Comprehensive Local WIA Plan

PY 2007 – 2008

Area Contacts

1. Name of Area
East Central Georgia

2. Name, address, and phone number for Chief Local Elected Official
Walker T. Norman, Chairman
Lincoln County Board of Commissioners
PO Box 340
Lincolnton, GA 30817

3. Name of organization administering the grant

East Central Georgia Consortium, Inc.

Name, address, and phone number for Local Area Director

Joyce Blevins
PO Box 179
Thomson, GA 30824
706-595-8941

Fax Number:
706-597-9713

Email Address:
[email protected]

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

Ken Williams, Manager; Thomson Construction Supply Company
141 Ansley Drive
Thomson, Georgia 30824
Thomson Construction Company, Inc., a cement company, headquartered in Thomson,
with facilities located in surrounding counties.
Ken is a member of the Thomson-McDuffie Chamber of Commerce and Rotary Club.

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

Sue Richards
2575 Gilpin Road
Thomson, GA 30824

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

Partner: Contact:

AARP Foundation (SCSEP) Bill Collins, Project Director

337 Telfair Street
Augusta, Georgia 30901
(706) 722-4700

Augusta Technical College Terry Elam, President

3116 Deans Bridge Road
Augusta, Georgia 30906
(706) 771-4000

Georgia DOL Ava Searce, Director

Div. of Rehabilitation Services
1220 Wheeler West Parkway
P.O. Box 15747
Augusta, Georgia 30917
(706) 650-5600

East Central Georgia Consortium, Inc. Joyce Blevins, Director

P.O. Box 179
674 Washington Road
Thomson, Georgia 30824
(706) 595-8941

Georgia DOL - Thomson Career Center Michael Boardman, Manager

232 Main Street
Thomson, Georgia 30824
(706) 595-3578

Georgia DOL – Augusta Career Center Wayne Beaty, Manager

601 Green Street
Augusta, Georgia 30901
(706) 721-3131

Sandersville Technical College Lloyd Horadan President

1189 Deepstep Road
Sandersville, Georgia 31082
(478) 553-2050

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 Athens Area Technical College Flora Tydings, President
800 U.S. Highway 29 North
Athens, Georgia 30601
(706) 355-5005

Ogeechee Technical College Dawn Cartee, President

One Joe Kennedy Blvd.
Statesboro, Georgia 30458
(912) 871-1638

Swainsboro Technical College Glenn Deibert, President

346 Kite Road
Swainsboro, Georgia 30401
(478) 289-2200

*Comprehensive One-Stop for East Central Georgia Joyce R. Blevins, Director

674 Washington Road
PO Box 179
Thomson, GA 30824
(706) 595-8941

7. Web site address for the area (if any)

www.ecgwdc.org

8. Name and phone number of the individual(s) with primary responsibility for plan
development
Joyce Blevins, Director ECGC, Inc.
(706) 595-8941

Angela Collins, Youth Program Coordinator, ECGC, Inc.

(706) 595-8941

Michael Boardman, Thomson Career Center, Workforce Investment board Planning

Committee
(706) 595-3578

Ava Scearce, Div. of Vocational Rehabilitation, Workforce Investment Board Planning

Committee. (706) 650-5600

Sharon Wilson, Dept. of Human Resources Planning Committee, Workforce Investment

Board Planning Committee.
(706) 547-9766

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Plan Signatures

Name of Area:
East Central Georgia

Chief Local Elected Official

Walker T. Norman, Chairman

_______________________________ _____ _______________

Name Date

Local Area Director

Joyce Blevins

_______________________________ ____________________
Name Date

Local Workforce Investment Board Chairperson

Kenneth A. Williams

_______________________________ ____________________
Name Date

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Comprehensive Local WIA Plan
PY 2007 - 2008

I. Vision and Goals

Provide the vision for the area's Workforce Investment system and list the goals that have
been established to achieve the vision. Attachment A lists the state's Workforce Vision and
Guiding Principles; the local vision and goals should be consistent with the State's while
addressing local priorities.

II. Local Governance

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

In previous years, efforts were made to increase the level of regional involvement by the
Workforce Investment Board. In keeping with the ETA’s National Strategic Direction,
we continue to seek additional representation from all areas of the region for WIB
membership. We have seen an improvement in collaborative efforts of local Chambers
of Commerce and Economic Developers. Since private sector representatives face a
challenge when making time for meetings during day hours, our WIB meets in the late
afternoon, and we release a quarterly newsletter to help keep members up to date. To
continue to create greater regional level interest, our newsletter issues a spotlight on a
different county each quarter. To grow private business and industry interest the
newsletter also features topics relevant to the industries of the different counties.

As interest in the WIB activities continues to grow, the WIB continues efforts to provide
research-based proven strategies for services. The WIB has incorporated such entities as
the National Science Center in youth services strategies and sought out ideas from state
facilitators with knowledge of various programs around the state for examples of best-
practices.

Our WIB continues to support lifelong learning opportunities. The ECGWIB is an active
participant in TAA/TRA activities to increase the number of participants that are eligible
for training services. Employers have encouraged their employees to receive more
computer training. The local technical college has been crucial in assisting ECGC in
providing the computer literacy training to the employees of such businesses. The WIB
will continue to support this technology training and is looking to increase the technology
skill level of all participants served.

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

2. Describe how the local area's staffing is organized with regard to local Workforce
Investment Board support and WIA administrative functions. Provide the titles and
major activities/roles of the area's key staff.

East Central Georgia’s Workforce Investment Board and the East Central Georgia’s
Chief Elected Officials are the policy makers who have laid the foundation for the
Workforce Investment System and provided guidance and oversight of the system. The
Chief Elected Officials appointed East Central Georgia Consortium, Inc. to provide the
WIA administrative functions to include disbursement of funds, to assist both the CEOs
and WIB with oversight, planning, and contracting. East Central Georgia Consortium,
Inc. is assisting in implementing the policies of the Board. Also, East Central Georgia
Consortium, Inc. has a customer service division which is operating WIA training and
services under the One-Stop system as a partner in the One Stop operation.

The Workforce Investment Board has provided the option for the East Central Georgia
Consortium, Inc.’s Customer Service Division to provide for On-the-Job Training and
Customized Training.

The Workforce Investment Board/Youth Council/CEOs policy indicates that no member

shall engage in any activity, including participation in the selection, award or
administration of a sub-grant or contract supported by WIA funds, if a conflict of

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 interest, real or apparent, would be involved. Members will be asked to divulge if a
conflict of interest exists. The individual member shall divulge the existence and the
reasons for the potential conflict and refrain from voting on or participating in related
discussions regarding the funding award. If a member is unsure of the direct conflict of
interest, the Board will be asked to decide if they feel a conflict exists. Also, recipients
of WIA funds are not permitted to hire or contract with anyone who has an immediate
family member in a decision making administrative or staff position, if funding or
employment decisions involving that person may be affected by virtue of that family
relationship.

East Central Georgia Consortium, Inc.’s Director is directly responsible for developing
the support staff to the WORKFORCE INVESTMENT BOARD. The Director is
informed by the Chairman of the Chief Elected Officials’ Chairperson and the
WORKFORCE INVESTMENT BOARD Chairperson of the amount of support needed.
Different East Central Georgia Consortium, Inc. staff members are assigned as support
to each of the WORKFORCE INVESTMENT BOARD subcommittees to provide
support, and then additional staff is assigned by department as needed.

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

The Youth Council has two members from the Workforce Investment Board. One
represents the private sector and the other is a DOL Career Center Manager. The Youth
Council is made up of the required partners to include Housing, Service Agencies, and
Family Connections. The Chief Elected Officials tried to obtain a good cross section of
youth advocates from the area with various perspectives on the issue. The Youth Council
also has representation from the McDuffie County Youth Apprenticeship Program, The
CSRA RESA Apprenticeship Program, a local bank representative, and other partners are
called for expertise in specific youth areas.

Since it convened on October 24, 2000, the Youth Council has engaged in the continuous
task of determining the need of youth in the area and designing the youth employment
and training system. The Youth Council is responsible for coordinating youth activities;
developing the youth part of the plan; recommending eligible youth service providers;
conducting oversight with respect to eligible providers of youth activities; and
establishing a link between the Board and educational agencies and other youth entities in
the area.

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

The Workforce Investment Board has begun focusing on efforts to drive a connection
between private sector and local education agencies. ECGC is involved in the Industry
Education Council of Columbia County which is working to increase the participation of
industry in the education system. Also, ECGC has representation on the Youth

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

III. Plan Development and Implementation

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

Representatives of Economic Development, Local Educational Agencies, Industry

CEO’s, local elected officials, and all one-stop partners as well as many others were
invited and participated in a day-long working retreat to develop a new Demand-Driven
Vision and goals.

Several Planning sessions followed and from these sessions several new benchmarks
arose. These benchmarks were to:
a. achieve better informed and more dedicated WORKFORCE INVESTMENT
BOARD members
b. achieve a greater understanding of partner referral processes, partner services and
resources
c. achieve a higher level of customer feedback.

