GOVERNOR’S OFFICE OF WORKFORCE DEVELOPMENTGeorgia WIA Annual Report NarrativeProgram Year 2012Executive Director Blake Ashbee11/15/2013GOWD creates the statewide strategy and implementation for Georgia’s workforce system to provideGeorgia business with a highly skilled, quality workforce.

TABLE OF CONTENTSIntroduction3State Workforce Investment Board and the Governor’s Office ofWorkforce DevelopmentState Workforce Investment Board3Go Build Georgia3One-Stop and Service Delivery Assessment4Rapid Response Transition and Assessment5Case Management System Transition5Veteran Service Collaboration with GDOL and the USDOL UCX Grant5Annual Report NarrativePerformance Measures7Customer Satisfaction Data7State Evaluations of Workforce Investment Activities7Governor’s Office of Workforce Development and Local Workforce Investment BoardsAdult and Dislocated Worker Services7Youth Services10Services to Employers11Waiver Usage12Cost Efficiency Measures13Introduction to the Data14Cost Efficiency Measures ContinuedAttachment AData TablesAttachment BGeorgia PY2012WIA Annual Report1

Dear Fellow Georgians,Through the Georgia Competitiveness Initiative, we were able to identify that workforce development andeducation rank as two of the highest priorities among our state’s economic regions. We have focused effortsthis year on supplying Georgia’s growing infrastructure with a skilled and talented workforce.Within Georgia’s workforce development efforts, it is critical that we rely on data-driven decisions to providetargeted services that bring real change. This includes an increased emphasis on skilled trade education,veterans’ services, offender re-entry and at-risk youth programs. These programs will maximize resources,eliminating redundancies in effort and funding.To close the state’s growing skilled labor gap and sustain the competitiveness of our top industries, theGovernor’s Office of Workforce Development launched Go Build Georgia on Jan. 17, 2012, at the stateCapitol in Atlanta. Go Build Georgia, a labor-neutral public-private partnership, aims to educate youngpeople and the public at-large about the skilled trades to ensure the next generation of Georgia’s workforceis equipped with the skills to fill in-demand jobs.Lastly, I challenge the State Workforce Investment Board and the Local Workforce Investment Boards tofocus on Georgia’s in-demand occupations and growth sectors to appropriately designate training funds.This will allow funding to be given to the sectors that bring the most benefit to the state.With our unemployment rate still above the national average, it is time to sharpen the focus on Georgia’sworkforce development. Providing industry leaders with an unbeatable workforce will bring far-reachingbenefits for individuals, communities and the future of our state as a whole. We must work together tomove the needle on unemployment and strengthen Georgia’s economy.Governor Nathan DealGeorgia PY2012WIA Annual Report2

IntroductionOn July 1, 2012, the Governor’s Office of Workforce Development (GOWD) became the administrativeentity for the Workforce Invest Act (WIA) grant. During the 2012 program year, GOWD was tasked tocomplete an assessment of the state of the workforce system; therefore, it was the priority of GOWD toevaluate the current situation while identifying potential next steps for the state. The state was able toassess many aspects of the workforce system and identify ways in which the state could improve theservices offered to WIA participants and Georgia businesses. By better serving those two groups, the statewill be able to create a more effective, skilled workforce.State Workforce Investment Board and the Governor’s Office of Workforce DevelopmentState Workforce Investment BoardThe active collaboration of the SWIB, the LWIBs, GOWD and the state’s One-Stop Delivery System is a keycomponent of workforce development in Georgia. This collaboration begins with the Governor, who isresponsible for the establishment of the SWIB. The SWIB’s membership is comprised of state business andcommunity representatives, members of the state legislature, adult and youth service providers, chiefelected officials, staff of partner state agencies, and representatives of organized labor. The SWIB’s dutiesinclude the development of a statewide strategic plan, which establishes the five year strategy for theStatewide Workforce Investment System. The SWIB is also responsible for assisting the Governor withadditional functions designated by WIA.GOWD serves as the fiscal recipient of WIA and also provides support, information and guidance to boththe Governor and the SWIB. These tasks allow the Governor and the SWIB to make informed andknowledgeable policy decisions regarding the implementation of WIA in Georgia. Furthermore, theleadership of the SWIB has developed three committees in order to better assist program and LWIAdevelopment. Those committees are the following: the youth services committee; the re-employmentservices committee; and the local workforce investment area guidance committee. SWIB members areassigned to those committees based on their areas of experience and interest. GOWD’s staff serves theSWIB’s various committees by providing detailed research that enables the committees to make informedpolicy decisions that are particular to their specific needs.The Governor and the SWIB have committed the state to addressing the needs of Georgia’s citizens byaligning programs in such a way that meets the needs of the state’s economy. Governor Deal has madeefficiency and integration a top priority, emphasizing the need to develop real skills and career readiness toensure the future of Georgia’s labor force.Go Build GeorgiaTo increase the importance of skilled trade education, Governor Deal launched Go Build Georgia on January17, 2012 at the State Capitol. Go Build Georgia, a labor neutral public-private partnership, aims to educateyoung people and the public at large about the skilled trades, and how to pursue a career in theseindustries.Studies show that for every four skilled tradesmen that retire only one tradesman enters the field. This hascreated a skills gap in Georgia which leaves the state in need of young, qualified workers. Go Build GeorgiaGeorgia PY2012WIA Annual Report3

