submitted by: atlanta workforce development board, …

February 2014

“TOGETHER, WE’RE BUILDING A WORKFORCE”

Local Plan For the City of Atlanta Local Workforce Investment Area

PY 2014-2019

Submitted by:

ATLANTA WORKFORCE DEVELOPMENT BOARD, INC.

818 Pollard Boulevard, SW

Atlanta, Georgia 30315

(404) 546-3000

www.atlantaga.gov/awda

http://www.atlantaga.gov/

Plan Signatures

Name of Area: City of Atlanta

Chief Local Elected Official

_______________________________ ________________________

Name Date

Local Area Director

_______________________________ ________________________

Name Date

Local Workforce Investment Board Chairperson

_______________________________ ________________________

Name Date

Area 3 City of Atlanta

WIA Workforce Development Plan

Operated by the Atlanta Workforce Development Board

One-Stop Center

Atlanta Workforce Development Agency

818 Pollard Boulevard


(404) 546-3000


Satellite Office (proposed co-locations)


(404) 546-3000




Introduction

AWDA operates as the Workforce Investment Act (WIA) One Stop Center for the City of

Atlanta through coordinated efforts of its consortium partners and leveraged resources. This plan

represents the required elements of the Georgia Department of Economic Development,

Workforce Division (GDECD).

Programmatic

Negotiated Performance Levels

Detailed Explanation of Adult Programs

Target Population:

The Adult program is designed to serve people who are 18 years and older and legal to work in

the United States. In addition, the requirements of Selective Service must be met when

determining eligibility.

Program Description & Services:

Under the essence of the Workforce Investment Act of 1998, Adult programs are intended to

increase employment retention, seek career opportunities within careers that provide earnings of

self-sufficiency and/or livable wage. Concepts and training strategies are implemented to

improve occupational skills of participants utilizing high demand labor market information in an

WIA Negotiation Performance Goals

PY12 Goals PY13

Goals

Adult Measures

Entered Employment Rate 75% 75%

Employment Retention Rate 86% 86%

Average Six Months Earnings $12,500.00 $12,500.00

Dislocated Workers Measures

Entered Employment Rate 80% 78.5%

Employment Retention Rate 93% 93%

Average Six Months Earnings $16,500.00 $16,500.00

Youth Common Measures

Placement in Employment or Education 74.4% 72%

Attainment of Degree or Certificate 75% 75%

Literacy or Numeracy Gains 30% 35%

effort to compete in a global workforce. In addition to unemployed adults, employed or

underemployed adults can receive services to obtain or retain employment therefore, creating

new opportunities for themselves.

AWDA programs provide a range of self-service and staff assisted services for adults seeking

employment. Counselors are trained to work with each individual to develop an Individual

Employment Plan (IEP) that is realistic and measurable. Additional services can range from skill

assessments, labor market information, reports of training programs, job search and job

placement assistance.

Detailed Explanation of Dislocated Worker Programs

Target Population: The Dislocated Worker Program is intended for workers who have been laid

off due to no fault of their own. This includes jobs lost due to plant closures and company

downsizing. A dislocated worker must be eligible for of have exhausted unemployment

compensation. Other conditions can be determined for eligibility such as being self-employed

but not working as a general result of economic conditions, or being a displaced homemaker.

Dislocated worker programs are tailored and time sensitive to implement layoff aversion

strategies. The staff of AWDA strongly encourages dislocated workers to re-tool or train in the

early stages of receiving their benefits. AWDA staff and One-Stop partners are trained to

identify the transferable skills of a dislocated worker, suggest revision(s) of resumes accordingly

and identify opportunities that may benefit from services such as On-the-Job Training (OJT) and

Individual Training Account (ITA) for a seamless transition back into the workforce. Dislocated

workers are also eligible for services such as skill assessments, labor market information, and job

search and placement assistance.

AWDA will provide quality employment and training services to assist eligible individuals in

employment and retention of careers and will help employers identify skilled workers needed to

compete and succeed in business.

The employment goals are measured using Unemployment Insurance wage records systems and

customer satisfaction goals are measured by sampling.

Detailed Explanation of Youth Programs

Target Population: Eligible youth must be low-income, in or out-of-school, ages 14-21 with one

or more of the following barriers to employment: (1) deficient in basic literacy skills; (2) a

school dropout; (3) homeless, a runaway, or in foster care; (4) pregnant, or parenting; (5) an

offender; or (6) an individual (including a youth a disability) who requires additional assistance

to complete an educational program or to secure and hold employment. Youth are eligible to

receive services to prepare them for post-secondary educational and employment opportunities,

attain educational and/or skills training credentials, and secure employment.

AWDA, in conjunction with the guidance of a Youth Council and through the leadership of the

Board of Directors, designs and implements comprehensive array of youth development

strategies that align with the WIA ten program elements: tutoring, alternative secondary school

offerings, summer employment linked to occupational learning, paid and unpaid work

experiences including internships and job shadowing, occupational skills training, leadership

development, supportive services, adult mentoring, counseling and follow-up services.

AWDA’s Mayor’s Youth Program (MYP) provides services to eligible Atlanta youth ages 14 to

21 years whose goal is to attain a high school diploma or GED credential, and/or pursue post-

secondary occupation-specific training or unsubsidized employment.

It is the agency’s goal under the direction of the Youth Council to provide meaningful programs

and activities for both eligible and at-risk youth to: (1) increase the number of youth attaining a

diploma or GED; (2) increase the number of youth enrolling in post-secondary institutions and

attaining occupation-specific credentials in demand industries; and (3) improve all participants

work readiness skills in preparation for unsubsidized employment.

Youth have year-round access to one or more of the ten required program elements based on

their Individual Service Strategy (ISS) that include on-site and off-site tutoring, mentoring,

leadership development, paid/unpaid work experience, comprehensive guidance and counseling,

summer employment, occupational skills training, follow-up services, alternative secondary

school services, and/or supportive services.

AWDA plans to continue operating the following year-round programs and services for eligible

City of Atlanta in-school youth (ISY) and out-of-school youth (OSY) between the ages of 14-21.

Recruitment

In-School Youth Recruitment, Intake, Enrollment New Participants – Fall

Out-of-School Youth Recruitment, Intake, Enrollment New Participants –YEAR-

ROUND

Programs/Activities for In-School and Out-of-School Youth

Tutoring Secondary/Post-Secondary Test Prep Support – YEAR-ROUND

Career Guidance Counseling - YEAR-ROUND

Pre-Employment/Post-Employment Workshops - FALL/SPRING

Financial Literacy Workshops - FALL/SPRING

Leadership Development Community Service Activities –YEAR-ROUND

Mentoring – YEAR-ROUND

SHRM Work Readiness Workshops - FALL/SPRING

Work Experience /Internships (Paid/Unpaid) - YEAR-ROUND

Atlanta Police Cadet - YEAR-ROUND

ATL Prep (DPRCA) – YEAR-ROUND

Certified Skilled Trade Training; GO BUILD - YEAR-ROUND

On-the-Job Training (OJT) - YEAR-ROUND

Certified Lifeguard - SUMMER

Metro Atlanta YouthBuild - YEAR-ROUND

Entrepreneurship 101 – YEAR-ROUND (Begins Fall 2014)

Occupational Skills Training (ITA) – YEAR ROUND

(Brief description of Programs)

SHRM (Society for Human Resource Management) – Conducts four job readiness workshops

on Saturdays for MYP participants to prepare them for internships and summer employment with

major private and public sector entities. The workshop topics include: work readiness, effective

communication, ethics, and one-on-one interviews with a human resource manager.

Mayor’s Youth Program: WIA Services – AWDA partners with Atlanta Public Schools

(APS) to recruit disadvantaged students for participation in WIA and non-WIA services. These

services are critical to them staying in school and attaining a high school diploma; improving

their academic achievement; and preparing them for post-secondary training or employment in

demand occupations.

All participants (new and those currently active in WIA services) will be required to attend pre-

employment/post-employment activities and workshops on non-school days (i.e., teacher work-

days, Saturdays, and/or winter/spring break) prior to placement in “paid” work experience

activities/internships.

Activities and workshops will address the following questions:

HOW DO I PREPARE FOR WORK EXPERIENCE OR EMPLOYMENT?

