State Unified Plan

Submitted Under Section 501 of the

Workforce Investment Act

State of Georgia

July 1, 2007 – June 30, 2009

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

TABLE OF CONTENTS

Page

A. State Vision and Priorities 1

B. One-Stop Delivery System 19

C. Plan Development and Implementation 31

D. Needs Assessment 32

E. State and Local Governance 63

F. Funding 79

G. Activities to be Funded 83

H. Coordination and Non-Duplication 106

I. Special Populations and Other Groups 110

J. Professional Development and System Improvement 120

K. Performance Accountability 121

L. Data Collection 125

M. Corrective Action 127

N. Waiver and Work-Flex Requests 128

Certifications and Assurances 133

Plan Contact Information

Plan Signature
Appendices

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 A. State Vision and Priorities

Overview

With the strong leadership of the Governor, Commissioner of Labor and other state agencies,
business leaders and organizations throughout the state, Georgia’s workforce development
system has achieved many successes. A core group of state agencies, including the Department
of Labor (GDOL), the Departments of Technical and Adult Education, Human Resources,
Education, Corrections, Juvenile Justice and the University System have a long tradition of
collaborating on the key workforce challenges facing the state. In addition to workforce
development and education, the key economic development agencies and partners are actively
engaged with Georgia's workforce development system, to promote Georgia's growth and
sustained prosperity.

Governor's Vision for the Workforce System

The Governor's vision for the State of Georgia's workforce development system is an enterprise
that links workforce development and education together and aligns them with the economic
development needs of the state, its regions and communities. This vision is reflected in the U.S.
Department of Labor Employment and Training Administration's National Strategic Directions,
which include the following priorities:

• building a demand-driven system within a regional economic development context

• implementing system reform with streamlined governance and alignment of economic and
workforce development regions
• enhancing an integrated service delivery system that focuses on services rather than programs
• advancing a vision for serving youth who are most in need
• expanding workforce information as the foundation for strategic planning and career
guidance
• strengthening partnerships with community and faith-based organizations
• increasing the use of flexibility provisions in WIA to design innovative programs that fuel
regional economic competitiveness and create employment opportunities for career seeker
customers
• utilizing an integrated and enhanced performance accountability system

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

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The Workforce Development Task Force studied the major state systems involved with
improving the base of qualified workers - education, occupational training, employment services,
and economic development strategies. The task force proposed a Statewide Workforce
Development System that would integrate education, industry, employment and economic
development into a unified enterprise with a shared vision, and common goals. The task force
reported its findings and recommendations to Governor Perdue on October 12, 2004. The
Governor incorporated these recommendations with those of the Strategic Industries and
Competitiveness Task Forces, and began implementing the recommendations.

Governor Perdue reconstituted the State Workforce Investment Board (WIB) in February 2006
and moved the board under his direction. He charged the board with developing a comprehensive
strategic plan that links workforce development with the education community and aligns this
effort with the state's economic needs. The State WIB spent several months developing its plan,
and unanimously approved the final plan at its February 2007 meeting.

The Strategic Plan for the Development of Georgia's Workforce has as its cornerstone the
principle that workforce development and education must be woven together to allow Georgia to
effectively compete in the global economy. To establish this collaboration among economic
development, workforce development and education, the State WIB has identified six strategic
goals for Georgia's future. The Strategic Plan includes recommended solutions and suggested
initiatives for each goal that can be taken as high-level policy initiatives for state, regional and/or
local government and community organizations to embrace. A brief description of these goals
follows:

1. Develop the workforce pipeline within the education community

Educators will need to make learning more rigorous and relevant to build the educational
and training capacity needed to support strategic existing and emerging industries. To
that end, the state needs to ensure that greater numbers of students graduate with the
skills and knowledge to meet industries' needs. Aspects of this goal include increasing
high school graduate rates, increasing post-secondary enrollment and increasing the
number of students pursuing majors aligned with strategic industry and critical shortage
occupations.

2. Engage at-risk and out-of-school youth in education and workforce training

This will involve supporting at-risk youth through proven intervention programs, as well
as finding youth who have dropped out of school to reengage them in relevant training
opportunities.

3. Encourage life-long learning as the solution to a changing work environment

To meet the future needs of business, the workforce has to be highly adaptable. This
requires a seamless, coordinated workforce development system that is both demand-
driven and promotes life-long learning to maximize talent development. The Governor's
Georgia Work Ready initiative, launched in 2007, provides a statewide employability

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 credential available to all Georgians at little or no cost. Assessment outcomes are linked
to the technical skills required for profiled occupations.

4. Remove barriers to work, so that all Georgians are able to participate fully in the
workforce

Public/private partnerships must support agencies and communities seeking to address

barriers including transportation, dependent care and housing. Collaborative efforts will
be more effective in overcoming the challenges faced at the local and regional levels. The
Department of Community Affairs' Communities of Opportunity initiative, currently
underway in rural Georgia, will assess community systems (e.g., education, health care,
infrastructure, workforce development and economic development) with the goal of
establishing comprehensive and realistic improvement strategies.

5. Align workforce development with economic development to create a demand-driven

system at the state, regional and local levels

Partners must redefine and realign current resources to create a seamless, demand-driven
workforce development enterprise. The State WIB will serve as a leader in this effort. A
variety of examples that illustrate this concept are described elsewhere in this Unified
Plan.

6. Develop and implement an effective public awareness campaign to fully engage all
Georgians to prepare for the future workforce

The state needs an environment and culture that embraces the importance of workforce
training and education. This includes the vision of all students attaining a high school
diploma and all residents engaged in life-long learning. A long-term, vigorous public
awareness campaign involving all key business and government partners will promote
Georgia's image as a state that values and excels in education, training and life-long
learning.

The State WIB has recommended that Georgia embrace the concept that "education is the state's
core business." This entails developing the workforce in concert with and in support of Georgia's
existing and emerging strategic industries. New relationships among education and business
partners will help to strengthen the linkages among workforce development, education and
economic development.

Georgia's 20 local workforce areas have embraced a proactive workforce development strategy
that has evolved from the State Workforce Investment Board strategic planning process,
involvement with the Governor's Office of Workforce Development and administrative
leadership by the Georgia Department of Labor. Five WIB Directors were engaged in the
development of the State WIB Strategic Plan, either as members or as resources for the board.
Because local plans for 2007 were submitted prior to the roll-out of the final Strategic Plan, new
local strategies will be more closely aligned with the State WIB plan during the next planning

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cycle. The strategic plan's goals include WIB involvement on every level, from recommended
solutions to suggested initiatives at the community, regional and state levels.

Communication occurs with the local WIBs through bi-monthly meetings with the WIB
Directors and through state-local WIB Chair meetings as part of the Georgia Workforce
Leadership Association, the local WIB chairs' organization. Many of the efforts spearheaded by
the newly formed Governor's Office of Workforce Development during the past year have
included local WIBs in the strategic and implementation plans. The Georgia Work Ready
Initiative, described in a later section, has local WIB directors or WIB Chairs on the core team
for each Work Ready county. The Sector Strategy initiative for West Georgia includes two local
WIB Directors, as does the Life Sciences Sector Strategy. WIB Directors serve on a community
team responsible for the strategic direction and implementation of Sector Strategy project goals.
WIBs served as hosts and conveners for the 12 Southern Regional Policy Board forums
throughout Georgia, described below. By having the forums regionally, local WIBs will have
first-hand information regarding the workforce needs of their areas.

Local WIBs are community conveners, often around subjects much broader than the Workforce
Investment Act. Community partners are either members of local WIBs or are engaged on
community workgroups or coalitions. For instance, local WIB Youth Councils are involved in a
much larger vision for youth services in Georgia beyond the local WIA youth-funded services.
During this year, efforts will be underway to merge local youth strategies with the national
Youth Strategic Directions. The inclusion of the Georgia Work Ready Certification will provide
systemic changes to youth services and increase the WIA credential rate. Local WIB
representatives also serve on GDOL Employer Committees, the Georgia Association of
Economic Developers, technical college advisory committees and other organizations involved
in the workforce development enterprise.

Georgia's Work Ready Initiative

The Georgia Work Ready initiative provides a transformational mechanism for linking
workforce development, education and economic development. The initiative, launched by
Governor Perdue in January 2007, will be a valuable way to align the skills taught by the
educational system with the skill levels needed by current and emerging businesses. It also
provides workers with a portable credential of their skill sets. The initiative provides alignment
among the U.S. Department of Labor Strategic Direction, the Commission for a New Georgia
goals and the State WIB strategic goals.

The Georgia Work Ready Certificate is a statewide employability credential available to all
Georgians at no cost with assessment outcomes linked to technical skills required for profiled
occupations and jobs. Certified assessment centers and self-guided gap training are accessible to
all Georgians through the state's technical college system. Assessments are based on the ACT
WorkKeys (TM) test battery. ACT WorkKeys has been used nationally by schools and
businesses for a number of years and has credibility with educators and businesses. Students and
workers can certify measured skills in Applied Mathematics, Reading for Information and
Locating Information, as well as a personal skills test that measures attitudes toward work.
Georgia's Work Ready Certificate will also, in the near future, include a personal skills Talent

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Assessment, designed to measure the full potential of an individual's work habits. Eleven
technical colleges will take part in the Talent Assessment pilot conducted by the vendor. Once
the pilot is complete, this assessment will be added to the Georgia Work Ready Certificate.

Georgia's Work Ready assessments have been made available to local schools for graduating
high school seniors. These high school assessments will help seniors "bridge" to work readiness
and future career and training options.

Job applicants who have a Georgia Work Ready Certificate arrive with those skills critical to job
success, enabling employers to cut training costs and reduce turnover. Employers can make more
reliable decisions about hiring, training and program development needs by matching job profile
information with assessment scores from job applicants and incumbent workers with Georgia
Work Ready Certificates. Companies that use the program to assess their current and incoming
workforce can achieve substantial benefits, including:

• improved employee selection and advancement procedures

• reduced overtime
• reduced turnover
• increased productivity
• fewer legal challenges to the hiring process
• higher employee morale

The Georgia Work Ready initiative allows businesses to match employees to available jobs by
profiling the tasks and skill levels each job requires. This service - a customized job profile - is
available without charge to companies for positions they seek to fill. Using the ACT job profiling
process, a trained facilitator works collaboratively with groups of employees to complete each
job analysis. Job incumbents serve as the subject matter experts who define the tasks and skills
needed to perform a specific job successfully. Customized job profiling will support hiring,
promotion and training decisions. Using focus groups and trained facilitators, customized job
profiling offers a proven methodology and reliable results that meet the requirements of the
Equal Employment Opportunity Commission.

Governor Perdue's Certified Work Ready Community initiative permits communities to

transform themselves into viable economic development engines possessing the skilled
workforce that companies need. More than 30 counties have submitted applications and more are
currently in the process of applying. These initial counties will be provided technical assistance
by the Governor's Office of Workforce Development.

To become a Certified Work Ready Community of Excellence, communities must demonstrate a

commitment to improving their public high school graduation rate to a minimum of 70%. They
must also show that their adult residents in a variety of specified labor market groups have
successfully attained a Georgia Work Ready Certificate, at the following rates:

• For the existing workforce - 3% to attain the certificate in the private and public
sectors

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

Counties below the 70% threshold for high school graduation rates may earn a Certified Work
Ready Community status if they meet all other criteria.

Economic Development

Georgia is actively engaged in developing an innovation economy that builds upon the state’s
competitive strengths to position itself for the global marketplace. In 2004, the Commission for
a New Georgia identified several strategic existing and emerging industry clusters on which the
state should focus its resources. Some of the identified industry clusters include: Aerospace, Life
Sciences, Advanced Manufacturing, Logistics and Transportation, Agri-business, and Energy
and the Environment. Software Development, Multi-media, Financial Services, Nanotechnology
and Homeland Security are some of the supporting clusters that were also identified. Since then,
the state has focused on how to support these industry clusters through collaboration among
business, education, economic development and workforce development leaders.

The Governor's Office of Workforce Development is leading current regional workforce

development sector strategies, which include Advanced Manufacturing and Life Sciences. This
effort is supported by the National Governor's Association (NGA), through Georgia's
participation in the NGA Center for Best Practices Policy Academy. These sector strategies help
to build partnerships among businesses, training providers, community organizations and other
key stakeholders. As a result, the workforce needs of regional businesses are met and the skills
attainment, employment, and career advancement needs of the regional workforce are also
addressed. The Governor's Office of Workforce Development is using these two regional sector
strategies to help develop a replicable framework that can be used in other regions of the state.

The Advanced Manufacturing sector strategy is focused on the West Georgia region and the
5,600 jobs that the new KIA automotive plant and its suppliers will provide. There is a large
dislocated workforce in this part of the state as a result of several manufacturing plants closing in
the region in recent years. One component of this regional sector strategy - to quickly transition
these workers to high-skilled employment - is the new Accelerated Learning Center at the local
technical college. At the Center, job seekers may not only earn a GED but can also enhance their
basic skills and job readiness (through attainment of a Georgia Work Ready Certificate) prior to
beginning a job search. Other activities underway include the establishment of an Industry
Network, development of an auto industry-specific diploma/degree program within the technical
college system, a regional scorecard to assess success of the project, and activation of a
community team responsible for successful implementation of this model.

The Life Sciences (biotechnology) sector strategy, modeled after the Advanced Manufacturing
strategy, focuses on the Gwinnett County/Athens/Clarke County corridor, already home to
numerous biotechnology firms. Of the 252 bioscience companies in Georgia, 77% are in metro
Atlanta and 26% are in the Gwinnett/Athens corridor. The state bid for the National Bio and
Agro Defense Facility in the Athens area will serve to increase the importance of Life Sciences

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in this region. The University Technology Transfer program has generated 85 companies since
its inception. Goals of the project include: articulation agreements for the Life Sciences Program
between the universities and technical colleges; sustainable communication between the Life
Sciences industry and education; and the establishment of a Life Sciences Industry Consortium.
The ultimate goal is to develop a workforce pipeline, from K-12 through technical college and
area universities, and to recruit emerging Life Science industries to the region. A recent U.S.
Department of Labor Community Job Training Grant was received by Gwinnett Technical
College and Athens Technical College in conjunction with the Atlanta Regional Workforce
Board. This grant, for development of a workforce pipeline and to expand biotechnology
curriculum offerings, will serve as the springboard for the strategy. Other workforce and
economic development partners and major employers are integrally involved in this sector
strategy.

Georgia has a strong commitment to aligning economic development and workforce

development activities. This is supported through collaborative projects, educational articulation
that supports future talent needs, and ongoing dialogues about the priorities of regional
economies. Through the support of the Southern Growth Policies Board, governors of 14 states
jointly investigate economic development issues of high priority across the south. Each year, an
issue is selected for in-depth research that results in policy and action recommendations at the
local, state and regional levels. The Southern Growth Policy Board's (SGPB) annual study cycle
includes strategic retreats, state-level policy dialogues, local discussion forums (conducted by
volunteer and service organizations across the south), and secondary research.

The following illustrates Georgia's significant involvement in this effort:

• In 2005, SGPB launched its "Southern Innovation Initiative", noting that, "the south's
competitiveness relies on establishing a culture of innovation - the ability to continuously
invent and bring high value products and processes to the global marketplace."

• In 2006 during SGPB discussion forums on innovation and technology, consensus was
reached among stakeholders across the south, including nearly 400 in Georgia, that building
a high performance workforce is a prerequisite to all other approaches for fostering
innovation. Georgia's participation was coordinated through Georgia Institute of Technology
and the University of Georgia, in partnership with the Georgia Centers of Innovation and
more than a dozen other local and regional partners across the state. Faculty members from
the two universities developed a report detailing the findings and policy implications that
resulted from the forums.

• Also in 2006, as a result of the forums on innovation and technology, SGPB identified
"Building the Next Workforce" as its policy focus for 2007. The SGPB selected Georgia to
host a state-level policy dialogue.

• In 2007, Georgia responded to the request by SGPB to coordinate discussion forums across
the state. Early in the year, the Governor's Office of Workforce Development, the State
Workforce Investment Board and the Georgia Department of Labor initiated a broad-based
and collaborative partnership for conducting these forums. In February, local WIBs planned

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 and hosted 12 regional discussion forums across the state. Coordination support was
provided by the Georgia Institute of Technology's Economic Innovation Institute and the
University of Georgia's Fanning Institute. The forums were facilitated by staff from these
two universities as well as Georgia State University and the Department of Community
Affairs. The facilitation team is currently developing reports on the findings from the forums.

The 2007 forums became the platform to generate discussion on key workforce challenges, and
to discuss actions and creative solutions, including the Georgia Certified Work Ready Program,
for addressing these challenges. As a result of the effort of the WIBs, Georgia's forums reached
more than 700 stakeholders across the state. Representatives from the business community,
economic development, education, local government, non-profit organizations and workforce
development participated in each forum.

In addition, a second forum was conducted in Region 1, hosted by the Dalton-Whitfield Chamber
of Commerce and supported by the university facilitation team. Data from the forums has been
submitted to SGPB for inclusion in their annual Report on the Future of the South. For Georgia,
the data collected through the forums are currently undergoing a thorough compilation and
review process. While it is premature to discuss specific findings, there were several common
threads expressed at every forum. Some examples include:

• Workforce development is widely viewed as an area of critical challenges and

opportunities for Georgia that must be addressed. In some forums, participants
expressed a sense of urgency for addressing their region's workforce development
needs. A sense of frustration was also expressed by participants at some forums who
discussed the challenges of today as similar to those in decades past, and the lack of
progress in addressing these challenges.

• Much of the discussion focused on K-12 education and concerns relating to preparing
students for the jobs of today and tomorrow.

• Parental involvement, or lack thereof, and home-related challenges came up at

virtually every forum as a key problem area for developing a competitive workforce.

• While there was some business representation at each forum, participants shared a
sense that businesses were under-represented at several forums. There was a similar
concern about under-representation for the K-12 education community. Participants
frequently pointed to the disconnect between businesses and educators and the need
to ensure that both are at the table and speaking the same language.

• Prospective workers' lack of soft skills was a common concern voiced at every forum.

• The notion that workforce development requires a holistic approach - among

employers, educators, economic developers, social service organizations, the faith-
based community and several other partners - was a widely shared view.

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Different themes across the forums were largely associated with how urban or rural the region
was. In the rural regions, much of the discussion focused on preparing kids with basic reading,
writing, and arithmetic skills and how better preparing students with these skills needs to be
addressed before they can be assisted with more advanced skills. While this was also discussed
in the urban regions, it did not appear to be as prominent. Preparing workers with skills needed
for highly technical jobs, such as critical thinking and problem-solving skills was discussed at all
forums but to a larger degree at the forums in more urban regions. Due to the mega-urban
dynamics of the Atlanta region, the Atlanta forum differed from all others in terms of the
challenges identified, the types of solutions offered and the overall discussion. For example,
participants there discussed the broad array of enrichment programs available for after-school
hours but also the challenges relating to affordability and transportation access. While
affordability and transportation are also challenges in rural areas, rural areas lack this wide array
of opportunities for enrichment.

There was considerable dialogue around Georgia's Certified Work Ready Program. Some of the
participants were very interested in participating in the program. For others, there is still work to
do to convince them of the program's value. This was especially the case in the more rural
regions of the state. To some extent, this appeared to correlate with the level of pre-existing
experience in the region with ACT Work Keys, the vendor for the Georgia Work Ready
Certificate. Identified in every forum was the need to raise awareness for businesses of how
participation could save them money. One approach is to have business "champions" provide
testimonials.

Next steps for this initiative are to: review and analyze all the data collected through the forums;
develop regional reports for each WIB host; and to develop an overall report of findings for the
Governor's Office of Workforce Development, State Workforce Investment Board, the Georgia
Department of Labor and the Southern Growth Policies Board.

Another integrated strategy Georgia has in place to assist current businesses and attract new
industry is the Intellectual Capital Partnership Program (ICAPP). This initiative, led by the
Board of Regents, connects Georgia companies with university programs that offer free business
and technical expertise, as well as cutting-edge research done in Georgia’s colleges and
universities. This initiative also assists companies to find the college-educated employees they
need to thrive in today’s volatile, global economy. A few examples of key strategies within this
important initiative include the following:

• The nationally-recognized Advanced Technology Development Center at Georgia

Tech helps Georgia's entrepreneurs succeed at its four locations around the state.
Recent partnerships with the Technical Association of Georgia expand
entrepreneurial support beyond the current 35+ incubator companies.

• The Traditional Industries Program supports research to improve the competitiveness

of the pulp and paper, food processing and textile and carpet manufacturing
industries. This program brings industry leaders and university researchers together to
develop practical solutions to challenges in areas identified by a board of industry
advisors.

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 • The Georgia Research Alliance supports collaboration between business and various
universities in the areas of Bioscience, Advanced Computing, and Communication
and Enabling Technologies. More than 40 Eminent Scholar Chairs have been created
since 1990 to support these efforts.

• A Nanotechnology Center is under development at the Georgia Institute of

Technology. The center will feature 30,000 square feet of clean rooms critical to
research and instruction in microelectronics, semi-conductors, materials, medicine
and pharmaceuticals. This will also provide access to nanotechnology tools to
researchers from other Georgia universities and industry partners.

• Georgia Southern University’s Center for Biostatistics contributes to the growth of

commerce in southeastern Georgia, by providing resources to the pharmaceutical and
health care industries.

• The Center for Innovation in Economic Development performs economic

development research, helps Georgia communities prepare for growth, and connects
relocating and expanding businesses with technical resources.

• The Workforce and Education Committee of the Georgia Economic Developers

Association (GEDA) began several years ago with the development of GEDA's
"Terrific" Education Awards program, through which GEDA has recognized
successful models in the K-12, technical college and university systems. As
workforce preparation emerged as a critical issue for economic development, this
committee has sought to identify critical issues and gaps between business needs,
workforce capabilities, and existing resources. They have made recommendations for
GEDA's role related to supporting economic development practitioners as they
encounter workforce challenges. This committee has provided recommendations on
education reform legislation and they help link GEDA to the State WIB and the
Georgia Partnership for Excellence in Education. GEDA has also connected its
membership with the graduation coaches now in every high school across the state, to
raise each community's awareness of this program and how it can help keep students
in school. GEDA continues to effectively reach out to the local educational
community to further connect workforce and economic development.

These examples highlight the successful use of the rich intellectual resources within the state
university system to assist Georgia’s business community. Business owners and prospective
entrepreneurs are able to access resources at little or no expense to grow and expand successful
ventures. These efforts also promote dialogue between the business and education communities,
to ensure that educators teach skills needed in the workforce.

Georgia’s 34 technical colleges have a long history of working closely with the business
community to ensure that training meets the current and emerging needs of the business sector.
The Department of Technical and Adult Education (DTAE) has established several short-term
certificate programs of one to four quarters in length that train students as Certified Customer

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Service Specialists, Certified Manufacturing Specialists, Certified Construction Workers, and
Certified Warehousing and Distribution Specialists. These programs are in direct response to
needs expressed by companies engaged in these industries.

DTAE has also been a leader in preparing members of the workforce for a variety of positions
within the health care system. In addition to addressing the skill needs of hospitals, nursing
homes, doctors and dentists, this responsive approach allows individuals working in this industry
to upgrade their skills and advance up the health care career ladder.

DTAE also administers the Retraining Tax Credit, through which businesses can obtain tax
credits for retraining their workforce. This fosters business profitability and competitiveness,
while enhancing the skills of employed workers.

The department offers customized business and industry training to help new and expanding
businesses thrive through the Quick Start Program. Technical college teams work with interested
companies to design and carry out a customized curriculum that meets the needs of the particular
business. Both pre- and post-employment training is available in such areas as:

• company orientation
• manufacturing processes
• productivity enhancement
• leadership and human resources
• office automation
• customer service

This nationally recognized model has assisted numerous large and small businesses to remain
competitive in the changing marketplace. Quick Start is also a key strategy in Georgia’s efforts
to attract new businesses to the state. Representatives from the Departments of Labor, Economic
Development, Human Resources and the University System serve on the Quick Start Advisory
Council. This promotes integration with other state economic and workforce development
initiatives.

In addition, Quick Start administers the Certified Economic Development Trainer program. This
resource supports Georgia's economic development efforts through training provided to hundreds
of economic development professionals since the program's inception.

Georgia's economic development efforts are also enhanced by the implementation of the Center
of Innovation for Manufacturing Excellence (CIME). Based at Lanier Technical College in north
Georgia, CIME works with Georgia industries, government, entrepreneurs and educational
institutions to develop skilled workers in manufacturing. This fosters innovation and enhances
job growth in this important sector. The team of experienced manufacturing professionals
provides customized training in areas such as factory automation, lean manufacturing,
maintenance and safety. The center is a resource for manufacturers statewide and will help to
address the changing skills needs of the manufacturing workforce.

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Launched by Governor Sonny Perdue and the Georgia Rural Development Council in March
2007, the Communities of Opportunity (Co-Op) initiative is a collaborative, locally-driven
community development strategy focused on enhancing the economic vitality of rural Georgia
communities. A 2003 study done by the University of Georgia concluded that our nation's rural
communities faced unique economic and community development challenges. Past statewide
efforts of financial and technical assistance have produced mixed results. In keeping with
Governor Perdue's vision for a growing, healthy, safe and educated Georgia, Co-Op will
challenge local communities to engage in a comprehensive, collaborative approach to
community development.

Participating communities will receive a comprehensive needs assessment, followed by technical

assistance from state agencies, educational institutions, the Governor's Rural Development
Council and private partners to establish viable community improvement strategies. Beginning in
late spring of 2007, the Co-Op Team is scheduled to begin community assessments in Georgia's
Central Savannah River Area (Region 11) rural counties.

Entrepreneurship

Georgia has made significant strides in nurturing small and would-be business owners, as
evidenced by receiving an "A" and ranking 4th in the U.S. for its "entrepreneurial energy" by the
Corporation for Enterprise Development.

Governor Perdue created the Georgia Entrepreneur and Small Business Coordinating Network
by Executive Order in 2004. The multi-agency group is charged with coordinating the state's
entrepreneur and small business initiatives. These efforts include cross-training, co-marketing,
joint advocacy and service delivery efficiency. The network has two appointed entrepreneur
representatives, a community representative and a variety of advisory groups comprised of
private sector leaders.

The Georgia Department of Economic Development oversees the Entrepreneur and Small
Business Office. This office is charged with elevating awareness of state resources, marketing
and promoting these resources, cross-training resource providers and overseeing the
"Entrepreneur Friendly" initiative, a statewide, community-based entrepreneur and small
business development program. Many of Georgia's 159 counties have established themselves as
"Entrepreneur Friendly Communities." A community with this designation has demonstrated a
commitment to support small businesses and entrepreneurs as part of its overall economic
development strategy.

The Georgia Department of Economic Development, in partnership with the OneGeorgia

Authority, offers matching grants of up to $25,000 for certified communities to launch projects
that help their rural businesses create additional employment opportunities. Typically these
projects involve investments in technology that will benefit small businesses, entrepreneur
education programs, innovative marketing strategies and youth entrepreneurship programs. Local
and private funds typically comprise half of the total project cost. The initiative has led to a
variety of innovative approaches to support entrepreneurial efforts.

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Georgia's technical colleges have established new programs to help entrepreneurs effectively
develop, market and manage small businesses. Five schools offer a specialized entrepreneurship
certificate of credit. Throughout the state, technical colleges are customizing entrepreneurial
services to meet the needs of their particular communities. For example, Augusta Technical
College has established a Small Business Incubator that supports aspiring entrepreneurs in their
goals once they complete the entrepreneurial curriculum. Coosa Valley Technical College hosts
a Business Expansion Center, at which entrepreneurs are provided space and shared resources to
help grow their businesses. The center's advisory board is comprised of seasoned business
professionals who mentor and provide technical assistance to the participating entrepreneurs.

Universities also participate in entrepreneurial development. The Center for Economic

Education, Small and Minority Entrepreneurship at Albany State University provides technical
assistance and training to small business owners in South Georgia, and the Microenterprise
Center at Kennesaw State University provides asset development, credit assistance and technical
assistance to low and moderate income entrepreneurs to help them succeed in business.

Local WIBs are working closely with the economic development and educational partners to
promote entrepreneurship in their communities. In Northwest Georgia and in Fulton County,
entrepreneurial resources are being established in the One-Stop centers. The Macon-Bibb and
the Middle Georgia Consortium WIBs have engaged in a successful entrepreneurial training
program for dislocated workers. To date, 119 former Brown and Williamson employees have
completed a one-year customized entrepreneurial program and 19 business ventures have been
established.

The Atlanta Regional area has developed a comprehensive resource manual, "Starting Your Own
Business" for former employees of the Ford Motor Company and other dislocated workers. In
the Middle Flint area, entrepreneurs have a variety of supports and financial resources available,
including: the South Georgia Technical College Business Expansion Center; Rural Business
Enterprise Grants; U.S. Department of Agriculture revolving loan fund; and the Economic
Development Administration Revolving Loan fund. Through its designation as an Empowerment
Zone and Enterprise Community, the Southwest Georgia area has a business incubator for new
and existing small businesses.

Education

Georgia’s system views a trained workforce as the state’s number one asset. Thus, the state is
committed to strengthening education to grow and retain talented workers, and to establishing a
culture that values life-long learning and a strong work ethic. Preparation for meaningful work
begins at the earliest states of the educational process. The Governor has set goals for Georgia to
exceed the national averages for high school graduation rates and completion of post-secondary
education programs and continuing education.

The Governor’s vision integrates concepts of work into the curriculum and counseling programs
for all educational levels, through channels such as student assessment and individual education

13 draft 4-26-07
plans, curriculum, and career exploration and preparation. These will be aligned to state
workforce goals.

Specific objectives include:

• Focusing immediate efforts on direct intervention to improve the high school graduation
rate, including assessment to intercept students at risk and options for individual and
alternative education plans. A recently launched initiative that supports this goal is the
establishment of graduation coaches in all high schools. Steps are also underway to add
completion coaches at the middle school level. Additionally, Georgia Power Company is
spearheading the drive to recruit 300 Business Coaches that will support the high school
graduation coaches and establish relationships with identified students.

• Assisting teachers with tools to meet No Child Left Behind mandates

• Assessing all students at critical points in their educational development and performance
to identify individual and collective knowledge gaps affecting their academic
achievement and test scores, based on nationally-certified standards

• Providing all students with tools to determine their aptitudes, leading to career
identification and preparation that is aligned with their interests. This includes post-
secondary education options and training requirements.

• Using web-delivered learning opportunities (Virtual High School, College411) to offer

students supplemental advancement, self-paced learning, and guidance leading to college
enrollment

• Including a strong component on workplace behaviors and soft skills to promote

workplace success

• Effectively connecting, with quantifiable examples, the value of a high school diploma,
post-secondary degree, and specialized training to an individual’s ultimate earnings and
quality of life

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

Active participation on the State WIB by the Chancellor of the University System, the State
School Superintendent and the Commissioners of Technical and Adult Education and Labor

14 draft 4-26-07
assists in integration of statewide resources so that the spectrum of continuing education and
training needs can be met effectively. The Governor has also created the Alliance of Education
Agency Heads, to ensure that educators from pre-K through college have a common vision and
commitment to preparing Georgia's students for jobs of the future. This team is currently
developing an interagency strategic plan. The Alliance's goals include:

• increasing high school graduation rates

• decreasing high school drop-out rates
• increasing post-secondary enrollment
• strengthening teacher quality, recruitment and retention
• improving workforce readiness skills
• developing strong education leaders, particularly at the individual school level
• improving the SAT/ACT scores of Georgia students

To date, the Alliance of Education Agency Heads has: articulated five goals for creating a more
educated Georgia; developed strategies for each of these goals; established an implementation
team; compiled a catalog of current and new initiatives; and identified initiatives for which
members will expand partnerships.

The Alliance has support from the Joint Education Board Liaison Committee - an ad hoc
committee of Board members from each of the participating agencies - and the Alliance
Implementation Team. The ad hoc committee meets quarterly to exchange information and
address policy issues with implications across the educational agencies. The Alliance
Implementation Team consists of senior education staff and business leaders. Their role is to
recommend and promote policy changes that will further align the K-16 system and achieve the
Alliance's goals. The State WIB Chair and the Director of the Governor's Office of Workforce
Development were recently added to the Alliance Implementation Team.

A tool that provides students and their families with valuable information about their future
opportunities is Georgia College 411. The primary tool is a website (www.gacollege411.org) that
helps students to research career options, prepare for standardized tests and apply for college and
financial aid on-line. This dynamic, youth-oriented website has been developed through
collaboration among the Board of Regents, Georgia Student Finance Commission, the Office of
the Governor, the Departments of Education and Technical and Adult Education, the School
Counselors Association, Georgia Foundation for Independent Colleges, Georgia Public
Broadcasting, the state Professional Standards Commission and the public library system. Some
of the valuable features on the website include a student planner, which helps high school
students determine what it will take to meet entrance requirements for Georgia’s colleges and
universities, information about the Georgia Higher Education Savings Plan (a 529 Plan),
financial aid information for parents, and information for adult learners. Students are also able to
track their current status in high school against what they must achieve to be successful at the
college of their choice.

Georgia’s educational system is evolving to address the needs of all students, to ensure their
future success and to address the skills needed by the business community. In keeping with the
federal No Child Left Behind Act, a number of initiatives have been developed to address the

15 draft 4-26-07
particular needs of Georgia’s diverse student body. Title I programs assist local school systems
that have large numbers of disadvantaged students. Technical assistance, electronic resources
and frequent contact with the eligible local educational agencies and schools ensure that these
students will meet the state content and achievement standards for learning. The Even Start
Family Literacy Program provides local systems with opportunities to apply for funding.
Through this initiative, schools are encouraged to link early childhood education with adult
literacy and parenting education for a comprehensive approach to family literacy.

The state is funding demonstration projects for youth with barriers to success. One example is
the DTAE Middle and High School Project, targeted at reducing high school dropouts. The
initiative pairs technical colleges with middle and high schools in their communities, to assess 8th
grade students and to work with 9th and 10th grade students identified as being at risk. The
program then provides meaningful career training in areas of interest to the students as an
incentive for these students to stay in school and work toward a successful career. DTAE, DOL
and the Department of Education are also working with community groups and local districts to
develop new alternatives. Communities in Schools of Georgia has opened “Performance
Learning Centers” in more than a dozen districts around the state. The Centers are targeted to
students who do not thrive in a traditional high school setting and have fallen behind or are at
risk for dropping out.

The mission of the Department of Education’s Division for Exceptional Students is to ensure that
all students with disabilities have access to free public education that meets their unique needs
and prepares them for employment and independent living. The key performance goals set at the
state level include retention in school, attainment of a high school diploma, and increasing the
percentage of students with disabilities who transition to desired post-secondary outcomes. Each
local school system has developed an action plan to improve academic outcomes and other key
attainments for students with disabilities. In addition to quality curriculum, related services
include transportation, developmental and other supportive services that will allow students with
disabilities to maximize their educational outcomes. School systems are also responsible for
ensuring that transition planning becomes an integral part of each student’s Individualized
Education Plan by age 14. Teachers and other school personnel are assisted with effective
transition strategies by Vocational Rehabilitation counselors assigned to school systems.

The Jobs for Georgia Graduates (JGG) Program, an affiliate of Jobs for America's Graduates, is
administered by GDOL in collaboration with local school systems. This 20-year initiative has
proven to be a successful resource for secondary school students who are disadvantaged or at
risk of leaving school without completing their diploma. Operating in 36 high schools in the
state, specialists work with students on leadership development, career exploration and critical
skills attainment. One-on-one guidance and mentoring is a key feature of this program. Through
the support of on-site job specialists, JGG students consistently achieve graduation rates
approximating 90% - well above the national and state graduation rate averages.