The action steps taken by the Planning Committee to begin to reach these benchmarks
were:

□ Develop a new member packet for new WORKFORCE INVESTMENT BOARD

members (ON GOING)
□ Develop regular Regional Collaborative Meetings (IN PROGRESS)
□ Hold a Georgia Workforce System training at a regional level for all who have
access to this system (IN PROGRESS)
□ Develop a system-wide customer survey received at all service access points. (IN
PROGRESS)
□ Newsletter (SUBMITTED QUARTERLY)
□ Website (UPDATED QUARTERLY)

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 The Workforce Investment Board, in cooperation with ECGC Staff, has developed a
Demand Driven Vision which includes the implementation of the WorkKeys system.
The WorkKeys system is comprised of two components— job profiling (which
establishes skill requirements for specific jobs) and related WorkKeys assessments.
ECGC offers both components. In ECGC’s One-Stop/Satellite offices, interested
individuals have an opportunity to take WorkKeys assessments. Upon completing three
different WorkKeys assessments (Reading for Information, Applied Mathematics, and
Locating Information), individuals who obtain a prescribed minimum score on all three
assessments will be awarded a Work Ready certificate by Governor Sonny Perdue.
KeyTrain, a computer-based training curriculum designed to assist individuals in
upgrading their WorkKeys skill levels, is available to ECGC customers. Through job
profiling, area employers will know the requirements of the jobs they offer. By using the
related WorkKeys assessments, area employers will learn both the skill levels of their
existing employees and the skill levels of the area workforce. By serving as practitioners
of the WorkKeys system, ECGC strives to play an active role in the Economic
Development initiatives of the area.

Information packets with service updates are given to New Board Members. Quarterly
meeting are held for CEO, Youth, WIB and Collaborative boards.

A newsletter is mailed to each board member in the 12 County area. The ECGC website
is continually updated to provide information on other links and services.

IV. Needs Assessment

1. Using the CD containing the most recent labor market information for your area and
the results of your strategic planning activities, please describe the demand (current
and projected employment and skill needs of businesses) and supply (availability of
skilled workers) aspects of your local labor market. List data sources used in your
analysis.

NOTE: The customized CDs, which are being distributed to local areas by GDOL
Workforce Information and Analysis under separate cover, will probably already have
been received by local areas prior to the receipt of this guidance.

The Governor, under his Commission for a New Georgia, has developed the Strategic
Industries Task Force. At a listening session held on April 14, 2004, the life sciences
industries suggested that a central coordinated effort to support existing companies is very
much needed in the state of Georgia. The concern was that larger companies have access to
resources, human and other, while smaller companies most in need of that support have less
access to centralized information. Of course, this is only one instance of company
representatives suggesting this information. However, this is also true at the local level. The
position of Economic Developer is established in most of our communities to offer support to
incoming industries. At our retreat, we found that our Economic Developers did not fully
know what we had to offer to business and industry. We have since begun to better inform

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 them. Our business people are now responding. We are busy filling the service requests of
our local industry and formulating OJT projects throughout our 12 counties.

As stated throughout this plan, our services now extend to offering the WorkKeys System
with KeyTrain curriculum to assist our labor force in developing the skills they need. We
have looked at the skill levels required in the fastest growing occupations listed by the
Georgia Department of Labor as provided by the KeyTrain Job Database. We have
compared these occupational skills levels with the levels of the customers walking through
our One-Stop doors before training. These comparisons reflect the need for this type of
training in our area.

Observation
Information

Information
Technology

Reading for

Teamwork
Listening

Locating
Applied

Applied

Writing
Occupation

Machinists Math
5 4 4 5 4 4 4 2
Cutting, Punching, & Press Mach Setters, Oper., & 3 3 4 4 4 3 4 3
Tend, Metal & Plastic
Welders, Cutters, Solderers, & Brazers 4 4 3 4 5 4 4 3
Helpers-Production Workers 3 3 3 3 4 3 4 2
First-Line Supervisors/Mgrs. Of Prod. & Operating 4 4 4 5 4 4 4 3
Wokers
Team Assemblers 3 3 3 3 4 3 4 2
Tellers 4 3 3 4 4 4 4 3
Industrial Truck & Tractor Operators 3 3 3 3 4 3 3 2
Correctional Officers and Jailers 3 3 5 4 5 4 3 4
Comb. Food Prep & Serving Wkrs, Incl. Fast Food 4 0 2 5 4 0 3 0
Sales Representatives, Wholesale and Manfg, No Scores Given
Except Technical and Scientific Produc
Maintenance & Repair Workers, General 3 4 3 4 4 4 4 2
Registered Nurses (Scores given are referring to 4 0 3 4 4 4 4 3
Supervisory Work)
Food Preparation Workers 3 3 3 4 4 3 4 1
Waiters & Waitresses 3 3 4 3 4 3 4 2
Average Scores of Our Clients Before Training
No
Remediation Clients 3 attempts
3 3 3 5 4 1
No
OJT Clients 3 attempts
2 4 5 4 6 3

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

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 In addition to the WorkKeys System and KeyTrain sessions, we are continuing to add
intensive training through the Technical Colleges. When looking at these occupational areas,
however, the need for this type of formal education is decreasing. To illustrate this decrease
we can look at the Georgia Department of Labor data for 2002, 2004 and projections through
2012. The total number of employees located in East Central Georgia Workforce Investment
Area in 2006 was 63,379. The largest major industry sector was manufacturing with 17
percent of the employment, followed by Retail Trade (44 & 445) with 12 percent, and
Education Services with 12 percent. The following table lists major industries in the East
Central Georgia Workforce Investment Area based on the second quarter of 2006.

Industry Group Establishments Employees

Manufacturing (31-33) 198 10,534
Retail Trade (44 & 45) 697 7,612
Education Services 129 7,575
Health Care and Social Assistance 382 6,942
Accommodation and Food Services 289 4,669
Construction 619 4,474
Public Administration 186 4,296
Admin., Support, Waste Mgmt, Remediation 210 3,482
Transportation and Warehousing (48 & 49) 198 2,383
Finance and Insurance 231 1,743
Other Services (except Public Admin.) 446 1,605
Professional, Scientific & Technical Svc 300 1,546
Mining 23 1,507
Agriculture, Forestry, Fishing & Hunting 141 1,237
Wholesale Trade 179 1,061
Management of Companies and Enterprises 12 695
Information 53 613
Real Estate and Rental and Leasing 129 504
Utilities 21 451
Arts, Entertainment, and Recreation 45 450

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

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Occupation Group Title 2002 2012
Estimated Projected
Number of Number of
Employed Employed
Total All occupations 64,791 67,711
Office and Administrative Support Occupations 8,796 8,373
Production Occupations 6,806 9,231
Sales and Related Occupations 6,027 6,298
Transportation and Material Moving Occupations 5,458 5,473
Education, Training, and Library Occupations 4,669 4,653
Construction and Extraction Occupations 4,375 4,183
Management Occupations 4,359 4,505
Food Preparation and Serving Related Occupations 4,189 4,469
Installation, Maintenance, and Repair Occupations 2,792 2,960
Farming, Fishing, and Forestry Occupations 2,646 2,040
Personal Care and Service Occupations 2,261 2,301
Healthcare Practitioners and Technical Occupations 2,104 2,306
Building and Grounds Cleaning and Maintenance Occu 2,002 1,697
Protective Service Occupations 1,743 1,848
Business and Financial Operations Occupations 1,695 1,854
Healthcare Support Occupations 1,386 1,591
Computer and Mathematical Occupations 892 1,039
Community and Social Services Occupations 856 987
Architecture and Engineering Occupations 570 773
Arts, Design, Entertainment, Sports, and Media Occ 536 524
Life, Physical, and Social Science Occupations 323 305
Legal Occupations 306 301

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

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 County Percentage of 18-65 yr olds Not a Percentage of 18-65 year olds who
High School Graduate are High School Graduates
Columbia 13.7 26.3
Glascock 33.8 39.3
Hancock 37.5 36.2
Jefferson 41.6 34.5
Jenkins 29.5 36.1
Lincoln 37.2 33.4
McDuffie 33.5 35.1
Screven 33.0 38.7
Taliaferro 43.9 33.8
Warren 41.8 35.5
Washington 33.1 38.4
Wilkes 35.3 35.9

In order to meet the needs of the business customer as well as the services customer, the East
Central Georgia Workforce Investment Area will have to strengthen the education level of
those included in the labor pool for the area and increase the trainability of that population.
Our focus will be on the level of skill that individuals have the ability to achieve and
demonstrate to potential employers. For a customer who does not have a high school
diploma, we will be able to demonstrate to potential employers the customer’s ability to be
trained based on the results from the customer’s WorkKeys Assessment, and then we can
continue to work with this customer on obtaining his/her GED while he/she is earning wages;
thereby creating a greater potential for earnings increase in the future for that customer.
ECGC has software (AZTEC) in each One-Stop/Satellite office to help customers study and
upgrade their skills to take the GED. In the Thomson office, a GED instructor is on staff.

V. Workforce Delivery System

1. Using the matrix in Attachment B, outline the structure of the area's One-Stop
system, identifying partners at each comprehensive site and the major services
provided at those locations. Provide the same basic information about additional
workforce service locations in the local area, i.e., locations that are not considered
comprehensive One-Stops.

See Attachment B

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

The WIA mandatory partners have developed a referral system to ensure that customers
are referred to the appropriate agencies for the services they need. If a customer is in need
of a service WIA cannot provide, the WIA Skills Center Specialist completes a Partners’
Referral Form to the appropriate agency. The Skills Center Specialist calls the agency to
notify them that a customer has been referred for their services. The Skills Center

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 Specialist will either mail the referral form or have the customer give the agency the form
at the time of service. We have contacted our local Career Center and other
collaborative partners to increase the coordination of services.

