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Tuesday,

April 12, 2005

Part III

Department of Labor Employment and Training Administration

Planning Guidance and Instructions for Submission of Two Years of the StrategicFive-Year State Plan for Title I of the

Workforce Investment Act of 1998 and the Wagner-Peyser Act; Notice

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19206 Federal Register / Vol. 70, No. 69/ Tuesday, April 12, 2005/ Notices

DEPARTMENT OF LABOR

Employment and TrainingAdministration

Planning Guidance and Instructionsfor Submission of Two Years of theStrategic Five-Year State Plan for TitleI of the Workforce Investment Act of

1998 and the Wagner-Peyser ActAGENCY: Employment and TrainingAdministration.ACTION: Notice.

SUMMARY: The purpose of this notice isto provide interested parties with theplanning guidance for use by States insubmitting two years of their StrategicFive-Year State Plan for Title I of theWorkforce Investment Act of 1998 andthe Wagner-Peyser Act. The PlanningGuidance and Instructions provide aframework for the collaboration of Governors, Local Elected Officials,

businesses and other partners tocontinue the development of workforceinvestment systems that addresscustomer needs, deliver integrated, user-friendly services; and are accountable tothe customers and the public.FOR FURTHER INFORMATION CONTACT: Ms.Gay Gilbert, Administrator, Office of Workforce Investment, U.S. Departmentof Labor, 200 Constitution Avenue,NW., Room S–4231, Washington, DC20210. Telephone: (202) 693–3980(voice) (This is not a toll free number)or (202) 693–7755 (TTY). Informationmay also be found at the Web site—

http://www.doleta.gov/usworkforce.SUPPLEMENTARY INFORMATION: TheWorkforce Investment Act (WIA or Act),Pub. L. 105–220 (August 7, 1998)provides the framework for a reformedworkforce investment system designedto meet the needs of the nation’semployers, job seekers and those whowant to further their careers.

In the context of the 21st centuryinnovation economy, the workforceinvestment system has a critical role toplay at every level ‘‘local, State, andFederal—to ensure a skilled andcompetitive workforce. To effectively

drive the economic growth of ourcommunities and the nation and toprovide the workers of this country withthe right skills and opportunities forgood jobs with good pay and careerpathways, the public investments inworkforce development need to bestrategic. Strategies for investment needto embrace new methods of engagementwith strategic partners as well as newservice delivery paradigms that addressthe ever changing economy and labormarket. Innovation and technology arecontinuously changing the nature of

work at an accelerated pace. Therefore,the strategic planning process forworkforce investment must be dynamic,fluid, and future oriented.

The Workforce Investment Act (WIA)of 1998 created dramatic changes to theworkforce system. With the overarchinggoal to streamline, consolidate, andintegrate a wide array of employment

and training programs, system changesspanned every facet of operationincluding governance, administrationand funding, and service delivery. Thevision is for an integrated workforceinvestment system better able torespond to the needs of its customers.The framework of WIA embodiesprinciples that remain critical to thestrategic planning process in today’seconomy.

Since the passage of WIA, theworkforce investment system broadlyhas made great strides in implementingthe principles described above.

However, there remains significantopportunity for States and local areas toutilize the framework of WIA to realizethe vision these principles reflect. Thechanges in the WIA State planningprocess reflected in this document areintended to facilitate a realization of that vision as well as to set the stage forthe planning process in the context of the 21st century economy.

Signed at Washington, DC this 5th day of April, 2005.

Emily Stover DeRocco,

Assistant Secretary of Labor, Employment and Training Administration.