Resume preparation

Background checks - dealing with background issues (TOPPSTEP)

Drug /alcohol screening

Tattoos and/or piercings

Interviewing Skills

Appropriate interview attire (sagging, exposed body parts)

Social Media (Facebook-others)

Work permit (17 and younger)

Identity Theft

Volunteering

Community Service

HOW DO I RETAIN MY WORK EXPERIENCE ACTIVITY OR

EMPLOYMENT?

Integrity/Character

Work Ethic

Handling workplace issues - Protocol

Continuous education - skills upgrade

Financial literacy

Identity Theft

Social Media

VITA Services

Random drug/alcohol screening

Volunteering

Giving Back – Community Service

Work Experience and Internships – AWDA will place youth ages (14-21) in real life

“paid/unpaid” work experience activities and internships in the City of Atlanta (government),

Centers for Hope, Boys & Girls Clubs, YMCA’s, and other public/private sector entities during

Program Year 2013.

East Lake CREW Teens: Provides East Lake high school students between ages 14-19 with

access to tools enabling them to earn degrees and credentials that will position them to

successfully enter the workforce – a plus for the students, their families and the community at

large.

Post-Secondary Education Preparation (Out-of-School Youth) – Targets out-of-school youth

who possess a high school diploma or GED, but do not meet the Compass literacy/numeracy

requirements for acceptance into their desired training institution will be assigned to Atlanta

Technical College’s (ATC) or Atlanta Metropolitan College’s (AMC) post-secondary classes.

The classes provide the appropriate academic resources and instruction for the youth to improve

their literacy/numeracy scores and to test out of learning support classes. Additionally, they

provide academic support for WIA youth who’ve tested “basic skills deficient” (below 9.0 in

reading and/or math) and must increase their Educational Functioning Levels. Additional skills

gap training is available through our One Stop and other WIA partners.

AWDA designates staff to post-test youth enrolled in this component at least every 90 days or

more frequently if substantial academic gains are being achieved per the recommendation of

ATC or AMC staff.

Certified Skilled Trades Training - AWDA in partnership with the Governor’s Office of

Workforce Development’s Go-Build initiative will offer short-term training programs (up to 18

months) in skilled trades to meet the demands of projected shortages over the next 4 years. The

training programs offered will include: general construction-carpentry, concrete finishing,

welding, and electrical apprenticeships-journeyman.

On-the-Job Training (OJT) – On the job training affords youth with limited work experience to

gain occupation and skill-specific training while being engaged in productive, real-workplace

settings. The OJT program provides the knowledge and skills necessary for growth and retention

with the employer once the training is successfully completed.

Certified Lifeguards – AWDA partners with The City of Atlanta’s Department of Parks &

Recreation to train, certify, and employ students 16 years of age and older as junior lifeguards for

pools that are located throughout the city of Atlanta.

YouthBuild Atlanta – Serves young people, 16-24, who have dropped out of school and meet at

least one of the required eligibility guidelines of the Department of Labor (youth offender, child

of an incarcerated parent, current or former foster child, migrant worker, youth with a disability,

or low income).

During the course of the 10-month program, all participants will spend 50% of their time in

educational classes as they work towards attaining their GED, or in some cases their HS

diploma, 40% of their time in Construction Skills training and certification, and 10% of their

time in leadership development and skills-building activities.

Through additional funding through Youth Build USA’s AmeriCorps grant, all participants will

also be enrolled as AmeriCorps members satisfying their commitment to complete 450 hours of

training and service toward the Segal AmeriCorps Education Award of $1468 for post-secondary

us

Implementation Strategy of 20% Rule for Younger Youth

AWDA will work with Atlanta Public Schools when backfilling available openings to ensure a

minimum of 20% of eligible youth are being served. The recommended referral will be youth

who are deemed at-risk of dropping out of school, advancing to the next grade level, foster care

(in/or aging out of), need additional academic support to meet the Georgia Department of

Education’s End-of-Course Test (EOCT) requirements for attainment of a high school diploma.

For at-risk youth, more intensive intervention is often required.

Program Design that incorporates State Waivers

AWDA seeks to design programs that benefit from state waivers. Subsequently, the request of a

waiver will be supported by driven demand data of tangible workforce needs confirmed by

employers. AWDA will confer with GDECD for technical assistance and will submit all

required elements for waiver approval through email. To further illustrate, once AWDA is aware

that a situation such as a possible layoff is forthcoming, AWDA management and assigned staff

will work with that employer to determine all layoff aversion strategies to retain employees.

Over the recent years, AWDA has utilized the sliding scale waiver for OJT’s. The program

design is to research each business and determine the appropriate match for position

requirements. Once the appropriate assessments have been established and rules understood by

all parties, an AWDA representative will seek approval of a reimbursement waiver using the

following criteria: 1) up to 90 percent for employers with 50 or fewer employees, and (2) up to

75 percent for employers with 51-250 employees. For employers with more than 250 employees,

the current statutory requirement of 50 percent reimbursement applies.

Program Design Includes Local “Go Build” Strategy

AWDA has always promoted programs in support of skilled labor. In an effort to assist with

meeting the demands and critical shortage of qualified workers, AWDA will work with

organizations such as Construction Education Foundation of Georgia (CEFGA), Local Technical

Schools, Skill Trade Providers, and Local Union Representatives to ensure Atlanta resident are

well informed about craft trade careers.

AWDA is currently a recipient of a USDOL Accelerating Connections to Employment (ACE)

initiative and has partnered with Georgia Piedmont Technical College to teach Welding. This

training has been instrumental with increasing the awareness of skill trade opportunities. As a

result of this program model, strong business partnerships have developed with various

companies and union representatives for job search and job placement assistance.

As a continued economic practice, Labor Market Information (LMI) data will be used to

determine the skill trade needs within Atlanta that will provide the framework of program

implementation.

As an ongoing effort that aligns with the “Go Build” mission, AWDA recruits adults, dislocated

workers, youth, veterans, spouses of veterans and ex-offenders to participate in training or job

placement in the craft trade industry. AWDA has been consistently involved in construction

meetings that have resulted in job placement with organizations such as Porsche, and with

approved contractors who are and will be working on the new Atlanta Falcons stadium and the

Atlanta Beltline Project.

Another successful collaboration that supports the “Go Build” mission is a partnership with

Youth Build (YB). The YB program exposes youth to the work ethics and safety requirements in

the construction industry. Youth assist with new build and reconstruction projects that provide

hands on training.

Program Design includes efforts to incorporate Businesses with On-the-Job Training (OJT).

AWDA understands how important ascertaining human capital needs are to the projected jobs

growth in Atlanta. The AWDA methodology for OJT’s are derived from programs that align

Economic Development and Workforce Development. Efforts to incorporate the use of OJT with

employers, AWDA plan to partner more with Invest Atlanta for assessment of workforce needs.

Invest Atlanta is the official economic development authority for the City of Atlanta. Its purpose

is to strengthen Atlanta’s economy and global competiveness in order to create increased

opportunity and prosperity. AWDA will increase marketing and outreach that promotes

transparency and competitiveness of funding, in addition to hosting quarterly business round

table meetings.

Explanation of Coordinating Rapid Response with Georgia Department of Economic

Development, Workforce Division

AWDA staff met with GDEcD staff to discuss the coordination of Rapid Response. The

following coordination steps were established:

GDEcD will send out WARN notification

AWDA staff will contact a GDEcD representative to discuss employer details and

demographics, proposed dates and travel logistics

AWDA representative contacts employer to confirm dates and establishes a team to

participate, which typically includes a representative from GDEcD, Georgia Debarment

of Labor (Unemployment specialist), Education and Training representatives and

possibly skill transitioning employer(s). The reemployment sessions cover the following

work readiness training:

o Resume construction

o Interviewing skills

o Job Techniques

Strategies to Develop Business and Economic Development Partnerships

AWDA has always recognized the autonomous concept of Economic Development, Education

and Employment (E3) as demonstrated through the flexibility of the WIA regulations. AWDA’s

strategy to develop business and economic development partnerships will be to strengthen

partnerships to meet the following proposed measures:

Better projection of current and future workforce needs in Atlanta

Ability to forecast budget needs to expedite board approval and legislation if applicable

Seamless integration of messaging with businesses and the community

Leveraging resources and ways to reduce duplication

Data sharing and data mining

Increased visibility of WIA services

AWDA will regularly convene meetings with cross-functional partners to discuss forecast and

projection analysis of the current and future workforce needs. As a result of these meetings,

AWDA will identify short-term and long-term training required to match the identified

workforce needs.

