Northwest Georgia Youth Success Academy Work Site Supervisors Handbook

Transcription

1 Northwest Georgia Youth Success Academy Work Site Supervisors Handbook Sponsored by: Northwest Georgia Workforce Development Program and Northwest Georgia Regional Commission May 2009 Equal Opportunity Employer/Program Auxiliary Aids & Services Are Available, upon Request, to Individuals with Disabilities

2 TABLE OF CONTENTS Page Preface...1 Introduction...2 Program Goals...4 Making Learning Rich...5 Determining the Appropriateness of Work Sites Wok Site Supervisors Responsibilities...7 General Rules of Conduct For Participants Guidelines on Handling Discipline Problems Participant Termination Policies Participant Safety and Injury Prevention Instructions for Dealing With Injuries or Occupational Disease First Report of Injury Forms Payroll System for WIA Youth Sample Time Sheet Employment Certificate for Minors under Age Northwest GA Workforce Investment Board Work Based Training Agreement Attachment A: Child Labor Provisions - Federal/State Attachment B: Work Readiness Evaluation Forms Attachment C: Occupational Skills Training Outline Procedures for Completing the Participant s Work Readiness Evaluation Miscellaneous Safety Procedures Program Monitoring Required Contents for Participant Files At The Work Site * * * i

3 PREFACE This handbook will provide you with the basic information concerning your responsibilities as a Supervisor of youth enrolled in a Workforce Investment Act (WIA) youth system work experience (working in a real job at a real work site. This manual will also assist in providing instructions that will help you carry out those duties. Persons with questions not answered on the following pages or who need additional assistance regarding the WIA Youth System should contact: Northwest Georgia Regional Commission (Formerly known as Coosa Valley Regional Development Center ) WIA Youth Staff P.O. Box 1798 Rome, Georgia Phone: (706) FAX: (706)

4 INTRODUCTION Welcome to the Workforce Investment Act program (WIA) and to the Northwest Georgia Workforce Investment Board s WIA Youth System. The role you will play in the WIA program in Northwest Georgia is that of providing a suitable work site for WIA youth to gain valuable work readiness skills while they participate in a work experience during the summer. Work experience is a work-based assignment whereby youth learn skills such as being on time, working as a team, following orders, performing assigned tasks to the best of their ability, and other skills as shown on the Work Readiness Evaluation form, a copy of which is included in this Handbook. Work experience is not to be considered as employment by the company in the same way non-wia employees are viewed. Rather, it is a chance for the youth to experience the work of work, at the expense of the WIA program and to gain useful insights into the requirements employers have of regular employees. Work experience can and should be a valuable learning tool for the WIA participant and also for the Work Site Employer and Supervisor. You are undertaking, as a site Supervisor, a role that may prove to be one of the most meaningful roles you will ever undertake. As you work with the participants, you will become a mentor - a guide, a role mod0el. You will direct them in their efforts to come closer to attaining the skills they will need to become useful and productive employees. Through your efforts and the efforts of others involved in the WIA Youth System, these youth (participants) will begin to focus on the importance of appropriate and timely goal setting. They will learn to make the best use of the employer s resources, to take responsibility for work performed well, to grow in their perceptions of the types of jobs they are suited for and the skills required to do that job satisfactorily. The youth you work with should, as a result of their summer work experience, begin to incorporate into their daily lives, those skills that will lead them to success - success in school and success in the world of work. It is necessary that the you, the Site Supervisor, remember these are youth - they are not seasoned employees with tried and proven work histories and abilities. It is beneficial if you understand the challenges of working with un-skilled youth and the unique challenges that working with them brings. There is no typical young person in the WIA youth system, just as there is no typical Supervisor. Completing the assigned work experience should be a major goal for each of the participants in this program. However, each Career Counselor, each site Supervisor, and each youth should view the completion of secondary Page 2

5 education/attainment of a GED as the youth s top priority. The Work Site Employer/Supervisor should never encourage the youth to take full time employment with their company instead of returning to school, regardless of how well the youth may or may not have performed. The Site Supervisor needs to have a clear picture of the overall plan for each of the youth they are going to supervise so that they can properly guide and direct the youth during their time working with your company/agency. The WIA Youth System may utilizes many sources to provide services the youth needs to either remain in school or to be successful in the work force. The plan for the youth under your supervision may include attendance at summer school classes in addition to their assigned work experience, depending on the needs of the youth. Work Site Supervisors should have a clear picture of the individual youth s plan for the summer prior to accepting them for work experience in order to prevent any misunderstandings about scheduling, etc. This would include discussions regarding whether the youth is going to be attending summer school in the morning hours, taking a planned family vacation, etc. Your role, as a site supervisor, is to assist the young person to attain quality work readiness goals as a result of their working with you and to ensure that their training (the tasks to be accomplished) is meaningful and productive and that it aids them in becoming productive members of the working world when the time comes. It is also to help them understand the needs of the work site regarding the participant s being on time, being on the job every day, performing their assignments to the best of their ability, and any other applicable issues as relates to the particular work assignment. Should you have questions for which answers are not covered within, do not hesitate to ask for assistance from the WIA Case Manager whose name is on the training agreement. The Case Manager is there to help you in being a successful site supervisor this summer. * * * Page 3

6 PROGRAM GOALS Each youth who is engaged in classroom and/or work-based training activities, should have meaningful work experiences and basic work skills to help the youth develop their occupational potential. The youth should have structured and well-supervised training experiences which:! demonstrates to the individual, the neighborhood, and the community the value of education and work performed well;! ensures that the youth acquire basic work competencies and discipline, such as working and completing assignments as directed; showing up for work regularly, on time, and with a positive attitude; working as a member of a team; demonstrating sound reasoning abilities; and exercising independent judgement;! reinforces the relationship between the skills acquired in the classroom to the requirements in the work world;! encourages youth to investigate various occupations and to identify career ladders based on the individual s abilities, interests, and aptitudes;! assists the youth in making the connection between a job well done and economic security;! enables the youth to develop good employee/supervisor relationships; and! motivates them to stay in school and attend post-secondary education. Page 4

