Comprehensive WIA Plan

PY 2007 - 2008

Area Contacts

1. Name of Area

Heart of Georgia Altamaha Workforce Investment Area

2. Name, address and phone number of Chief Local Elected Official

William T. Howell, Jr., Dodge County Commissioner

35 Tripps Court
Eastman, Georgia 31023
478-374-3335

3. Name of organization administering the grant.

Name, Address and Phone Number for Local Area Director.

Grant Administrator: Job Training Unlimited, Inc.

Contact Person: Reba J. VanMeter, Director

Address: 7B South Duval Street

P.O. Box 906
Claxton, GA 30417

Phone Number: (912)-739-7158

Fax Number: (912)-739-7126

E-mail Address: jobtraining@g-net.net

4. Name, address and organization of the Workforce Investment Board Chairperson

Charles M. Jordan, Jordan Financial Concepts, Owner

P.O. Box 278,
Vidalia, GA 30475

5. Name, address and organization of the Youth Council Chairperson

William J. Peterson, Soperton Housing Authority

P.O. Box 56
Soperton, GA 30457
 6. Name, address, phone number and fax number of the area's one-stop
operator(s). List which sites the organization manages and indicate with an
asterisk sites that are WIA comprehensive sites.

* Altamaha Technical College Heart of Georgia RESA

Ted Buford, Coordinator Sherry Hardeman
1334 Golden Isles Parkway West 1141 Cochran Highway
Baxley, Ga 31513 Eastman, GA 30123
Phone: 912-367-1736 Phone: 478-374-2240
Fax: 912-367-1743 Fax: 478-374-9265

* Department of Labor Candler County One-Stop

Robert Young, Coordinator Faye Newton or Gwen Lane
910 North Jefferson Street 310 West Broad St.
Dublin, GA 31021 Metter, GA 30439
Phone: 478-275-6525 Phone: 912-685-7976
Fax: 478-275-6599 Fax:-12-685-7971

* Department of Labor Tessie W. Norris Public Library

Donna McCullough, Manager Kathy Wright
263 North Brunswick Street 315 Third Street
Jesup, GA 31545 Cochran, Ga 31014
Phone: 912-427-5842 Phone: 478-934-2904
Fax: 912-427-5881 Fax: 478-934-2904

Hazelhurst Campus Annex Chamber of Commerce

Ted Buford, Resource Specialist Alex Clements
124 E. Jarman Street 1102 First Avenue
Hazelhurst, Ga 31539 Rochelle, GA 31079
Phone: 912-375-9442 Phone: 229-365-2509
Fax: 912-375-9442-Fax Fax: 229-365-7228

Glennville Multipurpose Center Job Training Unlimited

Claudette Collins, Resource Specialist Cassandra Barnard
705 North Caswell Street 7B South Duval Street
Glennville, GA 30427 Claxton, GA 30417
Phone: 912-654-5060 Phone: 912-739-7158
Fax: 912-654-5066 Fax: 912-739-7126

Southeastern Technical College Harley Fulford Library

A.J. Glover, Resource Specialist Laura Fortner
3001 First Street 301 Elm Street
Vidalia, GA 30474 Wrightsville, Georgia 31096
Phone: 912-538-3215 Phone: 478-864-3940
Fax: 912-538-3217 Fax: 478-864-0626

Swainsboro Technical College Heart of Georgia Technical College

Jan Brantley, Coordinator Alex Clements
346 Kite Road Telfair Center Box 2 C Rt. 1 Highway 280
Swainsboro, GA 30401 Helena, Georgia 31037
Phone: 478-289-2274 Phone: 229-868-7834
Fax: 478-289-2307 Fax: 229-868-3085

Soperton Housing Authority Montgomery County Learning Center

Michelle Morris or Buddy Brantley A.J. Glover
700 Eastman Road 251 Richardson Street
Soperton, GA 30457 Mt. Vernon, Georgia 30445
Phone: 912-529-4596 Phone: 912-583-4158
Fax: 912-529-4889 Fax: 912-583-4158

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 Wheeler Co. Chamber of Commerce
Judy Fossett
Six West Railroad Street
Alamo, GA 30411
Phone: 912-568-5808
Fax: 912-568-5808

7. Website address for the area (if any).

www.region9wib.org

www.g1careernet.com

8. Name and phone number of individual(s) with primary responsibility for plan
development.

Reba J. VanMeter, Director Alexis Eason, Planner

Job Training Unlimited Job Training Unlimited
(912) 739-7158 (912) 739-7158

Ms. Donna McCullough, Manager Dr. Paul Scott, President

Georgia Department of Labor Altamaha Technical College
912-427-5842 912-427-5800

Mr. Duane Whitley, Owner

Independent Office Supply
912-654-2121

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Plan Signatures

Name of Area:

Heart of Georgia Altamaha Workforce Investment Area

Chief Local Elected Official:

Name William T. Howell, Jr. Date

Local Area Director:

Name Reba J. Van Meter Date

Local Workforce Investment Board Chairperson:

Name Mac Jordan Date

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 Comprehensive Local WIA Plan
PY 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.

The Heart of Georgia Altamaha Workforce Investment Board (HGAWIB) (Region 9/Area
16) maintains a system comprised of 17 One-Stop Centers, three of which are
comprehensive centers and the remainder access points. The centers provide services
and information to customers throughout the seventeen counties in the region. The
HGAWIB’s main goal is to provide to the citizens of each county the ability to find in their
own county, a comprehensive center or access point. Comprehensive centers contain
all the technology, resources, people, and information necessary for customers to
receive core, intensive and training services. These locations also contain employer
services and resources. Access points contain, at a minimum, technology to access
information on how, when and where to receive core, intensive and training services. In
addition, the access points provide access to the Internet and when possible, customers
may apply for services located in the larger comprehensive centers or partners’
locations. Our centers are the “convenience stores” for employment related needs.
The HGAWIB strives to maintain the lowest unemployment rate with the highest quality
worker and the highest quality of customer service for the employee and the employer.

The Heart of Georgia Workforce Investment Board Mission Statement

The Heart of Georgia Workforce Investment Board envisions a system

comprised of comprehensive One-Stop Centers and access points to
provide services and information to customers throughout the seventeen
counties in the region. The Heart of Georgia Workforce Investment
Board will provide to the citizens of each county the ability to find, in their
own county, a comprehensive center or access point that contains all the
technology, resources, people, and information necessary for customers
to receive core, intensive and training services. These locations will also
contain employer services and resources.

In order to address the ETA’s National Strategic Directions regarding building a

demand-driven workforce, increasing the focus on education and training,
enhancing One-Stop integration, serving youth most in need, increasing
information, including faith-based organizations, and addressing performance
accountability the WIA Board under went a major structural change. The
following are the new committees and their goals established by the Board during
their annual retreats in 2005 and 2006 designed to address the ETA’s National
Strategic Directions:

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 1) The Attendance Committee:
The goal of the attendance committee is to encourage the WIB members to
attend WIB meetings.
2) The Public Awareness Committee:
The goal of the public awareness committee is to increase the recognition
of the Workforce Investment Board and its programs in Region 9
communities. Two new goals to help achieve this are to increase the
involvement of the Hispanic community and to increase the involvement of
the Faith-Based Organization in our region.
3) The Board Orientation Committee:
The goal of the Board orientation committee is to help new WIB members
understand the mission and purpose of the WIB. The committee will also
help the new members feel comfortable in meetings, encourage
participation and make committee appointments.
4) The Budget and Evaluation Committee:
The goal of the budget and evaluation committee is to provide a fiduciary
oversight for the expenditure of WIA funds and to link those expenditures
to the newly created common measures.
5) The One-Stop Committee:
The One-Stop committee’s purpose is to increase marketing strategies and
to identify sources to help us market to those who have a need for our
services. An example of a source would be Faith-Based organizations. We
want everyone to know the purpose of a One-Stop and where it is located
in their community.
6) Plan and Program Review:
The plan and program review committee’s mission is to increase WIA
Board members accountability of WIA programs and to form a
collaborative union with school officials at every level of education.
7) The Retreat/Nominating Committee:
The Board retreat and nominating committee’s goal is to plan a retreat that
will increase the knowledge of the WIB members to programs and services
provided through WIA. The committee’s goal is to also nominate the best
candidate for chair and vice-chair of the WIB.
8) The Legislative and State Board Committee:
The Legislative and State Board committee’s goal is to serve as a liaison
between the local WIB and the State WIB. The committee will work to get
information to State and Federal Legislators about the accomplishments of
Region 9 and also to provide information relative to assistance required to
better serve our constituents.
9) The Education Committee:
The education committee’s goal is to develop, implement and assess
actions to create strong linkages between regional school systems and the
Board.
10) The Employer Committee:
The employer committee’s goal is to improve communication to all
employers of the services and programs available to them through WIA.
The mission is to also develop marketing strategies through
communication media and to identify employers to be targeted.
II. Local Governance

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1. Describe how the local workforce development system will be governed to
ensure that it is comprehensive, integrated, effective, responsive and customer-
focused. Examples of items you may wish to describe include: the local board
committee structure, the board's oversight activities. Describe how the GDOL
career centers and other WIA partners have worked together to promote service
integration.