State Planning Guidance andInstructions for Title I of the WorkforceInvestment Act of 1998 (WorkforceInvestment Systems) and Wagner-Peyser Act

Statement of Purpose

The purpose of this document is toprovide planning guidelines to Statesand localities for the development of theStrategic Five-Year State Plan for title Iof the Workforce Investment Act of 1998(WIA) and the Wagner-Peyser Act(hereinafter referred to as the StatePlan.) The State Plan is required in

order for States to receive formulaallotments under the Act. The currentStrategic Five-Year State Plans expire

June 30, 2005. The Department of Laboris anticipating the reauthorization of WIA within the next two years. To meetthe requirement that States must haveapproved State plans in place to receiveallotments, the Employment andTraining Administration (ETA) isrequiring states to only develop a planfor the first two years of the five yearstrategic planning cycle. This will allowStates to strategically approach their

workforce investment policies for theimmediate future, without requiring afull five year strategic plan, in light of the anticipated reauthorization of WIA.The information required in the Plan isrequested in order to meet theinformation requirements of the act and/or to demonstrate compliance withWIA, the WIA regulations, including 29

CFR part 37, the Wagner-Peyser Act,and the Wagner-Peyser Act regulations.

Background

The Planning Guidance andInstructions provide a framework for thecollaboration of Governors, LocalElected Officials, businesses and otherpartners to design and build workforceinvestment systems that addresscustomer needs; deliver integrated, user-friendly services; and are accountable tothe customers and the public. Thedocument is organized in two distinctsections. The first section of the

document is devoted to providingstrategic guidance from a nationalperspective and communicates thecurrent goals and strategic direction forthe workforce system of the U.S.Department of Labor. The secondsection of the document is the actualformat and guidance related to contentfor submission of the State Plan.

The Department of Labor sees as oneof its primary roles providing leadershipand guidance to support a system thatmeets the objectives of title I of WIA,and in which State and local partnershave flexibility to design systems anddeliver services in a manner designed toachieve the goals for WIA based on theirparticular needs.

Part I. National Strategic Direction

The purpose of this portion of thedocument is to communicate nationaldirection and strategic priorities for theworkforce investment system. Broadly,the Federal goals for the workforceinvestment system for this planningcycle include:Æ Realizing the reforms envisioned by

the Workforce Investment Actincluding:

• Integrated, seamless service

delivery through comprehensive One-Stop Career Centers;• A demand-driven workforce system

governed by business-led workforceinvestment boards;

• Maximum flexibility in tailoringservice delivery and making strategicinvestment in workforce developmentactivities to meet the needs of State andlocal economies and labor markets;

• Customers making informedchoices based on quality workforceinformation and accessing qualitytraining providers;




19207Federal Register / Vol. 70, No. 69/ Tuesday, April 12, 2005/ Notices

• Increased fiscal and performanceaccountability; and

• A youth program targeting out-of-school populations with increasedaccountability for employment and/orincreased secondary and post-secondaryeducation outcomes.Æ Incorporating new statutory and

regulatory program requirements that

have evolved since the passage of WIA,such as priority of service for veteransas prescribed by the Jobs for VeteransAct (Pub. L. 107–288), (38 U.S.C. 4215).Æ Providing the national strategic

priorities and direction in the followingareas:

• Implementation of a demand-drivenworkforce system;

• System reform to eliminateduplicative administrative costs and toenable increased training investments;

• Enhanced integration of servicedelivery through One-Stop deliverysystems nationwide;

• A refocusing of the WIA youthinvestments on out-of-school youthpopulations, collaborative servicedelivery across Federal programs, andincreased accountability;

• Improved development anddelivery of workforce information tosupport workforce investment boards intheir strategic planning andinvestments; providing tools andproducts that support business growthand economic development; andproviding quality career guidancedirectly to students and job seekers andtheir counselors through One-StopCareer Centers;

• Faith-based and community-basedorganizations playing an enhanced rolein workforce development;

• Enhanced use of waivers andworkflex provisions in WIA to providegreater flexibility to States and localareas in structuring their workforceinvestment systems; and

• Reporting against commonperformance measures across Federalemployment and training programs.