7 MAKING LEARNING RICH 1 Remember first of all... the participants are YOUTH! They are not adults. For many, this will be their first experience working for someone other than a parent, relative, neighbor, etc. They may not fully understand the extent of their obligations and responsibilities pertaining to a classroom training situation where they will receive a training payment or a work experience where they will receive a pay check. You should take steps to ensure: 1. Tasks to be performed by the youth are identified up front and enough time is allowed to ensure participants can complete the tasks during the program duration. 2. Participants strengths are identified and exercised to the benefit of the supervisor and the participant. 3. Tasks are sufficiently complex, allowing participants the opportunity to develop educational and/or workplace skills and competencies. 4. Youth are self-directed. Participants and supervisors agree on goals and participants plan a strategy to meet those goals. Supervisor coaches the youth through this process. 5. Participants appreciate the importance of assignments because they design the process to reach the result. 6. Participants are integrated into the organization, but they are not constrained by allegiances, preconceptions, and commitments to the status quo. Participants are allowed to share their perspective with regular employees and to be agents of change. 7. There is a clear link between goals, competencies and work tasks. Participants have multiple opportunities to practice and develop transferable skills. 8. Participants provide valuable products and services that would not otherwise be available. 1. Participants feel valued as part of the organization. They take pride in their work and what they can do. 10. The participants are encouraged to develop portfolios, providing evidence of work skills. This often includes reference letters from their supervisors. 1 Copied from: Transforming Classrooms and Worksites; Creating Learning-Rich Work, Action Step #5. Page 5

8 DETERMINING THE APPROPRIATENESS OF WORK-SITES Before agreeing to take the responsibility as a work site for work experience, Supervisors should consider whether their site offers what young people really need. Work Sites should always: 1. Provide experiences that enable WIA youth participants to achieve the program s outcomes and the participants goals. 2. Hold youth participants to the same high standards that would be expected from non-wia employees. (Always exhibit a positive attitude, be on time for work; always put in a full day of work; etc.) Unacceptable work behaviors should not be and will not be tolerated 3. Provide jobs that are tied to the types of occupational interests participants possess. 4. Expose WIA participants to materials, processes, tools, and technology that are congruent with those used by the work site and other agencies/industries/ businesses. 5. Ensure that participants are engaged in real jobs, not make-work-jobs, that use their time productively for a whole work day. 6. Be willing to put participants into jobs that provide exposure to multiple, transferrable skills. 7. Be at least open to the possibility of providing year-round jobs for those participants who have already completed high school and/or college and who perform well. The role of the work site supervisor is critical when ensuring the participants ar3 engaged in work experiences that enable the participant attain useful skills. Therefore: 1. Employers and the assigned work site supervisors should have an interest in training and educating young people in transferrable skills; 2. Employers and supervisors should be willing to spend time before the work based training begins to develop work plans and task analyses that delineate the skills participants will learn on their jobs; and. 3. Employers and supervisors must commit to carrying out these plans. Page 6

9 WORK SITE SUPERVISORS RESPONSIBILITIES Work Site Supervisors for a WIA youth participant are responsible for assuring, on a daily basis, that the participant is gaining the positive experiences that will have a lasting impact on the youth you supervise. Those experiences should be planned in such a way that the youth feels ownership in their training and are able to personally identify areas of personal growth. Experience indicates that with appropriate job planning, site supervisor orientation, supervision and instruction with the participants results in those participants performing their assignments in an acceptable manner. As a work site supervisor you may be working with a young person who has never been exposed to the world of work - a world which places a high value on education and effort. Success of a participant in the WIA Summer Youth Program may very well mean success later in school and in regular employment. MAJOR RESPONSIBILITIES OF A WORK SITE SUPERVISOR: Please review this information carefully - it will assist you in being an effective Supervisor: A. Participant Orientation: Each participant is required to complete a Participant Orientation conducted by the WIA Case manager prior to their first day at the work site. They will be given a Participant Handbook by the WIA Case manager during that orientation. The handbook outlines a number of program guidelines including work habits, time sheet completion, what to do if a problem arises between the participant and their work site supervisor and/or another participant, as well as other important factors pertaining to working. An orientation by the Work Site Supervisor must also be conducted as it is an important factor in successful program completion. This orientation enables the participant to know and understand their job and what is expected of them by the Site Supervisor. The participant orientation should include: (1) identification of the assigned supervisor, alternate supervisor(s), regular employees of the work site with whom the participant will be working, and other WIA participants, if applicable; (2) work site starting and ending times, including times for breaks and lunch periods, including designated places to take breaks and eat lunch; (3) designated place to park the participant s vehicle, if applicable; (4) a secure place at the work site where the participant can store their personal Page 7

10 belongings; (5) rules and policies of the work site which pertain to the participant, including proper language (no foul language will be tolerated); work attire, rules regarding using the company phone and personal cell phones, including text messaging; and work ethics; (6) telephone numbers to call when the participant will be late or absent from work (it is recommended that the participant keep these numbers with them at all times); (7) procedures to follow if the participant experiences a problem they can t resolve with the supervisor, other employees, and/or other participants; (8) child labor laws, safety rules, and accident and emergency medical treatment procedures; (9) careful review of the job assignment, tasks to be performed as a function of the job, (10) expectations by the work site, the WIA Case Manager, and Coosa Valley RDC that participants must satisfactorily participate in assigned work activities and must exhibit proper attitudes at work. Failure to do so may result in dismissal from the program; and (11) activities and actions which are unallowed while on the job, including activities which are political and/or religious and the use of alcohol and drugs. The Work Site Supervisor should allow sufficient time for a question and answer session at the end of the orientation. Do not assume that participants already know and understand the program requirements and/or work site policies. Many of the youth may have never worked before and may have a lot of questions. B. Work Experience Training: Work Site Supervisors should perform the following steps to ensure the work experience is effective: (1) ensure all participants have a copy of their individualized Work Site Agreement which includes a copy of the Child Labor Laws, the Work Readiness Pre-Training Evaluation, and a copy of their Occupational Skills Training Outline which defines their job duties. If they do not, a copy should be obtained, stapled together in order, and given to the participant; Page 8

11 (2) review with the participant the job skills listed on the Occupational Skills Training Outline, describing each task and explaining how it fits into the total job to be completed; (3) explain or demonstrate how each task is to be completed. Do this one step at a time, repeating until the participant understands and is able to demonstrate they understand how to perform the task; (4) provide positive feedback to the participant when they demonstrate satisfactory performance and appropriate behavior; give constructive guidance when they do not and repeat the training process to ensure they understand where they have made errors; and (5) evaluate the participant on a regular basis to ensure they do understand their job assignment and are performing it in a satisfactory manner. C. Work Site Supervisors Should Never: (1) transport a participant in a privately owned vehicle during work hours; (2) allow any participant, regardless of age, to drive a motor vehicle during working hours; (3) leave participants unattended at the work site - if the assigned supervisor must leave the work site, a qualified alternate supervisor should be secured and in charge prior to the regular supervisor leaving the site; or (4) allow participants to work at or near lakes, rivers, or swimming pools and should never allow participants to go swimming anywhere during working hours. * * * * * Page 9