The High School-High Tech program, administered through the Georgia Department of Labor,
assists high school students at 46 sites in the state. This initiative is an innovative way of
teaching and expanding the critical thinking skills of students with disabilities through features
such as leadership development, mentoring, career exploration, job shadowing and work

16 draft 4-26-07
experience. School systems, WIA providers and Vocational Rehabilitation staff coordinate
efforts and resources to promote successful student transition to meaningful careers and post-
secondary education.

The Career and Technical Division of the Department of Education is charged with supporting
three secondary vocational education programs for youth at risk. The Related Vocational
Instruction Program assists students with disabilities to succeed in the least restrictive
environment through varied instructional methods, vocational assessment, and guidance and
support. Project Success serves ninth and tenth grade students considered at risk, especially those
with limited English proficiency. The Coordinated Vocational Academic Education Program
provides support for disadvantaged students enrolled in vocational programs in grades 9 -12.
Students receive services in vocational education, communications, math and employability
skills through a coordinated team of academic and vocational instructors.

Georgia’s Tech Prep program continues to be a leading service strategy for secondary students.
The program has built strong linkages and a seamless system between secondary and post-
secondary education and employment. A total of 37 local consortia throughout the state have
been developed to facilitate educational transition and employment. In addition to the
collaboration among the Departments of Education, Technical and Adult Education, the Board of
Regents, WIA systems and Vocational Rehabilitation, the program also partners with
apprenticeship programs in demand occupations.

An initiative to assist secondary students interested in pursuing careers following high school is
High Schools That Work. This statewide effort provides students with opportunities to succeed
through building challenging curricula and meaningful career advisement. A key strategy is to
blend the content of coursework in math, science and language arts with quality vocational and
technical studies, thereby making the academic content more relevant for students.

Education for migrant children includes resources and support from the state Department of
Education that help these students compensate for frequent moves and lost school time. This
program is most active in South Georgia where most of the migrant and seasonal farmworker
families work and live during crop planting and harvesting seasons. The Telamon Corporation,
the U.S. Department of Labor’s WIA Section 167 grantee, operates Head Start centers in
agricultural areas of the state for the pre-school age children of migrant workers.

The strategies outlined above are in addition to and complement the services for youth within
Georgia’s 20 workforce investment areas, which will be described in detail in later sections of
the plan. Collectively, these resources assist Georgia’s students to achieve their educational and
career goals and build the future workforce needed by the state’s business community.

Older Workers

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

17 draft 4-26-07
leave existing jobs to transition to new ones in different fields later in life. The state has a strong
network of services for mature workers, known as the Older Worker Network, which
encompasses National Title V grantees, state agencies, local aging networks, faith- and
community-based providers, businesses, Vocational Rehabilitation, and state and local workforce
staff. Working together, these partners address the critical issues facing aging workers and
seniors wishing to re-enter the workforce. More information is provided about service strategies
in Section I.

A key objective of Georgia’s system is to promote the success of all citizens. The state’s leaders
are currently strengthening the linkages between each individual's economic prosperity and the
state's long-term economic success through implementation of the goals in the State WIB
Strategic Plan. Older workers are a vital and growing segment of Georgia’s workforce, and can
provide businesses with a reliable, knowledgeable and stable source of labor. Older workers
served through Georgia’s Senior Community Services and Employment Program are finding
employment in health care, retail sales and other growing fields. The challenge for the system is
to keep these workers’ skills current and to offer employment with sufficient flexibility to meet
their needs. Working together, Georgia’s partners will meet this challenge and maximize the
contributions of this vital segment of the workforce.

Many of the resources already described in the plan assist workers to manage their careers. Some
examples include: promoting skill-based assessment and credentialing (e.g., the new Work
Readiness Certificate); working with state and federal agencies, businesses and labor
representatives to improve government’s role in helping people transition between jobs; and
projects directed at assisting incumbent and dislocated workers. One example of this is a project
involving the Departments of Economic Development and Technical and Adult Education, the
Georgia Institute of Technology, the Governor's Office of Workforce Development and the
Atlanta Regional WIB. These partners are assisting automotive suppliers that have lost
significant business (due to the idling of the Ford and General Motors plants) to consider new
marketing strategies or business models that will allow them to remain competitive and to retain
their skilled workforce. GDOL's recent Incumbent Worker initiative also helped workers attain
new skills. This effort promoted job retention and promoted the marketability of these workers,
should their jobs end in the future.

All workers will have to engage in continual learning to remain a relevant part of the workforce.
Business will increasingly need to rely on older workers, who can combine an established work
history with new training in a demand field. The labor shortages in growing industries
underscore the importance of retaining these workers to meet future needs.

18 draft 4-26-07
 B. One-Stop Delivery System

Comprehensive Service Delivery Vision

Georgia’s workforce development system encompasses many partners at the state, regional and
local levels. A key component of the state’s workforce development system is active
collaboration among the State Workforce Investment Board (WIB), the 20 local Workforce
Investment Boards and staff; 53 Georgia Department of Labor (GDOL) career centers;
Vocational Rehabilitation staff located in 54 sites; and the network of 34 technical colleges.
Each workforce area has at least one comprehensive service site at which the broad range of
partner services can be accessed.

GDOL has devoted its resources to establishing a world-class workforce system. Commissioner
Michael Thurmond’s vision is to assist all customers with workforce services through
customized service strategies to meet the diverse needs of Georgia’s businesses and workforce.
Some business customers and professional job seekers only need information, access to
resources and/or networking assistance to be successful. The department has developed Internet-
based services for these customers, and this approach has been well-received. Self-entry of initial
Unemployment Insurance claims and an automated job referral and matching system are in
place, and plans are underway for customer self-entry for Employment Services (ES)
registration. Provision of self-service options and information for those customers able to access
them frees up scarce staff resources to work one-on-one with those customers that need the
assistance. A variety of innovative strategies, such as GoodWorks!, for customers transitioning
from welfare to work, and Georgia Works, for individuals who have been laid off, have been
implemented to provide quality, targeted assistance to all customers who need specialized
strategies. With the inclusion of the Rehabilitation Services Division in GDOL, a broad variety
of programs and strategies are in place for customers with disabilities. All of these efforts have
allowed Georgia to become a national leader in workforce performance.

Georgia's system uses technology as a fundamental means of providing state-of-the-art and no

wrong door service to businesses and job seekers. The system has developed quality, linked
websites in which a variety of useful information and tools is located. These resources are
available on-line so that the information can be accessed by anyone with a computer as well as at
strategic locations throughout communities to maximize customer access. The various links to
additional partner programs and local service providers are an invaluable way to provide access
to Georgians in rural areas or parts of the state in which services are not within close proximity.
Additionally, GDOL and the Department of Technical and Adult Education (DTAE) have
developed distance learning capability through which staff and customer training can be
delivered at strategic locations throughout the state.

WIA Title I funds are merely one of the resources used to address the workforce needs of
Georgia’s businesses and job seekers. An excellent resource within the state to fund training is
the HOPE system, through which grants and scholarships are available to Georgia residents to
attend Georgia’s technical colleges and four-year institutions, respectively. The HOPE grants
and scholarships have significantly augmented educational opportunities for young and adult

19 draft 4-26-07
students wishing to attend post-secondary educational institutions. As a result of HOPE, which is
funded through dedicated revenues from the state lottery system, WIA adult and dislocated
worker funds are primarily used to fill gaps in services and to provide supportive services to
students.

Wagner-Peyser funding is also leveraged to support the workforce system. In addition to

providing the basic labor exchange functions, One-Stop sites have fully equipped resource areas
with a variety of career exploration and job search tools available to everyone. Computers are
equipped with assistive technology to ensure access for all job seekers. Career centers also have
Business Resource areas with resources such as computers, copiers, fax machines and, space
permitting, offices in which companies can conduct on-site interviews. The services of
Employment Marketing Representatives and Vocational Rehabilitation Employment Specialists
are available to employers on-site. Georgia’s employers have provided excellent feedback that
continues to shape these resources and services. Continuing input from local WIB business
members and local Employer Committees also assists with continuous improvement and
enhancement of business services. The Employer Committees that advise the GDOL career
centers are integrated in local workforce systems, through cross-membership on WIBs and other
partner boards.

Local workforce systems routinely hold job fairs to assist local businesses and job seekers. Large
companies or those new to the state may have a job fair organized for their sole benefit. As
needed, events are designed for particular customer groups, such as Hurricane Katrina survivors
or workers from a large layoff.

Partnerships with organizations such as Family Connections, the Division of Family and
Children Services offices, faith-based entities, juvenile justice organizations, shelters, aging
service providers and others help to market workforce services within communities. As these
partners work together to address local needs, they also develop integrated strategies for serving
job seekers with particular barriers to employment. With each agency contributing its expertise,
the entire system is able to maximize resources to meet the challenging needs within
communities.

This is also true for business customers; local systems work closely with Chambers of
Commerce, economic developers, chapters of the Society for Human Resource Management
(SHRM), and industry groups to find coordinated service strategies. Local systems have formed
business service teams comprised of local WIA staff, career center and Vocational Rehabilitation
personnel. These teams assist businesses with their staffing needs in an integrated and holistic
manner. To support this team approach, business service teams receive marketing and labor
market information training jointly.

Strategic Directions

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

20 draft 4-26-07
services that will promote development of a world-class workforce to meet the current and future
needs of Georgia's businesses. These partners continue to incorporate recommendations from the
business community to ensure that talent development strategies stay on track with business
needs. The new State WIB Strategic Plan for the Development of Georgia's Workforce provides
a blueprint for meeting the critical challenges faced by American businesses in today's global
economy.

High Growth/ High Demand Jobs

Georgia’s workforce system is participating in the federal Business Relations Group initiative,
and areas throughout the state focus on those High Growth/ High Demand occupations relevant
to their local economies. Data from the national level and from GDOL’s Workforce Information
and Analysis Division inform local systems of likely workforce trends. By partnering with state
and local economic development organizations, Chambers of Commerce and other business
groups, the workforce system stays abreast of the needs of current and emerging business
sectors.

As discussed in Section A, Georgia has launched two regional sector initiatives to ensure that the
Advanced Automotive Manufacturing industry and the Life Science industry have qualified
workers to meet their projected needs. Jobs in these industries will be lucrative for job seekers
and will promote the state's long-term economic prosperity.

The Governor and the Department of Economic Development continue to seek other
opportunities for growth through missions to other nations and strategic contacts within the
United States. Georgia will be hosting the inaugural Americas Competitiveness Forum in June of
2007. This event will bring together government ministers from 30+ countries with business,
academic and government leaders. The purpose is to explore new ideas and best practices that
can promote innovation, increase economic prosperity and enhance the competitiveness of the
entire region.

Creative community solutions for idled facilities, such as the General Motors plant and the
upcoming closure of the Naval Supply School, are also under discussion. Mixed use
development will help to revitalize the areas impacted by these layoffs while providing new
opportunities for small businesses and entrepreneurs.

The health care industry is one that receives statewide attention on an ongoing basis. The
demand for skilled health care professionals will continue to grow as the baby boom generation
ages, and quality jobs are available for workers at all levels of the industry. Health care fields are
well represented on local WIBs, thereby assuring that training services are relevant to the needs
of local organizations. Local workforce staff work closely with their area’s technical colleges to
make sure that training capacity can meet the needs of the community. For example, state-level
and local WIA resources have funded additional instructors for health care* occupational
training programs when large layoffs have created excess need for training. The strong state and
local collaboration between workforce and education partners and the business community
ensures that training opportunities will be responsive to changing needs.

21 draft 4-26-07
A pilot effort to assist industries undergoing technological change was launched by GDOL in
April 2005. The goals of the Incumbent Worker initiative were to avert layoffs, foster job growth
and promote job retention by upgrading existing workers' skills through training and related
activities. Results from the local projects were quite positive.

Grants of up to $50,000 from statewide WIA incentive funds were available to businesses
committed to increasing their productivity and remaining competitive in the global economy.
Interested companies worked with their local WIB to develop and submit projects. Local WIBs
approved the projects and submitted them to the state office for funding. Local staff then
managed the projects and tracked the success of the workers selected for training.

Seven Georgia WIBs received grants during 2005 - 2006. Most of the projects were in the
manufacturing and health care sectors, and much of the training was provided by local technical
colleges. Examples of noteworthy results include high percentages of workers completing
training, staff retention rates that were well above 90%, and worker promotions for most of the
projects. These outcomes tracked the goals established for each project.

The first Incumbent Worker grant was coordinated by the Southeast Georgia WIB and awarded
to Propex Fabrics, Inc. in Nashville, Georgia. The grant funded the development of a computer-
based training platform that encompassed different forms of multi-media. These included written
text, images and narrated video clips, to meet the varied learning styles of today's workforce. The
curriculum was developed in both English and Spanish. This initiative has allowed the Propex
plant to increase in efficiency, attain lowered production costs, gain a competitive advantage and
minimize the risk of future layoffs.

Two projects involved models to upgrade the skills of entry-level workers in the health care
industry. In the project with the Atlanta Regional area School-at-Work initiative, the national
Veterans Administration was so pleased with the outcomes at the local VA Hospital that they
have implemented the project nationwide. Another initiative, coordinated by the Richmond/
Burke Job Training Authority, was awarded to E-Z-Go Club Cars in Martinez, Georgia. Forty-
eight employees successfully completed training in Kaizen workshops, to enhance the company's
lean manufacturing efforts.

Another innovative strategy, now in its fourth year, was developed to promote job creation while
minimizing hiring risk. The Georgia Works initiative was conceived by Michael L. Thurmond,
the Commissioner of Labor, when the economy was not generating much job growth. This
initiative, operated by the GDOL career centers, connects companies with workers who have
been laid off and are interested in pursuing work in a new field. Interested workers who qualify
for Unemployment Insurance are matched with participating employers, and receive workplace
training for 24 hours a week for a maximum of eight weeks. This allows companies to try out
workers for a period of time without incurring wage costs, and benefits the workers through the
opportunity to "earn and learn" by continued receipt of unemployment insurance benefits and an
additional training allowance. Upon successful completion of the training period, a worker
receives a certificate of proficiency and consideration for employment. Paperwork is minimal,
involving a two-page initial employer application and a one-page completion form. Georgia

22 draft 4-26-07
Works is ideal for small and new businesses, thereby stimulating economic development. Since
the inception of the program in March 2003, 7,300 training orders have been placed and 15,400
claimants have been referred on the orders. Of the 3,442 claimants who have completed training,
61% have been hired. More than 70% of the participating businesses have said they would
recommend this service to other employers. This service strategy has become a model that other
states are now pursuing.

The Governor's Office of Workforce Development, the Georgia Department of Labor and the 20
local WIBs conducted regional economic development forums in the winter of 2007. These
forums, supported by the Southern Growth Policies Board, provided timely input by community
leaders on the key question, "What can your community do to build a competitive
workforce for the future?" The forums served as an opportunity for dialogue among community
stakeholders regarding regional workforce and economic development challenges. A total of 830
individuals participated in the forums throughout the state, and the results will inform state and
regional policy recommendations. It is also anticipated that the forums will serve as a
springboard for future discussions on critical workforce, education and economic development
issues throughout the state.

Training in High Growth/High Demand Industries

Local workforce boards use labor market information and their extensive knowledge of the local
economy to determine their priority occupation lists. Member involvement in local, regional and
state economic development groups enhances board discussions around projected growth in the
community. Conversely, the strategic discussions of WIBs provide feedback to Chambers of
Commerce and local business groups about how to align community resources and economic
development.

Several local WIBs have been designated as the community board for their Comprehensive
Economic Development Strategies (CEDS). This will promote additional regional coordination,
support and workforce alignment with economic development priorities.

Five Georgia colleges received more than $9 million in U.S. Department of Labor Community-
based Job Training Grants. These grants will strengthen the technical and community colleges in
their role of preparing the workforce for high growth/high demand jobs of the future. The grants
are employer-focused and build on the President's High Growth Job Training Initiative, a
national model for demand-driven workforce development using strategic partnerships among
the workforce investment system, businesses, community colleges and other training providers.

The five partnerships and their industry focuses include:

• Athens Technical College, Gwinnett Technical College, Atlanta Regional Workforce Board,
Northeast Georgia Workforce Board, University System and the K-12 education system, and
the Georgia Biomedical Partnership: Through this partnership, a Georgia Bioscience
Technology Institute will be developed and instructional materials will be updated to
promote a well-trained workforce for the bioscience industry.

23 draft 4-26-07
• Atlanta Technical College, Atlanta Workforce Development Agency, Grady Health Systems,
CVS Pharmacy and Kaiser Permanente: Atlanta Technical College will develop two
professional tracks to meet the growing need for health care workers and instructors in the
metro Atlanta area. The technical college and its partners will expand their capacity to
deliver training through additional classroom and lecture space, new equipment and
additional instructors.

• Darton College, Southwest Georgia WIB, the K-12 education system, Bainbridge College,
Thomas University, Southwest Georgia Technical College, Abraham Baldwin Agricultural
College, John D. Archbold Memorial Hospital, Sumter Regional Hospital, Memorial
Hospital, Miller County Hospital, Phoebe Putney Memorial Hospital, Palmyra Medical
Center and Crisp Regional Hospital: An on-line Associate's Degree in Nursing program will
be developed, to allow rural students to pursue long-term health professions and advanced
nursing degrees. The project will include expanded space in rural satellite areas, course
development, building instructional capacity and new equipment.

• Georgia Perimeter College, Atlanta Regional Workforce Board, DeKalb Workforce Board,
DeKalb Technical College, the K-12 system in DeKalb and Gwinnett Counties, Emory
Hospital, HCA Southeast Division, Georgia Hospital Association and other hospital partners:
This project addresses the need to increase and retain faculty through mentoring programs,
enhancing student retention through career counseling, and the addition of hospital
equipment for patient care.

• Savannah Technical College, Coastal Workforce Investment Board, Step-Up Savannah,

Savannah College of Art and Design, K-12 education system, Home Builders Association,
city and county government and the Savannah Chamber of Commerce: Savannah Technical
College will develop and implement a comprehensive CTP and community-based
construction and historic preservation skills center to help address the shortage of skilled
workers in this field.

Areas’ participation with the federal Business Relations Group activities is another mechanism
for ensuring that demand occupations are identified as training priorities. The close working
relationships among WIBs, technical colleges and the University System helps to maintain a
balance between training demand and availability, and provides the educational community with
information on future program design.

These collaborative relationships also promote timely, quality assistance to dislocated workers
when a large layoff occurs unexpectedly. There are many examples throughout the state in which
new programs or additional sections of an existing course of study have been put in place at a
technical college to meet a specific need. With customer choice as a key principle of WIA, those
customers who express a strong preference for occupational training in a field not considered to
be in high demand or not growing in that part of the state are provided career guidance, in- and
out-of-state job growth data, or alternative methods for funding their desired training. This
ensures that customers get what they want while the system preserves its adherence to training in
growth occupations.

24 draft 4-26-07
Support to Small Businesses

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

Additionally, the Entrepreneur-Friendly Community initiative and Communities of Opportunity,

both discussed in Section A, provide support for small businesses. This is especially welcome in
rural parts of the state where resources are less plentiful.

State-level Assistance for Workforce Development

Georgia uses its statewide resources in a variety of capacities to assist the system. In particular,
the state continues to experience a high volume of layoffs and a comprehensive approach has
been developed to addressing needs. State-level Rapid Response funds are used to provide local
systems with technical assistance. State and local partners assist companies and their workers
from the time an impending layoff is identified until the dislocated workers transition to new
employment. This model has been so successful that state agencies and businesses in other states
have sought Georgia’s assistance in developing similar approaches.

The state has funded several transition centers for workers at large layoffs. These are established
at the request of a company in conjunction with worker representatives. Transition centers are set
up on-site at the company, where space permits, or at other community locations, and provide
comprehensive resources and assistance to those workers losing their jobs.

A prime example of the value of transition centers for large layoffs is the "Bo" Marlow Center
that has served the workers dislocated from the Ford Motor Company's plant in metro Atlanta.
Through effective collaboration, the United Auto Workers of America Local 882, GDOL career
center and local WIB staff, Clayton State College and Atlanta Technical College have been
providing these dislocated workers with an array of services. Popular services at the transition
center include comprehensive assessments, classes on entrepreneurship, computer skills and
finding job leads. More than 1,000 of the workers have attended training sessions on

25 draft 4-26-07
Unemployment Insurance, retraining opportunities, career assessment, job search, state licensing
exams, rehabilitation services, developing a resume, interviewing skills and managing finances.
The outstanding cooperation among partners and stakeholders has led this center to exceed
customers' expectations.

A variety of systematic technical assistance efforts are provided at the state level. An annual
Workforce Development Conference is sponsored by GDOL, at which workforce professionals,
state and local WIB members, business executives and partner staff gain knowledge on cutting-
edge workforce topics and resources. Periodic training sessions for local WIA staff are sponsored
by the state, on topics such as Youth Credentials, EEO training, Trade Act issues, Performance
Measurement, and other requested subjects. Additionally, statewide funds have been used for a
variety of initiatives that benefit local workforce systems. GDOL and local workforce partners
also continue to work with the statewide workforce training institute for training and leadership
development activities.

There are several other system-wide resources, including the Individual Training Account (ITA)
and Eligible Provider List (EPL) system, the comprehensive workforce data entry and reporting
system (known as the GWS – Georgia Workforce System), and the network of staff that provide
ongoing technical assistance and periodic reviews of local workforce areas. Statewide funds
support Information Technology and Financial Management personnel as well as staff that
provide customer assistance and performance-related technical assistance to workforce systems.
Policy and planning staff assist local workforce areas with guidance and support for their
required federal and local activities. State staff also support a variety of state, regional and local
economic development initiatives in conjunction with the State WIB and partner agencies.

The Workforce Information Core Products and Services federal grant is leveraged to provide
local workforce systems with customized data, training and technical assistance to help them in
planning and carrying out their strategic priorities. A popular resource developed and
implemented within the GDOL Workforce Information and Analysis Division is Education
Rocks – a multimedia presentation on career exploration for secondary students. The program
has been enthusiastically received by students, educators and workforce staff. Additionally, the
division is in the development phase of an Internet data collection system that will be an extra
tool for local workforce staff to serve businesses. The Talent Inventory System is designed to
produce real-time local labor market information on topics including benefits, entry wages,
turnover, hard-to-fill jobs, missing skills sets in the workforce, and current and future job
openings. The system will be piloted in the spring of 2007 by one local workforce area; once it is
perfected, it will be available to GDOL career center, Vocational Rehabilitation and local WIB
staff that work with the business community.

Strategies to Overcome Challenges

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

26 draft 4-26-07
produce workers who are ready for the jobs of the 21st century, and that workers have every
opportunity to develop meaningful career paths throughout their working lives.

The strategies for attaining these goals provide a focus and framework for the multitude of
meaningful initiatives that education, economic development and workforce partners have
underway - such as new educational models, enhanced articulation between secondary and post-
secondary institutions, housing initiatives, prisoner re-entry strategies, regional sector strategies
to attract industry, and strong alliances with state and local Chambers of Commerce and the
business community. By leveraging all resources, skills and talents in ways that promote
integration, the goals outlined in the State WIB Strategic Plan will be achieved.

Comprehensive Youth Strategies

When the federal School-to-Work initiative was launched in the mid-1990’s, the Georgia
Departments of Education, Technical and Adult Education, Labor, the Board of Regents and
other partners took their existing youth career development initiatives and used the vision of a
comprehensive continuum from pre-school to career as a framework to organize and integrate
service delivery strategies. Tech Prep, local workforce youth services, Jobs for Georgia
Graduates, secondary and post-secondary technical education, apprenticeship models, literacy
programs and services for juvenile offenders became key components of the service continuum.

Other partners that have enriched this effort include Family Connections – a Department of
Human Resources initiative that works holistically to identify and address the needs of at-risk
students and their families; the Department of Community Health, which provides outreach
services to include all eligible youth in the S-Chip federal health insurance program; Vocational
Rehabilitation – through its transition services and the High School/High Tech initiative; and a
wide assortment of corporate programs (e.g., Marriott Bridges, CVS Career Development) and
faith- and community-based organizations (e.g., the Urban League, Big Brothers, Boys and Girls
Clubs, Communities in Schools of Georgia, family literacy programs, migrant and refugee
organizations, and many others).

Since that time, the Statewide Comprehensive Youth Development Strategy has matured and
been incorporated into local communities to address their particular priorities and concerns.
Regions continue to meet and share information on best practices and continuous improvement,
and approaches are adjusted as communities grow and change. It is with these strong
partnerships as a backdrop that Youth Councils, working with their WIBs, local elected officials,
educators and the business community, have been able to design and implement successful
strategies for the future workforce.

To assist in developing coordinated strategies in support of USDOL's youth vision, a strategic

state-level interagency alliance was formed in 2005. This collaborative group has taken the lead
on developing Georgia's strategic youth vision to ensure that all youth have every opportunity for
success in the workforce. The Georgia Afterschool Investment Council is comprised of nearly 60
partners, including the Atlanta Public School system, Spelman College, Junior Achievement,
The Arthur M. Blank Family Foundation, Georgia PTA, the Georgia Campaign for Adolescent

27 draft 4-26-07
Pregnancy Prevention (GCAPP), the Children and Youth Coordinating Council, Camp Fire USA
Georgia Council, the Department of Juvenile Justice, WIA, Jobs for Georgia Graduates,
Vocational Rehabilitation and High School/High Tech leaders. This group is also supported by
many of the community- and faith-based organizations that work with youth. While this coalition
and other groups work to address policy goals, activities and strategic alliances are carried out at
the regional and local levels. The state partners support the local systems in implementing
innovative strategies to address the needs of all at-risk youth in Georgia.

Georgia's system is committed to workforce services for youth that are demand-driven. Through
its programs and services all at-risk youth will be well-prepared for meaningful job
opportunities. Georgia's youth vision emphasizes and encourages efforts in four strategic areas:

• focus on alternative education

• meeting the demands of business, especially in high growth industries and
occupations
• focus on the youth with the greatest needs
• focus on improved outcomes

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

Waiver Opportunities

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

Developing a Statewide, Integrated One-Stop Service Delivery System

During implementation of WIA in 1999 and 2000, the Georgia Department of Labor made the
conscious decision to provide local systems with the guidance they needed to be effective
without imposing a lot of state-level policies or procedures. It was the state’s intention to ensure
that local areas, which for the most part had considerable experience with administering local
workforce systems, could establish the policies and practices that best met the needs of their
communities. GDOL developed a policy guidance series that provided information on federal
requirements and, on certain topics, state expectations for local workforce programs. In 2004, the
series was consolidated into comprehensive Workforce Investment Act System Guidelines.

One example of the dynamic of setting a statewide framework while promoting local decision-
making is the issue of operating comprehensive One-Stop centers. The state adopted the federal
requirement that each of Georgia’s 20 local WIBs develop at least one comprehensive center.
This center would provide customer access to all required WIA partner services, plus services of
local organizations as determined by the WIB. As specified in the Workforce Investment Act,

28 draft 4-26-07
state guidance recommended that the comprehensive site operator be established by the local
WIB through a competitive process or through selecting a member from a consortium of three or
more workforce partners to serve in this capacity. All local WIBs followed this guidance in
establishing their comprehensive sites. Today, virtually all of the areas have multiple
comprehensive sites and a variety of additional access points and satellite operations. Local
WIBs have set parameters for their centers’ certification.

An example follows of one WIB’s approach to establishing comprehensive centers. The West
Central Georgia area is comprised of ten counties, most of which are rural and lack coordinated
transportation. The board’s vision was to ensure customer accessibility throughout the area. They
entered into an agreement with GDOL through which four GDOL career centers in the area
would become comprehensive One-Stop sites. Certain standards were set by the WIB, including
minimum requirements for resource areas and business centers, so that all customers would have
access to similar resources. Career Developers were hired to assist with intensive services and
referral to training, and space was created within each of the centers for partner program staff.
These centers currently include staff from housing authorities, the Council on Aging and other
older worker grantees, Job Corps, the Fatherhood Initiative, and TANF and Medicaid providers
as well as WIA, Wagner-Peyser, veterans’ services and Unemployment Insurance. Funding has
been leveraged to effectively deliver core services in an integrated manner. Partners work
together to develop OJT contracts and to jointly provide staff assistance to customers with
multiple barriers to employment. This collaboration of community and state partners has resulted
in a system that serves all customers well.

The state also encourages local WIBs to provide a variety of services to their business customers.
Through the joint expertise of local workforce staff, career center employer representatives,
Vocational Rehabilitation employment specialists and technical college business service staff,
local systems have developed an array of vital services for the business community.
Recommendations and guidance from the business members on the state and local WIBs and
from the state and local Employer Committees ensures that the assistance provided is relevant
and of maximum benefit. One-Stop sites have Business Centers, where local companies can
make use of Internet-ready personal computers, fax machines and copiers. In addition, employer
marketing representatives and employment specialists are available to work with companies on-
site, and most centers provide business customers with private space for conducting interviews
and employee pre-screenings. Employer seminars are routinely sponsored by GDOL and local
partners.

Local systems routinely conduct job fairs for one or multiple business customers and assist with
mass recruitments, individual referral and job development. Some areas are working with
businesses on developing career ladders and, in collaboration with local technical colleges,
establishing skills-based training curricula based on WorkKeys. The statewide Work Ready
Certificate was recently announced by Governor Perdue. Through an assessment process, a job
seeker's knowledge and skills are evaluated relative to type of work they are interested in
performing. Certified assessment centers and self-guided gap training is available at Georgia's
technical colleges.

29 draft 4-26-07
Local workforce systems have drawn on their unique community resources and assets to ensure
that all partners are working together to achieve coordinated outcomes for their business and job
seeker customers. The local Employer Committees affiliated with GDOL Career Centers have
also been instrumental in assisting local systems through such efforts as developing mentoring
programs in local high schools, providing scholarships and school supplies for low-income
youth, raising funds to furnish One-Stop business centers, and marketing the system’s services
within the local business community.

The Georgia Department of Labor provides ongoing guidance and technical assistance to local
systems through the coordinated leadership of WIA Field Representatives, Rapid Response
Coordinators and Field Services District Directors. These staff work together to identify and
address the needs of local systems through technical assistance, training, peer assistance and
direct support. The state team, which also includes representatives from Financial Services,
conducts annual reviews of local workforce systems to assess compliance with WIA and to
identify areas for enhancement and/or technical assistance. The review process gives priority to
youth strategies and performance attainment, the effective and integrated use of Dislocated
Worker funds, expenditure rates for WIA funds and local WIB/Youth Council involvement in
local systems.

The state promotes system integration in a variety of ways. Through the vision of Labor
Commissioner Michael Thurmond, the GDOL career centers were remodeled to accommodate
resource areas, access by partner staff and Business Centers. This transformation from
“unemployment offices” to career centers established a higher level of professionalism for
workforce services within many communities, and has paved the way for local WIBs to select
career centers as comprehensive One-Stop sites with little or no additional financial investment.
Career centers comprise 34 of the 46 comprehensive sites designated by WIBs within the 20
local areas.

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 C. Plan Development and Implementation

A new Unified Plan was developed in 2005. Each of the programs included in the plan (WIA,
Veterans Employment and Training, Wagner-Peyser, Unemployment Insurance, Trade Act and
Vocational Rehabilitation) is administered by the Georgia Department of Labor, and staff
throughout the agency had input into its development. The Program Year 2007 - 08 plan is an
update of the PY05 plan, with input on new initiatives provided by all relevant programs.

State WIB input was obtained from the Governor's Office of Workforce Development and
through a discussion with members of the State WIB. Additionally, significant input regarding
local service strategies was obtained from local workforce areas and boards. Local WIBs were
also asked to update their strategic plans to cover Program Years 2007 and 2008.

31 draft 4-26-07
 D. Needs Assessment

Georgia’s Population & Educational Levels

Georgia’s total population was 8,186,453 at the time of the 2000 U.S. Census, roughly 3% of the
population of the United States. Of the approximately 8.2 million individuals living in Georgia,
27% are enrolled in school and 5% are enrolled in college or graduate schools. This is in line
with the national figures of 27% and 6%, respectively. The dropout rate for individuals between
the ages of 16 and 19 in Georgia is 13.6%, which exceeds the national rate of 9.8%. Slightly over
75% of all individuals in this age group are enrolled in school in Georgia, compared to
approximately 80% nationally.

For the population age 25 and older, Georgia’s educational outcomes are similar to national
figures, as noted in the chart below:

United States Percentage Georgia Percentage

Population, 25 years of age and higher: 182,211,639 (100%) 5,185,965 (100%)
Less than 9th Grade 13,755,477 (7.5%) 393,197 (7.6%)
9th – 12th Grade, no diploma 21,960,148 (12.1%) 718,152 (13.8%)
High School Graduate/Equivalency 52,168,981 (28.6%) 1,486,006 (28.7%)
Some College, No Degree 38,351,595 (21.0%) 1,058,692 (20.4%)
Associate Degree 11,512,833 (6.3%) 269,740 ( 5.2%)
Bachelor’s Degree 28,317,792 (15.5%) 829,873 (16.0%)
Graduate/Professional Degree 16,144,813 (8.9%) 430,305 (8.3%)

Georgia’s labor force is aging. During the current decade, the total population is projected to
grow by 17.5%, while the 55 and over population will grow by 42.5%. By 2010, more than one
in five Georgians will be over 55 years of age. With the rapid pace of technological change,
older workers will have to engage in retraining and retooling to continue to be a valuable part of
the talent pool for future jobs.

Of the estimated 77.5% of working age individuals in Georgia that participate in the labor force,
participation rates are much lower for individuals with less than a high school degree (61.6%)
than for residents who are high school graduates or greater educational attainments. This
provides further evidence of the need for strategies and services to boost educational attainments
of Georgia's youth and others not in the workforce.

During the decade of the 90s, Georgia gained nearly 100,000 jobs per year. Then during the most
recent recession, Georgia lost 6,000 jobs in 2001; 73,800 jobs were lost in 2002; and another
24,600 in 2003. Finally, job growth returned in 2004 when the state added 55,600 jobs. Job
growth continued in 2005 and 2006 with the state adding 102,700 jobs and 83,200 jobs,
respectively.

32 draft 4-26-07
Today, Georgia’s economy is growing, while the labor force is older and more diverse. Labor
force growth, which was suppressed during the beginning of the decade, has resumed as job
seekers perceive a healthier job market where there is a better chance of becoming employed.

Georgia’s Economic Base by Industry

The split between non-farm, goods producing (17%) and non-farm, service producing (83%)
industries is the same in Georgia as it is in the United States as a whole. Note: Nonfarm
employment is primarily employment that is covered by unemployment insurance; this
employment series is published each month for the nation and all states. This does not include
agricultural crop and livestock production, self-employed, unpaid family workers and most
private household workers that are not covered by UI.

In contrast, total employment includes those non-covered employment groups. Total

employment is used in all of the labor market projections series, both short-term (two years) and
long-term (ten years). All references to occupational employment come from long and short term
projections of total employment.

The eleven industry sectors that make up Georgia’s non-farm economic base practically mirror
the makeup of the national economy. Only two sectors – Trade, Transportation and Utilities, and
Education and Health Services – vary by more than one percentage point.

Georgia’s industry mix is listed below:

Trade, Transportation & Utilities 21%

Government 16%
Professional and Business Services 13%
Educational and Health Services 11%
Manufacturing 11%
Leisure and Hospitality 9%
Financial Activities 6%
Construction 5%
Other Services 4%
Information 3%
Natural Resources & Mining 1%

Projections for Industry and Occupational Growth

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

33 draft 4-26-07
short-term and a long-term series. The individual’s situation, training needs and timeframe for
finding employment dictates which series to use. If the need for employment is immediate,
choose short-term projections, but job seekers planning for a future career should choose the
long-term projections.

