A.P.E. Community Workforce Empowerment Initiative

Project Summary

The A.P.E. Community Workforce Empowerment Initiative aims to develop a comprehensive workforce development plan for Franklin County, addressing high unemployment rates, skills gaps, and limited access to training and educational resources. This initiative seeks to enhance economic growth by providing residents with the necessary skills and job placement services.

Introduction

Franklin County faces critical workforce development challenges, including high unemployment, significant skills gaps, and limited access to vocational training. The A.P.E. Community Workforce Empowerment Initiative addresses these issues through strategic planning and targeted interventions. This document outlines the proposed activities, intended outcomes, and strategies to achieve measurable results over a 12-month period.

Project Goals and Objectives

Goal: Develop a comprehensive workforce development plan for Franklin County that reduces unemployment, closes skills gaps, and promotes economic growth.

Objectives:

1. Conduct a Needs Assessment: Identify workforce development challenges and opportunities.
2. Engage Stakeholders: Ensure a collaborative and inclusive planning process.
3. Design Training Programs: Address the specific needs of the local job market.
4. Develop Job Placement Services: Create an effective framework for connecting job seekers with employers.
5. Plan Resource Allocation: Efficiently allocate resources to support implementation.

Proposed Planning Activities

1. Needs Assessment
   • Collect and analyze data on employment trends, skills gaps, and training needs.
   • Conduct surveys and interviews with local employers, job seekers, and community organizations.
   • Review existing workforce development programs and identify best practices.
2. Stakeholder Engagement
   • Establish partnerships with local businesses, educational institutions, and community organizations.
   • Organize stakeholder meetings and focus groups to gather input and build consensus.
   • Form a steering committee to guide the planning process.
3. Training Program Design
   • Develop curricula for training programs based on identified needs.
   • Collaborate with educational institutions and training providers.
   • Plan and implement pilot programs to test and refine training approaches.
4. Job Placement Services Framework
   • Create a database of job openings and a matching system for job seekers.
   • Establish relationships with local employers.
   • Design support services for job seekers, including resume workshops, interview preparation, and job fairs.
5. Resource Allocation Planning
   • Develop a detailed budget plan for implementation.
   • Identify additional funding sources and sustainability strategies.
   • Plan for monitoring and evaluation of program activities and outcomes.

Strategies for Achieving Intended Performance

• Data-Driven Decision Making: Utilize data from the needs assessment to inform all planning activities.
• Collaborative Approach: Engage a diverse range of stakeholders to build broad-based support.
• Flexibility and Adaptability: Implement pilot programs and feedback mechanisms to refine approaches.
• Sustainability Planning: Identify long-term funding sources and build community capacity.
• Rigorous Monitoring and Evaluation: Establish a robust framework to track progress and measure outcomes.

Expected Measurable Outcomes

By the end of the planning period, the initiative expects to:

• Develop a detailed workforce development plan tailored to Franklin County.
• Establish partnerships with local businesses, educational institutions, and community organizations.
• Design and pilot training programs addressing identified skills gaps.
• Implement functional job placement services connecting job seekers with employment opportunities.
• Create a sustainable resource allocation plan with identified funding sources.

Key Performance Indicators (KPIs):

• Unemployment Rate Reduction: Decrease from 8.5% to 6.0% within two years.
• Skills Gap Closure: At least 70% of training programs align with local job market needs.
• Job Placement Rate: 60% of program participants secure employment within six months of training completion.
• Stakeholder Engagement: Establish partnerships with a minimum of 20 local businesses and organizations.
• Funding Secured: Obtain additional funding to cover 50% of the project’s total budget.

Understanding of CED Program Objectives

The initiative aligns with the Community Economic Development (CED) program’s goals by:

• Creating Employment Opportunities: Through targeted training and job placement services.
• Supporting Business Development: By providing a skilled workforce.
• Offering Social Supports: Ensuring job seekers are well-prepared and supported.

Geographic Location

Physical Location and Service Area Boundaries:

• Headquartered at: 301 Ansley Dr., Lavonia, GA 30553
• Service Area: Primarily Franklin County, Georgia.

Major Cities and Towns Served:

• Main City: Carnesville
• Towns: Lavonia, Gumlog, Franklin Springs
• Rural Areas: Extending services to underserved populations in remote locations.

Targeted Neighborhoods:

1. Neighborhood 1: High unemployment rates and economic disparities.
2. Neighborhood 2: Significant number of underserved and vulnerable populations.
3. Neighborhood 3: Limited access to educational and training resources.

Need for Assistance

Identified Problems:

• High Unemployment Rates: Franklin County’s unemployment rate is 8.5%, higher than the state average of 5.3%.
• Skills Gaps: Significant mismatch between workforce skills and job requirements, especially in advanced manufacturing, healthcare, and IT.
• Limited Training Resources: Residents have restricted access to vocational training and educational programs.
• Economic Disparities: Underserved populations face higher poverty levels and employment barriers.