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

WIA and the local GDOL work together to provide services to the customer and business
community. Whatever service is provided to a customer is entered into the GWS so that
each site can track the services received.

4. Summarize the functions performed by the area's One-Stop operator(s).

The One-Stop Subcommittee recommended the following which was approved by the
Workforce Investment Board and the Local Chief Elected Officials:

The One-Stop Operator is a consortium of Augusta Technical College, Thomson campus,

Thomson Career Center, and East Central Georgia Consortium, Inc. (WIA) as equal
partners. The three agency managers oversee the One-Stop operations. Until a One-Stop
Manager is hired by the Workforce Investment Board, the three agencies will continue to
perform the following duties:
a. Design the integration of system and coordination of services for the site partners;
b. Manage fiscal responsibility for the system or site;
c. Evaluate performance and implement required actions to meet standards;
d. Evaluate customer needs and satisfaction data, to continually refine and improve
standard strategies;
e. Plan and report responsibilities;
f. Write and maintain a business plan;
g. Act as liaison with local Workforce Investment Board and site;
h. Monitor adherence to provisions of the Memoranda of Understanding (MOU);
i. Market services;
j. Recruit additional partners;
k. Define and provide means to meet common operational needs; i.e.: training,
technical services, etc.;
l. Plan for additional resources;
m. Facilitate the sharing and maintenance of data – site and state system;
n. Define clearly and communicate the strategic objectives of the Workforce
Investment Board;
o. Continually assess customer needs and make recommendations regarding the
need for additional sites to the Workforce Investment Board;
p. Respond to community needs;
q. Facilitate groups/teams on common issues – what works, what does not work;
r. Select site manager;
s. Define the site manager’s responsibilities and scope of duties in conjunction with
the operator and partners.
t. Assessments with WorkKeys

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 A comprehensive full-service One Stop Center has been established at 674 Washington
Road, Thomson, Georgia. The AARP Foundation Senior Community Service
Employment Program provides a part-time senior employee 20 hours each week to assist
clients with their core services. The Department of Rehabilitation Services and Augusta
Technical College provide part-time staff to assist clients at least one day per week as
does a representative from Job Corps. The technical colleges and the Department of
Rehabilitation Services have provided their websites to be used by clients that might
require their services. We are in the process of identifying additional partners to work
out of the center at least on a part-time basis.

The services that are available at the Comprehensive One Stop Center are:

Core Services include general information; resource materials and videos;

Labor Market information, Consumer Report information; Training provider
Information on performance; Information on filing UI claims; orientation to the One Stop
Center; Resources on-line; information on job availability including various job search
sites; fact sheets on various agencies and other community services; information on
support services; information on financial aid; labor market information; internet
registration. Other services offered are assistance with résumés, cover letters and
computer upgrade tutorials, including Office 2003, XP and Office 2000, Word, Excel,
PowerPoint, Outlook, Access, Publisher, and Web Design, for the beginner or the
advanced. Work Keys testing, along with KeyTrain (computer-based WorkKeys skills
tutorials), is also available. Mavis Beacon (computer-based timed typing tutorial) is also
available.

Staff-assisted core services include the initial assessment; service needs evaluation; job
matching, job referrals, and job search assistance.

If a partner is not located at the One Stop Center, the Partner Referral form is used to
refer a client to the appropriate agency. The goal is to fax the referral form to the other
agency daily. The client is directed to the appropriate agency for service.

5. Indicate which partners are providing core and intensive services for adults and
dislocated workers in your area.
AARP – Core Services; Augusta Technical College – Core and Intensive; DOL Voc.
Rehab – Core Services; East Central Georgia Consortium, Inc. – Core and Intensive; Job
Corps – Core; and DOL Thomson Career Center – Core Services

6. Provide a copy of all current Memoranda of Understanding, Local Chief Elected

Official Agreements, and Resource Sharing Agreements accurately reflecting local
area arrangements as Attachment C.

7. List the board-established policies regarding:

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a. priority of service for intensive and training services, where adult funds are
determined to be limited
Priority of service for intensive and training services is based on the following:
For adults; must be 18 years of age or older; priority will be given to those who
receive public assistance or low income (low income is defined as 200% of the
poverty level) and to Veterans.

Dislocated services are as defined in the WIA regulations.

Youth services follow the WIA regulations and include members of welfare
families who receive cash assistance.

To receive intensive services: Adults and Dislocated Workers who are

underemployed and are unable to obtain employment through core services, and
have been determined by a one-stop operator to be in need of more intensive
services in order to obtain employment; OR are employed, who are determined by
a one stop operator to be in need of such intensive services in order to obtain
employment that allows for self-sufficiency.

Underemployed is defined as works at a job below his/her skill or experience

level or is working part-time and wants full time employment.

Unable to obtain employment is defined as has been unable to obtain a job

through core services (applying for a minimum of 3 jobs and getting no
interviews or going to a minimum of 3 job interviews and getting no job offer).

In need of more intensive services is defined as has been through at least one (1)
core service and been referred by core services staff based on documented
assessment that intensive services are needed to obtain employment.

Self-sufficiency for adults is defined as 200% of poverty level income based on

family size and not receiving public assistance to include housing, transportation,
child care, and food stamps.

Self-sufficiency for dislocated worker is defined as 80% of previous

compensation level or Adult Self Sufficiency definition whichever is higher.

For training services, an adult or dislocated worker is unable to obtain other grant
assistance for such services, including Federal PELL grants and HOPE grants or
require assistance beyond the assistance made available under other grant
assistance programs, and have met the requirements for intensive services and
who are unable to obtain or retain employment through such services; or after an
interview, evaluation or assessment, and case management, have been determined
by a one-stop operator or partner as appropriate, to be in need of training services
and to have the skills and qualifications to successfully participate in the selected
program of training services; or select programs of training services that are

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 directly linked to the employment opportunities in the local area involved or in
another area in which the adults or dislocated workers receiving such services are
willing to relocate.

The Board voted to allow the PELL grant to be used for living expenses.
Customer’s tuition will be paid unless HOPE pays tuition. All customers seeking
individualized training must apply for PELL and HOPE if school is in Georgia
and PELL if not.

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

The Workforce Investment Board voted to serve residents of the WIA Area 13
exclusively.

c. target groups served in the area

At this time, the Boards voted to serve all groups who meet the eligibility
requirements as stated in the Act.

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

No support services payments are made to the youth by ECGC, Inc.; however,
incentive payments, curriculum needs, and some other program based support is
allowed under the youth contracts if approved by the WIB during contract
negotiation.

Supportive Services are those payments that are necessary to enable our
customers to continue in training or work. The case manager/contractor must
complete a cost of attendance worksheet at the beginning of each quarter/semester
to determine a customer's needs (if client is adult or Dislocated Worker). In all
situations, the case manager/contractor should determine that the assistance can
not be provided through DFCS (if customer receives TANF). This information
shall be provided with the Request for Assistance form (611S). No check will be
cut for incomplete applications for assistance. No payment will be reimbursed for
services obtained prior to request for assistance being approved. Prior written
approval must be obtained before work or services can be performed. There will
be no exception to the rule. For items requiring three (3) quotes, lowest bid will
be used. Effective date of this policy revision will be July 1, 2004. A Maximum
$500.00 (One Time Only) limit has been placed on Other Supportive Services.

A participant continues to be eligible for support services only as long as he/she

remains active in the program with a 2.5 or better Overall GPA. Failure to
participate fully, without good cause, will result in termination of assistance.

No new WIA client can exceed $4,000 total in training including supportive
services costs during one program year. Maximum lifetime training for clients
enrolled on or after 7/01/04 may not exceed $8,000.

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

5.0.1 Supportive Service Process:

1. Collect all required documentation for the service indicated.

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

Documentation packets that are incomplete will be returned to the originator

without signature. This will create a needless delay in the client receiving
payment.

5.1 Transportation Reimbursement Policy for WIA Clients Rev 03/30/04

Transportation may be reimbursed at a rate of $6.00 per day for each day the
client attends a training program outside of a three (3) mile radius of residence
they are currently domiciled/living.

Required documentation (in order indicated):

ƒ Transportation Reimbursement Submission Form.
ƒ Copy of Form 611-1 (Daily Supportive Services Authorization Form for
WIA Customers) updated as needed.
ƒ Proof that the customer attends training outside of a three mile radius of
their current residence, home, dormitory, apartment currently residing (ex:
a map from the internet including street address or Case
Manager/Contractor odometer reading from address to training site, if
internet map is not available.)
ƒ Proof of Current Enrollment Status in GWS
ƒ Current copy of the Cost of Attendance Form updated each
quarter/semester.
ƒ Copy of Attendance Report.
ƒ Copy of Cost Commitment Sheet.

