Department of Labor: Swga

Comprehensive WIA Plan
PY 2007 & 2008
Area Contacts
1. Name of Area
Southwest Georgia
2. Name, address and phone number of Chief Local Elected Official
David O. Lewis
Chief Elected Officials Organization
Thomasville City Council
P.O. Box 1540
Thomasville, GA 31799
229-227-7016
3. Name of organization administering the grant
Grant Administrator: Georgia Department of Labor
Name, address, and phone number for Local Area Director
Contact Person: Emory Virgil, Interim Executive Director

Address: 30 E. Broad St., P.O. Box 647, Camilla, GA, 31730
Phone Number: 229-522-3594
Fax Number: 229-522-3597
E-mail Address: Emory.Virgil@dol.state.ga.us
4. Name, address, and organization of the Workforce Investment Board Chairperson
Duane Dodson, Economic Development Manager

Georgia Power Southern Co.
P.O. Box 71349
Albany, GA 31708
800-654-5728
229-889-9258
dedodson@southernco.com
5. Name, address and organization of the Youth Council Chairperson
Mike Tabb
Camilla Housing Authority
P.O. Box 247
Camilla, GA 31730
229-336-8243 Work
mtabb@camillaga.net
6. Name, address, and phone number of the area's One-Stop operator(s). List all the sites the
organization manages and indicate with an asterisk sites that are WIA comprehensive
service sites
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Albany Career Center
Georgia Department of Labor
1608 S. Slappey Blvd.
Albany, GA 31707
Operator: Mikell Fryer, Acting Manager
Phone: 229.430.5044
Fax: 229.430.5027
Email: Mikell.Fryer@dol.state.ga.us
Bainbridge Career Center

P. O. Drawer 1017
Bainbridge, Ga. 31718
Operator: Richard Ramsey, Manager
Phone: 229-248-2681
Fax: 229-248-2681
Email: Richard.Ramsey@dol.state.ga.us
Bainbridge SKILLS Center

502 Shotwell Street
Bainbridge, Georgia 39817
Operator: Patricia Shepard, Supervisor
Phone: 229-243-5313
Fax: 229-243-5314
Email: patricia.shepard@dol.state.ga.us
Cairo Career Center

P. O. Box 685
Cairo, Ga. 31728
Operator: Joey Ferrell, Manager
Phone: 229-377-6526
Fax: 229-377-8013
Joseph.Ferrell@dol.state.ga.us
Camilla Workforce Investment Center

P. O. Box 647
Camilla, Ga. 31730
Operator: Emory Virgil, Interim Executive Director
Phone: 229-522-3594
Fax: 229-522-3597
Email: Emory.Virgil@dol.state.ga.us
Dawson Career Center

127 West Lee Street
Dawson, Georgia 39842
Phone: 229-995-3741
Fax: 229-995-5761
Moultrie Career Center

P. O. Box 2199
Moultrie, Ga. 31776
Phone: 229-891-7147
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Fax: 229-891-7149
Moultrie SKILLS Center

361 Industrial Blvd
Moultrie, Georgia 31768
Operator: Patricia Shepard, Supervisor
Phone: 229-891-7290
Fax: 229-891-7292
Email: patricia.shepard@dol.state.ga.us
Thomasville Career Center

P. O. Box 1340
Thomasville, Ga. 31792
Operator: Brian Davis, Manager
Phone: 229-225-4033
Fax: 229-225-5013
Email: Brian.Davis@dol.state.ga.us
7. Electronic one-stop or website addresses
http://www.swgawib.org/ [Under Development]
8. Name and phone number of individual(s) with primary responsibility for plan development
Contact Person: Emory Virgil, Interim Executive Director

Address: 30 E. Broad St., P.O. Box 647, Camilla, GA, 31730
Phone Number: 229-522-3594
Fax Number: 229-522-3597
E-mail Address: Emory.Virgil@dol.state.ga.us
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Plan Signatures
Name of Area: Southwest Georgia
Chief Local Elected Official:
_____________________________ _______________________
Name Date
Local Workforce Investment Board Chairperson:
_____________________________ _______________________
Name Date
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Local WIA Plan Guidance, Updated for 2007 & 2008
I. Vision and Goals
Provide the vision for the area's workforce development system and list the goals that have
been established to achieve the vision. Review and incorporate the priorities from ETA’s
National Strategic Directions to address local vision and goals, as appropriate.
Southwest Georgia Workforce Investment Board’s Vision and Guiding Principles
As Southwest Georgia continues to experience shortages in skilled, reliable workers, it remains

the vision of the Southwest Georgia Local Workforce Investment Board (SWGA WIB) to:
Provide each customer with meaningful, quality customer service above and
beyond the “norm” in order to assure the customer’s success; provide needed,
quality training enabling the customer to become gainfully employed and/or
advance in their chosen career; and provide the employers of Southwest Georgia
a skilled, work-ready client-base from which to choose.
Southwest Georgia continues to experience shortages in skilled, reliable workers. For the area’s
employers to continue to be competitive in the global economy, our youth, currently employed
workers and individuals that have not been in the labor market will have to acquire the skills to
meet employers’ workforce needs. The SWGA WIB will involve employers, area school
systems, post-secondary educational institutions, and community-based organizations, as well as
other local and state agencies, to ensure that there is a service to be offered to every customer.
The following goals have been set by the SWGA WIB, with the intentions of providing quality
service to its customers:
Provide a seamless, integrated one-stop service delivery system for customers and
employers
Deliver a customer focused, customer choice system
Provide universal electronic access to all customers offering a vast array of customer
related information
Offer each potential employee, as well as each employer, a customer driven, performance
proven staff capable of accessing and utilizing resources necessary to achieve success for
SWGA
Provide opportunities for WIB members to gain knowledge and expertise for oversight
and development of the Region Workforce Development System
Assist clients in being self-sufficient through training, both in the classroom and on the
job
Provide quality employees to meet the needs of Georgia’s employers
Promote and implement the purposes and the accountability of WIA
Assist at risk youths and school dropouts in accessing education and employment
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Help citizens attain self-sufficiency through job training and work experience
The following principles will continue to be used to guide development of the local system, with
the qualifier that these principles will be enhanced and modified as local Partners, employers, and
community leaders further shape system development.
A vast amount of collaboration and inter-agency information sharing

Electronic connectivity
Co-location and cross-training of staff
Quality post-secondary training, on-the-job training, and paid work experience
Increased job readiness skills
Increase in youth programs and support
Quality employer information
Assure customer choice
Challenges to Achieving the Vision
Coordinated community agency efforts in Southwest Georgia have been on going for a number of
years. While these efforts have paid off to an extent, there are still areas that require further
collaborative refinement. In efforts to assure the success of the local area, partners entering the
collaboration must realize that change is inevitable.
Specific issues that need to be addressed in order to achieve the local vision are listed below (but
not limited to):
Educating Partners on vision and guiding principles

Overcoming resistance to system change
Accountability
Establishing a sense of ownership of the system among Partners
Delivering corroborating information to the customer
Accessing all available services and funding streams
II. Local Governance
1. Describe how the local workforce development system will be governed to ensure
that it is comprehensive, integrated, effective, responsive, and customer-focused.
Examples of items you may wish to describe include the local board committee
structure and the board's oversight activities. Describe how GDOL career centers
and other WIA partners have worked together to promote service integration.
The Southwest Georgia Workforce Investment Board area consists of Baker, Calhoun,
Colquitt, Decatur, Dougherty, Early, Grady, Lee, Miller, Mitchell, Seminole, Terrell,
Thomas, and Worth counties. In order to ensure fair representation of all counties and
sectors of this area, the WIB has a minimum of 32 members, 17 of whom are private
sector representatives, allocated 1 per county except 2 from Dougherty county and 2 at-
large appointments selected so as to provide representation of the various economic
sectors of the area as nearly as possible.
The remaining 15 members have been allocated as required by law to: 2 each from
education (one from secondary, one from post-secondary), labor organizations; 1 each to
the public employment service, the Department of Family and Children Services, Job
Corps, agencies administering Welfare-to-Work and Workforce Investment Act funds,
Title V of the Older Americans Act funds, Title I of Rehabilitation Act, and local
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Housing Authority. The appointments of these public-sector members have been made to
have a fair representation of the counties and economic sectors in this area.
The Workforce Investment Board is responsible for providing policy guidance for and
exercising oversight with respect to, a local workforce investment system conducted
under the Workforce Investment Act in partnership with the Southwest Georgia Chief
Elected Officials Organization.
The WIB shall, in accordance with an agreement with the CEOO and as outlined in the
Southwest Georgia Workforce Investment Board Constitution and By-Laws, actively
participate in:
Decision making
Policy development
Identification of eligible youth providers
Budget development
Program oversight of youth and adult local employment and training activities and
the One Stop service delivery system in the local area
Negotiate with the local Chief Elected Official(s) and the Governor on local program
performance measures
Ensure coordination of the Workforce Investment Activities with the area’s economic
development strategies and develop employer connections to such activities
Promote the participation of private employers in the statewide workforce
development system and assist these employers in meeting hiring needs through the
local workforce system
Etc.
The SWGA WIB has designated the following standing Committees:
SWGa WIB Executive Committee – Designed to act on behalf of the full WIB in
emergency situations, with the full WIB being apprised of such situations as soon as is
reasonably possible. The Executive Committee is comprised of the SWGa WIB
Chairperson, Vice-Chairperson, Secretary, and two appointed members from the WIB,
with no county having more than one (1) representative on the Committee.
SWGa WIB Planning, Policies and Procedures (3PR) Committee – Designed to

engage input from adult services practitioner experts in the community. The duties of the
3PR Committee include developing the portions of the local plan related to eligible adults
and adult dislocated workers, recommending and evaluating eligible providers of ITA
activities for inclusion on the State’s ITA Eligible Provider List (EPL), recommending
and evaluating adult on-the-job and customized training activities, recommending and
evaluating policies related to adult services and customers, and other duties as determined
by the Chairperson of the WIB.
The following comprises the PY ’07 & ’08 SWGa WIB 3 PR Committee goals:
Undertaking an in-depth analysis of internal and external contracted case

management activities
Expanding SWGWIB’s Training Program Mix (i.e., OJT, Customized Training, etc.)
Pursue additional WIA and non-WIA funding for targeted industry projects
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Branding the Southwest Georgia Workforce Investment Board
Expanding not only the array of occupational training offerings available to student
customers, but their “guided” choosing of them
Quarterly re-visitation of all WIA customer-based policies to ensure continued

applicability w/changing funding and community environments
Conducting in-depth analysis of provider and program performance, accounting for:

external factors, causes for poor [and good] performance, comparisons of WIA-
funded versus like non-WIA funded outcomes, etc.
SWGa WIB Youth Council – Designed to engage input from youth practitioner experts in
the community. The duties of the Youth Council include developing the portions of the
local plan related to eligible youth, recommending eligible providers of youth activities in
the local area which may or may not be funded through WIA, and other duties as
determined by the Chairperson of the WIB. The SWGa Youth Council consists of:
1. Members of the local board with special interest or expertise in youth policy;
2. Representatives of youth service agencies including juvenile justice and local law
enforcement;
3. Representatives of local public housing authorities;
4. Representatives of Job Corps
5. Parents of eligible youth; and
6. Youth including former participants and representatives of organizations that has
experience relating to youth activities.
Nominations for the youth, parents of eligible youth, representatives of law enforcement
and juvenile justice are solicited from local Family Connections Collaboratives or
Coordinating Councils in those counties who do not have Family Connection Sites.
Additional nominations for Job Corps and the local Housing Authorities will be solicited
from respective agencies.
The following comprises the PY ’07 & ’08 SWGa WIB Youth Council goals:
Execute Memorandums of Understandings with existing community collaboratives

for the purposes of information exchange and mutual support
Increase SWGWIB Youth Council membership reflecting region-wide and

community sector representation
Develop targeted Youth RFPs and model program designs for future regionalized
solicitations
Annually visit WIA youth contractors and host the latter’s presentation to the Full
SWGWIB
Pursue 501c3 non-profit status for the purpose of soliciting non-WIA funding, and
utilize WIA funding as “match” when possible to expand resources
Create a portfolio of SWGWIB Youth Council products and services to be offered to

the community (i.e., speakers bureau, mentors bureau, community services
clearinghouse, etc.)
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The SWGa WIB Chairperson reserves the authority of creating standing or special
committees for any legitimate purpose to address topical needs to achieve the objectives
of the WIB. Two such committees under consideration are: (a) an Economic
Development [or Business Relations] Committee, designed to increase dialogue with area
industry and employer representatives, and (b) a WIB Member Recruitment Committee,
designed to recruit future SWGa WIB representatives. The term of any standing
committee will expire at the conclusion of the year in which it is appointed. The
term of any special committee shall expire upon the completion of the task for
which it was created.
The SWGa WIB is considering creation of a cadre of SWGA WIB “Associates”. These
individuals would serve as non-voting back-up representatives to current members who
could actively engage in Committee work and be groomed as replacements immediately
upon vacancies occurring.
GDOL SWGa WIA staff are committed to supporting the efforts of the SWGa WIB. At
the invitation of the SWGA WIB Chairperson, staff have assisted with:
Evaluating the Board Committee structure and roles

Evaluating the Board By-Laws
Developing “new” Board member orientation & training
Developing “potential” Board member recruitment materials
Revisited Board strategic planning – for Committees as well
Recommended staff authorities & roles in support of the Board
Developed a public relations strategy to ensure visibility within the community
etc.
To maximize available time at Board meetings, we have: (a) introduced a Consent

Agenda format to group items under a single vote, (b) established protocol where Board
members receive complete meeting packages one week prior to the meeting, and (c)
utilize SWGA WIB sub committees to pre-discuss complex issues and explain to the Full
Board.
When having any discussion with the SWGA WIB, we are endeavoring to: (a) provide
detailed analysis and impact of any data that we share, and (b) ensure the absolute
accuracy of all information shared – both to restore SWGA WIB confidence in staff.
2. Describe how the local area's staffing is organized with regard to local Workforce
Investment Board support and WIA administrative functions. Provide the titles and
major activities/roles of the area's key staff.
The Chief Elected Official of the CEOO has been elected to represent the fourteen county
area. In concurrence of the LWIB, the CEOO has designated the Georgia Department of
Labor (GDOL) as the administrative entity for the Local area. The LWIB, a non-
incorporated board, oversees the program, in agreement with the CEOO. Local staff are
employees of the administrative entity, GDOL, and provide administrative support to the
LWIB.
Senior GDOL SWGa WIA staff consist of: (a) Executive Director, (b) Finance Director
[i.e., GDOL Accountant III], and (c) Operations Director [GDOL Operations Analyst III].
See Attachment Q for a current GDOL Local Area 17 SWGa WIA Organizational Chart
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3. Describe the connection and cross-membership between the Youth Council and the
local Workforce Investment Board. List the responsibilities the local Board has
vested in the Youth Council.
[See Section II(1) above] The SWGa WIB Youth Council is designed to engage input
from youth practitioner experts in the community. The duties of the Youth Council
include developing the portions of the local plan related to eligible youth, recommending
eligible providers of youth activities in the local area which may or may not be funded
through WIA, and other duties as determined by the Chairperson of the WIB.
As the youth practitioner experts in the community, the SWGa Full Board relies heavily
upon the Youth Council’s input and recommendations relative to youth issues. Although
the SWGa Full Board retains final approval authority over all WIA Youth decisions, in
almost all instances, it has/will fully embrace the recommendations of the Council.
The following comprises the PY ’07 & ’08 SWGa WIB Youth Council goals:
Execute Memorandums of Understandings with existing community collaboratives

for the purposes of information exchange and mutual support
Increase SWGWIB Youth Council membership reflecting region-wide and

community sector representation
Develop targeted Youth RFPs and model program designs for future regionalized
solicitations
Annually visit WIA youth contractors and host the latter’s presentation to the Full
SWGWIB
Pursue 501c3 non-profit status for the purpose of soliciting non-WIA funding, and
utilize WIA funding as “match” when possible to expand resources
Create a portfolio of SWGWIB Youth Council products and services to be offered to

the community (i.e., speakers bureau, mentors bureau, community services
clearinghouse, etc.)
4. Describe any linkages the area has established with other local boards in the region
(workforce boards and related boards).
WIA staff and board members attend and/or participate in Chamber of Commerce
meetings, Regional Transportation Board meetings, Regional Advisory Council
meetings, Regional Development meetings, etc. Staff members serve on/participate in
area collaborative meetings with One-Stop centers. Likewise, many SWGa WIB
members simultaneously serve on multiple community advisory Boards.
Additionally, SWGa WIA senior staff and the SWGa WIB Chairperson actively
participate in statewide and regional WIA activities, such as: (South Georgia WIA
Directors “GNAT” meetings, statewide WIA Directors Association meetings, Georgia
WIA Chairpersons Leadership Council, Statewide Tracking System development
workgroup, etc.
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The SWGa WIB and staff recognize the importance and being actively engaged in
regional and statewide workforce development discussions, for the receipt and
contribution of input into critical issues.
III. Plan Development and Implementation
1. Describe the process used by the area staff and board to update this strategic plan.
Describe your strategic planning effort and explain how the WIA Plan update
incorporates the results of these efforts. Incorporate in the discussion local efforts
for building a demand driven workforce within a regional economic system from
ETA’s National Strategic Directions, as appropriate.
The SWGa WIB and WIA staff recognize planning as an ongoing effort rather than a
biannual calendar event. Consequently, each recognize this PY ’07 and ’08 WIA
Comprehensive Plan as a living document to be revisited and modified throughout the
next two years.
Organizations that have been included in past planning – and will be continuously for
future planning – for adult, dislocated workers, and youth services for the initial plan
submission were/are:
Georgia Department of Labor (GDOL) Career Centers within the region

GDOL Career Center Employer Committees within the region
GDOL Vocational Rehabilitation Services offices
Local and regional Economic Development entities within the region
Local Boards of Education within the region
Local DTAE Technical Colleges
Local University System of Georgia Colleges and Universities
Georgia Department of Corrections
Family Connections offices within the region
Multiple Community-based Organizations within the region
Department of Family and Children Services offices within the region
Multiple Faith-Based entities within the region
Turner Job Corps
SWGa WIB members
The SWGa WIB recognizes WIA as a gap-filler resource to assist the region’s industry
and community service sectors. As such, it is committed to engaging in ongoing
assessment of needs versus resources with each of those sectors, to ascertain the most
critical resource gaps. As needed and available, agreements with the above partners (and
others) will be incorporated into future SWGa WIB Memoranda of Understanding and
Resource Sharing Agreements.
IV. Needs Assessment
1. Using the CD containing the most recent labor market information for your area
and the results of your strategic planning activities, please describe the demand
(current and projected employment and skill needs of businesses) and supply
(availability of skilled workers) aspects of your local labor market. List data sources
used in your analysis. Review ETA’s National Strategic Directions “Increased
Economic and Workforce Information Data Integration and Analysis” and
incorporate, as appropriate.
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Southwest Georgia has struggled trying to stay up with the growth rate of the rest of the
nation. However, without a workforce that is able to perform and produce, the struggle is
nearly destined to be lost.
Our children, in order to acquire a job or career in which they can depend, often have to
leave their home. Employers often have to go through ten workers to find one meeting
their needs. These are habits that the SWGa are committed to breaking by offering much
needed services to all that demonstrate the interest.
The SWGa WIB realizes that every effort has to be made if we are going to be able to
compete in global economics. It is our goal to train and prepare an individual for every
vacant position in Southwest Georgia. Likewise, the SWGa WIB is committed to helping
employers realize what a large reward they will receive for such a small investment.
Attachment E – SWGa Demand Occupations, lists the demand occupations identified as

those needed in Southwest Georgia. It is the SWGa WIB’s intention to keep all Partners
abreast of these changing needs and to use them as guideposts when making all future
workforce development decisions. A partial listing of occupations with the largest
demand in the area are noted below.
Computer Science
Computer Networking
Computer Science
Construction Trade
Brick Mason
Carpenter
Construction Worker
Dry Wall Hanger/Finisher
Electricians
Maintenance Repairers
Plumbing
Welding
Health Care
Cardiovascular Technology
Dental Hygiene
Emergency Med. Technician
Health Information Technology
Histology
Home Health Aide
Human Service Technician
Licensed Practical Nurse
Medical Assistant
Medical Lab Technician
Nurse Aide/Orderly
Radiology Technician
Registered Nurse
Occupational Therapy Assistant
Paramedic
Physical Therapy Assistant
Respiratory Therapist Assistant
Surgical Technician
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Teaching
Elementary Teacher
Middle School Teacher
High School Teacher
Automotive
Automobile Collision
Automotive Mechanic
Trucking
Truck Driver, Light
Truck Driver, Heavy
Bus Driver
By training the people of Southwest Georgia in the identified demand occupations, not
only can we help alleviate the lack of qualified workers, but we can also assure
prospective employers that they will have a skilled, job-ready workforce available.
SWGa WIA also intends to increase our focus from formal classroom training to
increased on-the-job training opportunities.
In surveys of employers, there is one outstanding need identified time and time again.
Almost universally, they say that if an employee will get to work on time and can be
counted on to be there each day, they will train them. They are often disappointed in
“work ethics” demonstrated by some of their workers. When asked to specifically define
these skills, they invariably include attendance and punctuality, honesty, ability to get
along with co-workers and appropriately take direction from supervisors, initiative,
willingness to learn, and pride in their work. Obviously, this need is not unique to
Southwest Georgia. It does illustrate a trend, however, towards a changing relationship
between employer and employee.
Employers, especially small businesses, need assistance in accessing better human