Short Term Industry Growth Projections – 2005-2007 Series

This list from the short-term industry projections includes those industries with the most annual
openings. While these industries may not be the fastest growing (indicated by “new positions”),
they offer significant opportunities for workers through “job replacements.” More than 100
industries were analyzed to identify the twenty expected to have the most annual job openings. It
is interesting to note that 90% of the industries represented on this list are the same industries
that were reported in the 2003-2005 Series. The two industries that dropped from the top 20 are
Food Manufacturing and Wholesale Electronic Markets, Agents and Brokers. The two new
industries added, indicated in italics below, are Truck Transportation and Merchant Wholesalers,
Nondurable Goods.

INDUSTRIES WITH THE MOST ANNUAL OPENINGS

New Job Annual
Industry Positions Replacements Openings
Food Services and Drinking Places 9,330 14,030 23,360
Educational Services 12,390 7,270 19,660
Administrative and Support Services 10,800 6,030 16,830
Professional, Scientific, and Technical Services 7,380 3,420 10,800
General Merchandise Stores 3,830 3,680 7,510
Specialty Trade Contractors 4,130 2,700 6,830
Self-employed and Unpaid Family Workers 1,950 4,790 6,740
Ambulatory Health Care Facilities 4,150 2,320 6,470
Hospitals 3,630 2,700 6,330
Merchant Wholesalers, Durable Goods 3,560 2,410 5,970
Local Government, except Education and Hospitals 2,770 3,050 5,820
Religious, Grantmaking, Civic, Professional & Similar
Organizations 2,430 2,000 4,430
Social Assistance 2,920 1,070 3,990
Food and Beverage Stores 440 3,280 3,720
Motor Vehicle and Parts Dealers 1,360 1,780 3,140
Credit Intermediation and Related Activities 920 2,140 3,060
Truck Transportation 1,790 870 2,660
Merchant Wholesalers, Nondurable Goods 970 1,480 2,450
Nursing and Residential Care Facilities 1,380 970 2,350
State Government, except Education and Hospitals 880 1,460 2,340

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

34 draft 4-26-07
Food Services & Drinking Places: combined food prep & serving workers, including fast food;
waiters & waitresses; restaurant cooks; food preparation workers; fast food cooks
Educational Services: elementary school teachers, except special ed; teacher assistants;
secondary school teachers, except special & voc ed; middle school teachers, except special &
voc ed; janitors & cleaners, except maids & housekeeping cleaners
Administrative & Support Services: laborers & freight, stock, & material movers, hand;
security guards; janitors & cleaners, except maids & housekeeping cleaners; landscaping &
grounds keeping workers; customer service reps
Professional, Scientific & Technical Services: management analysts; accountants & auditors;
customer service reps; lawyers; general & operations managers
General Merchandise Stores: retail salespersons; cashiers; stock clerks & order fillers;
supervisors of retail sales workers; laborers & freight, stock, & material movers, hand
Specialty Trade Contractors: electricians; plumbers, pipe fitters, & steamfitters; construction
laborers; operating engineers & other construction equipment operators; supervisors of
construction trades & extraction workers
Self-employed & Unpaid Family Workers: child care workers; supervisors of retail sales
workers; real estate sales agents; management analysts; construction managers
Ambulatory Health Care Facilities: registered nurses; medical assistants; receptionists &
information clerks; dental assistants; licensed practical & licensed vocational nurses
Hospitals: registered nurses; nursing aides, orderlies, & attendants; licensed practical &
licensed vocational nurses; respiratory therapists; maids & housekeeping cleaners
Merchant Wholesalers, Durable Goods: sales reps, wholesale & manufacturing, except
technical & scientific products; laborers & freight, stock, & material movers, hand; sales reps,
wholesale & manufacturing, technical & scientific products; customer service reps; stock clerks
& order fillers
Local Government, except Education & Hospitals: police & sheriff’s patrol officers; fire
fighters; correctional officers & jailers; water & liquid waste treatment plant & system operators;
court, municipal, & license clerks
Religious, Grant making, Civic, Professional, & Similar Organizations: child care workers;
general & operations managers; executive secretaries & administrative assistants; fitness
trainers & aerobics instructors; recreation workers
Social Assistance: child care workers; preschool teachers, except special ed; personal & home
care aides; social & human service assistants; teacher assistants
Food & Beverage Stores: cashiers; stock clerks & order fillers; food preparation workers;
combined food preparation & serving workers, including fast food; packers & packagers, hand
Motor Vehicle & Parts Dealers: retail salespersons; automotive service technicians &
mechanics; tire repairers & changers; cleaners of vehicles & equipment; parts salespersons
Credit Intermediation & Related Activities: tellers; loan officers; customer service reps; retail
salespersons; new accounts clerks
Truck Transportation: truck drivers, heavy & tractor-trailer; laborers & freight, stock, &
material movers, hand; truck drivers, light or delivery services; dispatchers, except police, fire,
& ambulance; bus & truck mechanics & diesel engine specialists
Merchant Wholesalers, Nondurable Goods: sales reps, wholesale & manufacturing, except
technical & scientific products; sales reps, wholesale & manufacturing, technical & scientific

35 draft 4-26-07
products; stock clerks & order fillers; truck drivers, heavy & tractor-trailer; laborers & freight,
stock, & material movers, hand
Nursing & Residential Care Facilities: nursing aides, orderlies, and attendants; licensed
practical & licensed vocational nurses; home health aides; registered nurses; maids &
housekeeping cleaners
State Government, except Education & Hospitals: correctional officers & jailers; child,
family, & school social workers; secretaries, except legal, medical, & executive; probation
officers & correctional treatment specialists; registered nurses

Short Term Occupational Projections – 2005-2007 Series

When compiling the list of most annual openings for any projection series, the number of
replacements are included in that determination. These following charts represent the
occupations that are projected to have the highest numbers of annual openings. These
occupations are grouped according to the amount of training and education required for each.
Many of the occupations from the industry projections above appear in these lists.

Wage information for each occupation is from the 2006 Georgia Wage Survey. Where available,
the average wage listed is hourly. Otherwise, the annual average salary is provided.

36 draft 4-26-07
 More than a Bachelor's Degree
New Job Annual Average
Occupation Positions Replacements Openings Wage
General & Operations Managers 1,760 1,320 3,080 40.80
Management Analysts 680 290 970 40.06
Sales Managers 570 310 880 46.78
Chief Executives 390 340 730 72.65
Computer & Information Systems Managers 380 170 550 47.47
Financial Managers 330 220 550 43.25
Lawyers 290 190 480 54.22
Instructional Coordinators 340 110 450 23.23
Administrative Services Managers 260 180 440 31.84
Education Administrators, Elementary & Secondary
School 260 160 420 74,953

Bachelor’s Degree
New Job Annual Average
Occupation Positions Replacements Openings Wage
Elementary School Teachers, except Special Ed 1,590 1,000 2,590 45,600
Secondary School Teachers, except Special &
Vocational Ed 830 640 1,470 47,791
Accountants & Auditors 640 490 1,130 25.44
Middle School Teachers, except Special &
Vocational Ed 610 470 1,080 46,982
Computer Systems Analysts 690 180 870 34.81
Computer Software Engineers, Applications 510 100 610 34.60
Computer Software Engineers, Systems Software 480 90 570 36.01
Network Systems & Data Communications Analysts 470 90 560 29.39
Special Ed Teachers, Preschool, Kindergarten, &
Elementary School 310 150 460 45,085
Construction Managers 260 190 450 35.19
Insurance Sales Agents 140 310 450 23.95
Associate's Degree
New Job Annual Average
Occupation Positions Replacements Openings Wage
Registered Nurses 1,890 1,110 3,000 25.20
Computer Support Specialists 620 200 820 20.00
Paralegals & Legal Assistants 200 40 240 21.29
Respiratory Therapists 140 100 240 20.66
Medical & Clinical Lab Technicians 100 120 220 14.42
Medical Records & Health Information Technicians 170 50 220 13.50
Radiologic Technologists & Technicians 130 80 210 21.14
Dental Hygienists 170 30 200 25.90
Electrical & Electronic Engineering Technicians 20 100 120 23.23
Physical Therapist Assistants 70 30 100 19.17
Veterinary Technologists & Technicians 80 20 100 11.91

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

Work Experience in a Related Occupation

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

Long-term On-the-job Training

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

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

Short-term On-the-job Training

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

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Long-Term Growth Projections (Ten Years into the Future) - Industry and Occupational

Long Term Industry Growth - Industry Sectors – 2004-2014 Series

Mirroring the national economy, the vast majority - almost 94% - of Georgia's job growth during
this projection period will be in the services-providing industry sectors. These sectors contained
more than 83 % of total employment in 2004 and expect to increase their share to 85% by 2014.

For the first time in many years, all major industry sectors will realize employment growth
through 2014, albeit very small for some sectors. In the services-providing industry sectors, this
growth will be led by professional and business services and health care and social assistance.
Together they will account for almost 40% of all service-related job growth through 2014.
Professional and business services is expected to grow the fastest, at an average annual rate of
2.9%, adding almost 166,000 new jobs; health care and social assistance is projected to grow
2.8%, increasing its share of new jobs by more than 118,000 through the projection period. The
leisure and hospitality sector is expected to have the next fastest rate of growth at 2.4% and
educational services will follow closely behind with a 2.3% increase. Wholesale trade and retail
trade are both projected to grow at 1.5% per year. However, since retail trade has a much larger
employment base, the change in employment levels for retail trade will be more than double that
for wholesale trade. Transportation and warehousing, information, and other services (except
government) are all expected to grow 1.4% annually over the next ten years, lagging the
projected statewide overall annual growth rate of 1.7%. The financial activities and government
sectors will grow at modest rates of 0.8 and 0.6%, respectively. Utilities will remain relatively
flat, growing at a rate of only 0.2% per year over the next ten years.

The construction industry, the only goods-producing industry sector to post significant
employment growth, is projected to increase by almost 42,000 jobs, reaching almost 242,000 in
employment in 2014. The mining sector is projected to increase by 1.1% annually, but its small
employment volume will mean an increase of only 800 jobs. Agriculture, forestry, fishing, and
hunting and manufacturing employment are projected to show very little change over the
projection period, increasing annually by a mere 0.2 and 0.1%, respectively. But the good news
in manufacturing is that this is the first time in more than a decade that employment in this sector
in Georgia will hold steady or even rise.

Long Term Industry Growth - Industry Subsectors – 2004-2014 Series

Out of a total of 91 sub-sectors (subcategories of industry sectors) the twenty projected to create
the most new jobs in Georgia through 2014 are listed on the next page. Two of these are of
special interest because of their large projected employment gains of nearly 100,000 jobs each.
Administrative and support services and health services will account for more than one in every
four new jobs through the projection period. Each one of these industry sub-sectors will be
analyzed in the next section.

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 Industry Subsectors with Most Total Growth

Administrative and Support Services Subsector

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

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

Administrative and Support Services Subsector Employment

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Health Services Subsector

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

Health Services Subsector Employment

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Fastest Growing Industries – Detailed Industries

Six of the industries projected to grow the fastest are in the health care and social assistance
sector. Growth in health services will result from the gradual aging of Georgia’s population,
coupled with advances in medical technology that increase life expectancies. The combination
of more women in the workforce than ever before and welfare reform legislation that requires
most welfare recipients to work will contribute to employment growth in the social assistance
sub-sector.

Four of the fastest growing industries will come from the professional and business services
industry sector, with growth in employment services being the most significant. Although the
demand for these services will not be as great as in the past, the trend toward corporate
restructuring and cost cutting that has popularized the use of personnel supply companies will
continue to generate new jobs in this industry. In addition, the out-sourcing of billing,
recordkeeping, and distribution services will lead to increased employment in office
administrative services. Growth in computer systems design and related services will be
generated by the expansion of electronic commerce, a growing reliance on the Internet, faster
and more efficient communication, and the implementation of new technologies and
applications.

Three of the detailed industries are in the information sector, led by growth in Internet service
providers and web search portals. This growth will be fueled by the continued growth of general
Internet use and the expansion of new web services. Software publishing will also show
significant growth, as firms are expected to continue to invest heavily in software that facilitates
electronic commerce.

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 Fastest Growing Detailed Industries Chart

Most Job Growth – Detailed Industries

Industry employment growth will be very concentrated. Of 300 industries analyzed by the
Georgia Department of Labor, the 20 depicted on the next chart are projected to account for
more than 62% of total job growth over the projection decade.

In addition to the significant projected increase in new jobs in health care, social assistance and
professional and business services, substantial gains in employment are also expected in
educational services. Principally driven by the overall growth in Georgia’s population, a
continued commitment by elementary and secondary schools to reduce class size as well as an
increase in the number of students enrolling in colleges and universities, will combine to project
substantial job growth in educational services over the next ten years.

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 Most Job Growth – Detailed Industries

Long Term Industry Decline

Declines in industry employment are usually caused by falling demand for certain goods and
services, by increased imports that reduce domestic production, or by technology that increases
worker productivity. The twenty industries on the next chart that are expected to lose the most
jobs over the projection period are no exception. Five industries are in textiles and apparel
manufacturing and one is in agriculture. Others include motor vehicle and related parts
manufacturing, which are expected to decline as a result of the idling of two major automobile
assembly plants and their related businesses.

While declining employment often means unfavorable job prospects or limited opportunity,
some openings will result from the need to replace workers who leave an industry.

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 Most Job Losses Detailed Industries

Long Term Occupational Growth

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

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Subsequent sections will focus on analyzing occupational trends by percentage change, numeric
change, and the number of projected annual job openings, respectively. Taken separately, these
are all very useful measures. Occupations with fast growth, many new positions, or many new
job openings generally offer more favorable conditions for mobility and advancement. When
combined with above-average wages, the occupations that have it all - above average job growth,
above average wages, and at least 100 expected annual job openings - cannot be beaten, for they
offer the best chance for satisfying, rewarding careers with great potential for advancement. In
the following charts, each occupation meeting this definition is designated with the HOT label.
The complete list of Georgia’s HOT Careers to 2014 is provided later in this section.

The job preparation levels and the number of detailed occupations in Georgia within each
classification are:

Bachelor’s or higher degree

• First professional degree – 20 occupations – At least three years of full-time academic
study beyond the bachelor’s degree.

• Doctoral degree – 33 occupations – At least three years of full-time academic work

beyond the bachelor’s degree. Required for entry into most postsecondary teaching
occupations as well as several jobs in the physical, biological, and social sciences.

• Master’s degree – 44 occupations – One or two years of full-time academic study beyond
a bachelor’s degree.

• Bachelor’s or higher degree, plus work experience – 36 occupations – Mostly managerial

occupations. Experience in a non-managerial position for which a bachelor’s or higher
degree is usually required.

• Bachelor’s degree – 108 occupations – At least four years of full-time academic study
beyond high school.

Post-secondary education, but less than a bachelor’s degree

• Associate’s degree – 40 occupations – Two years of full-time academic study beyond
high school.

• Post-secondary vocational training – 49 occupations – Completion of a vocational

training program of variable length from several weeks to a year or more in a post-
secondary vocational school or college.

All other (no formal post-secondary education required)

• Work experience in a related occupation – 44 occupations – Skills and training acquired
in a related occupation. Includes several supervisory occupations as well as occupations
in which skills may be developed from hobbies or other activities besides current or past
employment or from the Armed Forces. Degree not required.

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 • Long-term on-the-job training – 89 occupations – More than twelve months of on-the-job
training or a combination of work experience and formal classroom instruction, such as
apprenticeships and employer-sponsored training lasting up to four years.

• Moderate-term on-the-job training – 183 occupations – One to twelve months of

combined on-the-job experience and informal training, which can include observing
experienced workers.

• Short-term on-the-job training – 136 occupations – One month or less of on-the-job

training or after a short demonstration of job duties.

In 2004 more than 4.2 million workers were employed in various occupations in Georgia.
Almost three million of these were in occupations that do not require any formal education
beyond high school, with half in low-skill, low-pay jobs requiring only short-term on-the-job
training. While workers in these occupations held the largest share of jobs in 2004, their share of
jobs is expected to decline from 71.1% in 2004 to less than 69.7% in 2014.

Careers requiring an associate’s degree or post-secondary vocational training made up only 8.4%
of all jobs in 2004, but they will grow more than 60% faster than those requiring no education
beyond high school, increasing to 9.0% of all jobs by 2014. In fact, these jobs are the fastest
growing group in the state, even surpassing overall growth rates for occupations requiring a
bachelor’s degree or more.

Workers in occupations usually requiring a bachelor’s degree or more held 20.4% of all jobs in
the state in 2004 for a total of more than 850,000 jobs. Their ten-year growth rate of 23.8% will
place them at slightly over one million jobs or a 21.4% job share by 2014.

Occupations requiring short-term on-the-job training are expected to account for the largest
portion of 2004-2014 job growth, comprising one in every three new jobs created. However,
these jobs are expected to be among the slowest growing of all occupations. Other occupational
categories seeing significant growth in employment levels include bachelor’s degree careers and
careers requiring moderate-term on-the-job training. Although jobs requiring a bachelor’s
degree had employment levels roughly half the size of moderate-term on-the-job training jobs in
2004, their 24.8% growth rate is expected to almost double that for moderate-term on-the-job
training jobs. As a result, bachelor’s degree jobs are expected to exceed moderate-term on-the-
job training jobs in new job growth over the projection period.

Fueled by the phenomenal growth in health-related occupations, careers requiring an associate's

degree will be the fastest growing of all eleven job preparation levels, growing by 30% by 2014.
Careers requiring a doctoral degree are expected to follow closest behind, growing at 26.9% as a
result of the rapid growth in higher education in Georgia. In fact, career growth in all
occupational categories requiring some formal education beyond high school is projected to
exceed the statewide average of 18.2%. Career growth in all categories not requiring any
education beyond high school is expected to be below average over the projection period. Fast

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growth in occupations means that they will provide a larger share of new positions in the future,
thereby providing better employment prospects.

Wages vary greatly by occupation. Among the most important factors affecting wages in
different occupations is the level of education and training required for the position. In general,
the more education and training that one has, the higher the average wage. As seen in the chart
below, occupational groups requiring college training are among the highest paid, while
occupational groups that do not require any formal education beyond high school are generally
among the lowest paying.

2006 ANNUAL WAGES AND GROWTH RATES

BY EDUCATION AND TRAINING CATEGORY
Annual
Annual Average Growth
Code Job Preparation Level Wage Wage Rate
1 First Professional Degree $126,400 $60.77 1.9%
2 Doctoral Degree $65,000 $31.25 2.4%
3 Master's Degree $56,400 $27.12 2.1%
4 Work Experience plus Bachelor's or Higher Degree $89,900 $43.22 2.0%
5 Bachelor's Degree $56,900 $27.36 2.2%
6 Associate's Degree $47,900 $23.03 2.7%
7 Post-secondary Vocational Training $31,600 $15.19 2.1%
8 Work Experience in a Related Occupation $45,900 $22.07 1.4%
9 Long-term on-the-job Training $35,300 $16.97 1.5%
10 Moderate-term on -the-job Training $32,000 $15.38 1.3%
11 Short-term on-the-job Training $21,200 $10.19 1.6%

Job openings occur when new positions are added to the economy through business expansion or
whenever existing jobs are vacated by workers who permanently leave an occupation. The need
to replace workers who leave will normally result in more openings overall than job growth, and
this trend is expected to continue. In Georgia, 25% more annual job openings are projected to
come from employee turnover than from business expansion through 2014.

Occupations requiring short-term and moderate-term on-the-job training are expected to generate
the majority of all job openings over the projection period, largely because of employee turnover.
Additionally, all occupational categories requiring no formal education beyond high school are
projected to create more openings from turnover than from job growth. For categories requiring
some post-secondary education, the opposite is true; all of them are expected to create more jobs
from business expansion than from job turnover.

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Most Annual Openings by Job Preparation Levels

Six of the twenty fastest growing occupations are in the health care field, reflective of the
phenomenal growth anticipated in the health services industry over the projection period. Five
are computer-related and are a by-product of rapid growth in the computer systems design
industry. More than half of the occupations on the next chart have average wages above the
statewide average of $17.96 per hour.

All twenty of these occupations have fast job growth; however, nine are also projected to pay
well and have plentiful job openings, thereby earning our designation as “HOT” over the
projection period.

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

Fastest Growing Occupations

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

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 Occupations with the Most Job Growth

The twenty occupations with the Most Annual Openings are projected to account for more than
35% of all annual job openings through 2014. More than half of these require only short-term
on-the-job training. Accordingly, their average wages are low and most will result from high
employee turnover.

There are, however, four “HOT” occupations on this list, for in addition to each of them having
at least 100 annual openings, these four also have fast job growth and high wages during the
projection period.

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Occupations with the Most Annual Openings

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Hot Careers

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

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Long Term Occupational Decline

Occupational employment declines are usually caused by increased imports, decreased demand
for specific goods and services, technology that increases productivity, or foreign competition.
The twenty declining occupations listed below are no different. Four of them are in textiles and
apparel, as this industry will continue to decline as a result of foreign competition. Two of them
are in telephone communications.

Although declining employment often results in unfavorable prospects or limited opportunity,

there will still be some job openings in these occupations over the projection period because of
employee turnover.

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Georgia’s Skill Needs/Gaps

Specific jobs often require specific skills. But there are several core competencies that all
workers should bring to a job. These fundamental skills cut across occupational titles and are
critical to nearly every job. Core skills help workers to perform required tasks and provide them
with a foundation to succeed. Successful workers usually have at least basic arithmetic and
communication skills, problem-solving ability, consideration of and respect for others, and a
willingness to learn.

Arithmetic and communication skills. Nearly all jobs require workers to do simple arithmetic,
follow oral and written instructions, and interact with their supervisors and peers. Workers
should be able to add, subtract, multiply, and divide and to read, write, listen, and speak.
Problem-solving ability. Most jobs require workers to have some ability to analyze problems
and develop workable solutions. Often, this ability requires common sense; in many cases, it
involves the kinds of skills you can learn by taking math and science courses.
Consideration and respect. Workers should display professionalism, politeness, and courtesy
on the job. Respecting others and gaining others’ respect are essential for becoming part of a
team, a common requirement in today’s workplace.
Willingness to learn. Successful workers accomplish tasks efficiently and productively.
Workers should be willing to learn new techniques and procedures, to apply skills in new
contexts, and to anticipate and adapt to changes on the job.

Population In- and Out-Migration

Population growth drives labor force growth and during the decade of the 1950’s, 100% of
Georgia’s population growth came from natural increase – more births than deaths. But by the
1990’s, only 40% of Georgia’s population growth came from natural increase; the majority of
growth came from domestic and international in-migration.

From 1980 to 1990, 43 counties in Georgia lost population. From 1990 to 2000, only eight
counties lost population. By the decennial census in 2000, Georgia was the sixth fastest growing
state based on percentage growth and fourth in numeric increase. Seventeen Georgia counties are
among the 100 fastest growing in the nation and three (Forsyth, Henry and Paulding) are in the
top ten. Most of the growth has occurred in the Atlanta metro area, Savannah and southeast
Georgia.

In metropolitan Atlanta and areas north of Atlanta, population growth is extremely high. Only
one county in metro Atlanta (DeKalb County) is expected to lose population over the next
decade. Twenty-five counties in rural, southern Georgia are expected to see out-migration.

Between 1995 and 2000, nearly 13 percent of the population moved to Georgia from another
state. In 2000, more than seven percent of Georgia's residents were born outside the United
States, primarily from Latin America (300,357) and Asia (145,696).

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 Population Changes in Georgia's Workforce Areas

2000 2005 2010 % Chg % Chg

Population Population Population 2000-2005 2005-2010
Area 1 697,410 791,612 876,249 13.5% 10.7%
Area 2 455,342 546,802 632,669 20.1% 15.7%
Area 3 816,006 915,623 820,384 12.2% -10.4%
Area 4 607,751 663,818 775,877 9.2% 16.9%
Area 5 665,865 677,959 663,345 1.8% -2.2%
Area 6 816,006 915,623 820,384 12.2% -10.4%
Area 7 1,339,757 1,641,851 1,877,672 22.5% 14.4%
Area 8 403,944 454,155 501,976 12.4% 10.5%
Area 9 438,300 516,822 575,513 17.9% 11.4%
Area 10 153,887 154,918 151,933 0.7% -1.9%
Area 11 286,234 309,690 319,764 8.2% 3.3%
Area 12 222,018 219,068 215,061 -1.3% -1.8%
Area 13 212,990 225,697 232,247 6.0% 2.9%
Area 14 250,364 252,339 251,557 0.8% -0.3%
Area 15 102,910 102,965 108,309 0.1% 5.2%
Area 16 272,894 286,227 284,449 4.9% -0.6%
Area 17 352,880 361,806 360,010 2.5% -0.5%
Area 18 210,657 218,880 212,483 3.9% -2.9%
Area 19 154,268 159,679 159,252 3.5% -0.3%
Area 20 542,976 572,665 573,620 5.5% 0.2%

Georgia 8,186,453 9,132,553 9,592,370 11.6% 5.0%

Demographics of Georgia's Talent Pool

By 2012 Georgia’s labor force (those 16 years of age and older who are working or looking for
work) will reach 5,067,000. The labor force is projected to show steady growth, increasing by
775,000, or 18.1%, over 2002 levels.

Over the next decade, Georgia's talent pool will increasingly be comprised of minority groups.
Georgia’s African American population will increase significantly to over 2.8 million people and
will comprise 27.9% of the state’s population by 2012. The state’s Hispanic and Asian & Other
minority groups will both increase significantly as well. The Hispanic population will increase
by 69.5% and the Asian & Other group will increase by 50.4%. The state’s Caucasian
population will increase by only 13.7% from 2002 to 2012, but will still maintain its status as the
largest population group, comprising 59.3% of the total population in 2012.

The state's population continues to age. As a result of the aging of the baby boom generation,
the number of Georgians ages 55 to 74 will increase almost three times faster than all ages

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combined. Approximately 20% of the state’s population will be in this age group by 2012. At
that time, the average age of the talent pool will be 41.2 years. By 2012, the number of people in
the labor force aged 55 to 64 is projected to grow by 67.4%, almost four times the average for all
ages, to almost 800,000 people. The number of labor force participants aged 65 and older is
expected to grow 36.6% to 138,000 people.

By contrast, the number of Georgians age 35 to 44 will decline by almost 68,000 from 2002
levels mostly because the baby boomers typically have only half as many children as their
parents. By 2012, the number of labor force participants aged 35 to 44 will decline by 72,400
workers, which may create a shortage in workers available to replace retirees.

Georgia’s labor force participation rate (labor force as a percentage of working age population)
will increase by 2012 to 68.3%, up from 67.7% in 2002. Gains can be primarily attributed to
women, whose participation rate will increase from 59.8% to 61.8%. By 2012, labor shortages
will exist if labor force participation rates do not increase as projected. It will be vital that all
residents interested in working, including individuals historically under-represented in the labor
force, fully participate in Georgia’s economy. The special initiatives described throughout this
plan are designed to ensure that all members of the workforce are able to reach their highest
workforce potential and meet the needs of growing businesses.

Key Workforce Development Issues

Georgia’s labor force will grow older in the coming years. The average age of the state’s
workers will exceed 40, rising from 39.8 years in 2002 to 41.2 years by 2012. The state’s labor
force will experience significant numerical gains in the 45-to-54 and the 55-to-64 age groups, as
the first of the baby boomers begin to reach retirement age by 2012. As a result, workers
between the ages of 45 and 64 will account for 38.4% of the state’s labor force in 2012 compared
to 33.3% in 2002. This is likely to create a labor shortage problem, for the number of younger
workers available to replace the retirees may not be adequate to meet the needs of the state’s
employers. This is particularly true of the 35-to-44 age group, which is projected to decline
through 2012. It will, therefore, become increasingly important to keep Georgia’s older residents
actively involved in the labor force, at least part-time.

Investments in education and training programs will be vital to increasing the participation of job
seekers with barriers to employment, including high school dropouts, individuals who are
functionally illiterate, teen mothers, probationers and parolees, people with disabilities, and
minority group members with limited English-speaking skills.

Attracting new industries to help declining communities remain economically viable is another
challenge facing the state. Efforts to address this include emerging industries initiatives and
targeted sector strategies to promote job growth in strategic areas of the state. Partner efforts to
provide a trained workforce and to ensure the educational system includes all necessary
foundational skills are keys to the state's continued success. Thus, continued collaboration
among the business community, the educational system and economic and workforce

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development professionals at the state and local levels will help to ensure that there is a job for
every Georgian and a Georgian for every job.

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

Georgia’s Delivery of LMI Data

The Workforce & Analysis (WI&A) division continues to produce hard copy publications of all
of career guidance and occupational wage publications, in addition to making all WI&A products
available on the GDOL website.

The division’s routine hard copy distribution list includes all GDOL Career Centers, Vocational
Rehabilitation Hubs, all local WIBs and each of Georgia’s technical colleges. Several WI&A
products are also available through e-mail notification. As a result, labor market information data
users are able to access new information as soon as it becomes available. These users avoid the
delay between the time that products are completed and the time they are printed and delivered
through the mail.

Alignment of Georgia’s Workforce Information Core Products and Services Plan with the
WIA State Plan

Customized data sets, including high growth and high demand occupations and industries and the
educational status of Georgia’s workforce, have been provided to each of Georgia's 20 local
WIBs for planning purposes. Career Center managers and staff who participate in local economic
development initiatives routinely use WI&A data products to assist communities with employer
recruitment strategies needed to connect and prepare workers for current and future jobs.

WI&A publications assist planners and all workforce staff at the local level to gain a better
understanding of the community, the state and the region, in terms of economy, workforce and
other relevant indicators. Labor market data supports occupational and industry analyses that
local WIBs assess while preparing local plans and making decisions concerning the
occupations/industries to target for training purposes. Quality data is vital to ensuring that local
areas provide training options likely to result in future employment opportunities in their area of
the state.

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 E. State and Local Governance

Programs Addressed in the Unified Plan

Federally-funded programs administered by the Georgia Department of Labor (GDOL) are

discussed in this Unified Plan. These include the following:

Trade Act – Staff provide reemployment services, assistance with enrolling in and paying for
training, Health Coverage Tax Credit information, and supportive services to eligible customers.

Unemployment Insurance - The Unemployment Insurance Division oversees the employer tax
system, pays eligible individuals Unemployment Insurance and Trade Readjustment Assistance
benefits, and assists working youth, their parents, businesses and local education and workforce
staff with Child Labor services.

Veterans Employment and Training – Services are provided to veterans and other eligible
individuals, primarily through the Local Veterans’ Employment Representative and Disabled
Veterans’ Outreach Program staff throughout the state. State staff offer technical assistance to
ensure that all workforce staff give veterans' preference for all federal workforce services.

Vocational Rehabilitation – Staff assist eligible individuals with disabilities to successfully

transition to work and assist customers with benefits coordination and supportive services. They
also provide technical assistance to business customers regarding assistive technology, suitable
modifications and accessibility issues.

Wagner-Peyser – Staff provide business customers with screening and referral of qualified job
applicants, timely labor market information and related resources, and assist job seekers with
quality employment and training resources, job referrals and career development assistance, and
a broad variety of reemployment services.

WIA – Services provided by the 20 local Workforce Investment Boards include assistance with
training opportunities, career guidance, supportive services, and resources to help businesses
with their workforce development needs.

GDOL has integrated its service delivery system at the state and local levels. The Division of
Career Development Services staff support state and local WIA activities, the GoodWorks!
initiative and the Jobs for Georgia Graduates Program. There are close linkages among this
division and the Employment Services Division (which provides support for Dislocated Worker
services, Trade Act, Veterans, Migrants, basic Wagner-Peyser services and customer support,
technical assistance and reporting through the automated data management system), the Field
Services Division (which provides administrative, staffing and technical support to the network
of career centers), the Unemployment Insurance Division, and the Division of Rehabilitation
Services. The close coordination of these programs at the state level helps promote integrated
service strategies across fund sources throughout the state.

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The department has established an integrated statewide automated system that incorporates data
entry, retrieval and reporting capabilities for WIA, Wagner-Peyser, Veterans, Unemployment
Insurance, Trade and GoodWorks!. Thus, customers seeking any of these services only have to
provide basic information once, and comprehensive data records are built and maintained for
customers receiving multiple services. The system, known as the Georgia Workforce System
(GWS), has continued to evolve as new federal data collection and reporting requirements have
been implemented.

The process of fully integrating local workforce systems continues. As noted earlier, 34 of the
46 comprehensive One-Stop sites designated by local WIBs are GDOL career centers. Wherever
possible, new service sites are designed for full service integration of WIA, Wagner-Peyser,
Vocational Rehabilitation and Unemployment Insurance services as well as services by other
community partners. Staff in these centers are cross-trained to maximize their flexibility in
serving customers with multiple workforce needs. Employer services are also coordinated among
the various partners in GDOL, as noted in Sections B and G.

State-Level Workforce System

Georgia’s workforce system is comprised of a multitude of public, private and community-based

partners that work together to provide educational, training, employment, support and economic
development services to Georgia’s businesses and residents. Through their membership on the
State Workforce Investment Board and cross-membership on other advisory boards, agency
leaders work together on issues of mutual interest and concern. In addition to standing boards,
the Governor’s Office, state legislature and state agencies establish task forces and working
groups as needed, to address issues such as homelessness, adult literacy, prisoner re-entry,
enhancing education efforts, and attracting new industries to Georgia.

Many of the state agency partners are within the Governor’s cabinet, while the Commissioner of
Labor and the Superintendent of Schools are elected positions. The key state partners and their
reporting relationships are depicted below.

64 draft 4-26-07
 Governor
of
Georgia

Workforce
Superintendent of Investment Commissioner
Education Board of Labor

Departments of Technical and Adult Education, Human Resources,

Corrections, Juvenile Justice, Economic Development, Community
Affairs, the University System, Private Economic Developers,
Georgia Chamber of Commerce, and the Business Community

State Workforce Investment Board

The citizens' Commission for a New Georgia, established by Governor Sonny Perdue in 2003,
provided breakthrough thinking and a new perspective to determine how the state could better
manage its assets and services. The 17 task forces recommended actions to improve cost savings
and customer service, and opportunities for the state's economy to grow. The Workforce
Development Task Force studied the major systems involved with the workforce - education,
training, employment services and economic development strategies.

In February 2006, Governor Perdue reconstituted the State Workforce Investment Board. He
established as their mission to assist him in developing a strategic plan for workforce
development that links workforce policies and education programs to the economic needs of the
state, its regions and communities. The board's Coordinating Council is comprised of the
Governor and chief executives of the lead agencies within the workforce development system.
This group serves as a steering committee for the State WIB. Significant activities have already
been achieved by the State WIB, as described throughout the plan. With the implementation of
its comprehensive Strategic Plan underway, the State WIB and all workforce partners throughout
the state have a solid structure for a fully integrated system of education, economic development
and workforce development that promotes the success of Georgia's businesses and workforce.

The State WIB is comprised of a diverse set of recognized business representatives, organized
labor, education, youth and community-based organizations, state legislators, local officials and
state agency leaders. The Chairperson is a representative of private industry, as are a majority of
the WIB members. A listing of current members is included in Appendix A. The board's broad
membership, including the Governor's Coordinating Council, assures that the parties that can
effect systemic change are represented.