12 GENERAL RULES OF CONDUCT FOR PARTICIPANTS 1. Participants are daily expected to satisfactorily participate in classroom and/or work site training activities. Failure to do so is justification for termination from the program. 2. The rights of others must be respected, and stealing or damaging program or employer property will not be permitted. 3. Physical attacks on or threats to any program participant or counselor/supervisor will not be permitted. 4. A participant must be on time at their work or training location. 5. A participant must always report to their job or training location free from the influence of alcohol or drugs. 6. Participants should always dress appropriately and will be required to conform to any dress regulations required of other employees at the worksite and/or in the classroom. 7. Participants must give close attention to instructions and/or directions from their supervisor, teacher, and/or counselor and should comply with his or her directions. 8. Participants are expected to remain at the work or training site until the scheduled ending time. They should not leave the work or training site before the end of the scheduled period without specific permission from the supervisor, teacher, and/or counselor. 9. Participants should be instructed on and should always follow safety rules. 10. Work site telephones should not be used by participants for personal calls without permission from the worksite supervisor, teacher, and/or counselor. 11. Time sheets should only be signed by the participants. Participants should never sign a time sheet that is not their own. Page 10

13 \ Don t let these dragons keep your participants from performing at their best!. GUIDELINES ON HANDLING DISCIPLINE PROBLEMS The following are guidelines to be used with participants who are exhibiting discipline or performance problems: 1. Verbal warning by worksite supervisor. 2. If the problem continues, a counseling session by the worksite supervisor and/or classroom teacher and the counselor should be conducted and documented on the participant s counseling records. 3. If an acceptable resolution for the problem is not reached, the counselor and worksite supervisor/teacher will terminate the Participant from the site. Each disciplinary action taken with participants must be documented, dated, and signed by the worksite supervisor, the teacher, and/or the counselor and placed in the Participant's individual file. Page 11

14 PARTICIPANT TERMINATION POLICIES WIA participants should be treated like regular employees who are performing meaningful work while being well supervised. Supervisors and career counselors should work with participants to make them better employees/students. Participants will be expected to conform to all personnel procedures of the training and worksites to which they are assigned. In extreme cases, it may become necessary to terminate a Participant from the project. Violation of the aforementioned Rules of Conduct may be grounds for participant termination. The Rule of Conduct should serve as guidelines for establishing Participant conduct requirements A participant may also be terminated for any of the following reasons: 1. Insubordination. Including the use of foul or profane language; 2. Inefficiency; 3. Intoxication and/or possession or use of drugs; 4. Inability to perform duties/assignments of position/classroom; 5. Willful violation of any job/classroom rules; 6. Absence from work or training site for three days without notifying supervisor or counselor; and/or 7. Excessive absenteeism or tardiness. Any of the above charges must be made and justified by the participant s work site supervisor and discussed with the WIA Case Manager. Any charges made and any action taken must also be documented in the participant s individual file. In the event a participant has to be terminated, the Work Site Supervisor should adequately document the events leading up to and including the termination. This documentation should be reviewed with the WIA Case Manager as soon as possible Page 12

15 PARTICIPANT SAFETY AND INJURY PREVENTION Each WIA service provider must assure that all work sites are safe and pose no hazards or dangers to the participant s safety. All sites must be sanitary and not must take steps to ensure the work site and/or job duties of the participant do not pose a threat to the health of the participant. Safety and injury prevention should be explained during participant and work site supervisor orientations. The Participant Orientation Checklist and the Work Site Supervisor Orientation Checklist must be documented to show this has been discussed in detail with the participants and the supervisors. WIA Case Managers and work site supervisors should continuously observe work sites to see that work site conditions are safe and that participants are careful to observe safety guidelines at all times. Accidents and injuries happen, even with the safest work environment and under the best supervision. There is always the possibility that a participant will be injured while participating in the WIA program. If an accident or injury occurs at the WIA Case Manager facilities or at the work site the participant must be instructed to report it immediately to their WIA Case Manager or, if it happens at the work site, to their work site supervisor. Participants and work site supervisors should remember that, if an injury occurs that results in the participant needing medical attention, the participant is covered by a health insurance policy at no expense to the participant. This insurance will cover all charges for the physician, hospital, and any prescribed medication. In the event an ambulance is required to transport the injured participant to a hospital, the cost for the ambulance is also covered. The Employer s First Report of Injury or Occupational Disease form (included in the Forms Manual) must be completed by the Case Manager, and/or Work Site Supervisor immediately following the accident or injury. This form must be completed for all injuries regardless of whether or not the participant requires medical attention. Questions regarding the accident insurance forms and/or claims should be directed to: Michelle Anderson WIA Fiscal Department Northwest Georgia Regional Commission Telephone (706) * Toll Free: Fax: Each work site should maintain a list of telephone numbers for physicians, emergency treatment facilities, hospitals, EMT services, and ambulances serving its area. Individual medical and emergency information must be maintained in each participant s file at the Contractor site and also in their file at the work site. Page 13

16 INSTRUCTIONS FOR DEALING WITH INJURIES OR OCCUPATIONAL DISEASE When a participant has an accident and/or sustains an injury on or at the work site, the following procedures should be followed: 1. Provide prompt medical attention, allow the trainee to select a physician from your posted panel, and explain the panel to all WIA participants working at that site.. Serious injuries requiring immediate emergency medical treatment such as profuse bleeding, broken bones, unconsciousness, shock, etc., shall warrant EMERGENCY TREATMENT. The injured person shall be transported to the nearest emergency medical center/hospital. 2. For all serious emergencies, call an ambulance. 3. Administer first aid as necessary until help arrives (if you are qualified to administer first aid). 4. When the participant goes to the doctor, emergency room, or pharmacy, have them carry a copy of the Workers Compensation Billing Information form (see Forms Manual). Make sure the form has been completed properly to include the name of the participant and the information for NWGRC so that the doctor or facility will know where and to whom to send the bill. 5. The injured person's supervisor or Case Manager shall, when possible, advise the hospital emergency department personnel of the participant s age and the nature of injuries of the patient being sent to them. 5. Contact the injured trainee's parent or guardian to explain the nature of the accident or injury and the treatment received by the trainee. 7. Complete appropriate accident/injury reports and calls. A. Complete the First Report of Injury Form. Mail or fax the form to: Technology Insurance Company Claim Administrator: AmTrust North America Attention: Barbara Lamb, Claims Analyst P.O. Box Atlanta, Georgia Phone: Toll Free: Fax: Page 14

17 B. Write INCIDENT FYI on top of the claim if the trainee incurs no medical expenses. C. If the injury is severe, requiring hospitalization, surgery, permanent damage and/or more than 7 days of lost wages and is accompanied by a doctor s written report stating they are not to return to work for a specified amount of time, call Barbara Lamb at the above number. After the call has been made, mail or fax the form to Ms. Lamb. 8. Bill received by the participant for medical expenses related to a worker s compensation covered injury should be given to the Case Manager, who will then fax a copy to Barbara Lamb at AmTrust North America. The Case Manager should make sure the participant s name and social security number is clearly printed on all of the bills, reports, etc. 9. A copy of all First Report of Injury forms, bills related to the accident/injury, and any other data, as applicable, must be maintained by the Case Manager in the trainee s file. 10. A copy of all First Report of Injury forms, bills, and any other related data should also be sent to: Michelle Anderson, Fiscal Officer Northwest Georgia Regional Commission P.O. Box 1798, Rome, GA Page 15