resource information. Many businesses have hiring requirements for specific jobs, such
as a high school diploma, that may not show a direct correlation to an individual’s ability
to perform in that job. Others have somewhat unrealistic labor market expectations about
the rates for entry-level wages, especially in jobs requiring higher skills. In tight labor
markets, these employers also need assistance in marketing their openings those that have
avoided the less “glamorous” jobs or to those in the community that have been
disenfranchised from seeking mainstream employment.
Many workers in SWGA have also been identified as having low basic skills, as well as
no formal training. In order to offer the employer a quality work force, we must assure
the business world that we are providing each customer the opportunity to gain needed
skills upgrading and training. With the availability of GED and basic skills training
offered at non-traditional hours, the customer will have access to an unlimited amount of
skill enhancement opportunities.
The Georgia Career Information System (GCIS), available at Career Centers and Region
Skills Centers, provides user-friendly, computer assisted, opportunities for clients to
conduct career exploration and learn specific skills required for most jobs listed in the
Dictionary of Occupational Titles. It also specifies reading and math levels required for
listed jobs. Customers can also learn the type and length of training recommended for
positions listed in GCIS as well as the area school where training is available.
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Many rural Georgia residents have acquired skills from “hands on” learning experiences;
however, they do not realize they have marketable skills sought by employers. Career
exploration and self-assessment activities enhance workers’ awareness of skills they
possess; self-marketing techniques taught in Career Centers are required along with
specific occupational skills training to assist customers with finding and keeping jobs.
In order for a customer to receive funds for training, we must look at the shortage of
workers we have in the identified occupations. Wage will be a factor in the decision,
also. We must also keep communications open with all Partner agencies in order to meet
any needs that arise. It should be that all Partners know when a new employer is
considering locating to the area. By keeping communication open and offering frequent,
specialized training, the area should recognize the benefits from these offerings by way of
gainful employment for the customers, as well as skilled, qualified workers for the
employers.
V. Workforce Delivery System
1. Using the matrix in Attachment A, outline the structure of the area's One-Stop
system, identifying partners at each comprehensive site and the major services
provided at those locations. Provide the same basic information about additional
workforce service locations in the local are, i.e., locations that are not considered
comprehensive One-Stops. Describe enhanced integration through the One-Stop
system to improve service delivery and increase efficiency as discussed in ETA’s
National Strategic Directions, as appropriate.
The Matrix is attached as Attachment A.
2. Describe methods of coordinating with partners and services not available at the
comprehensive sites.
All GDOL Career Centers have some degree of multi-partner participation in their
offices, and this is expected to be expanded. Most of the One-Stop centers have co-
located partner staff. The partners who are not co-located on a fulltime basis rotate in and
out of each other at published schedules times or are connected electronically.
At the Workforce Development Center in Camilla, Partners participating include the

Camilla Housing Authority and the SWGA Technical College on a full-time basis. The
Bainbridge SKILLS Center is co-located with GDOL’s Vocational Rehabilitation
Services. This allows the staff to have regular contact and discussions entailing ideas on
improving customer services.
The Moultrie SKILLS Center is co-located with the Moultrie Technical College SWGa
WIA-Contracted case managers. With most student customers are located on the
Moultrie Technical College campus, all paperwork and scheduled activities take place in
the same location. This allows staff and customers to develop a good relationship and
appropriate information is shared. Staff, case managers, and clients will often work
together to overcome barriers and certainly share in the successes and celebrations.
The electronic connectivity available to all Partners has removed tremendous barriers that
have, in the past, kept information from flowing in a timely manner. Quality information
can be gathered, and entered, from any Partner’s site. Other Partners will be able to
obtain needed information and make an immediate and appropriate determination of the
client’s needs. Whether it be a referral that needs to be made, or a simple “how are you
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doing” interview, the client should be able to leave any Partner agency with a feeling that
they have had their need(s) filled.
3. If your comprehensive sites are not GDOL career centers, describe how services at
the area's site(s) and GDOL services are integrated to provide seamless customer
service.
See Section V(2) and V(4) immediately above and below, respectively. Each site
provides customers with electronic connectivity. Appointments are made if necessary
and referrals are given to the customer after speaking to the partner staff. Everything
possible is completed for the customer at the contact starting location place including the
gathering of customer information.
4. Summarize the functions performed by the area's One-Stop operator(s).
SWGa One Stop Operators oversee the delivery of Core, Intensive and Training Services
and have full responsibility for day to day operations of the One Stop. Currently, staff of
several partner agencies are located at the One Stop locations on a scheduled basis while
other partner staff are present on an as-needed published schedule. The functions
performed by each One-Stop Operator are identified in the attached Memoranda of
Understanding.
The One Stop Operator and the SWGa WIA Executive Director Co-Chair an ad-hoc
Management Team with one representative with decision-making authority from each
partner agency. Meetings are to held periodically at the One-Stop locations. The
Management Team will develop a plan of action to implement the activities specified in
the One Stop Memorandum of Understanding. These actions require continual cross-
informing one another of the resources and services of each partner, arranging for cross-
training of staff, and bringing needed resources to the One Stop. Resources brought by
the partners include both services for customers and staff available to deliver services on
a scheduled basis at the One Stop and staff to provide support to operations.
The One Stop Operator shares policy and procedures for operations and delivery of
services with the partner agencies. Schedules are developed for partner agency staff to be
on site in the one stop. Cross-training of partner staff is viewed by the Management
Team as an essential element of providing seamless services to customers.
It is our plan to deliver seamless services to our customers, with the latter not needing to
concern themselves with the presence of different agencies housed under one roof. They
should only know that there is staff there to help. The staff is there to identify and
address the needs of the customer, and the customer is there for information and
assistance.
Customer satisfaction surveys must be required in order to assure the center that all needs
are being met, and to seek recommendations for improving services. [See section VI(2) to
follow]
5. Indicate which partners are providing core and intensive services for adults and
dislocated workers in your area.
See Attachment B
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6. Provide a copy of all current Memoranda of Understanding, Local Chief Elected
Official Agreements, and Resource Sharing Agreements accurately reflecting local
area arrangements as Attachment B. See GDOL memo “Guidance on Local
Agreements” dated February 8, 2006.
Copies of all current Memoranda of Understanding, Resource Sharing Agreements and

the Local Chief Elected Official Agreement accurately reflecting local area arrangements
is attached as Attachment B.
As noted in Attachment B, all of the above are currently under review for
renegotiation and modification.
7. List the board-established policies regarding:
a. priority of service for intensive and training services, where adult

funds are determined to be limited
See Attachment F – SWGa Adult, Adult Dislocated Worker and Youth Eligibility
& Priority of Service Policy. This SWGa policy was recently amended to
incorporate all youth and adult eligibility criteria to eliminate confusion, and to
provide a flexible “on/off” process based upon available funding.
Also see Attachment G – SWGa Pick Up Policy
b. service to individuals who do not reside in the area
The SWGa WIB will provide core services to individuals who do not
reside in the area. However, customers who do not reside in the area seeking
intensive or training services will be referred to their area’s LWIB
c. target groups served in the area
See Attachment F – SWGa Adult, Adult Dislocated Worker and Youth Eligibility
& Priority of Service Policy.
d. supportive service policies for adults, dislocated workers and youth
See Attachment H – SWGa Support Services – Customer Payment Policy.
Also see Attachment I – SWGa School Year Incentive Wage Policy
e. demand occupations (please list)
SWGa’s WIA demand occupations are listed in Attachment E – SWGa Demand

Occupations.
Analysis of WIA funded classroom training occupations revealed many demand

occupations chosen by/funded for less than ten (10) customers. Most were in the
Health Industry. Thus, SWGa will target the [WIA] under-served demand
occupations for possible on-the-job and/or customized training activities. Such
as:
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Computer Science
Computer Networking
Construction Trade
Brick Mason
Carpenter
Construction Worker
Dry Wall Hanger/Finisher
Electricians
Maintenance Repairers
Plumbing
Welding
Health Care
Cardiovascular Technology
Dental Hygiene
Emergency Med. Technician
Health Information Technology
Histology
Home Health Aide
Human Service Technician
Medical Lab Technician
Registered Nurse
Occupational Therapy Assistant
Paramedic
Physical Therapy Assistant
Respiratory Therapist Assistant
Teaching
Elementary Teacher
Middle School Teacher
High School Teacher
Automotive
Automobile Collision
Automotive Mechanic
Trucking
Truck Driver, Light
Truck Driver, Heavy
Bus Driver
SWGA WIB Local Practices
In addition to the above SWGa local policies, the SWGa WIB has implemented revised
“practices” for PY ’07 & ’08.
Non-SWGa WIA Funded 1st Quarter/Semester Policy
SWGa has amended its internal practice to now allow first semester/first quarter WIA
funding of approved post secondary education, as the need is demonstrated. This
includes approved general education core coursework required of a degree, diploma
or certificate program.
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However, staff will continue to withhold WIA funding when individual assessment
indicates a likelihood the customer does not possess the aptitude to successfully
complete a chosen program of study and/or its pre-requisite general education core
coursework.
Flexible Customer Assessment Processes
SWGa is developing varying customer assessment processes – utilizing varying types

and levels of assessment instruments – to meet the unique needs of our customer
groups (i.,e., Adults seeking post secondary education, Adults seeking employer
based OJT, Pick-Up students already enrolled in post secondary education, Youths
seeking remedial/GED activities, etc.). We are also exploring assisting customers
with testing (i.e., TABE tutorials).
Reliance on Reverse Referrals
Via SWGa’s aggressive marketing campaign being implemented, SWGa will have
less reliance on reverse referrals originating from local training and education
institutions, and a resulting increase in community referrals.
8. Describe the local ITA system, including:
a. Public notification to prospective providers
Training providers who are not already listed on the States approved Provider
List and are not currently debarred, or who are on the States approved Provider
List but wish to submit new and/or additional programs, may submit their
programs for approval to the SWGa WIB at any time for consideration.
Periodically, potential training providers may be notified about the application
process through solicitations, television, website and area wide newspaper
announcements.
b. How the board evaluates providers and proposed training programs for
initial eligibility, based on (at a minimum) criteria of proven effectiveness,
local employer/industry demand, accreditation, and customer accessibility
A complete SWGa ITA Provider/Program application package – including the

evaluation criteria used – is attached as Attachment J – SWGa ITA Provider
Application.
As indicated in the attached SWGa ITA Provider/Program application package,

evaluation criteria includes (but is not limited to): proven effectiveness (i.e., past
performance), local employer/industry demand, required accreditation(s), and
capability of the training organization (including customer accessibility).
SWGa WIA staff will conduct an on-site pre-operational review of the training
institution and its programs. Staff may forgo an on-site pre-operational review if
the training institution provided WIA funded training within the last two (2)
years and there is no change in the facility, program, equipment, etc. Exceptions
to the one-site pre-operational review policy may be made for organizations that
are not located within the WIA area. To avoid duplication, staff will ascertain if
on-site reviews or evaluations have been conducted for out-of-town or out-of-
state providers by contacting the local WIB and/or accrediting entities in the area,
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and will document the results accordingly.
The 3PR Committee may approve, not approve, or conditionally approve, or

delay approval the decision and request additional information. The 3PR
Committee decision will be taken to the SWGa Full Board for final approval or
disapproval. The SWGa Full Board in turn will make recommendation to the
Georgia Department of Labor (GDOL) state office via GWS for statewide review
and approval. GDOL will notify WIA Boards regarding eligibility and publish
the state approved listing of eligible WIA providers electronically.
New providers and/or programs may be limited to a specified enrollment of

participants, if the application evaluation process so warrants. When a new
provider has reached the specified participant enrollment limit, the SWGa WIA
staff will conduct a review of the provider’s success in achieving local WIB
performance measures. No additional participants will be referred to a new
provider until the review is completed.
If approved, a provider agreement will be executed between the SWGa WIB and
the training institution for all of the provider’s currently approved programs on
the State’s EPL unless otherwise stipulated. This agreement must be signed prior
to the enrollment of any WIA participant into training with that institution.
All applicants will be notified in writing of the decision of the committee, in

accordance with established SWGa appeals procedure.
Also see Attachment K – SWGa ITA Provider Agreement
c. Formal appeals process for aggrieved ITA customers and providers of

unapproved training programs
Disgruntled SWGa ITA customers or training providers (or prospective SWGa