The HGAWIB’s workforce development system is governed by a Board

comprised of private and public sector members. These members bring
expertise from their specific professional areas with which they will enhance
existing services or assist in the development of additional services. They are
appointed by Chief Local Elected Officials. The Board has 52 members. The
members were appointed based on their required partners’ affiliation, their
individual qualifications, their private/public sector status and the county which
they represent. All required partners and all seventeen counties are represented
on the Board. These include members of the Youth Council and Georgia
Department of Labor. There are at least three members who represent each of
the seventeen counties within the region. A quorum is in effect when at least one
member representing at least nine of the seventeen counties is present at the
Board Meeting. The committee structure consists of an executive committee, the
budget and evaluation committee, the one-stop committee, the Program Review
committee, and the youth council. Oversight activities are as follows:

- The Executive Committee may act on behalf of the Board and handles issues
with Administrative Entity and Grant Recipient.
- The Budget and Evaluation Committee reviews the WIA budget, can suggest
sanctions and recommendations to the Board. This committee recommends
expenditure of Adult and Dislocated Worker funds to the Board. They review
RFP’s and proposals if needed and report to and recommend to the Board.
- The One-Stop Committee reviews partner performance, relationships, available
resources, and needs. They assist with service mapping and overall oversight
of the One-Stops and the services they provide. Members of this committee
make personal visits to One stops.
- The Plan & Program Review Committee meets to review and evaluate
performance standards, customer satisfaction and staff monitoring reports. They
can suggest sanctions, recommendations and/or technical assistance to the
Board.
- The Employer committee reviews programs and outcomes to determine if
employer’s workforce needs are being met and to ensure employers are
aware of the services offered through the WIA system.
- The Education committee reviews programs and outcomes to ensure that
customers are receiving training and education which meets the demands
of local employers. The committee considers whether or not services are
seamless and if the avenues available to customers are easily accessible.
The education committee also promotes new programs or training as the
local area demands.
- The Youth Council is an advisory committee for youth services. They report to
and recommend to the Board. They recommend expenditure of youth funds,
evaluate and review performance of youth contractors and programs, and review

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 youth RFP’s. The Council reviews programs and outcomes to ensure the
neediest youth are being served and that the services provided assist the
youth in securing employment in areas of demand.
- The public awareness committee is responsible for planning, oversight and
reporting to the Board, all public relations efforts.

GDOL and other WIA partners work closely together in Region 9 through co-
location at area One-Stops, by using the One-Stops on an part-time basis,
through sharing referrals of customers throughout the partner’s WIA system, and
by actively participating in the Board and committee meetings. Region 9 prides
itself on the strong support and excellent cooperation of all WIA partners to “do
whatever it takes to get the job done”. This motto is evident in the large numbers
of customers served and the quality outcomes in Region 9. It takes all partners
to achieve this success and Region 9 has the cooperation of those WIA partners.

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.

Along with local Chief Elected Officials (CEO), the area’s Regional Development
Center (RDC) is the grant recipient for the area. Mr. Alan Mazza, Executive
Director, and his staff provide financial support in the form of completing draw
downs, dispersing funds to the administrative entity, budget oversight and
management, and financial reviews. More specifically, the RDC is responsible
for receiving the grant awards (WIA funds). They develop and execute a contract
between Job Training Unlimited and the RDC. In addition, they are responsible
for draw downs of those funds, they review compiled entity and service provider
invoices, they conduct all fiscal monitoring as well as periodic programmatic
monitoring for informational purposes, they generate quarterly reports and
present financial reports to the Board, and they complete and submit the financial
summary reports to the State.

Job Training Unlimited was appointed by the CEO’s to be the administrative

entity of WIA funds. Ms. Reba J. Van Meter and her staff provide administrative
services such as oversight and training of contractors providing services,
oversight and support of the One-Stops, disbursement of WIA funds for training
services including youth services, disbursement of WIA funds for support of the
One-Stops, and technical assistance for contractors and One-Stops and payroll
services for GoodWorks. Job Training Unlimited is responsible for; reviewing
service provider invoices and payments to service providers, requesting draw
downs to be completed by the RDC, all Board support (except for financial
reporting), monitoring of contracts, including employers and customer
satisfaction, development and release of RFP’s, support to the Board in proposal
review, contract negotiation, coordination with partners, planning development
with partners, technical assistance to all One-Stops/partners and public relations
efforts for all One-Stops and the area in general. Customers’ services are
delivered by contractors of the administrative entity or through the One-Stop
system by required partners which may be co-located or through an electronic
linkage or referral system. Staff support for the Board is provided by Ms. Van

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 Meter and Ms. Sandy Bunton along with other Job Training Unlimited staff as
needed.

3. Describe the connection and cross-membership between the Youth Council and
the local Workforce Investment Board. List the responsibilities the local Board
has vested in the local Youth Council.

The Board has established a Youth Council to provide oversight for all youth
activities and advise the Board regarding youth issues. The Council consists of
11 WIA Board Members with an interest in and an affiliation with youth programs
and 11 members who were selected from the general public based on their
interest in youth issues and previous experiences such as a former youth
participant and a parent of a former youth participant. Some of the members
specific affiliations are Head Start, Telamon, Family Connections, School to Work
and Boys & Girls Club. There is no Job Corps within region 9, however, WIA
staff have met with Job Corps to apprize them of the youth services offered in
this area and to establish a system for referrals when needed. The Youth
Council includes appointments to ensure that all required partner agencies, and
the general public have representation on the Board and input to the
development of the youth employment and training system at the local level.
These individuals have the responsibility for
- assistance with the design and development of youth programs based on local
need
- the local plan relating to youth
- review of Youth Services RFP’s and review of the resulting proposals along with
recommendations to the Board for contract selection
- oversight of youth performance
- reporting to the Board regarding youth activities, needs and concerns
- incorporation of other agency services into the WIA program system
- maintaining accurate and timely information on youth issues and available
resources
- ensuring that at least fifty percent of the youth funds are expended on out-of-
school youth that the program design provides a minimum of ten required
elements for youth programs.

4. Describe any linkages the area has established with other local boards in the
region (workforce boards and related boards).

The Regional Development Center (RDC) Board is comprised of local CEO’s

from each county within the Region 9 area (some who also are on the WIB).
Staff from the WIA administrative entity report to the RDC Board on a monthly
basis to share information, seek input and keep the Board up-to-date on WIA
funded activities. The CEO’s also reserve time while at the RDC meeting to
discuss WIA activities amongst themselves.

Members of the current WIB also serve on other Boards and bring insight to
activities, needs and concerns from across the area through their membership on
other local Boards. Some of the other local Boards represented by WIB
members are local Boards of Education, local Recreation Boards, faith-based

9
 Boards, Southeast GA Financial Advisors, local Chambers of Commerce, local
Regional Development Authorities, GA Telephone Association, local Homeless
Authorities, United Way, Boys & Girls Club, Council of the Arts, Family
Connections, School-to-Work, local Community Center Boards, NAACP,
Department of Community Affairs for Economic Development, Industry Buying
Group, Community Action, Head Start, local Boards of Health, local Hospital
Boards, and the Tourism Council.