5.2 Day Care Reimbursement Policy for WIA Clients Rev 12/16/03

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

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 home Provider list provided by the Department of Family and Children’s
Services. The provider can not be a family member who is not a Licensed Day
Care provider (Licensed by the State or DFCS) and the client must be in training
3 class hours or more each day. A fee of $ 10.00 per day will be reimbursed for
child care for each child up to 6 years of age. Any child age 4 or older must be
enrolled in Head Start, or the Skills Center Specialist must obtain proof that the
child was not able to enroll in Head Start. If the customer is receiving day care
allowances from another agency, the amount received will be deducted from the
$10 limit. For children age 5 to 13, $5.00 per day will be reimbursed for after
school care only. If the customer is receiving day care from another agency, this
amount will be deducted from the $5.00 limit. Child care will be reimbursed to
the WIA customer. WIA customers can be provided child care for the duration of
active participation in training or until the child(ren) reach 14 years of age. 611-2
forms are completed each Quarter/Semester. During the Summer Quarter only,
for children age 5 to 13, $10.00 per day will be reimbursed to customers who are
in training 3 class hours or more each day. The child care must be provided
through a Licensed Day Care. Form 611-3 is used for the Summer
Quarter/Semester only.

Documentation for reimbursement of Child Care (in order to be submitted):

ƒ Proof of age of child(ren) to be covered (submitted at beginning)

ƒ Attendance Report
ƒ Proof of registration of child(ren) with provider
ƒ Proof of monitoring visit if new provider never been used by customers
ƒ Cost of attendance form (submitted quarterly/semester).
ƒ Copy of Daily Supportive Services Day Care Authorization Form (611-2) for
WIA Customers submitted quarterly/semester. Use the 611-3 for Summer
Quarter/Semester
ƒ Proof of Registration in the GWS
ƒ Copy of Cost Commitment Sheet
ƒ Proof that no other agency is paying child care or amount of child care being
reimbursed and/or Head Start Status.
ƒ Proof of non-availability of Head Start, for all children age 4 (only applies if
in Day Care all day).

The provider can not be a family member who is not a Licensed Day Care
provider Licensed by the State or DFCS

a. demand occupations (please list)

The board identified the following demand occupations in the area. These
Occupations are considered the fastest growing in the area. It was also identified
to determine demand occupations or jobs available in each county. It was also
approved that if a customer can identify a particular employer in the area that was
seeking a trained person for a job that the customer could train in that field.

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 Occupations Potential Wages

Machinists 14.92
Cutting, Punching, & Press Mach Setters, 12.97
Oper., & Tend, Metal & Plastic
Welders, Cutters, Solderers, & Brazers 13.03
Helpers-Production Workers 10.10
First-Line Supervisors/Mgrs. Of Prod. & 20.99
Operating Wrkrs
Team Assemblers 9.65
Tellers 8.70
Industrial Truck & Tractor Operators 11.56
Correctional Officers and Jailers 12.44
Comb. Food Prep & Serving Wrkrs, Incl. 6.45
Fast Food
Sales Representatives, Wholesale and 29.23
Manfg, Except Technical and Scientific
Produc
Maintenance & Repair Workers, General 13.40
Registered Nurses 21.94
Food Preparation Workers 8.98
Waiters & Waitresses 7.12

8. Describe the local Individual Training Account (ITA) system, including:

a. public notification to prospective providers

A generic application and instructions can be accessed on our Web site at:
http://www.ecgwdc.org . The Web site at
http://www.dol.state.ga.us/pdf/wia/wia_administrators.pdf identifies the local
WIBs with whom providers may apply.

b. how the board evaluates providers and proposed training programs for
initial eligibility, based on (at a minimum) criteria of proven effectiveness,
local employer/industry demand, accreditation, and customer accessibility

For Providers wishing to have an occupational skills training program approved

for ITA funds, the East Central Georgia Workforce Investment Board requires
applications be first submitted to the board for evaluation and approval. If
approved by the LWIB, the application and recommendation of the program will
be sent to GDOL for statewide review and approval. ECGC requires that
providers must submit an application for each course of study to be approved for

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

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

unapproved training programs

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

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

The process will be used as outlined in the Individual Training Account Technical
Assistance Guide.

e. any regional policies or agreements for ITAs or training providers

None at this time.

f. access of customers to the eligible provider list and process for determining
which customers receive ITAs

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

g. process to track and manage all ITA activity

Through the Entre Solutions Tracksource Management Systems, ITA cost

commitment worksheets are submitted by Consortium Skills Center Specialists to
obligate WIA funds for Adult and Dislocated Workers attending training. The
Consortium’s ITA approver is responsible for ensuring training costs do not
exceed local board ITA policy.

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

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Adult or dislocated workers determined eligible for WIA funded services may select a
provider from the STATE approved listing after consultation with a WIA Skills Center
Specialist. If a customer receives career advisement and support services and the
program of study is funded by Pell/HOPE/WIA funds, the ITA policies will apply. The
following policies may be utilized to establish local parameters for service.

POLICIES:

(1) Training must be in occupations identified as demand in the county of residency

or in the local WIA Plan as demand occupations or documentation of employment
prospects for areas not listed in the plan should be provided.

(2) Training must result in an employment wage sufficient to attain self-sufficiency

without the aid of public assistance.

(3) Training must be at least 12 quarter hours per week to accommodate existing
Unemployment Insurance requirements. Exceptions to this policy may be approved, in
writing, on a case-by-case basis by the Customer Services Manager.

(4) Programs should not exceed 104 weeks (two years). Maximum training time
must not be more than 1 ½ times the catalog projected training period. Exceptions to this
policy may be approved on a case-by-case basis and requests should include evidence
that financial support is available during extended training periods.

(5) In general, all training programs must be within a reasonable commute of the
WIA local area that may include out-of-the-area and out-of-state training institutions.
Out-of-the-area training programs that are not within commuting distance to the WIA
local area or whose service area is not one of the East Central Georgia Area 13 counties
may be approved based on the unavailability of training in the local area and demand
occupation within the local commuting area. All approved training must be located
within the contiguous United States.

(6) All applicants must apply for the Pell Grant and/or HOPE Scholarship/Grant
program. HOPE must be utilized first for tuition cost. Depending on the need and
availability of WIA funding, Pell funds may be combined with WIA funds to cover total
living expenses while customer is in school. HOPE Book Allowance must be used first.
Individual Training Accounts (ITA) may be used for expenses related to training,
including but not limited to books, tuition and fees, supplies, tools, uniforms and shoes,
certification, licensing, testing fees, drug testing for entrance into training, medical
requirements for training entrances, etc. as outlined in the school syllabus.

(7) WIA funding may be provided for college level and post baccalaureate instruction
only if all of the following conditions have been met:

(a) The customer must be accepted into a certificate or diploma program, and the
course of study must be occupation-specific (i.e., radiology technician, accounting,

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teacher certification). No funds shall be provided for general academic programs (i.e.
General Studies, Bachelor of Business Administration, etc.).

(b) Total course of study will take no longer than 104 weeks (2 years) to complete
and be a certificate or degree program.

(c) The customer must demonstrate that he/she has the financial resources to attend
long-term training.

(8) Continuing Education and other similar courses will be approved if the following
conditions apply:

(a) The customer must have a specific occupational goal.

(b) The customer must have a work history or educational background that relates to
the occupational goal.

(c) The customer must present evidence describing how the proposed training will
increase his/her employment marketability.

(9) Customers accepted on a provisional basis may receive assistance on a case-by-

case basis.

(10) ITAs will not be used for payment of late fees caused by customer error or delay.
The customer will be responsible for these fees, as he/she is responsible for other fines or
penalties.

(11) East Central Georgia Workforce Investment Board will determine funding
limitations. Funds are limited to the following:

(a) Up to $ 4,000 in training costs, including support, may be expended for each
customer in any one year of training.

(b) For training that extends beyond one year, total training costs may not exceed
$8,000, including support.

If the cost of training exceeds funds limitation guidelines, Skills Center Specialists should
assist in developing a financial plan to cover total costs of training. Customers shall not
be required to apply for or access student loans, or incur personal debt as a condition of
participation.

Training costs includes tuition and fees and all other costs identified on the school
syllabus as noted under Item 6 above.

If a client drops classes during the drop/add period without official notification to the
training institution or drops a course(s) during the quarter/semester without legitimate

23
 medical reason or official recommendation by the instructor, the client will be
responsible for the tuition for the course(s) dropped and the books/supplies procured
through the bookstore.

9. Describe local policies that ensure that other financial resources for training (e.g.,
Pell, HOPE Grant or Scholarship, TANF, etc.) are considered before expending
WIA funds. Describe any coordinated efforts regarding training across areas within
the region.
See section 6 above for information regarding the PELL and HOPE grant/scholarship.
Customers eligible for TANF resources are served in coordination with the Department
of Family and Children Services. Any customer eligible for other programs is served in
coordination with those agencies. First, an attempt is made to determine if the agencies
can assist the customer through their resources. Coordination also ensures that funds are
not duplicated. A goal is to assist the customer in a manner that is effective and cost
efficient.

10. Discuss the role of faith- and community-based providers within the local system.
Discuss board policies regarding training contracts with community-based
organizations or other training providers with proven expertise in serving special
populations with multiple barriers to employment. If the board has established any
such contracts, list which populations are served through these contracts and list the
criteria by which the area determines the proven effectiveness of such programs.

We partner with the local FBCO’s via a referral system and monthly collaborative
meetings, where we provide and obtain support services, mentoring, tutoring and
volunteers for our clients and the community.