ITA customers or training providers) may avail the SWGa Grievance Procedures,
which offer informal and formal resolution processes. See Attachment L –
SWGa Grievance Procedures.
d. Ongoing process used to update the data on the eligible provider list
(exclusive of the state-conducted annual subsequent eligibility process)
Performance will be monitored on a monthly basis by SWGa WIA staff. If a

provider’s programs fails to meet minimum established local SWGa WIB
performance levels, the SWGa WIB may restrict funding of the program,
although it remains eligible on the State EPL.
Review and approval of additional training programs for approved providers and
provider price increases will be reviewed on a regular basis and if approved by
the SWGa 3PR Committee and SWGa Full Board, transmitted to the GDOL via
GWS for review, approval and publication on the approved listing. Providers
seeking approval of additional programs or price increases should submit the
following information to the SWGa WIA staff:
a) Training approval from an accrediting organization

b) Training program description, curriculum, all training cost information,
program length, stable employment availability, starting wage
c) For training not identified in the SWGa WIA Plan as a demand occupation
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in the local area, providers should also submit at least three employer
verifications of employment opportunities.
The SWGa WIA staff review will include an evaluation of the provider’s success
in achieving performance outcomes, a comparison of the price, length of the
training, anticipated wage at placement and location of similar approved
providers. Upon approval by the SWGa 3PR Committee, SWGa Full Board, and
GDOL state office, an amendment to the existing provider agreement will be
processed. Increased prices will not take affect until the amendment is executed.
Similarly, any routine informational changes requested by the training provider

(i.e., contact information, etc.) will be transmitted to the Georgia Department of
Labor (GDOL) state office via GWS for statewide review, approval and
publication.
e. Any other area or regional policies for ITAs or training providers
N/A
f. Access of customers to the eligible provider list and process for determining
which customers receive ITAs
Georgia’s WIA ITA Eligible Provider List is made available to all SWGa
residents on a 24/7 basis, via at-home internet connectivity or access through
computers made available at SWGa’s various one-stop locations. The LWIB
realizes that customer choice is first, however, the availability of training in the
local area will take precedence to vendor selection.
The SWGA WIB staff will counsel each customer after an intense Objective
Assessment. Should the indicators point to training, the staff will then counsel
the customer as to which provider would be best for his/her individual need. Past
performance in the interested course will be shared with the customer, as well as
placement information, etc. Demand occupations for the respective county will
also be a deciding factor.
Customer choice is important, but there may be cases in which the customer does
not realize the benefit/deficit of their chosen training provider. It will be the
responsibility of the SWGA WIB staff to educate and explain these differences to
each customer. A Dislocated Worker, for instance, may benefit from a shorter
training course than that of several months. Only in the best interest of the client
will staff bring to the realization of the customer these differences in training.
g. Process to track and manage all ITA activity
The LWIB will utilize data from actual performance in order to determine the
success/deficiency of each provider. Data collection will be on-going and current,
and will allow the LWIB to make these determinations accurately and in a timely
manner. Should a provider appear to not be meeting the negotiated performance
measure, steps will be taken to assist the provider with meaningful data results
that will indicate what area(s) the provider should concentrate on in order to meet
requirements.
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All Providers will be held accountable for their outcomes. Actual data from the
Provider will be compared to WIA registrant data. Should a discrepancy be found
between the two, steps will be outlined as to what procedures will take place to
rectify the discrepancies. If a provider’s programs fails to meet minimum
established local SWGa WIB performance levels, the SWGa WIB may restrict
funding of the program, although it remains eligible on the State EPL.
SWGa’s ITA financial activity is tracked utilizing an off-the-shelf financial

tracking system [Entre Solutions, Inc./TrackSource]. The TrackSource system is
an internet-based means for SWGa to track & analyze obligations and actual
expenditures. It offers Career Advisors and management the capability to:
¾ Create student customer cost commitment summaries detailing individual

program costs (i.e., tuition, books, fees, etc.) and blended funding sources
¾ See real-time system adjustment displaying actual funding availability at any

moment
¾ Report and analyze grant availability, commitments and expenditures at

multiple levels (i.e., customer, school, program, geographic, grant, etc.)
¾ Project planned expenditures by various time intervals for forecasting,

planning and reobligation purposes
¾ Display/record vouchers as open, partially paid, paid in full, void, etc., along
with corresponded check or purchase order numbers.
¾ Prohibit obligations with unapproved customers, providers or programs.
By tracking expenditures at customer levels, SWGa is in a position to conduct

performance outcome and financial impact comparisons at demographic, training
institution, program of study, county, cost item, etc. levels.
Since the Fall of 2006, SWGa WIA staff have worked closely with peer local
area staff and GDOL state level system developers, to develop an internally
hosted comprehensive internet-based WIA/TAA Management Tracking &
Reporting System. Testing and implementation of this system are scheduled for
the Spring/Summer of ’07, with deployment in early PY’07.
h. Board policy on use of statewide eligible provider list (including financial

and duration limits, demand occupations, out-of-area training, service to
out-of-area customers, restrictions on use of statewide list, etc.)
The maximum amount for an ITA per SWGa customer is:
(a) Up to $7,000 in training costs excluding support, may be expended for each
customer for the first year of training.
(b) For training that exceeds one year, total training costs may not exceed $9,000
excluding support
See Attachment J – SWGa ITA Provider Application.
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9. Describe local policies that ensure that other financial resources for training (e.g.,
Pell, HOPE Grant or Scholarship, TANF, etc.) are considered before expending
WIA funds. Describe any coordinated efforts regarding training across areas within
the region.
An intensive effort is made by the area to provide case managers and customers
information on all funding available to assist with occupational skills training. Emphasis
is also placed on providing support while a customer is attending occupational skills
training. Application forms for Pell, HOPE Grant, and/or HOPE Scholarship are
available at Career/SKILLS Centers; on-line application procedures are also available.
Before beginning training, customers are required to make the institution financial aid
application and provide the amount of funding they have been awarded to the case
manager. Specific funding streams are accessed to provide specific training-related
services as well as insure there is no duplication.
The case manager assists the customer with preparing a budget to ensure that training and
living expenses will be covered while the customer is attending training. HOPE funds
are used for tuition and books, TANF funds are used for support and child care; WIA
may be used to supplement assistance with books, transportation and childcare, as well as
supplies, when the maximum amounts provided by other funding sources are lower than
the total cost for books or weekly rates for child care. Pell funds are used to cover any
additional charges. Case managers review the customer ISS and ensure that other
funding streams such as TANF, are accessed for the customer before WIA funds are
expended.
Two invaluable internet-based tools are also made available to all SWGa customers.
The Georgia Career Information System (GCIS) Financial Aid Sort component provides
massive listings of grants and scholarships available from foundations and private donors.
Details of each award are specified, and an application letter is included. This is made
available to all Career/SKILLS Center customers. The Internet site www.fastWEB.com
contains listings for one billions dollars in scholarships and grants. Instruction for
accessing this information is available as a core service to Career/SKILLS Center
customers who may not qualify for HOPE, Pell, TANF, WtW or WIA.
Georgia’s Student Finance Commission has provided residents another free inter-based
service – the GA College 411 – to help students plan, apply and pay for college.
Designed to assist both high school seniors and older non-traditional students, the system
offers the capability to:
¾ Create a secure electronic account of all critical information and decisions
¾ Apply for Federal and State scholarships and grants
¾ Create a personal portfolio of experiences, activities, awards, etc., to utilize on school

applications
¾ Receive test preparation assistance related to SAT, ACT, ASSET and other
examinations
¾ Basic information and entrance requirements for all Georgia colleges and universities
¾ Submit a single application for submission to multiple Georgia public and private
post secondary institutions
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¾ Special career and financial aid options for adult learners.
10. Discuss the role of faith- and community-based providers within the local
system.
See Sections III(1), V(11) & V(12)
Intensive services via faith and community-based providers within the local system will
be competitively procured. If using the ITA exception for Community Based
Organization service to an adult special population in the future, this Plan will be
amended to describe the SWGa WIB’s determination of a contractor’s demonstrated
effectiveness and the targeted hard to serve population.
11. Describe the area's process and procedures for contracting with intensive service
providers, support service providers, and other contractors for adults and
dislocated worker services. If the area has no such contracts, simply write in "N/A."
WIA intensive service contracted activities are procured in accordance with all current
Federal and State procurement and contracting requirements.
In Southwest Georgia the primary providers for occupational skills training are DTAE
Technical Colleges, Institutions of University System of Georgia and private providers of
state-approved ITA training programs.
Intensive services contracts for special populations must be procured from community-
based organizations and other agencies with expertise in serving populations with special
needs. The area contracts with the Georgia Department of Corrections at the Pre-
Transition Center in Pelham, to provide basic skills/GED preparation and employability
skills training for Autry inmates approaching release dates to the four state Diversion
Centers. Inmates at the Diversions Centers must become employed in order to be
released from prison on parole.
Other intensive services such as (but not limited to) medical examinations, testing
preparation or prevocational services of less than 120 seat hours, etc. – and support
services such as (but not limited to) eye glasses, clothing, automotive repair, etc., will be
procured utilizing the competitive small purchase methodology.
12. Describe the area’s process and procedures for contracting with youth service
providers. Describe the area's youth strategies. Discuss how the area's workforce
system is addressing the ten local youth program elements described in the
Workforce Investment Act, as well as the integration of other initiatives such as
School-to-Work, Jobs for Georgia Graduates, Job Corps, and High School/High
Tech. Describe the specific strategies the area is using to meet ETA’s New Strategic
Vision for the Delivery of Youth Services under WIA. Also, please review the June
8, 2006 memo from Cynthia Robinson regarding the USDOL/ETA New Youth
Vision.
WIA Youth activities are procured in accordance with all current Federal and State
procurement and contracting requirements. Furthermore, all such activities and youth
service providers are evaluated and recommended by the SWGa WIB Youth Council, as
noted in Section II(2) above.
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Availability of the ten WIA-required youth program elements are made a part of all youth
contracts, for in-school and out-of-school youth. Service providers are not required to
directly provide all ten elements to each youth – they are to be either provided directly by
the WIA-funded service provider or made available via a partnership arrangement. One-
year follow-up must be provided to each youth participant.
SWGa has restructured its youth contract work statements, better defining service
deliverables, expectations, governing rules, etc. For example:
1. We have incorporated common measure expectations into all contracts, along with
specific thresholds necessary for potential contract renewal (including specific
renewal benchmarks and timeframes when to be evaluated)
2. We require increased detail related to critical activities such as mentoring (i.e.,

recruitment, screening and training of mentors), youth remediation and GED, (i.e.,
non-traditional delivery systems), etc.
3. To increase efficiency and when applicable, we have combined adult and youth
activities within a single vendor contract, while incorporating separate work
statements, budgets, etc. within.
4. To better target specific community needs and attract more concise proposals, we
will begin issuing targeted RFPs (i.e., by region within the SWG, by activity type,
etc.), rather than include-all versions.
5. To improve contractor relations, we are facilitating:
¾ Initiation of quarterly contractor meetings