Currently, AWDA attends stakeholder meetings such as Neighborhood Planning Units (NPU’s),

Employer Committee Meetings hosted by the Georgia Department of Labor and educational

roundtables that addresses workforce trainings for high demand occupations as part of economic

development partnerships.

As part of a strategy to better develop business and economic development partnerships, AWDA

will increase opportunities to host outreach meetings with employers to discuss realistic concepts

that align with multiple workforce barriers such as criminal backgrounds, retirement attrition,

projected layoffs, etc. AWDA will also work in conjunction with educational providers to offer

tailored job fairs of Individual Training Account (ITA’s) participants to ensure a seamless

transition into their field of study.

Assessment of the current integration of WIA and Wagner-Peyser in One Stop Centers

The Atlanta Workforce Development Agency (AWDA) and the Georgia Department of Labor

(GDOL) South Metro Career Center continues to seek ways of integrating seamless services

offered at the One-Stop Center. This partnership suffices the provision of providing core services

through a one-stop concept through co-location of staff.

An important aspect of the One-Stop system is to strategically align the comprised focus of

meeting the needs of businesses seeking skilled workers, economic in-demand occupational

training, in addition to meeting the education and employment needs of individuals.

As part of the Wagner-Peyser role, a designated GDOL staff is able to provide short and long

term labor market information; job notices and makes appropriate referrals to related

employment and training programs. Staff also provides access to job search and job placement

activities; as well as help assisting with filing claims for Unemployment Insurance Benefits (UI)

and evaluating eligibility for job training and education programs.

Elements of Wagner-Peyser (GDOL) at AWDA One-Stop:

There are three tiers of services for job seekers through Wagner-Peyser funds at the AWDA

location as defined:

1. Self-assisted services: self-assisted service occurs when a claimant is provided no

assistance from point of service staff. Claimant’s access information needed through the

resource area, and conduct their own job search.

2. Facilitated self-services: In this instance, staff intervention is necessary due to little

experience with computers, internet capability or inadequate knowledge of successful job

practices. The one-stop center provides an user friendly area and accommodates

claimant’s with disabilities;

3. Staff-assisted services: claimants are provided individualized screening, job matching,

counseling and a series of workshops that enhances job search skill building.

Elements of Workforce Investment Act (WIA) under the One-Stop Agreement

1. Training and employment programs designed and managed at the local level where the

needs of business and individuals are best comprehended.

2. A business atmosphere and structure where customers are able to conveniently access

information to employment, education and training services at a single location.

3. An approach by which businesses can provide information, leadership and partnering

activities to the system to help prepare job seekers for current and future jobs.

4. Access to data for customer choice in deciding the training program that best fits their

needs and the organizations that will provide such service.

There are several other integrated services such as Rapid Response, as illustrated within this

plan. One most notable is GDOL’s SOAR program for dislocated workers. The Georgia

Department of Labor, South Metro Career Center, hosts a bi-weekly program known as SOAR.

This program is designed to help individuals who have been laid off through no fault of their

own, with strategies for re-entering the workforce. This is accomplished through the facilitation

of various presentations and workshops.

The Atlanta Workforce Development Agency’s (AWDA) role is to meet weekly with these

individuals in a group setting to introduce them to WIA services. A designated staff explains

how they can benefit from training programs and training related programs such as work

experience and OJTs.

In addition, participants are encouraged to attend the weekly job fairs held at AWDA for

employment opportunities as well as inviting them to utilize the resource library for job searches,

completing online job applications, or job readiness assistance. For those dislocated workers

who may find it more convenient to visit AWDA, there is consistent communication to inform

participants that a South Metro Representative is present on Tuesdays and will assist them with

job leads, unemployment insurance and other responsibilities. AWDA and GDOL will continue

to seek ways to improve upon service delivery strategies within the One-Stop center.

Include a business plan that has the following components: (See Attachment A)

Mission and Vision Statement

Diagram or narrative of customer flow through the tiers of services

Clear flow of services between all partners

Facility’s service delivery structure, e.g. location service mix and customer flow

Plans for increase enrollment in various programs and increased use of facilities

System for referral to training services and the use of ITA’s

Identification of leveraged resources with various funding streams, educational

grants and other financial aid programs

Community outreach plans

List of all One-Stop partners and the ways in which services are integrated

Finance

Plans for making the workforce system more efficient

The AWDA provides central points of services under the One-Stop ideology. This concept is to

provide a single location for individuals seeking employment and training services which make

the process of locating and accessing employment services more efficient and seamless. Better

coordination between employers, education/training providers and economic development

stakeholders is recommended to improve efficiency for workforce preparation.

AWDA provides 3 tiers of services to its customers at the One Stop Center located at 818 Pollard

Boulevard:

Tier I: Core Services

AWDA’s One Stop Center Resource Library located on the main level of the One Stop Center

offers its customers’ universal access to:

Marketing/Outreach, intake, profiling, information on services available in the One Stop

Center

Eligibility determination, Initial assessments, including support needs

Provision of labor market statistics, job vacancy listing , access to job fairs

Information on skill requirements for occupations ,Local occupations in demand,

earnings, and skill requirements for jobs

Performance and cost information on eligible training providers on Georgia’s Eligible

Training Provider List (ETPL)

Tier II: Intensive Services

This level of service provides customers with direct staff support and requires selective service

registration for all males 18 to 25 years of age, and continues the process for determining the

customers training and/or employment needs.

Customers must complete at least (1) Tier I service prior to receiving access to:

Comprehensive assessments

Specialized assessments

Determination of Supportive Service Needs

One-on-One in-depth interviewing and evaluation to identify education and employment

barriers

Developing of an Individual Service Strategy (ISS) for youth (14-21 years old)

Developing an Individual Employment Plan (IEP) for adults (18 years and older)

Skills Training Needs (Post-Secondary/Adult Education)

Job and career counseling

Life skills training/coaching

Occupation-specific Training

ITAs, Eligible Training Provider List (ETPL) for Youth/Adult

OJTs, Customized Training, Entrepreneurial, Skills Upgrade/Retraining and

Certifications

Job-readiness training and Job referrals

Employer/Partner Referrals

Individual case management and Follow-up

Tier III: Post-Training / Post-Employment Services

Customers transitioning through Tier II services will have access to Tier III services. Some

services may be limited or unavailable based on the availability of funds.* These services

include:

Pre-Employment Assessments * (i.e., background screening(s)

Supportive Services* (i.e., MARTA, tools, other services needed to gain/retain

employment)

Job Referrals

Follow-up

List of in-demand occupation and in-demand sector strategies

0 0

2010 2020 Total Percent Annual Annual Annual

SOC E&T Base Projected Change in Change in Growth Openings Openings Annual

Code Occupations Code* Employment Employment Employment Employment Rate from Growth from Replmnts Openings

43-4051 Customer Service Representatives 7 24,700 27,810 3,110 12.55% 1.19% 310 700 1,010

35-3031 Waiters and Waitresses 8 12,730 14,840 2,110 16.58% 1.55% 210 640 850

35-3021 Combined Food Preparation and Serving Workers,

Including Fast Food

8 14,930 18,390

3,460

23.14% 2.10% 350 420 770

41-2031 Retail Salespersons 8 19,130 20,960 1,830 9.56% 0.92% 180 560 740

13-1111 Management Analysts 3 13,990 18,250 4,260 30.44% 2.69% 430 230 660

29-1111 Registered Nurses* 4 12,690 16,750 4,060 32.06% 2.82% 410 230 640

41-2011 Cashiers 8 11,630 12,640 1,010 8.65% 0.83% 100 530 630

53-7062 Laborers and Freight, Stock, and Material Movers, Hand 8 14,020 15,050 1,030 7.36% 0.71% 100 450 550

43-9061 Office Clerks, General 7 16,260 18,420 2,160 13.29% 1.26% 220 290 510

43-1011 First-Line Supervisors/Managers of Office and

Administrative Support Workers

7 12,370 13,560

1,190

9.64% 0.92% 120 330 450

43-6011 Executive Secretaries and Administrative Assistants 7 14,550 16,020 1,470 10.07% 0.96% 150 200 350