Family Connections - assist communities in addressing the serious challenges facing

Georgia's children and families. They serve as a resource to state agencies across Georgia
that work to improve the conditions of children and families.

AARP - Help older job seekers find the skills and self-confidence they need to reenter the
workforce and earn much-needed income.

Job Corp – Assist in training youth in obtaining marketable skills to enter the workforce.

Manna, Inc. – gives temporary & emergency aid to persons in need in our 8 rural county
areas. They are a referral source for social, educational, medical, and psychological
services, providing emergency food supplies, clothing, house-wares and furniture, limited
assistance with bills, financial and nutritional counseling.

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 11. Describe the area's process and procedures for contracting with intensive service
providers, support service providers, and other contractors for adults and
dislocated worker services. If the area has no such contracts, simply write in "N/A."

East Central Georgia Consortium, Inc.

Policy and Procedure: WIA Service and Program Procurement

Effective: 8/25/06 Revised: 2/20/07 Revision No.: 1

I. Bidder’s List

a. The Contract Representative will maintain a list with contact names, agencies, full
addresses and phone numbers for all parties interested in competing for programs and
Services through ECGC, Inc. for Youth, Adult, and Dislocated Worker Services. All
bidders must be non profit organizations, public or private, minority and women owned.

b. A Request for Proposal will be issued to all parties on the Bidder’s List, as well as having
an announcement published to the Website at www.ecgwdc.org and the local newspaper.

II. Competitive Proposals in accordance with 29 CFR 95.41-48

a. The Request for Proposal must include an explanation of all required services, contract
elements, staffing requirements, collaboration efforts, the budget requirements, and the
evaluation criteria.

b. All agencies interested in submitting a proposal must attend a Bidder’s Conference to be

eligible for evaluation.

c. A timeline of due dates, conference dates, and evaluation dates will be included with the
RFP.

d. All proposals must be submitted to the designated location (stated on timeline and in
RFP) at the appropriate time in a sealed envelope in order to be considered for evaluation.

III. Sole Source/Non-competitive in accordance with 29 CFR 95.41-48

a. In the case of single source, a proposal will be accepted only if the source is documented
as being the only source for the program or service for our area.

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 b. Services are not normally accepted under single source unless well documented and with
approval from the awarding agency (GADOL). This may also be a viable option in the
event that insufficient proposals were received during a Request for Proposals.

c. In all cases of noncompetitive procurement, a cost analysis is required. This entails

verification of the proposed cost data and evaluation of the specific elements of costs,
including comparison with the agency’s prior independent price estimate. Profits are not
allowed.

IV. Mandatory Bidders Conference

a. ECGC, Inc. will host a mandatory bidder’s conference once the RFP has been published.

b. There will be a secretary present to record the minutes. All minutes including Q&A will
be published and submitted to all Bidder’s in attendance and published to the website.

c. No proposals will be accepted from an agency NOT represented at the bidder’s

conference.

d. Any questions and answers received by ECGC, Inc. after the conference must be
submitted to the Contract Representative in writing prior to the cutoff date for questions
on the timeline. All written questions will be answered in writing and submitted to all
bidder’s who attended the conference. No questions will be answered after the cutoff
date.

V. Proposal Evaluation/Contract Approval

a. Proposals will have a submittal deadline including an exact time for them to be received.
No proposals will be accepted after that time.

b. The ECGC, Inc. Youth Council will designate a committee to evaluate the eligible
proposals based on the published criteria in the RFP and make a recommendation to the
WIB.

c. The WIB will approve the contracts and have the staff of ECGC, Inc. to begin any
necessary negotiations.

d. CEO approval will be requested when negotiations bring forth issues not addressed by
the WIB.

VI. Contingency List

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 a. In the case that a contract is approved for funding, but the program allocation does not
allow for enough funds for all contracts, the programs will be ranked by their evaluation
scores. Funds will be awarded starting with the contract receiving the highest score until
funds are exhausted.

b. Any remaining contracts will be posted to the contingency list. If additional funds are
received within that program year, the additional contracts will be awarded in the order
they are ranked.

VII. Review and Resolution of Protests

a. The Executive Committee of the East Central Georgia Workforce Investment Board will
review and resolve all protests under this policy.

b. Any bidder or contractor has a right to seek resolution of any concerns, issues, or
perceived wrongs associated with the procurement process.

c. All protest by such bidder or contractor must be in writing and

i. Must be received within the specified time limits given below;

ii. Should include the name and address of the protester;

iii. Should identify solicitation/contract number or description of the procurement;

iv. Should state the grounds for the protest; and the relief sought;

v. Be sent to the address given in the solicitation/contract document.

d. Time Limits for Protest

i. Protest Prior to Proposal Opening

1. Any interested party who has an objection to any procurement document

or process prior to the opening of proposals for procurement, should lodge
a protest with the Executive Committee, no less than three (3) working
days before the scheduled date of the opening of proposals.

2. All prospective proposers of record will be notified that a protest has been
filed, and that the date for opening of proposals has been postponed until
further notice.

ii. Protest Prior to Award

1. All proposers to procurement should be mailed a copy of the Award Letter

for a contract to the successful proposer. Any interested party who has an

27
 objection to the award of a contract for the procurement, should lodge a
complaint with the Executive Committee, no later than seven (7) full
working days from the date of the Award Letter.

2. All proposers will be notified that a protest has been filed, and that ward
of the contract will not be made prior to resolution of the protest.

iii. Protest Subsequent to Award

1. Any interested party who has an objection to the procurement process

subsequent to the award of a contract for procurement to the successful
proposer, should lodge a complaint with the Executive Committee, no
later than ten (10) calendar days after date of the award of the contract.

2. All proposers to this solicitation will be notified that a protest has been
filed.

e. Resolution of Protest

i. Upon receipt of a written protest, the Executive Committee should review and
respond in writing within five (5) working days by:

1. Issuing a determination dismissing the protest, because:

a. The protest does not state a valid basis for protest; or

b. The protest is untimely pursuant to these guidelines.

2. Issuing a determination with a detailed written response to each

substantive issue raised in the protest.

3. Determining that an informal hearing is appropriate and issuing written

notification to the protestor of the time and place set for a hearing on the
protest.

ii. The Executive Committee may also give notice of the hearing to any other
persons involved in the solicitation whose interests may be affected by the ruling
requested from the Executive Committee. Any person whose interest is affected
shall be permitted to intervene and participate in such hearing.

iii. If a protestor fails to appear and participate in the hearing, the Executive
Committee may summarily rule upon the protest based upon information then
available.

iv. The Executive Committee should issue a written determination within five (5)
working days after the conclusion of the hearing.

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f. Reconsideration

i. The protestor may file a Request for Reconsideration of the Executive

Committee’s determination with the Executive Committee if:

1. New or additional data becomes available that was not previously known
at the time the determination was rendered.

2. There has been an error in law or regulation.

g. Remedies

i. If the Executive Committee sustains the protest in whole or part and determines
that a solicitation or proposed contract award does not comply with the
procurement statutes, applicable grant requirements or these guidelines, the
Executive Committee should consider all the circumstances surrounding the
procurement or proposed procurement including, but not limited to, the
seriousness of the procurement deficiency, the degree of prejudice to other
interested parties or to the integrity of the procurement system, the good faith of
the parties, costs to the East Central Georgia Workforce Board, the urgency of the
procurement and the impact of the relief.

ii. An appropriate remedy may include on or more of the following:

1. Re-issuance of the solicitation;

2. Issuance of a new solicitation;

3. Award of a contract consistent with procurement statutes, applicable grant

requirements or these guidelines; or

4. Such other relief as is determined necessary to ensure compliance with

procurement statues, applicable grant requirements or guidelines.

h. Appeal to GADOL

i. The Executive Committee’s determination is final and may be appealed to

GADOL.

i. Protest to GADOL

i. Under certain limited circumstances, an interested party may protest procurement

to the GADOL. The GADOL’s review of any protest shall be limited to the
alleged failure of the East Central Georgia Workforce Board to maintain written
protest procedures or its alleged failure to follow those procedures.

29
 ii. Protests may be submitted to the Commissioner of the Georgia Department of
Labor at 148 Andrew Young International Blvd, N.E. Suite 600, Atlanta, GA
30303-1751.

iii. Protestor must file a protest in a manner that allows it to be received by the
GADOL within ten (10) working days after receipt of the notice of the Executive
Committee’s final determination.

iv. It is suggested that the protest should include, at a minimum, the following:

1. Protestor name and address;

2. The name of the ECGWIB, solicitation/contract number and/or description

of the procurement;

3. A statement of the grounds for the protest and any supporting

documentation; and

4. A copy of the protest documents filed with the ECGWIB and a copy of
ECGWIB’s decision, if any.

j. Appeal to USDOL

i. An appeal can be made to USDOL when;

1. A decision on a protest has not been reached within 60 days of receipt or

2. A decision has been reached and the party to which such decision is an
adverse appeal to the Secretary of USDOL.

k. Basis of Protest

i. USDOL 29 CFR 97.36(B)(12) provides the following basis for filing a USDOL
protest:

“Grantees and sub grantees will have protest procedures to handle and
resolve disputes relating to their procurements and shall in all instances
disclose information regarding the protest to the awarding agency. A
protestor must exhaust all administrative remedies with the grantee and
sub grantee before pursuing a protest with the Federal agency. Reviews of
protests by the Federal agency will be limited to:

Violations of Federal law or regulations and the standards of this section

(violations of State or local law will be under the jurisdiction of State or
local authorities) and Violations of the grantee’s or sub grantee’s protest
procedures for failure to review a complaint or protest. Protests received

30
 by the Federal agency other than those specified above will be referred to
the grantee or sub grantee.”

l. Submission

i. Protestor must file a protest in a manner that allows it to be received by the

USDOL within five (5) working days after receipt of the notice of the Executive
Committee’s final determination. Send the protest to US Department of Labor,
Employment and Training Administration, Headquarters with a concurrent copy
to East Central Georgia Workforce Board. It is suggested that the protest should
include, at a minimum, the following:

1. Protestor name and address;

2. The name of the ECGWIB, solicitation/contract number and/or description

of the procurement;

3. A statement of the grounds for the protest and any supporting

documentation; and

4. A copy of the protest documents filed with the ECGWIB and a copy of
ECGWIB’s decision, if any.

ii. A copy should be forwarded to the USDOL Region III ETA Regional
Administrator.

m. Reference

i. USDOL 29 CFR 97.36(b)(12)

VIII. Additional Requirements

a. All contracts awarded will be Cost-Reimbursement contracts.

b. All contracts must include the necessary clauses as required under 29 CFR 95.48.