¾ Development of a contractors handbook
¾ Designation of/use of lead contract managers
¾ Varied training for contractor staff (particularly case management & GWS)
13. If the area has chosen to use ITAs for older youth [per the state waiver under WIA
Section 189(i)(4)(B)], please describe the criteria that will be used for determining
appropriateness and how youth will be assisted in choosing appropriate service
providers/programs. If the area does not plan to use the ITA option for older youth,
simply write in "N/A."
The older youth must meet the policy criteria specified by the SWGa [Adult] ITA Policy
and Procedures including demand occupations, length of training, applying for the Pell
grant and Hope Scholarship, acceptance into an occupation-specific program, funding
limitations, etc;
All older youth utilizing the adult ITA option must be enrolled in a WIA Youth Program,
and the youth’s Case Manager have determined through comprehensive counseling and
case management that occupation skills training through the ITA system is appropriate
and necessary for the youth to find full-time employment in the field of his or her choice
that leads to self- sufficiency. Additionally:
A. The youth must have successfully completed all of their assigned WIA youth services
prior to being deemed suitable/eligible for an older youth ITA.
B. The youth must have undergone extensive career counseling including interest and
career assessments to ensure he or she makes an informed career decision.
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C. The youth must be informed of:
- the approved providers that offer training in his or her chosen career;
- the program performance of the providers that offer such training; and
- the financial resources that will be required and are available to assist in paying for
the cost of the training
D. The youth must develop a financial plan to determine that he or she has the resources
available to complete the training program and seek employment.
E. All ten of the youth WIA elements, as applicable, must be available to the youth
throughout his or her program of study.
F. Career advisors and/or case managers must be available to assist the youth in making the
transition to post-secondary training and his or her career.
G. The youth must receive a minimum of twelve-months of follow-up service.
See Attachment M – SWGa Youth Funding ITA Policy
14. Describe dislocated worker service strategies, including coordination with state-level
Rapid Response, GDOL career centers, and state/local Trade Act activities.
The basic tenet of the WIA legislation is that services to customers should be delivered in
a seamless manner. The collaboration among the Partners must be of such quality that a
customer is not concerned with which Partner is delivering the service, only with the fact
that the service is easily accessible. Georgia Department of Labor Career Centers are the
foundation of the seamless workforce system providing Employment Services, Trade
Adjustment Assistance, NAFTA Transitional Adjustment Assistance, Veterans’
Employment and Training Programs, Unemployment Insurance and services to Migrant
and Seasonal Farmworkers.
The Region 10 Career Centers Rapid Response process is one that focuses on meeting the
needs of employees who have been dislocated. The Area will coordinate with the local
and state Rapid Response teams assigned to the area when there is an impending plant
closure or substantial layoff upon receipt of the WARN notice. Most dislocated worker
funds will be utilized to provide training opportunities and supportive services.
The steps are described below:
1. Within forty-eight hours of the receipt of notification, the local Rapid Response
designated employee will contact the dislocating employer to establish an initial
meeting with the local Rapid Response Team, company officials, and labor
representatives.
2. The WIA team member will be contacted once the time has been confirmed with the
company. A copy of the Worker Adjustment and Retraining Notification (WARN)
will be sent to the Local Elected Officials and the local board. The Rapid Response
employee will prepare an initial meeting agenda, attendance form and Rapid
Response report.
3. The local team will meet with the company to collect pertinent employee and
company information. Each member of the team will explain his/her role in
25
responding to the event including the services available at the Career Center.
4. The Rapid Response employee will supervise a number of action: facilitate the initial
meeting; distribute the agenda; obtain completion of attendance forms; initiate setting
a date for the employee mass meeting; emphasize the need for formation of a
Transition Assistance Committee, and; complete the Rapid Response report with the
assistance of company management.
5. The WIA team member will collect an employee needs survey and prepare the
meeting agenda. The Local Rapid Response employee will fax the initial meeting
agenda, signed attendance form and mass meeting date sheet, including data on
formation of Transition Assistance Committee, and Rapid Response report to the
State Dislocated Worker Unit within twenty-four hours.
6. The designated WIA team member will be responsible for organizing, coordinating
and facilitating the mass meeting. Representatives from specific agencies will attend
the mass meetings and present an overview of services to the affected workers.
Service providers will be included in mass meetings based on service needs of the
affected workers. Results of the needs survey and input from the transitional
committee members will also guide the selection process.
7. Job Fairs will be organized with the local community when appropriate.
8. Local elected officials and board members will be made aware of upcoming
programming efforts. Economic development activities will also be coordinated.
15. Describe how WIA and other funds available in the area are used to conduct
outreach and recruitment for individuals in special populations, including veterans,
migrant and seasonal farmworkers, individuals with disabilities, public assistance
recipients, offenders, customers with limited English proficiency, and other groups.
Discuss the local area’s services to older workers.
The SWGA WIB is developing an aggressive year-round public relations campaign to

reach out to all of the above-referenced customer groups. This campaign will incorporate
(but not be limited to):
Public Service Announcements - Radio, Television, Cable Television

Various Introductory/welcome letters
Promotional brochures & pamphlets
Press Releases - Print Media
Press Releases - Chamber & Economic Development Newsletters
Press Releases - Community venues
Power Point presentations
SWGA WIB Newsletter(s) - paper & electronic
Community surveys
SWGA WIB Website
etc.
Services and modes of delivery are flexible to meet special needs, often through a
combination of direct One-Stop services and linkages with optional Partners. Customers
will be informed of all services from which they may benefit and informed customer
choice will guide services.
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Some funding streams that may be accessed are, but not limited to: TANF, Food Stamp
E&T Program, MSFW E&T Training Program. Veterans E&T Training Program, Older
Workers Program, and Vocational Rehabilitation.
The LWIB will assist all customers from every special needs sector. If WIA funding
does not appear to be viable after intensive assessment, the customer will be referred to
the proper agency/staff member in order to obtain needed services.
16. Discuss the area’s workforce services to businesses, and how business and organized
labor representatives on the local Workforce Investment Board contributed to the
development of these strategies. Provide a listing of business services available
through the area’s One-Stop(s), such as planned employer workshops, tax credit
assistance, and assessment and screening of potential employees. Additionally,
describe the involvement of your economic development community in developing
these strategies.
As stated in previous sections, the SWGa WIB and WIA staff are continuously assessing
the needs of local employers and industry. Related feedback comes from SWGa WIB
private sector and economic development members, GDOL Career Center Employer
Committees, local and regional economic development entities, direct dialogue with local
employers, etc.
A common response from local employers indicates their frustration with soliciting and
reviewing dozens of employee applications, only to find a few adequate for interviewing.
The SWGa WIB and its close partner(s) – the local GDOL Career Centers in the region –
offer local employers a way to streamline this burdensome process.
GDOL facilitates the labor exchange process of connecting employers with qualified
employees, by:
Advertising job openings through the state's Job Information System (JIS).
Providing services to assist with employee recruitment, including mass recruiting,

posting job openings on the Internet or cable television, referring potential
employees, and on-site interviewing.
Sponsoring job fairs and/or advertising the same on the GDOL web site.
Offering Georgia Works, an innovative training initiative designed to stimulate job

growth and hiring.
Providing specialized services to facilitate employing people with disabilities.
In turn, employers can expect at no cost:
Qualified applicants meeting entry level expectations
Applicants that are interested in what the job offers
A larger pool of qualified applicants
Employee assistance after hire
Customization to suit their needs

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Interview/profiling materials
SWGa WIA closely supports the above GDOL Career Center labor exchange activities in
many ways. Through WIA career assessment activities, customer profiling is done for
potential employees/trainees.
The WIA profile consist of evaluating an applicant’s strengths and weaknesses by

combining the evaluations of the applicants’ abilities, interests, behavioral observations,
attitude toward work, and educational levels. This information is then compared to job
specific information received from the employer and from occupational research. The
resulting profile provides the employer and the applicant an objective base indicating the
potential for success in particular areas of employment.
Evaluated Areas Include (but are not limited to)
CAPS (Career Ability Placement Survey)
Measures skill areas in:
Mechanical Reasoning – understanding mechanical principles and the laws

of physics.
Spatial Relations - visualization and thinking in three dimensions. How one
mentally pictures the position of objects from a diagram or picture.
Verbal Reasoning - understanding and using concepts expressed in words.
Numerical Ability - reason with and work with quantitative materials and
ideas.
Language Usage—recognizing and using standard English grammar,
punctuation, and capitalization.
Word Knowledge-understanding the meaning and precise use of words.
Perceptual Speed and Accuracy-perceiving small details rapidly and
accurately.
Manual Speed and Dexterity-making accurate and rapid movements with
your hands.
COPS (Career Occupational Preference System)
Interest Survey to help define the interest in many different kinds of

occupations.
CDM (Career Decision Making)
exploring jobs based on interest, work values, and abilities.
TABE (Tests of Adult Basic Education)
indicates achievement levels related to typical educational structures.
DOT (Dictionary of Occupational Titles) and EGOE (Enhanced Guide for Occupational
Exploration)
DOT details the skill expectations and educational requirements needed to

perform in over 12,000 high demand occupations. EGOE breaks these high
demand occupations down to the 2,500 most important jobs using additional
28
details that we evaluate.
The above ensure employers are referred applicant customers best suited for them.
Coordinated GDOL Career Center and SWGa WIA core and intensive services prepare
the following customer groups for local employers, as follows:
Job-ready adult and dislocated workers:
a. Occupational Assessment
b. Résumé Preparation
c. Job Search Assistance
d. Interviewing Skills Workshops
e. Criminal Background Checks
f. Drug Screening
g. Basic Skills Assessment and Training
h. GED Certification
i. Vocational and Skill Upgrade Training
j. Life Skills Training
k. Academic Upgrade
l. Subsidized Work Experience through the Career Apprenticeship Program
m. Job Retention Assistance and Follow-up Services
n. Career Advisement Services
Job-ready youth for part-time and summer employment:
a. Guidance and Counseling

b. Mentoring
c. Occupational Skills Training
d. Résumé Writing Workshops
e. Job Search Workshops
f. Interviewing Skills Workshop
g. Leadership Development
h. Life Skills Workshops
i. Youth Job Fairs
j. Super Summer Youth Employment Program
The SWGa WIB also helps produce employment-ready graduates of demand

occupational areas from local DTAE technical colleges, University System of Georgia
colleges and universities, and private training institutions, by virtue of ITA financial
support.
Many adult customers have expressed a need to earn a living wage while they attend
training, preferring paid on-the-job training. Similarly, many SWGa employers have
expressed an interest in providing direct training to SWGa customer employees. In
response, the SWGa WIB has committed to expanding its employer-based training to
adult customers – increasing the use of on-the-job training (OJT) and customized
training.
OJT will provide a unique opportunity for job seekers already possessing some job-
related skills to further "learn as they earn". Participating employers will benefit from
OJT by being reimbursed up to 50% of the participant’s wages, while having the services
of a full-time employee/trainee. Eligible participants are those who, as determined by
SWGa WIA assessment activities, have not been earning a self-sufficient wage. Eligible
29
employers must commit to hiring and retaining participants who successfully complete
their training programs.
SWGa OJT will focus on jobs involving the introduction of new technologies,
production or service procedures; upgrading to new jobs that require additional skills
or workplace literacy; etc.
The participating employer may be in the public, private non-profit or private sector.
The OJT activity will provide knowledge or skills essential to the full and adequate
performance of the job.
The participating employer will be reimbursed up to 50 percent of the individual’s

wages paid for the extraordinary costs of providing the training and increased
supervision related to the training.
The length of the OJT will be based on the target occupation for which the participant
is being trained, the participant’s prior work experience and the service strategy as
negotiated.
See Attachment N – SWGa OJT Handbook