seeks to show students all of their educational options as well as dispel any myths that the skilled trades donot offer competitive salaries and great life style benefits.By building a broad coalition of key stakeholders, Go Build Georgia aims to increase the number of thoseentering the skilled trade workforce while increasing our participant level in training programs to fulfillthese in demand occupations. Through this strategic focus on the skilled labor supply in our state, Georgiaseeks to reduce the skilled labor gap and current unemployment rate by putting more Georgians back towork in these meaningful trade careers.The Go Build Georgia High School Teams project seeks to establish teams made up of high school educatorsand administrators, local business leaders and skilled craft professionals, rounded out by students andparents on each of Georgia’s public high school campuses. These teams communicate the income andlifestyle benefits of the skilled trade professions to its respective student base and also function asimplementation teams for Go Build Georgia initiatives including skilled trade career days, industry site toursand message dissemination. The goal of the Go Build Georgia High School Team Project is to successfullyplug students into the skilled trade workforce pipeline either through technical college enrollment,apprenticeship programs, curriculum based career pathways and clubs that have a skilled trade component.There are currently 203 Go Build Georgia High School teams in the state.One-Stop and Service Delivery AssessmentGOWD contracted out for a One-Stop and Service Delivery assessment for internal use in winter of 20122013. The assessment included five site visits and several stakeholder interviews.In 2011, WIA served only 6.4% of Georgia’s unemployment insurance beneficiaries. Federal workforcesystems are designed by their nature to pull people off the Unemployment Insurance rolls, thus returningthem to the workforce faster. Encouraging LWIAs to mine available data for those participants on theUnemployment Insurance rolls would create a cohesive system between GDOL’s Unemployment Insuranceprogram, Wagner-Peyser, TAA and WIA activities at the local and state level by improving the LWIA’s accessto ready to serve populations. The average cost per customer in 2011 was 2,404. Considering federal,state and local budget restrictions, increasing the number of customers in the state workforce system willensure that more Georgians have access to services during this time of higher than average unemployment.It is a priority of the state to reduce the overall cost per participant. Decreasing the cost per customerwould allow the state to increase the number of participants, considering there is no increase in financialresources from federal, state and local governments. These numbers indicated that Georgia’s WorkforceSystem could be operating in a more efficient and effective manner, which is a goal noted in the Governor’sVision.Through this internal assessment, GOWD received strategic and operational recommendations to helpimprove the workforce system for Georgia. One of those such recommendations was the voluntaryconsolidation of LWIAs. In areas where it is appropriate, voluntary consolidation can help achieve a moreefficient workforce. By merging, areas can lower administrative costs and in turn designate a larger amountof funds to serve their area. Consolidation can be achieved through filling open positions and creating aGeorgia PY2012WIA Annual Report4