15-1121 Computer Systems Anaysts 3 9,880 11,290 1,410 14.29% 1.34% 140 190 330

11-1021 General and Operations Managers 4 16,700 16,750 50 0.28% 0.03% 10 310 320

13-2011 Accountants and Auditors 3 9,250 10,290 1,040 11.23% 1.07% 100 200 300

15-1150 Computer Support Specialists* 6 6,200 7,240 1,040 16.87% 1.57% 100 160 260

LONG-TERM OCCUPATIONAL PROJECTIONS

WIA#003 City of Atlanta

2010 to 2020

0 0




17-2031 Biomedical Engineers 3 40 80 40 72.73% 5.62% 0 0 0

39-9021 Personal and Home Care Aides 8 1,460 2,200 740 50.07% 4.14% 70 10 80

21-1013 Marriage and Family Therapists 2 30 50 20 50.00% 4.14% 0 0 0

29-2032 Diagnostic Medical Sonographers 4 220 330 110 48.20% 4.01% 10 0 10

13-1121 Meeting and Convention Planners 3 1,040 1,530 490 47.26% 3.95% 50 20 70

29-2056 Veterinary Technologists and Technicians 4 150 220 70 46.67% 3.90% 10 0 10

49-2021 Radio Mechanics 4 30 50 20 43.75% 3.70% 0 0 0

25-4012 Curators 2 90 120 30 42.53% 3.61% 0 0 0

31-1011 Home Health Aides 8 1,150 1,640 490 42.01% 3.57% 50 20 70

39-5012 Hairdressers, Hairstylists, and Cosmetologists 5 2,120 2,990 870 40.95% 3.49% 90 40 130

27-3091 Interpreters and Translators 3 190 260 70 40.43% 3.45% 10 10 20

29-1126 Respiratory Therapists 4 700 980 280 40.06% 3.43% 30 10 40

31-2021 Physical Therapist Assistants 4 150 210 60 40.00% 3.42% 10 0 10

31-2022 Physical Therapist Aides 7 90 130 40 39.56% 3.39% 0 0 0

19-1042 Medical Scientists, Except Epidemiologists 1 80 120 40 39.29% 3.37% 0 0 0

LONG-TERM OCCUPATIONAL PROJECTIONS


2010 to 2020

Plans to increase number of participants served in area

AWDA consistently serves an average of 100-200 customers each week. Part of the mission is to

ensure residents of the City of Atlanta are aware of WIA One-Stop services. Many customers

attend the weekly job fair offered as a job search/ job placement activity under the required WIA

core service. Through the economic development growth projected in the City of Atlanta,

AWDA has also implemented utilizing the Mobile Career Center Bus to go into neighborhoods.

These activities have proven successful in an effort to increase the number of participants

projected to serve. Lastly, AWDA has been a sustainable partner in the community and works

with organizations such as the Center for Working Families, New Hope Enterprises, Atlanta

Housing Authority (AHA) and Department of Human Services (DHS) year over year.

List integrated workforce funding streams (See Attachment B for full illustration of

organizational chart)

AWDA has been able to increase visibility through partnerships over the years.

The following is a list of integrated funding streams and a current organizational chart that

depicts operations:

WIA

City of Atlanta (Building Fund, Taxi and Mayors Youth Program)

Atlanta Housing Authority

USDOL – ACE Grant Award

USDOL- YouthBuild

0 0




13-1111 Management Analysts 3 13,990 18,250 4,260 30.44% 2.69% 430 230 660

29-1111 Registered Nurses* 4 12,690 16,750 4,060 32.06% 2.82% 410 230 640

35-3021 Combined Food Preparation and Serving Workers,

Including Fast Food

8 14,930 18,390

3,460

23.14% 2.10% 350 420 770

43-4051 Customer Service Representatives 7 24,700 27,810 3,110 12.55% 1.19% 310 700 1,010

43-9061 Office Clerks, General 7 16,260 18,420 2,160 13.29% 1.26% 220 290 510

35-3031 Waiters and Waitresses 8 12,730 14,840 2,110 16.58% 1.55% 210 640 850

41-2031 Retail Salespersons 8 19,130 20,960 1,830 9.56% 0.92% 180 560 740

43-6011 Executive Secretaries and Administrative Assistants 7 14,550 16,020 1,470 10.07% 0.96% 150 200 350

15-1121 Computer Systems Anaysts 3 9,880 11,290 1,410 14.29% 1.34% 140 190 330

43-1011 First-Line Supervisors/Managers of Office and

Administrative Support Workers

7 12,370 13,560

1,190

9.64% 0.92% 120 330 450

15-1132 Softw are Developers, Applications 3 5,010 6,130 1,120 22.50% 2.05% 110 50 160

13-2011 Accountants and Auditors 3 9,250 10,290 1,040 11.23% 1.07% 100 200 300

15-1150 Computer Support Specialists* 6 6,200 7,240 1,040 16.87% 1.57% 100 160 260

53-7062 Laborers and Freight, Stock, and Material Movers, Hand 8 14,020 15,050 1,030 7.36% 0.71% 100 450 550

35-2014 Cooks, Restaurant 8 4,930 5,950 1,020 20.80% 1.91% 100 110 210

SHORT-TERM OCCUPATIONAL PROJECTIONS


2010 to 2020

Plans for reducing supportive services cost

Supportive services are provided to customers enrolled in WIA activities who meet eligibility

requirements. The availability of these services will be coordinated with other providers to avoid

duplication of funding. Maximum limits exist as stated in the policies below and do not

necessarily restart if a customer terminates his/her activity and re-enrolls in a program.

The board approved transportation and limited childcare under the current supportive services

policy. Through the partnership with programs such as Earn Benefits has assisted with reducing

supportive services. Earn Benefits program offer “free” screenings for low-income families to

determine eligibility for a wide array of government and private benefits. Clients are offered

assistance for multiple benefits, including Low-Income Medicaid, Peach Care for Kids, WIC,

Food Stamps, Low Income Home Energy Assistance Program (LIHEAP), and federal tax

credits. These benefits have been known to supplement a family’s income by $3,000 or more

annually. AWDA will continue to refer customers to United Way 211 to address other wrap-

around services for assistance.

How Rapid Response will be integrated and how to avoid duplication of services

Rapid response funds will be integrated as a separate line item service for the purpose of

managing the award. Expending Rapid Response funds on activities will follow the City of

Atlanta’s procurement policy, approved cost allocation along with the requirements of the

Federal Regulations. Funds may be used on the following:

Marketing materials and assessments for job search and job matching

Tools and resources for resume writing, computer use and career exploration

Planning meetings will be convened to address duplication of services.

Include update budget signed by CLEO

DESCRIPTION ADMIN BUDGET

FY 13 ADMIN

EXPENSES

FY 14 ADMIN

EXPENSES

TOTAL ADMIN

EXPENSES ADMIN BALANCE

PROGRAM BUDGET

FY 13 PROGRAM EXPENSES


TOTAL PROGRAM EXPENSES

PROGRAM BALANCE

TOTAL PROGRAM BALANCE

Salaries, Regular 121,052 26,842 22,705 49,547 71,505 518,329 101,499 103,549 205,048 313,281 313,281 Group Life Insurance Contribution 46 5 5 10 36 175 18 18 37 138 138 Group Health Insurance Contribution 18,885 2,370 3,215 5,585 13,300 79,502 16,772 16,057 32,828 46,674 46,674 Medicare Contribution 1,642 373 307 680 962 7,038 1,359 1,388 2,746 4,292 4,292

Pension Contribution 9,762 ‐ ‐ ‐ 9,762 71,731 14,918 17,483 32,401 39,330 39,330 Defined Contribution 4,920 1,612 1,335 2,946 1,974 16,956 3,171 2,940 6,111 10,845 10,845 Supplies, Consumables 3,808 ‐ ‐ ‐ 3,808 1,684 ‐ 254 254 1,430 1,430 Supplies, Non‐Consumables 341 ‐ ‐ ‐ 341 160 57 ‐ 57 103 103 Publications & Electronic Media ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant, Professionals Services 19,902 990 2,280 3,270 16,632 100,252 4,339 31,546 35,885 64,367 64,367 Service, Repair, & Maintenance Contracts 847 ‐ ‐ ‐ 847 11,365 ‐ 1,749 1,749 9,616 9,616