See Attachment O – SWGa OJT Agreement
See Attachment P – SWGa OJT Sliding Fee Scale
SWGa may utilize subsidized OJT activities in a sequential manner, upon completion of
another training activity on a customer case-by-case basis. As an example, OJT has been/
will be used as a sequential activity upon completion of a GeorgiaWorks worksite
exploration placement. Georgia Works allows laid-off workers who qualify for
unemployment insurance (UI) benefits to receive on-site workplace training, regular UI
benefits, and a special training allowance. This allowance is intended to defray some of
the costs associated with training such as childcare, transportation, tools, and work
clothes.
Employers in the Georgia Works program provide training for a maximum of 24 hours
per week for up to eight weeks. Upon successful completion, trainees receive certification
of acquired job skills and will be considered for employment. SWGa WIA sponsored
OJT can serve as a means to encourage permanent employment of the trainee.
Customized Training (CT) will provide a unique opportunity for job seekers already
possessing some job-related skills to further "learn as they earn". Customized Training
can be used to tailor a training program to the specific needs of the SWGa employer,
especially in the area of introducing new technologies or skills, while reimbursing up to
50% of related training costs. Eligible participants are those who, as determined by
SWGa WIA assessment activities, have not been earning a self-sufficient wage. Eligible
employers must commit to hiring and retaining participants who successfully complete
their training programs.
SWGa Customized Training will be designed to meet the specific requirements of an

employer or group of employers.
Customized Training will be conducted with a commitment by the employer to

employ an individual upon successful completion of the training, for which the
employer pays a portion of the cost of the training.
30
Finally, GDOL Career Center and SWGa WIA One-Stop facilities provide on-site
recruiting facilities for employers to conduct their orientation and hiring programs:
a. Training and conference room for on-site interviews;
b. Individual cubicles that can be made available for employers of multiple

locations to bring their managers in for mass interviewing sessions.
17. The Local Government Services Delivery Act of 1997 defines ways in which
jurisdictions will work together to reduce duplication by promoting coordinated
service delivery. Discuss any regional service delivery strategies planned within
your region. Examples of relevant strategies are: uniformity in eligible training
providers, or uniformity in maximum allowable training and supportive service
amounts.
The SWGA WIB and CEOO requires coordination with other programs in the areas of
supportive services and education and training services to ensure efficient, effective, and
non-duplicative delivery of services. The local Policies and Procedures are reflective of
such coordination requirements.
Also, see Section II(4) above.
18. Discuss how the local area is using various fund sources to develop integrated
service strategies for adult customers, especially for TANF and other low-income
individuals, including the GoodWorks service strategy.
Southwest Georgia has been integrating services since the realization of the advantages to
the customer. When needs arise that exceed limitations, there may not always be another
funding stream. Each case manager keeps a resource guide, and funding is listed for
most needs that arise. Case managers work closely with customers to assist them in
finding other funding sources. We use WIA funds as “gap fillers”.
Childcare/dependent care and transportation are two barriers that continue to deluge our
customers. It is vital to the success of our customers that we access all funding streams
possible in order to retain funds to somehow overcome these barriers. Through the
evolution of GoodWorks, these barriers were alleviated even more.
Training funds are available through many resources. Since the approval of House Bill
1187, a vast majority of customers are now eligible for HOPE tuition/books and PELL,
WIA, TANF, and other funding streams can now be utilized to provide the customer
much needed supportive services. We are better able to enhance the customer’s
opportunity of remaining in long-term training and successfully completing their
training. The local area realizes that the opportunity to alleviate those barriers and to
truly support the customer has arrived.
19. An important feature of the customer-focused system under WIA is increased

options for accessing workforce services. Discuss steps your area is taking to address
increased options, such as: alternative access points, self-directed and electronic
services, development of resource areas, orientation to services, enhanced
reception/greeter functions, or service referral mechanisms for various customer
groups at various sites within your system. Review and incorporate ETA’s National
Strategic Directions – “System Reform and an Increased Focus on Workforce
Education and Training,” as appropriate.
31
Southwest Georgia continues to update its electronic connectivity. All SWGa one-stop
locations sites have access to the Internet and have been helping customers with on-line
job search, labor market information, etc. The One-Stop centers have an array of
materials for distribution providing information for the customers. This allows us to offer
a more seamless delivery of service to our customers.
Various workforce development training-related issues have emerged and are being
addressed by the SWGa WIB. For example:
Customer Barrier Resolution/Intervention – Ensuring customers are training and

education ready, as well as employment ready, and engaging partner services more
efficiently, given limited WIA funding.
Sensitivity to Non-Traditional Adult Students - Preparing customers who have not

attended schooling of any type for many years, for a (sometimes threatening)
educational setting.
¾ Training readiness (note / test taking, essay writing, time mgmt., etc.)
¾ Careful institutional [and instructional/professorial] selection
¾ Environment acclimatization
Part-Time Employment – Accommodating the needs of some customers for a living

wage while they attend training.
¾ Income supplementation while in school

¾ Reemergence of OJT, WE & CT
Non-Traditional Hours /Days – To accommodate all of the above
Increased Program Activity Mix - Ensuring a wide array of program activities (i.e.,
classroom training, employer-based on-the-job and customized training, etc.) to
accommodate varying customer needs.
Incremental Training on a Life-Long Learning Career Path [Auto Tech vs. Brakes] -
Accessing short-term occupational training for accelerated employment entry
(w/higher credentialing to follow).
Distance Learning - Assessing the suitability for virtual training customer by

customer.
¾ Reduces transportation/child care barriers [while in school, only]

¾ Removes benefits of peer socialization and face-to-face instruction
Placement Responsibility – Better defining the “shared” responsibilities of the

education/training institutions, GDOL Career Center partners, SWGWIB staff,
customers, etc.
Remediation vs. GED (Contextual & LAP Remediation) – Accessing short-term

remedial activities to upgrade educational competencies targeted to immediate
occupational entry (w/GED to follow).
Non-Traditional GED and Remedial Activities - Partnering with or establishing

youth educational activities for at-risk youth, with no semblance to traditional
activities they previously encountered.
32
Mandating Youth Good-Gang Involvement – Partnering with or establishing adult
and peer youth activities, including youth clubs/groups, to foster better decision
making for at-risk youth.
How to Evaluate Success – Beyond Federal and State mandated performance goals,
routinely revisiting and analyzing SWGWIB goals and expectations AND holding
internal services provided to customers to equal standards as those applied to
Contractors.
VI. Performance Accountability
1. The plan update will include the process of estimating performance levels for PY
2007 and 2008 to be submitted as Attachment C. Please indicate if there are any
changes to populations served, to the economy or other mitigating factors to when
developing your performance targets.
At this time USDOL has not issued guidance for states to follow in setting
performance levels for the next two program years. Instructions for estimating
performance levels for PY2007 and PY2008 will be transmitted to local areas
separately.
In PY ’04, SWGa WIA exceeded 17 of 17 federally mandated WIA performance

standards – achieving “Exceeded” overall performance. In PY’05, SWGa maintained its
overall “exceeded” performance, by exceeding 9, meeting 5 and not meeting 3 federally
mandated WIA performance standards. During PY ’05 in simple terms, performance
resulted as follows:
Entered Employments (finding jobs) = “Meet”

Employment Retentions (keeping jobs) & Earnings = “Exceed”
Credentials (attaining certificates, diplomas, degrees) = “Do Not Meet”
SWGa is exploring if WIA funds are supporting training where the resulting credential is
not necessary for employment, or if customers are leaving training prior to obtaining their
credential, due to unresolved barriers, immediate employment needs, etc.
As stated previously, SWGa will expand its employer-based on-the-job (OJT) activities
during PY ’07 and ’08. Accordingly, its seeks assistance from the GDOL (State Office)
to facilitate a means to award adult OJT credentials in a manner acceptable to the
USDOL, to avoid negative impact to the adult credential performance standard. Until
then, SWGa may request a performance adjustment to the adult credential performance
standard to accommodate increased OJT activity.
In order to improve performance, the SWGa WIB and staff will:
Engage in deeper levels of performance analysis that evaluate outcomes:
At program and occupational versus provider levels