Demand-Driven Workforce Investment System

The realities of today’s global

economy make it imperative that theworkforce investment system bedemand-driven, providing services thatprepare workers to take advantage of new and increasing job opportunities inhigh growth/high demand andeconomically vital industries andsectors of the American economy. Thefoundation of this effort is partnershipsthat include the workforce system,

business and industry, and educationand training providers, that develop andimplement a strategic vision foreconomic development. Becoming

demand-driven represents a majortransformation of this system, which, for40 years, framed around individualsneeds for service rather than focusing on

both the needs of job seekers and the business community.

To be successful, the workforceinvestment system must begin today toprepare the workforce of tomorrow.

Each year, the United States investsapproximately $15 billion in theworkforce system. To ensure that thislarge investment is used effectively, it isimperative that all of the components of the workforce system at the national,State, and local levels become demand-driven and contribute to the economicwell-being of communities and thenation by developing a qualified andcompetitive workforce. Current jobopportunities must be known as well aswhere the good jobs will be in the future

by (1) identifying the workforce needsin high-growth, high-demand and

economically critical industries and thenecessary preparation required tosucceed in those occupations and (2)understanding the workforce challengesthat must be addressed to ensure aprepared and competitive workforce.This requires all of the key players inthe State and local system, includingGovernors and Local Elected Officials,State and Local Workforce InvestmentBoards (WIBs), State WorkforceAgencies, and One-Stop Career Centersto:

• Have a firm grasp of their State andlocal economies;

• Strategically invest and leverage

their resources;• Build partnerships between

industry leaders and educationalinstitutions that develop solutions toworkforce challenges; and

• Allocate training dollars to providethe skills and competencies necessary tosupport industry now and in the future.

The workforce investment system is acatalyst that links employers, economicdevelopment organizations, publicagencies, and the education communityto build and deliver innovative answersto workforce challenges.

Development of a demand driven

strategic plan requires utilizingeconomic information and analysis todrive strategic investments, identifyingstrategic partners, and designingeffective service delivery systems. Someof the important elements of a demand-driven strategic plan include thefollowing:

• Economic analysis is a fundamentalstarting point for a demand-drivenapproach to workforce investment. Awide array of workforce information anddata, including economic indicators,labor market information, census data,

educational data, transactional data,projections and data from the privatesector, and one-on-one interviews with

businesses needs to be collected andanalyzed.

• Workforce strategies that targetindustries that are high growth, highdemand and critical to the State and/orlocal economy are most likely to

support economic growth and provideindividuals with the opportunities to getgood jobs with good pay and careerpathways.

• Strategic partnerships among theworkforce investment system, targeted

businesses and industries, economicdevelopment agencies, and educationand training providers (including K–12)provide a strong foundation foridentifying workforce challenges anddeveloping and implementinginnovative workforce solutions focusedon a workforce with the right skills. Theworkforce system must be the catalyst

for bringing these target partnershipstogether.• A solutions-based approach that

brings the right strategic partners andresources to the table promotes acomprehensive analysis of workforcechallenges and also provides thesynergy for successful, innovativeworkforce solutions and the opportunityto leverage workforce investmentresources effectively.

• A demand-driven workforceinvestment system ensures that the fullarray of assets available through theOne-Stop delivery system is available tosupport individual workers as well as to

provide solutions to workforce issuesidentified by business and industry.

• Translating the demand for workerswith the skills businesses need intodemand-driven career guidance must beone of the human resource solutionsprovided broadly by the workforceinvestment system.

The proposed State planningguidance includes new language insupport of these principles which offersStates an opportunity, in the context of the State planning process, to articulateformally demand-driven goals andstrategies tailored to the unique needs of

the State.System Reform and Increased Focus onTraining

Workforce training is one of the majorareas in which the President is focusingreform efforts. In April 2004, hechallenged the workforce investmentsystem at the State and local levels toeliminate unnecessary overhead costsand simplify administration in order topreserve more resources for training.The system currently spendsapproximately 30% of appropriated





funds each year on infrastructure and‘‘other’’ costs as currently reported byStates as part of their routine reportingunder WIA. Some of these funds arewisely spent, but clearly more can bemade available for training. ThePresident has called for the system todouble the number of individualstrained under WIA. Through WIA

reauthorization, additional reforms insupport of these goals are anticipated.