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The Workforce Investment Act specifies that the State WIB shall assist the Governor with:

• development of the WIA State Plan

• development and continuous improvement of the statewide workforce investment
system, including the review of local plans
• development of linkages to ensure coordination and non-duplication of programs
carried out by One-Stop partners
• designation of local areas
• development of WIA allocation formulas
• development and continuous improvement of comprehensive state performance
measures
• preparation of an annual report
• development of the statewide employment statistics system
• development of an application for incentive grants
• commenting on measures for Carl Perkins

During the initial year of the State WIB, six strategic planning subcommittees were established.
The subcommittee strategy groups included: 1) Developing the Workforce Pipeline in the
Education Community (P-16/20); 2) Workforce Development for At-Risk and Out-of-School
Youth; 3) Adult Life-long Learning; 4) Removing Barriers to Work (such as child care and
transportation); 5) Aligning Education and Economic Development at the State and Regional
Levels; and 6) Workforce Development Public Awareness. Subcommittees assessed current as
well as ideal states, defined problems and root causes, developed solutions and identified specific
steps to address them.

A Steering Committee, comprised of the board chair, subcommittee chairs and the Director of
the Office of Workforce Development guided the strategic planning process. The newly formed
Governor's Office of Workforce Development was charged with strategic mapping of state
workforce resources and funding streams, stakeholder communication strategies and common
measurement strategies. The Strategic Plan was approved by the State WIB at its February 2007
meeting.

The State WIB is staffed by an Executive Director, a Secretary to the Board, a Financial
Administrator and a WIB Consultant, with additional support by the Office of Planning and
Budget. The Governor's Office of Workforce Development is charged with coordinating the
activities of the State WIB and with participating in initiatives that involve the linkages among
education, workforce development and economic development partners.

With its charge to develop a strategic plan completed, the State WIB will focus in 2007 on
establishing governing policies and standing committees. It is anticipated that the WIB will
establish its conflict of interest policy in addition to bylaws and committee structure by mid-
2007. The conflict of interest policy will include declaration of conflict of interest and abstaining
from voting on any matter that involves the provision of services by a board member, or that
would provide direct financial benefit to a member or member's family.

66 draft 4-26-07
The State WIB publicizes its work and meetings on its designated website (www.gowfd.org). All
meetings of the WIB are open to the public. The membership, projects and initiatives, upcoming
meetings and other activities, and minutes of past meetings are posted on the board's website.
Links to the key state workforce partners' websites are also included.

The State WIB has both formal and informal ties to local workforce systems, through cross-
membership, periodic meetings, funding opportunities and joint initiatives and activities. The
local WIBs established Georgia’s Workforce Leadership Association, which creates a forum for
communication and opportunities to address issues of mutual interest or concern. This group
communicates regularly and also meets periodically to promote dialogue.

Through the strategic planning process, the State WIB and Office of Workforce Development
have worked to promote enhanced coordination among state agencies. Active involvement in
state-level initiatives by the broad array of state agency representatives, business members and
economic development partners on the State WIB strengthens the collaboration of workforce and
economic development. The linkages to education at all levels continue to expand with the
addition of the State WIB Chair and the State WIB Executive Director to the Alliance of
Education Agency Heads, formed in 2006. One of the Alliance's first efforts is the development
of a strategic map that will establish a blueprint for cross-agency collaboration. The Alliance will
direct the integration and expansion of Pre-K through post-secondary educational activities, as
well as to inform workforce development recommendations involving other state agencies.
Another example of partnership is the sharing of WIA incentive funds by all contributing partner
programs.

Local workforce investment areas were established the spring of 2000, in accordance with
instructions from the State WIB. County commission chairpersons and mayors were asked to
follow the rules in the Workforce Investment Act for area designation, taking into account
Georgia’s 12 service delivery regions, consistency with labor market areas, and the geographic
boundaries of local K-12 and post-secondary educational institutions. The area designation
requests received were reviewed by members of the State WIB, who made recommendations to
the WIB Executive Committee. The recommendations for the state’s 20 local areas were then
accepted by the Governor. A list of the 20 areas and the counties they serve is included as
Appendix B.

Once local workforce areas were established, chief local elected officials were asked to appoint
local WIB and Youth Council members. These officials were also asked at that time to develop
chief local elected official agreements under WIA. The 20 local WIBs were officially appointed
in 2000, and were recertified by the Governor in 2002. Similarly, local WIA areas were
redesignated in 2002.

Federal guidance is disseminated to local WIBs and staff primarily via e-mail, but also through
the ongoing technical assistance of the designated field representatives within the Georgia
Department of Labor. Policy guidance is provided via memoranda and updates at the WIB
Directors’ meetings. Communication flows in both directions between the local and state levels.

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Integrated Vision for Youth Services

Georgia partners continue to focus on a comprehensive youth development strategy and the State
WIB Strategic Plan contains several goals and recommended actions for youth services. A
rudimentary framework for Georgia's integrated youth vision is on the following page. Note that
this is still in the developmental stage; additional facets and partners will be added over time.

Some examples of promising system linkages include the following:

Jobs for Georgia Graduates (JGG) - JGG is a highly successful school-to-work transition
program designed to provide high school students with pre-employment training, work skills,
motivational activities and job development. Students enrolled in the JGG program achieved a
graduation rate of 89.5% in 2005, 20% higher than the state's graduation rate. JGG provides
follow-up services to increase student graduation rates and to encourage a successful transition
from school to work.

The JGG program and the Northeast Georgia WIB are collaborating on an out-of-school model
targeting high school drop-outs. JGG staff have already received training from Jobs for
America's Graduates on how to serve out-of-school youth. The plan is for JGG to support a
caseworker for these youth while the local WIB provides assistance with GED preparation. They
will collaborate with the Department of Juvenile Justice and alternative schools to recruit youth
for the program.

On-line High School Diploma Program - Some youth drop out of school because they are so far
behind in earning credits for graduation that they have little hope of graduating with their peers.
The High School Diploma On-line Program offered through the Southwest Georgia WIB
addresses this challenge. Youth (either drop-outs or in-school students) take on-line courses
offered through a Maryland high school to earn their diploma. This coursework is carried out at a
student's own pace, with assistance provided by a certified instructor. All exams are monitored.
At the satisfactory conclusion of all required coursework, the students must also complete a
community service project. They are then allowed to participate in the graduation ceremony at
their local high school.

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 Georgia's Supportive Network of Youth Resources & Services

Georgia Department of Labor (GDOL

WIA Technical Assistance Career Exploration
Youth Roundtables Education Rocks
Peer Network Employer Committees
Performance Management Systems Intergovernmental Relations
High School High Tech Teacher Summer Internships
Jobs for Georgia Graduates Student Summer Internships
GoodWorks! Kids Summer Youth Employment Program

USDOL Employment & Training Administration

GDOL
Career Development Services
Dept. of Education
DTAE Dept. of Human Resources
Dept. of Juvenile Justice

WIA Programs

Local WFD SERVICES

CBO’s FBO’s

Youth
customer

Local Workforce Areas' Youth Programs

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

69 draft 4-26-07
Some other collaborative efforts to address the needs of Georgia’s youth include the Tech Prep
initiative, Covering Kids and Families Coalition, and local initiatives to work with youth in
foster care and those leaving the foster care system. The Family Connections Partnership is a
voluntary statewide network of 159 county collaboratives comprised of human service providers,
community-based organizations, elected officials, business and civic leaders and families and
concerned citizens. These groups work together to promote the health, education and economic
status of Georgia’s children and families. The Partnership helps communities to address
challenges and serves as a resource to state agencies that work to improve the conditions of
children and families. With its network in all of Georgia’s counties, the Family Connections
Partnership is a major contributor to the Comprehensive Youth Development System.

Another strategy that GDOL uses to reach and assist youth throughout the state is the Youth
Motivational Task Force. Staff visit schools, public housing sites and churches, assisting youth
with career exploration and leadership development. They also market the services of the
workforce development system statewide. This approach helps to reach youth not otherwise
connected to workforce development efforts.

State Policy Guidance

As noted earlier in the section, state staff that support the workforce investment system have
developed policy guidance to address issues raised by local workforce systems and other topics
on which the state and the State WIB have provided recommendations. The Comprehensive
Workforce Investment Act Guidelines, posted on the GDOL website, has few requirements
beyond those established by the Workforce Investment Act; rather, it provides suggestions and
options for areas to pursue. This is in keeping with Georgia’s commitment to help local systems
evolve according to the needs of each community, rather than according to uniform approaches
dictated from the state level.

The policy guidance was developed with the participation and feedback of local systems and
their partners and is currently being updated. As needed, memoranda provide clarifications to
state-level policy. Other formal guidance that has been developed and disseminated from the
state level on WIA issues includes: the Individual Training Account/Eligible Provider List; an
Eligible Provider List Technical Assistance Guide; a performance measures guide; Common
Measures and Literacy/Numeracy materials and other GWS training materials; a Trade Manual
(for guidance on WIA/Trade integration); and cost allocation and resource sharing guidelines.

State Support of Workforce Systems – Other Issues

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

70 draft 4-26-07
written guidance have supported the numerous changes made for the common reporting and data
collection changes initiated by USDOL. Additionally, staff have provided training throughout
the state on specific aspects of the GWS system.

Plans are also underway for a comprehensive data management manual, which will provide
details on features of the GWS system, emphasize vital fields and customer updates, and will tie
data entry to its impact on performance outcomes.

GDOL supports this system through a cadre of trained professional staff that provide day-to-day
support and technical assistance on data management and reporting issues. The state also
provides local systems with performance tools, including WebFOCUS software, through which
standard and ad-hoc data queries help local systems track and manage customer activities and
outcomes. A standing group of state and local performance experts meets to discuss best
practices in data management as well as to identify new ways that data can support quality
service delivery efforts.

WIA, GoodWorks! and Wagner-Peyser performance experts within GDOL compile data for
required federal reports, in addition to assisting local staff with day-to-day performance issues.
These staff work closely with Career Development Services field representatives, local WIA
directors, GDOL district directors and career center managers to ensure that local performance is
on track with expected outcomes. Staff at the state level also carry out data validation and work
with professionals in Information Technology to maintain and enhance features of GWS. Three
groups have focused on the state’s transition to Common Measures - a cross-program policy
team, a technical team and a local advisory group. Through this effort, staff at all levels will have
information regarding the full array of workforce services provided to each customer in an
integrated fashion.

Local WIBs have developed a variety of administrative structures to meet their unique needs.
Some areas provide services with their own staff, some others contract with private and/or public
providers for various functions, while other areas have chosen GDOL career centers and
technical colleges to serve as One-Stop operators and provide many of the services to customers.
Many use a combination of these two. The models WIBs have chosen to manage programs
largely depend on the level of WIA resources within the area and their opportunities for
leveraging other sources of administrative support. For example, some of the city- or county-
administered areas have access to fiscal and human resource systems without having to use WIA
dollars. State staff incorporate a review of fiscal systems and service delivery models into the
annual review process to ensure that local WIBs use sound management principles and
administrative efficiency.

Universal access to services is a principle of the Workforce Investment Act that Georgia’s
system has addressed creatively and effectively. The state is comprised of concentrated urban
areas, some with extensive public transportation, and large regions that are rural, lack
transportation and, in some cases, have little economic activity. The workforce system has
invested in technology to connect customers and staff in remote portions of the state. The GDOL
website, the State WIB website, local WIB websites and the websites of the Department of
Technical and Adult Education and other partners provide information about services and direct

71 draft 4-26-07
resources to assist businesses and job seekers with their workforce needs. The rural, multi-county
WIBs have established numerous access points for staff-assisted and electronic services in their
communities. Examples of these include sites in faith-based and other community-based
organizations, public housing offices, organized labor facilities, courthouses, and libraries. The
Department of Technical and Adult Education offers on-line courses and has established distance
learning sites throughout the state, to broaden information access to customers and staff of the
workforce and education systems. Through the integrated efforts of public, non-profit and private
workforce partners within communities, business and job seeker customers in all locations can
find the resources they need.

Service access is also supported through GDOL’s commitment to ensuring accessibility for all
persons, regardless of disability or primary language. All career centers are equipped with a
broad array of assistive technology in the resource areas. Some items include large computer
monitors, low vision readers, screen reading software and electronic talking dictionaries, devices
for customers with auditory impairments and adjustable workstations, large track balls and
software for customers with mobility impairments. Staff are available at all sites to orient
customers to the resources and to assist them throughout the service experience. Resource
assistance is also provided by a state Special Services Coordinator and trained disability resource
specialists housed throughout the state.

Forms, materials and services are available in languages other than English. Many of the
Unemployment Insurance forms and publications and employment-related materials are
available in other languages. Staff who speak other languages, including American Sign
Language, are available to assist customers as needed throughout the state. Centers also use the
Network Omni Language Line for translation and have agreements with local colleges,
universities and other community partners for translation and signing services. Staff have been
trained on these resources as well as on best practices for providing quality services to customers
who are limited in their English proficiency.

As noted in other sections of the plan, the Workforce Information and Analysis Division is
actively engaged with the State WIB and local workforce systems. They provide a variety of on-
line and paper products that provide timely and relevant workforce and economic data at the
state, regional and county levels. Some examples of their popular products include labor force
estimates, economic indicators, wage surveys and area labor profiles. In addition to their routine
and periodic reports and publications of value to companies, job seekers, economic developers,
adult and young students and local elected officials, staff of the division use their talents to
produce integrated, labor market-specific data sets for local WIBs, prospective businesses and
the economic development community. In preparation for local WIA plan updates, the division
developed customized data to help WIBs develop their strategic plans for the next two years.
Staff have also provided local WIBs with training and technical assistance on using and
interpreting labor market information. Additionally, staff have developed a product for delivery
to local WIB staff, educators and students from grades 7-12, known as Education Rocks. This
Power Point presentation creatively demonstrates the importance of staying in school as
preparation for a desirable future in the working world. The information introduces students to
growing occupations, careers that will be hot in the future, and wage and education information
for various careers.

72 draft 4-26-07
Workforce partners work closely with state and local organizations to address the needs of all job
seekers – youth, older workers, individuals receiving public assistance, persons with disabilities,
individuals recovering from substance abuse, incarcerated persons, and others with serious
barriers to employment. Through membership on the State and local WIBs, memoranda of
understanding and working relationships within communities, linkages have been established
with apprenticeship opportunities, Job Corps Centers, housing authorities, public assistance
providers, community health providers, disability advocates and organizations that assist senior
job seekers, to name a few of the many partners within the workforce system.

Local Area Designation

As described earlier in this section, the process for initial designation of local areas was carried
out in the spring of 2000 with guidance from the State WIB. At that time, the WIB established a
process for appeals in the event that the Governor denied an area’s request for designation. Since
all designation requests were approved, this process has not been utilized. The twenty areas
designated by the Governor at that time were redesignated by the Governor in 2002. These 20
areas conform to the state’s 12 Service Delivery Regions. These regions are common boundaries
used by most of the state agencies’ service delivery systems, thereby facilitating coordinated
planning and service delivery efforts. This configuration will remain in effect until the end of
the planning period or reauthorization of the Workforce Investment Act.

Once local workforce investment areas were established, chief local elected officials were asked
in April of 2000 to appoint local boards and Youth Councils. The elected officials were also
asked to develop chief local elected official agreements. The membership requirements and
considerations were spelled out in this guidance. It was specified that a majority of the board
members must be business representatives and that a business member must serve as Board
Chairperson. Local elected officials were encouraged to consider the following points in
establishing local boards:

• Board appointments should reflect the ethnic, gender and geographic diversity of the
area.

• Private sector appointments are very important and should involve individuals who
operate businesses or are high-level management staff with policy-making, and/or hiring
authority. The businesses represented on the board should include growth industries in
the local area. The 51% private sector members are to be nominated by local business
organizations and business trade associations. Primary consideration should be given to
involving businesses that are not workforce service vendors.

• Consideration should be given to appointing individuals who are currently active

members of existing workforce, employer or related boards or commissions.

• Temporary Assistance to Needy Families, Food Stamps and offender representatives

should be included on local WIBs.

73 draft 4-26-07
 • Ensure that individuals selected are committed to serving on the board and are willing to
perform the required duties.

• Seek opportunities to link with other existing community boards, with the potential long-
range goal of board consolidation to ensure the most effective use of volunteers’ time.

• Youth Councils should include business members of the local board, board members in
the education community and others with expertise in youth programs. Other community
members should include a representative from the juvenile justice system, representatives
of local youth organizations, a Job Corps representative, local law enforcement and
public housing officials, parents, individuals from the education community and others
that can contribute to planning effective youth service strategies. Youth and former
participants should also be included on Youth Councils, and it is recommended that a
private sector member of the WIB serve as chair of the Youth Council.

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

The Individual Training Account System

The Individual Training Account (ITA) system serves as Georgia’s principal method for adults
and dislocated workers to access WIA-funded occupational training. This system promotes
customer self-reliance and initiative. Georgia’s system is based on the WIA principles of
streamlined services, increased accountability of providers and customers, and local flexibility to
design systems that best meet the community’s needs. GDOL is committed to offering job
seekers the widest possible array of occupational training and welcomes new program offerings.
Since July 2000, the state’s eligible provider list has maintained a consistent listing of more than
180 training providers that offer in excess of 5,800 approved programs of study.

For initial program eligibility, the state established criteria for local boards to use in evaluating
program offerings. Local WIBs are welcome to request additional information or to set more
stringent criteria for provider selection. The items that must be addressed in a provider’s
application include:

1. Descriptive information for each program of study and for each local area in which the
program is offered

2. Evidence that the program is in an occupation determined by the board to be in demand

in the local area or region

3. Verifiable, program-specific data for all enrolled students regarding:

• A description of the program

• Numbers of completers and completion rates

74 draft 4-26-07
 • Numbers and percentages of individuals who have obtained unsubsidized
employment
• Percentage of individuals, of those who have obtained employment, that are
employed in an occupation related to the training received
• Average wage at placement for those who obtain employment
• Program costs
• Credential and/or accreditation information

The local WIBs were asked to specify in writing that they addressed minimum system
requirements, including: procedures for inviting applications; their process for ensuring that
proven effectiveness of programs has been evaluated; that the institutions meet federal and state
mandates (non-debarment, accreditation, and customer accessibility); written procedures for a
formal appeals process; and access by all customers to the state Eligible Provider List.

Through the GDOL local area review process, WIB procedures are reviewed for adequacy and
compliance with these criteria. The state also examines local policies related to ITAs, the WIB’s
process for tracking and managing ITA activity, and other policies and practices related to the
ITA system.

The Eligible Provider/Program List (EPL) gives training providers an opportunity to market their
programs. Approved programs are displayed on the dedicated link from the GDOL website. The
state and each of Georgia’s WIBs issue ongoing invitations to all prospective training providers
to have their programs of study listed on the EPL. This is done through Internet announcements,
bidders’ list correspondence, and news publications. Providers from other states are welcome to
submit applications.

Programs of study may be added to the EPL at any time. Local boards are encouraged to work
together and with the state to develop regional provider lists to reduce duplicative efforts.
Providers wishing to have an occupational training program approved for the first time submit an
application to their local WIB. An on-line application is available through the dedicated web
link, and the local board listing is included for provider convenience. Applications need only to
be made with one WIB for inclusion on the statewide EPL. Once approved and placed on the
EPL, a program is available to all Georgia WIBs. However, since programs rather than providers
are approved for ITAs, prospective providers must submit an application for each course of
study.

Local WIBs have asked the state to handle the ITA subsequent eligibility process. Each year in
March, GDOL staff accept applications for subsequent eligibility status. Providers are asked to
complete an application, accompanied by supporting student data, for each program currently on
the EPL for which the institution is seeking re-approval. To determine continuing program
eligibility, the state conducts a comparison of program performance outcomes against established
state minimum standards. Those programs re-approved are eligible from June 1 through May of
the subsequent year, barring any need for early removal. Georgia has adopted a policy of
allowing programs an eligibility period of up to 18 months to provide time to gather sufficient
data for evaluation.
Providers may be removed from the EPL list under the following conditions:

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A. If inaccurate information regarding a program is intentionally supplied to a local board or
the state, ineligibility of the program may result. This termination will remain in effect
for one year.

B. If a local board or the state determines that an eligible provider has substantially violated
any requirement of the Workforce Investment Act, the provider must take corrective
action or risk program removal.

C. Eligible providers that do not submit requests for subsequent eligibility will be removed
from the EPL.

D. If a provider's program fails to meet the minimum local and state performance levels, the
provider's eligibility to receive funds for that program may be suspended for a period of
not less than one year.

Those providers who are removed from the list have access to local and state appeal processes.
Of those providers removed for other than low performance reasons, most indicate a lack of
referrals from local WIBs as the primary reason for not requesting to continue on the EPL.

In keeping with the WIA principle of increased local authority, Georgia’s WIBs have maximum
flexibility to create local ITA policies. Each WIB has defined criteria by which individual
customers access ITAs and a process for adding training provider programs to the EPL (if more
stringent than the state-level requirements). They make these decisions based on critical local
workforce needs, which vary in different parts of the state.

To assist local WIBs in developing and managing ITA policy, GDOL has issued state guidelines
and an annually-updated Training Provider Information Guide. The EPL homepage has a
“contact us” feature that allows website visitors to ask questions and receive prompt (within 48
hours) responses. This direct contact between the state and system users has provided valuable
insights into the preferences and concerns of these users, and allows the state to continuously
improve the system.

The use of innovative training strategies to address business’ needs varies across the local areas.
Local WIBs have worked with technical college partners in their areas to encourage more short-
term certificate-based occupational training programs to meet the needs of employers. Metro
Atlanta WIBs continue to consider serving employed workers who need additional certification
in the health care industry, and the state recently conducted an Incumbent Worker Initiative.
Other modes of training, including apprenticeship, on-the-job training and customized training,
are discussed elsewhere in this section.

Following an assessment of customer needs, job seekers meet with career advisors. These staff
review assessment results and guide the customer through information on local demand
occupations, board policies and other relevant factors to assist the decision-making process. Each
local WIB defines the criteria and process by which individuals can access an ITA.

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It should also be noted that Georgia has a valuable source of training funds available through
HOPE grants and scholarships. These funds are used before WIA or other federal funds to
support workforce training, and have significantly augmented the level of training that Georgia is
able to provide.

GDOL encourages local WIBs to consider a range of approaches for identifying their high-
growth/high-demand and economically vital occupations, including the use of state labor market
information, data from local business groups, economic development authorities, and organized
labor groups. Demand occupations should guide customers in their career planning, and local
workforce staff evaluate customer requests for training in light of the occupations in demand
within the area. For on-the-job training, business customers have the opportunity to demonstrate
that the field in which they wish to train workers will continue to be viable within the
community.

Local WIBs set policies on funding limits per customer for ITAs and the maximum duration of
training. Customers may select training that costs more than the maximum ITA level when other
sources of funding are available to supplement the ITA (e.g., HOPE, Pell grants, and
scholarships). The state encourages WIBs within a region to work together in establishing their
policies so that customers of contiguous areas have the same benefits available to them.

Georgia’s training system has promoted apprenticeship offerings, through National

Apprenticeship Act (NAA) funds or other sources. As a result of the state’s commitment to
include this valuable learning approach, especially for skilled trades, the EPL contains a variety
of apprenticeship opportunities. State staff provide technical assistance to local boards to assist
them in blending classroom and work-based activities and appropriate funding for these
components. The impact on WIA performance is also considered in these situations.

Grants for youth activities are competitively procured and contracted through local WIBs. The
criteria set by the state for this competitive procurement process include the following. Local
WIBs may also add additional criteria for youth procurement.

Selected providers must have:

a. a service not already accessible within the local system

b. adequate financial resources or the ability to obtain them
c. the ability to meet the program design specifications at a reasonable cost, as well as the
ability to meet performance goals
d. a satisfactory record of past performance
e. a satisfactory record of integrity, business ethics and fiscal accountability
f. the necessary organization, experience, accounting and operational controls
g. the technical skills to perform the work

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

77 draft 4-26-07
WIBs are asked to give preference in grant awards to programs that:

• assist youth in furthering their schooling

• expose youth to the world of work
• ensure adequate support, supportive services, mentoring and follow-up
• provide comprehensive guidance and counseling services
• establish linkages between academic and occupational learning
• encourage leadership development
• have strong connections to employers and the local job market

In keeping with the USDOL and state comprehensive youth visions, providers are asked to focus
on youth with the greatest needs and to ensure that services for youth talent development meet
the demands of high-growth businesses in their communities.

New providers may receive contingent approval, in accordance with local policy, where the
provider is proposing a quality program design and exhibits demonstrated staffing and financial
capacity. The youth service procurement process is included in the annual review of local
programs.

In terms of the processes to award grants and contracts for WIA activities, the majority of this is
carried out at the local, rather than the state, level. Georgia adheres to all required federal
procurement and contracting guidelines, specifically (but not limited to), the Code of Federal
Regulations related to “Uniform Administrative Requirements for Grants and Cooperative
Agreements to State and Local Governments” and “the Common Rule,” depending on the entity
conducting the activity. Georgia’s procurement law for state agencies is found at O.C.G.A. 50-5-
50 et seq. The Georgia Department of Labor also uses state policy, including procedures of the
state Department of Administrative Services Purchasing Division, for state-level purchases and
contracts. Procurement procedures are specified in the Agency Purchasing Manual.

The state Department of Administrative Services has developed a web-based system of vendor
notification in addition to the traditional announcements to bidder lists, newspaper notices and
bidder conferences, to make potential bidders aware of the availability of grants and contracts.
The state is committed to a fair and open competitive environment for contracting.

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 F. Funding

WIA Title I Adult and Youth Funds

Title I adult and youth funds are distributed according to methods specified in the Workforce
Investment Act. Georgia has chosen to distribute 85% of the adult and youth funds to local WIBs
based on the following approach:

Adult Funds

The federally-prescribed allocation formula gives equal weight to the following three formula
factors:

33.3% Relative number of unemployed individuals in areas of substantial unemployment

in each local area, compared to the total number of unemployed individuals in
areas of substantial unemployment in the state;

33.3% Relative excess number of unemployed individuals in each local area, compared
to the total excess number of unemployed individuals in the state; and

33.3% Relative number of disadvantaged adults in each local area, compared to the total
number of disadvantaged adults in the state.

Youth Funds

The federally-prescribed allocation formula gives equal weight to the following three formula
factors:

33.3% Relative number of unemployed individuals in areas of substantial unemployment

in each local area, compared to the total number of unemployed individuals in
areas of substantial unemployment in the state;

33.3% Relative excess number of unemployed individuals in each local area, compared
to the total excess number of unemployed individuals in the state; and

33.3% Relative number of disadvantaged youth in each local area, compared to the total
number of disadvantaged youth in the state.

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

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Dislocated Worker Funds

Georgia reserves 25% of the dislocated worker funds for the statewide Rapid Response activities.
Many of the Rapid Response staff are regionally based and able to respond quickly and
efficiently to large layoffs anywhere in the state. This system has greatly expanded the capacity
of local workforce systems to assist businesses and workers going through layoffs. More
information about this approach is included in Section G.

Georgia distributes 60% of the dislocated worker funds to local areas. Funds are allocated
according to the six federally-mandated factors, plus three additional ones. The factors and their
weights are as follows:

40% Number of individuals who received unemployment insurance without

earnings, for the most recent six months

5% Number of unemployed individuals in excess of 6.5% of the civilian labor

force for the most recent six months

10% Number of individuals who received unemployment insurance who were

from firms that were part of the Mass Layoff Statistics data for the latest
two quarters

10% Number of individuals employed in industries that have experienced a

decline in employment of 5% or greater over the last year

2.5% Number of individuals employed as farmers or ranchers according to the

most recently available census data

2.5% Number of individuals who collected unemployment for 15 weeks or more

for the last six month period

10% Number of individuals employed in manufacturing, mining and agriculture

for the last six month period

10% Number of individuals employed in retail and wholesale trade for the last
six month period

10% Number of individuals enrolled in WIA dislocated worker training

services during the prior twelve month period

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

80 draft 4-26-07
participation of all WIA partners. Gaps in service strategies are addressed using all available
community resources. As federal and state resources become increasingly limited, Georgia’s
workforce system has become more efficient and streamlined to provide quality services to the
greatest number of customers possible.

As Georgia implemented the Workforce Investment Act, the State WIB, local workforce staff
and boards and elected officials were consulted regarding the proposed approach to allocating
funds to local areas. The state was committed then – and remains committed now – to ensuring
that areas receive all possible funds to assist their customers.

Any remaining WIA program funds not fully expended by the end of the second year of
availability are de-obligated from the grant and returned to the state. These WIA funds are
available to those areas that fully expend the same program year's funding.

Furthermore, areas must have expended or appropriately obligated no less than 80% of the
available funds in each funding stream by the last day of the first year of availability. Areas that
do not meet the obligation and/or expenditure rate may have excess funds de-obligated from
subsequent year grants. At the Governor's discretion, the de-obligated funds will be used for
statewide projects and/or reallocated to local areas that meet the 80% requirement.

Limited Training Funds

The demand for training and skills upgrade continues to be substantial throughout the state, due
to numerous layoffs in a broad range of industries. Georgia is fortunate to have a variety of
funding sources from which individual training can be paid (e.g., state HOPE grants and
scholarships, federal Pell Grants, Trade Adjustment Assistance and Dislocated Worker National
Emergency Grants). Thus, local systems are able to direct WIA funds to fill gaps in service
delivery and to assist customers with supportive service needs.

By using all options for funding training opportunities, local WIBs have developed policies that
maximize the number of customers provided assistance in their communities. The state has
established the following guidelines to assist local boards in this endeavor:

• Where training funds are limited, WIBs may choose to prioritize services for individuals.
Policies at the local level may give priority to individuals with one or more barriers to
employment, such as: lacks a high school diploma or GED; poor work history; recipient of
Temporary Assistance to Needy Families or Food Stamps; offender; limited English-
speaking, poor basic skills; unemployed or underemployed, or other factors most relevant to
that community.

• Priority for services, including training, will be given to eligible veterans.

• WIBs will identify and prioritize training in occupations in demand in the local labor market.
An occupation in demand may include a job where a customer has a bona fide job offer
contingent upon completion of training, especially with on-the-job training opportunities.

81 draft 4-26-07
• Training funds should assist individuals to build on existing skills. If an individual may be
trained for a quality job more quickly and economically by building on existing skills, this
may take precedence over training that customer for an entirely new occupation.

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

Wagner-Peyser and Veterans Funds

Georgia distributes 85% of the annual Wagner-Peyser allocation for local staffing to deliver
services within local workforce areas. Budgeted Wagner-Peyser positions for GDOL Career
Centers are approved annually by the Commissioner of Labor.

Coordination and linkages remain a high priority for Wagner-Peyser activities. Georgia has a
long history of delivering successful coordinated service strategies across programs and fund
sources. Section I, Special Populations and Other Groups, provides information on the diversity
of ongoing activities and staffing arrangements that ensure coordination. In particular,
information is included on GDOL’s outreach activities with migrant and seasonal farmworkers,
an activity supported through Wagner-Peyser. Section G of the plan includes information on the
Jobs for Georgia Graduates Program, which is operated in part through Wagner-Peyser funding.
Wagner-Peyser funding, both the 90% and 10% allotments, also supports state-level staff
functions including: automated system development, maintenance and upgrades; labor market
information; policy development and technical assistance.

Each year GDOL receives federal grants to support the state’s Local Veterans’ Employment
Representative (LVER) and Disabled Veterans’ Outreach Programs (DVOP) activities. For
Program Years 2005 – 2009, Georgia has developed a five-year strategic plan to operate these
programs under the Jobs for Veterans Act. With each grant proposal or modification, GDOL
determines where the veterans’ program staff should be assigned. The total number of staff
assigned within the state is determined by the allocation of grant funds received from the U.S.
Department of Labor. Outreach locations are determined locally based on opportunity and need.
In accordance with the requirements of Title 38, U.S. Code, as amended by the Jobs for Veterans
Act, priority in outreach efforts will be given to Vocational Rehabilitation and Employment
Program (VR&E) locations, homeless shelters, the Department of Veterans Affairs offices, state
Vocational Rehabilitation sites, veterans’ service organizations and Transition Assistance
Program sites throughout Georgia.

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 G. Activities to be Funded
Service Delivery Approaches

Georgia’s service delivery system encompasses the services of all required partners and a variety
of additional partners as determined by WIBs and local community needs. Each of Georgia’s 20
workforce areas has at least one comprehensive One-Stop site, at which the full array of partner
services is available. Local systems have additional offices and access points at which services
and workforce information are provided. These include GDOL career centers and technical
colleges (both systems have locations that serve as areas’ comprehensive service sites),
Vocational Rehabilitation offices, Division of Family and Children offices, faith- and
community-based organizations, libraries, county administrative offices and other sites that
broaden the access of services to all business and job seeker customers. One-Stop workforce
services are available to businesses, job seekers, employed workers looking for new jobs, and
youth. WIA services to youth are integrated into the system in a variety of ways that are
discussed later in this section. Georgia’s system is designed to:

• offer comprehensive career, employment and labor market information

• help individuals receive education and training to expand their job skills
• assist job seekers in connecting with employers
• ensure that talent development is focused on high growth-high demand jobs
• provide specialized assistance to individuals with barriers to career success
• support workers through periods of unemployment
• help businesses address workforce issues
• ensure that workplaces are safe
• offer all of these services in the most integrated and customer-friendly way possible

Local WIBs and workforce partners determine how these goals are carried out at the local level,
and the specific role that each partner will play in the system. The state deliberately limits its
requirements for local systems, to ensure that WIBs have all possible flexibility in designing
systems that meet the needs of their communities. Minimum requirements for local One-Stop
service delivery include the federally-specified elements; essentially, that comprehensive One-
Stop sites provide access to the following services:

• WIA adult, dislocated worker and youth

• Job Corps, Native American and MSFW programs, if present in the community
• Veterans employment and training, including the LVER and DVOP programs
• Wagner-Peyser
• Trade Adjustment Assistance
• Adult Education and Literacy
• Vocational Rehabilitation
• Older Workers (Title V)
• Post-secondary educational opportunities
• Unemployment Insurance
• Housing and Urban Development and Community Action Agencies

83 draft 4-26-07
Additionally, local systems are encouraged to incorporate TANF, Food Stamps, Corrections
Employment and Training, transportation, housing, faith-based and other relevant local services.

Local partners are to formalize their participation in the system through Memoranda of
Understanding (MOUs) and resource sharing agreements. The MOUs specify which services will
be delivered, by whom and where. Additionally, referral procedures among partners and how
information will be shared regarding mutual customers are described in the MOUs.

Most of the state-level policy information is disseminated to the system through the WIA System
Guidelines. Other policy information is provided through memos and formal training sessions.
State staff evaluate the quality and inclusiveness of local systems through the annual review
process.

The Departments of Labor and Technical and Adult Education have established a sound
technological infrastructure that promotes service integration and universal customer access.
These agencies have developed comprehensive websites with a wide array of resources and
linkages to workforce and economic development information at the local, regional, state and
national levels.

The Georgia LaborMarket Explorer is a comprehensive web-based source of workforce

information for businesses, job seekers, economic development authorities and students. Some of
the types of information included in the system are: wages by occupation and industry; jobs that
are growing or declining; employment trends; information about education and training
opportunities; regional commuting patterns and a variety of career exploration tools.

This database provides businesses with GDOL career center and other recruitment resources,
tools for writing job descriptions, tax information, and resources for employee training. Job
seekers can link to current job openings and check wages, qualifications and job outlook for
occupations in which they are interested. Students can link to information on schools and
training providers in the community, sources of financial aid and hot careers. Analysts and
researchers can access a wide variety of labor market, economic and demographic data. These
data are developed by the GDOL Workforce Information and Analysis Division, and represent
the most current sources of information on these topics. Visitors to the site can set up personal
profiles to store data for future reference, and the system includes a feature for asking questions
and receiving answers electronically.