new organizational structure for the area, creating a merged LWIB and delegating board responsibilities, aswell as, managing and distributing assets to the new local area.A centralized point of control for Wagner-Peyser (WP), Trade Adjustment Assistance Program (TAA), Jobsfor Veterans Act and WIA can allow for easier access for customers as well as reduce transportation andtravel costs. GOWD, along with GDOL and other agencies, are working together to create this centralizedpoint of control. GOWD is also continuing to leverage the technical college infrastructure as an entry-pointfor participants to access WIA services. TCSG and WIA have similar end-goals in developing Georgia’sworkforce by providing the necessary training to those in need.Rapid Response Transition and AssessmentDuring PY 2012, GOWD contracted the state’s Rapid Response services out to GDOL. In the third quarter ofPY 2012, GOWD contracted with a third party firm to conduct a comprehensive assessment of the state’sRapid Response activities. This assessment included interviews of designated Rapid Response personnel,review of budgetary and spending practices, and review of the current service delivery model. Theassessment results showed that there was a high cost of program administration, as well as, a lack ofsufficient, effective services to the employees and companies affected by layoffs.Due to the results of the assessment and in an effort to deliver services in a more efficient and costeffective manner, GOWD began the transition of Rapid Response services back in-house in the fourthquarter of PY 2012. The full transition was completed on July 1, 2013.Case Management System TransitionIn accordance with state regulation, GOWD began the process of reviewing potential options for the state’scase management system in the second quarter of PY 2012. The state’s goals for the selection of a vendorwere to ensure the efficiency of the case management system, enhance the usability and technologicalfunctions of the system, and to ensure cost effectiveness to the state.With those goals in mind, the state selected Geographic Solutions as the state’s case management vendorin the third quarter of PY 2012. Geographic Solutions’ case management system, Virtual One-Stop, is aproven system used by dozens of states as their statewide WIA case management system, includingmultiple states within our ETA region. The system transition took place in the third and fourth quarters ofPY 2012 with the final “go live” date of July 1, 2013.Veteran Service Collaboration with GDOL and the USDOL UCX GrantGeorgia has a large military presence with nine military installations. More than 106,000 active duty,reserve, and guard forces live in the state and 773,858 veterans call Georgia home. Georgia has a strongreemployment service delivery strategy that links a network of organizations serving veterans including theGovernor’s Office of Workforce Development (GOWD), Georgia Department of Labor (GDOL), GeorgiaDepartment of Veteran Services, Georgia National Guard and Reserve, Employer Support of the Guard andReserve, Georgia Vocational Rehabilitation and the Georgia Chamber of Commerce. Progress is being madeto enhance communication between agencies serving veterans and develop a seamless delivery ofGeorgia PY2012WIA Annual Report5

employment services and data exchange that would offer veterans the most immediate entry into theworkforce.Due to the large veteran population in Georgia, it has been challenging to target ex-service membersreceiving Unemployment Insurance (Unemployment Compensation Exchange (UCX) customers) foradditional intensive services to ensure swift reemployment. On July 1st, 2012, USDOL awarded GDOL, inpartnership with GOWD, a 750,000 grant for reemployment services to recently separated militarymembers. This grant focuses on U.S. Army, Reserves and National Guard veterans.Through the UCX grant funds and the collaboration with GDOL, the state has been able to make greatstrides in offering services to its veteran population. One of the first steps in PY2012 was to hold theGeorgia Jobs for Veterans Employer Breakfast and Career Expo in conjunction with GDOL. The purpose ofthe expo was to conduct a statewide mega recruitment and resource event for veterans. The event washeld on November 8, 2012 immediately following the Georgia Jobs for Veterans Employer Breakfastattended more than 300 Georgia employers. During the expo, Veterans were able to attend a wide rangeof employability skills workshops onsite (e.g., effective interviewing, job retention tips, and using onlinetools to improve their chances of success). Also, representatives from various organizations servingveterans were present to provide information about their services.In PY2012 Operation: Workforce ( was launched. Operation: Workforce helpsveterans and employers connect within the state. The site allows veterans to create a profile, upload arésumé, and search and apply for job openings within the state of Georgia. It also allows Georgia employersto create profiles, post job listings, review job applicants and search the site for qualified candidates.Employers are able to sign a pledge of commitment to give enhanced hiring opportunities to Georgia’sveterans, and veterans are able to find veteran-friendly employers across the state. Operation: Workforcewill also allow veterans to translate their military occupational classifications into civilian occupations thatbest align with their skill set and training.The state also launched Troops to Trucks, which is an initiative to help service members, who are within 90days of leaving the military or those who have left within 90 days. The program expedites the entry ofveterans into civilian employment through the transportation industry. Service members with a Military348 License may waive the driving portion of the CDL testing at several DDS locations throughout the state.A veteran has up to three times to successfully pass the written portion of the CDL test. The type of CDLlicense is determined by their training and experience in the military.To expedite the road to civilian employment, the state is working on transferring military certifications andskills into civilian licenses for veterans in high demand occupations. GOWD is working with the GeorgiaSecretary of State’s office to transfer military skills into civilian work licenses. Several of the licenses beingtargeted include Utility Foreman, General Contractor Individual, Electrical Contractor Restricted,Journeyman Plumber, and Conditioned Air Restricted. If the veteran applicant has skills that meet orexceed Georgia licensing requirements they may be able to obtain the civilian license without the writtentest required. Reciprocity will also be available for veterans’ spouses if their existing license is deemedequivalent for a Georgia license. The intent is to accelerate veterans’ transition into Georgia’s workforce.Georgia PY2012WIA Annual Report6