18 FIRST REPORT OF INJURY FORM Page 16

19 PAYROLL SYSTEM FOR WIA YOUTH The WIA payroll is conducted weekly. Participants are required to keep daily, accurate time sheets. Violations of the procedures are usually just errors on the part of the participant; however, those errors can result in the participant having to repay funds to NWRC. Participants will be paid on Friday of the week following the week in which the hours were worked. The last paycheck will be issued on Friday after the participant s last day at work during the previous week. Arrangements should be made at the start of the program to ensure plans are in place for participants to be able to receive their final checks. WIA Case Managers should ensure that the participants understand their WIA wages will result in (a) social security taxes being withheld, as well as Federal and State taxes, as applicable, based on the individual s information on their Federal and State tax forms completed at the beginning of their employment in the WIA summer program. All participants will receive a W-2 tax form in January following the summer during which they worked. Participants should be reminded that they need to inform Northwest Georgia Regional Commission if their mailing address changes from what they listed on their WIA enrollment forms to ensure they receive their W-2 tax forms in January. It is the sole responsibility of the participant to file any tax returns that they are subject to. I. Summary of Payroll System: A. The designated payroll work week will be Saturday through Friday of each week; B. The Case Manager should consult with the Work Site Supervisor to ensure all of the participants who work at the work site have completed their weekly time sheet. C. The original Participant Time Sheets will be picked up by the WIA Case Manager, with the yellow copy to be kept in the participant s file at the work site, for review by a WIA Monitor who will review time sheets to verify Participant attendance and work hours. D. A check will be written for each Participant who has been verified by the WIA Payroll Department as (1) enrolled and (2) for whom time was submitted to the payroll department for that week s payroll period. G. Participants must sign a Check Signature Sheet before they are allowed to receive their pay check. This serves as proof that the participant did receive their check; Page 17

20 H. Participants should be encouraged by their Work Site Supervisor to review the (1) total hours each week that is record on their time sheet, and (2) check their paycheck to make sure they were not underpaid or overpaid based on the total hours they worked. Any discrepancies should be reported to the WIA Case Manager BEFORE the participant cashes their check. I. The participant whose name appears on the time sheet is the only person authorized to document work hours on the time sheets. Accordingly the participant whose name appears on the check is the only person authorized to receive the pay check. II. Completing Time Sheets: It is the responsibility of the participant s supervisor to ensure that each participant assigned to them signs in and out each day according to these guidelines. A. Each participant is required to sign-in and sign-out as the activity occurs for each day that they work. Under no circumstances are they allowed to sign in at the regular start time if they come to work late, leave early but sign out at the regular ending time, or complete the whole day or whole week at one time. B. Participants must document the time they begin and end their lunch break for each day worked. At the end of each day, the participant should sign on the space provided for that day, indicating that the information they have recorded is true and accurate; C. Work site supervisors should write absent when a participant is absent from work, regardless of the reason for the absence, and should enter 0" for the hours worked that particular day; D. Participants can be paid only for actual hours worked and/or spent in classroom activities - they are not allowed to make up time lost for coming in late, being absent, etc. if the hours will (a) violate child labor laws; (b) enable the participant to work more than 8 hours in a single day or ) more than 40 hours in a single work week - regardless of the age of the participant; E. Participants are not allowed to document anything on anyone else s time sheet; Page 18

21 F. Time sheets should never be documented prior to the actual time they start or end an activity/day. Doing so can result in termination from the program. G.. The work site supervisor must ensure that the individual participant s Time Sheet is maintained in a location accessible to the participant, while at the same time ensuring that no one can falsely document a time sheet. H. The WIA Case Manager or the work site supervisor should complete the top of each time sheet prior to giving it to the participant (participant s name, last 4 digits of their social security number, the name of the work site, and the week ending date). Participants often make errors on this part and it can cause confusion in verifying hours worked. I. At the end of each week s pay period, the participant and the supervisor should review the total hours for each day and the total hours for the week to ensure the information is accurate at which time the supervisor will sign and date the form to verify this review has been completed; J. The WIA Case Manager will also review the information for accuracy, then sign and date the Time Sheet indicating that the information is accurate. K. The original of the completed Participant Time Sheets will be picked up by the WIA Case Manager on Monday morning of the week following the week in which the hours were worked. The Case Manager will take the original and will leave a copy of the time sheet to be kept in the file participant s individual file at the work site, as a means of verifying each Participant's attendance and hours worked in the event a participant feels they have been underpaid/overpaid. Page 19

22 SAMPLE PARTICIPANT TIME SHEET Page 20

23 EMPLOYMENT CERTIFICATE FOR MINORS UNDER AGE 18 All WIA participants under the age of 18 must have a current and valid Employment Certificate. Do not, under any circumstances. allow a Participant to commence work activities until such time as a certificate has been provided by the WIA Case Manager. Work Site Supervisors must refer the participant under the age of 18 back to the WIA Case Manager if the participant comes to work without their Employment Certificate. NOTE: Minors 16 & 17 years of age that are issued a permanent identification card (Form DOL-4102) should retain the card themselves. Minor should present their first employer with the original copy of the employment certificate. On subsequent employment, minor should present the ID card to the employer. Employer should make a copy of the ID card for minor s personnel file and return the original to the minor. The employer must keep a copy of the ID card on file at the work site as long as the minor is employed. Page 21

24 NORTHWEST GEORGIA WORKFORCE DEVELOPMENT PROGRAM YOUTH SYSTEM WORK BASED TRAINING AGREEMENT between NORTHWEST GEORGIA REGIONAL COMMISSION and, and (WIA Youth System Provider) (Work Site Name) and. (WIA Participant Name). SECTION I. The Northwest Georgia Workforce Investment Board (WIB) has the responsibility for: 1. Developing, implementing, and administering WIA Youth System projects within the fifteen (15) county Northwest Georgia Area (SDA 1); 2. Paying WIA Youth System participants for hours worked; 3. Monitoring activities to ensure federal, state, and local laws, policies, and/or guidelines are being followed and that participants are performing meaningful activities. SECTION II. The WIA Youth System Provider identified above has the responsibility for: 1. Establishing work based training sites for WIA Youth System projects and assigning WIA Youth System participants to training sites/work sites; 2. Providing orientation and job related skills training to WIA Youth System participants; 3. Providing orientation to all WIA Youth System work site supervisors regarding their duties and responsibilities to the WIA Youth System Project and participants as specified in the WIA Youth System work site supervisors orientation guidelines; 4. Providing career counseling to all WIA Youth System participants; 5. Ensuring the participant is transferred to another program component, placed in unsubsidized employment, or terminated from WIA Youth Systems on or before the date the participant reaches the time limit specified for the program component in which the participant is enrolled; and 6. Taking the following action when a work stoppage due to a labor dispute occurs: a. Relocate the participant to work site not affected by the dispute; or b. Suspend the participant through administrative leave (non-pay status); or c. Participants who belong to the labor union involved will be treated the same as other union members except they will not remain at the affected work site. The WIA Youth Systems career counselor(s) will make every effort to relocate those participants, who wish to work, to training sites/work sites not affected by the labor dispute. SECTION III. The WIA participant shall be responsible for: 1. Abiding by all Federal, State, and Local laws, policies, and procedures pertaining to their participation in the WIA Youth System Program; 2. Accurately documenting their daily time and attendance records; 3. Performing all work/training assignments to the best of their ability and according to the policies Page 22

