Recommendations / Workforce / Big Idea #2: Dublin-Laurens County Workforce Alliance

Big Idea #2: Dublin-Laurens County Workforce Alliance

Part of the "D³-Determined to Develop Dublin" initiative

WorkforceDublin/LaurensUnder $250,000

Overview

Create a Workforce Development Alliance made up of community representatives from education, economic development, local governments, retirees, veterans, and community-based organizations. The alliance would foster open communication, eliminate duplication of services, strengthen international appeal, and build a 21st-century workforce prepared for the global economy. The recommendation includes an Educational & Industrial Development Liaison, leadership apprenticeships, support for the Heart of Georgia College and Career Academy, and promotion of International Baccalaureate programming.

Action plan

Short-term
Hold meetings with local elected officials, government agencies, educational leadership, community organizations, economic developers, international citizens, and leading institutions; pitch the Workforce Development Alliance; hold outreach events highlighting Career Academy and IB opportunities; gauge interest from local leaders, youth organizations, churches, guidance counselors, and nonprofits for leadership apprenticeships and Model LC; create an ideal EIDL position description; draft roles and responsibilities with development agencies and education/industry representatives.
Medium-term
Determine organizations, companies, and entities vital to the Workforce Development Alliance; appoint permanent members and substitutes; analyze economic impact and define enrollment numbers required for the IB and Workforce Alliance to maintain solvency and liquidity; form a Leadership Apprenticeship fundraising committee; identify and price leadership camps; develop curriculum and structure for Model LC; draft applications and metrics for ideal candidates; determine salary and cost-sharing mechanisms from various agencies.
Long-term
Vote on charter, governing rules, authority, roles, accountability mechanisms, monthly rotating venues, public meeting forums, and action/impact sectors; secure funding; gain business support; ensure state education compliance; market to international businesses; gather community support through marketing and grassroots fundraising; solicit sponsors from public and private institutions/individuals; select process and which camp students attend; hire the most qualified applicant.

Expected impact

Projected Multi Stakeholder InvolvementInstitutional

Tracks outreach to local leaders, youth organizations, churches, guidance counselors, and nonprofits for leadership apprenticeships and Model LC.

Projected: 5 Outreach groups · Timeframe: Short-term
Projected Governance AlignmentInstitutional

Tracks appointment of permanent Workforce Development Alliance members and substitutes.

Timeframe: Short-term
Projected Cross Sector CoordinationInstitutional

Tracks creation of a Workforce Development Alliance made up of education, economic development, local government, retirees, veterans, and community organizations.

Projected: 6 Stakeholder sectors
Projected Formal AgreementsInstitutional

Tracks joint partnership supporting HGCCA.

Projected: 4 Government partners
Projected Workforce Training CompletionEducational

Tracks HGCCA workforce training goals around technical skills, workplace ethics, academy programming, work-based learning, and industry-approved programs.

Projected: 5 Goal areas
Projected Future Funding ProbabilitySustainability

Tracks potential funding and partnership sources identified for Workforce Alliance implementation.

Projected: 10 Funding / partner sources · Timeframe: Medium-term
Projected Multi Year FundingSustainability

Tracks proposed budget for the Educational & Industrial Development Liaison.

Projected: 38,000 Dollars
Projected Staff RequiredOperational

Tracks hiring of the Educational & Industrial Development Liaison.

Projected: 1 Liaison
Projected Multi Year FundingSustainability

Tracks annual cost estimate for the IB program.

Projected: 80,000-100,000 Dollars per year
Projected Program EnrollmentEducational

Tracks starting enrollment goal for IB program.

Projected: 15-Oct Kids enrolled
Projected Implementation CompletionOperational

Tracks creation of EIDL position description, roles, and responsibilities.

Projected: 1 Position description · Timeframe: Short-term
Projected Implementation CompletionOperational

Tracks short-term meetings with elected officials, agencies, education leaders, community organizations, economic developers, international citizens, and leading institutions.

Timeframe: Short-term
Projected Interagency CollaborationInstitutional

Tracks open communication and elimination of duplication among service providers in Laurens County.

Projected Career Pathway ParticipationEducational

Tracks creation of leadership apprenticeship pathways including Youth Mentorship, Model LC, and Leadership Camp Scholarships.

Projected: 3 Apprenticeship components
Projected Implementation CompletionOperational

Tracks analysis of enrollment numbers required for IB and Workforce Alliance solvency and liquidity.

Timeframe: Medium-term
Projected Teacher Support ProgramsEducational

Tracks teacher-training cost pressure for IB implementation.

Timeframe: Short-term
Projected Recurring Revenue StreamsEconomic

Tracks overall impact through business location/start-up in Laurens County, startup-up incentives, HGCCA enrollment, sponsoring industries, and post-secondary enrollment.

Projected: 5 Impact indicators · Timeframe: Medium-term
Projected Accountability MechanismsInstitutional

Tracks adoption of charter, governing rules, authority, roles, accountability mechanisms, and monthly rotating venues.

Timeframe: Medium-term
Projected Multi Year FundingSustainability

Tracks scholarship funding for Leadership Camp.

Projected: 20,000 Dollars

Key stakeholders

Dublin-Laurens CountyDublin-Laurens County Workforce Development AllianceEducational representativesEconomic development representativesLocal governmentsRetireesVeteransCommunity-based organizationsTechnical CollegeMiddle Georgia State CollegeDublin-Laurens County Development AuthorityEducational & Industrial Development LiaisonWorkforce Development Alliance membersCity of DublinLaurens CountyCounty CommissionersCity ManagerMayor of the City of DublinCounty government officialsSchool boardsStudents from DublinYouth organizationsChurchesGuidance counselorsNonprofitsHeart of Georgia College and Career AcademyLocal school chartersBleckley CountyWheeler CountyOconee Fall Line Technical CollegeBusiness and industry clientsFull-time teachersInternational businessesEuropean companiesInternational Baccalaureate programEconomically challenged or at-risk youthCamp scholarship sponsorsDepartment of Housing and Urban DevelopmentHistorically Black Colleges and UniversitiesEnvironmental Protection AgencyUnited States Department of AgricultureEconomic Development AgencySmall Business AdministrationDepartment of CommerceDepartment of TreasuryDepartment of TransportationDepartment of LaborDepartment of Justice

Estimated budget

Workforce Development Alliance budget items shown: Educational and Industrial Development Liaison (EIDL): $38,000. Funding for scholarships for Leadership Camp: approximately $20,000. HGCCA received a $3M grant to get the facility going, but more investment is needed for ongoing development. IB program cost is listed as $80,000 to $100,000 per year, with the biggest cost being teacher training.