ATLANTA WORKFORCE DEVELOPMENT AGENCYSUMMARY OF WIA ADULT PROGRAMS

AS OF DECEMBER 31, 2013

Rentals/Leases, Non‐Capital ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Telephone Expense 1,939 ‐ ‐ ‐ 1,939 300 ‐ 224 224 76 76 Postage Expense ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Memberships ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Auto Allowance ‐ ‐ ‐ ‐ ‐ 1,709 ‐ ‐ ‐ 1,709 1,709 Training Travel & Per Diem ‐ ‐ ‐ ‐ ‐ 927 150 208 358 569 569 Training Registration Fees ‐ ‐ ‐ ‐ ‐ 500 ‐ 365 365 135 135 Business Travel & Per Diem 69 ‐ ‐ ‐ 69 45 ‐ ‐ ‐ 45 45 Printing & Binding ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Service Grants 309 ‐ ‐ ‐ 309 832,840 575 174,717 175,292 657,548 657,548 Advertising ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Motor Equipment ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Facilities, Buildings ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment ‐ ‐ ‐ ‐ ‐ 8,189 ‐ 8,189 8,189 0 0 Lease/Purchase Equipment ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

TOTAL 183,522 32,191 29,847 62,039 121,483 1,651,702 142,858 358,686 501,544 1,150,158 1,150,158

Page 2

DESCRIPTION ADMIN BUDGET FY 13 ADMIN EXPENSES

FY 14 ADMIN

EXPENSES

TOTAL ADMIN


PROGRAM BUDGET




PROGRAM BALANCE

Salaries, Regular 90,644 36,734 21,779 58,513 32,131 390,581 103,166 85,167 188,334 202,247 Group Life Insurance Contribution 38 8 5 13 25 128 19 14 33 95 Group Health Insurance Contribution 14,379 4,062 3,160 7,221 7,158 59,676 15,779 11,665 27,445 32,231 Medicare Contribution 1,237 504 294 798 439 5,361 1,388 1,150 2,538 2,823 Pension Contribution 7,485 1,819 80 1,899 5,586 44,355 14,757 12,927 27,685 16,670 Defined Contribution 3,559 1,833 1,264 3,097 462 14,917 3,566 2,650 6,216 8,701 Supplies, Consumables ‐ ‐ ‐ ‐ ‐ 250 ‐ 145 145 105 Supplies, Non‐Consumables ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Publications & Electronic Media ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant, Professionals Services 2,750 ‐ 2,280 2,280 470 33,142 ‐ 28,472 28,472 4,670

ATLANTA WORKFORCE DEVELOPMENT AGENCYSUMMARY OF WIA DISLOCATED WORKER PROGRAMS


Consultant, Professionals Services 2,750 2,280 2,280 470 33,142 28,472 28,472 4,670 Service, Repair, & Maintenance Contracts ‐ ‐ ‐ ‐ ‐ 4,415 ‐ 875 875 3,540 Rentals/Leases, Non‐Capital ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Telephone Expense ‐ ‐ ‐ ‐ ‐ 145 ‐ 54 54 91 Postage Expense ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Memberships ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Auto Allowance ‐ ‐ ‐ ‐ ‐ 24 ‐ ‐ ‐ 24 Training Travel & Per Diem 38 38 ‐ 38 (0) 389 ‐ 212 212 177 Training Registration Fees ‐ ‐ ‐ ‐ ‐ 300 ‐ 261 261 39 Business Travel & Per Diem 89 89 ‐ 89 0 53 ‐ ‐ ‐ 53 Printing & Binding ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Service Grants 264 ‐ ‐ ‐ 264 526,784 75 41,529 41,604 485,180 Advertising ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Motor Equipment ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Facilities, Buildings ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment ‐ ‐ ‐ ‐ ‐ 3,820 ‐ 3,820 3,820 ‐ Lease/Purchase Equipment ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

TOTAL 120,483 45,088 28,862 73,950 46,533 1,084,340 138,752 188,941 327,693 756,647

Page 3


FY 13 ADMIN EXPENSES

FY 14 ADMIN

EXPENSES TOTAL ADMIN


PROGRAM BUDGET




Salaries, Regular 280,472 99,193 56,208 155,400 125,071 701,228 ‐ 180,931 180,931 Group Life Insurance Contribution 238 23 11 34 203 670 ‐ 50 50 Group Health Insurance Contribution 42,753 12,467 6,281 18,748 24,005 120,203 ‐ 26,472 26,472 Medicare Contribution 8,124 1,343 777 2,120 6,004 20,377 ‐ 2,601 2,601 Pension Contribution 20,602 7,623 2,979 10,603 10,000 92,547 ‐ 32,008 32,008 Defined Contribution 16,501 4,403 2,767 7,169 9,332 32,272 ‐ 5,183 5,183 Supplies, Consumables ‐ ‐ ‐ ‐ ‐ 6,000 ‐ 2,593 2,593 Supplies, Non‐Consumables ‐ ‐ ‐ ‐ ‐ 7,000 ‐ 203 203 Publications & Electronic Media ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Service, Repair, & Maintenance Contracts 11,346 ‐ 5,417 5,417 5,929 95,000 ‐ 51,970 51,970 Consultant, Professionals Services ‐ ‐ ‐ ‐ ‐ 10,000 ‐ 875 875 Rentals/Leases, Non‐Capital ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Telephone Expense ‐ ‐ ‐ ‐ ‐ 5,000 ‐ 2,278 2,278

ATLANTA WORKFORCE DEVELOPMENT AGENCYSUMMARY OF WIA YOUTH PROGRAMS


Telephone Expense ‐ ‐ ‐ ‐ ‐ 5,000 ‐ 2,278 2,278 Postage Expense ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Memberships ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Auto Allowance ‐ ‐ ‐ ‐ ‐ 1,500 ‐ ‐ ‐ Training Travel & Per Diem 557 57 ‐ 57 500 14,200 ‐ 6,665 6,665 Training Registration Fees 1,175 175 ‐ 175 1,000 11,000 ‐ 2,924 2,924 Business Travel & Per Diem 595 95 ‐ 95 500 250 ‐ 337 337 Printing & Binding ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Service Grants ‐ ‐ ‐ ‐ ‐ 2,309,156 ‐ 1,168,151 1,168,151 Advertising ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Motor Equipment ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Facilities, Buildings ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment ‐ ‐ ‐ ‐ ‐ 14,871 ‐ 14,871 14,871 Lease/Purchase Equipment ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

TOTAL 382,363 125,379 74,440 199,819 182,544 3,441,275 ‐ 1,498,113 1,498,113

Page 4


FY 13 ADMIN

EXPENSES

FY 14 ADMIN

EXPENSES

TOTAL ADMIN


PROGRAM BUDGET




PROGRAM BALANCE

TOTAL PROGRAM BALANCE

Salaries, Regular 2,041 ‐ ‐ ‐ 2,041 18,369 ‐ ‐ ‐ 18,369 18,369 Group Life Insurance Contribution 2 ‐ ‐ ‐ 2 10 ‐ ‐ ‐ 10 10 Group Health Insurance Contribution 278 ‐ ‐ ‐ 278 2,502 ‐ ‐ ‐ 2,502 2,502 Medicare Contribution 27 ‐ ‐ ‐ 27 251 ‐ ‐ ‐ 251 251

Pension Contribution 141 ‐ ‐ ‐ 141 1,270 ‐ ‐ ‐ 1,270 1,270 Defined Contribution 83 ‐ ‐ ‐ 83 748 ‐ ‐ ‐ 748 748 Supplies, Consumables ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Supplies, Non‐Consumables ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Publications & Electronic Media ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant, Professionals Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Service, Repair, & Maintenance Contracts ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Rentals/Leases, Non‐Capital ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Telephone Expense ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Postage Expense ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Memberships ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Auto Allowance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Training Travel & Per Diem ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Training Registration Fees ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business Travel & Per Diem ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Printing & Binding ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Service Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Advertising ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Motor Equipment ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Facilities, Buildings ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Lease/Purchase Equipment ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐

TOTAL 2,572 ‐ ‐ ‐ 2,572 23,150 ‐ ‐ ‐ 23,150 23,150

ATLANTA WORKFORCE DEVELOPMENT AGENCYSUMMARY OF WIA RAPID RESPONSE PROGRAMS


Page 5

Include Cost Allocation Plan

Purpose

The purpose of this cost allocation plan is to summarize, in writing, the methods and procedures

that The Atlanta Workforce Development Agency (AWDA) will use to allocate costs to various

programs, grants, contracts and agreements.