By demographic and geographic groupings, to establish trends
Comparing SWGWIA versus non-WIA students in like programs
Identify additional local expectations beyond State WIA performance goals (see
Section VI(3) below).
33
Conduct monthly case-by-case reviews of all customer statuses to improve
performance management.
2. Describe local strategies for obtaining and using customer feedback.
The SWGa WIB receives aggregate quarterly feedback from GDOL regarding Customer
Satisfaction and Employer Satisfaction. However, local, individualized feedback from
each of the latter customer groups is essential to gauging success of our WIA activities.
The local area is designing an independent quality, yet “user friendly” survey to
determine the area’s customer service rating. This survey will be randomly given to
customers that receive core, intensive, and/or training services.
The local area administrative staff will also randomly contact customers on a quarterly
basis to assure that services being offered and received are appropriate for the area.
Information on quality training (if applicable) will be obtained. Similarly, employers who
engage in SWGa WIA OJT and customized training activities will also be randomly
contacted on a quarterly basis.
Once the information is acquired, it will be correlated and analyzed. Should the results
suggest, improvements/changes would be made in the delivery of services that will better
suit the needs of the customer.
In Section III(1) above, the SWGa WIB indicated its commitment to engaging in ongoing
assessment of needs versus resources with vital community partners. It is anticipated
these ongoing dialogues will also provide invaluable feedback regarding the perceived
effectiveness of our services.
3. Describe the board's strategies and process for evaluating the system's progress in
meeting the needs of employers and individuals in the community, including how
the board is promoting continuous improvement of the local system.
See Section VI(2) immediately above. Although the SWGa WIB recognizes the
Federally-mandated seventeen WIA performance indicators and Common Measures, it
recognizes there are other indicators to local activity effectiveness. Efforts to assure
delivery of services will be on going. The use of surveys from customers, including
employers and Partners, will band employers will be asked for direction, and any
concerns will be addressed. When feasible, local quality goals – beyond the Federally-
mandated seventeen WIA performance indicators and Common Measures – will be
established and analyzed.
The key to delivering good services is to make sure that all involved “buy” into what they
are delivering. By coming together, working for the same results, we can successfully
provide the customer and employer with a workforce capable of meeting the future needs
of our region.
VII. Equal Access and Opportunity
1. In 1-2 paragraphs, briefly describe local procedures and staffing to address

grievances and complaint resolution.
The Executive Director of the SWGa WIB Local Area 17 is the designated Grievance
Hearing Officer (GHO) except as stated otherwise in the SWGa procedures.
34
Discrimination complaints may be filled directly with the Directorate of Civil Rights, or
with the Administrative Entity or the Georgia Department of Labor. All such complaints
must be filed within 180 days of the alleged occurrence. See Attachment L – SWGa
Grievance Procedures.
2. Describe how the local area is ensuring full accessibility of sites and services.
Examples include an accessibility checklist on which staff have been trained,
assistive technology in resource rooms, and ongoing coordination, training
and mutual referrals with community rehabilitation providers.
The SWGa WIA has significantly increased its program services and physical
accessibility. Through co-location and partnerships with regional GDOL Career Centers,
regional GDOL Vocational Rehabilitation Services offices, local DTAE Technical
Colleges, University System of Georgia colleges and universities, various local
community agencies, etc., the SWGa WIB offers (or is obtaining) the following physical
accommodations, assistive devices, assessment software, etc.
1. Accessible entrance doors
2. Braille Printers – for customers with visual impairments.
3. TTY – Tele – Communication Device for customers with hearing impairments.
4. Career Scope Interest and Aptitude Assessment Software for youths and adult
customers seeking to determine what career path is compatible with their skill set
and interest. It also measures customer’s strengths and weaknesses and list
career possibilities that match customer’s strengths.
5. Employability Skills Training (ES-TIP) Software: Building Self-Esteem, Work

Ethics and Work Place Success.
6. Literacy-Language-Learn Software READ & WRITE 7 GOLD for youth and

adult customers with learning disabilities.
7. Disability Awareness DVD’s, Career Development DVD’s, Americans with

Disabilities Act DVD’s and other DVD’s and videos, such as:
a. Communicating with People with Disabilities
b. Entrepreneurship Self-Employment and Disabilities
c. Changing Perceptions (to assist employers with hiring people with

disabilities)
d. Americans with Disabilities Act: Is It Working
e. A Look at Misguided Efforts
f. Social Skills at Work – Keys to Success
g. Appearance Count
h. Disabilities in the Workplace

35
i. Eight Easy Ways to Lose a Job
j. The Interviewing Edge for Job Seekers with Disabilities
k. Job Smarts: 12 Steps to Job Success Manuals
l. Open Futures: Role Models for Youth with Disabilities
m. Disability Awareness
8. Ergonomic sit/stand workstation(s) and chair(s) to utilize when facilitating

interest and aptitude assessment.
9. Purchased Individual Employment Plan (IEP) forms, Vocational Decision

Making Interview forms, and Motivation Assessment Scale forms (for youths
with behavioral problems).
10. Assistive devices, such as:
a. Left/Right Keyboards
b. Expert Mouse
c. JAWS Software
d. Zoom Text Software
e. American Sign Language Software
SWGa currently co-locates with GDOL Vocational Rehabilitation Services Counselors.

Additionally, The SWGa WIB contracts with the Georgia High School/High Tech youth
program, through Albany State University.
3. Describe the local area’s policy for ensuring priority of service for veterans,
and how GDOL employment services to veterans are integrated into the local
workforce system.
Priority is given to all Veterans upon entry into a SWGa One-Stop Center. They will be
flagged at the point of intake and requested to bring a copy of their DD Form 214 to
orientation. Following the orientation and initial intake, eligible veterans will be provided
information on eligible veteran services as well as all WIA services. Veterans will be
given priority of service based on fund availability over other customers in their
respective category of service, i.e. adults or dislocated workers.
Through coordination with the various GDOL Career Centers in the region, referrals of
veterans are made between SWGa WIA and the GDOL Career Centers to provide
seamless services to veterans. GDOL Career Center Disabled Veterans Outreach Program
(DVOP) representatives serve as a primary point of contact, and develop jobs and
research training leading to maximum career opportunities for veterans with particular
focus on the special needs of the disabled. They also arrange vocational guidance,
vocational counseling and case management services in response to changes in vocations
and vocational adjustment to the total civilian labor market.
4. Describe the area's efforts to address the needs of customers with Limited
English Proficiency (LEP). Key elements include staff, technology and
availability of materials in languages prevalent in the area.
36
Through SWGa WIA bilingual staff, partnerships with various local community agencies,
Literacy Volunteers of America, local DTAE Technical Colleges, regional GDOL Career
Centers, etc., the SWGa WIB offers a sufficient supply of resources to serve the needs of
customers with limited English proficiency (LEP). Each of these partners provide
bilingual or multilingual staff to assist customers with limited English proficiency, who
are seeking services at our One Stop Centers. The SWGa WIA also provides materials
and technology aids in languages suitable for our clientele.
5. Where applicable, describe how services to Migrant and Seasonal

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

Please complete and submit the matrix.
Attachment B: Memoranda of Understanding, Local Chief Elected Official

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

Please complete your area worksheet.
NOTE: Instructions for estimating performance levels for PY2007 and PY2008
will be transmitted to local areas separately.
Attachment D: Local Area Assurances
The attached local assurances were developed to address provisions of the

Workforce Investment Act and the Final Rule. By virtue of original signatures
with submission of the plan, the local area agrees to abide by these provisions.
37
Attachment A
Area Sites and Services
List the name, address, and phone number of each comprehensive WIA service site. For each
comprehensive One-Stop site, specify the lead partner or One-Stop operator in bold type,
followed by the other partners that provide services at that site. In the third column, indicate the
major services (e.g., career counseling, assistance with training, vocational rehabilitation, UI,
employment services, etc.) provided at the site by the partners specified in the second column.
Add rows for additional sites as needed.
Comprehensive Service Sites Lead Partner/One-Stop Major Services Provided by

Operator Each Partner
Other Partners
Albany Career Center Georgia Department of Labor UI, employment Services,
1608 S. Slappey Blvd. workshops
Albany, GA 31707
(Also Services Terrell and SWGA WIA Objective Assessments
Worth) Supportive Services,
Operator: Mikell Fryer, Acting Training, education, OJT,
Manager Case management
Phone: 229.430.5044
Fax: 229.430.5027 Experience Works 55 & Older job placement
Email:
Mikell.Fryer@dol.state.ga.us Jobs for Ga. Graduates Employment for High School
Phone 706-649-1253
Wiregrass Employment for TANF
Bainbridge Career Center Georgia Department of Labor UI, employment Services,
P. O. Drawer 1017 workshops
Bainbridge, Ga. 31718
Richard Ramsey, Manager Experience Works 55 & older job placement
Phone: 229-248-2681
Fax: 229-248-2681 Bainbridge Technical College Training, Career Counseling,
Email: employment services,
Richard.Ramsey@dol.state.ga.us
Cairo Career Center Georgia Department of Labor UI, employment Services,

P. O. Box 685 workshops
Cairo, Ga. 31728
Phone: 229-377-6526 Voc-rehab comes Training, counseling to
Fax: 229-377-8013 occasionally individuals with disabilities
Joseph Ferrell, Manager
E-mail:
Joseph.Ferrell@dol.state.ga.us
Veteran’s Administration Assist Veteran’s with
paperwork, prescriptions etc.
Jobs with dignity Clerical assistance

Camilla Career Center Georgia Department of Labor UI, employment Services,
Camilla, Ga. 31730
Danny Cope, Manager Experience Works 55 and older job placement
Phone: 229-522-3630
Fax: 229-522-3633
Email: Voc Rehab Training, counseling to
danny.cope@dol.state.ga.us individuals with disabilities
Moultrie Career Center Georgia Department of Labor UI, employment Services,

115 5th Street SE
Moultrie, Ga. 31768 Telemon Farmworker support/training
Mikell Fryer, Acting Manager
Phone: 229-891-7147 Experience Works 55 older job placement
Phone 706-649-1253 [Direct]
Fax: 229-891-7149
Email:
Mikell.Fryer@dol.state.ga.us
Thomasville Career Center Georgia Department of Labor UI, employment Services,
Thomasville, Ga. 31792
Brian Davis, Manager WIA Objective Assessment, ITA’s
Phone: 229-225-4033
Fax: 229-225-5013 Vocational Rehabilitation Training, counseling to
Email: individuals with disabilities
Brian.Davis@dol.state.ga.us
Office Space: 55 older job placement
SWGA Technical College
DFCS
Goodwill
Experience Works
Thomas/Grady Service Center
Turner Job Corps
Thomas University
Camilla Workforce Camilla Housing Authority Career counseling, assistance
Development Centers 1 & 2 with training,
Mike Tabb
75 West Broad WIA Employment services, case
Camilla, Ga 31730 management, youth services,
Phone #1: 229-336-2233 supportive services, high school
Fax #1: 229-522-3593 diploma on line
Phone #2: 229-336-0015
Fax #2: 229-336-0049 DTAE GED prep and testing
mtabb@camillaga.net
Community Ventures, Inc Credit counseling, home-

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

Operator Each Partner
Other Partners
Bainbridge SKILLS Center WIA Objective assessment, ITA’s,
P.O. Box 7432 training, case management,
502 Shotwell Street support services
Bainbridge, Ga 39818
Emory Virgil – Interim Director Voc Rehab services Training, counseling to
Patricia Shepard – Supervisor individuals with disabilities
Phone 229-243-5313
Fax 229-243-5314
Emory.Virgil@dol.state.ga.us
Patricia.shepard@dol.state.ga.us
Moultrie SKILLS Center WIA Objective Assessment, ITA’s,

P.O. Box 951
361 Industrial Blvd Technical College Occupational Training, Adult
Moultrie, Ga, 31768 Literacy, GED prep and
Emory Virgil – Interim Director Testing
Patricia Shepard - Supervisor
Phone: 229-891-7290 Moultrie Tech Contract Case management, support
Fax: 229-891-7292 services
Emory.Virgil@dol.state.ga.us
Patricia.shepard@dol.state.ga.us Voc-rehab Training, counseling to
individuals with disabilities
Georgia Department of Workshops, resumes, career