Supporting Documentation:

• Bureau of Labor Statistics data (2023)
• Skills gap analysis report by Franklin County Economic Development Office (2023)
• Franklin County Community Needs Assessment survey results (2022)
• U.S. Census Bureau demographic data (2020)
• Letters of support from local businesses and educational institutions

Demographic Data and Participant Information

• Population: Approximately 150,000 residents
• Unemployment Rate: 8.5% (BLS, 2023)
• Median Household Income: $42,000 (U.S. Census Bureau, 2020)
• Poverty Rate: 18% (U.S. Census Bureau, 2020)
• Educational Attainment:
  • 25% with high school diploma or less
  • 20% with bachelor’s degree or higher (Franklin County Community Needs Assessment, 2022)

Action Plan

Activities and Outcomes:

1. Conduct Surveys and Interviews
   • Outcome: Comprehensive report detailing employment landscape and skills gaps.
2. Organize Meetings and Focus Groups
   • Outcome: Strong partnerships and a collaborative planning approach.
3. Develop and Pilot Training Programs
   • Outcome: Curricula addressing skills gaps and trained individuals ready for employment.
4. Create Job Placement Database
   • Outcome: Effective job matching and increased employment rates.
5. Develop Budget and Identify Funding
   • Outcome: Sustainable funding and robust monitoring framework.

Risk Management:

Building Administrative Capacity

• Community Partnerships: Establish strong collaborations with local businesses, educational institutions, and community organizations.
• Economic Development Visioning: Develop a shared vision for economic growth aligned with community needs.
• Community Outreach and Engagement: Implement strategies to ensure broad participation and stakeholder involvement.
• Addressing Obstacles and Challenges: Proactively identify and mitigate potential risks to ensure project success.

Implementation of Activities

1. Securing Community Partnerships
   • Hold introductory meetings to present project goals.
   • Invite stakeholders to join the steering committee.
2. Economic Development Visioning
   • Facilitate workshops and focus groups to develop a shared vision for economic growth.
3. Community Outreach and Engagement
   • Organize community meetings, distribute newsletters, and maintain an active social media presence.
4. Documenting and Evaluating Local Assets
   • Conduct asset mapping and SWOT analysis to identify strengths and opportunities.
5. Researching Funding Opportunities
   • Identify and catalog potential funding sources at various levels.
6. Prioritizing Equity
   • Ensure all activities and programs are inclusive and accessible to underserved populations.

Project Timeline and Milestones

Full Period of Performance: 12 Months

Project Team

Recruitment Strategy for Unfilled Positions

Position: Data Analyst

Job Description:

• Collect and analyze project data.
• Support the development of monitoring and evaluation frameworks.
• Prepare reports and provide insights for project planning and implementation.

Recruitment Strategy:

• Post job listings on relevant job boards and professional networks.
• Partner with local universities and research institutions.
• Conduct interviews and select a qualified candidate within three months.

Estimated Hiring Timeline:

• Month 1: Develop job description and post listings.
• Month 2: Review applications and conduct interviews.
• Month 3: Select and onboard the data analyst.

Participation in Federal Evaluation

The initiative agrees to participate in federal evaluations, complying with all protocols established by the Administration for Children and Families (ACF) or its designee. This includes data collection, providing administrative data, facilitating on-site meetings, and incorporating planned variations into program strategies. The organization acknowledges the support from the Office of Community Services (OCS) and adherence to the Paperwork Reduction Act.

Statement of Confirmation: The A.P.E. Community Workforce Empowerment Initiative confirms our agreement to participate in a federal evaluation and comply with all related protocols and requirements.

Signed: Robert Anderson
Executive Director
A.P.E. Community Workforce Empowerment Initiative
07/02/2024

Framework for Oversight of Federal Funds and Activities

Governance, Policies, and Procedures

• Board of Directors: Provides strategic direction, approves policies, and ensures accountability through quarterly meetings.
• Executive Committee: Oversees day-to-day operations and compliance with federal regulations through monthly meetings.
• Financial Management Policies: Adhere to 45 CFR Part 75 Subpart D, including budgeting, accounting, and financial reporting.
• Program Management Policies: Guidelines for project planning, implementation, monitoring, and evaluation.
• Property Management Policies: Procedures for acquisition, use, maintenance, and disposal of property and equipment.
• Procurement Policies: Ensure competitive bidding, transparency, and compliance with federal procurement standards.
• Accounting Software: Utilize a robust system for accurate financial tracking and reporting.
• Document Management System: Secure digital storage for project documents.
• Internal Controls: Regular audits, reconciliations, and segregation of duties to prevent fraud.

Risk Identification and Mitigation

• Audit Findings: Conduct annual internal and external audits.
• Performance Assessment: Regular reviews to ensure activities are on track.
• Monitoring: Continuous oversight of activities and financial transactions.
• Corrective Action Plans: Implement plans to address audit findings and performance issues.
• Continuous Improvement: Update policies based on audit recommendations.
• Training and Capacity Building: Ongoing staff training on compliance and program implementation.