III. Plan Development and Implementation

1. Describe the process used by area staff and board to update this comprehensive
service plan. Describe your strategic planning efforts and explain how the results
of these efforts have been incorporated into the WIA plan update. 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.

This plan was developed with the original plan as a guideline. Minutes from
regular Board meetings as well as information from the Board’s annual retreat
were also used to provide information used in development of this update.
Meetings were held with a committee of Board members representing WIA
partner agencies. The update was developed by the committee and
disseminated to Board members (who represent all required partners) for review
and comment. After providing time for review and comment, the plan update was
submitted to the full Board for approval.

Strategic planning is conducted in some detail at regular Board meetings along

with the annual Board retreat held in August of each year which is a major
strategic planning session for the Board members. Several activities during the
retreat lead to review of existing goals and development of new goals along with
the identification of the area’s strengths and weaknesses.

The Board’s new committees are working closely together to ensure

members are aware of local employers’ needs. Employer’s are contacted
and needs assessments are conducted. Training and education for WIA
customer’s are focused on the employer’s requirements. One-Stops work
to match customers to employer’s based on technical requirements, basic
skills and soft-skills. Communication between Board members,
Department of Labor Career Centers, WIA staff, Department of Technical
and Adult education and employers are on-going. One example of meeting
employer’s needs and creating the demand-driven workforce is when
Board members reported that there was a need in the area for skilled
construction labor. DTAE staff were contacted by WIA staff and a class
was designed by DTAE for WIA customers in Basic Construction skills.
Employers were notified and hired customers directly from the graduating
class.

IV. Needs Assessment

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1. Using the enclosed 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 Data Integration Analysis”
and incorporate, as appropriate.

The 2005 population estimate for the Heart of Georgia Altamaha area is 286,227.
This represents an increase of 10.6 percent from 1995. The total civilian labor
force in the Heart of Georgia-Altamaha area for December 2006 was 130,702 of
which 123,855 were employed with an unemployment rate of 5.2 percent.

The average weekly wage for workers in the area in 2004 was $515. This is
equivalent to $12.88 per hour or $26,780 based on a 40 hours work week. The
total number of employees in the area in 2006 was 97,245. With the largest
industry, manufacturing at 18% which is an 8% increase since 2004. The next
highest industry is Health Care and Social Assistance at 15% which remains
constant, followed by Retail at 13% which is also the same as in 2004.

Comparing this data to the entire state of Georgia, the average weekly wage
across the state is $718 and the percent of population increase is from 1995 is
24.6%. This would tend to indicate that people coming into the state are locating
elsewhere due to higher wages and more job opportunities in other areas.

Other data shows us that those with higher education are earning more than
those with less formal education. On an average, those with a bachelor’s degree
or higher earn $33.70 per hour. Those with an associate’s degree or post-
secondary
vocational training earn an average of $18.51 per hour while those with no formal
training earn and average of $13.56 per hour.

(Georgia Department of Labor, Workforce Information & Analysis, Data Tools)

The combination of this data suggests that the Heart of Georgia Altamaha’s
workforce needs more job opportunities and better education in order to
strengthen and maintain a stable workforce, therefore a stable economic
condition.

With the industries providing the most employment opportunities being

manufacturing and health care, Region 9, will need to continue utilizing
Workforce Investment Act funds to train customers in the health care industry
and to develop programs such as certified manufacturing training and employer
customized types of training. Other types of jobs within the Region which offer
significant numbers of opportunities are retail trade, education services, public
administration, and the accommodations & food services industry.

The Workforce Investment Board will continue to set and meet goals to meet the
needs of the workforce. In order to support these goals the Board will continue to
develop employer involvement, and will continue to use training funds to advance

11
 the educational opportunities of the areas customers. Additional support of these
goals will come in the form of the area’s One-Stop system.

Partner agencies work closely together with One-Stops to provide employment

related workshops and referrals. In addition, One-Stops can provide the link
between the ready-to-work job seeker through the entire system of resources.
Training programs can provide on-the-job training or more in-depth training for
those needing at least a two-year degree. The area provides GED preparation
training, English as a second language, adult literacy and continuing education,
and many other programs to ensure the area’s workforce is prepared for the
future of Georgia. Each One-Stop within the area has a resource staff person to
assist job seekers and at least one computer for job search. Customers can use
phones, fax machines and copiers and all One-Stop staff are proficient in resume
development. Referrals are made to other agencies from (and to) the One-Stops
and customers are offered information on a wide array of services and
employment options. Once each month, the Region conducts a resource fair to
which partner agencies, community agencies and employers are invited. Each
month, a different one of the seventeen counties hosts these job fairs. Flyers
and brochures are distributed and the Region’s website advertise these job fairs.

In addition, the Region’s website hosts a “job postings” page which contains all
the job postings from the Region’s local newspapers. Employers also utilize this
website to post jobs by directly contacting the Region’s staff to provide them with
the job listing. The website provides links to the Georgia Department of Labor
website and the GDOL employment opportunities site, as well as, links to all
partner agencies.

Also, the regular WIA Board meetings designate a time for dissemination of
information regarding workforce data. Information such as current
unemployment rates are shared, information about new businesses is
shared, information about recent lay-offs and Rapid Response activities,
and any other local area workforce information is disseminated. This
information is used by the partners to develop plans to serve the
employers, and the system’s customers by creating a demand-driven
workforce.

V. Workforce Delivery System

1. Using the matrix in Attachment B, outline the structure of the Area’s One-Stop
system, identifying the partners at each comprehensive site and the major
services provided at those locations. Provide the same basic information about
additional (non-comprehensive) workforce service locations in the local area, 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.

Matrix Attached.

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 Customers in Region 9 are served though a variety of One-Stop settings.
Local Career Centers, Tech Colleges, libraries. Customers in this region
receive seamless services, without regard to which agency provides the
service. One-Stops provide information, job search and referrals to
services - this is what the customer sees, not that the information is
provided by Department of Labor, the job search assistance may be
provided by a library staff person and that training funds are provided by
WIA. Customers are referred to a person, not a program and many
customers may not even know what “WIA” means. Partners in Region 9
work closely together and make referrals on a regular basis. Many
customers have gone to a DOL Career Center after being laid off and then
gone directly to register for classes at a local Tech college, and received
assistance for their training, and funds to pay (for example) emergency car
repairs without ever knowing that all of the funds used to support this were
“WIA” funds. They only know that they went to a certain location, and “got
help” to go to school. There are seventeen rural counties within Region 9,
all of which have a One-Stop to assist local customers.

2. Describe the methods of coordinating with partners and services not available at
the comprehensive sites.

Many, in fact most all services within the area, are provided on site at the
comprehensive locations. If not full-time, at a minimum, partners participate on
location part-time. For those services not available on location, several methods
are used to serve the customer. Most often one-on-one contact is made with the
provider of the service by the One-Stop staff and arrangements are made by
telephone to ensure the customer is linked to the service. The following methods
are used:
- Telephone calls to the service provider are made and arrangements are made
for the customer to meet with the provider at the One-Stop or at the provider’s
locations.
- Paper referrals are made which include directions, times, contact person,
services requested, etc.
- The area’s website and/or Internet access at each One-Stop can be used to link
the customer with the services offered at other locations.
- Telephones are available for customers to use on their own.
- If a One-Stop has multiple requests for a particular service, workshops can be
held to provide information on the service to a group of people.

3. If your comprehensive sites are not GDOL career centers, describe how services
at the area’s sites(s) and GDOL services are integrated to provide seamless
customer service.

The Altamaha Tech - Baxley Campus is the only one of the area’s One-Stop
comprehensive sites which is not a Career Center. Staff from the local GDOL
career center visit the Campus on a regularly scheduled basis. In addition, the
center has Internet access to the DOL website and staff from the career center
work hand-in-hand with Altamaha Tech to share information such as job orders,

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 forms, applications, information, etc. Workshops are provided as needed and
customers can also be referred to the career center if necessary.