12. Describe the area’s process and procedures for contracting with youth service
providers. Describe the area's youth strategies. Discuss how the area's workforce
system is addressing the ten local youth program elements described in the
Workforce Investment Act, as well as the integration of other initiatives such as
School-to-Work, Jobs for Georgia Graduates, Job Corps, and High School/High
Tech. Describe the specific strategies the area is using with out-of-school youth.

Every three years our Youth Council devises a Request for Proposal that best suits the
needs for filling gaps in the upcoming years for the competitive procurement process as

31
described in 29 CFR 97.36. Contracts awarded through this process are monitored for
performance and financial processes. The current youth contracts include the following:

Arnett Enrichment and Recreation Center-Targeting the in-school population as a

means of alternative education by working with the local board of education’s alternative
school; providing mentoring, alternative curriculum; paid work experience; counceling to
provide “whole family” advisement in Screven County

Columbia County Family Connection- Targeting the in-school population to work on

after school tutoring, and mentoring; and with both in-school and out of school youth
offer life skills, and leadership skills through community involvement; youth will
participate in a summer project; siblings and parents of the participants will also be
targeted by the counselor to provide “whole life” advisement for the students; this will
allow for some additional out-of-school case management as well to address those
siblings who have already dropped out of school.

Glascock Action Partners, Inc. - Tutoring; work experience, with work readiness
training; leadership development; adult mentoring for in-school and out-of-school

Hancock County Community Partners– Program assistance with alternative secondary

school through the local Technical College; work experience; job development and
placement for out-of-school

Jefferson County Board of Education- Tutoring for in school participants; paid work
experience in partnership with the Georgia Apprenticeship program for Jefferson County

Jenkins County Family Enrichment- Targeting the in-school population as a means of

alternative education by working with the local board of education’s alternative school;
providing mentoring, alternative curriculum; paid work experience; counceling to provide
“whole family” advisement in Jenkins County

Lincoln County Family Connection- Tutoring; program assistance with alternative

secondary school through the local Technical College; occupational skills training
through computer instruction; Work Experience; and leadership development for in-
school and out-of-school

McDuffie County Board of Education - Extended work experience for disabled in-
school youth in conjunction with Division of Rehabilitation Services; a job coach will be
on hand for on the job instruction and increased mentoring.

McDuffie County Partners for Success – Targeting the in-school population as a means
of alternative education by working with the local board of education’s alternative
school; providing mentoring, alternative curriculum; paid work experience; counceling to
provide “whole family” advisement in McDuffie County

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Quality of Life Association - Tutoring; dropout recovery; work readiness training;
leadership development; survival skills; post secondary school assistance; computer
training; career planning assistance; and adult mentoring for in-school and out-of-school

Taliaferro County Family Connections – Tutoring, work experience, with work

readiness training, leadership development, and adult mentoring with the in-school
population; occupational skills training in the form of CNA training provided by Athens
Area Technical College for the out-of-school youth

Washington County Family Connection – Targeting the out-of-school population

coordinated with Sandersville Technical College with GED preparation, KeyTrain Skills
Upgrade with WorkKeys assessments, Career Planning by the Sandersville Tech Career
Counselor, Life Skills, Job Readiness, Financial Management, and Work Experience

Wilkes County Family Connections - Tutoring; work experience, with work readiness
training; leadership development; adult mentoring; occupational skills training for in-
school and out-of-school

All of the service providers integrate the 10 youth elements, while additional efforts are
made by Job Corp to schedule meetings for our youth at the comprehensive One-Stop.
Job Corp does not maintain an office in our area, but when a youth expresses interest,
staff contacts the Job Corp office of Augusta, GA to schedule a meeting at the Thomson
One-Stop.

Under the ETA’s new vision of youth services, the service providers have been making
every effort to serve those youth considered most in need. Every local DFCS office has
been called upon as a true partner in youth services in tracking and enrolling foster youth.
Also, the Department of Juvenile Justice is represented as part of the Youth Council in
order to ensure appropriate services to youth offenders. The local adult probation officers
have also been engaged in youth services as a means to gain access to youth of offenders.
Also, there is now an adult contractor for adult offenders working in partnership with the
youth service providers of that county. Together they are targeting the “whole family”
approach to services. In order to meet the needs of the children of migrant and seasonal
workers, ECGC maintains full time Spanish Speaking staff. If any service provider or
One-stop staff encounters a language barrier, we have someone available to go in field
and meet with those individuals.

As well as engaging those most in need, the youth service providers are working towards
a more Demand Driven delivery of services to the youth. In doing so, the local area is
working to do training on Education Rocks. The area as also subscribed to the Georgia
Career Information System as well as the KeyTrain Curriculum. The area has now
administered the WorkKeys assessments to two groups of high school aged students. The
goal is to provide the youth with as much information about the industry in their area as
possible to show them opportunities are available without having to leave their home
town and to help them see the possibilities that lay before them. Also, ECGC is giving
employers the opportunity to see that the upcoming workforce will be capable of doing

33
 the tasks of the local jobs if given the chance. The youth WorkKeys scores have been in
line with the jobs available in the area. They will leave high school knowing that there is
no local job that they can’t do if willing to do it.

13. If the area has chosen to use ITAs for older youth [per the state waiver under WIA
Section 189(i) (4) (B)], please describe the criteria that will be used for determining
appropriateness and how youth will be assisted in choosing appropriate service
providers/programs. If the area does not plan to use the ITA option for older youth,
simply write in "N/A."

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

14. Describe dislocated worker service strategies, including coordination with state-level
Rapid Response, GDOL career centers, and state/local Trade Act activities.

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

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

(1) A grant from Cobb Works! Project Access was used to purchase a computer along
with installing entrance and exit doors for the handicapped. This grant has also
provided us with a Disabilities Navigator in the One-Stop facility. This person is now
available to assist individuals who have a disability with all of their accessibility
needs.
(2) Hire Vets First Campaign was initiated by the US Department of Labor Veterans
Employment Training Services in September 2005. The Hire Vets First gives
veterans first priority to jobs listed with the GDOL.
(3) Since the Hispanic population has been growing, Rhoda Gotay has been kind enough
to translate for the Spanish speaking population. In the ECGC Resource Center, run
by Delamya Thomas, there is available to the Spanish speaking population the
opportunity to learn the English language by working with the ESOL instructor for
Augusta Technical College as well as by working with on-line curriculum and other
resources within the facility.
34
 (4) Our services to older workers include a partnership with the AARP Foundation
SCSEP, Title V (Older Americans Act of 1965) provider for our area. We coordinate
training services for older workers with the AARP Foundation SCSEP. The AARP
Foundation SCSEP has 19 paid training slots in the counties we serve and during the
Grant Year just completed on 6/30/05 they were able to find permanent employment
for 9 of their enrollees from our service area. We are a Host Agency for enrollees of
the AARP Foundation SCSEP and we provide One-Stop services to older workers.
The AARP Foundation SCSEP Project Director is an active WIB member and uses
the services of our One-Stop for applicants and enrollees of the program.

16. Discuss the area’s workforce services to businesses, and how business and organized
labor representatives on the local Workforce Investment Board contributed to the
development of these strategies. Provide a listing of business services available
through the area’s One-Stop(s), such as planned employer workshops, tax credit
assistance, and assessment and screening of potential employees. Additionally,
describe the involvement of your economic development community in developing
these strategies.

East Central Georgia Consortium, Inc Staff:

The Skills Center Specialists are equipped with Resource Rooms, Computer-Based
training software, and unique training for the services offered. The Business Resource
Manager can assist employers with needs relating to: Hiring and Training, Technical
Assistance, and other Business Services designed by the employers. We are at the mercy
of the employer.

Our Training and Information Services:

Self-taught Computer-based Training for Employees:

1) Aztec Software Programs - Prepare for the G.E.D.
2) Computer Skills Programs - Become proficient in various Microsoft Office
Products, etc.
3) KeyTrain Software - upgrade skill levels in WorkKeys Skills

WorkKeys Assessments:
1) Pre-Assessments using KeyTrain Software
2) Post-Assessment testing used to certify WorkKeys Skill levels.