Annual Report NarrativePerformance MeasuresIn PY 2012, the negotiated performance rates were significantly increased from the negotiated rates fromPY 2011 in all twelve areas. In PY 2011, the state exceeded nine and met three of the twelve commonmeasures. In PY 2012, the state was again able to exceed nine and meet three of the twelve commonmeasures, even with the increase in the negotiated rates. Therefore, PY 2012’s performance measures area significant achievement for the state.State Customer Satisfaction DataGOWD currently has a waiver in which the state is only required to report on the nine commonperformance measure outcomes. Due to the cost prohibitive nature of the American Customer SatisfactionIndex (ACSI), GOWD is currently researching other ways to meet the customer satisfaction datarequirements.State Evaluations of Workforce Investment ActivitiesGeorgia’s annual onsite, weeklong WIA program reviews were conducted at each local workforce area forPY 2011 from September 2012 to December 2012. The teams conducting the reviews include members ofthe GOWD Programs, Finance and Compliance divisions. The overall purpose of the reviews focused onprogram design, policy development, overall effectiveness and financial management, as related to:Compliance with relevant laws and regulationsProvision of meaningful technical assistanceImprovement of outcomes for youth, adult and dislocated worker customersPreparation of grant recipients for state and federal audits and focus on cost effectiveness andreturn on investmentProvision to local workforce boards with tools to assist in managing and integrating workforceservices and economic development strategies in local and regional communitiesEnhanced knowledge, skills and abilities to promote demand-driven service delivery strategies, andidentification of shared best practicesGOWD identified 123 total findings. This included 64 financial and 59 programmatic findings. Many findingsresulted from insufficient LWIA policies, lack of knowledge of regulations, and poor internal controls.GOWD also identified 131 observations for improvement of LWIA operations. The areas that require themost improvement are contracts, purchasing, and program administration. GOWD worked with each LWIAand their LWIB to develop a corrective action plan and provide technical assistance for any lingering issue.Due to guidance issued and preliminary reports, GOWD anticipates fewer findings and observations in thenext program year.In May of 2013, GOWD began the process of conducting LWIB Certification, which will occur every twoyears. Through this process, GOWD was able to determine whether or not LWIBs were in full compliancewith federal and state board composition standards. The following items were examined:Georgia PY2012WIA Annual Report7