1. The WIA State Plan provides Stateswith a platform to promote greaterefficiencies in the workforce system byarticulating administrative policies forState and local governance processes.The State has multiple vehicles toincrease consolidation and integrationof the infrastructure through policies,required practices, provision of technical assistance and monitoring.The State also can articulate its goals forexpenditure of resources for training inindustries and occupations critical to

the State’s economy.Enhanced Integration Through One-Stop Delivery System

One of the primary expectations of theworkforce system under the WIAstatutory framework is a seamless,integrated One-Stop delivery system.The expectation for an integratedservice delivery system remains firmlyembedded as a key principle of ademand-driven workforce system.

The goal of integration is to ensurethat the full spectrum of communityassets is used in the service deliverysystem to support human capital

solutions for businesses, industry andindividual customers. Differentprograms fund different types of services and serve different populations.These unique program features in thesystem provide both breadth and depthto the human capital solutions offered to

businesses and industry. However, theassets go beyond program funding, andwithout integration of those assets aswell, the system limits its impact andsuccess.

The workforce system has had avision of integration for over a decade,supported with the Federal investment

in One-Stop Centers in the mid-1990sand later realized in statute with thepassage of WIA. Despite many efforts,the vision of seamless, integratedservice delivery remains unrealized inmany areas. It is still all too common tovisit local areas across the nation andfind a One-Stop office within blocks of a separate ‘‘job service’’ or ‘‘affiliate’’ office or a comprehensive One-StopCenter where programs are co-located,

but with little integration. In addition,there is often a lack of consistency inpolicy and service delivery across

workforce investment areas within aState, which causes customer confusionand frustration. While there are realchallenges to achieving the vision of integration, it is a vision that can berealized. Due to strong leadership,creativity, and hard work at the Stateand local levels, a number of One-StopCenters have overcome turf issues and

administrative challenges to offerintegrated service delivery.

Strong State leadership has beenidentified as one of the key successfactors in achieving integration in One-Stop Centers. The WIA State planningprocess offers a unique opportunity forthe Governor and the State workforceinvestment board to clearly articulatethe State’s goals for integration and tohelp remove any barriers. TheEmployment and TrainingAdministration (ETA) is committed toworking with States to supportintegration efforts.

A New Vision for Serving Youth Most inNeed

The Administration is committed to bold, innovative and flexible initiativesto prepare the most at-risk and neediestyouth for jobs in our changing economy.ETA, in collaboration with theDepartments of Education, Health andHuman Services, and Justice, havedeveloped a new strategic vision tomore effectively and efficiently serveout-of ’school youth and those at risk of dropping out of school (Training andEmployment Guidance Notice No. 3–04). Regional Youth Forums were

conducted in the fall of 2004 that brought together State youth leaders todevelop similar partnerships at the Statelevel, and to begin to develop a commonvision and action plan for implementingcross-agency State approaches forserving the neediest youth.

Out-of-school youth (and those mostat risk of dropping out) are an importantpart of the new workforce supply

pipeline needed by businesses to fill jobvacancies in a knowledge-basedeconomy. WIA-funded youth programsshould connect these youth with qualitysecondary and post-secondary

educational opportunities and high-growth and other employmentopportunities.