4. Summarize the functions performed by the area's one-stop operator(s).

The area’s One-Stop operators duties include facilities’ maintenance, tracking the
partner’s fair share, space planning, coordinating with the area’s public relations
staff to ensure the facility is marketed to employers and the public, utilizing
customer feedback, specifically marketing to employers to utilize the facility and
its resources, outreach to additional partners, reporting activities and data to the
administrative entity, reporting progress and performance of the facility to the
WIA Board, initial resolution of disputes regarding the facility or partners’
relationships, ensuring equal access to all customers, identifying training
resources for partners within the facility, conducting periodic meetings of partners
to facilitate continuous improvement and promote open communications,
oversight of a continuous improvement plan, and other needs as related to each
specific site’s design. In some One-Stops, the WIA administrative Entity the
provides WIA-funded staff to assist with these duties.

5. Indicate which partners are providing core and intensive services for adults and
dislocated workers in your area.

Core Services include eligibility determination which is conducted for the various
programs by their program staff. Some One-Stops provide “pre applications” for
various programs such as some WIA training programs. Core services also
include outreach, intake, orientation, services available, initial assessment, job
search, job placement, and career counseling, labor market information,
performance information, supportive services information, information on filing UI
claims, and follow-up services. These core services are provided by:
Department of Labor
Workforce Investment Act Programs
Each One-Stop location which includes Tech Colleges, Chambers of Commerce,
Department of Labor Field Services offices, local Libraries,
Community Centers, and State Educational Agencies (RESA).
Telemon - Migrant and Seasonal Farmworker’s Programs
Workforce Investment Act Training Providers
Department of Family and Children Services

Intensive services include comprehensive assessment, development of a career

plan, counseling, case management, and pre-vocational services such as
workshops. These services are provided by
The Department of Labor
Workforce Investment Act Training Programs and their providers
Telemon
Vocational Rehabilitation
Department of Family and Children Services
Department of Technical and Adult Education
Senior Employment Programs - Experience Works

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 Housing and Urban Development Employment & Training Programs

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.

Attached

1. List the Board-established policies regarding:

a. priority of service for intensive and training services, where adult funds
are determined to be limited.

When it is determined that WIA Adult funding is limited, the Heart of Georgia
Altamaha WIB has implemented a priority for intensive and training
services system. The following criteria will be used in determining that
funds are limited: If 80% of the total available adult funds are obligated,
funds for intensive and training services will be considered limited.
Expenditures will be reviewed on a quarterly basis to determine if the
limited funding criteria has been met. In the event of a determination that
funding is limited, priority for adult intensive and training services will be
given to recipients who meet the criteria of outlined below:

Priority for training services will be given to individuals who have met the
minimum eligibility but have one or more characteristics that may act as a
barrier to obtaining and/or maintaining employment. These are as follows
(in no order of priority):

b. unemployed
c. Lacks a high school diploma or GED
d. Poor work history
e. Poor basic skills
f. Offender
g. Food stamps recipient
h. Welfare recipient (TANF)
i. Lacks self-sufficiency
j. Underemployed
k. Limited English proficiency
l. Pregnant/parenting youth
l. At or below 150% of the lower living standard

Training funds will be used to build on existing skills first. An individual

who may be trained for a quality job more quickly and economically by
building on existing skills first may take precedence over training an
individual in an entirely new occupation. However, the person’s interests,
demands of the labor market, available occupations within their

15
 commuting distance, and limited training dollars must be taken into
consideration.

m. service to individuals who do not reside in the area

Training services will be provided to residents of the Heart of Georgia

Altamaha Workforce Investment Area for adult, youth and dislocated
workers. Services for dislocated workers will also be given to employees
of companies whose place of business is/was within the Heart of
Georgia Altamaha Workforce Investment Area. Core services will be
available regardless of residence. Intensive services will be available to
all eligible customer’s, as applicable, regardless of residence. Residents
of other service areas desiring training, unless dislocated workers as
stated above, will be referred to the Workforce Investment Board in their
area.

n. target groups served in the area

Currently there are no policies which apply only to specific target groups.

o. supportive service policies for adults, dislocated workers and youth

Support Policy for ITA’s

A supportive service payment of $16 per day, based on attendance, will be paid if
the customer has legal and physical custody of a child under the age of five. If
the customer receives child care funds from other sources, supportive payments
will be paid at $8 per day based on attendance. A supportive payment of $5 per
day, based on attendance, will be paid Fall, Winter and Spring quarters for before
and after school care if the customer has legal and physical custody of a child
between the ages of five and twelve years old. A supportive payment of $16 per
day, based on attendance, will be paid Summer quarter for all day care if the
customer has legal and physical custody of a child between the ages of five and
twelve years old. A supportive payment of $8 per day to cover other expenses,
will be paid if the customer does not have children. Customers may receive child
care between quarters to hold a day care slot if the child is in a licensed day care
and if the customer is in an activity such as volunteer work or tutoring, etc., for at
least 12 hours per week. The child care payment is not to exceed the amount
paid the previous quarter. Support payments of necessary clothing will be limited
to a maximum of $200 per customer.

Support Policy for OJT Customers

Child care support if available for On-the-Job training customers for a duration of
two weeks at the beginning of the training period or until the first paycheck is
received. On-the-Job training customers with documented special needs
(transportation, meals, etc.) can receive a one time support payment of $25.00 at
the beginning of the training period. Support payments of necessary clothing will
be limited to a maximum of $200 per customer.

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Special Needs Payments
Needs-related payment will be made available to the Adult or Dislocated Worker
enrolled in training and/or intensive services after participation in training services
only as a last resort. Documentation must be obtained and placed in the
customer’s file that every avenue has been explored. The amount of the needs-
related payment is not to exceed: One or more payments up to a maximum of
$500.00 per customer. These payments may include but not be limited to, car
repairs, utility shut-off notice, eviction notice, or foreclosure notice. Payments will
not be made until other community resources have been exhausted.

Youth Support Policy

Support payments for youth include clothing, school supplies, and special needs.
The following support as outlined below should be used as a guideline and may
be adjusted as allowable by law and with approval of the program director. GED
Testing, driver’s licences, birth certificates, academic program(s) registration fees
while in-school, are allowable costs which may be paid by WIA. Support
payments for necessary clothing will be limited to a maximum of $200 per
participant. A list of vendors will be developed and vouchers will be issued to the
vendor for the purchase of clothing. Youth who are attending post-secondary
school will be allowed to purchase a maximum of $25 in supplies at the book
store such as paper, pens, notebooks, computer disks, calculators, markers, etc.,
per quarter. Non-academic items such as T-shirts, book bags, key chains, etc.,
will be excluded. Required books, when HOPE or other grants are not available,
may be purchased for youth not to exceed a maximum of $2,000 per youth.
Youth with documented special needs can receive one or more payments up to a
maximum of $500 per participant. Special needs may include but not be limited
to, car repair, utility shut off notice, eviction notice, or foreclosure notice.
Payments will not be provided until all other community resource have been
exhausted.

p. demand occupations (please list)

The Board has established priority of training services to be provided

within the following training areas. These training areas are directly
linked to the area’s four (4) largest occupational demand areas of
manufacturing, health care, retail trade, and the service industry. Training
within these areas will increase the chances of employment upon
completion of training. The following list is not all inclusive, however, it is
an example of such training areas.

Manufacturing
Welding and Joining Technology
Automated Manufacturing Technology
Certified Manufacturing Specialist
Machine Tool Technology
Industrial Electric Technology

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 Industrial Maintenance
Industrial Mechanical Technology
Aircraft Structural Technology
Aircraft Assembly Worker
Industrial Fluid Power
Quality Assurance
Health Care
Registered Nurse
Licensed Practical Nurse (two years)
Phlebotomist
X-Ray Technician
Nursing Assistant
Medical Assistant
Medical Transcriber
Home Health Aide
Certified Nursing Assistant
Physical Therapist
Respiratory Therapist
Retail Trade
Accounting
Management Supervisory Development
Marketing Management
Certified Customer Service Specialist
Service Industry
Certified Customer Service Specialist
Hotel/Restaurant Management
Retail Business Management
Child Development
Small Business Management
Truck Driver

8 Describe the local Individual Training Account system, including:

a. Public notification to prospective providers

Prospective providers will be notified that the region is accepting

applications using public notification within area publications.