Cost Allocation Defined

Cost allocation is defined as the process used to distribute costs to a final cost objective based on

the concept of benefits received. It's a measure of the extent to which a cost benefits a grant

program and the cost objectives associated with that grant program in particular.

Some costs are directly charged to one objective, some costs are shared and then some costs are

indirect that are distributed to final cost objectives by pools and the use of appropriate allocation

bases. Allowable costs are shared among multiple programs for which a definitive amount

cannot be directly attributed to a specific grant or cost objective.

(Cost principles at 2 CFR 220 part 225, part 230, and the regulations at 48 CFR 31.2 provided

additional guidelines on the cost allocation process)

Plan Objective(s)

Costs will be charged to various grants and cost objectives utilizing the assignable direct cost and

the shared direct cost methodology, which identifies costs that can be specifically allocated to a

particular objective. Costs will be charged directly to grants, contracts or other program where

expenses occur.

Any cost allocable to a particular grant or other cost objective will not be shifted to other federal

grants to overcome funding deficiencies, avoid restrictions imposed by law or grant agreement,

or for other reasons (20 CFR 627.435(c)).

Part I: Shared and Direct Costs Approach

A direct cost can be traced to a particular cost category and grant since it was incurred solely for

the benefit of a particular grant. There are two types of direct costs, Assignable and Shared

Direct.

1. Assignable Direct Cost: Direct costs which can be specifically identified with a

particular final cost objective, i.e., a title, program activity, and cost category. These costs

may be charged directly to grants, contracts, or other programs where expenses occur. (A

cost may not be assigned to an award as a direct cost if any other cost was incurred for

the same purpose, or has been allocated to an award as an indirect cost).

2. Shared Direct Cost: The allocation method used in distributing unassignable direct costs

shall be based on a reasonable measurement of benefits received by each cost objective.

The reasonable approach of the AWDA in allocating costs to particular grants and contracts is as

follows:

A. All allowable direct costs are charged directly to programs, grants, etc. (including

general and administrative costs).

B. All allowable joint or shared costs are prorated individually using a base most

appropriate to the particular cost being prorated.

C. All other allowable program and administrative costs are allocated to programs,

grants, etc. based upon labor distribution (timesheet) method for those program and

administrative staff.

Shared and/or joint costs (including program and administrative costs) are allocated to programs,

grants, etc. using a base that is most appropriate to those particular costs. Considerations in

determining an appropriate base include the relative benefits, the materiality of the cost, and the

amount of time and cost to perform the allocation. Joint costs will be allocated to the programs

and to the indirect pool, which will then be allocated accordingly.

The following information summarizes the joint cost procedures that will be used by AWDA for

WIA programs:

A. Compensation for Personnel Services - allocated based on time spent on each program/grant.

o The salaries and wages of staff assigned and working for more than one program are

allocated using the following method:

o Staff not working on the same programs and/or staff whose time fluctuates significantly

maintains timesheets which indicate the amount of time spent on each program.

o Fringe benefits (FICA, UC, insurance and Worker’s Comp.) are allocated in the same

manner as salaries and wages.

o Vacation, Holiday, and Sick pay are allocated in the same manner as salaries and wages.

o Health insurance, Dental insurance and Life & Disability are also allocated as above.

The City of Atlanta, the WIA grants administrator produces a bi-weekly payroll where costs are

reported through an annual budget and charged accordingly. At the end of the month the Sr.

Accounting Manager will review all timesheets, acknowledge any deviations from the budgeted

allocations and make changes by way of a PAC-1 to the Budget Office. This action will properly

allocate the salaries.

B. Travel Costs - Allocated based on purpose of travel. All travel costs (local and out-of-town)

are allocated to the program for which the travel was incurred. All travel vouchers require the

individual to indicate the appropriate program.

C. Professional Services Costs - Allocated to the program benefiting from the service. Each time

consultants or contractors (including attorneys and auditors) are hired it will be determined

which programs are benefiting and where the most reasonable method to assign the cost if more

than one program received benefits. Documentation indicating the programs, method, and

showing the actual calculation will be included with the documentation supporting the payment

of consultant and contract service invoices.

D. Office Expense and Supplies (including postage) - Allocated based on usage in the following

ways:

o Supplies ordered for a specific program will be allocated to that program. Otherwise they

will be allocated to the indirect cost pool.

o The City of Atlanta as the WIA Grants Administrator charges AWDA for any facilities

costs incurred for the operation of programs. These charges are appropriately allocated to

all the applicable funding streams.

o Equipment purchased or leased and services agreements - Allocated to the program using

the equipment. Equipment will be purchased in accordance with the agency bidding and

other purchasing requirements. The cost will then be allocated to the program ordering

and using the equipment. If more than one program used the equipment, then an

allocation of the purchase cost (or leased cost) will be through the indirect cost pool.

E. Printing (including supplies, maintenance and repair) - Allocated based upon the actual costs

for photocopy to major programs. Allocation between grants within a program will be allocated

on a percentage of total expenditure.

F. Insurance - Allocated on the following basis:

o Vehicle insurance allocated to the program using that vehicle.

o General Liability, Directors’ and Officers’ coverage is charged through the indirect cost

pool.

o Insurance needed for particular programs is charged directly to the program requiring the

coverage.

G. Space Costs - Allocated based upon usable square footage. Total square footage by program

to total leased square footage is calculated. The derived percentage is used to allocate space costs

to various programs. Space occupied by administrative staff is not included in total building

square footage.

H. Vehicle Costs – Allocated to the program(s) using the vehicle

I. Other Costs (including advertising, special costs, etc.) - Other joint costs will be allocated on a

basis determined to be appropriate to the particular costs.

Part II: General and Administrative Costs

The underlying methodology for the allocation of administrative wage cost is actual time worked

as indicated by a periodic time study.

The following positions may be included in the general and administrative costs:

Executive Director Deputy Director IT

Administrative Assistant Accountant

Rationale: These employees spend their time in two ways. They spend time working on specific

programs, for such things as meetings with program staff, meetings with funding source

representatives, developing and/or reviewing budgets, reviewing and monitoring ongoing

operations, preparing and receiving financial and program reports, etc. Second, they spend time

doing work that benefits all agency programs and that cannot be readily identifiable with any

specific program. For example, by developing overall agency policies and procedures, attending

agency staff and/or board meetings, meetings with various third parties relating to overall agency

operations, audit and other accounting matters, etc.

The procedure to the allocation of general and administrative costs:

a. Total actual salary and fringe benefits spent directly for individual programs are

charged directly to those programs, as indicated by a time study.

b. Times allocated to “shared” cost center are allocated through the agency indirect cost

pool.

PART III: DESCRIPTION AND METHODOLOGY OF THE INDIRECT COST POOL

a. AWDA uses a separate set of administrative accounts within the ledger to record

distribution of shared costs.

b. Costs to be distributed during the month are charged to appropriate administrative

expense categories by the Accounting Representative.

c. Before month end closing, the charges to this account are reviewed by the Accounting

Rep. Account totals are entered into the ledger for the pertinent project.

A direct wage percentage is calculated from year-to-date payroll records, using direct

time actually charged to each program.

d. A general journal entry is prepared and these figures are manually entered as credit to

the administrative expenses and individual programs are charged for the portion of

costs that applies to that program. The Oracle program maintains monthly year to date

information.

Methods of allocations will be used to distribute the indirect costs to various direct activities that

were benefited such as program designs, timesheets, estimates, etc. Indirect cost will be

distributed equitably and consistently.

A review determining which service directly benefited participants will be confirmed for costs to

be charged to the WIA cost objective/category. Documentation of such charges will be

maintained to provide proof of the validity of the allocation. The costs incurred are for the

mutual benefit of several fund sources, objectives, activities, or projects, and not specifically

identifiable with a singular end product or service. True-Up reconciliation will be administered

quarterly.