WorkKeys Job Profiling:

Detailed job analysis enables superior job/employee match to reduce
the amount of job turnover.

On-the Job Training:

Can pay up to 50% of hourly wage rate for contracted training period
(Includes free Job Profile of a contracted OJT Slot).

Customized Training:

35
 Can pay up to 50% of costs spent training existing employees to upgrade
or enhance Job Skill levels.

Labor Market Information:

Search Occupational Wages, Find Industry Data, View Workforce
Data, etc.

Our Board Representatives from Industry, Economic Development, and Organized Labor
were major contributors at our Board Retreat, where strategies for business services were
enhanced. These groups represent a newer and stronger board membership and attend
regular committee meetings as well.

One-Stop Career Center:

□ Recruits, screens and refers veterans ranging from entry-level workers to highly
skilled professional
□ Recruits full-time, part-time and seasonal workers
□ Posts job openings
□ Hosts job fairs
□ Partners with businesses to clarify job descriptions and eligibility criteria
□ Screens veterans to ensure that the right workers with the right skills are selected
for interviews
□ Provides training that supports the human resource needs of business
□ Increases the potential labor pool, expands job retention and enhances workforce
quality
□ Provides employers with access to the veteran labor pool
□ Provides information about wages and employment trends, as well as national
comparisons
□ Provides state demographic and economic information, as well as links to
education, cultural and recreational resources
□ Provides office space for on-site screening, interviewing and training
□ Supports employee retention by offering services such as transportation, childcare
assistance and mentoring programs

17. The Local Government Services Delivery Act of 1997 defines ways in which
jurisdictions will work together to reduce duplication by promoting coordinated
service delivery. Discuss any regional service delivery strategies planned within your
region. Examples of relevant strategies are: uniformity in eligible training
providers, or uniformity in maximum allowable training and supportive service
amounts.

The Workforce Board Planning Committee has identified the following benchmarks for
more uniformity in services with multiple service access points:
e. achieve better informed and more dedicated WORKFORCE INVESTMENT
BOARD members
f. achieve a greater understanding of partner referral processes, partner services and
resources

36
 g. achieve a higher level of customer feedback.

The action steps taken by the Planning Committee to begin to reach these benchmarks
were:
□ Develop a new member packet for new WORKFORCE INVESTMENT BOARD
members
□ Develop regular Regional Collaborative Meetings
□ Hold a Georgia Workforce System training at a regional level for all who have
access to this system
□ Develop a system-wide customer survey received at all service access points.

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

The Career Advisors work with local DFCS offices, local Career Centers, and other
agencies to identify resources for TANF families and other low income individuals.

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

options for accessing workforce services. Discuss steps your area is taking to address
increased options, such as: alternative access points, self-directed and electronic
services, development of resource areas, orientation to services, enhanced
reception/greeter functions, or service referral mechanisms for various customer
groups at various sites within your system.

Our area has been trying to consolidate the offices of the GDOL Thomson Career Center,
GDOL Division of Vocational Rehabilitative Services and the East Central Georgia
Consortium, Inc. to form a true comprehensive One-Stop for the 12 counties being
served. Currently, the One-Stop offers self-taught computer-based training for
customers:

Aztec Software Programs - Prepare for the G.E.D.

Computer Skills Programs - Become proficient in various Microsoft Office Products, etc.
KeyTrain Software - upgrade skill levels in WorkKeys Skills.

Two additional offices have been established, one in Sandersville, Georgia and one in
Sylvania, Georgia, with this computer-based software to provide services in the outlying
counties.

The GDOL Career Centers have on-line registrations available for customers unable to
visit the offices and staff visiting the individual counties.

VI. Performance Accountability

37
 1. The plan update includes the process of estimating performance levels for PY 2007
and 2008. USDOL has announced its intention to substitute Common Measures
methodology for many of the WIA performance measures effective July 1, 2005. At
this time, however, USDOL has not issued guidance that would enable the state and
local areas to perform necessary performance planning. Therefore, instructions for
estimating performance levels for PY2007 and PY2008 will be transmitted to local
areas as soon as federal guidance becomes available.

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

The Workforce Investment Board has begun the process for establishing a system-wide
customer satisfaction survey for all partners to utilize and individualize as needed, while
maintaining valuable information about the customer’s entire system experience.

There are two main types of customers for the Workforce Investment Area. One is the
business customer. Our Business Resource Manager meets with area industries and
business owners regularly to determine the needs of the local businesses and how well
they are satisfied with the services offered. We have also diligently worked at increasing
the representation of the business customer on the Workforce Investment Board.

The second type of customer is the customer receiving core and/or intensive services and
training services. Our customer satisfaction survey has aided us in knowing where we
might improve. We have also strived at increasing the participation of youth on the youth
council for additional feedback. Most of our information comes from what the customer
tells the case manager. That information is gathered and given to the youth and adult
managers to assist in the development of policies and planning.

3. Describe the board's strategies and process for evaluating the system's progress in
meeting the needs of employers and individuals in the community, including how
the board is promoting continuous improvement of the local system.
The Board reviews performance information, programmatic and financial, and customer
satisfaction information on a regular basis to determine the effectiveness of the system.
The youth, business resource and adult managers share any information gathered with the
WIB for policy and planning (see above).
The youth council has also scheduled a community focus group, including DFCS, DJJ,
VR, parents, youth, migrant workers, etc., to determine the needs of the youth in the
surrounding counties. This information will be used to improve the strategic plan for
youth services.

VII. Equal Access and Opportunity

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

grievances and complaint resolution.
Grievances and complaints shall be processed through the following stages:

1. Formal Written Complaint

38
 2. Fact Finding
3. Hearing
4. Determination (decision)
5. Appeal

The Director of the Consortium shall be advised upon the initial filing of a complaint and
shall be kept abreast at each stage thereafter.

An individual who feels that a grievance or complaint is appropriate may seek remedy by
contacting the Consortium Office. Individuals will be provided with procedures that must
be followed.

East Central Georgia Consortium, Inc.

674 Washington Road
P.O. Box 179
Thomson, Georgia 30824

Attn: Equal Opportunity Officer

(706) 595-8941/ 1-(800)-251-3882

As notified and required by the State, a listing of complaints and the status thereof will be
provided.

During every step of the process, informal attempts will be made to resolve the complaint

2. Describe how the local area is ensuring full accessibility of sites and services.
Examples include an accessibility checklist on which staff have been trained,
assistive technology in resource rooms, and ongoing coordination, training and
mutual referrals with community rehabilitation providers.

At this time, East Central Georgia Consortium, Inc. is fully accessible including the latest
technology for computer and telephone access and on-going accessibility improvements
for training services in coordination with the Dept. of Vocational Rehabilitation.
However, the GDOL Thomson Career Center and the Office of Vocational Rehabilitation
are not fully accessible at this time. Efforts are currently being made to merge all offices
into the East Central Georgia Consortium, Inc. office to better serve the customers.

3. Describe the local area’s policy for ensuring priority of service for veterans, and how
GDOL employment services to veterans are integrated into the local workforce
system.

Work with other service providers to promote veterans as job seekers who have highly
marketable skills and experience.

39
 Advocate for veterans for employment and training opportunities with local businesses
and industry by conducting job fairs and collaborating with unions and apprenticeship
programs to promote veterans.

Maintain regular contact with employers and coordinating with local WIA to include
veterans in their marketing programs.

Provide services in employment, training and placement to meet the needs of veterans to
include appropriate priority status.

Provide services such as job search workshops, job development and referrals, vocational
guidance, labor market information and referrals to training and supportive services.

Assist Career Center Manager in the preparation of the Manager's Report on Services to
Veterans on a quarterly basis.

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

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

5. Where applicable, describe how services to Migrant and Seasonal Farm workers
(MSFWs) are integrated into the local workforce system. Describe any specific local
or regional service strategies for migrant workers.

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

VII. Plan Attachments

Attachment A: State Workforce Vision and Guiding Principles

Provided as a reference; no action needed by local areas.

Attachment B: Area Sites and Services

Please complete and submit the matrix.

40
Attachment C: Memoranda of Understanding, Local Chief Elected Official
Agreements, and Resource Sharing Agreements
Please submit all current MOUs, CEO Agreements, and RSAs here.

Attachment D: Performance Worksheets

Please complete your area worksheet.

NOTE: Instructions for estimating performance levels for PY2007 and PY2008 will be
transmitted to local areas as soon as guidance becomes available.

Attachment E: Local Area Assurances

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

41
Attachment A
Georgia's Workforce Vision and Guiding Principles

The vision for Georgia's workforce system is to build a world-class workforce.

This will be achieved through the following goals:

• To enable individuals to achieve their highest potential

• To ensure employers have the skilled workers they need to compete effectively in the global
economy

• To capitalize on the untapped potential of underemployed and discouraged workers, youth

and other job seekers with special needs

Guiding Principles

• Customers include individuals, employers and all community partners seeking workforce
information and/or services.

• The system will provide services and information to all customers based on their informed
choice and need.

• The system will include many service access points and methods, with services tailored to
meet the needs of individual communities.

• The customer defines service quality; customer feedback will be obtained and used.

• Staff will provide quality services in a timely and positive manner.