ETA’s new vision for serving youthwill present challenges for how Stateand local WIA programs interact andlink with State and local education andeconomic development systems. Toachieve this vision, States shouldconsider this new strategic approachand associated goals across four majorareas:➯ Alternative Education—Goal:

Provide leadership to ensure that youth

served in alternative educationprograms will receive a high qualityeducation that adheres to the Statestandards developed in response to theNo Child Left Behind (NCLB)legislation.➯ Demand of Business—Goal: The

investment of WIA youth resources will be demand-driven, assuring that youth

obtain the skills needed by businessesso that they can succeed in the 21stcentury economy.➯ Neediest Youth—Goal:

Investments will be prioritized to serveyouth most in need including out-of-school youth (and those at risk of dropping out of school), youth in fostercare, those aging out of foster care,youth offenders, children of incarcerated parents, homeless youth,and migrant and seasonal farmworkeryouth.➯ Improved Performance—Goal: Key

initiatives will be implemented toassure that programs are performance-

based and focused on outcomes.ETA has developed strategic

partnerships at the Federal level withthe Department of Education’s Office of Vocational and Adult Education, theDepartment of Health and HumanServices’ Administration for Childrenand Families, and the Department of

Justice’s Office of Juvenile Justice andDelinquency Prevention. Through theState planning process, Governors havethe opportunity to promote strategicpartnerships across State agenciesserving youth to enhance servicedelivery and more effectively leverage

available resources.ETA encourages Governors to play a

key leadership role in enhancing intra-State coordination among youth servingagencies and to develop cross-agencyapproaches for serving youth. The WIAState planning process is a vehicle fordriving a Statewide youth vision thatensures that previously marginalizedyouth become an important pipeline of workers that helps drive the State’seconomy.

A Stronger Workforce InformationSystem

As discussed previously, a strongfoundation of economic data andworkforce information, along with theability to analyze the data and transformit into easily understood intelligence, isone of the keys to effective strategicplanning for a demand-driven workforceinvestment system. To achieve thatvision, the workforce system needs tomove beyond traditional labor marketinformation strategies and develop aworkforce information system that helpsdrive both economic development andworkforce investment for the State. In





their lead role, States need to embracea wide array of data sources, newstrategies for making it available tocustomers, and consider alternativeways to invest and leverage public andprivate resources to build the State’sworkforce information system.

Workforce information is critical notonly for driving the investments of the

workforce system, but it is also afundamental decision tool for thenation’s businesses, students, workers,parents, guidance counselors, andeducation institutions. Thedevelopment of workforce informationis the responsibility broadly of Governors, State workforce agencies,State agencies designated under WIA asresponsible for labor marketinformation, State economicdevelopment agencies, and localworkforce investment boards. A betteralignment of information producers,

brokers, and consumers both inside and

outside the publicly funded workforcesystem must occur.

Effective Utilization of Faith-Based and Community Based Organizations

President Bush signed ExecutiveOrder 13198 on January 29, 2001, withthe goal of removing statutory,regulatory, and procedural barriers thatprevent faith-based and communityorganizations (FBCOs) fromparticipating in the provision of socialservices. The Department of LaborCenter for Faith-based and CommunityInitiatives, created under the ExecutiveOrder, has worked closely with ETA to

help increase the opportunities forFBCOs to partner with the workforceinvestment system. As legal andregulatory barriers have been removed,the Department of Labor has beenincreasingly focusing on ways tointegrate FBCOs into the WIA system atthe local level including:

• Expanding the access of faith-basedand community organizations’ clientsand customers to the training, job andcareer services offered by the local One-Stop Centers;

• Increasing the number of faith- based and community organizations

serving as committed and activepartners in the One-Stop deliverysystem.

By integrating the workforce systemwith the resources available throughthese organizations, the capacity of theworkforce investment system to servethose most in need is significantlyexpanded. Continuing to promoteintegration of FBCOs remains a focalpoint for the President and theDepartment of Labor. States areencouraged to incorporate strategies thatinclude FBCOs into their State Plans.