25 and procedures of the work site; 4. Ensuring they understand and follow applicable Child Labor Laws and safety procedures; 5 Resolving any work related problems by following the work site grievance policies and, if unable to attain a positive resolution by consulting the appropriate WIA Career Counselor. If still unable to attain a positive resolution, Participant understands they have the right to follow the WIB Grievance Procedures. SECTION IV. The work site supervisor shall be responsible for providing: 1. Interviews for each participant who is being considered for the training site/work site; 2. A training site/work site orientation for each participant to include training site/work site rules and regulations, supervisor responsibilities, participant duties and responsibilities etc., and ensuring that WIA Youth Systems participants are NOT paid for lunch breaks, absences, holidays, unworked hours, sick and vacation leave, or while participating in recreational activities. Hours missed for approved absences may be made up on a limited basis if the training site/work site policy and working hours permit such. However, those hours must be reported on the time sheet for the day and hours in which the make-up hours actually occur; 3. Adequate supervision to each WIA Youth System participant, including substitute supervisor(s) when regular supervisor(s) is/are absent; 4. Accurate records of participants' time and attendance; 5. Sufficient meaningful work, which does not supplant services presently being performed by the work site, is available to occupy the WIA Youth System participants during designated work hours and that sufficient equipment and materials are on hand for the WIA Youth System participants to accomplish their jobs; 6. A safe and healthy working environment for all WIA Youth System participants. If any hazardous chemicals such as industrial cleaners, cleaning solvents, or agricultural-related chemicals are used at the assigned work site, WIA Youth System participant will be trained on exposure in regards to Materials Safety Data Sheet information; 7. Assurance that alternative work arrangements are available for inclement weather if the primary WIA Youth System work site is out of doors; 8. Information to the WIA Youth System Career Counselor of any changes in WIA Youth System participant s hours, duties, or work assignments; 9. Assurance that emergency procedures will be followed, including maintaining an emergency listing of names and phone numbers for each WIA Youth System participant; 10. Performance evaluations on each participant at the work site; and 11. Assurance that OSHA regulations for WIA Youth System participants are met. SECTION V: The work site supervisor will ensure that the following rules and regulations specified in the Workforce Investment Act (WIA) and Federal Regulations are adhered to: 1. That no WIA Youth System participant shall be discriminated against, either in hiring or promotion, on the grounds of race, color, religion, sex, age, national origin, handicap, or political affiliation or belief; Page 23

26 2. That no regular unsubsidized employees are discharged or have their non-overtime hours reduced or have canceled any valid contracts for services for the purpose of hiring the employees through the WIA Youth System Project; 3. That no WIA Youth System job will be filled based on political patronage, nor will WIA Youth System participant be required to engage in partisan or non-partisan politics, nor will WIA Youth System participants be permitted to work in or be out stationed in any position involving political activities; 4. That no WIA Youth System participant will be employed or engaged in any religious or antireligious activities, including those activities of sectarian elementary or secondary schools. WIA Youth System participants cannot be employed on the construction, operation, or maintenance of any facility that is used or will be used for sectarian instruction or as a place of religious worship; 5. That no WIA Youth System participant will be placed into or remain working in any position which is affected by labor disputes involving a work stoppage, where such work stoppage occurs during the period of this agreement; 6. Immediate notification to the WIA Youth System Career Counselor when a WIA Youth System participant quits or when it is necessary to terminate a participant; 7. Notification to the WIA Youth System Career Counselor when a WIA Youth System participant is in need of counseling or assistance to remain on the work site. 8. The work site supervisor will insure that all WIA rules and regulations not specified above, in addition to WIB policies and procedures, will be adhered to. SECTION VI: The work site agrees that: 1. It can provide employment training services to and adequately supervise the WIA Youth System participant listed on page 1 during the WIA Youth System project; 2. The participant will be engaged in the following type of activity (check the appropriate activity) (a) Work Experience yes; and (b) Summer School yes; No; 3. The participant will perform the tasks listed on the accompanying ATTACHMENT C, Skills Training Outline. 4. The WIA Youth System participant will normally be trained or employed during the hours from to, (day of week) through (day of week) during each week of the WIA Youth System project; 5. Signature of /Work Site Supervisors: Signature of Alternate Supervisors: 6. WIA Youth System participants 14 and 15 years of age will have an Employment Certificate (work permit) Form ID-222 signed by the School Superintendent or the Principal Administrator or his/her authorized agent. The original work permit is to be retained by the WIA Youth System work site supervisor with copies at the WIA Youth System Career Counselor and the participant's school system. (NOTE: The work permit is for the job specified therein; when the participant changes to a new job, a new permit must be obtained.) Page 24

27 7. WIA Youth System participants 16 and 17 years of age will be issued an ID card in lieu of the ID- 222 which they must present to the work site supervisor. The card is to be retained as long as the WIA Youth System participant is working at that site. Upon termination or transfer from the work site, the card will be returned to the participant; 8. WIA Youth System participants under 18 years of age shall not be trained or employed in any occupation which the U.S. Secretary of Labor has found to be hazardous as described in ATTACHMENT A which was extracted from the Child Labor Provisions of the Federal Labor Standards Act. It is further required and agreed that the Child Labor Laws of Georgia will be adhered to. SECTION VII: It is understood that if the WIA Youth System Career Counselor or the Northwest Georgia WIB, after due consideration of their monitoring and evaluation or for other good cause, determines that the work site has not complied with and/or performed under the terms and conditions of this Agreement, the WIA Youth System Career Counselor or the Northwest Georgia WIB may withdraw WIA Youth System participants from the work site and the work site agreement will be canceled. After the withdrawal of participants, written notice for such actions of non-compliance or non-performance will be provided to the work site. All attachments are made a part of this Agreement and become binding on the parties concerned. The Agreement becomes effective on the day of, 20 and shall remain in effect until, unless the WIA Youth System Project party to this Agreement shall end prior to said date. (Work Site Supervisor Signature) (Date of Signature) (WIA Case Manager s Signature) (Date of Signature) (Address of Work Site Agency) (Address of WIA Youth System Project) City State Zip City State Zip (Work Site Telephone Number) (WIA Youth System Project Telephone Number) ************************************************************************************** WIA Administrative Entity: (WIA Participant Signature) Northwest Georgia Regional Commission Attn: WIA Youth Program (Date of Signature) P. O. Box 1797; Rome, Georgia Phone: (706) ; FAX: (706) Page 25