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
accessability

Applications used are standard forms provided by GDOL in the technical

assistance guide and contain questions on past performance,
accreditation, outcomes, costs, accessability to which the potential
provider must respond. The responses are verified and compared to the
Region’s WIA performance outcomes and labor market information. A
review of applications is conducted by staff and the outcome of those

18
 reviews reported to the Board’s Budget and Evaluation Committee. The
review includes the comparison of the potential provider’s past
performance and potential to produce skilled workers for jobs in demand
to the Board’s expected outcome. The Committee will recommend
approval or non-approval of providers to the full Board and forward the
information to the State DOL for final approval as appropriate.

c. formal appeals process for aggrieved ITA customers and providers of

unapproved training programs

The region provides written grievance procedures which outlines steps to

be taken by any person or organization who wishes to file a complaint
and has received or applied for WIA funds. These procedures include
informal resolution as a first step then proceed to written submission of
the complaint. If the concerns are not resolved at the local level, the
procedures outline the actions needed to take the complaint to the state
and federal levels and may include a formal hearing.

d. ongoing process used to update the data on the eligible provider list
(exclusive of the state-conducted annual subsequent eligibility process)

Performance data and cost data are gathered on an annual basis and
used in the same methods mentioned above. Providers may be
subsequently excluded from participating or be allowed to maintain
participation in WIA funded training, based on this data.

e. any regional policies or agreements for ITA’s or training providers

The following has been adopted as the local policy for those
applying in the Heart of Georgia Area for inclusion on the State’s
eligible provider list:

Training Providers Located Outside the Heart of Georgia Altamaha

area – A Training Provider that does not maintain a training facility
in the Heart of Georgia Altamaha area must first submit an
application to be an eligible training provider to the Workforce
Investment Board in the training provider’s area in which their
training facility is located and either be approved or disapproved by
the local WIB for inclusion on the State’s Eligible Training Provider
List (ETPL), including training providers located outside the state of
Georgia. Approval for individual programs for an existing approved
provider must go through the same process.

f. access of customers to the eligible provider list and process for

determining which customers receive ITAs

Any customer who enters a One-Stop location has access to the list via
the Internet. In addition, customers normally would speak with a WIA
customer service representative who will assist them in accessing the list

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 for making determinations regarding training. Customers receive ITA’s
based on their need and eligibility requirements. Those who have
received at least one core and one intensive service and have not found
employment through these efforts which lead to self-sufficiency and meet
WIA eligibility requirements, are eligible for training. Once these
requirements are met, a customer’s assessment and career plan is
reviewed with them on an individual basis. Customers receive assistance
in interpreting assessment results, information on training options,
information on performance and costs of training providers, and labor
market information. If, after the results of these efforts the customer and
case manager have concluded that an Individual Training Account is the
best option for obtaining employment which will lead to self-sufficiency, an
ongoing training plan is developed. The training plan must include
application for PELL and other grants since WIA funds is used to
supplement other funds or grants awarded to the customer. If the
customer is not eligible for such grants, WIA funds may be the primary
funding source. The plan is initiated upon completion of the appropriate
paperwork with the WIA ITA provider and the training provider.

g. process to track and manage all ITA activity

The GWS system is used as a database to gather all initial information

regarding ITA enrollments. In addition, Region 9 uses Excel
Spreadsheets which includes projected and actual costs for each student.
This is used to record training enrollments and all associated costs. The
spreadsheet method is a database designed in-house using feedback
from State financial staff and is used to record and manage ITA costs. In
addition, administrative entity staff are skilled in FOCUS report writing and
generate regular reports regarding WIA activities and outcomes.

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 duration of training is two years. Total training dollars, not
including supportive services, will not exceed $6,000 per individual.
Eligibility requirements include training in demand occupations only which
will lead to financially suitable employment. Adult-funded eligible
applicants who do not reside in the area can only be served with a waiver
from the Board. Dislocated Workers who do not reside in the area can be
served if their employer of dislocation is within the area. There are
currently no restrictions on use of the statewide list, but this may change
based on annual reviews.

9. Describe local policies that ensure that other financial resources for training (e.g.,
Pell, HOPE Grant, HOPE Scholarship, TANF, etc.) are considered before
expending WIA funds. Describe any coordinated efforts regarding training
across areas within the region.

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 Staff work directly with customers interested in WIA-funded training and
coordinate with the financial aid staff within each school. One of the criteria for
eligibility is the application to the grant programs available and exploration of
other funding sources. Staff work with customers to make them aware of these
other funding sources and help them apply for these funds. Hope funds are used
prior to WIA funds and the remainder of expenses may be paid with WIA funds or
other fund sources. PELL grants may be utilized by the customer for living
expenses. If the customer is not eligible for such grants, WIA funds may be the
primary funding source. Other avenues are used as well, if available such as
TANF grants, WIA funds are used to supplement any other training funds, since
WIA funds are limited. Staff explain WIA allowed training costs and priority of
utilizing other funds first rather than WIA funds. They advise customers
regarding how these funds can be and must be managed to cover the students’
expenses.

10. Discuss the role of faith- and community-based providers within the local system.
Discuss board policies regarding training contracts with community-based
organizations or other training providers with proven expertise in serving special
populations with multiple barriers to employment. If the board has established
any such contracts, list which populations will be served through these contracts
and list the criteria by which the area determines the proven effectiveness of
such programs. See ETA’s National Strategic Directions, encouraging
effective utilization of faith-based and community based organization, and
incorporate as appropriate.

Faith based and community based providers are an integral part of the
area’s system. All community agencies and providers including faith-
based are a constant referral source for services for the area’s customers.
They are involved in community meetings and collaboratives as well as the
area’s monthly resource fairs. They utilize One-Stops to provide services
and as a referral source. The rural nature of the Heart of Georgia Altamaha
area demands that all resources be fully utilized to ensure maximum
support for our customers.

Through the system’s continuous improvement efforts, area needs are assessed
regularly. If it is identified that there is a gap in services for a special population,
the Board attempts to identify existing agencies to become partners in the
system. Should this attempt fail, the Board would then request proposals to
result in a contract for provision of these services. Currently, there are no such
contracts. However, the area’s youth programs maintain MOU’s with community-
based organizations for the youths’ year-round service needs. These MOU’s
include such services as tutoring, preparation for the Georgia Graduation Test,
life-skills and job readiness training, etc. The criteria used to determine
effectiveness in these cases are pre and post testing, an increase in grade level
and progression to the next grade in high-school.

11. Describe the area’s process and procedures for contracting with intensive service
providers, support service providers and other contractors for adults and

21
 dislocated worker services. If the area has no such contracts, simply write in
“N/A”

Currently there are no contracts for intensive services or support services

exclusively. Contractors provide intensive case management for Individual
Training Accounts and On-the-Job Training. The process for contracting with the
OJT providers is the release of an RFP which results in the review and scoring of
the proposals by a committee of the Board. This process follows standard
procedures for a competitive bid process. The committee recommends potential
contractors to the full Board which then votes to select a contractor. Contracts
are negotiated by the administrative entity based on guidelines established by
the Board and contracts are executed. Contracts are then reviewed on a regular
basis for performance and compliance. Individual Training accounts are
provided through the One-Stop system and providers are approved by the Board.

12. Describe the area’s process and procedures for contracting with youth service
providers. Describe the area's youth service strategies. Discuss how the area’s
workforce system is addressing the ten local youth program elements described
in the 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.

The process for contracting with youth service providers is the release of an RFP
which results in the review and scoring of the proposals by a committee of the
Board. This process follows standard procedures for a competitive bid process.
The committee recommends potential contractors to the full Board which then
votes to select a contractor. Contracts are negotiated by the administrative entity
based on guidelines established by the Board and contracts are executed.
Contracts are then reviewed on a regular basis for performance and compliance.