Other automated services provided to businesses by GDOL include: on-line entry of quarterly
tax and wage reports; change of address; request to file partial Unemployment Insurance claims;
the Job Access system to recruit job seekers with disabilities; Georgia Hire, through which
companies can recruit college graduates from Georgia schools; assistance with tax credits;
unemployment insurance information and more.

Job seekers and students also have a variety of automated resources to assist them. A key feature
of Georgia’s labor exchange process is an automated referral system, through which job seekers
may browse statewide job listings and indicate via e-mail their interest in particular jobs. Career

84 draft 4-26-07
center staff follow up on these inquiries and provide suitable referrals. This feature, which is
especially attractive to professional job seekers, has increased staff productivity for job referrals
from 20 per day to 125 per day. This frees up staff to provide one-on-one assistance to those
customers needing more employment services. Between July 1, 2006 and March 31, 2007, there
were 577,753 Internet referral requests, resulting in 4,405 entered employments.

The application to file for initial Unemployment Insurance is also on-line. Recent statistics
indicate that 67% of initial claims are now filed on-line. This has reduced customer wait times
and enhanced the service flow within One-Stop sites. Plans are also underway to develop an
automated application for Wagner-Peyser service registration. This will be linked to the
Unemployment Insurance application process to maximize customer convenience.

The GDOL website also links to job banks, provides listings of local, state and federal
government jobs, the Job Access and Georgia Hire systems described above, and listings of job
fairs and other events of interests to job seekers and students. This system also has a variety of
self-service tools for youth, including elements of the Georgia LaborMarket Explorer, financial
aid information, job opportunities and targeted service strategies including High School/High
Tech and Jobs for Georgia Graduates. The website is Bobby Approved to ensure accessibility.

In addition to the website products that can be accessed anywhere at any time, a broad array of
resources are available within One-Stop centers. Resource areas allow customers to explore
information and self-service resources, with staff assistance as needed. Some of the following
items are typically included in a resource area:

• Access to state and national job banks and employment services

• Career exploration, job search, self-assessment, and career planning resources
• Consumer report card data on eligible training providers
• FAX machines, phones and photocopiers
• Financial aid information
• Information on education and training opportunities
• Job listings and job search assistance tools
• Personal computers – with Internet access – that contain a complete range of software and
web links
• Resume preparation software
• Video conferencing capabilities
• Comprehensive library of books and DVDs

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

85 draft 4-26-07
teams for such topics as the GWS system, marketing to employers, resume preparation,
presentation skills, and other topics.

Career centers provide access for customers with disabilities through assistive technology, large
print and Braille documents, and TTY, Sorenson Video Services and interpreters for individuals
who are deaf or hard of hearing. Resources are also available to serve customers who speak little
or no English, as discussed elsewhere in the plan.

Workforce Information

GDOL staff in the Workforce Information and Analysis Division work closely with state and
local workforce system partners and stakeholders and the economic development community, to
ensure that labor market data are timely and relevant to their needs. Their products, both paper
and electronic, and their services (presentations, training sessions and one-on-one technical
assistance) are well-received by the wide range of data users (e.g. local WIBs, economists,
teachers and career counselors, One-Stop staff, businesses and job seekers), as evidenced by the
positive feedback on product surveys. The high quality of these products has led to strong word-
of-mouth marketing of the division’s products and services.

The division has continued to enhance the current line of products and training sessions,
including the highly popular Education Rocks! Program, which is centered on a Power Point
presentation geared to junior high and secondary school students. In addition to the informative
and engaging presentation, the division’s publications and electronic O*Net tools are included on
the Education Rocks! CD. A five-class outline and teacher's resource kit have been added to this
basic presentation. In the past 18 months, more than 900 Education Rocks! CDs have been
distributed following train-the-trainer courses. These 900 CDs have resulted in the presentation
being offered to approximately 180,000 students across Georgia. A second version of Education
Rocks! is currently under production.

The planned partnership between the state and U.S. Census Bureau is now in place. This will
allow Georgia to be one of 46 states participating in the Local Employment Dynamics (LED)
program, which includes three different tools: the Quarterly Workforce Indicators (QWI),
Industry Focus, and On the Map. Georgia is one of only 17 states participating in On the Map.

The LED program combines state-level employment data with census data to produce a number
of new workforce resources. The QWI includes total employment, new job flows, job creation,
new hires, separation, turnover, average monthly employment and average new hire earnings. In
addition, these data are available at an industry level, by age group and by sex. The Industry
Focus allows users to create reports by industry to look at leading indicators. On the Map allows
users to study where people live and where they work. This gives workforce developers,
transportation experts and city planners the opportunity to look at their populations and
determine what is going on in their communities regarding commuting patterns, day time
residents, etc.

86 draft 4-26-07
Workforce Information and Analysis staff continue to cultivate close working relationships with
state and local workforce staff, assisting in any and all areas of board requests. Staff assist a
variety of workforce and economic development system partners, including: Chambers of
Commerce; state and local economic developers; WIBs; Employer Committees; industry
organizations and educators; in addition to the local workforce system staff, with their use of
labor market tools. Assistance ranges from discovering tools and/or locating data, to
understanding data and training and technical assistance with various products.

The division continues to produce hard copies of its career guidance and occupational wage
publications, in addition to including all products on the GDOL website for universal access. The
most requested documents have been translated into other languages are available in Braille.
Paper copies of products are routinely distributed to local WIBs, career centers, Vocational
Rehabilitation offices and the network of technical colleges. Several labor market products are
also available through e-mail notification. This allows data users to access new information as
soon as it is developed.

The Workforce Information Core Products and Services grant supports the work of the division
in providing quality labor market information to the workforce and economic development
systems. Labor market information publications assist planners and local policy-makers to gain a
better understanding of their community's economic, workforce and related indicators. Staff are
designated to work with local systems to develop new products, adapt existing products and
work one-on-one with local board staff and their partners to design and develop training and
presentation materials. In addition to assisting with current products and resources, staff strive to
develop and use new products that they determine will be useful for workforce specialists,
economic developers, education partners and other information users. Additional resources
developed include specialized planning data, a variety of local level maps illustrating age,
population and industry employment. Staff also develop and provide technical assistance and
formal training to workforce staff and their partners. A number of different presentation topics
have been delivered, such as: Local Economic Trends; Introduction to Local Employment
Dynamics; Career Planning Resources for Youth; and Career Planning Resources for the Career
Planning Specialist. Additionally, staff develop and create customized training modules and
presentations to address the needs of different partners and stakeholders within local workforce
communities. These activities ensure that Georgia's workforce system serves as a catalyst to lead
the state's process of talent development.

Adult and Dislocated Worker Services

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

87 draft 4-26-07
A tiered service approach is used, based on the degree of staff assistance needed to provide the
services a customer wants and needs. Each of the programs included in the Unified Plan is
integrally involved in the system through the provision of core or intensive services to job
seekers and services to the business community. Wagner-Peyser services, including: registration;
initial assessment of skills, abilities and aptitudes; provision of labor market information; job
search assistance and referral to jobs; employability workshops; individual and group career
counseling; and development of quality resumes, are available universally to job seekers,
students, and all other members of local communities. Wagner-Peyser resources also support
specialized assistance for veterans, Migrant and Seasonal Farmworkers, TANF recipients,
offenders re-entering the workforce and Unemployment Insurance customers. Through the close
coordination of Unemployment Insurance and Wagner-Peyser services in career centers,
customers who are laid off and are unlikely to return to previous industries begin reemployment
services at the time they file an Unemployment Insurance claim. Wagner-Peyser also supports a
variety of services to the business community, including: labor market information; economic
development assistance; assistance in finding qualified workers; on-site resources; Rapid
Response activities; and specialized recruitment activities.

The chart below depicts the broad range of services that are available to job seekers at all local
sites. This includes everything from information and self-service activities, through intensive
services and training.

88 draft 4-26-07
 Employment and Training Activities Within
Georgia's Workforce Development System

TYPE OF SERVICE SERVICE EXAMPLES

Core Services

Core Information 1 General information (pamphlets, directions, phone

numbers, posters, information about services)
Resources (books, videos)
Labor Market Information
Consumer Report Card Information
Training Provider and Local WIB program performance
Reports
Information on filing Unemployment Insurance claims
Job Fair information
Orientation to the One-Stop (printed, tour or video)

Core Self-Service1 Resource Areas, which include:

Job Information System and other resources on
job availability
Training and education resources
Labor market information (including Georgia Labor
Market Explorer, O*Net tools, etc.)
Self-directed vocational assessment tools
Financial aid information
Instructional software (typing, resume preparation)
On-line filing of initial Unemployment Insurance claims
Automated referral assistance
Assistive technology
Fax machines and Copiers
Telephones

Core Staff Assisted 2 Information and referral to services

Internet registration for job banks
Outreach
Group workshops on interviewing, job search,
resume writing, financial management and others
Job Fairs
1
Potential fund sources include WIA Title I Adult, Youth or Dislocated Workers, Wagner-Peyser, and
Unemployment Insurance
2
Potential fund sources include WIA Title I Adult, Youth or Dislocated Workers, Wagner-Peyser, Disabled
Veterans Outreach Program/Local Veterans Employment Representative, Unemployment Insurance and
GoodWorks!

89 draft 4-26-07
TYPE OF SERVICE SERVICE EXAMPLES

Core Staff Assisted, Initial assessment

continued Job matching, job referral, job search assistance and/or
job development
Job clubs
Career guidance
Follow up activities and reassessment for services
Worker Profiling and Reemployment Services
Unemployment Insurance Eligibility Review Program
Trade Act/Disaster Unemployment Assistance

WIA Intensive Services 3 Comprehensive, in-depth assessment

Development of individualized employment plan
Individual and/or group career counseling
Basic workforce readiness skill development and/or
Pre-vocational Skills
Adult basic education, General Education Diploma
preparation
Internships/Work Experience
Referrals to training
Trade Adjustment Assistance
Intensive job development
Supportive Services
Job Search and Relocation Assistance

WIA Training Services 4 Occupational skills training

On-the-job training
Programs that combine workplace training with related
instruction
Approved training programs operated by the private sector
Skill upgrading and retraining
Entrepreneurial training
Job readiness training (in-depth programs)
Customized training
Adult education and literacy activities provided in
conjunction with other training services

3
Potential fund sources include WIA Title I Adult, Youth or Dislocated Workers, Wagner-Peyser, Disabled
Veterans Outreach Program/Local Veterans Employment Representative, and GoodWorks!

4
Potential fund sources include WIA Title I Adult, Youth or Dislocated Workers, Trade Adjustment Assistance,
and National Emergency Grants

90 draft 4-26-07
Local WIBs provide the menu of services listed above, along with any locally-determined
services valuable to that community. Additionally, local workforce systems provide a variety of
tailored business services and assist their communities with economic development activities –
whether it is partnering on a customized training venture to attract a new business, or to talk with
state or regional contacts to identify a business that could employ workers about to be laid off
from a local company. State staff ensure that the services provided meet the requirements of the
Workforce Investment Act through ongoing technical assistance and the annual review process.

Georgia has taken a variety of steps to increase access to training opportunities. Some examples
are listed below.

HOPE Grants and Scholarships – This state-level funding source has greatly expanded the
opportunity for Georgians to access the training of their choice. HOPE Grants are available to
assist students seeking technical college certificates or diplomas, while HOPE Scholarships are
for students seeking a degree at post-secondary institutions. Since the HOPE Program began in
1993, more than $3.2 billion in funds has been awarded to more than 950,000 students attending
Georgia’s colleges, universities and technical colleges. The availability of this funding source
allows a significant portion of WIA funds to be used for supportive services and other locally-
determined needs.

Part-Time Employment - Many unemployed job seekers cannot afford to attend long-term
training without some income. Local WIBs are realizing that part-time employment may need to
be coupled with training to ensure students’ economic viability. Georgia is exploring methods to
identify and expand part-time training opportunities to accommodate students who are also
working. This option is particularly important for older workers, who may wish to work part-
time.

Non-Traditional Hours – To accommodate the blending of part-time employment with classroom

training and to assist students who must care for children or elderly relatives, Georgia providers
are encouraged to offer programs of study during evenings and weekends where possible.

Sensitivity to Non-Traditional Students – Career advisors are encouraged to be sensitive to the

needs of older workers returning to school, students with limited English proficiency, and new
workforce entrants transitioning from public assistance. A variety of specialized programs are
available within the technical college system and the university system to address these students’
needs.

Continuing Education and Technical Certificate Programs – With increasing customer and
business interest in these training options, Georgia’s training system has developed programs to
meet the need. The Department of Technical and Adult Education has developed four short-term
certificate programs, including: Certified Customer Service Specialist, Certified Manufacturing
Specialist, Certified Construction Workers, and Certified Warehousing and Distribution
Specialists. The programs range from one to four quarters, and have been benchmarked to the
skills identified by leading businesses in these industries.

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Georgia’s Eligible Provider List now includes these certificate programs of study, and plans are
underway to include continuing education courses that have a concentrated career focus. In
instances where these programs are not accustomed to keeping student data and tracking student
performance, GDOL is working to help them address requirements for inclusion on the Eligible
Provider List.

Pre-vocational services are provided to adults and dislocated workers in both classroom and
work-based settings. These services are tailored to workers who have specific skills but lack
occupational credentials, or who require short-term continuing education to enhance and upgrade
skills for certification. When customers have the opportunity to earn an occupational credential
without having to take an entire training program, their reentry into the job market is accelerated.
Short-term training (less than 120 classroom hours), preparation and review activities that
prepare customers to take certification examination courses may be provided as an intensive
service.

Self-Service Resources

In addition to the resources available on workforce web sites and the software located on
resource area computers, GDOL has recently developed a valuable comprehensive tool for
customers interested in self-service. The "Benefit Information Program" e-learning module is a
software program that contains the same information provided by Rapid Response staff to
dislocated workers. This tool provides customers with another way to get this valuable
information and reduces the need for staff to repeat sessions that customers may have missed.
Customer feedback about this electronic tool has been uniformly positive.

Distance Learning – To expand the availability of classroom training in rural locations, some
WIBs have chosen to include training providers whose programs are offered on-line. To offset
concerns about lack of in-person support from instructors and other students, WIBs have made
arrangements with community sites for multiple students to pursue virtual learning together.
Georgia’s Eligible Provider List contains a variety of approved distance learning opportunities.
The Department of Technical and Adult Education has a virtual college with numerous offerings
(see http://www.gvtc.org). The Board of Regents also allows students to complete their first two
years of coursework on-line (see http://gactr.uga.edu/ecore). A tool that has been developed for
career advisors is a Distance Learning Readiness Instrument. This gauges a student’s study
habits, self-motivation and proficiency with computer hardware and software.

The state Eligible Provider List was developed through a collaboration between GDOL and the
Georgia Career Information Center (GCIC), a division of Georgia State University. The web-
based system was an expansion of the existing Georgia Career Information System that had been
developed by Georgia State and the Georgia Occupational Information Coordinating Committee
within GDOL. The Career Information System contains self-assessment, exploration and search
strategies, occupational descriptions, post-secondary education program information, financial
aid information, and data on military options, self-employment, apprenticeships and other
training and employment opportunities. The Eligible Provider List was added to this system;
more than 180 training providers offering over 5,800 approved ITA programs of study statewide
are listed on the system. There are links to local WIB websites, labor market information,

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training provider applications and features whereby customers can save information to access
later. Local staff training on the ITA/Eligible Provider List is coordinated at the state level,
through hands-on training and technical assistance. Plans are underway to further enhance the
system to include on-the-job training and customized training opportunities, part-time training
options, and a new method to sort training by part- and full-time.

On-the-Job and Customized Training

Georgia employers have used on-the-job training (OJT) as a way to enhance the skills of the
workforce and to obtain workers trained to their specifications. Two-thirds of the local WIBs are
funding this training option, using different approaches. The areas with the most OJT
opportunities contract with GDOL career centers (who serve as their comprehensive One-Stop
sites) to develop, manage and monitor OJT contracts. Career center OJT specialists work closely
with Employer Marketing Representatives and Vocational Rehabilitation Employment
Specialists to present this opportunity to the business community with the assistance of private
sector WIB members and Employer Committee members. They work with Chambers of
Commerce and local business associations to promote this opportunity. Many staff have found
that this training option sells itself where staff have already established relationships within the
targeted business sectors.

Dislocated workers are a ready source of workers for OJT opportunities. At layoff Task Force
meetings, OJT is discussed as an alternative to classroom training for those workers not returning
to their current industry or occupation. Individual customers are matched with business
customers based on the company’s requirements and workers’ skills. The length of OJT training
is determined using standard criteria, and up to 50% of the wages paid by the employer are
reimbursed by the WIB during the training period. There is an expectation that businesses will
retain the trainee/employees that successfully complete the OJT period, and staff work with the
business customers throughout the process to ensure they are satisfied.

State staff encourage local systems to develop OJT training opportunities that lead to a certificate
or a credential. The use of OJT activities is especially important in rural areas lacking sufficient
classroom training opportunities. It is also valuable for dislocated workers who need some
income while in training to upgrade their skills. To encourage employer participation and to ease
administrative billing, some local WIBs allow milestone payments rather than weekly or
monthly invoicing.

A variation of the OJT model has been implemented by the Georgia Department of Labor. The
Georgia Works Program was created in response to the state’s recession as a way to stimulate
job growth and shorten customers’ duration on Unemployment Insurance. Interested employers
complete a brief application indicating the type of work to be done and the requested length of
the training period (up to eight weeks, 24 hours per week). No wages are paid by the employer
during the training period, as the trainee receives his or her Unemployment Insurance benefits
and an additional training allowance. This innovative model provides a financial incentive to
businesses to create new jobs, or to fill vacancies with minimal training costs. The benefits for
qualified Unemployment Insurance recipients include the opportunity to market their current
skills to a company while adding new skills, training and work experience to their resume. Upon

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successful completion of training, participants receive a certificate, an additional training stipend
and consideration for permanent employment. Georgia Works helps unemployed customers get
their foot in the door with community businesses, and small companies – both for profit and non-
profit – have the chance to try out motivated workers and customize a worker’s skills to their
needs. Some WIBs are using OJT at the conclusion of a Georgia Works activity, thereby
enhancing the chance of a trainee's permanent retention with the employer.

Local WIBs use the customized training option primarily to assist businesses moving into the
community. This provides a good opportunity to assist older youth, dislocated workers and other
job-ready customers to land quality jobs in high growth industries. For example, the DeKalb
County WIB has developed a customized training program for the Bank of America. As with
OJT activities, WIBs ensure that trainees are provided wages, benefits and working conditions
comparable to those provided to the company’s permanent staff.

The Department of Technical and Adult Education administers the Quick Start Program. This
nationally-recognized model provides high quality customized training at no cost to new and
expanding businesses in Georgia. Experienced staff work with companies to determine the
needed skill sets, and partner with the community’s technical college to develop a curriculum
that will provide these skills. By working with this valuable resource, local WIBs are able to
expand customized training opportunities without using their scarce resources. This has been an
outstanding economic development tool to attract high growth, high wage industries to the state.

Another important training strategy is apprenticeship. There is a growing need for young workers
in skilled trades to replace the large number of baby boom retirees. Local WIBs are working with
labor organizations, technical colleges and others to develop quality apprenticeship opportunities
for occupations such as electricians, industrial maintenance and pipefitters. This can be a
valuable training opportunity for out-of-school youth and individuals transitioning from the
correctional system and others to build solid careers in occupations that will always be in
demand.

Rapid Response Services

Georgia provides Rapid Response services using a team approach. Team members include state
Dislocation Services staff, local WIA, career center and Vocational Rehabilitation staff. Some
layoffs are announced through the Worker Adjustment and Retraining Notification (WARN)
system; the local elected official and the Georgia Department of Labor receive these notices
concurrently. Otherwise, local staff or economic development entities become aware of an
impending layoff, and the Rapid Response process is initiated. Smaller layoffs (less than 25
workers) are handled predominantly by local staff.

The Georgia Department of Labor has established an integrated structure for WIA, Rapid
Response and Trade Act services that promotes communication, coordination and service
integration. State Rapid Response staff, organizationally placed within the Employment Services
Division, are funded through the state Dislocated Worker set-aside. In addition to the state staff
that manage the overall Dislocation Services and Trade activities, there are nine regional

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coordinators funded with state Dislocated Worker funds that assist throughout the state. Local
staff involved in the Rapid Response process are funded through local area formula funds and
through Wagner-Peyser funds. State staff are committed to providing resources needed for
effective delivery of early intervention services and the longer-term services for dislocated
workers, such as transition centers. Staff at all levels communicate effectively to ensure that the
resources needed for a particular layoff are available.

Perhaps 20% of layoffs are announced via the WARN system, since most businesses do not meet
the WARN notification criteria. For most impending layoffs, local staff become aware that they
will occur through their local contacts, newspapers, and knowledge of the community’s business
climate. Employers that have established relationships with their local GDOL career center
frequently contact the career center manager to discuss an upcoming layoff. Other key contacts
at the local level include Chambers of Commerce, on which local workforce staff are typically
members, local and regional Society for Human Resource Management (SHRM) staff, and
partner programs, such as Title V Older Worker Staff. Additionally, the state Dislocation
Services Section has set up an automated notification, so that when more than five claims from
one company are entered into the automated system in the same week, Rapid Response staff are
alerted that there may be a sizeable layoff underway. Potential layoffs are also tracked by the
receipt of Trade petitions. As noted above, the integrated staffing structure at the state level
promotes more rapid and higher quality services to the businesses and workers involved in a
layoff or business closing.

As soon as notification of an impending layoff of 25 or more workers is received, state and local
Rapid Response team members set up a Partners Planning Meeting. WIA, career center, Rapid
Response coordinators and other local partners meet to discuss the layoff and determine which
service strategies will be most effective. Following that, a meeting of these partners is scheduled
with the business to gather details about the layoff and to discuss strategies. The Georgia
Department of Labor provides quality information to businesses about the services available and
options for providing them. Employee Information Sessions are then scheduled and delivered, to
orient workers to the services offered by the workforce system. At a minimum, Rapid Response,
local WIA and career center staff attend these sessions; often other partners, such as economic
development staff, technical college representatives, Consumer Credit Counseling Services and
other community resources also provide information.

At the Employee Information Sessions, a Reemployment Questionnaire is distributed to the

workers to tailor services to the needs of the workers. The team also draws on their history with
various industries to determine the best mix of services to deliver (e.g., workers from a textile
industry are more likely to need and request remedial education services and basic job-finding
workshops, whereas workers at a software development company are typically more in need of
networking opportunities and entrepreneurial opportunities). Regional coordinators develop
documentation of everything discussed at the information sessions, so that all partners at the
state, regional and local levels will be clear about their roles.

In addition to providing workshops and transition center services, the Rapid Response team will
sometimes encourage the business laying off to allow other employers to come in to recruit and
interview the workers. Through the quality communication networks that have been established

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at the state and local levels, staff make every effort to assist companies that may be hiring to
access this opportunity. This can assist the workers to achieve a smooth employment transition
with no period of unemployment. State/local Rapid Response teams also support job fairs and
career expos to promote rapid reemployment of the workers experiencing layoffs.

TeamSOS is comprised of a dedicated group of workforce professionals from offices throughout

the state. The specially-trained team is mobilized to assist with large layoffs as needed; in 2006,
they facilitated on-site events at more than a dozen business closings. The TeamSOS group
specializes in assisting executive-level workers with career guidance and resume development.
All members of the team are nationally certified Professional Resume Writers or are in the
process of earning that certification. These staff, who volunteer to travel to various sites to share
their expertise, provide another resource in Georgia's quality reemployment service strategy.

The integrated structure of Rapid Response, Trade and Dislocated Worker services in Georgia
promotes a seamless array of activities between the initial phase and the ongoing services
provided locally to dislocated workers. The regional Rapid Response coordinators track the
customers from particular layoffs through the service continuum to ensure that these workers
have received the services they want and need. State staff hold regular meetings with local
service delivery staff to provide training, technical assistance and to ensure that all issues and
questions are fully addressed and coordinated statewide. Further, automated reports have been
developed to help staff at all levels examine trends in services and outcomes for the affected
workers.

Georgia has received National Emergency Grants for large layoffs. These grants enable
communities to develop effective strategies for returning dislocated workers to work and
supplement an area’s formula WIA funds when these layoffs occur.

Georgia’s Rapid Response system assists businesses as well as the workers that are laid off. The
department’s Economic Development and Employer Relations staff look at statistics from every
sizeable layoff, including the industry, workers’ skills sets and location, to determine if there are
current or prospective companies that could use these workers. As noted earlier, regional
Economic Development staff are part of the overall Rapid Response team. They use their
industry connections to determine how newly available skilled workers could benefit the
community’s businesses. Staff also coordinate with the Quick Start Program, a service of the
Department of Technical and Adult Education that works with employers to establish training
programs to quickly staff up new and expanding businesses.

The system includes a variety of organizations to ensure that a wide range of services are
available to the companies and the dislocated workers. Some examples include local Society of
Human Resource Managers representatives, Pastoral Counseling Associations, mental health
counselors, Vocational Rehabilitation, Medicaid and PeachCare (Georgia’s S-CHIP program)
providers, Title V Older Worker services, and Consumer Credit Counseling Services. In
addition to the services noted above, regional and local staff offer dislocated workers
opportunities through the Georgia Works strategy and, where appropriate to the layoff, special
outplacement support by a team of highly-trained resume writers that provide on-site assistance
to help customers develop quality resumes.

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A variety of on-line resources are available to dislocated workers. Of special value are the O*Net
on-line tools and an extensive list of on-line newspapers for job search purposes. The Dislocation
Services Section has also assembled a handbook that is provided to customers who are laid off.
This resource includes information such as: obtaining your final paycheck; pension planning
assistance; health care assistance, and other topics useful to laid off workers and their families. In
one recent layoff, the company invited the local board of education for a discussion, so that the
community’s educators could be prepared for the effects the layoff would have on the children of
the workers.

Customer and service information for Dislocated Workers is entered into GWS, the Georgia
Department of Labor’s integrated management information system. Work is underway to
incorporate Trade Act, Rapid Response and National Emergency Grant information into this
system. Rapid Response activities are tracked through automated transactions that tie to GWS,
and as noted previously, staff currently run reports to track customers through their service
continuum. This provides ongoing, real-time feedback on the success of these workers in
achieving quality outcomes. Quarterly written updates on Trade activities are provided to staff
throughout the state.

The department has developed a formal process for areas to request additional Rapid Response
or formula Dislocated Worker funds. A team, consisting of representatives from Dislocation
Services, Career Development Services, and Grants and Contracts, review requests that come in
from local areas. Based on fund availability, the area’s performance, and knowledge of other
impending layoffs, additional funds are provided to local areas. State Rapid Response funds are
also used on occasion to supplement local resources. The state funds are used for a variety of
tools within local One-Stop sites (e.g., stocking resource libraries, purchasing resume-writing
software, printing marketing materials) and also to support local staff training including Global
Career Development Facilitator, and Certified Resume Writer.

Wherever possible, transition centers at the business location for the convenience of the
dislocated workers. The resources brought into such centers include Internet-access workstations,
copiers, phones, staff with bi-lingual capability for one-on-one and workshop services and a
variety of paper and on-line resources (e.g., resume writing software, local, regional, state and
national labor market information, career exploration tools, etc.). Job search and financial
management workshops are also provided at these sites.

Priority of Service for Veterans

Georgia’s workforce system has taken steps to prepare staff for the provisions of the Jobs for
Veterans Act, and the state will ensure that local staff are equipped to carry out priority of
service to veterans for all federally-funded workforce programs and activities.

The Local Veterans Employment Representatives (LVERs) and Disabled Veterans Outreach
Program (DVOP) staff are the primary contacts for intensive employment, employability
development and placement services to veterans. However, all staff in GDOL career centers,

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other One-Stop offices and WIA-funded access points assist veterans with the variety of services
they may need. This is especially important now with many armed services personnel and
reservists returning from active duty. GDOL sponsors an annual conference for the veterans’
staff. This provides an opportunity for staff to learn of the latest initiatives and issues of
importance in the veterans’ community.

Each local WIB has established written policies ensuring priority of service for eligible veterans.
The annual review process allows state staff to ensure that service priority is carried out locally
in accordance with federal laws and policy guidance.

Services to Youth

Georgia’s workforce system provides a comprehensive array of services to assist youth of all
ages that promote their success in school and in the workforce. The Statewide Comprehensive
Youth Development Strategy, described in Section B, established the foundation for a system
that addresses the needs of all youth.

With the leadership of various state partners and the collaborative youth efforts involving public,
private and non-profit organizations at the regional and local levels, Georgia’s workforce system
is able to target its resources to serving those youth most in need of assistance. State-level
resources provide models and technical assistance to local systems. Some examples of this
include: the Youth Peer Network, through which youth staff in local WIBs have the opportunity
for assistance from the state and each other on youth issues via an e-mail network; GDOL career
centers' exploration activities for high school students; the Education Rocks! curriculum;
GDOL youth summits; and periodic statewide youth roundtable sessions, at which state and local
staff share best practices and service challenges, as well as receiving training from national
speakers. GDOL recently reorganized and brought together WIA youth services and the Jobs for
Georgia Graduates Program within the Division of Career Development Services. Further
integration is achieved by assisting the children of Good Works! participants with critical youth
activities. These strategies help to leverage resources to maximize services and to avoid
duplication.

State guidance is provided to Georgia's workforce system regarding ways to enhance service
effectiveness for the youth most in need. Some of the strategies include: establishing strong
mentoring systems; developing "earn and learn" services for older youth; discussing with
existing youth service providers ways to improve linkages with community- and faith-based
organizations; and exploring creative outreach strategies to engage the target populations.

The Jobs for Georgia Graduates (JGG) Program operates in 36 high schools around the state. The
program provides Job Specialists within these schools to work with students identified as at risk
for completing school. Two service delivery models are used. One focuses on high school
seniors while the second model serves youth in grades 9-12. Services include leadership
development, mentoring, career exploration and career counseling, and academic and vocational
one-on-one support to foster success. This program has been very successful; in Program Year
2005, 89.5% of the seniors in the program graduated. A sign of the program’s maturity as a

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successful service strategy is that four former JGG participants are now serving as program Job
Specialists. A collaborative effort among JGG, Vocational Rehabilitation and the Department of
Education is underway to establish a Job Specialist position at the Georgia School for the Deaf.
As noted earlier, plans are underway to establish a pilot out-of-school site in Northeast Georgia.

Another state-level effort operating in 46 schools around the state is the High School/High Tech
(HS/HT) Program. The model is somewhat similar to JGG in terms of the goals and one-on-one
support for at-risk high school students. HS/HT is targeted to youth with disabilities, and assists
eligible youth with career development, post-secondary educational goals, job shadowing and
work opportunities. Local HS/HT programs in some parts of the state are working with WIA
youth programs, thereby leveraging resources and promoting student success using both service
strategies. The program has attracted support from a variety of businesses, which provide
mentors, tours of corporate facilities, job shadowing, internships and work experience. The
program recently partnered with the Microsoft Corporation on a successful statewide
competition that resulted in the winning team visiting Seattle and touring the Microsoft facility.

The GDOL career centers assist youth in a variety of ways, including job fairs and career expos,
workshops on career planning, information on job search strategies, resume writing workshops
and guidance with career exploration.

A myriad of initiatives and strategies for youth in and out of school are underway in local
workforce systems. WIBs and Youth Councils have conducted resource mapping efforts to
determine the particular needs of the community, services available to meet these needs, and
what additional services should be developed or procured to address unmet needs. Several local
Employer Committees participate in school initiatives, and all areas host job fairs and career
expos, many of which are targeted to youth job seekers.

The areas in which a Job Corps Center is nearby have developed partnerships. The Southwest
Georgia area has a cooperative agreement with the Turner Job Corps Center; likewise, the
Brunswick Job Corps Center partners with the Coastal Workforce Board. The City of Atlanta
WIB is working with high schools, Atlanta Area Technical College and the Atlanta Job Corps
Center to assist high school students trained as Certified Nursing Assistants to upgrade their
health care skills as they complete high school. The Lower Chattahoochee system includes the
local Job Corps recruiting firm as an active partner.

Several local area WIBs and Youth Councils are working with other regional youth development
partners on quality school-to-career models, including work study programs for high school
seniors, rising senior summer school opportunities at technical colleges, apprenticeship efforts
and preparation for technical career fields. The DeKalb County WIB partners with the county's
school system to provide state-of-the-art assistance to youth in their transition from secondary to
post-secondary education. Services include career exploration, financial literacy, life skills,
workshops and ongoing support and case management.

Georgia’s out-of-school youth service strategies continue to grow. The Southeast Georgia WIB
is serving exclusively out-of-school youth, partnering with faith-based organizations, adult
literacy services, Job Corps and Family Connections to engage this important segment of the

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

The Richmond-Burke Counties area has a youth resource center in their comprehensive One-
Stop site, and several areas have developed youth-oriented websites. The City of Atlanta’s cyber
centers offer on-line GED preparation and customer service training for youth. Partnerships at
the state and local levels with the Department of Juvenile Justice assist youth transitioning from
the justice system with occupational skills development, orientation to work training and support
to facilitate their success. The Northwest Georgia area has established a Youth One-Stop Center
(known as the Teen Resource Center), and they recently hosted a Youth Leadership Summit.
Some of the workshops at the summit included motivational sessions, preparing for college, job
interviewing skills and dressing for success, service learning opportunities, and a teen mom’s
story.

For those out-of-school youth wishing to complete their secondary education, local WIBs work
with the alternative school programs that operate throughout the state. For example, a strategy in
the planning stages in the Georgia Mountains area involves out-of-school youth. They will be
referred by Boys and Girls Clubs, housing authorities and other programs for a six-week
program involving work experience and support in attaining their high school diploma or GED.
Additionally, several areas are involved with the YouthBuild program through which WIA-
eligible youth can participate in construction and carpentry occupational training and completion
of their secondary education through an alternative school program.

Many local systems choose to focus on the needs of youth with different challenges. North
Georgia has a strong network of support and services, including the business community, for
pregnant and parenting youth. The Metro Atlanta WIB has launched an initiative with the state
Independent Living Program to work with youth transitioning out of foster care. A variety of
services are coordinated for these youth, including education, employment preparation, life skills
training and the transitional living program. Many state and local partners are participating in
this important service strategy. The Lower Chattahoochee WIB is targeting services to foster
youth by collaborating with a local group home. This initiative places the customers in year-
round work experience. The area has a similar initiative for youth leaving the juvenile justice
system. The Communities in Schools initiative operates in several local areas. The Cobb County
program focuses on support to at-risk students by linking them with community mentoring,
tutoring and counseling activities that will promote their academic success.

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Services to the Business Community

The workforce system has developed a variety of services to meet the needs of Georgia’s
businesses. These needs are determined statewide and locally through dialogue with companies –
through the State and local WIBs, Employer Committees, partnerships with Chambers of
Commerce, SHRM, industry associations, the economic development community, and one-on-
one contacts with local companies. The system also implements recommendations made by
businesses through the WIA customer satisfaction survey process.