Performance and Financial Monitoring and Reporting

• Monthly Reports: Submitted by Project Manager to the Executive Director and Board.
• Quarterly Reviews: Conducted by the Executive Committee.
• Site Visits: Regular visits to monitor program activities.
• Monthly Reconciliations: Performed by the Financial Officer.
• Quarterly Financial Reports: Prepared and submitted to the Board and federal agencies.
• Annual Audits: Conducted to ensure financial integrity and compliance.

Record Retention and Access

• Policy: Maintain all project records for a minimum of five years.
• Storage: Use a secure digital document management system.
• Access:
  • Internal: Authorized staff access as needed.
  • External: Provide access to federal evaluators, auditors, and authorized personnel as required.

Remedies for Non-Compliance

• Audits and Monitoring: Identify instances of non-compliance.
• Reporting: Staff must report any suspected non-compliance.
• Investigation: Conduct thorough investigations of issues.
• Action Plan: Develop corrective actions to address non-compliance.
• Training: Provide additional training to prevent future issues.

Prior Written Approval

• Requirement: Obtain written approval from federal agencies for changes to project scope, budget, or key personnel.
• Process: Submit written requests with justification and supporting documentation to the appropriate federal agency.

Data Protection and Confidentiality

Methods and Systems for Handling Confidential and Sensitive Information

• Secure Systems: Use encrypted systems for data collection and storage.
• Limited Access: Authorized personnel only.
• Consent Forms: Obtain informed consent from all participants.
• Encryption: Protect data at rest and in transit using industry-standard protocols.
• Access Controls: Role-based access to sensitive information.
• Secure Servers: Robust firewall protections and regular updates.
• Data Minimization: Collect only necessary information.
• Anonymization: De-identify data where possible.
• Training: Comprehensive staff training on data protection.
• Secure Communication Channels: Encrypted email and file-sharing platforms.
• Confidentiality Agreements: Signed by all staff, subrecipients, and contractors.

Subrecipient and Contractor Compliance

• Data Protection Clauses: Included in all contracts.
• Compliance Monitoring: Regular checks on subrecipients and contractors.
• Training Programs: Data protection training for subrecipients and contractors.
• Technical Support: Assist with secure data handling practices.

Plan for Disposition of Information

• Retention Period: Retain data as long as necessary to fulfill objectives and legal requirements.
• Retention Schedule: Specify duration for different data types.
• Secure Disposal Methods: Data wiping, degaussing, or physical destruction.
• Documentation: Record disposal processes and dates.
• Project Closeout: Ensure all data disposal activities are completed.
• Final Report: Detail data disposition in closeout documentation.

Compliance with 45 CFR 75.303(e) Maintain effective internal controls over the protection of PII and sensitive information, regularly reviewing and updating data protection policies.

Budget

Budget Narrative

• Personnel (Salaries) – $60,000
  • Project Manager ($35,000): Oversees overall project coordination, partnership development, and reporting.
  • Community Outreach Coordinator ($15,000): Conducts community needs assessments, organizes focus groups, and facilitates community engagement.
  • Administrative Assistant ($10,000): Provides administrative support, handles documentation, and assists with logistics.
• Training Materials – $20,000
  • Curriculum Development ($10,000): Creation and customization of training materials to address local employment needs.
  • Workbooks and Educational Resources ($5,000): Printing and distribution of educational materials for participants.
  • Digital Learning Tools ($5,000): Purchase of software and online platforms for virtual training sessions.
• Community Outreach – $10,000
  • Marketing and Promotion ($5,000): Design and distribution of promotional materials such as flyers, posters, and social media advertisements.
  • Community Events and Workshops ($5,000): Organization of informational sessions, job fairs, and workshops to attract and inform potential participants.
• Administrative Costs – $10,000
  • Office Supplies ($3,000): Purchase of essential office supplies such as paper, pens, and other materials.
  • Utilities and Communication ($3,000): Costs associated with phone, internet, and other utilities.
  • Travel Expenses ($4,000): Travel costs for staff to attend meetings, conduct community assessments, and engage with local businesses.
• Equipment and Supplies – $20,000
  • Computers and Software ($12,000): Purchase of laptops and necessary software for staff and participants.
  • Office Furniture and Equipment ($5,000): Desks, chairs, and other office equipment for a functional workspace.
  • Training Supplies ($3,000): Supplies such as projectors, whiteboards, and other training aids.
• Evaluation and Reporting – $15,000
  • External Evaluation Consultant ($10,000): Hiring an external consultant to conduct an independent evaluation of the project’s impact.
  • Data Collection and Analysis Tools ($5,000): Purchase of tools and software for collecting and analyzing project data.
• Contingency – $15,000
  • Set Aside: To cover unexpected expenses that may arise during the project.

Conclusion

The A.P.E. Community Workforce Empowerment Initiative is a strategic effort to address workforce development challenges in Franklin County, including high unemployment, skills gaps, and limited access to vocational training. Through comprehensive planning, strong community partnerships, and targeted interventions, the initiative aims to create a detailed and actionable workforce development plan that promotes economic growth, reduces unemployment, and increases access to quality jobs for low-income individuals. The team’s expertise, coupled with detailed monitoring and evaluation frameworks, ensures the initiative’s sustainability and impact, fostering a brighter economic future for Franklin County’s residents.