Labor Workshops planning, age is an asset
Dawson Career Center Georgia Department of UI, employment Services,
127 West Lee Street Labor workshops
Dawson, Georgia 39842
Operator: Mikell Fryer, Acting Manager Objective Assessments
Phone: 229-995-3741 SWGA WIA Supportive Services,
Fax: 229-995-5761 Training, education, OJT,
Email: Mikell.Fryer@dol.state.ga.us Case management
SWGa Georgia Technical College SWGTC Technical College Occupational Training, Adult
15689 US Highway 19 North Adult Literacy Literacy, GED prep and
Thomasville, GA 31792 Testing
Glenn Deibert, President
Main # 229-225-4095 WIA Case management, support
Fax # 229-227-2666 services, OJT, employer
gdeibert@southwestgatech.edu recruitment
Georgia Fatherhood Employment

program
Attachment B
Memoranda of Understanding, Local Chief Elected Official Agreements, and

Resource Sharing Agreements
Please submit all current MOUs, CEO Agreements, and RSAs here. See GDOL memo
“Guidance on Local Agreements” dated February 8, 2006.
The following are attached:
MOUs (most recent signed versions),

RSA’s (most recent signed versions),
CEO/WIB Agreement (most recent signed version)
All of the above are currently under review for renegotiation and modification.
Attachment C
PY2007-PY2008 Performance Targets
Local Area Name Southwest Georgia
Performance PY2007 PY2008

Measures Target Target (*)
Customer Satisfaction Index

Participants - ACSI Score 75.0% 75.0%
Employers - ACSI Score 79.0% 79.0%
Entered Employment Rate

Adults 87.5% 87.5%
Dislocated Workers 87.0% 87.0%
Older Youth 76.9% 76.9%
Retention Rate
Adults 76.0% 76.0%
Younger Youth 71.7% 71.7%
Average Earnings / Gain

Adults $7,959 $7,959
Dislocated Workers $9,353 $9,353
Older Youth $3,800 $3,800
Credentials Rate
Adults 73.2% 73.2%
Younger Youth Diploma/GED Rate 73.4% 73.4%
Younger Youth Skills Attainment Rate 80.0% 80.0%
Note: 2008 performance targets are subject to review, negotiation and adjustment.
Attachment D
Local Administrative Assurances

PY 2007 - 2008
Local workforce areas must ensure that area staff, contractors, and partners are
accountable to all state and federal laws, regulations and policies. By signatures on the
local Workforce Plan, the area assures the state that the following provisions will be met
for PY 2007 - 2008:
1. Policies and procedures will be developed for soliciting and contracting with
training providers for adult and dislocated worker training services that are not
part of the Individual Training Account (ITA) system. [WIA Sec. 118 (b)(9)]
2. Policies and procedures will be developed for identifying and competitively

procuring youth activity providers. Policies will include evaluation criteria used
and desired program elements, as required by WIA. [WIA Sec. 118 (b)(9)]
3. Memoranda of Understanding (MOUs) have been established between the local

Workforce Investment Board and: a) all required WIA partners; and b) other
partners participating in the local One-Stop system. [WIA Sec. 118 (b)(2)(B)] The
MOUs will be considered part of the area's comprehensive WIA plan and will be
available locally for review upon request.
4. Area staff, partners and subcontractors will comply fully with the
nondiscrimination and equal opportunity provisions of the following laws:
• Section 188 of the WIA, which prohibits discrimination against all individuals
in the United States on the basis of race, color, religion, sex, national origin,
age, disability, political affiliation or belief, and against beneficiaries on the
basis of either citizenship/status as a lawfully admitted immigrant authorized
to work in the United States or participation in any WIA Title I-financially
assisted program or activity;
• Title VI of the Civil Rights Act of 1964, as amended, which prohibits

discrimination on the bases of race, color, and national origin;
• Section 504 of the Rehabilitation Act of 1973, as amended, which prohibits

discrimination against qualified individuals with disabilities;
• The Age Discrimination Act of 1975, as amended, which prohibits

discrimination on the basis of age; and
• Title IX of the Education Amendments of 1972, as amended, which prohibits

discrimination on the basis of sex in educational programs.
5. No funds received under the WIA will be used to assist, promote, or deter union
organizing. [WIA Sec.181 (b)(7)]
6. The local Workforce Investment Board assures that all awards of federal and state
funds shall be accounted for using generally accepted accounting principles, and
treated in accordance with federal cost principles that apply to the type of entity
receiving funds, including OMB Circular A-87 for units of state or local
government; A-21 for institutions of higher learning; A-122 for private, non-profit
organizations; and 48 CFR, Part 31 for private, for-profit organizations.
7. The local Workforce Investment Board assures that audits of covered

organizations shall conform to the federal Single Audit Act and OMB Circular A-
133.
8. The area's financial management system will satisfactorily account for and
document the receipt and disbursement of all WIA funds. Further, effective
internal controls in place will safeguard assets and ensure their proper usage
(including property location and usage). [WIA Sec. 184 (a)(1)]
9. The local area's financial system will permit the tracking of program income and
potential stand-in costs. [WIA Sec. 185 (f)(1)&(2)]
10. The local area will prepare and submit required financial reports in a timely
manner, and WIA operations funded wholly or in part with state and/or federal
funds will maintain financial and program records with all supporting documents
for at least three years from the date of submission of the closeout reports for each
program. [WIA Sec. 185 (e)(1)]
11. Any information or records concerning an individual or employing unit obtained

by the Georgia Department of Labor in the administration of the Employment
Security Law or other federally funded programs for which the department has
responsibility are, by law, private and confidential [O.C.G.A. 34-8-120 et seq.].
The area agrees to abide by all state and federal laws, rules, and regulations
regarding the confidentiality of such records. There are criminal sanctions for
unauthorized release of such information. The area further agrees not to divulge
any private or confidential information concerning any individual or employing
unit to any unauthorized person without the informed consent of both the
individual employee and the related employing unit, or, when applicable, of a
particular customer. The Georgia Open Records Act requires government
agencies and their private contractors to allow inspection of "public records" by
citizens who request such inspection [O.C.G.A. 50-18-70 et seq.]. Georgia
Department of Labor information and records on individuals and employing units
described above are exempt from the disclosure requirements of the Georgia
Open Records Act. The area agrees to fully comply with the Georgia Open
Records Act, which may require a timely written response (within three days of
the inspection request) denying inspection of such records and stating the
applicable statutory authority for denying the request.
12. Local areas will comply with the security and privacy standards of Public Law
104-191 - the Health Insurance Portability and Accountability Act of 1996.
13. Veterans and other qualified persons will be provided priority in all USDOL-
funded workforce services in accordance with the Jobs for Veterans Act (P.L.
107-288), (38 USC 4215).
14. Migrant and seasonal farmworkers will be provided the same range and quality of
services as non-migrants, and equity of service will be afforded to migrant and
seasonal farmworkers in all labor exchange services provided in the area. [20
C.F.R., Part 653]
15. Local areas will comply with section 101 of Public Law 109-149 which limits the
salary and bonus compensation for individuals who are paid by funds
appropriated to the Employment and Training Administration and provided to
recipients and sub-recipients.

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Comprehensive WIA Plan

PY 2007 & 2008

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

3. Name of organization administering the grant

Grant Administrator: Georgia Department of Labor

Name, address, and phone number for Local Area Director

Contact Person: Emory Virgil, Interim Executive Director

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

Duane Dodson, Economic Development Manager

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

Bainbridge Career Center

Bainbridge SKILLS Center

Cairo Career Center

Camilla Workforce Investment Center

Dawson Career Center

Moultrie Career Center

Moultrie SKILLS Center

Thomasville Career Center

7. Electronic one-stop or website addresses

http://www.swgawib.org/ [Under Development]

Contact Person: Emory Virgil, Interim Executive Director

Name of Area: Southwest Georgia

Chief Local Elected Official:

Local Workforce Investment Board Chairperson:

Southwest Georgia Workforce Investment Board’s Vision and Guiding Principles

As Southwest Georgia continues to experience shortages in skilled, reliable workers, it remains

 Deliver a customer focused, customer choice system

 Provide quality employees to meet the needs of Georgia’s employers

 Promote and implement the purposes and the accountability of WIA

 A vast amount of collaboration and inter-agency information sharing

Challenges to Achieving the Vision

 Educating Partners on vision and guiding principles

II. Local Governance

The SWGA WIB has designated the following standing Committees:

SWGa WIB Planning, Policies and Procedures (3PR) Committee – Designed to

 Undertaking an in-depth analysis of internal and external contracted case

 Quarterly re-visitation of all WIA customer-based policies to ensure continued

 Conducting in-depth analysis of provider and program performance, accounting for:

 Execute Memorandums of Understandings with existing community collaboratives

 Increase SWGWIB Youth Council membership reflecting region-wide and

 Create a portfolio of SWGWIB Youth Council products and services to be offered to

 Evaluating the Board Committee structure and roles

To maximize available time at Board meetings, we have: (a) introduced a Consent

 Execute Memorandums of Understandings with existing community collaboratives

 Increase SWGWIB Youth Council membership reflecting region-wide and

 Create a portfolio of SWGWIB Youth Council products and services to be offered to

III. Plan Development and Implementation

 Georgia Department of Labor (GDOL) Career Centers within the region

IV. Needs Assessment

Attachment E – SWGa Demand Occupations, lists the demand occupations identified as

Employers, especially small businesses, need assistance in accessing better human

V. Workforce Delivery System

The Matrix is attached as Attachment A.

At the Workforce Development Center in Camilla, Partners participating include the

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

Copies of all current Memoranda of Understanding, Resource Sharing Agreements and

7. List the board-established policies regarding:

a. priority of service for intensive and training services, where adult

Also see Attachment G – SWGa Pick Up Policy

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

c. target groups served in the area

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

Deliver a customer focused, customer choice system

Provide quality employees to meet the needs of Georgia’s employers

Promote and implement the purposes and the accountability of WIA

A vast amount of collaboration and inter-agency information sharing

Educating Partners on vision and guiding principles

Undertaking an in-depth analysis of internal and external contracted case

Quarterly re-visitation of all WIA customer-based policies to ensure continued

Conducting in-depth analysis of provider and program performance, accounting for:

Execute Memorandums of Understandings with existing community collaboratives

Increase SWGWIB Youth Council membership reflecting region-wide and

Create a portfolio of SWGWIB Youth Council products and services to be offered to

Evaluating the Board Committee structure and roles

Execute Memorandums of Understandings with existing community collaboratives

Increase SWGWIB Youth Council membership reflecting region-wide and

Create a portfolio of SWGWIB Youth Council products and services to be offered to

Georgia Department of Labor (GDOL) Career Centers within the region

Non-SWGa WIA Funded 1st Quarter/Semester Policy

Flexible Customer Assessment Processes

Reliance on Reverse Referrals

Public Service Announcements - Radio, Television, Cable Television

Providing services to assist with employee recruitment, including mass recruiting,

Offering Georgia Works, an innovative training initiative designed to stimulate job

Providing specialized services to facilitate employing people with disabilities.

Qualified applicants meeting entry level expectations

Applicants that are interested in what the job offers

A larger pool of qualified applicants

Employee assistance after hire

Customization to suit their needs

Mechanical Reasoning – understanding mechanical principles and the laws

Interest Survey to help define the interest in many different kinds of

exploring jobs based on interest, work values, and abilities.

indicates achievement levels related to typical educational structures.

DOT details the skill expectations and educational requirements needed to