The One-Stop system provides an array of consistent business services throughout the state,
including:

• recruiting and staffing

• tax credits and other hiring incentives
• resources for training, including OJT and Georgia Works
• fidelity bonding
• quality labor market information
• downsizing and layoff assistance
• employment law and Unemployment Insurance tax consultation
• guidance on accommodations and assistive technology

Many of the One-Stop sites have established Business Centers, through which companies have
access to Internet sites and e-mail, fax machines and copiers, and, where space permits, private
offices for employee recruiting and screening. Some WIBs offer human resource support to
small businesses, and they are currently collaborating with companies and technical colleges on
the Georgia Work Readiness Certificate initiative. Individuals have the opportunity to receive a
skills assessment at their local technical college. The resulting certificate assures prospective
employers that the worker's skills and knowledge meet the requirements of specified profiled
jobs and occupations.

State and local resources are used in a variety of ways to assist businesses with staffing needs.
Job fairs and career expos are held throughout the state; GDOL works with local media outlets to
advertise job listings on the radio and on local public access television stations; the state
maintains the Alien Labor Certification Program; specialized assistance is provided to
agricultural employers; and the system partners with high-growth businesses through the
National Business Relations Group initiative. The Georgia Works strategy described previously
is available to businesses statewide, and the GDOL website provides a variety of information
tools to assist businesses. Further enhancements to Georgia’s labor market information system
are underway with the Local Employment Dynamics program. New levels of forecasting and
timely employment data will benefit the business community. The GoodWorks! program,
described under Innovative Strategies below, offers subsidized employment placements. This
benefits businesses that might be considering expansion but would prefer to try out employees
before offering permanent, full-time jobs. The opportunity can be used for up to six months;
companies can then use the Welfare-to-Work tax credit to stretch company resources even
further while adding employees.

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Examples of local and regional business services include:

• partnerships with health care industries and CVS Pharmacy to address shortages of trained
workers for critical positions

• transition centers for the workers of companies downsizing or closing

• a joint venture of the City of Atlanta WIB with local technical colleges and labor
organizations to supply trained entry-level workers for businesses that win city contracts

• multiple areas are collaborating with technical colleges and the Georgia Power Company to
ensure the company has an adequate pipeline of trained linemen

• a business newsletter that is sent to approximately 6,000 Northwest Georgia businesses,

partners, elected officials and community organizations

• small business incubator initiatives

• a South Georgia One-Stop site that includes a Business One-Stop, involving the services of
WIA, the Small Business Development Center, Abraham Baldwin College, and the Regional
Development Center’s economic development and business loan programs

Partners within Georgia’s workforce system coordinate their business service efforts, to ensure
broad coverage and to avoid duplication. Local teams of WIB business representatives,
Vocational Rehabilitation Account Representatives and GDOL Employer Marketing
Representatives discuss coordinated strategies for meeting companies’ needs within the
community. Through business representation on local WIBs, and staff participation with
Chambers of Commerce, SHRM chapters, and regional and local economic development efforts,
comprehensive strategies are developed to meet the needs of existing businesses and to promote
development of new high-growth/high wage industries. Work is underway at the state level to
build an integrated employer services database within GWS. Through this and other means, staff
will continue to promote collaboration among local partners on behalf of the business
community.

The Work Opportunity Tax Credit (WOTC) and the Welfare-to-Work Tax Credit provide
incentives for businesses to hire the workforce system’s customers. The Welfare-to-Work Tax
Credit assists companies that hire long-term public assistance recipients (those who have been on
TANF benefits for at least 18 months). The tax credit is coordinated with the GoodWorks!
program described later in this section. WOTC provides businesses with a tax credit for each
new hire who has been a TANF or Food Stamp recipient, a qualified veteran, participated in
Vocational Rehabilitation services or is receiving Supplemental Social Security Income,
qualified ex-felons and youth residing in Enterprise Communities. The national Ticket to Work
program is another service that is available as an incentive for businesses to hire, specifically
customers with disabilities.

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

Innovative Service Delivery Strategies

A. GoodWorks!

The Georgia Department of Labor has developed a strategy for public assistance recipients that
has become a national model. The GoodWorks! initiative is a collaboration among the Georgia
Department of Human Resources, Division of Family and Children Services (which administers
TANF and Food Stamps services), the GDOL career centers, Vocational Rehabilitation, local
WIBs and community-based organizations. The Department of Human Resources identifies and
refers to career centers those TANF and Food Stamp applicants and recipients who are job-
ready, near job-ready or have barriers to workforce readiness. Targeted service strategies have
been developed to address the needs of these three groups of customers. The goal in
GoodWorks! for job-ready and nearly job-ready customers is to assist them achieve unsubsidized
employment opportunities. Job-ready customers are provided four weeks of structured job search
activities, referral opportunities and job development. Those customers with little or no work
history but who have employment skills are provided subsidized employment for up to six
months. The benefit to businesses is that they receive the customer’s TANF cash assistance
during the individual’s on-the-job training period. These customers are paid a salary for full-time
(32 hours a week or more) employment as well as receiving job readiness training and ongoing
support until permanent employment is achieved.

Customers with barriers to job readiness are connected with community providers to address
issues such as substance abuse, mental health challenges, domestic violence, and low basic skills.
Once major challenges have been stabilized, customers receive work evaluation services for one
to four weeks, and work adjustment services, in which work experience is provided for up to 32
hours per week for a maximum of five months. Customers receive minimum wage pay during
this phase of assistance. Following this, participants are assisted in obtaining a permanent job, or
are placed in subsidized employment for a period of time. All customers in this intensive strategy
receive one-on-one assistance throughout the duration of services and for six months following
employment. This successful initiative is funded through a contract from the Department of
Human Resources.

B. Georgia Works

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

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workplace training while retaining their benefits and receiving a special training allowance of up
to $240 (half when they start training and the rest when they complete it).

The initiative was conceived by Michael L. Thurmond, the Commissioner of Labor, when the
economy was not generating much job growth. Companies benefit by having the opportunity to
gain a worker trained to their specifications without having to pay the worker’s wages for the
first eight weeks. The strategy has been especially attractive for small, new and expanding
businesses for whom hiring can be a risky financial investment. Workers benefit from Georgia
Works by having the opportunity to explore employment in a field of interest, gaining up to
eight weeks of skills and job experience. At the completion of the training period, customers
receive a certificate of training experience and, in many cases, permanent employment with the
company.

C. Publicizing Jobs and Supporting Employers

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

D. Other Initiatives

GDOL has completed a pilot Incumbent Worker Initiative that is designed to assist businesses
that need to upgrade workers’ skills to remain competitive. This successful strategy was a
valuable resource for local businesses in several areas of the state.

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

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

Faith- and Community-Based Strategies

Georgia’s Governor has recognized the unique contributions that faith organizations can provide
in addressing the state’s human service and workforce challenges. He has proposed an
amendment to the State Constitution that would remove the current barrier to providing public
funding to religious or sectarian organizations. The amendment has not yet been passed by the
Georgia General Assembly. The Governor convenes an annual Faith-based Day, to call attention
to this important issue. Also at the state level, a group of faith organizations, legislators and state
agency representatives are working together to remove barriers and promote opportunities for
collaborative efforts on behalf of Georgia’s residents.

The workforce system in Georgia has had a long tradition of working with faith-based
organizations for contracted services and mutual referrals. With the guidance, support and
technical assistance of the U. S. Department of Labor, these efforts have been increased in the
past few years to expand the access of community organizations to workforce resources and
services. GDOL has established a standing e-mail list of local organizations, and when grant
opportunities arise, this group and local workforce partners are notified. Assistance has been
provided to groups with the development of grant proposals, and staff participate in faith-based
coalitions to promote communication and stronger working relationships.

GDOL has a representative who attends the Georgia Inter-departmental Faith-based Coalition
(IFBC) meetings. Membership includes faith- and community-based groups and state agencies.
The IFBC is currently examining how to best support community groups and ensure that services
needed by Georgia families are effectively provided. The group facilitates communication
among faith-based organizations, private industry, non-profit groups and state and federal
government agencies, in addition to seeking funding for the faith-based community.

The Georgia Alliance for Workforce Development (GAWD), an affiliate of the national
Workforce Alliance, is an association of community-based organizations, businesses and
concerned individuals that work together to strengthen communities and individual and family
self-sufficiency. This group has sponsored networking and contracting opportunities and
promotes state-level advocacy in support of member organizations.

The Cobb County WIB was one of the recipients of the national U.S. Department of Labor
Intermediary Grants. Through this opportunity, a network known as the Cobb Community
Collaborative was built. This group of approximately 100 partners works to identify and examine
issues of concern to the community and to develop joint action to address these issues. This has
allowed the county to greatly expand the network of faith-based organizations providing
workforce services, in addition to reducing duplication and fragmentation of services and
connecting informal service networks with the larger workforce system.

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 H. Coordination and Non-Duplication

Effective coordination is a cornerstone of Georgia’s workforce development system.

Collaborative strategies among state agencies, business groups, elected officials and community-
based organizations have helped to expand and enhance the services to businesses and job seeker
customers. These efforts also ensure that each organization is able to focus on its unique
contributions, thereby enhancing the efficiency of the system.

The State WIB is actively involved in promoting coordinated efforts. Through the state agency
partners on the WIB, shared knowledge and understanding of goals and strategies of mutual
interest are communicated and addressed. The WIB works closely with the economic
development and education communities to strengthen the linkages that promote a seamless
system at the level of service delivery. It is through the support of the WIB, GDOL and the
Governor’s cabinet that interagency and multi-partner strategies have been able to flourish.

State workforce staff provide the local systems with information regarding federal guidance,
initiatives and other relevant information from the national level (e.g., best practices in youth
services, or tracking the progress of WIA and Carl Perkins reauthorization). Communication is
typically through e-mail, although paper memoranda are issued as needed. State workforce staff
also provide updates to local WIB directors on a variety of topics at their statewide meetings.
The coordination of GDOL divisions, including Career Development Services, Employment
Services, Unemployment Insurance, Vocational Rehabilitation and Field Services assists local
workforce systems in understanding how their efforts tie into other services on behalf of mutual
customers. Similarly, the GWS integrated database ensures that local staff have access to the full
picture of workforce services provided to particular customers.

This Unified Plan is another example of the interrelated nature of workforce services. All
workforce services within GDOL have provided input into the plan, thereby promoting a
comprehensive view of the many services and initiatives within Georgia’s workforce system.
The new Strategic Plan of the State WIB offers additional opportunities to further collaborative
efforts among education, workforce and economic development partners.

Interagency Coordination Efforts

Coordinated strategies most often result from specific needs of targeted groups. A few examples
of effective interagency initiatives include the following:

A. Community and Economic Development

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

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

B. Public Assistance

Welfare reform has greatly improved interagency coordination for public assistance customers.
These individuals increasingly receive services from multiple fund sources and partners to
promote their success in the workforce. When packaged together, these services provide a
comprehensive approach to meeting customer needs.

The GoodWorks! service strategy discussed in Section F represents a streamlined, systems

approach to meeting the needs of public assistance customers so they can effectively join the
workforce. Other collaborative efforts include the Fatherhood Initiative for non-custodial
parents, and the New Connections to Work job readiness initiative.

C. Services for Individuals with Disabilities

Vocational Rehabilitation (VR) staff often provide testing and assessment of eligible customers
within local workforce systems, and work out of virtual offices so they can easily travel where
needed by customers. Many of the VR staff work from One-Stop sites and other community
locations to promote broad access to services. Community partnerships continue to flourish,
including the High School/High Tech initiative for high school youth with disabilities, Tools for
Life, the Disabilities Resource Group, Job Accommodations Network, Governor’s Council on
Developmental Disabilities, local Centers for Independent Living, supported employment
programs, local mental health, mental retardation and substance abuse efforts, and the Ticket to
Work Initiative.

VR has launched a valuable loan finance program known as Credit-Able. Supported with federal
and state grants, the program allows Georgians with disabilities, their families, caregivers and
employers to purchase assistive technology, home modifications and modifications for vehicles.
The loans have favorable terms and are designed to help customers achieve greater independence
and participate more fully in school, work and community activities. A variety of partners are
working together to publicize this new resource.

One-Stop sites are coordinating with Community Work Incentives Coordinators to provide ready
access to information regarding benefits coordination for customers receiving Social Security
benefits. State-level training for staff that serve as Disability Navigators promotes the knowledge
by all system staff to effectively serve customers with disabilities.

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D. Homelessness

Like other large metropolitan areas, Atlanta is challenged to address the needs of a large
homeless population. The Mayor of Atlanta, GDOL, faith-based organizations and homeless
advocacy groups established a comprehensive center to serve the area’s homeless individuals.
Services at the Gateway Center include: emergency shelter beds for men, women and children;
substance abuse treatment; rehabilitation counseling; job counseling and referral; training
opportunities; credit assistance; health services; and community court services. This innovative
center is open 24 hours a day. Funding for its development has come from corporate and
individual donations and federal assistance. Partner agencies include:

• United Way Regional Commission on Homelessness

• Georgia Department of Labor
• Saint Joseph's Mercy Care Services
• Traveler's Aid of Metropolitan Atlanta
• Project Open Hand
• The Atlanta Collaborative Kitchen
• North Avenue Presbyterian Church
• Georgia Department of Human Resources Mental Health, Developmental Disabilities
and Addiction Services
• Atlanta Veterans Administration Medical Center
• Atlanta Enterprise Center

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

E. Comprehensive Youth Development Strategy

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

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Unemployment Insurance Partnerships with USDOL

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

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 I. Special Populations and Other Groups

It is the goal of Georgia’s workforce system to provide effective assistance to all customers.
Given varying service needs, the system has developed a variety of strategies to meet the needs
of everyone. Automating resource information, service applications and other tools has allowed
those customers that are job-ready to have the resources they need to succeed. This frees up staff
resources to focus on customers who need additional assistance to become successful in their
career pursuits. It is some of these strategies that will be discussed here, and the focus in this
section is mainly on job seeker customers. However, all facets of local systems - the business
community, faith- and community-based providers, educators and human service providers - are
involved in developing solutions to address the particular needs of various populations. It is
through these collaborative efforts that individuals with barriers to employment will become
valuable members of the talent pool for the business community.

Through state and local workforce websites, orientation sessions, tours or videos, customers
learn about the full array of services available at One-Stop centers and other community partner
locations. Informed customer choice guides service delivery, and customers are encouraged to
explore all options according to their circumstances. Strong referral linkages as well as partner
co-location and integrated service strategies have been valuable ways to ensure that customers
with particular barriers receive all needed services with a minimum of bureaucracy.

Services to Dislocated Workers

As described in Section G, Georgia uses state and local resources and staff to ensure that broad-
range service strategies are tailored to meet the needs of dislocated workers. The variety of
services available to these customers is discussed during orientation sessions, and through
brochures, letters from state coordinators and contact with local staff. For some layoffs that span
a long period of time, workforce staff have worked with the company and labor representatives
to develop newsletters for the workers going through the layoff process. This keeps customers
abreast of new opportunities and allows staff to answer frequently asked questions concerning
benefits and services. The network for service delivery that has been established can handle
sudden impacts, such as auto industry layoffs, Hurricane Katrina survivors, major Base
Realignment and Closure (BRAC) events and others. The team participates with the Federal
Emergency Management Agency and the Georgia Emergency Management Agency when
disasters strike.

Staff-assisted and self-entry methods to apply for Unemployment Insurance benefits are
available at One-Stop sites and at specialized layoff locations. The flexibility of this approach is
particularly helpful for rapid response activities involving disaster assistance or other situations
in which layoffs are unexpected.

Worker profiling is done electronically when a customer’s Unemployment Insurance application

is filed. Based on a customer’s score, he or she will be scheduled at that time for reemployment
services. GDOL career centers provide a number of quality reemployment services, including:

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

Customers also receive a helpful guide that covers a variety of topics about services and state and
local resources. As noted in Section G, staff comprising TeamSOS assist with large layoffs by
providing career guidance and resume assistance, especially for executive-level staff in need of
assistance.

In terms of displaced homemakers, local WIBs determine whether to serve them using adult or
dislocated worker funds. These customers may need additional intensive services to determine
the best career path based on their skills and the demand occupations in the community.

GDOL has developed effective strategies for reemployment services, built on the close service
linkages between Employment Services and Unemployment Insurance. Georgia has maintained
an active Eligibility Review Process through which customers receiving Unemployment
Insurance are evaluated. Claimants with high Profile scores and others likely to have difficulty in
returning to work are asked to report to their local career center to discuss their work search
efforts, typically at the 5th, 9th and 14th weeks of their claim. At that time, they receive additional
guidance and resources for effective reemployment. Centers also offer workshops during these
visits, on topics including interviewing techniques, networking, and dressing for success.
Customers are encouraged to once again consider participating in the Georgia Works initiative.
The effectiveness of Georgia’s reemployment service strategies is evidenced through the state’s
high entered employment rates and the low average duration of claims.

Service delivery approaches for Rapid Response, Dislocated Workers and Trade Adjustment
Assistance (TAA) customers are fully integrated in Georgia. At the state level, staff within the
Dislocation Services Section coordinate all of these services. These staff and the Regional Rapid
Response Coordinators work closely with local WIB and career center staff. Rapid Response
coordinators are fully cross-trained and are available to assist local staff with any type of layoff
or TAA issue that arises. This section also coordinates and administers National Emergency
Grants. The state's WIA, Rapid Response, Trade, NEG and career center team will work
together to implement the final Trade regulations when they are issued by USDOL. Georgia has
established a coordinator for BRAC activities and this staff member coordinates closely with
Rapid Response and WIA staff.

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

Services to Low Income Individuals

A variety of statewide and local models address the workforce needs of low income customers.
The GoodWorks! service strategy, discussed in Section G, is available statewide. In addition, the
Departments of Labor, Human Resources and Technical and Adult education work together to
develop services to assist customers in moving toward self-sufficiency. Local staff use
collaborative assessment processes to identify customers’ barriers to employment and set up an
employability plan that pulls in all available strategies to successfully overcome the barriers.
Partners work with customers on public assistance, unemployed or underemployed non-custodial
parents, individuals with mental health or substance abuse issues and others. Local WIBs have
set target populations within the general category of low income individuals to whom their
resources are targeted. For example, the DeKalb WIB has targeted refugees and limited English
proficient customers, and several areas are focusing resources on older workers.

Local systems have developed a variety of strategies for assisting homeless individuals. While
other partners address barriers through their specialized services, local WIBs and career center
staff focus on job readiness, employability development and job opportunities for individuals
committed to reentering the labor market. The Fulton County WIB is part of a community
collaborative effort addressing career development for homeless customers through skills
upgrade. To respond to an increasing demand for services, the WIB has established a full-time
career advisor position. This individual is housed at Jefferson Place, a transitional and
emergency housing shelter. The City of Atlanta WIB partners with the Atlanta Housing
Authority to provide residents with assessment, skills upgrades, GED preparation, training and
job referrals. In the Coastal Georgia area, training assistance is offered to single mothers who are
tenants of the local housing authority.

The Gateway Center, mentioned previously, is an example of a coordinated service strategy for
this population. In addition, GDOL plans to outstation staff at other homeless advocacy sites, to
provide services using a triage approach. Following an assessment of an individual’s level of job
readiness, those customers who are readily employable will be assisted with referrals and job
development. Customers who are near job-ready will participate in employability planning
efforts with multiple partners, similar to those carried out for other low-income customers.
Wherever possible, a whole family approach to addressing needs will be used.

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GDOL is also engaged in two ongoing partnerships with Samaritan House and Trinity
Community Ministries. Both of these outreach initiatives aid homeless individuals to access job
search and employment assistance. GDOL provides these sites with professional staff who
coordinate services and resources such as job readiness and interviewing workshops,
occupational and skills assessment, resume development, on-site job fairs, job matching and
referral, employability skills training and a variety of resources on how to find jobs. The
department's Disability Adjudication Section is working with other state partners and the Social
Security Administration to develop strategies to expedite social security claims processing. As
noted earlier, this will be especially beneficial for homeless individuals.

Support for local service strategies is also provided by the Georgia Interagency Homeless
Coordinating Council. The council brings together state agencies and non-profit organizations
with expertise in mental health, housing and other key areas. A ten-year strategic plan was
developed in 2004 and replicable community planning models for integrated housing and other
services to homeless individuals are underway.

For individuals at risk of losing their homes to foreclosure, metropolitan Atlanta leaders are
working together to provide a credit counseling service. Georgia has one of the highest levels of
foreclosure rates in the nation, and this resource will be a valuable tool to prevent additional
home foreclosures.

Georgia’s workforce system also works with offenders. It has been estimated that Georgia has
the fifth largest prison population in the country; thus, successful reentry of these individuals will
provide businesses with a major source of skilled workers.

State leaders have formed a collaboration that includes: the Criminal Justice Coordinating
Council; and the Departments of Labor, Human Resources, Technical and Adult Education,
Community Affairs and Juvenile Justice; along with Corrections, Board of Pardons and Paroles,
and the judicial system. This effort, known as the Georgia Reentry Impact Project, is taking a
comprehensive approach to transitioning ex-offenders back to communities, with the goal of
reducing recidivism by providing the supports needed for success. The partner agencies engaged
in this new paradigm will be able to offer enhanced strategies to local systems to more
effectively serve this challenging population.

An innovative collaborative effort among GDOL, the Department of Corrections and the State
Board of Pardons and Paroles, known as the The Offender Parolee Probationer State Training
Employment Program (TOPPSTEP), is working with the offender population. During Program
Year 2006 to date, 8,033 individuals have been served and 7,340 were provided employment
opportunities. Counselors in correctional facilities identify potential participants and refer them
to TOPPSTEP staff in GDOL career centers. Staff provide pre-release workshops and conduct
employability assessments. They also help the customers obtain necessary work-related
documents (e.g., Social Security card, driver’s license). Academic and vocational instruction is
provided through the Department of Technical and Adult Education. Customers then receive
career counseling and specialized workshops to prepare them for reentry into the job market. On-
site (prison) job fairs have been held in some communities as well. Upon release, customers meet
with the TOPPSTEP career center staff for assistance with Federal Bonding, job referrals and

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continued career counseling. Staff coordinate with parole officers to ensure that the customers
are on a success track.

For incarcerated veterans, the program works with the Veterans Administration to coordinate
resources such as housing, mental health counseling and substance abuse treatment upon release.
Additionally, the state Veterans Employment and Training grant funds five regional coordinators
that serve as a “bridge” with TOPPSTEP, to assist incarcerated veterans successfully transition
back into society.

Two of the WIBs in metro Atlanta partner with correctional facilities, technical colleges,
apprenticeship and for-profit providers to help inmates develop skills in demand occupations
prior to their release from prison. These areas then work with companies hiring workers with
these skills to arrange employment for the customers. There is also a pilot apprenticeship project
underway through which incarcerated youth will learn construction skills.

Additional services available to ex-offenders include the Federal Bonding Program (available at
each GDOL career center) and the Work Opportunity Tax Credit (administered at the state
level). Both of these are incentives for businesses to hire ex-offenders.

Older Worker Services

Workers who are age 55 and older comprise a fast growing segment of the workforce; by 2010,
this age group will account for one of every five Georgians. With fewer new entrants into the
labor force, businesses will rely more and more on mature workers to fill their staffing needs.
The demographic shifts and the later ages at which individuals will be eligible for Social
Security benefits puts increased pressure on experienced workers to stay employed longer.

A broad range of services is provided to older workers through the workforce system. Career
centers and WIBs work closely with the State Division of Aging, the Title V subcontractors and
Experience Works to develop comprehensive service strategies. For example, GDOL provided
resources for the development and dissemination of Georgia’s Senior Strategy Resource Guide, a
comprehensive listing of partners within the statewide system. Georgia’s Older Worker Network
has representatives from a broad range of state, regional and local organizations throughout the
state, including faith-based organizations.

GDOL has distributed the U.S. Department of Labor Protocol for Serving Older Workers to local
WIBs, and the system is now engaged in reviewing these strategies for implementation at the
community level. Georgia’s participation in the Local Employment Dynamics labor market
information tool will provide the opportunity for WIBs and system staff to identify industries
that often hire older workers. This will assist with WIB identification of demand occupations as
well as with local job development strategies. Many dislocated workers are mature workers; a
wide range of services for these customers are promoted to ensure their success. For Trade
layoffs, workers over 50 have the opportunity to enroll in the Alternative Trade Adjustment
Assistance program, and several customers in Georgia are participating in this service strategy as
an alternative to training.

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Many local senior strategies include partners such as: senior employment services; senior
centers; Vocational Rehabilitation; WIBs; public libraries; arts councils; transportation
providers; and others. Partners engage in collaborative strategies to address the transportation,
training, computer skills upgrade and employment needs of seniors within the community.
Service approaches in place around the state include the following:

• All Senior Community Service Employment Program (SCSEP) customers in North Georgia
are registered for employment services with local career centers. An additional access point
in the Community Action Center was equipped with workforce resources through a WIA
grant.

• Jewish Family and Career Services works closely with three metro Atlanta WIBs and two
career centers to provide senior customers with training and career opportunities. Several
SCSEP customers work at One-Stop sites in the metro area.

• The National Caucus and Center on Black Aged partners with West Central Georgia One-
Stop sites through placement of participants and by providing on-site services.

• Older worker staff from the Athens Community Council on Aging and Experience Works are
on-site partners at the Northeast Georgia comprehensive One-Stop center. They have several
participants working at two workforce sites in the area.

• In the Richmond-Burke Counties area, participants have been co-enrolled in a WIA-

sponsored Certified Nursing Assistant program. This area is also partnering with Experience
Works for services such as intensive career assessment, counseling, and coordination for
supportive services and training opportunities

• The Northwest Georgia area has developed an OJT program for senior with the Mercy Senior
Care center

An emerging emphasis in serving older workers is to assist with part-time employment

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

Customers with Limited English Proficiency

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

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in other languages, including American Sign Language. GDOL has established an international
career center in Gwinnett County – one of Georgia’s most diverse counties – at which the full
range of services is provided in a multi-lingual environment. A large number of multi-lingual
staff from career centers, Vocational Rehabilitation offices and local WIBs are available to assist
customers as needed throughout the state.

All sites have access to Network Omni, a multilingual communications service with 24-hour
access to interpreters in more than 150 languages and dialects. Additionally, many sites have
agreements with local colleges, universities and other community partners for translation
services. Sign language interpreters are available through a statewide contract.

Adult education and ESL programs are an integral part of local workforce systems, and these
staff assist communities in preparing non-English speakers for the workplace. The Northwest
Georgia area is coordinating with the state Dislocation Services section and local technical
colleges to provide ESL classes to Spanish-speaking dislocated workers, to assist their successful
transition to new careers.

Policy guidance for limited English proficiency services is provided to local systems through
memoranda, training and technical assistance from the Career Development Services Section and
the GDOL Equal Employment Opportunity Administrator. Efforts in this area are ongoing.

Services to Migrant and Seasonal Farmworkers

The Migrant and Seasonal Farmworker (MSFW) Program is an integral part of Georgia’s
workforce development system, particularly in central and south Georgia where most of the
agricultural activity is concentrated. Workforce partners work closely with the Telamon
Corporation, the WIA 167 Grantee in Georgia.

The system offers migrant workers the full range of available employment and training services
benefits and protections. GDOL has staff stationed in 15 career centers that provide assistance to
MSFWs and agricultural employers. Their services are guided by the State Monitor Advocate,
who is appointed by the Commissioner of Labor. The trend in Georgia is toward fewer
individuals that meet the definition of migrant and seasonal farmworker as more individuals
settle into communities to work full-time. However, staff will continue to conduct aggressive
outreach to provide services to the MSFWs in their communities.

For migrants settling into communities, workforce staff coordinate such services as: outreach
through faith- and community-based partners; career exploration; English as a Second Language
training; occupational and on-the-job training; computer literacy training; and job referral
assistance. Local partners work together to address these customers’ needs through community
resources. For example, the Telamon Corporation is a partner at three comprehensive One-Stop
sites in the Heart of Georgia-Altamaha area. In addition to interpreter services, they assist in
marketing the centers’ services, run a Head Start program and sponsor a Reading is Fundamental
Program, through which books written in English and Spanish are provided to children in the
community. In the Southeast Georgia area, the Telamon Corporation assists with migrant

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

Services to Individuals with Disabilities

Georgia is committed to ensuring that individuals with disabilities have all available service
opportunities. The system’s service philosophy is that job seekers with disabilities are served by
workforce staff in the same manner as any other job seekers. Where additional support or
expertise is needed, Vocational Rehabilitation staff and community providers will assist. Many
individuals with disabilities seeking services at One-Stop sites are veterans and thus receive one-
on-one assistance from veteran grant staff in addition to the broad array of services otherwise
available. Cross-training for staff system-wide is promoted to ensure a seamless continuum of
services.

To facilitate universal access, One-Stop resource areas are equipped with a variety of assistive
technology tools, including large computer monitors, low vision readers, screen reading
software, Personal FM systems, large track balls, TTY’s, and adjustable work stations. Research
for updating the assistive technology is conducted on an ongoing basis by GDOL IT staff in
partnership with Vocational Rehabilitation’s Tools for Life Program. In addition, career center
staff is available at all sites to orient customers to these resources and to assist them throughout
the service experience.

While Georgia’s One-Stop system has made it easier for many job seekers and employers to
access a full range of services, navigating the system has remained complex for some customers
with disabilities. To ensure continued focus on this area, the Commissioner of Labor has
appointed a Special Services Coordinator who serves as a liaison to all facets of the disability
community and has conducted extensive training on disability issues for One-Stop staff and state
and local staff in Unemployment Insurance, Rehabilitation Services, and other programs. Staff
knowledge of resources and supports as well as a positive perspective regarding disability are the
keys to simplifying the system and equalizing opportunity for customers with disabilities.
Presentations on disability issues are provided at all Introduction to the Department for New
Employees sessions, local and statewide Employer Committee conferences, International
Association of Workforce Professionals meetings and other training events.

In 2005, a training program was put in place by the Commissioner of Labor using the national
Disability Navigator model, designating one staff member as a Disability Navigator from each of
the 53 career centers and several of the local workforce areas. Old attitudes, stereotypes, and
myths that have historically contributed to inability to see the person behind the disability were
dispelled and “People First Language” was taught. Sessions covered developing local linkages,
conducting outreach, and building relationships and collaborations, enabling the Disability
Navigators to be invaluable supports for VR counselors, job developers, community partners and
employers. In addition to demonstrations of the assistive technology available in local resource
areas and various low- and high-tech accommodations, staff received in-depth information on
both the specifics and the spirit of the Americans with Disabilities Act (ADA). During one
session that focused on the history of disability in the United States and the need for systems

117 draft 4-26-07

change, participants were introduced to Lois Curtis, one of the plaintiffs in the Olmstead
Decision, who is currently a successful, self-employed artist, receiving both customized and
supported employment supports in the form of community-based services.

In 2006, training continued to focus on changing perspectives and attitudes toward disability – to
see disability as a natural part of the human experience. Specific topics included serving
customers with psychiatric disabilities, deaf and hearing people working together, information
about SSI and SSDI, including incentives for recipients who want to work, and information
about the Brain and Spinal Injury Trust Fund. In November 2006, the GDOL combined its eighth
annual Workforce Conference with the Touch the Future/Transition Conference. The conference
focused on building a world-class workforce in Georgia by emphasizing the importance of
providing persons with disabilities a full range of support services and resources to ensure their
success in the 21st century workplace. Several sessions were earmarked for Disability
Navigators, including sessions on Assistive Technology, Universal Design and Accessibility, and
Reasonable and Low Cost Worksite Accommodations.

Using the knowledge gained in training and the information routinely disseminated to them, the
Disability Navigators conduct staff training in their offices so that all staff are able to effectively
assist customers with disabilities. All staff are taught to focus on customers' strengths rather than
weaknesses, and assets rather than deficits.

Local workforce systems are also coordinating with the Ticket-to-Work initiative. Local staff
that work with employers help to market the initiative; Work Incentive Planning and Assistance
(WIPA) specialists provide on-site services to customers at One-Stop locations. Other partners
in the disability community also participate at One-Stop locations. For instance, the Richmond-
Burke Counties WIB works with the community’s Center for Independent Living, which
provides workshops at the One-Stop site.

The system also continues its many partnerships with resources such as:
• Tools for Life
• The Disabilities Resource Group (formerly the GA ADA Exchange)
• The State ADA Coordinator’s Office
• The Governor’s Council on Developmental Disabilities
• Statewide Independent Living Council and local Centers for Independent Living
• Center for the Visually Impaired (CVI)
• Southeast Disability Business and Technical Assistance Center (SEDBTAC)
• Veterans Administration Rehabilitation and Counseling Program

and many other community resources for individuals with disabilities. A variety of youth
partnerships are also in place, including the Marriott Bridges Program, high school transition
partnerships and the High School/High Tech program.

Although these initiatives, services and partnerships specifically address the needs of individuals
with disabilities, all customers have the option of participating in all available programs and
services. Staff knowledge of labor market information and familiarity with accommodations and
assistive technology ensures that customers with disabilities are given the same choices

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

Veterans Services

As discussed in Section F, the Disabled Veteran Outreach Program and the Local Veteran
Employment Representative Program are integral to local workforce systems. Service strategies
and staff activities comply with federal veterans’ laws, regulations and the federal Veterans
Grant. Local systems are currently developing policies and procedures to ensure that eligible
veterans receive priority for all federally-funded workforce services.

Disabled Veterans Outreach Program specialists continue to provide services at outstation

locations in accordance with the federal grant provisions. Outstationing at the Department of
Veterans Affairs, Vocational Rehabilitation and Employment program sites (five throughout the
state) as well as U.S. military Transition Assistance Program sites (at nine Georgia bases)
remains a priority. These sites provide the opportunity to reach sectors of the veteran population
that might not come into local workforce sites. GDOL has provided one full-time staff person
and equipped a resource center at the Regional Office of the Veterans Administration. This
individual coordinates the services of the staff outstationed at the Vocational Rehabilitation and
Employment program sites.

Most of the veteran population falls under other target group categories as well, such as
dislocated workers, persons with disabilities or older workers. Veterans receive services using
the three-tiered labor exchange strategy that includes: self-service; facilitated self-service; and
staff-assisted service. All available resources are used to provide high quality services to this
important customer group.

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 J. Professional Development and System Improvement

Local workforce systems have a variety of opportunities to help them develop and manage high
performance systems. GDOL has developed a living document that comprises policy guidance
on a wide variety of topics. State and local staff meet for formal training, technical assistance and
sharing of best practices on a regular basis, and state staff in Career Development Services, Field
Services and Dislocation Services are responsible for ongoing guidance and technical assistance
throughout the state.

The Youth Peer Network, described earlier in the plan, provides an ongoing opportunity for state
and local staff to share suggestions and resources for quality youth programs. The annual
Workforce Conference is another forum through which ideas are shared and new initiatives are
launched. In 2006, the conference was combined with the Touch the Future annual conference.
The first day of the program involved youth leadership activities and included special education
students and teachers. The consolidated conferences affirmed Commissioner Thurmond's
commitment to integrating the workforce system resources on behalf of all customers.

Local WIBs also take part in federal training and conference calls, and receive e-mail alerts
from state staff regarding new national and state developments, opportunities and requirements.
Other professional development opportunities available through state staff, Project Ideas and
national and regional trainers have been discussed throughout the plan.

GDOL has an annual review process through which all 20 local systems are evaluated and
provided guidance and technical assistance. Teams comprised of field representatives, financial
staff, grant management experts and Rapid Response coordinators conduct the reviews. These
reviews address all major systems within each local workforce area, and identify best practices
as well as opportunities for improvement.

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 K. Performance Accountability

Georgia carefully monitors state and local performance on the 17 WIA performance measures.
Reports are generated quarterly for local WIBs regarding year to date achievements and state and
local staff work closely throughout the year to ensure success. Also, local staff have the
opportunity to recommend enhancements to the state automated system to help them better
manage workloads and data. The success of these collaborative efforts is evidenced by the
quality performance that Georgia’s system has achieved and the favorable customer satisfaction
results over time.