The Board through its youth council has designed a system which serves
each youth through a team/partner approach. Currently the Region has
selected providers for youth services who participate in this system. The
design consists of two contractors, each who act as a “Lead Agency” and
as many “Youth Services Partner Agencies” as are needed to accomplish
the provision of year round services tending to the needs of the “whole
youth.” The contractor’s are required to incorporate the ten required
elements into the program’s design. The ten elements are addressed
through the design itself and programs such as the “Modules” system for
basic skills, life skills and work readiness skills. Lead Agencies are taking
the lead in bringing partners together through the use of Memoranda of
Understanding. The Lead Agency seeks partner agencies who currently
work with youth, such as the Boys/Girls Club, and Job Corps to make
referrals for WIA funded activities. Once referred to the Lead Agency, the
youth are provided with intake and assessment services. Together the
Lead Agency and Partner help the youth develop their Customer Service

22
Plan. This plan, which includes any and all services the youth may need to
reach a final and long-term goal, encompasses the remainder of their post
secondary education and/or employment. Once the plan has been
completed, needs identified in that plan are filled by any Partner Agency
which provides year round services such as teenage pregnancy programs,
after school programs, tutoring, juvenile justice intervention, family
counseling.

This team approach works effectively to serve the youth through a “whole
person” concept. The agencies communicate regularly to track the youth’s
progress regarding their plan, to determine if there are unmet needs, and
to determine if current needs are being successfully addressed.

Throughout this time, the agencies have identified (and documented in the
plan) outcomes for each youth that directly correspond to the WIA
performance measures. However, youth are not driven to succeed based
on “WIA outcomes” but through their own personally developed plan and
the support of as many experienced youth agencies as needed. Staffs from
the lead agencies are responsible for biweekly contacts with each youth,
“monitoring” of partners, the effectiveness of the system as a whole, and
upholding requirements of the agencies’ continuous improvement plan.

Partner agencies incorporated into this design include:

Job Corps Family Connections
Baxley Wilderness Institute Local Technical Colleges
Education Talent Search Local Departments of Labor
Pineland Mental Health Vocational Rehabilitation
Department of Family and Children ServicesFamily Enrichment
Peer Information Network Project Care
Department of Juvenile Justice Appling Learning Center
Georgia Baptist Children’s Home Save-A-Life
Mel Blount Youth Home Communities in Schools
Unique Community Center The Loft Community Center
Department of Family and Children ServicesLion's Club
Local High Schools Boys and Girls Club
Toombs County Intervention Center The Harp Foundation
Multi-plex Center Even Start
Future Force Leadership Institute Armed Forces Recruiters
University of GA Extension Service

Specifically, out-of-school youth are served through all of the above approaches
in addition to several special programs operated just for those out-of-school.
These programs include a demand-driven construction trades occupational
skills training class, special services such as “field trips” to local colleges for post-
secondary exploration, “career days” coordinated with local technical colleges as
a means for youth to talk to school counselors and employers about careers and
training for those careers, and programs such as “Project Care” which provides

23
 targeted job readiness and pre-employment skills. A close relationship is
maintained with Adult Education to provide services to youth and the area’s
support policy for youth allows for payments for GED testing. All out-of-school
youth are registered with the Georgia Department of Labor for job search
services, workshops and other available services.

Close attention is paid those youth who are most in need of services such
as those who are incarcerated. For example, Region 9 works closely with
the local Juvenile Justice system to provide work experience for
incarcerated youth who are working on a High School Diploma or GED.
Once the youth is ready for release, WIA staff then assist the youth in
either finding employment or entering post-secondary education. This
program has been quite successful serving approximately 45 youth just
from the Dodge County YDC.
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”.

N/A

14. Describe dislocated worker service strategies, including coordination with

state-level Rapid Response, including GDOL career centers and
state/local Trade Act activities.

Funds are used to provide ITA’s, OJT or customized training when appropriate
as noted above. In addition, the local area’s administrative entity staff will
exchange information and coordinate with the State Rapid Response unit and
local DOL/FSO’s upon receiving a notice of a plant closure or substantial layoff in
the service area. Contact will be made with the facility to share information with
management regarding resources available and to assist affected workers. A
meeting with the management will be scheduled to provide information on, and
facilitate access to, available public programs and services and to provide
assistance adapted to the particular closure or layoff. At a minimum, this will
include explanations of resources available to affected workers, provision of
basic labor market information, promotion of labor management cooperation,
supportive services and identification of contact persons for follow-up and
questions. The Employment and Security Commission, Unemployment
Insurance and Trade Adjustment Assistance will be included in the Rapid
Response team. Other agencies and programs available to assist affected
workers will be included, such as educational agencies including adult education,
training providers such as technical colleges, social service programs such as
Food Stamp assistance, Peach Care and economic development agencies such
as Small Business Assistance. After the initial meeting with management, the
administrative entity staff will coordinate with the State Rapid Response Unit and
the management to present the above information to affected workers to assist
them as a result of the plant closing or layoff.

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15. Describe how WIA and other funds available in the area are used to
conduct outreach and recruitment for individuals in special populations,
including veterans, migrant and seasonal farmworkers, individuals with
disabilities, older workers, public assistance recipients, offenders,
customers with limited English proficiency and other groups. Discuss the
local area’s service to older workers.

Partners located at the area’s One-Stop locations include those partners

representing veterans (DOL), migrant and seasonal farmworkers, individuals with
disabilities (VocRehab), older workers (Experience Works), public assistance
recipients (TANF) along with the Family Connections and Goodworks programs
(DFCS), offenders, customers with limited English proficiency and other groups.
WIA and other funds are to be utilized to provide the same core, intensive and
training services as for all others. One-Stop operators are responsible for
ensuring equal access to all groups. Outreach strategies are conducted by the
partners as it pertains to each program and also through marketing of the One-
Stop location. Brochures, advertisements and other marketing efforts promote
access to services for these special populations. The area’s older worker
partner, Experience Works, provides job placement services and referral services
to the older worker. Experience Works staff have complete access to all 17 area
One-Stops and utilize them to meet with customers and for the other resources
they offer.

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.

Employer services are provided at One-Stop locations, primarily through existing

DOL services and include the area’s Resource/Job Fairs, pre screening and
assessment of potential employees, interview rooms for employers, the provision
of “touch up” skills for existing employees such as “brush-up” sessions on
keyboarding, tax credit assistance, resume sharing, job postings on the area’s
website and employee recruitment. The area will continue to conduct meetings
of employers through the Field Services Offices Employer Committee meetings
and through the local Chambers of Commerce. Labor representatives and
economic development representatives including members of the Regional
Advisory Council, are members of the HGAWIB and participate in the design a
system of employer services.

25
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.

Region 9 is comprised of one service delivery area (16). Due to the fact that the
Board has jurisdiction over the entire area, consistency will not be an issue since
partners utilize standards set forth by the Board. There will be no duplication of
efforts since the system is designed for the entire region and is designed as a
comprehensive system with the inclusion of all partners.

18. Discuss how the local area is using various fund sources to develop
integrated service strategies for adult customers, especially for TANF and
other low-income individuals, including the GoodWorks service strategy.

The area uses its One-Stop system as the primary source for coordinating
various funds for adult customers. One-Stop staff and WIA partner staff work
closely together in Region 9 to utilize all resources available to serve its
customers. Examples of use of multiple funds are such things as customers
enrolled in Technical Colleges who receive DFCS-funded child care, supportive
service payments from WIA, tuition from Pell, books from Hope, and other needs
such as eye glasses through the local Lions Club, or clothing for school and
interviews from the local church’s Clothes Closet. TANF customers are served in
the same manner through the One-Stop system but also have two other
available resources. The administrative entity in Region 9 assists other
regions throughout the State in paying Goodworks customers for their
work experience. Currently there is no Goodworks program in Region 9.

19. An important feature of the customer-focused system under WIA is

increased options for accessing workforce services. Discuss steps your
area is taking to address increased options, such as: alternative access
points; self-directed and electronic services; development of resource
areas orientation to services; enhanced reception/greeter functions; or
service referral mechanisms, for various customer groups and at various
sites within your system. Review and incorporate ETA’s National
Strategic Directions - “System Reform and an Increased Focus on
Workforce Education and Training”, as appropriate.

