizations; and 48 CFR, Part 31 for private, for-profit organizations. The local Workforce Investment Board assures that audits of covered organizations shall conform to the federal Single Audit Act and OMB Circular A133. The area's financial management system will satisfactorily account for and document the receipt and disbursement of all WIA funds. Further, effective internal controls in place will safeguard assets and ensure their proper usage (including property location and usage). [WIA Sec. 184 (a)(1)] The local area's financial system will permit the tracking of program income and potential stand-in costs. [WIA Sec. 185 (f)(1)&(2)] The local area will prepare and submit required financial reports in a timely manner, and WIA operations funded wholly or in part with state and/or federal funds will maintain financial and program records with all supporting documents for at least three years from the date of submission of the closeout reports for each program. [WIA Sec. 185 (e)(1)] Any information or records concerning an individual or employing unit obtained by the Georgia Department of Labor in the administration of the Employment Security Law or other federally funded programs for which the department has responsibility are, by law, private and confidential [O.C.G.A. 34-8-120 et seq.]. The area agrees to abide by all state and federal laws, rules, and regulations regarding the confidentiality of such records. There are criminal sanctions for unauthorized release of such information. The area further agrees not to divulge any private or confidential information concerning any individual or employing unit to any unauthorized person without the informed consent of both the individual employee and the related employing unit, or, when applicable, of a particular customer. The Georgia Open Records Act requires government agencies and their private contractors to allow inspection of "public records" by citizens who request such inspection [O.C.G.A. 50-18-70 et seq.]. Georgia Department of Labor information and records on individuals and employing units described above are exempt from the disclosure requirements of the Georgia Open Records Act. The area agrees to fully comply with the Georgia Open Records Act, which may require a timely written response (within three days of

6.

7.

8.

9.

10.

11.

the inspection request) denying inspection of such records and stating the applicable statutory authority for denying the request. 12. Local areas will comply with the security and privacy standards of Public Law 104-191 - the Health Insurance Portability and Accountability Act of 1996. Veterans and other qualified persons will be provided priority in all USDOLfunded workforce services in accordance with the Jobs for Veterans Act (P.L. 107-288), (38 USC 4215). Migrant and seasonal farmworkers will be provided the same range and quality of services as non-migrants, and equity of service will be afforded to migrant and seasonal farmworkers in all labor exchange services provided in the area. [20 C.F.R., Part 653] Local areas will comply with section 101 of Public Law 109-149 which limits the salary and bonus compensation for individuals who are paid by funds appropriated to the Employment and Training Administration and provided to recipients and sub-recipients.

13.

14.

15.