Georgia has made substantial strides in WIA performance since the program began in 2000. In
August of 2006, Georgia received a letter from Regional Administrator Dr. Helen Parker that
noted the state's excellent performance:

"Georgia's performance across the board points to GDOL's effectiveness in supporting the state's
workforce investment system. For the twelve-month period ending March 31, 2006, the state met
or exceeded all of the WIA performance goals, exceeding the national average in twelve of the
seventeen measures. For the labor exchange function, GDOL exceeded the national entered
employment rate and the national employment retention rate.

Georgia's reemployment efforts have contributed to a much lower than average duration of
unemployment of 11.5 weeks, compared to a national average of 15.3 weeks, resulting in the
second most solvent UI Trust Fund in the Southeast. Overall, UI program performance has been
exemplary, as Georgia was the only state in the region to meet all ten of the acceptable levels for
the year ending March 31, 2006, and one of only eleven states to do so nationally."

The target performance levels for Program Years (PY) 2007 and 2008 reflect the state's
commitment to continuous improvement and to our customers. On several of the measures,
proposed levels for PY07 are higher than PY05 targets. However, it is recognized that substantial
funding cuts to each of the WIA programs, changes in the federal youth vision and conversion to
the new youth common measures will present challenges to Georgia's workforce system over the
next few years. For these reasons, Georgia is proposing to lower some targets and to maintain the
PY06 performance levels for several of the older youth and younger youth measures. Reasonable
common measures targets for adults and dislocated workers are also proposed.

State staff have worked closely with local WIBs to design a system by which local performance
will roll up to the state levels negotiated with the U.S. Department of Labor. Local staff present
the case for their proposed levels based on priorities or target groups set by their WIBs, as well
as any unique community needs. Given the diversity of circumstances and job opportunities
throughout the state, performance experts at the state level work with the WIBs to achieve
performance targets that will ensure statewide success.

In proposing WIA performance levels on the measures for PY07 and for PY08, staff considered
the national GPRA goals, national level past performance and state and local economic and labor
market forces. On measures for which Georgia’s past performance has been strong, every effort

121 draft 4-26-07

was made to propose reasonable increases in performance expectations. On measures that have
been challenging for Georgia’s and other states’ systems, or where economic conditions are
unfavorable to exceptional outcomes (e.g., Adult and Dislocated Worker Average Earnings,
introduced in PY06), the proposed levels are more modest. It should also be noted that common
measures methodology show reduced performance on some measures nationally (e.g., Adult and
Dislocated Worker Employment Retention Rate). As a result, lower performance outcomes may
be considered to be acceptable results for future years.

Common performance and reporting requirements were implemented for Wagner-Peyser as well
as WIA and Trade in PY05. Wagner-Peyser performance levels were negotiated with USDOL
for PY06. To set Wagner-Peyser performance levels for PY07 and PY08, historical data
calculated last year were revisited and PY06 results to date were evaluated. Since Wagner-Peyser
began reporting on the average earnings measure effective July 1, 2006, only two quarters of
new outcome data are available for this measure. The proposed levels for PY07 are in line with
Georgia's historical achievements for Wagner-Peyser and reflect an increase over past targets.
Additionally, continuous improvement is further demonstrated for PY08 by proposing levels that
are higher than for PY07.

Targeted reports have been developed to track services and outcomes for veterans, Migrant and
Seasonal Farmworkers and customers receiving reemployment services. These reports inform
state staff and provide feedback to local staff regarding performance.

Georgia has not established any state-specific performance measures. Data on performance are
shared with the State and local WIBs routinely. Boards discuss service results within the context
of integrated service strategies, to ensure that local systems are fully using all available
community resources and expertise on behalf of workforce customers. Additionally, state staff
monitor local performance and offer technical assistance to address any areas in which
performance is not meeting expected levels.

The new common measures were successfully implemented effective July 1, 2006, using its
web-based integrated management information system known as the Georgia Workforce System
(GWS). One record is established for each customer receiving Labor-funded services, regardless
of the customer's point of entry into the system. The GWS system has undergone modifications
to accommodate the new reporting requirements for WIA, Wagner-Peyser and Trade Adjustment
Assistance and to implement common measures. GDOL staff have conducted briefings on how
the common measures affect performance, data collection and retrieval. Additional training is
provided as the system is modified.

Georgia will use its successful common measures model to implement USDOL's proposed
Workforce Investment Streamlined Performance Reporting (WISPR) system once the
specifications are available. Modifications for WISPR will include additional changes to GWS
and to data collection, storage and retrieval in addition to changes in performance reports.

The chart on the following page provides the proposed levels for each performance measure for
PY07 - 08. Note that this includes proposed levels for Wagner-Peyser as well as for WIA.

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 PY2007-PY2008 Performance Targets: Georgia

Performance PY2007 PY2008

Measures Target Target

Customer Satisfaction Index

WIA Participants - ACSI Score 75.0 75.0
WIA Employers - ACSI Score 78.0 78.0

Entered Employment Rate

Wagner-Peyser 68.0% 68.5%
WIA Adults 76.0% 76.5%
WIA Dislocated Workers 84.0% 84.5%
WIA Older Youth 71.0% 71.5%

Retention Rate

Wagner-Peyser 80.0% 81.0%

WIA Adults 81.8% 82.6%
WIA Dislocated Workers 89.5% 90.0%
WIA Older Youth 80.7% 81.0%
WIA Younger Youth 69.7% 70.4%

Average Earnings / Gain

Wagner-Peyser $10,500 $11,000
WIA Adults $9,800 $10,000
WIA Dislocated Workers $13,000 $13,000
WIA Older Youth $3,232 $3,264

Credentials Rate
WIA Adults 65.0% 65.0%
WIA Dislocated Workers 65.0% 65.0%
WIA Older Youth 47.0% 47.0%

WIA Younger Youth Diploma/GED Rate 72.0% 72.7%

WIA Younger Youth Skills Attainment Rate 87.0% 87.0%

123 draft 4-26-07

The Unemployment Insurance (UI) Division works with the U.S. Department of Labor Regional
Office on the State Quality Service Plan. There are 11 Core Measures, which require corrective
action plans for performance that is deficient. Management Information Measures consist of
currently collected performance data that provide additional insight into UI program operations.
No performance criteria are assigned to Management Information Measures. The UI Division
uses these measures to assist in determining areas that are low in performance.

Georgia participates in the annual UI Performs State Quality Planning process. The UI Division
will use 11 Core Measures in the fiscal year 2008 State Quality Service Plan as the key
indicators for performance in the UI program. These include major areas of UI performance for
both benefits and tax services. Georgia was the only state in the region and only one of 11 states
in the nation to meet all of the required levels of performance for the year ending March 31,
2006. No Corrective Action Plans are required for the Fiscal Year 2007 State Quality Service
Plan.

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 L. Data Collection

Early in the implementation process for Common Measures, two work groups were formed to
address statewide policy issues and technical changes to the state's management information
system - the Georgia Workforce System (GWS). In addition, an advisory group comprised of
local field and state-level staff was constituted to provide an avenue for feedback on proposed
changes and to identify other concerns related to implementation of common performance and
reporting. Through their work, these groups have facilitated a thoughtful and comprehensive
approach to data collection as well as promoted the further integration of the workforce
development service delivery system.

One of the key focal points for these groups has been to establish the framework for a fully
integrated customer tracking system through clearly defined and consistent collection of
customers' information. Georgia's data system allows customer records to be built, viewed and
updated by all staff of the Labor programs providing services. This prevents customers from
having to repeatedly submit the same information to receive services from multiple programs,
and it facilitates communication between system partners regarding the service needs of common
customers.

Georgia's workforce system takes a progressive data collection approach. That is, information is
collected as needed to provide a particular service. Customers receiving only self-services or
workforce informational services are not requirement to provide the same level of customer
information that is required for staff-assisted services. Currently, Georgia is exploring options for
capturing all necessary data elements for these that will not be burdensome or discourage the use
of the wide array of self- and informational services available.

Georgia’s system has successfully completed four rounds of federally-mandated data validation
for WIA, Wagner-Peyser and Trade Adjustment Assistance performance. In addition, the state
review process includes a management component in which the quality and timeliness of data
entered by local staff and service providers is evaluated.

Local areas have access to WIA data on a real-time basis. Additionally, performance feedback is
provided quarterly and local areas have the ability to generate ad hoc data and performance
queries using WebFOCUS software. All WIBs have staff that have been trained on WebFOCUS.
Local staff are encouraged to request system enhancements to ensure that GWS addresses their
performance management needs.

In addition to the federally-funded workforce programs, the Georgia Department of Labor

includes the Unemployment Insurance Division, and staff work closely together across divisions.
The collaborative working relationships that have been developed promote the integration of
services, reporting and data sharing. This also facilitates the system’s access to wage records for
customer reporting. In addition, Georgia has been a member of the Wage Record Interchange
System (WRIS) since its inception. Georgia also participates in the USDOL-sponsored “Federal
Data Exchange System” (FEDES) pilot, through which employment and salary information is
obtained from several federal sources, including the Department of Defense, U.S. Postal Service

125 draft 4-26-07

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

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 M. Corrective Action

Georgia is committed to maintaining a comprehensive, integrated workforce development

system that meets all customers’ needs. Accountability is a critical element within this system.
State workforce staff provide technical assistance and training to local systems where
performance falls short of expectations. Local staff, in turn, are responsible for ensuring quality
outcomes from One-Stop operators, training providers and other local workforce partners. The
statewide system (state and local staff, State WIB, local WIBs and partners) work together to
ensure that performance and customer outcomes are of the highest quality.

For Unemployment Insurance, the State Quality Service Plan for Fiscal Year 2007 was submitted
to the U.S. Department of Labor in August of 2006. Georgia was the only state in the region and
only one of 11 states in the nation to meet all of the required levels of performance for the year
ending March 31, 2006. No Corrective Action Plans are required for the Fiscal Year 2007 State
Quality Service Plan.

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 N. Waiver and Work-Flex Requests

GDOL, as the Governor’s designated administrator for the state’s Workforce Investment Act
activities, is requesting renewal of the waiver of regulatory prohibition on using Individual
Training Accounts (ITAs) for older and out-of-school youth and the three waivers granted in
support of the state's services to customers impacted by the hurricanes of 2005. In compliance
with WIA Section 189(1)(4)(B) and WIA Interim Final Regulation 29 CFR 661.420(c), please
accept the following request to renew the waiver as presented below.

I. ITAs for Older Youth

A. Statutory Regulation to be Waived

WIA Final Regulation 29 CFR 664.510 prohibits the use of ITAs for older youth.
Georgia requests to continue the use of ITAs for older and out-of-school youth, as
previously approved by the U.S. Department of Labor on January 21, 2003.

B. Goals to be Achieved by the Waiver

1. Ensures continued flexibility for local WIBs to design and deliver programs based
on the needs of their customers rather than restricting those services based on age

2. Reduces paperwork and tracking processes required for dual enrollment, where an
area would otherwise have to register an older and out-of-school youth in both
the youth and adult systems to provide them with occupational skills training
using the ITA system

3. Continues the opportunity for systems to provide older and out-of-school youth
with the real-life learning experience of making an informed career decision. Use
of the ITA system also provides case management staff with the opportunity to
work with the older youth customer regarding training and career opportunities

4. Streamlines performance management by counting these customers only once

in performance measures. This encourages local areas to continue services to
the challenging older and out-of-school youth population.

5. Maintains the option of charging training to older and out-of-school youth

through the youth funding stream, allowing for efficient tracking of expenditures
and promoting full use of youth funding

C. State or Local Statutory or Regulatory Barriers

There are no existing state or local statutory or regulatory barriers to the successful
implementation of this waiver renewal request.

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D. Description of the Goals of the Waiver and Expected Outcomes

The Workforce Investment Act has shifted the focus of youth programs from the
provision of short-term, stand-alone job training to year-round, long term services for in-
school and out-of-school youth. While this has proven to be an effective approach,
flexibility is needed in serving those youth not interested in a structured, long-term
service approach. It continues to be challenging to effectively serve out-of-school youth,
as they are most interested in obtaining full-time employment leading to self-sufficiency.

Georgia fully recognizes the WIA provision that requires systems to provide a menu of
ten program elements to eligible youth. Youth often need more services over a longer
period of time to be successful, while ITAs generally address only the element of
occupational skills training. Thus, the state will continue to require local areas to make all
ten youth service elements available to these customers, to facilitate their successful
transition to post-secondary training and careers. Local WIBs are asked to outline in their
strategic plans how these elements, including a minimum of 12 months of follow-up
services, will be provided to those youth served through the ITA system.

It should also be noted that the option for dual enrollment of older and out-of-school
youth into youth and adult services will be available for local use as needed.

E. Description of the Individuals Impacted by the Waiver

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

F. Description of the Process to Monitor Progress

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

G. Opportunity for Local Boards to Comment on the Waiver Request

Local WIBs were asked if they wished this waiver option to continue, and interest was
expressed in continuing the flexibility afforded through the waiver.

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H. Additional Information – TEGL 12-01 (February 21, 2002)

1. What guidelines will be provided to local areas on the use of ITAs?

As the Governor’s designated administrator of Georgia’s WIA activities, GDOL

will issue renewed authority for the 20 local WIBs to pursue the use of ITAs for
older and out-of-school youth once the request is approved by the U.S.
Department of Labor. Notification and ongoing guidance will be transmitted
through official memoranda and the state Policy Guidance process. Local WIBs
will be reminded that all ten required WIA youth program elements must remain
available.

2. How will these guidelines be incorporated into local areas’ service delivery
plans for youth?

Each local WIB that chooses to use this ITA option for older and out-of-school
youth will indicate their interest and describe its use in their strategic plan. This
description will include how ITAs will be used for this population, local decisions
regarding maximum length of training and allowable funding, demand
occupations, and other aspects that are addressed for the overall ITA system.

3. What criteria will be used for determining when ITAs are appropriate?

Each local WIB that uses this option will establish operational guidelines,
including the criteria to be used for determining when ITAs are appropriate for
older and out-of-school youth. As stated above, the use of this option will not
supplant the availability or use of the ten required WIA youth program elements.

4. What assistance will be provided to youth in choosing a training service

provider?

Local WIBs will describe in their strategic plan how they guide youth through the
occupational training decision-making process. They are also responsible for
ensuring that career advisors and youth contractors have appropriate training and
technical assistance so that quality services will be provided to these customers.

A copy of the January 2003 original waiver approval letter and the July 7, 2005
letter approving the request for extension of this waiver are included in Appendix
C.

II. Hurricane Waivers

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

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state requests continuation of the three hurricane waivers approved by ETA, which are listed
below:

A. Statutory Regulations to be Waived

1. Workforce Investment Act (WIA) sections 136(b) and 136(c). Georgia requests
continuation of the waiver to exclude individuals who have come to the state as a
result of the hurricanes and are served under WIA formula funds (adults, dislocated
workers, and youth) from WIA performance measures.

2. WIA section 129(c)(2). Georgia requests continuation of the waiver to allow WIA
youth funds to be used for activities such as after school work experience or tutoring,
without requiring the remaining elements for youth programs, for those youth who
have relocated to Georgia due to the hurricanes.

3. WIA section 129(c)(2)(I). Georgia requests continuation of the waiver of the

requirement that all youth participants to receive some form of follow-up services for
a minimum duration of 12 months, for those youth who have relocated to Georgia due
to the hurricanes.

B. Goals to be Achieved by the Waivers

Ensures continued flexibility for local WIBs to continue to provide WIA assistance to
individuals who have come to Georgia as a result of the hurricanes, but who may be
unable to complete planned WIA activities because they return home or a new location
during receipt of services.

C. State of Local Statutory or Regulatory Barriers

There are no existing state or local statutory or regulatory barriers to the successful
implementation of this waiver renewal request.

D. Description of the Goals of the Waivers and Expected Outcomes

1. A continuation of the waiver from section 136(b) and (c) will allow local areas
to continue to exclude individuals in Georgia as a result of the hurricanes from
the calculation of state and local performance, should they be unable to
complete planned WIA activities because they return home or move to a new
location prior to program completion. The state will include these displaced
workers in its annual WISARD submission using a special notation of their
status in the global exclusion field.

2. A continuation of the waiver from section 129(c)(2) will provide local areas with
flexibility in the services provided to hurricane-affected youth, by allowing
local areas to focus services on the customers' immediate needs.

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

E. Description of the Individuals Impacted by the Waiver

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

F. Description of the Process to Monitor Progress

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

G. Description of the Process to Provide Notice to Any Local Board Affected by the Waiver

Local Workforce Investment Boards have been notified that the state plans to request an
extension of these waivers with the submission of the Unified Plan.

H. Description of the Process to Provide an Opportunity for Local Boards to Comment

on the Waiver Request

These waivers were initially submitted due to local area requests. A copy of the state
survey from September 2005 soliciting this local input is included in Appendix C. Local
boards have also been provided the opportunity to submit comments regarding the
extension of these waivers.

I. Description of the Process to Ensure Meaningful Public Comment, Including

Comment by Business and Organized Labor

Pursuant to 20 CFR §661.240(a)(2), this waiver extension request is included as part of

the Unified Strategic Plan update. Thus, the extension request will be available to the
public for review and comment as part of the Unified Plan.

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

132 draft 4-26-07

 Certifications and Assurances

By signing the Unified Plan signature page, we are certifying that:

1. The methods used for joint planning and coordination of the programs and activities
included in the Unified Plan included an opportunity for the entities responsible for
planning or administering such programs and activities to review and comment on all
portions of the Unified Plan.

Nonconstruction Programs

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

WIA Title I/Wagner-Peyser Act/Veterans Programs

By signing the Unified Plan signature page, we are certifying that:

1. The State assures that it will establish, in accordance with section 184 of the Workforce
Investment Act, fiscal control and fund accounting procedures that may be necessary to
ensure the proper disbursement of, and accounting for, funds paid to the State through the
allotments made under sections 127 and 132.

2. The State assures that it will comply with section 184(a)(6), which requires the Governor
to, every two years, certify to the Secretary, that –

a. the State has implemented the uniform administrative requirements referred to in

section 184(a)(3);

b. the State has annually monitored local areas to ensure compliance with the uniform
administrative requirements as required under section 184(a)(4); and

c. the State has taken appropriate action to secure compliance pursuant to section
184(a)(5).

3. The State assures that the adult and youth funds received under the Workforce
Investment Act will be distributed equitably throughout the State, and that no local area
will suffer significant shifts in funding from year to year during the period covered by
this Plan.

4. The State assures that veterans will be afforded employment and training activities
authorized in section 134 of the Workforce Investment Act, and the activities authorized
in chapters 41 and 42 of title 38 U.S. Code. The State assures that it will comply with the
veterans priority established in the Jobs for Veterans Act.

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5. The State assures that the Governor shall, once every two years, certify one Local Board
for each local area in the State.

6. The State assures that it will comply with the confidentiality requirements of section
136(f)(3).

7. The State assures that no funds received under the Workforce Investment Act will be
used to assist, promote or deter union organizing.

8. The State assures that it will comply with the nondiscrimination provisions of section
188, including an assurance that a Methods of Administration has been developed and
implemented.

9. The State assures that it will collect and maintain data necessary to show compliance with
the nondiscrimination provisions of section 188.

10. The State assures that it will comply with the grant procedures prescribed by the
Secretary (pursuant to the authority at section 189(c) of the Act) which are necessary to
enter into grant agreements for the allocation and payment of funds under the Act. The
procedures and agreements will be provided to the State by the ETA Office of Grants and
Contract Management and will specify the required terms and conditions and assurances
and certifications, including, but not limited to, the following:

a. General Administrative Requirements:

(i) 29 CFR part 97 – Uniform Administrative Requirements for State and Local
Governments (as amended by the Act).
(ii) 29 CFR part 96 (as amended by OMB Circular A-133) – Single Audit Act.
(iii) OMB Circular A-87 – Cost Principles (as amended by the Act).

b. Assurances and Certifications:

(i) SF 424 B – Assurances for Non-construction Programs.

(ii) 29 CFR part 37 – Nondiscrimination and Equal Opportunity Assurance (and
regulation) 29 CFR 37.20.
(iii) CFR part 93 – Certification Regarding Lobbying (and regulation).
(iv) 29 CFR part 98 – Drug Free Workplace and Debarment and Suspension
Certifications (and regulation).

c. Special Clauses/Provisions:

Other special assurances or provisions as may be required under Federal law or policy,
including specific appropriations legislation, the Workforce Investment Act, or
subsequent Executive or Congressional mandates.

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11. The State certifies that the Wagner-Peyser Act Plan, which is part of this document, has
been certified by the State Employment Security Administrator.

12. The State certifies that veterans’ services provided with Wagner-Peyser Act funds will be
in compliance with 38 U.S.C. chapter 41 and 20 CFR part 1001.

13. The State certifies that Wagner-Peyser Act-funded labor exchange activities will be
provided by merit-based public employees in accordance with DOL regulations.

14. The State assures that it will comply with the MSFW significant office requirements in
accordance with 20 CFR part 653.

15. The State certifies it has developed this Plan in consultation with local elected officials,
Local Workforce Boards, the business community, labor organizations and other
partners.

16. As a condition to the award of financial assistance from the Department of Labor under
title I of WIA, the grant applicant assures that it will comply fully with the
nondiscrimination and equal opportunity provisions of the following laws:

a. Section 188 of the Workforce Investment Act of 1998 (WIA), which prohibits
discrimination on the basis of race, color, religion, sex, national origin, age,
disability, political affiliation or belief, and against beneficiaries on the basis of
either citizenship/status as a lawfully admitted immigrant authorized to work in
the United States or participation in any WIA title I- financially assisted program
or activity;

b. Title VI of the Civil Rights Act of 1964, as amended, which prohibits

discrimination on the basis of race, color and national origin; Section 504 of the
Rehabilitation Act of 1973, as amended, which prohibits discrimination against
qualified individuals with disabilities;

c. The Age Discrimination Act of 1975, as amended, which prohibits discrimination

on the basis of age; and

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

discrimination on the basis of sex in educational programs.

e. The grant applicant also assures that it will comply with 29 CFR part 37 and all
other regulations implementing the laws listed above. This assurance applies to
the grant applicant’s operation of the WIA Title I-financially assisted program or
activity, and to all agreements the grant applicant makes to carry out the WIA
Title I-financially assisted program or activity. The grant applicant understands
that the United States has the right to seek judicial enforcement of this assurance.

135 draft 4-26-07

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

Vocational Rehabilitation

By signing the Unified Plan signature page, we are certifying that:

1. As a condition for the receipt Federal funds under title I, part B of the Rehabilitation Act
for the provision of vocational rehabilitation services, the designated State agency agrees
to operate and administer the State Vocational Rehabilitation Services Program in
accordance with provisions of this title I State Plan, the Act and all applicable
regulations, policies and procedures established by the Secretary. Funds made available
under section111 of the Act are used solely for the provision of vocational rehabilitation
services under title I and the administration of the title I State Plan.

2. As a condition of the receipt of Federal funds under title VI, part B of the Act for
supported employment services, the designated State agency agrees to operate and
administer the State Supported Employment Services Program in accordance with the
provisions of the supplement to this State Plan, the Act, and all applicable regulations,
policies, and procedures established by the Secretary. Funds made available under title
VI, part B are used solely for the provision of supported employment services and the
administration of the supplement to the title I State Plan.

3. The designated State agency or designated State unit is authorized to submit this State
Plan under title I of the Act and its supplement under title VI, part B of the Act.

4. The State submits only those policies, procedures, or descriptions required under this
State Plan and its supplement that have not been previously submitted to and approved by
the Commissioner of the Rehabilitation Services Administration.

5. The State submits to the Commissioner at such time and in such manner as the Secretary
determines to be appropriate, reports containing annual updates of the information
relating to the: comprehensive system of personnel development; assessments, estimates,
goals and priorities, and reports of progress; innovation, and expansion activities; and
requirements under title I, part B or title VI, part B of the Act.

6. The State Plan and its supplement are in effect subject to the submission of such
modifications as the State determines to be necessary or as the Commissioner may
require based on a change in State policy, a change in Federal law, including regulations,
an interpretation of the Act by a Federal court or the highest court of the State, or a
finding by the Commissioner of State noncompliance with the requirements of the Act,
until the State submits and receives approval of a new State Plan or Plan supplement.

136 draft 4-26-07

7. The State has an acceptable plan for carrying out part B of title VI of the Act, including
the use of funds under that part to supplement funds made available under part B of title I
of the Act to pay for the cost of services leading to supported employment.

8. The designated State agency, prior to the adoption of any policies or procedures
governing the provision of vocational rehabilitation services under the State Plan and
supported employment services under the supplement to the State Plan, including making
any amendments to such policies and procedures, conducts public meetings throughout
the State after providing adequate notice of the meetings, to provide the public, including
individuals with disabilities, an opportunity to comment on the policies or procedures,
and actively consults with the Director of the client assistance program, and, as
appropriate, Indian tribes, tribal organizations, and Native Hawaiian organizations on the
policies or procedures.

9. The designated State agency takes into account, in connection with matters of general
policy arising in the administration of the Plan, the views of individuals and groups of
individuals who are recipients of vocational rehabilitation services, or in appropriate
cases, the individual’s representatives; personnel working in programs that provide
vocational rehabilitation services to individuals with disabilities; providers of vocational
rehabilitation services to individuals with disabilities; the Director of the client assistance
program; and the State Rehabilitation Council, if the State has such a Council.

10. The designated State agency (or, as appropriate, agencies) is a State agency that is:

b. _x_ not primarily concerned with vocational rehabilitation, or vocational and other
rehabilitation, of individuals with disabilities and includes within the State agency
a vocational rehabilitation bureau, or division, or other organizational unit that: is
primarily concerned with vocational rehabilitation, or vocational and other
rehabilitation, of individuals with disabilities, and is responsible for the
designated State agency’s vocational rehabilitation program; has a full-time
director; has a staff, all or substantially all of whom are employed full time on the
rehabilitation work of the organization unit; and is located at an organization level
and has an organizational status within the designated State agency comparable to
that of other major organizational units of the designated State agency.

11. The designated State agency (or, as appropriate, agencies):

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

137 draft 4-26-07

 from the annual report of the Council described in section 105(c)(5) of the Act,
the review and analysis of consumer satisfaction described in section 105(c)(4),
and other reports prepared by the Council, and the responses of the designated
State unit to such input and recommendations, including explanations for
rejecting any input or recommendations; and transmits to the Council all Plans,
reports, and other information required under this title to be submitted to the
Secretary; all policies, and information on all practices and procedures, of general
applicability provided to or used by rehabilitation personnel in carrying out this
title; and copies of due process hearing decisions issued under this title, which
shall be transmitted in such a manner as to ensure that the identity of the
participants in the hearings is kept confidential.

12. The State provides for financial participation, or if the State so elects, by the State and
local agencies, to provide the amount of the non-Federal share of the cost of carrying out
title I, part B of the Act.

13. The Plan is in effect in all political subdivisions of the State, except that in the case of
any activity that, in the judgment of the Commissioner, is likely to assist in promoting the
vocational rehabilitation of substantially larger numbers of individuals with disabilities or
groups of individuals with disabilities, the Commissioner may waive compliance with the
requirement that the Plan be in effect in all political subdivisions of the State to the extent
and for such period as may be provided in accordance with regulations prescribed by the
Commissioner, but only if the non-Federal share of the cost of the vocational
rehabilitation services involved is met from funds made available by a local agency
(including funds contributed to such agency by a private agency, organization, or
individual); and in a case in which earmarked funds are used toward the non-Federal
share and such funds are earmarked for particular geographic areas within the State, the
earmarked funds may be used in such areas if the State notifies the Commissioner that the
State cannot provide the full non-Federal share without such funds.

14. The State agency employs methods of administration found by the Commissioner to be
necessary for the proper and efficient administration of the State Plan.

15. The designated State agency and entities carrying out community rehabilitation programs
in the State, who are in receipt of assistance under title I of the Act, take affirmative
action to employ and advance in employment qualified individuals with disabilities
covered under and on the same terms and conditions as set forth in section 503 of the Act.

16. Facilities used in connection with the delivery of services assisted under the State Plan
comply with the provisions of the Act entitled “An Act to insure that certain buildings
financed with Federal funds are so designed and constructed as to be accessible to the
physically handicapped,” approved on August 12, 1968 (commonly known as the
“Architectural Barriers Act of 1968”), with section 504 of the Act and with the
Americans with Disabilities Act of 1990.

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17. If, under special circumstances, the State Plan includes provisions for the construction of
facilities for community rehabilitation programs –

a. The Federal share of the cost of construction for the facilities for a fiscal year will
not exceed an amount equal to 10 percent of the State’s allotment under section
110 for such year;

b. The provisions of section 306 (as in effect on the day before the date of enactment
of the Rehabilitation Act Amendments of 1998) shall be applicable to such
construction and such provisions shall be deemed to apply to such construction;
and

c. There shall be compliance with regulations the Commissioner shall prescribe

designed to assure that no State will reduce its efforts in providing other
vocational rehabilitation services (other than for the establishment of facilities for
community rehabilitation programs) because the Plan includes such provisions for
construction.

18. The designated State unit submits, in accordance with section 101(a)(10) of the Act,
reports in the form and level of detail and at the time required by the Commissioner
regarding applicants for and eligible individuals receiving services under the State Plan
and the information submitted in the reports provides a complete count, unless sampling
techniques are used, of the applicants and eligible individuals in a manner that permits
the greatest possible cross-classification of data and ensures the confidentiality of the
identity of each individual.

19. The designated State agency has the authority to enter into contracts with for-profit
organizations for the purpose of providing, as vocational rehabilitation services, on-the-
job training and related programs for individuals with disabilities under part A of title VI
of the Act, upon the determination of the designated State agency that such for-profit
organizations are better qualified to provide such vocational rehabilitation services than
non-profit agencies and organizations.

20. The designated State agency has cooperative agreements with other entities that are
components of the Statewide workforce investment system of the State in accordance
with section 101(a)(11)(A) of the Act and replicates these cooperative agreements at the
local level between individual offices of the designated State unit and local entities
carrying out activities through the Statewide workforce investment system.

21. The designated State unit, the Statewide Independent Living Council established under
section 705 of the Act, and the independent living centers described in part C of title VII
of the Act within the State have developed working relationships and coordinate their
activities.

139 draft 4-26-07

22. If there is a grant recipient in the State that receives funds under part C of the Act, the
designated State agency has entered into a formal agreement that meets the requirements
of section 101(a)(11)(F) of the Act with each grant recipient.

23. Except as otherwise provided in part C of title I of the Act, the designated State unit
provides vocational rehabilitation services to American Indians who are individuals with
disabilities residing in the State to the same extent as the designated State agency
provides such services to other significant populations of individuals with disabilities
residing in the State.

24. No duration of residence requirement is imposed that excludes from services under the
Plan any individual who is present in the State.

25. The designated State agency has implemented an information and referral system that is
adequate to ensure that individuals with disabilities are provided accurate vocational
rehabilitation information and guidance, using appropriate modes of communication, to
assist such individuals in preparing for, securing, retaining, or regaining employment, and
are appropriately referred to Federal and State programs, including other components of
the Statewide workforce investment system in the State.

26. In the event that vocational rehabilitation services cannot be provided to all eligible
individuals with disabilities in the State who apply for the services, individuals with the
most significant disabilities, in accordance with criteria established by the State for the
order of selection, will be selected first for the provision of vocational rehabilitation
services and eligible individuals, who do not meet the order of selection criteria, shall
have access to services provided through the information and referral system
implemented under section 101(a)(20) of the Act.

27. Applicants and eligible individuals, or, as appropriate, the applicant’s representatives, or
the individual’s representatives, are provided information and support services to assist
the applicants and eligible individuals in exercising informed choice throughout the
rehabilitation process, consistent with the provisions of section 102(d) of the Act.

28. An individualized plan for employment meeting the requirements of section 102(b) of the
Act will be developed and implemented in a timely manner for an individual subsequent
to the determination of the eligibility of the individual for services, except that in a State
operating under an order of selection, the Plan will be developed and implemented only
for individuals meeting the order of selection criteria; services under this Plan will be
provided in accordance with the provisions of the individualized plan for employment.

29. Prior to providing any vocational rehabilitation services, except:

a. Assessment for determining eligibility and vocational rehabilitation needs by qualified

personnel, including, if appropriate, an assessment by personnel skilled in rehabilitation
technology;

140 draft 4-26-07

 b. Counseling and guidance, including information and support services to assist an
individual in exercising informed choice consistent with the provisions of section 102(d)
of the Act;
c. Referral and other services to secure needed services from other agencies through
agreements developed under section 101(a)(11) of the Act, if such services are not
available under this State Plan;

d. Job-related services, including job search and placement assistance, job retention
services, follow-up services, and follow-along services;

e. Rehabilitation technology, including telecommunications, sensory, and other

technological aids and devices; and

f. Post-employment services consisting of the services listed under subparagraphs (a)

through (e), to an eligible individual, or to members of the individual’s family, the State
unit determines whether comparable services and benefits exist under any other program
and whether those services and benefits are available to the individual unless the
determination of the availability of comparable services and benefits under any other
program would interrupt or delay;

Progress of the individual toward achieving the employment outcome identified in the
individualized plan for employment;

An immediate job placement; or

Provision of such service to any individual who is determined to be at extreme medical

risk, based on medical evidence provided by an appropriate qualified medical
professional.

30. The Governor of the State in consultation with the designated State vocational
rehabilitation agency and other appropriate agencies ensures that there is an interagency
agreement or other mechanism for interagency coordination that meets the requirements
of section 101(a)(8)(B)(i) – (iv) of the Act between any appropriate public entity,
including the State Medicaid program, public institution of higher education, and a
component of the Statewide workforce investment system, and the designated State unit
so as to ensure the provision of the vocational rehabilitation services identified in section
103(a) of the Act, other than the services identified as being exempt from the
determination of the availability of comparable services and benefits, that are included in
the individualized plan for employment of an eligible individual, including the provision
of such services during the pendency of any dispute that may arise in the implementation
of the interagency agreement or other mechanism for interagency coordination.

31. The State agency conducts an annual review and reevaluation of the status of each
individual with a disability served under this State plan who has achieved an employment
outcome either in an extended employment setting in a community rehabilitation program
or any other employment under section 14(c) of the Fair Labor Standards Act (29 U.S.C.

141 draft 4-26-07

 214(c)) for 2 years after the achievement of the outcome (and annually thereafter if
requested by the individual or, if appropriate, the individual’s representative), to
determine the interests, priorities, and needs of the individual with respect to competitive
employment or training for competitive employment; provides for the input into the
review and reevaluation, and a signed acknowledgement that such review and
reevaluation have been conducted, by the individual with a disability or, if appropriate,
the individual’s representative; and makes maximum efforts, including the identification
and provision of vocational rehabilitation services, reasonable accommodations, and
other necessary support services, to assist such individuals in engaging in competitive
employment.

32. Funds made available under title VI, part B of the Act will only be used to provide
supported employment services to individuals who are eligible under this part to receive
the services.

33. The comprehensive assessments of individuals with significant disabilities conducted

under section 102(b)(1) of the Act and funded under title I will include consideration of
supported employment as an appropriate employment outcome.

34. An individualized plan for employment, as required by section 102 of the Act, will be
developed and updated using funds under title I in order to specify the supported
employment services to be provided; specify the expected extended services needed; and
identify the source of extended services, which may include natural supports, or to the
extent that it is not possible to identify the source of extended services at the time the
individualized plan for employment is developed, a statement describing the basis for
concluding that there is a reasonable expectation that such sources will become available.