Rates will be defined as a % of specific direct cost (base) such as total direct salaries or total

direct costs:

Pool of In-Direct Costs: Admin Program

Accounting System 50% 50%

Procurement System 50% 50%

Director 80% 20%

Deputy Director 30% 70%

Accounting Representatives 60% 40%

Receptionist/Admin Support 30% 70%

Facilities (rent, insurance, maintenance and utilities) In-kind In-kind

Part IV: Allocation of General Administrative and Joint or Shared Costs

All costs, other than direct costs, are allocated to various programs based on the ratio of budgeted

program salaries to total program salaries. The calculated allocation percentages are adjusted

quarterly based on budget modifications. For 20XX, the following percentages will be used:

Program 1: 40%

Program 2: 10

Program 3: 35

Program 4: 15

100%

Any modifications to the above calculated percentages will be attached to this allocation plan.

Effective dates for the modifications will also be noted on any attachments.

As a result of budget modifications and changes in grant agreements, the following allocation

percentages were used for the period July 12, 20XX – December 31, 20XX:

Program 1: 40%

Program 2: 15

Program 3: 25

Program 4: 20

100%

AWDA One-Stop Cost Allocation Methodology

Shared costs and expenses are delineated among partners in the WIA One-Stop Delivery System

as a condition of the partnership agreement as indicated in the Resource Sharing Agreement.

Examples or cost allocation methodologies are as follows:

In-Direct and Direct Charges

Facility / Rent: Partners are charged costs based upon the percentage of the occupying site

square footage.

Marketing/ Advertising: Includes the development and release of information to the media,

public relations, and assists staff in developing new promotional material for informing

clientele of services available on an as needed basis, and works with all agencies in

coordinating central purchases and other promotional materials.

Receptionist Services: In-Kind FTE

Child Care Services: The Child Care drop-off service is made available to all clients for

limited child care during their on-site visits to the Agency if space is available.

Ratio of Staff: Costs are based upon the percentage of Full Time Equivalent (FTE)

employees of One-Stop partnership. The percentage(s) may be adjusted.

Clients Served: When clients using the One-Stop facility and/or services are identifiable with

particular partner agencies, costs of providing services through the One-Stop will be directly

allocated to that partner. If clients of the One-Stop cannot be determined to be a primary

client of a particular partner agency, service costs will be allocated according to one of the

other methods listed.

In-Kind: Contribution to the costs of the partnership on an in-kind basis. Agreement to

contribute may be used to offset some or all of the costs of a partner's responsibility under the

cost allocation plan.

Modifications

This plan may require to be modified from time to time. A typical reason for changing an

allocation method may be that the basis for allocating the costs is found to distort the results, or

to result in inequitable distribution of costs. The plan may then be modified to ensure that the

allocation of costs results in an equitable distribution of costs that reflects the level of effort or

benefit received by the various costs objectives. However, any changes to this plan must be made

infrequently and for good cause.

Compliance

The AWDA will continue providing staff training to ensure that Local Board, state and federal

compliance is adhered to. AWDA consistently utilizes tools and resources provided by the

United States Department of Labor (USDOL) as a referenced for compliance:

Details on Eligible Training Provider List (ETPL) or Youth/Adult

Please visit http://workforce.georgia.gov/eligible-provider-list

Plans to make program more efficient by reducing administrative costs

Policy

Provide update Supportive Service policy pursuant to the Supportive Services section of

GDEcD’s. (Pending board approval)

.

http://workforce.georgia.gov/eligible-provider-list

March 28, 2014 AWDA BUSINESS PLAN OUTLINE

ATLANTA WORKFORCE DEVELOPMENT AGENCY (AWDA) ATTACHMENT A

Vision The mission of the Atlanta Workforce Development Agency (AWDA) is to coordinate a workforce and economic development system that meets the needs of businesses and job seekers ensuring the need for human capital remains strong and competitive. Goals

Address the skills gap between education and training to meet business/industry demands for skilled labor utilizing WIA service delivery strategies and forging of economic development partnerships.

Increase post-secondary enrollment and completion through collaboration with community partners who offer wrap around services to help reduce or eliminate barriers, identify short term training for in-demand occupations.

Assist targeted populations such as military veterans, at-risk youth, ex-offenders and

those seeking employment in high demand sectors to improve the quality of Georgia’s workforce outcomes

Identify opportunities that enhance linkages with workforce and economic development

partners and initiatives

To ensure that employers have the skilled workers needed to compete effectively in a global economy;

To capitalize on the untapped potential of underemployed workers, youth and other job

seekers with special needs;

To provide prompt, courteous and professional career guidance and counseling in training and placement services;

To promote and provide workforce development services and benefits to businesses in

the City of Atlanta;

To improve and enhance delivery of services to businesses and job seekers;

To enhance and increase services and developmental opportunities for youth;

To monitor and measure performance to ensure compliance with WIA requirements.


Diagram or Narrative of Customer Flow through the Tiers of Services

FRONT DESK – INITIAL SERVICES

Greet Customer (s)

Triage (Receive or Provide Info)

Registration into AWDA and GEO

Solutions database

Guide to Services

Assistance with Unemployment Insurance

COMPREHENSIVE SERVICES

In-take Registration – Objective Assessment

Orientation to AWDA Services/ GDOL

Reemployment Services

Optional Work Skills Assessment

Comprehensive Evaluation

Job Ready

Not Job Ready

Job Search Skill Development

Job Matching

Job Referrals

Job Development

Labor Market Information

Staff Assisted Resource Room

Job Search Review

Offender Employment Services

Development of an Individual Employment

Plan

Development of an Individual Service

Strategy (ISS)

Case Management

Support Services

Approved Training

Employment Services Intensive Services

EMPLOYMENT

RETENTION


BUSINESS PLAN FORMAT

The Atlanta Workforce Development Board (AWDB) governs the local workforce development

system by ensuring that services provided by the Atlanta Workforce Development Agency

(AWDA) are comprehensive, integrated and responsive. The Board is comprised of four

committees and a Youth Council to carry out the mission and vision of the workforce

development system while addressing strategies for serving the neediest youth. A summary of

the committees’ functions follows:

The Executive Committee: charge is to provide quality leadership and management

of the Atlanta Workforce Development Board in the creation and implementation of

local workforce policy and service delivery;

The Economic Development & Public Relations Committee: charge is to

identify, develop, and secure funding that increases the viability and impact of the

Atlanta Workforce Development Board on business, citizens, and the local One-Stop

System;

The Performance & Standards Committee: charge is to ensure, through standard

evaluation and measurement, that the Atlanta One-Stop System effectively equips

residents with the skills necessary to meet and exceed the growing demands and

expectations of local area employers;

The Finance Committees: charge is to oversee policies, procedures, plans and

programs governing all financial matters of the Board.

The Youth Council Committee: charge is to ensure that youth have access to

resources which will enable them to develop the academic and technical skills necessary

for obtaining a high school diploma, career oriented employment, and/or post-secondary

education, and provide oversight of the policies and procedures for fundraising, support

resources, and unmet need awards for program participants.

Integration of services is achieved through strong relationships with the center’s One Stop WIA

partners and other non-mandated partners. AWDA partners include the Georgia Department of

Labor (GDOL) via an onsite career center staff member who assists customers with job search-

job leads/referrals and information on additional services and programs that are available to job

seekers and special populations at the local Career Centers, Department of Vocational

Rehabilitation Services (DVRS), Atlanta Technical College (ATC), Atlanta Public Schools (APS),

Department of Human Resources (DHR), Gate City Day Nursery Association, American

Association of Retired People (AARP), Volunteer Income Tax Assistance (VITA), and Seedco -

EarnBenefits. Quarterly meetings are held for partners to share updated information on

training and employment related services, planned events/activities, and best practices or

strategies for meeting the needs of our customers.


One-Stop System

As provided in the Workforce Investment Act of 1998, the Georgia State Workforce Investment Board, with the agreement of the chief elected official, must designate and certify One-Stop Operators in each local area.

Purpose:

Local Boards are charged with utilizing criteria and quality standards for the purpose of holding Operators accountable for the one-stop system or center(s) operations they oversee.

Definitions:

For purposes within this guide, the following will be referred to as defined below:

Atlanta Workforce Development Agency (AWDA) - One-Stop Center

WIA Key Principles

AWDA strives to establish a quality-driven, comprehensive system of workforce development services, and access to services through a systemic approach in the development of one-stop operator inclusive of the following benchmarks:

1. Leadership: How the organization's leaders address values, performance expectations, a focus on customers and other stakeholders, empowerment, innovation, learning and organizational directions.