28 ATTACHMENT A CHILD LABOR PROVISIONS - FEDERAL LABOR STANDARDS ACT The Child Labor Provisions are designed to protect the educational opportunities of minors and prohibit their employment in jobs and under conditions detrimental to their health or well-being. The provisions include lists of hazardous occupations for both farm and non-farm jobs banned by the Secretary of Labor as being too dangerous for minors to perform. Employers are subject to a civil money penalty of up to $11,000 ($10,000 for violations occurring prior to January 7, 2002) per worker for each violation of the child labor provisions (Federal Child Labor Provisions).The Act also provides for a criminal fine of up to $10,000 upon conviction for a willful violation. For a second conviction for a willful violation, the Act provides for a fine of not more than $10,000 and imprisonment for up to six months, or both. The Secretary may also bring suit to obtain injunctions to restrain persons from violating the Act. When both the Federal Child Labor laws and the Georgia Child Labor laws apply, the law setting the higher standards must be observed. Regulations governing youth employment in non-farm jobs differ somewhat from those pertaining to agricultural employment. A. The permissible kinds and hours of work, by age, in non-farm work are: years or older: any job, whether hazardous or not, for unlimited hours; years and 17 years old: any non-hazardous job, for unlimited hours; years and 15 years old: outside of school hours in various nonmanufacturing non-mining; non-hazardous jobs, under the following conditions: a. No more than three (3) hours on a school day; b. No more than 18 hours in a school week; c. No more than eight (8) hours per day on a non-school day; and/or d. No more than 40 hours per week in a non-school week. e. Also, work may not begin before 7 a.m., nor end after 7 p.m., except from June 1 through Labor Day, when evening hours are extended to 9 p.m. B. Hazardous Occupations Orders. The Fair Labor Standards Act provides a minimum age of 18 years for any nonagricultural occupations which the Secretary of Labor "shall find and by order declare" to be particularly hazardous for 16 and 17 year old persons, or detrimental to their health and well-being. This minimum age applies even when the minor is employed by the parent or person standing in place of the parent. The 17 hazardous occupations orders now in effect apply either on an industry Page 26

29 basis, specifying the occupations in the industry that are not covered, or on an occupational basis irrespective of the industry in which it is found. 1. Youth below the age of 18 may not be employed in the following occupations: a. Manufacturing and storing explosives. b. Motor vehicle driving and outside helper. c. Coal mining. d. Logging and saw milling. e. Power-driven wood-working machines. f. Exposure to radioactive substances. g. Power-driven hoisting apparatus. h. Power-driven metal-forming, punching, and shearing machines. i. Mining, other than coal mining. j. Power-driven bakery machines. k. Slaughtering, or meat packing, processing or rendering. l. Power-driven paper products machines. m. Manufacturing brick, tile, and kindred products. n. Power-driven circular saws, band saws and guillotine shears. o. Wrecking, demolition and shipwrecking operations. p. Roofing operations. q. Excavation operations. 2. Youth below the age of 16 may not be employed in: a. Any manufacturing occupation. b. Any mining occupation. c. Processing occupations such as filleting of fish, dressing poultry, cracking nuts, or laundering as performed by commercial laundries and dry cleaners. d. Occupations requiring the performance of any duties in workrooms or work places where goods are manufactured, mined or otherwise processed. e. Public messenger service. f. Operation or tending of hoisting apparatus or of any power-driven machinery (other than office machines, machines in retail, food or gasoline services). g. Any occupation found and declared to be hazardous. h. Occupations in connection with: (1) Driving vehicles or transportation of persons or property by rail, highway, air, on water, pipelines or other means. (2) Warehousing and storage. (3) Communications and public utilities. (4) Construction or scaffolding (including repair), except office or sales work in connection with a, b, c, or d when not performed on transportation media or at the actual construction site. Page 27

30 i. Any of the following occupations in a retail, food service, or gasoline service establishment: (1) Work performed in or about boiler or engine rooms. (2) Work in connection with maintenance or repair of the establishment, machines or equipment. (3) Outside window washing. (4) Cooking or occupations which require minors to come in close proximity to any hazardous fixtures such as open boilers and deep fryers. (5) Occupations which involve operating, setting up, adjusting, cleaning, oiling, or repairing power-driven food slicers and grinders, food choppers and cutters, and bakery-type mixers. (6) Work in freezers and meat coolers. (7) Loading and unloading goods to and from trucks, railroad cars, conveyors, etc. (8) All occupations in warehouses except office and clerical work. j. Occupations connected with railroads, unguarded gears, use of dangerous poisonous gases or acids including dispensing, packing, loading or unloading paints or dyes; any occupation where dust or lint in injurious quantities are present. k. Lawn Mowers. 3. Driving on the Job The FLSA, as amended by Congress in 1998 (P.L ), prohibits workers under 17 years of age from driving on pu7blic roads as part of employment. The act (29 U.S.C. 213(C)(6) provides that 17-year-old workers may drive cars and trucks at work if, among other things: a. The driving is restricted to daylight hours; b. The employee has a valid license, has no record of moving violations at the time of hire and has completed a state-approved driving course; c. The vehicle has a seat belt and the [work site] employer instructs the employee to use it; d. The vehicle weights 6,000 pounds or less; e. The driving does not involve towing of vehicles, urgent deliveries or route deliveries or sales; f. The driving does not entail raveling beyond a 30-mile radius from the place of employment; and g. The driving is occasional and incidental to the teen s employment, which is defined as constituting no more than one-third of an employee s working time in a day and 20 percent of such time in a workweek. * * * Page 28