35. The State will use funds provided under title VI, part B only to supplement, and not
supplant, the funds provided under title I, in providing supported employment services
specified in the individualized plan for employment.

36. Services provided under an individualized plan for employment will be coordinated with
services provided under other individualized plans established under other Federal or
State programs.

37. To the extent job skills training is provided, the training will be provided on site.

38. Supported employment services will include placement in an integrated setting for the
maximum number of hours possible based on the unique strengths, resources, priorities,
concerns, abilities, capabilities, interests, and informed choice of individuals with the
most significant disabilities.

39. The State will expend not more than 5 percent of the allotment of the State under title VI,
part B for administrative costs of carrying out this part.

142 draft 4-26-07

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

Unemployment Insurance

The Governor, by signing the Unified Plan Signature Page, certifies that:

1. The SWA will comply with the following assurances, and that the SWA will institute
plans or measures to comply with the following requirements.

2. Assurance of Equal Opportunity (EO). As a condition to the award of financial assistance

from ETA:

(a) The State assures that it will comply with the nondiscrimination provisions of WIA
section 188, and its implementing regulations at 29 CFR part 37, including an assurance
that a Method of Administration has been developed and implemented.

(b) The State assures that it will collect and maintain data necessary to show compliance
with the nondiscrimination provisions of section 188, as provided in the regulations
implementing that section.

3. Assurance of Administrative Requirements and Allowable Cost Standards. The SWA

will comply with administrative requirements and cost principles applicable to grants and
cooperative agreements as specified in 20 CFR part 601 (Administrative Procedure), 29
CFR part 93 (Lobbying Prohibitions), 29 CFR part 96 (Audit Requirements), 29 CFR
part 97 (Uniform Administrative Requirements for Grants and Cooperative Agreements
to State and Local Governments), and OMB Circular A-87 (Revised), 60 FR 26484
May 17, 1995), further amended at 62 FR 45934 (August 29, 1997) (Cost Principles for
State, Local and Indian Tribal Governments), and with administrative requirements for
debarment and suspension applicable to subgrants or contracts as specified in 29 CFR
part 98 (Debarment and Suspension). The cost of State staff travel to regional and
national meetings and training sessions is included in the grant funds. It is assured that
State staff will attend mandatory meetings and training sessions, or unused funds will be
returned.

States have subawards to organizations covered by audit requirements of OMB Circular

A-133 (Revised) (Audit Requirements of Institutions of Higher Education and Other
Non-Profits) must (1) ensure that such subrecipients meet the requirements of that
circular, as applicable, and (2) resolve audit findings, if any, resulting from such audits,
relating to the UI program.

(a) The SWA also assures that it will comply with the following specific administrative
requirements.

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(i) Administrative Requirements
Program Income. Program income is defined in 29 CFR 97.25 as gross income
received by a grantee or subgrantee directly generated by a grant supported
activity, or earned only as a result of the grant agreement during the grant period.
States may deduct costs incidental to the generation of UI program income from
gross income to determine net UI program income. UI program income may be
added to the funds committed to the grant by ETA. The program income must be
used only as necessary for the proper and efficient administration of the UI
program. Any rental income or user fees obtained from real property or
equipment acquired with grant funds from prior awards shall be treated as
program income under this grant.

Budget Changes. Except as specified by terms of the specific grant award, ETA,
in accordance with the regulations, waives the requirements in 29 CFR
97.30(c)(1)(ii) that States obtain prior written approval for certain types of budget
changes.

Real Property Acquired with Reed Act Funds. The requirements for real property
acquired with Reed Act or other non-Federal funds and amortized with UI grants
are in UIPL 39-97, dated September 12, 1997, and in 29 CFR 97.31 to the extent
amortized with UI grants.

Equipment Acquired with Reed Act Funds. The requirements for equipment
acquired with Reed Act or other non-Federal funds and amortized with UI grants
are in UIPL 39-97, dated September 12, 1997, and in 29 CFR 97.31 to the extent
amortized with UI grants.

Real Property, Equipment, and Supplies. Real property, equipment, and supplies
acquired under prior awards are transferred to this award and are subject to the
relevant regulations at 29 CFR part 97.

For super-microcomputer systems and all associated components which were

installed in States for the purpose of Regular Reports, Benefits Accuracy
Measurement, and other UI Activities, the requirements of 29 CFR part 97 apply.
The National Office reserves the right to transfer title and issue disposition
instructions in accordance with paragraph (g) of Federal regulations at 29 CFR
97.32. States also will certify an inventory list of system components which will
be distributed annually by ETA.

Standard Form 272, Federal Cash Transactions Report. In accordance with 29

CFR 97.41(c), SESAs are required to submit a separate SF 272 for each sub-
account under the Department of Health and Human Services (DHHS) Payment
Management System. However, SESAs are exempt from the requirement to
submit the SF 272A, Continuation Sheet.

144 draft 4-26-07

(ii). Exceptions and Expansions to Cost Principles. The following exceptions or
expansions to the cost principles of OMB Circular No. A-87 (Revised) are
applicable to SESAs:

- Employee Fringe Benefits. As an exception to OMB Circular A-87 (Revised)

with respect to personnel benefit costs incurred on behalf of SESA employees
who are members of fringe benefit plans which do not meet the requirements of
OMB Circular No. A-87 (Revised), Attachment B, item 11, the costs of employer
contributions or expenses incurred for SESA fringe benefit plans are allowable,
provided that:

For retirement plans, all covered employees joined the plan before October 1,
1983; the plan is authorized by State law; the plan was previously approved by the
Secretary; the plan is insured by a private insurance carrier which is licensed to
operate this type of plan in the applicable State; and any dividends or similar
credits because of participation in the plan are credited against the next premium
falling due under the contract.

For all SESA fringe benefit plans other than retirement plans, if the Secretary
granted a time extension after October 1, 1983, to the existing approval of such a
plan, costs of the plan are allowable until such time as the plan is comparable in
cost and benefits to fringe benefit plans available to other similarly employed
State employees. At such time as the cost and benefits of an approved fringe
benefit plan are equivalent to the cost and benefits of plans available to other
similarly employed State employees, the time extension will cease and the cited
requirements of OMB Circular A-87 (Revised) will apply. For retirement plans
and all other fringe benefit plans covered above, any additional costs resulting
from improvements to the plans made after October 1, 1983, are not chargeable to
UI grant funds.

- UI Claimant’s Court Appeals Costs. To the extent authorized by State law, funds
may be expended for reasonable counsel fees and necessary court costs, as fixed
by the court, incurred by the claimant on appeals to the courts in the following
cases:

Any court appeal from an administrative or judicial decision favorable in whole or

in part for the claimant;

Any court appeal by the claimant from a decision which reverses a prior decision
in his/her favor;

Any court appeal by a claimant from a decision denying or reducing benefits

awarded under a prior administrative or judicial decision;

Any court appeal as a result of which the claimant is awarded benefits;

145 draft 4-26-07

 Any court appeal by a claimant from a decision by a tribunal, board of review, or
court which was not unanimous; and

Any court appeal by a claimant where the court finds that a reasonable basis exists
for the appeal.

Reed Act. Payment from the SESA’s UI grant allocations, made into a State’s
account in the Unemployment Trust Fund for the purpose of reducing charges
against Reed Act funds (Section 903(c)(2) of the Social Security Act, as amended
(42 U.S.C. 1103(c)(2)), are allowable costs provided that:

The charges against the Reed Act funds were for amounts appropriated, obligated,
and expended for the acquisition of automatic data processing installations or for
the acquisition or major renovation of State-owned real property (as defined in 29
CFR 97.3); and

With respect to each acquisition or improvement of property, the payments are

accounted for as credit against equivalent amounts of Reed Act funds previously
withdrawn under the respective appropriation.

Prior Approval of Equipment Purchases. As provided for in OMB Circular A-87

(Revised), Attachment B, item 19, the requirement that grant recipients obtain
prior approval from the Federal grantor agency for all purchases of equipment (as
defined in 29 CFR 97.3) is waived and approval authority is delegated to the
SESA Administrator.

4. Assurance of Management Systems, Reporting, and Record Keeping. The SESA assures
that:

- Financial systems provide fiscal control and accounting procedures sufficient to

permit timely preparation of required reports, and the tracing of funds to a level
of expenditure adequate to establish that funds have not been expended
improperly (29 CFR 97.20).

The financial management system and the program information system provide
Federally-required reports and records that are uniform in definition, accessible to
authorized Federal and State staff, and verifiable for monitoring, reporting, audit,
and evaluation purposes.

It will submit reports to ETA as required in instructions issued by ETA and in the
format ETA prescribes.

The financial management system provides for methods to insure compliance

with the requirements applicable to procurement and grants as specified in 29
CFR part 98 (Debarment and Suspension), and for obtaining the required

146 draft 4-26-07

 certifications under 29 CFR 98.510(b) regarding debarment, suspension,
ineligibility, and voluntary exclusions for lower tier covered transactions.

5. Assurance of Program Quality. The SESA assures that it will administer the UI program
in a manner that ensures proper and efficient administration. “Proper and efficient
administration” includes performance measured by ETA through Tier I measures, Tier II
measures, program reviews, and the administration of the UI BAM, BTQ measures, and
TPS program requirements.

6. Assurance on the Use of Unobligated Funds. The SESA assures that non-automation
funds will be obligated by December 31 of the following fiscal year, and liquidated
(expended) within 90 days thereafter. ETA may extend the liquidation date upon written
request. Automation funds must be obligated by the end of the 3rd fiscal year, and
liquidated within 90 days thereafter. ETA may extend the liquidation date upon written
request. Failure to comply with this assurance may result in disallowed costs from audits
or review findings.

7. Assurance of Disaster Recovery Capability. The SESA assures that it will maintain a
Disaster Recovery Plan.

8. Assurance of Conformity and Compliance. The SESA assures that the State law will
conform to, and its administrative practice will substantially comply with, all Federal UI
law requirements, and that it will adhere to DOL directives.

9. Assurances of Participation in UI PERFORMS. The SESA assures that it will participate

in the annual UI PERFORMS State Quality Service Planning process by submitting any
Corrective Action Plans (CAPs) required under UI PERFORMS as part of the State
Quality Service Planning process.

10. Assurance of Financial Reports and Planning Forms. The SESA assures that it will
submit financial reports and financial planning forms as required by the Department of
Labor to support the annual allocation of administrative grants.

11. Assurance of Prohibition of Lobbying Costs (29 CFR part 93). The SESA assures and
certifies that, in accordance with the DOL Appropriations Act, no UI grant funds will be
used to pay salaries or expenses related to any activity designed to influence legislation or
appropriations pending before the Congress of the United States. (k). Drug-Free
Workplace (29 CFR part 98). The SESA assures and certifies that it will comply with the
requirements at this part.

147 draft 4-26-07

 Plan Contact Information

Michael L. Thurmond Debra Lyons

Commissioner of Labor Director, Governor's Office of
Suite 600 Workforce Development
148 Andrew Young International Blvd., NE Suite 5191
Atlanta, Georgia 30303 270 Washington Street, SW
(404) 232-7300 Atlanta, Georgia 30334
Fax - (404) 656-2683 (404) 463-5283
commissioner@dol.state.ga.us Fax - (404) 463-5043
www.gowfd.org

Contact for Faith-Based Initiatives:

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

The programs covered by this unified plan include:

Trade Adjustment Assistance

Veterans Employment and Training
Wagner-Peyser
WIA Title I

Services of Vocational Rehabilitation and Unemployment Insurance are also discussed in the
plan. The Commissioner of Labor has responsibility for each of these programs.
 Plan Signature

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

I further certify that, for those activities and programs included in this plan that are under my
jurisdiction, we will operate the workforce development programs included in this Unified Plan
in accordance with the plan and the assurances described herein.

_____________________________________________ ______________________
Governor Sonny Perdue Date
Appendices
 Appendix A
State Workforce Investment Board

Chairman:
Dr. Mark Musick, Consultant
President Emeritus, Southern Regional Education Board

Coordinating Council

Governor Sonny Perdue

Commissioner Michael L. Thurmond

Georgia Department of Labor

School Superintendent Kathy Cox

Georgia Department of Education

Chancellor Erroll Davis

Board of Regents of the University System of Georgia

Commissioner Mike Beatty

Georgia Department of Community Affairs

Commissioner Ken Stewart

Georgia Department of Economic Development

Former Commissioner Craig Lesser

Georgia Department of Economic Development

Commissioner Marsha Moore

Department of Early Care and Learning

Commissioner Albert Murray

Georgia Department of Juvenile Justice

Commissioner Ron Jackson

Georgia Department of Technical and Adult Education

Mr. Tim Connell, Executive Director

Georgia Student Finance Commission

Ms. Shelley Nickel, Director

Office of Planning and Budget

Business Representatives

Ms. Valencia Adams, Vice President and Chief Diversity Officer

BellSouth

Mr. Frank Barron, Director and Officer

Coca-Cola Bottling Companies (Retired)
Mr. Tony Calloway, Regional Vice President
Primerica-Calloway & Associates

Mr. Kenneth Cannestra, CEO

Lockheed Aeronautical Systems (Retired)

Mr. Bruce Coles, Chairman, President and CEO

MACTEC, Inc.

Ms. Ann Cramer, Director of Corporate Community Relations

IBM Corporation

Mr. Wendell Dallas, Jr., Vice President and General Manager

Atlanta Gas Light

Mr. Doc Eldridge, President

Eldridge & Associates Insurance

Mr. Mike Garrett, President and CEO

Georgia Power Company

Mr. James Hardegree, Corporate HR Manager

Cooper Tire and Rubber Company

Mr. Mike Harrison, President

Technical Associates

Mr. Robert Mitchell, President and COO

Reynolds Plantation

Mr. Allen Rice, President

Savannah Luggage Works

Ms. Charlene Sizemore, President and CEO

Sizemore, Inc.

Mr. C.E. "Gus" Whalen, Chairman

The Warren Featherbone Foundation

Local Government Representatives

Ms. Susan Holmes, Mayor

City of Monticello

Mr. John Fretti, Mayor

City of Valdosta
Owner, All States Moving and Storage, Inc.

Mr. Melvin Davis, Chairman

Oconee County Board of Commissioners
Ms. Bebe Heiskell, Sole Commissioner
Walker County Government

Education

Dr. Tim Mescon, Dean

Coles College of Business, Kennesaw State University

Dr. C.B. "Bix" Rathburn, President

Savannah Technical College

Youth Activities Representative

Dr. Roger "By" Ryles, State 4H Leader/Director of 4H

University of Georgia Cooperative Extension

Service Delivery Representative

Ms. Joyce Blevins, Executive Director

East Central Georgia Workforce Development

Ms. Jackie Rohosky, Assistant Commissioner

Economic Development Programs/Quick Start
Department of Technical and Adult Education

Labor Representatives

Mr. Richard Ray, President

Georgia AFL-CIO

Mr. Danny Sparks, Chairman

Ford/UAW

State Senator Representatives

Senator James "Jim" Whitehead, Sr., District 24

Owner, Jim Whitehead Tire and Auto

Senator Ronnie Chance, District 16

Owner, Chance Public Relations

State House Representatives

Representative Terry England, District 108

Owner, Homeport Farm Mart

Representative Clay Cox, District 102

CEO, Professional Probation Services, Inc.

State Workforce Investment Board Executive Director: Debra M. Lyons

 Appendix B

Local Workforce Area Service Locations

Workforce Investment Act (WIA)

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

To contact a One-Stop Center, Georgia Department of Labor Career Center, or Georgia Department of Labor Vocational
Rehabilitation (Voc Rehab) Office visit: www.dol.state.ga.us/contact_us.htm.

WIA Area Counties Full-Service Additional Service

Served One-Stop Workforce Centers Locations
Northwest Bartow, Catoosa, Blue Ridge Career Center Appalachian Technical College
Georgia Chattooga, Dade, Georgia Department of Labor 100 Campus Drive
(Area 1) Fannin, Floyd, 1048 Appalachian Highway Jasper, Georgia 30143
Gilmer, Gordon, Blue Ridge, Georgia 30513 (706) 253-4422
Haralson, Murray, (706) 632-2033
Paulding, Pickens, Chattahoochee Technical College
Polk, Walker, Cartersville Career Center 400 Nathan Dean Boulevard
Whitfield Georgia Department of Labor Dallas, Georgia 30132
19 Felton Place (770) 443-3622
Cartersville, Georgia 30120
(770) 387-3760 Coosa Valley Technical College
Career Transition One Stop
Cedartown Career Center One Maurice Culberson Drive
Georgia Department of Labor Rome, Georgia 30161
1108 North Main Street (706) 295-6935
Cedartown, Georgia 30125
(770) 749-2213 Coosa Valley RDC
1 Jackson Hill Drive
Dalton Career Center Rome, Georgia 30162
Georgia Department of Labor (706) 295-6485
1406 Chattanooga Avenue
Dalton, Georgia 30720 Dallas Voc Rehab Office
(706) 272-2301 Georgia Department of Labor

LaFayette Career Center Dalton State College

Georgia Department of Labor 213 N. College Drive
200 West Villanow Street Dalton, Georgia 30720
LaFayette , Georgia 30728 (706) 272-4412
(706) 638-5525
 Northwest Georgia Career Center
96 Stuart Road
Fort Oglethorpe, Georgia 30742
(706) 861-1990
Rome Career Center
Georgia Department of Labor
462 Riverside Parkway, N.E.
Rome, Georgia 30161
(706) 295-6051
Dalton Voc Rehab Office
Georgia Department of Labor
Georgia Highlands College
3175 Cedartown Highway
Rome, Georgia 30162
(706) 295-6336
LaFayette Voc Rehab Office
Georgia Department of Labor

North Metro Technical College

5198 Ross Road
Acworth, Georgia
(770) 975-4026

Northwestern Technical College

Career Depot One Stop
265 Bicentennial Trail
Building 1, Room 116-A
Rock Spring, Georgia 30739
(706) 764-3562

Rome Voc Rehab Office

Georgia Department of Labor

Bartow, Catoosa, Chattooga,

Dade, Fannin, Floyd, Gilmer,
Gordon, Haralson, Murray,
Paulding, Pickens, Polk, Walker
and Whitfield County
Department of Family and
Children Services Offices
Georgia Banks, Dawson, Gainesville Career Center Blairsville Career Center
Mountains Forsyth, Franklin, Georgia Department of Labor Georgia Department of Labor
(Area 2) Habersham, Hall, 2419 Corporate Drive, S.W.
Hart, Lumpkin, Gainesville, Georgia 30504 Cleveland Voc Rehab Office
Rabun, Stephens, (770) 535-5484 Georgia Department of Labor
Towns, Union,
White Cumming Voc Rehab Office
Georgia Department of Labor

Gainesville Voc Rehab Office

Georgia Department of Labor

Habersham Career Center

Georgia Department of Labor

Lanier Technical College

2990 Landrum Education Drive,
P.O. Box 58
Oakwood, Georgia 30566
(770) 531-6300

City of Atlanta Fulton, City of City of Atlanta Workforce
(Area 3) Atlanta Development Agency
818 Pollard Boulevard, S.W.
Atlanta, Georgia 30315
(404) 658-WORK (9675)
Legacy Link
508 Oak Street, Suite 1
Gainesville, Georgia 30503
(770) 538-2650
N. Georgia Technical College
1500 Hwy 197 N.
P.O. Box 65
Clarkesville, Georgia 30523
(706) 754-7700
Toccoa Career Center
Georgia Department of Labor
Banks, Dawson, Forsyth,
Franklin, Habersham, Hall, Hart,
Lumpkin, Rabun, Stephens,
Towns, Union and White County
Department of Family and
Children Services Offices
Atlanta Department of Family
and Children Services
1249 Donald Lee Hollowell
Parkway
Atlanta, Georgia 30318
(404) 206-5660
Atlanta Job Corps
239 West Lake Avenue
Suite 300
Atlanta, Georgia 30314
(404) 794-8889
Atlanta Technical College
1560 Metropolitan Parkway
Atlanta, Georgia 30310
(404) 756-5648
Atlanta Voc Rehab Office
Georgia Department of Labor
Jewish Family and Career
Services
100 Edgewood Avenue
Atlanta, Georgia 30303
(404) 873-1345
South Fulton Voc Rehab Office
Georgia Department of Labor
South Metro Career Center
Georgia Department of Labor
Cobb County Cobb CobbWorks Workforce Development Center Cobb/Cherokee Career Center
(Area 4) 463 Commerce Park Drive, Suite 100 Georgia Department of Labor
Marietta, Georgia 30060
(770) 528-4300 Marietta Voc Rehab Office
Georgia Department of Labor
DeKalb County DeKalb DeKalb Workforce Development Center Atlanta North Metro Career
(Area 5) 320 Church Street Center
Decatur, Georgia 30030 Georgia Department of Labor
(404) 687-3400
Decatur Voc Rehab Office
Georgia Department of Labor

DeKalb County Career Center

Georgia Department of Labor

DeKalb County Department of

Family and Children Services
178 Sams Street
Decatur, Georgia 30030
(404) 370-5302

Goodwill Industries of North

Georgia, Inc.
2201 Glenwood Avenue, S.E.
Atlanta, Georgia 30316
(404) 373-0456

Tobie Grant Resource Center

3218 Tobie Circle
Scottsdale, Georgia 30079
(404) 456-3159

Tucker Voc Rehab Office

Georgia Department of Labor
Fulton County Fulton, outside the North Fulton Career Center Central Resource Center
(Area 6) City of Atlanta 8610 Roswell Road 115 MLK, Jr. Drive
Suite 660 Suite 300
Atlanta, Georgia 30350 Atlanta, Georgia 30303
(770) 645-4480 (404) 730-4751

South Fulton Career Center Hapeville Voc Rehab Office

5710 Stonewall Tell Road Georgia Department of Labor
College Park, Georgia 30349
(770) 306-5202 North Fulton Community
Charities
11270 Elkins Road
Roswell, Georgia 30076
(770) 640-0399

North Fulton Voc Rehab Office

Georgia Department of Labor

North Metro Career Center

Georgia Department of Labor
Atlanta Regional Cherokee, Clayton, Career Resource Center – Clayton Branch Canton Voc Rehab Office
(Area 7) Douglas, Fayette, 409 Arrowhead Boulevard, Suite C-5 Georgia Department of Labor
Gwinnett, Henry, Jonesboro, Georgia 30236
Rockdale (770) 473-2121 Career Resource Center -
Cherokee Branch
Career Resource Center – Norcross Branch 160 Lee Street, Suite A
1835 Shackleford Court, Suite 150 Canton, Georgia 30169
Norcross, Georgia 30093 (770) 479-7550
(770) 806-2020
Career Resource Center –
Douglas Branch
6754 Broad Street, Room 202
Douglasville, Georgia 30134
(770) 806-2020

Career Resource Center -

Henry Branch
333 Phillips Drive, Suite D
McDonough, Georgia 30253
(678) 583-3515

Career Resource Center -

Rockdale Branch
350 Tall Oaks Drive
Conyers, Georgia 30013
(770) 806-2020

Clayton County Career Center

Georgia Department of Labor

Douglasville Voc Rehab Office

Georgia Department of Labor

Gwinnett County Career Center

Georgia Department of Labor

Gwinnett County Correctional

Services
750 Hi Hope Road
Lawrenceville, Georgia 30245
(678) 407-6065

Gwinnett Technical College

5150 Sugarloaf Parkway
Building 100
Lawrenceville, Georgia 30043
(678) 226-6664

Jonesboro Voc Rehab Office

Georgia Department of Labor

Norcross Voc Rehab Office

Georgia Department of Labor
West Central Butts, Carroll, Carrollton Career Center Carrollton Voc Rehab Office
Georgia Coweta, Heard, Georgia Department of Labor Georgia Department of Labor
(Area 8) Lamar, Meriwether, 275 Northside Drive
Pike, Spalding, Carrollton, Georgia 30117 Griffin Career Center
Troup, Upson (770) 836-6668 Georgia Department of Labor

LaGrange Career Center Griffin Voc Rehab Office

Georgia Department of Labor Georgia Department of Labor
1002 Langley Place
LaGrange, Georgia 30240 LaGrange Voc Rehab Office
(706) 845-4000 Georgia Department of Labor

Newnan Career Center

Georgia Department of Labor
30 Bledsoe Road
Newnan, Georgia 30265
(770) 254-7220

Workforce Development Center

213-B East Gordon Street
Thomaston, Georgia 30286
(706) 648-9178
Northeast Barrow, Clarke, Athens Career Center Athens Technical College
Georgia Elbert, Greene, Georgia Department of Labor Elbert County Campus
(Area 9) Jackson, Jasper, 472 North Avenue 1317 Athens Highway
Madison, Morgan, Athens, Georgia 30601 Elberton, Georgia 30635
Newton, Oconee, (706) 583-2550 (706) 212-2100
Oglethorpe, Walton
Athens Technical College
Greensboro Campus
1051 Athens Tech Drive
Greensboro, Georgia 30642
(706) 453-1484

Athens Technical College

Walton County Campus
212 Bryant Road
Monroe, Georgia 30655
(706) 207-3130

Athens Voc Rehab Office

Georgia Department of Labor

Covington Career Center

Georgia Department of Labor

Elberton Career Center

Georgia Department of Labor

Griffin Technical College

Monticello Campus
112 Industrial Park Drive
Monticello, Georgia 31604
(706) 468-9930
 Lanier Technical College/
Winder-Barrow Adult Learning
Center
89 E. Athens Street
Winder, Georgia 30680
(770) 868-4080

Monroe Career Center

Georgia Department of Labor

Monroe Voc Rehab Office

Georgia Department of Labor
Macon-Bibb Bibb Macon Career Center Bibb County Department of
(Area 10) Georgia Department of Labor Family and Children Services
3090 Mercer University Drive
Macon, GA 31204 Central Georgia Technical
(478) 751-6155 College
3300 Macon Tech Drive
Macon, Georgia 31204
(478) 757-3400

Macon Housing Authority

Family Investment Center
905 Main Street
Macon, Georgia 31217
(478) 752-5185

Macon Voc Rehab Office

Georgia Department of Labor

Mayor’s Office of Workforce

Development
200 Cherry Street, Suite 400B
Macon, Georgia 31201
(478) 751-7333
Middle Georgia Baldwin, Crawford, Houston County Career Center Milledgeville Voc Rehab Office
(Area 11) Houston, Jones, Georgia Department of Labor Georgia Department of Labor
Monroe, Peach, 96 Cohen Walker Drive
Pulaski, Putnam, Warner Robins, Georgia 31088 Perry Voc Rehab Office
Twiggs, Wilkinson (478) 988-7130 Georgia Department of Labor

Middle Georgia Consortium, Inc.

124 Osigian Boulevard, Suite A
Warner Robins, Georgia 31088
(478) 953-4771
(800) 537-1933 Toll Free

Milledgeville Career Center

Georgia Department of Labor
156 Roberson Mill Road
Milledgeville, Georgia 31061
(478) 445-5465
Richmond-Burke Burke, Richmond Augusta Career Center Augusta Technical College
(Area 12) Georgia Department of Labor Burke County Career Center
601 Greene Street Augusta Tech Drive
Augusta, Georgia 30901 Waynesboro, Georgia 30833
(706) 721-3131 (706) 437-6898

Augusta Voc Rehab Office

Georgia Department of Labor

Goodwill Industries
South Augusta One-Stop
3120 Peach Orchard Road
Augusta, Georgia 30906
(706) 790-8500

Richmond/Burke Job Training

Authority
209 7th Street, 5th Floor
Augusta, Georgia 30903
(706) 721-1858
East Central Columbia, Glascock, East Central Georgia Workforce Center East Central Georgia
Georgia Hancock, Jefferson, 674 Washington Road, Suite A Consortium/Screven County
(Area 13) Jenkins, Lincoln, Thomson, Georgia 30824 111 North Main Street
McDuffie, Screven, (706) 595-8941 Sylvania, Georgia 30467
Taliaferro, Warren, (800) 251-3882 Toll Free (912) 564-5882
Washington, Wilkes
Jefferson County SHIPS for
Youth
431 West 9th Street
Louisville, Georgia 30434
(478) 625-1290

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

Swainsboro Voc Rehab Office

Georgia Department of Labor

Thomson Career Center

Georgia Department of Labor
Lower Chattahoochee, Columbus Career Center Columbus Technical College
Chattahoochee Clay, Harris, Georgia Department of Labor 928 Manchester Expressway
(Area 14) Muscogee, Quitman, 700 Veterans Parkway Columbus, GA 31904
Randolph, Stewart, Columbus, Georgia 31901 (706) 649-1800
Talbot (706) 649-7423
Columbus Voc Rehab Office
Georgia Department of Labor

Middle Flint Crisp, Dooly, Americus Career Center
(Area 15) Macon, Marion, Georgia Department of Labor
Schley, Sumter, 120 West Church Street
Taylor, Webster Americus, Georgia 31709
(229) 931-2520
Cordele Career Center
Georgia Department of Labor
1205 South Seventh Street
Cordele, Georgia 3101
(229) 276-2355
Heart of Georgia Appling, Bleckley, Altamaha Technical College
Altamaha Candler, Dodge, Baxley Campus
(Area 16) Emanuel, Evans, 1334 Golden Isles West
Jeff Davis, Johnson, Baxley, Georgia 31513
Laurens, (912) 367-1736
Montgomery, (888) 755-2832 Toll Free
Tattnall, Telfair,
Toombs, Treutlen, Dublin Career Center
Wayne, Wheeler, Georgia Department of Labor
Wilcox 910 North Jefferson Street
Dublin, Georgia 31021
(478) 275-6525
Jesup Career Center
Georgia Department of Labor
263 North Brunswick Street
Jesup, Georgia 31545
(912) 427-5842
Muscogee County Board of
Education/Tillinghurst Adult
Education. Center
514 Morris Road
Columbus, GA 31906
(706) 683-8741
Americus Voc Rehab Office
Georgia Department of Labor
Crisp, Dooly, Macon, Marion,
Schley, Sumter, Taylor and
Webster County Department of
Family and Children Services
Offices
Altamaha Technical College -
Hazlehurst Campus Annex
124 E. Jarman Street
Hazlehurst, Georgia 31539
(912) 375-9442
Candler County One-Stop
310 West Broad Street
Metter, Georgia 30439
(912) 685-7976
Chamber of Commerce
1339 First Avenue
Rochelle, Georgia 31079
(229) 365-250
Dublin Voc Rehab Office
Georgia Department of Labor
Eastman Career Center
Georgia Department of Labor
Eastman Voc Rehab Office
Georgia Department of Labor
Glennville Multipurpose Center
705 North Caswell Street
Glennville, Georgia 30427
(912) 654-5060
Harley Fulford Library
301 Elm Street
Wrightsville, Georgia 31096
(478) 864-3940
Heart of Georgia RESA
1141 Cochran Highway
Eastman, Georgia 30123
(478) 374-2240
Heart of Georgia Technical
College, Telfair Center
Box 2 C Rt. 1 Highway 280
Helena, Georgia 31037
(229) 868-3395
Job Training Unlimited
7B South Duval Street
Claxton, Georgia 30417
(912) 739-7158
Montgomery County Learning
Center
251 Richardson Street
Mt. Vernon, Georgia 30445
(912) 583-4158
Reidsville Voc Rehab Office
Georgia Department of Labor

Soperton Housing Authority

700 Eastman Road
Soperton, Georgia 30457
(912) 529-4596

Southeastern Technical College

3001 First Street
Vidalia, Georgia 30474
(912) 538-3215
Swainsboro Technical College
346 Kite Road
Swainsboro, Georgia 30401
(478) 289-2274
Tessie W Norris Public Library
315 Third Street
Cochran, Georgia 31014
(478) 934-2904
Vidalia Career Center
Georgia Department of Labor

Wheeler County Chamber of

Commerce
6 West Railroad Street
Alamo, Georgia 31411
(912) 568-5808
Southwest Baker, Calhoun, Albany Career Center
Georgia Colquitt, Decatur, Georgia Department of Labor
(Area 17) Dougherty, Early, 1608 South Slappey Boulevard
Grady, Lee, Miller, Albany, Georgia 31701
Mitchell, Seminole, (229) 430-5044
Terrell, Thomas,
Worth Bainbridge Career Center
Georgia Department of Labor
310 South Scott Street
Bainbridge, Georgia 39819
(229) 248-2618
Cairo Career Center
Georgia Department of Labor
101 Martin Luther King Jr. Avenue
Cairo, Georgia 39829
(229) 377-6526
Camilla Career Center
Georgia Department of Labor
26 South Harney Street
Camilla, GA 31730
(229) 522-3630
Camilla Workforce Development Center
75 West Broad Street
Camilla, Georgia 31730
(229) 336-2233
Albany Voc Rehab Office
Georgia Department of Labor
Bainbridge SKILLS Center
502 Shotwell Street
Bainbridge, Georgia 39818
(229) 243-5313
Bainbridge Voc Rehab Office
Georgia Department of Labor
Moultrie SKILLS Center
361 Industrial Boulevard
Moultrie, Georgia 31768
(229) 891-7290
Sylvester Career Center
Georgia Department of Labor
Southwest Georgia Technical
College
15689 U.S. Highway 19 North
Thomasville, Georgia 31792
(229) 225-4095
Thomasville Voc Rehab Office
Georgia Department of Labor

Moultrie Career Center

Georgia Department of Labor
115 5th Street, S.E.
Moultrie, Georgia 31768
(229) 891-7147

Thomasville Career Center

Georgia Department of Labor
403 North Broad Street
Thomasville, Georgia 31792
(229) 225-4033
South Georgia Ben Hill, Brooks, Valdosta Career Center Tift Workforce Center
(Area 18) Cook, Echols, Irwin, Georgia Department of Labor 902 South Main Street
Lanier, Lowndes, 221 South Ashley Street Tifton, Georgia 31794
Tift, Turner Valdosta, Georgia 31601 (229) 386-7458
(229) 333-5211
Tifton Career Center
Georgia Department of Labor

Tifton Voc Rehab Office

Georgia Department of Labor

Valdosta Voc Rehab Office

Georgia Department of Labor
Southeast Atkinson, Bacon, Waycross Career Center Douglas Career Center
Georgia Berrien, Brantley, Georgia Department of Labor Georgia Department of Labor
(Area 19) Charlton, Clinch, 600 Plant Avenue
Coffee, Pierce, Ware Waycross, Georgia 31501 Waycross Voc Rehab Office
(912) 285-6105 Georgia Department of Labor
Coastal Georgia Bryan, Bulloch, Brunswick Career Center Brunswick Voc Rehab Office
(Area 20) Camden, Chatham, Georgia Department of Labor Georgia Department of Labor
Effingham, Glynn, 2517 Tara Lane
Liberty, Long, Brunswick, Georgia 31520 Hinesville Voc Rehab Office
McIntosh (912) 264-7244 Georgia Department of Labor

Hinesville Career Center Savannah Voc Rehab Office

740 General Stewart Way, Suite 202 Georgia Department of Labor
Hinesville, Georgia 31313
(912) 370-2595 Statesboro Voc Rehab Office
Georgia Department of Labor
Kings Bay Career Center
Georgia Department of Labor
1712 Osborne Road, Suite L
St. Marys, Georgia 31558
(912) 673-6942

Savannah Career Center

Georgia Department of Labor
5520 White Bluff Road
Savannah, Georgia 31405
(912) 356-2773

Statesboro Career Center

Georgia Department of Labor
62 Packinghouse Road
Statesboro, Georgia 30458
(912) 681-5156
 Appendix C

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