Increased Use of Flexibility Provisionsin WIA

For the workforce system to besuccessful in promoting businessprosperity and employmentopportunities for workers, States musthave the flexibility to design innovativeprograms based on local need and labor

markets. WIA as it exists today providessignificant opportunities to States toobtain waivers of statutory andregulatory requirements that mayimpede achieving the State’s workforcegoals. Therefore, one of the key focalpoints as States move into a newplanning cycle is to encourage States toutilize the full range of flexibilityoffered under WIA’s waiver andworkflex provisions. The workflexoption has not been utilized by Statesand may offer the greatest range of opportunity for States. ETA iscommitted to sharing the waiverstrategies States have utilized to date

and providing technical assistance toStates considering requesting waivers.The State planning guidance is a vehiclefor the State to identify waiveropportunities and to formally requestwaivers in concert with overall strategicplanning. Waivers may be requested atother times as well. (Approved waiversare on the DOLETA automated waiverWeb site which can easily be linked tofrom the http://www.doleta.gov Website.)

Performance Accountability and Implementation of CommonPerformance Measures

Improved performance accountabilityfor customer-focused results is a centralfeature of WIA and remains a strategicpriority for the President and theDepartment of Labor. In an effectiveaccountability system, a clear linkshould exist between the State’sprogram design and the resultsachieved. The performance informationshould be available to and easilyunderstood by all customers,stakeholders, and operators of theworkforce investment system.

To enhance the management of the

workforce system and the usability of performance information, theDepartment, in collaboration with otherFederal agencies, has developed a set of common performance measures forfederally-funded training andemployment programs. The value of common measures is the ability todescribe in a similar manner the corepurposes of the workforce system—didpeople find jobs; did people stayemployed; and did earnings increase?Standardizing the definitions of theoutcomes across programs simplifies

reporting. Coupled with valid andaccurate information, use of commonmeasures provides a greater ability tocompare and manage results.

It is ETA’s intent to begin datacollection in support of commonmeasures effective July 1, 2005, forProgram Year 2005. This was recentlyannounced in Training and

Employment Guidance Letter 18–04,‘‘Announcing the soon-to-be-publishedProposed Revisions to ExistingPerformance Reporting Requirementsfor the Implementation of CommonMeasures for title I of the WorkforceInvestment Act (WIA), the Wagner-Peyser Act (Employment Service (ES)/Labor Exchange), the Trade AdjustmentAssistance Reform Act (TAA), and title38, chapter 41 Job Counseling, Training,and Placement Service (Veterans’ Employment and Training Service(VETS)).’’ Prior to the effective date,ETA will publish proposed revisions to

reporting and recordkeepingrequirements in support of commonmeasures in a separate Federal Register Notice.

The common measures are an integralpart of ETA’s performanceaccountability system. ETA willcontinue to collect from States andgrantees other data on programactivities, participants, and outcomesnecessary for program management,including data that support the existingWIA performance measures, and toconvey full and accurate information onthe performance of workforce programsto policymakers and stakeholders.

Part II. State Planning Instructions

Table of State Plan Contents

Plan Development ProcessPlan Submission RequirementsDepartment of Labor Review and ApprovalNegotiated Performance IndicatorsModifications to State PlanInquiries

I. State VisionII. State Workforce Investment PrioritiesIII. State Governance Structure

A. Organization of State Agencies inRelation to Governor

B. State Workforce Investment Board (WIB)C. Structure/Process for State Agencies and

State Board to Collaborate andCommunicate With Each Other and Withthe Local Workforce Investment System

IV. Economic and Labor Market AnalysisV. Overarching State StrategiesVI. Major State Policies and RequirementsVII. Integration of One-Stop Service DeliveryVIII. Administration and Oversight of Local