LWIB members listings were examined to ensure that the listing contained all of the requiredmembership;LWIB minutes were reviewed to ensure compliance with federal and state meeting procedures;LWIB bylaws were reviewed to ensure the inclusion of relevant provisions of law.LWIB Certification was conducted as a desk review by GOWD programmatic staff. LWIAs were asked tosubmit a complete board roster, up-to-date board by-laws, a complete list of all one-stop partners, and allboard meeting minutes for PY 2012 by May 20, 2013. The desk reviews were completed and the resultswere mailed back to LWIA Directors by May 31, 2013. Corrective Action Responses were due back to GOWDon either July 1, 2013 or September 2, 2013 depending on the severity of the issues cited. To date, 80% ofthe LWIBs have been certified and are currently in full compliance with state and federal criteria.Governor’s Office of Workforce Development and Local Workforce Investment BoardsAdult and Dislocated Worker ServicesWith Georgia’s unemployment rate above the national average, the governor and GOWD have sharpenedthe focus on the services of Georgia’s Adult and Dislocated Worker population. All stakeholders haveworked together to move the needle on unemployment in order to strengthen Georgia’s economy. Bypulling together available resources from all stakeholders, Georgia will be able to maintain an effective andefficient government, as well as reduce the chance of any duplication of funds or efforts. Key partners havebeen identified to ensure Georgia’s Workforce System is working to its full potential. These partnersinclude, but are not limited to GDOL, TCSG, and GDEcD. GDOL provides services to job seekers andemployers, through the administration of Georgia's unemployment insurance program and Wagner-Peyserwhich funds core and intensive services. With 82 campus locations, TCSG has a broad footprint across thestate of Georgia and offers countless in-demand training programs. GDEcD works diligently to attract newcompanies and industries to Georgia. GDEcD also works to connect these new companies, whenappropriate, to their LWIAs for use of local services.The SWIB seeks to build a better educated and more employable workforce by working to enroll andgraduate a greater number of Georgians in adult education programs to improve their lives and standing inGeorgia’s workforce and their local community. In order to achieve this, GOWD will increase the awarenessof GED opportunities throughout the state including remediation and tutoring.Governor Deal has placed an emphasis on Complete College Georgia, a state-wide effort to increaseattainment of a high quality certificate or degree. Complete College Georgia is a subset of Complete CollegeAmerica, which addresses the need for remediation and overall college completion rates. By 2020, it isprojected that over 40 percent of job growth in Georgia will require some form of a college education,whether a certificate, associate’s degree, or bachelor’s degree. Today, only 42 percent of the state’s youngadults, its burgeoning workforce, qualify. Georgia’s level of higher education attainment is not expected tonoticeably increase in this time period. To reverse the current path, the state has committed to CompleteCollege America’s goal of 60 percent of young adults holding a college certificate or degree by 2020. Thegoal is for Georgia to have these graduates form a competitive workforce with a mixture of certificates,associate’s degrees, and bachelor’s degrees. This sentiment rings true for WIA participants, as well. GOWDGeorgia PY2012WIA Annual Report8

is committed to decreasing the number of unsuccessful completions by WIA participants; therebyincreasing the number of certificates, associate’s degrees, and bachelor’s degrees successfully attained byWIA participants.The recession has negatively impacted almost every sector of the economy, and Georgia’s manufacturinghas been one of the sectors hit the hardest. Every state in the nation has lost manufacturing jobs since2007, but Georgia has been among the worst with the collapse of the construction industry and a slowerdemand for textiles. Since 2001, Georgia has lost over 150,000 jobs, and manufacturing has fallen in rankto sixth in Georgia’s list of industries with the most jobs available1.To ensure that manufacturing remains competitive in Georgia, the state is exploring ways to create andexecute the business community’s response to the immediate workforce issues facing the manufacturingindustry. While Georgia continues to remain competitive both nationally and internationally by recruitingnew companies to the state, it is imperative that the state take critical steps to ensure that we retain ourexisting manufacturing companies and fulfill their workforce demand.In our current economic conditions, Small Manufacturing Enterprises (SMEs), many of which are suppliersto the major manufacturing firms, are an integral part of the growth potential of manufacturing. ForGeorgia to increase its output, SMEs must take an innovative approach by up-skilling the current workforceand recruiting employees with higher skills. To address the challenges of SMEs that can lead to downsizing,the state is encouraging LWIBs and the workforce delivery system to collaborate with the GeorgiaManufacturing Extension Partnership (GaMEP). MEPs can assist manufacturers with finding and trainingemployees, retraining, reducing layoffs, cost savings and strategic planning to increase top-line growth. Byenhancing communication between the LWIBs and MEPs, the state can ensure that Georgia’smanufacturers grow and stay competitive.Due to current economic conditions, many Georgia workers are currently under-employed. LWIA staff helpsto identify such workers and offer services based on the individuals needs. If the customer has all of theskills necessary to gain better employment, the local area will assist in interview preparation, resumecritiques, and job search and placement. If the customer is in need of a skills upgrade, the local area willwork with the customer to determine what type of training would be appropriate. Local areas continue towork with the Technical College System of Georgia and the University System of Georgia, as well as otherqualified training providers, in order to ensure that customers have a wide variety of training options. Forinstance, the offering of night and weekend, flexible, condensed, and online classes enables those who arecurrently working to be enrolled in WIA training services.One of Georgia’s highest unemployment rates is for parolees, with a rate of 31%. Currently, 1 in 13 peoplein Georgia are under some type of corrections supervision. A large portion of the incarcerated population,86% (48,695), serve a time limited sentence, which means the number of paroles will continue to grow.Georgia is working to target this hard-to-serve population through workforce development initiativesdesigned to reduce the recidivism rate for parolees and ex-offenders. The state will work closely with the1Figure 3, Georgia Department of Labor, Workforce Statistics and Economic ResearchGeorgia PY2012WIA Annual Report9