31 ATTACHMENT B-2 WORK READINESS PRE-TRAINING EVALUATION PARTICIPANT NAME: JOB TITLE: TRAINING SITE/WORKSITE: EVALUATION PERIOD: TO INSTRUCTIONS: Check one statement which best describes the Participant's performance in each area. A. ACCURACY OF WORK 1 Makes many errors 2 Is careless 3 Usually accurate 4 Is careful 5 Consistently accurate B. CARE OF WORKING AREA 1 Very untidy 2 Careless 3 Keeps area clean 4 Keeps area clean and orderly 5 Exceptionally clean and orderly C. USE OF MATERIALS AND EQUIPMENT 1 Rough 2 Careless 3 Adequate 4 Careful 5 Very careful D. SPEED IN PERFORMING DUTIES 1 Very slow 2 Slow 3 Adequate 4 Fast 5 Exceptional fast E. USE OF WORKING TIME 1 Very wasteful 2 Wastes time 3 Fair use of time 4 Keeps busy 5 Busy and effective F. JOB LEARNING AND APPLICATION 1 Little or no learning 2 Learns with difficulty 3 Adequate 4 Learns with ease 5 Exceptional ability G. Work Keys (Resources, Information, Interpersonal, Systems, Technology) 1 Little or no learning 2 Learns with difficulty 3 Adequate 4 Learns with ease 5 Exceptional ability H. RESPONSIBILITY 1 Irresponsible 2 Evades responsibility 3 Accepts responsibility 4 Seeks responsibility 5 Seeks and handles well I. INITIATIVE 1 Doesn't exhibit any 2 Very little 3 Average 4 Needs little direction 5 Self-motivated J. ATTENDANCE 1 Always late 2 Frequently absent 3 Frequently late 4 Seldom absent or late 5 Never absent or late K. ATTITUDE TOWARDS COWORKERS 1 Does not get along 2 Poor interaction 3 Gets along satisfactorily 4 Works well with others 5 Excellent relationship L. ATTITUDE TOWARDS SUPERVISOR 1 Disrespectful 2 Poor cooperation 3 Cooperates when asked 4 Cooperates willingly 5 Very respectful, helpful M. PERSONAL APPEARANCE 1 Slovenly 2 Sometimes Untidy 3 Usually Tidy 4 Neat, in good taste 5 Exceptionally pleasing N. Additional comments by supervisor: O. Participant s comments: Participant s Signature Date Supervisor s Signature Reviewed By: Date: Date: Page 29

32 PARTICIPANT,NAME: ATTACHMENT B-2 WORK READINESS POST-TRAINING EVALUATION JOB TITLE: TRAINING SITE/WORKSITE: EVALUATION PERIOD: TO INSTRUCTION: Check one statement which best describes the Participant's performance in each area. A. ACCURACY OF WORK 1 Makes many errors 2 Is careless 3 Usually accurate 4 Is careful 5 Consistently accurate H. RESPONSIBILITY 1 Irresponsible 2 Evades responsibility 3 Accepts responsibility 4 Seeks responsibility 5 Seeks and handles well B. CARE OF WORKING AREA 1 Very untidy 2 Careless 3 Keeps area clean 4 Keeps area clean and orderly 5 Exceptionally clean and orderly C. USE OF MATERIALS AND EQUIPMENT 1 Rough 2 Careless 3 Adequate 4 Careful 5 Very careful D. SPEED IN PERFORMING DUTIES 1 Very slow 2 Slow 3 Adequate 4 Fast 5 Exceptional fast E. USE OF WORKING TIME 1 Very wasteful 2 Wastes time 3 Fair use of time 4 Keeps busy 5 Busy and effective F. JOB LEARNING AND APPLICATION 1 Little or no learning 2 Learns with difficulty 3 Adequate 4 Learns with ease 5 Exceptional ability G. Work Keys (Resources, Information, Interpersonal, Systems, Technology) 1 Little or no learning 2 Learns with difficulty 3 Adequate 4 Learns with ease 5 Exceptional ability I. INITIATIVE 1 Doesn't exhibit any 2 Very little 3 Average 4 Needs little direction 5 Self-motivated J. ATTENDANCE 1 Always late 2 Frequently absent 3 Frequently late 4 Seldom absent or late 5 Never absent or late K. ATTITUDE TOWARDS COWORKERS 1 Does not get along 2 Poor interaction 3 Gets along satisfactorily 4 Works well with others 5 Excellent relationship L. ATTITUDE TOWARDS SUPERVISOR 1 Disrespectful 2 Poor cooperation 3 Cooperates when asked 4 Cooperates willingly 5 Very respectful, helpful M. PERSONAL APPEARANCE 1 Slovenly 2 Sometimes Untidy 3 Usually Tidy 4 Neat, in good taste 5 Exceptionally pleasing N. Additional comments by supervisor: O. Participant s comments: Participant s Signature Supervisor s Signature Reviewed By: Date Date: Date: Page 30

33 (EXAMPLE) ATTACHMENT C OCCUPATIONAL SKILLS TRAINING OUTLINE Carpenter Helper Participant Competency O*NET Code JOB DESCRIPTION: Performs any combination of the following tasks, such as erecting, repairing, and wrecking buildings and bridges, installing waterworks, locks, and dams, grading and maintaining railroad right-of-ways and laying ties and rails, and widening, deepening, and improving rivers, canals, and harbors, requiring little or no independent judgement. Digs, spreads, and levels dirt and gravel, using pick and shovel. Lifts, carries, and holds building materials, tools, and supplies. Cleans tools, equipment, materials, and work areas. Mixes, pours, and spreads concrete, asphalt, gravel, and other materials, using handtools. Joins, wraps, and seals sections of pipe. Performs a variety of routine, non-machine tasks, such as removing forms from set concrete, filling expansion joints with asphalt, placing culvert sections in trench, assembling sections of dredge pipeline, removing wallpaper, and laying railroad track. Many of these jobs are not full-time, the size of the project and organization of the work determining whether a worker spends all their time on one job or is transferred from task to task as the project progresses to completion. Some workers habitually work in one branch of the industry, whereas others transfer according to the availability of work or on a seasonal basis. Minimum score needed for assignment to training: Attainment of competency: Method for evaluating competency attainment: (Check all that apply) *Evaluation: A score of 0 or 1 on 80% of the indicators Achievement of 80% of the indicators listed with a minimum score of 2 a. Demonstration/observation b. Written exam/test_ c. Oral exam/test d. Other - be specific: 0 = little or no knowledge of task 1 = some task knowledge, but not proficient (50% proficiency) 2 = 80% proficiency in carrying out task 3 = task mastered INDICATOR (TASK) BENCHMARK - Achievement of 80% of the indicators with a minimum score of 2 Participant will be able to: PRE-EVAL 0 / 1 / 2 / 3 MID-EVAL 0 / 1 / 2 /3 POST-EVAL 0 / 1 / 2 / 3 1. Read a rule 2. Cut and install ceiling joists Page 31

34 Participant Carpenter Helper Competency INDICATOR (TASK) BENCHMARK - Achievement of 80% of the indicators with a minimum score of 2 Participant will be able to: PRE-EVAL 0 / 1 / 2 / 3 MID-EVAL 0 / 1 / 2 /3 POST-EVAL 0 / 1 / 2 / 3 3. Paint drywall 4. Build a sawhorse 5. Identify sizes of lumber 6. Identify tools 7. Identify sizes of nails 8. Identify sizes of pipe 9. Join, wrap and seal sections of pipe 10. Mix, spread and pour concrete 11. Remove forms from set concrete 12. Dig, spread and level dirt and gravel 13. Lift, carry and hold building materials, tools and supplies 14. Clean tools and work areas 15. Fill expansion joints with asphalt 16. Remove wallpaper 17. Other: Pre-Evaluator's Signature / Date Participant s Signature / Date Post-Evaluator s Signature / Date Participant s Signature / Date Page 32