• Policy, operations and procedures will support flexibility in local design of service delivery,
use of staff and use of facilities, while adhering to applicable laws and regulations.

• The system may offer specialized services beyond those paid for with public funds.
Attachment B

Area Sites and Services

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

Lead Partner/One-Stop Major Services Provided by

Comprehensive Service Operator Each Partner
Sites Other Partners
East Central Georgia Internships, work experience, on the
*Comprehensive One-Stop Consortium, Inc. job training, placement assistance,
for East Central Georgia and occupational skills training
674 Washington Road, through individual training
Thomson, GA 30824 accounts, skills upgrading and GED
(706) 595-8941 practice assistance, business
services, WorkKeys Assessments,
and KeyTrain Curriculum
AARP Add skills and paid work
experience to transition into paid
unsubsidized jobs.
Augusta Technical College Occupational Skills training,
placement services, financial aid
assistance, case management.
Sandersville Technical College Occupational Skills training,
placement services, financial aid
assistance, case management.

Ogeechee Technical College Occupational Skills training,

placement services, financial aid
assistance.
Swainsboro Technical College Occupational Skills training,
placement services, financial aid
assistance.
Athens Area Technical College Occupational Skills training,
placement services, financial aid
assistance.
DOL – Voc. Rehab Services Provide vocational counseling
career planning, work readiness
training
DOL – Thomson Career Center Job training, job readiness training,
employment services.
Attachment B (Continued)

Area Sites and Services

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

Additional Service Sites Lead Partner/One-Stop Operator Major Services Provided by Each
Other Partners Partner
Jefferson County East Central Georgia Consortium, Internships, work experience, on
431 West 9th Street Inc. the job training, placement
Louisville, GA 30434 assistance, and occupational skills
training through individual training
accounts, skills upgrading and
GED practice assistance, business
services, WorkKeys Assessments
and KeyTrain Curriculum
Sandersville Technical Sandersville Technical College Occupational Skills training,
College placement services, financial aid
1189 Deepstep Road assistance, case management.
Sandersville, GA 31082 placement assistance, upgrading
and GED practice assistance,
business assistance, WorkKeys
Assessments and KeyTrain
Curriculum

Screven County East Central Georgia Consortium, Internships, work experience, on-
111 N. Main Street Inc. the-job training, placement
Sylvania, GA 30467 assistance, and occupational skills
training through individual training
accounts, skills upgrading and
GED practice assistance, business
services, WorkKeys Assessment
and KeyTrain Curriculum
Attachment C

Memoranda of Understanding and Resource Sharing Agreements

East Central Georgia Workforce Investment

RESOURCE SHARING AGREEMENT
In accordance with the Workforce Investment Act of 1998 (hereinafter WIA), this Resource Sharing
Agreement (hereinafter RSA) is entered into by and between the East Central Georgia Workforce
Investment Board (hereinafter WIB) and the Partner Agencies listed below for the Comprehensive
One-Stop at 674 Washington Road, Thomson, Georgia.

1. Partner Agencies:
a. East Central Georgia Consortium, Inc.
b. Georgia Department of Labor -Thomson Career Center
c. Georgia Department of Labor - Augusta Career Center
d. Augusta Technical College (ATC)
e. Athens Area Technical College
f, Georgia Department of Labor - Rehabilitation Services
g Sandersville Technical College
h. AARP Foundation (SCSEP) '
i. Ogeechee Technical College
j. Swainsboro Technical College

2. Purpose: The WIA regulations provide that the responsibility for the provision of and financing for
applicable core services and One-Stop operations is to be proportionate to the use of services at the
center by individuals attributable to the Partners' programs. The purpose of this RSA is to provide a
framework for each of the Partners' commitments regarding the allocation and sharing of operational
costs and resources in the One-Stop system serving East Central Georgia. The One-Stop Operator,
East Central Georgia Consortium, Inc., has been designated by the WIB and will be responsible for
the coordination of services and ensuring that Partner Agencies adhere to the terms of this
Agreement. Details of the One-Stop Operator's responsibilities will be more specifically outlined in
the Operational Plan that is developed by the parties to this Agreement.
3. Duration: This RSA shall remain in effect from July 1. 2006 until June 30. 2007

4. Modification: The Partners recognize that modifications to the RSA may be necessary during the
period of performance. Any party may make a written request for modification to the WIB through
the One-Stop Operator. In order to be valid, any modification to the RSA must be in writing and
signed by all of the parties. Assignment of any responsibilities under this RSA by any of the parties
shall be effective upon written notice to the other parties.
5. Termination: Notwithstanding any other provision of this contract, in the
event that any of the sources of Partner funds for services under this contract
no longer exist or in the event the sum of all obligations by the Partner incurred
under this and all other contracts entered into exceeds the balance of available
funds, then the Partner's obligations under this Agreement shall immediately
terminate upon receipt of written notification to the WIB through the One-Stop
Operator. The certification by the legal signatory of the Partner that occurrence
of either of the events above shall be conclusive.
Attachment D

PY2007-PY2008 Performance Targets

Local Area Name: _____East Central Georgia_____________________

Performance PY2007 PY2008

Measures Target Target

Customer Satisfaction Index

Participants – ACSI Score 75.5 75.5
Employers – ACSI Score 75.4 75.4

Entered Employment Rate

Adults 83.5 83.5
Dislocated Workers 90.0 90.0
Older Youth 68.0 68.0

Retention Rate
Adults 86.0 86.0
Dislocated Workers 91.6 91.6
Older Youth 81.5 81.5
Younger Youth 60.0 60.0

Earnings Gain/Replacement Rate

Adults 4200 4200
Dislocated Workers 95.0 95.0
Older Youth 3800 3800

Credentials Rate
Adults 63.0 63.0
Dislocated Workers 74.0 74.0
Older Youth 54.0 54.0

Younger Youth Diploma/GED Rate 64.0 64.0

Younger Youth Skills Attainment Rate 80.0 80.0

Attachment E

Local Administrative Assurances

PY 2007 - 2008

Local workforce areas must ensure that area staff, contractors, and partners are accountable to all
state and federal laws, regulations and policies. By signatures on the local Workforce Plan, the
area assures the state that the following provisions will be met for PY2007-2008:

1. Policies and procedures will be developed for soliciting and contracting with training
providers for adult and dislocated worker training services that are not part of the
Individual Training Account (ITA) system. [WIA Sec. 118 (b)(9)]

2. Policies and procedures will be developed for identifying and competitively procuring
youth activity providers. Policies will include evaluation criteria used and desired
program elements, as required by WIA. [WIA Sec. 118 (b)(9)]

3. 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.

4. Area staff, partners and subcontractors will comply fully with the nondiscrimination and
equal opportunity provisions of the following laws:

• Section 188 of the WIA, which prohibits discrimination against all individuals in the
United States on the basis of race, color, religion, sex, national origin, age, disability,
political affiliation or belief, and against beneficiaries on the basis of either
citizenship/status as a lawfully admitted immigrant authorized to work in the United
States or participation in any WIA Title I-financially assisted program or activity;

• Title VI of the Civil Rights Act of 1964, as amended, which prohibits discrimination
on the bases of race, color, and national origin;

• Section 504 of the Rehabilitation Act of 1973, as amended, which prohibits

discrimination against qualified individuals with disabilities;

• The Age Discrimination Act of 1975, as amended, which prohibits discrimination on

the basis of age; and

• Title IX of the Education Amendments of 1972, as amended, which prohibits

discrimination on the basis of sex in educational programs.
5. No funds received under the WIA will be used to assist, promote, or deter union
organizing. [WIA Sec.181 (b)(7)]

6. 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.

7. The local Workforce Investment Board assures that audits of covered organizations shall
conform to the federal Single Audit Act and OMB Circular A-133.

8. 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)]

9. The local area's financial system will permit the tracking of program income and
potential stand-in costs. [WIA Sec. 185 (f)(1)&(2)]

10. 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)]

11. Any information or records concerning an individual or employing unit obtained by the
Georgia Department of Labor in the administration of the Employment Security Law or
other federally funded programs for which the department has responsibility are, by law,
private and confidential [O.C.G.A. 34-8-120 et seq.]. The area agrees to abide by all state
and federal laws, rules, and regulations regarding the confidentiality of such records.
There are criminal sanctions for unauthorized release of such information. The area
further agrees not to divulge any private or confidential information concerning any
individual or employing unit to any unauthorized person without the informed consent of
both the individual employee and the related employing unit, or, when applicable, of a
particular customer. The Georgia Open Records Act requires government agencies and
their private contractors to allow inspection of "public records" by citizens who request
such inspection [O.C.G.A. 50-18-70 et seq.]. Georgia Department of Labor information
and records on individuals and employing units described above are exempt from the
disclosure requirements of the Georgia Open Records Act. The area agrees to fully
comply with the Georgia Open Records Act, which may require a timely written response
(within three days of the inspection request) denying inspection of such records and
stating the applicable statutory authority for denying the request.

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.
13. Veterans and other qualified persons will be provided priority in all USDOL-funded
workforce services in accordance with the Jobs for Veterans Act (P.L. 107-288), (38
USC 4215).

14. Migrant and seasonal farm workers will be provided the same range and quality of
services as non-migrants, and equity of service will be afforded to migrant and seasonal
farm workers in all labor exchange services provided in the area. [20 C.F.R., Part 653]