business community to solicit employer feedback to gauge perceived challenges involved with hiring exoffenders. In doing so, Georgia will enhance reentry success through increased opportunities for careeroriented employment of ex-offenders. As a statewide re-entry employment strategy is developed for WIA,the Governor intends for the SWIB and GOWD to work alongside the Governor’s Office of SupportTransition and Re-entry as well as local transition centers to tighten communication and increase access ofeligible participants to the LWIAs.The governor and GOWD, in partnership with the Georgia Department of Labor launched several state-wideworkforce development initiatives aimed at Georgia’s veterans returning from active duty. With anestimated 80,000 new veterans expected to enter Georgia’s workforce by 2016, these new programs willhelp ensure veterans have a smooth transition back into civilian life. These programs are detailed in theVeteran Service Collaboration with GDOL and the USDOL UCX Grant section.The segment of Georgia’s labor force that is 55 and older is rapidly growing. Growing life expectancy ratesas well as the uncertainty of retirement plans seem to be driving this trend. A broad range of services isprovided to older workers through the workforce system. Many LWIBs work closely with the GeorgiaCouncil on Aging to develop comprehensive service strategies. Other local senior strategies include partnerssuch as: senior employment services; senior centers; Vocational Rehabilitation; public libraries; artscouncils; transportation providers; and others.GOWD and LWIAs continue to work closely with the Senior Community Service Employment Program(SCSEP). The SCSEP program promotes individual economic self-sufficiency and increases the number ofpersons who may benefit from unsubsidized employment in both the public and private sectors byproviding individuals with appropriate training for targeted jobs in the community. All SCSEP grantees havecurrent Memorandums of Understanding with all WIA One-Stops across the states. Grantee and sub-projectcoordinators are active members of their Local Workforce Investment Boards to ensure that the needs ofolder adults seeking employment are identified and addressed. A number of One-Stop and Career Centersare active customer service locations for SCSEP participants. These centers help participants to develop softskills, customer services skills, and other useful skills to help them in their job search. It also helps to fostera cross-referral system between SCSEP and LWIAs.Youth ServicesGeorgia’s high school graduation rate for PY 2012 was 67% compared with a national graduation rate of75%.2 Like many states, Georgia reported lower graduation rate after changes to the reporting methodwere announced by the U.S. Department of Education in 2011. As a key indicator for the health of a state’sworkforce, Georgia’s current graduation rates are in need of improvement if we are to competeeconomically.Services that have been found to be most effective in increasing high school graduation rates are tutoring,lost credit redemption classes and/or software, mentorin

Georgia WIA Annual Report Narrative Program Year 2012 Executive Director Blake Ashbee 11/15/2013 GOWD creates the statewide strategy and implementation for Georgia's workforce system to provide Georgia business with a highly skilled, quality workforce. Georgia PY2012 1