2. Strategic Planning: Examines the organization's process of developing strategic objectives, as well as creating action plans and related human resource plans to support organizational direction.

3. Customer and Market Focus: Examines how the organization determines customer/market requirements, expectations and preferences. Also examines how the organization builds relationships with customers and determines their satisfaction.

4. Information and Analysis: Examines the performance management system and how the organization analyzes performance data and information.

5. Human Resource Focus: Examines how the organization enables employees to develop and utilize their full potential in alignment with the organization's objectives. Also examines efforts to build and maintain a work environment and employee support climate conducive to performance excellence, full participation and personal and organizational growth.

6. Process Management: Examines key aspects of process management, including customer-focused design of products and service delivery, as well as support, supplier and partnering processes involving all work units. Also includes how key processes are designed, managed and improved to achieve better performance.

7. Business Results: Examines the organization's performance and improvement in key business areas - customer satisfaction, financial and marketplace performance, product and service performance, human resource results, supplier and partner results, and operational performance. Also examines performance levels relative to other organizations within the system providing similar services.


One-Stop Partners

Lead Partner/

One-Stop Operator/

Other Partners

Comprehensive Service

Sites

Major Services Provided by

Partner

AWDA

Deborah Lum

Executive Director

Roberta L. Hall

Deputy Director

Sean Culmer

Adult/DW Employment

Manager

Tammy Lipsey

Youth Manager

JoAnne Paschall

Board Liaison

Wymon Henderson

Performance Manager


Atlanta, GA 30315

404-658-9675

Clothing Assistance

Computer Skills

Customer Service

Cyber Bus

Daily Employment Readiness Sessions

Interview Techniques

Introduction to Computer Classes

Job Search Skills

Job Training:

o Basic Construction

o Computerized Customer Services

Life Skills Classes

Mentoring

Occupational Skills Training (ITAs)

On the Job Training

Reach for Wellness

Resume’ Writing Classes

Supportive Services

Weekly Job Fairs

Youth Services

o Career Counseling

o Financial Literacy

o SAT Preparation

o Tutoring

o Occupational Training

o Apprenticeships

o Summer Internships

o Work Experience

o Postsecondary

Planning/Assistance

o Mentoring

Atlanta Job Corps

Annie Matthews

Director

239 W. Lake Avenue,

Suite 300

Atlanta, GA 30314

(404) 794-8889

Initial Assessment

Referral of Eligible Youth

Training. Occupation Specific

GED / High School Diploma

Atlanta Public

Schools/GED

Albenny Price


Atlanta, GA 30315

(404) 658 6201

Comprehensive Assessment

GED Preparation Classes


Lead Partner/

One-Stop Operator/

Other Partners

Comprehensive Service

Sites

Major Services Provided by

Partner

Gate City Child Care

Doris Dickens

Director


Atlanta, GA 30315

(404) 589 3548

Early Childhood Learning

Drop-in Childcare Services available

Georgia Department of

Labor

Tabatha Burkes

Manager

2636 MLK Jr. Drive,

Suite 14

Atlanta, GA 30311

(404) 699-6900

Job Search Assistance

Access to Employment Opportunities

Statewide

Referrals to ToppStep Program for

Offenders

Georgia Department of

Vocational Rehabilitation

Services

Janice Withrow


Atlanta, GA 30315

(404) 657 8812

Initial Assessment of Persons with

Disabilities

Outreach

Job Search/Job

Placement Assistance

Career Counseling

Atlanta Technical College

Dr. Alvetta Thomas

President

1560 Metropolitan Pkwy,

SW

Atlanta, GA 30310

(404) 756 5648

Vocational Training

Assessment

Job Placements

Continuing Education

GED preparation

Childcare

AARP (Older Workers)

Crystal Wesley-Laskey

Director


Room 109

Atlanta, GA 30315

(404) 230 1194

Job Search

Job Placement Assistance

CHP International Job Corps

N’Jeri Nantambu-Bell

Project Director


Room 111

Atlanta, GA 30315

(404) 588-3441

Job Search

Job Placement Assistance

Office of the Public

Defender – City of Atlanta

Rosalie M. Joy

Interim Director


Atlanta, GA 30315

(404) 546 -3000

Record Mitigation

Case Management

Legal Advocacy

Legal Referral

Referral Process

AWDA utilizes an internal database to track referrals. Attached is the referral form that is used

to refer to One-Stop partners.


WIA Operations

Atlanta Workforce Development Agency is operated under the direction of the executive

director who is responsible for overall leadership and management of the One Stop Center.

The director provides oversight and monitoring of program operations and service delivery

strategies for service providers, ensures board activities are carried out in a professional,

efficient and effective manner, while ensuring that the board and its agents are in

compliance with the applicable regulations by monitoring all board programs. Additional

key staff under the direction of the executive director includes:

Deputy Director

One Stop Manager

Finance Manager

Employment & Training Manager

Youth Manager

Performance Manager

IT Manager

Collaborative functions of the executive director and key staff include:

Makes recommendations to the board to facilitate a comprehensive workforce plan for

the city of Atlanta. Implements, coordinates, and participates in a successful workforce

plan within the local labor area designed to increase local citizen skills, training and per

capita income within the area. Serves as a member and advisor to each of the BOARD’s

councils and committees. Initiates and maintains quality and continuous improvement

principles / techniques within the workforce development system, including customer

satisfaction/feedback mechanisms and process mapping to eliminate repetitive and

duplicative efforts.

Assists in the development and implementation of an annual operational plan for the

local workforce system, including budgeting, cost sharing negotiations and “capacity

building” activities. Monitors information systems activity measurements related to the

annual plan to meet budget guidelines and regulatory requirements. Eliminates

unnecessary duplication of services in the labor market. Manage the local workforce

development system.

Provides oversight and monitoring of program operations and service delivery strategies

for service providers. Ensure board activities are carried out in a professional, efficient

and effective manner, ensuring that the board and its agents are in compliance with the

applicable regulations by monitoring all board programs.

Provides leadership in the financial development of the organization through grant-

seeking, fundraising, and other resource and capacity building activities.


Ensures the development, maintenance and appropriate revision of organizational

policies and procedures to achieve organizational goals, create best practices, and

ensures compliance.

Collaborates and communicates with public and community agencies, business partners,

and the general public promoting the local workforce system. Develops and maintains

positive relationships with employers, job seekers and the community at large.

Maintains a high degree of visibility in the community; representing the Agency’s

constituents in the public and private sectors.

Regularly evaluates the performance of the management team/staff. Ensures that

necessary policies and procedures are in place to allow for effective operation of the

board. Ensures that the board meets the standards of accrediting or regulatory bodies in

a manner which support the board’s commitment to quality of service. Cultivates an

environment which fosters goodwill, teamwork, and high morale within the integrated

system.

Board of Directors

Executive Director Deborah Lum

Deputy Director Roberta L. Hall

L. Wallace

Youth Build (YB) S. Ruff

Manager ACE

WIA Adult/DW Sean Culmer

Manager

WIA Youth ISY/OSY Finance

D. Hutchinson

A. Childs

K. Nelson

S.Ford

B.Cooke

D. Saunders IT

K. Williams

L. Riddle

R. Alvarez

L. Harris T. Turner

W. Capers

M. Brown

T. Williams S.Harris

ACE

D. Greenwell ACE

Jo Anne Paschall Board Liaison

AHA T. Blount

Program Manager

K. Smith

Honorable Mayor Kasim Reed

N. Jones

N.Sotolonga

J.Ellis

L. Dean

D. Lucas

Time Allocation Color Legend:

ATTACHMENT B

Youth Tammy Lipsey

Manager

S. Ransom

A. Majid

D. Evans

D. Biggins

R. Dickerson

J. Warren

D. Richardson

D. Tavares W. Henderson

W. Thrasher

YouthBuild – USDOL ETA

WIA – Adults/Dislocated Workers

WIA – Youth

ACE

AHA – Atlanta Housing Authority

Volunteers/Partners

Holly Blount

Alicia Porche-Turpeau

Corey Ruff

submitted by: atlanta workforce development board, …

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