The seventeen county region of the One-Stop system is comprised of three sites
which are comprehensive centers, fourteen other locations are access points or
multi-partner sites which have been established in the remaining counties. The
access points have computers for Internet access/job search, résumé writing and
keyboarding practice. In addition to the existing GDOL’s website and G1
System, the Board has developed a website and uses existing website
resources to electronically link partner programs and resources to the access

26
 points. The website contains a resource directory for the area and job listings for
the entire seventeen counties. Each of the 17 One-Stop locations have a
greeter/resource specialist to assist job seekers with orientation to the services
available at that location, to provide information on services and partners at other
locations, to provide resume development, job search services and assistance
with the technology. If needed, the resource specialist also assists with the
computer and makes referrals to partner agencies. Referrals are documented
and customers sign-in at the One-Stop to track numbers of users. The One-
Stops are used for youth programs as well, when needed for workshops, tutoring,
computer usage and other youth needs. The area’s website is also available in
different languages for non-English speaking populations.

As appropriate (upon request or after assessment), customers may be

referred from the One-Stop to training. Training may be provided at a local
Tech school or through On-the-Job Training. Customers are encouraged
to take advantage of training when needed and are provided information
about training opportunities by One-Stop staff and also by utilizing the
State’s electronic system for Eligible Providers.

VI. Performance Accountability

1. The plan update includes the process of estimating the performance levels for
PY 2007-2008 to be submitted as Attachment C. Please indicate if there are
any changes to populations served, to the economy or other mitigating
factors 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.

See Attachment C.

2. Describe local strategies for obtaining and using customer feedback.

The Board evaluates data provided by WIA administrative staff and partner staff
through committee meetings and reports to the full Board. State provided data is
reviewed and customer satisfaction is conducted through interviews during One-
Stop visits and during routine program reviews. “Suggestion boxes” are
maintained in each One-Stop location. Data is compiled by the staff and is
reported to the Board. If customer concerns are identified through these
methods, the staff and Board would work together to resolve any customer
service issues.

3. Describe the board’s strategies and process for evaluating the system’s progress
in meeting the needs of employers and individuals in the community, including
how the board is promoting continuous improvement of the local system.

The Board has a One-Stop committee charged with evaluating the system and
reporting findings to the Board. The committees’ responsibilities are to review

27
 partners’ performance, their relationships, resources available, and partner and
customer needs. This is carried out through on-site monitoring by WIA
administrative entity staff, partner staff and Board members who may visit One-
Stop centers at random. Staff reports program review efforts to the Committee
who in turn reports to the Board with recommendations in cases where action is
needed. In addition, all partners, whether or not they have representation on the
Board, will make reports regarding their activities within each One-Stop location
during each full Board meeting.

Continuous improvement is carried out through the customer feedback system,

staff training, regular meetings of partner staff to communicate problems, issues
and ideas which can result in improvements to the system, and through Board
actions.

The Board strives to maintain a system which does not “stagnate” once all
required elements are in place. Through these efforts, the Board will continue to
enhance services based on the fact that change is inevitable and moving
forward, along with that change, will keep the system up-to-date, energetic, and
provide the best possible customer service. At each Board meeting the
members informally evaluate progress made and identify next steps as a part of
the strategy that “it can always be better.” Committees work on issues such as
marketing, continuous improvement of each One-Stop location, youth services,
training services, Board development, and other issues. Board members set
goals and review goals regularly.

VII. Equal Access and Opportunity

1. In 1-2 paragraphs, briefly describe local procedures and staffing to address

grievances and complaint resolution.

Providers of services and other WIA staff will inform applicants, staff, providers,
and bidders about their right to file a complaint along with contact information.
An attempt is made to resolve all complaints at the local level on an informal
basis. If the complaint is not resolved, the complainant may file a written
complaint and a hearing may be used to resolve the complaint. If the issue is still
unresolved, the complainant may forward their complaint in writing to the State
EO office and/or Federal Civil Rights office. The region’s local Equal Opportunity
officer is Ms. Sandy Bunton.

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 partners.

The Board has taken effective action for the area’s One-Stops and all WIA
related programs to provide full accessibility. Each One-Stop location and all
WIA service providers are monitored regularly to ensure handicap accessibility.
A checklist is used to ensure the area’s facilities are accessible according to the
standards set. The area has an Equal Employment Opportunity Officer who has
been to training such as Equal Opportunity Training, Work Sessions for Equal

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 Opportunity Officers, and the 13th Annual National Equal Opportunity
Conference. Some locations have a TDY machine and a Braille machine. Local
training has also been provided to each One-Stop staff on the subject of
“Welcoming Customers with Disabilities”.

To ensure accessibility to services for those who are non-English speaking or

those who may not understand the technology available, the area has also taken
action. The area’s website is available in several different languages, brochures
and posters are available in Spanish (the majority of the area’s non-English
speaking population is Hispanic), and the area has staff who speak Spanish. In
addition, staff are available at each One-Stop location to assist customers with
use of the computers, writing resumes, using a fax and copy machine and any
other assistance needed while job searching. Routine reviews ensure that all
equipment is in working order to provide access to needed resources.

A referral system is in place through the very nature of the One-Stop system.
Referrals are made by telephone, in person, or through a paper system. All
referrals are documented using standard forms. Referrals include those to
Vocational Rehabiliation and Telamon. Vocational Rehabilitation and Telamon
also maintain scheduled hours at some of the One-Stop locations.

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.

The local area’s policy is to provide all core services to veterans and intensive
and training services to those veterans who are otherwise eligible. Services to
those veterans will be given first consideration at times when lack of funding
requires the use of “waiting lists”. Veterans’ services are provided full-time at two
of the area’s comprehensive locations which are also Career Centers. In
addition, DOL staff provide veterans’ services at one of the area’s access points.
Staff at all of area’s One-Stop locations make referrals as needed to the nearest
DOL for veteran’s services and also provide Internet access to the DOL website
for information on the service.

4. Describe the area’s efforts to address the needs of customers with limited
English proficiency (LEP). Key elements include staff, technology and availability
of materials in languages prevalent in the area.
The area’s partner which assists with the majority of LEP customers is Telamon
who provides training and employment services, interpreters, printed materials,
resource listings and other services to the Migrant and Seasonal Farmworkers
population. Telemon is present at all three comprehensive One-Stops and work
closely with staff at all access points on an as needed basis to provide services.
In addition, marketing materials are available in Spanish and the area’s website
is available in several different languages. The WIA administrative entity is also
fortunate to have a Hispanic speaking employee who is providing “lunch time
classes” to administrative entity staff to ensure staff have enough communication
skills to assist the customer in One-Stops throughout the region as called upon.

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 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.

Telamon, the partner who provides MSFW services in Region9, maintains regular
hours in the comprehensive locations, and visits access points as needed.
Telemon serves more than 600 farmworkers annually; the majority of the help and
assistance is in the form of supportive services. Telamon staff coordinate
services for farmworkers at local training institutions for formalized training and
even customized training. Services are also provided from their offices in Dublin
and Lyons. As a partner of the WIA system One-Stop System, access of core
services are made available to customers not only farmworkers, but others as
well.

Telamon also offers the Head Start program which provides an array of
comprehensive services that include strong parental involvement, health and
nutritional education, and solid academic curricula for young children. The major
goals are to facilitate a quality safe environment allowing children to learn and to
promote child care education for parents; a literacy component is included for the
parents. Telamon’s housing component receives funds from Rural
Development, Community Development Block Grants, and the Workforce
Investment Act. The Georgia housing program has provided affordable, safe,
standard housing for many farmworkers and other rurally poor. Activities of the
housing program includes providing weatherization, rehabilitation, and new
construction when necessary. RIF (Reading Is Fundamental) is also provided by
Telamon which for a number of years and has provided literally thousands of
books to our customers. The RIF program attempts to motivate America's
children to read often and well by involving them in reading activities as early as
possible. Since many of the customers are Hispanic, the book selection
committee identifies books of various titles for each respective age group in both
English and Spanish languages.