35 PROCEDURES FOR COMPLETING THE PARTICIPANT S WORK READINESS EVALUATION The Work Readiness Evaluation is a tool to be used to evaluate the existing work readiness skills of a WIA participant prior to the start of their work experience training and their attainment of work readiness skills at or near the end of the training at the work site. A specific time frame should be identified for the post-training evaluation (e.g., Monday through Friday of week #7). You should inform the participant that they will be evaluated for their performance in each area for the entire week. In the first section on both forms, you should enter the participant s name, job title, and the /name of the work site. For the post-training evaluation, you should enter the time period in which the evaluation is being done (example: Monday, July 20 through Friday July 24, 2009). In the second section of the evaluation form (both the pre- and the post-training forms) check the appropriate statement under each evaluation criteria. For the post-training evaluation, you should remember that you are evaluating for the performance in the time period specified (example: What was the performance of the participant in reference to the quality of their work for the period Monday, July 20 through Friday, July 24, 2009?). Use items M and/or N to explain anything in Items A-L or to comment on an area that has not been covered. The pre-training evaluation should be completed by asking the participant what they think their skills are in a particular area. If you have access to a teacher who has worked with the participant, you may also want to include them in this conversation to get the view point of a third person. After the post-training evaluation has been completed, the work site supervisor should review it with the participant and allow them to add comments if desired. The form must be signed by both the participant and the supervisor on the date it is reviewed with the participant. The WIA Case Manager should also review the post-training evaluation with the participant and should sign and date the form the date it is reviewed with the participant. The original of each evaluation form should be placed in the participant's individual file at the WIA Case Manager s office.. Page 33

36 MISCELLANEOUS SAFETY ATTACHMENTS LIFTING SAFELY Lighten the Load One way to reduce the risk of back injuries is to reduce the loads employees must pick up. The lighter the load, the easier the lift. Raising the load off the floor, limiting the need to bend, also cuts risk. Another alternative is providing mechanical lifting or carting devices for heavy or awkward loads. Equally important is minimizing the carrying distance. When manual lifting is the only option, employees may share heavy loads to reduce the risk of strain. The first step in lifting is planning. How far must the load be moved? Can it be moved in one trip or will it require several stages? A good lifting posture is essential. By positioning feet shoulder width apart, the employee can crouch down and take a firm grip on the load. Then, hugging the load close to the body, the worker can lift with leg muscles while maintaining a straight back. When transferring the load, workers need to move slowly and avoid twisting. Finally, they lower the load into position slowly. Things to Look For! Loads minimized as much as possible.! Loads raised off the floor to the extent practicable.! Loads planned before the lift. Loads that are too heavy or bulky require help. Stages planned if the distance is too great for one trip.! Room to move the load to its destination - before it is picked up.! Proper lifting position - feet shoulderwidth apart with the load in between.! Proper lifting posture - crouching rather than bending - with a firm grip on the load.! Loads held close to the body.! Straight backs - using the legs to lift.! Slow walking, no twisting. Turns made with the feet, not the waist.! Lowering the load into position slowly. Safety Strategies is published by the Occupational Safety and Health Administration, the Alliance of American Insurers and American Insurance Services Group, Inc. in cooperation with the Georgia Hospitality and Travel Association. It is one of a series of safety awareness sheets distributed to businesses through Project Safe Georgia as a pilot effort to encourage on-the-job safety in small businesses. For additional safety awareness information call Project Safe Georgia at (404) Please note that no warranty, guarantee or representation is made as to the sufficiency, comprehensiveness or absolute correctness of the safety awareness information contained herein, and no responsibility is assumed in connection therewith. Page 34

37 SAFETY STRATEGIES: MOWING GRASS Always mow at a diagonal or up and down on slopes or hills - not across the face or along the side. Mowing across the face increases the possibility of tipping over. If a hillside is very steep (generally anything steeper than 15 degrees) use a push-type power mower instead of a riding mower. Wear cleated shoes, if possible, to prevent slips. Golf shoes or baseball spikes are excellent for this task. When mowing grass, the following safety rules should always be adhered to: 1. Wear safety glasses when mowing. 2. Inspect area for trash and debris before mowing. 3. Mow at a diagonal or up and down on hill sides to prevent slips and falls. 4. Wear orange vests while mowing along major traffic areas. 5. Back braces should be worn while mowing. If you must load mower equipment: 1. Always back a walk-behind mower onto the trailer. 2. On a 6 X 12 dual-axle trailer, a walk-behind mower should be positioned to one side of the trailer. 3. Leave ample room on one side of the trailer to push small riding mowers up the ramp during loading. 4. When having to pick up mowers for loading: A. Always get direction from the worksite supervisor and assistance from a co-worker. B. Always wear back braces. C. Always bend legs and keep close to body.... USING A LEAF BLOWER TO CLEAN PROPERTY 1. Wear safety glasses. 2. Orange vests should be worn around traffic areas. Page 35

38 SAFETY STRATEGIES: USING PORTABLE LADDERS It is always best NOT to allow participants to climb on portable ladders. However, if the participant is age 18 or older and their assigned work is dependant on their using a ladder, the follow safety procedures should be closely followed. Make sure you choose the right type and length of ladder. Position the ladder so you can work without leaning. Follow manufacturer s instructions. * When moving or setting up heavy or awkward ladders, ask for help. * Stepladders should be opened fully, and lock the spreader. * Check ladder for: broken rungs or side rails; loose, broken, or bent hardware; and ropes and pulleys of extension ladders. * Make sure rungs are clean and dry before using the ladder. * Proper slope: stand with your toes at the base, hold your arms straight out, your hands should comfortably reach the side rails. * Ladders should not be placed on top of boxes, barrels or other unstable bases. Also, protect the base from traffic. Do not place ladder in front of a doorway unless the door is locked or guarded. * If you intend to step off at the top of the ladder you should extend the ladder 36 inches above that level and tie off. * Ask someone to hold the base or secure it, before you start to climb. You should not climb in shoes that are muddy or greasy (clean them). * Always work facing the ladder. * Always use both hands while climbing up or down a ladder (watch where you put your hands and feet). * Carry tools in your pockets or belt, or hoist them on a rope. * You should not stand on the top two (2) rungs of a straight/extension ladder, or the top step of a stepladder. * Do not climb on the back bracing of a step ladder. * The ladder should be moved instead of reaching out too far in any direction. Do not try to move a ladder while standing on it. Page 36