VIII. Plan Attachments

Attachment A - Area Sites and Services

Please complete and submit the matrix.

Attachment B - Memoranda of Understanding, Local Chief Elected Official

Agreements and Resource Sharing Agreements

Please submit all partner MOU’s, CEO Agreements and RSA’s here.
See GDOL memo “Guidance on Local Agreements” dated February
8, 2006.

Attachment C - Performance Worksheets

Please complete your area worksheet.

Instructions for estimating performance levels for PY2007

and PY2008 will be transmitted to local areas separately.

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

Attachment A

Area Sites and Services

List the name, address, and phone number of each comprehensive WIA Service Site. For each
comprehensive
One-Stop site, specify the lead partner or One-Stop operator in bold type, followed by the other partners
that
provide services at that site. In the third column, indicate the major services (e.g., career counseling,
assistance
with training, vocational rehabilitation, UI, employment services, etc.) provided at the site by the partners
specified in the second column. Add row for additional sites as needed.

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 Comprehensive Service Sites
* Altamaha Technical College
Ted Buford, Coordinator
1334 Golden Isles Parkway West
Baxley, Ga 31513
Phone: 912-367-1736
Fax: 912-367-1743
* Department of Labor
Robert Young, Coordinator
910 North Jefferson Street
Dublin, GA 31021
Phone: 478-275-6525
Fax: 478-275-6599
* Department of Labor
Donna McCullough, Manager
263 North Brunswick Street
Jesup, GA 31545
Phone: 912-427-5842
Fax: 912-427-5881
List the name, address, and phone number of each additional WIA Service Site. (Some local areas
refer
Lead partner/One Stop Operator Major Services Provided by Each Partner
Other partners
Operator: DTAE - Altamaha Tech Technical & Adult Education, Job Search Services
Other Partners:
Job Corps Youth education and training
Migrant and Seasonal Farm Workers Training, housing for MSFW
Employment Services Job Placement
TAA/TRA Education Assistance
Veteran’s Programs Job Placement and Education Assistance
Unemployment Financial Assistance
Voc Rehab Job Placement
Senior Employment Programs Job Placement
Housing Housing Assistance
WIA Training, Job Search Services
Operator: Department of Labor U.I. , Employment, Veteran’s, TRA/TAA, Job
Search Services
Other Partners:
DTAE Technical and Adult Education
Job Corps Youth education and training
Migrant and Seasonal Farm Workers Training, housing for MSFW
Employment Services Job Placement
TAA/TRA Education Assistance
Veteran’s Programs Job Placement and Education Assistance
Unemployment Financial Assistance
Voc Rehab Job Placement
Senior Employment Programs Job Placement
Housing Housing Assistance
WIA Training, Job Search Services
Operator: Department of Labor U.I. , Employment, Veteran’s, TRA/TAA, Job
Search Services
Other Partners:
DTAE Technical and Adult Education
Job Corps Youth education and training
Migrant and Seasonal Farm Workers Training, housing for MSFW
Employment Services Job Placement
TAA/TRA Education Assistance
Veteran’s Programs Job Placement and Education Assistance
Unemployment Financial Assistance
Voc Rehab Job Placement
Senior Employment Programs Job Placement
Housing Housing Assistance
WIA Training, Job Search Services
Attachment A (Continued)
Area Sites and Services
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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 row for additional sites as needed.

Additional Service Sites Lead partner/One Stop Operator Major Services Provided by Each Partner
Other partners

Hazelhurst Campus Annex
Ted Buford, Resource Specialist
124 E. Jarman Street
Hazelhurst, Ga 31539
Phone: 912-375-9442
Fax: 912-375-9442-Fax
Lead: DTAE - Altamaha Tech Technical and Adult Education, Job Search
Services
Other Partners:
Department of Labor Employment Services, TAA/TRA, Veteran’s
Programs, Unemployment
Voc Rehab Job Placement
WIA Training, Job Search Services

Glennville Multipurpose Center Lead: WIA Training, Job Search Services

Claudette Collins, Resource
Specialist
705 North Caswell Street
Glennville, GA 30427
Phone: 912-654-5060
Fax: 912-654-5066
Other Partners:
Department of Labor Employment Services, TAA/TRA, Veteran’s
Programs, Unemployment
MSFW Job Placement
Senior Employment Programs Job Placement
Dept of Family and Children Services Public Assistance
DTAE Technical and Adult Education

Southeastern Technical College
A.J. Glover, Resource Specialist
3001 First Street
Vidalia, GA 30474
Phone: 912-538-3215
Fax: 912-538-3217
Lead: DTAE Technical and Adult Education, Job Search
Services
Other Partners:
Department of Labor Employment Services, TAA/TRA, Veteran’s
Programs, Unemployment
Dept of Family and Children Services Public Assistance
WIA Training, Job Search Services

Swainsboro Technical College Lead:: DTAE Technical and Adult Education, Job Search
Jan Brantley, Coordinator Services
346 Kite Road Other Partners:
Swainsboro, GA 30401 WIA Training, Job Search Services
Phone: 478-289-2274
Fax: 478-289-2307

Soperton Housing Authority
Michelle Morris or Buddy Brantley
700 Eastman Road
Soperton, GA 30457
Phone: 912-529-4596
Fax: 912-529-4889
Lead: Housing Authority Public Housing Assistance, Job Search
Services
Other Partners:
WIA Training, Job Search Services

Wheeler Co. Chamber of Commerce
Judy Fossett
Six West Railroad Street
Alamo, GA 30411
Phone: 912-568-5808
Fax: 912-568-5808
Lead: Chamber of Commerce Community Awareness, Job Search Services
Other Partners:
Department of Labor Employment Services, TAA/TRA, Veteran’s
Programs, Unemployment
WIA Training, Job Search Services

Montgomery County Learning Center Lead: DTAE Adult Education, Job Search Services
A.J. Glover
251 Richardson Street Other Partners:
Mt. Vernon, Georgia 30445 WIA Training, Job Search Services
Phone: 912-583-4158
Fax: 912-583-4158

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Heart of Georgia Technical College Lead:: DTAE Technical Education, Adult Education, Job
Alex Clements Search Services
Telfair Center Box 2 C Rt. 1 Highway Other Partners:
280 WIA Training, Job Search Services
Helena, Georgia 31037
Phone: 229-868-7834
Fax: 229-868-3085

Harley Fulford Library Lead: Public Library Library, Job Search Services
Laura Fortner
301 Elm Street Other Partners:
Wrightsville, Georgia 31096 WIA Training, Job Search Services
Phone: 478-864-3940
Fax: 478-864-0626

Job Training Unlimited Lead: WIA Training, Job Search Services

Cassandra Barnard
7B South Duval Street Other Partners:
Claxton, GA 30417 Senior Employment Programs Job Placement
Phone: 912-739-7158
Fax: 912-739-7126

Chamber of Commerce Lead: Chamber of Commerce Community Awareness, Job Search Services
Alex Clements
1102 First Avenue Other Partners:
Rochelle, GA 31079 Department of Labor Employment Services, TAA/TRA, Veteran’s
Phone: 229-365-2509 Programs, Unemployment
Fax: 229-365-7228 WIA Training, Job Search Services

Tessie W. Norris Public Library Lead: Public Library Library, Job Search Services
Kathy Wright
315 Third Street Other Partners:
Cochran, Ga 31014 WIA Training, Job Search Services
Phone: 478-934-2904
Fax: 478-934-2904

Candler County One-Stop Lead: WIA Training, Job Search Services

Faye Newton
310 West Broad St. Other Partners:
Metter, GA 30439 Senior Employment Programs Job Placement
Phone: 912-685-7976
Fax:-12-685-7971

Heart of Georgia RESA Lead: Public Education Public School Support Services, Job Search
Sherry Hardeman Services
1141 Cochran Highway Other Partners:
Eastman, GA 30123 WIA Training, Job Search Services
Phone: 478-374-2240
Fax: 478-374-9265

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