Workforce Investment SystemIX. Service Delivery

A. One-Stop Service Delivery StrategiesB. Workforce InformationC. Adults and Dislocated WorkersD. Rapid ResponseE. Youth





F. Business ServicesG. Innovative Service Delivery StrategiesH. Strategies for Faith-based and

Community-based OrganizationsX. State AdministrationXI. AssurancesAttachments

A. ETA Regional Administrators ListB. Program Administration Designees and

Plan Signatures

C. Optional Table for State PerformanceIndicators and Goals

D. Local Planning Guidance for SingleWorkforce Investment Area States

Plan Development Process

WIA gives states and local areas aunique opportunity to developemployment and training systemstailored specifically to state and localarea needs. Since the state plan is onlyas effective as the partnerships thatoperationalize it, it should represent acollaborative process among state andlocal elected officials, Boards and

partners (including economicdevelopment, education and privatesector partners) to create a sharedunderstanding of the state’s workforceinvestments needs, a shared vision of how the workforce investment systemcan be designed to meet those needs,and agreement on the key strategies toattain this vision. This type of collaborative planning at all stages—from the initial planning discussionsthrough drafting the state plandocument—will enable the state plan to

both drive local system improvementsand allow room for strategies tailored tolocal needs. Plan development must

also include an opportunity forstakeholder and public review andcomment.

Describe, in one page or less, theprocess for developing the state plan.

1. Include (a) a discussion of theinvolvement of the Governor and theState Board in the development of theplan, and (b) a description of themanner in which the State Boardcollaborated with economicdevelopment, education, the businesscommunity and other interested partiesin the development of the state plan.(§ 112(b)(1).)

2. Include a description of the processthe State used to make the Planavailable to the public and the outcomeof the State’s review of the resultingpublic comments. (§§ 111(g), 112(b)(9).)

Plan Submission Requirements

WIA state plans must have an originalsignature of the Governor, and the nameof the Governor must be typed belowthe signature. The due date forsubmission of the first two-year period,

July 1, 2005 through June 30, 2007, of

the five-year strategic plan is Tuesday,May 31, 2005.

States have the option to submit stateplans in an electronic, hard copy, orCD–ROM format. The Department of Labor is encouraging states to submitstate plans in electronic format toreduce the reporting and processing

burden and to ensure timely receipt by

the Department. The designated FederalCoordinator for the review and approvalprocess is Christine Kulick, e-mail:[email protected]; phone: (202)693–3045.

Options for Submission

Electronic Submission. States cansubmit a state plan electronically either

by posting it on an Internet Web sitethat is accessible to the Department or

by transmitting it through electronicmail to the Department.

Posting State Plans on an Internet Web Site. Under this option, a state needonly post its state plan on an InternetWeb site; inform the FederalCoordinator and the appropriate ETARegional Administrator (as listed inAttachment A) through electronic mailof the URL and the location of thedocument on the Web site; providecontact information in the event of problems with accessing the Web site;and certify that no changes will be madeto the version of the state plan postedon the Web site after it has beensubmitted to the Department, unless theDepartment grants prior approval forsuch changes.

Transmitting State Plans by Electronic

Mail. States submitting their Plan byelectronic mail should send it [email protected] with a copy sentto the appropriate ETA RegionalAdministrator (as listed in AttachmentA).

Other Considerations When Using Electronic Submission. State plancertifications with electronic signaturesare acceptable. If a state chooses not touse an electronic signature, then thesignature page must be submitted inhard copy. If a state chooses to submitits State plan by transmitting it throughelectronic mail, the state must submit it

in Microsoft Word or PDF format.Hard Copy or CD–ROM Submission. States choosing to submit a hard copyshould submit one copy of the plan(with an original signature) to theappropriate ETA RegionalAdministrator, as listed in AttachmentA, and one copy to Christine Kulick, theFederal Coordinator for Plan Reviewand Approval.

States submitting a state plan on CD–ROM should submit one copy of theplan to Christine Kulick, the FederalCoordinator for Plan Review and

Approval, and one copy to theappropriate ETA RegionalAdministrator (as listed in AttachmentA). If the state plan on the CD–ROMdoes not include the signature of theGovernor on the signature page, thestate must submit separately anelectronic signature or a signature pagein hard copy. Plans submitted on a CD–

ROM must be in Microsoft Word or PDFformat.

Any state submitting its plan in hardcopy, or on a CD–ROM, should send itto the following address, with a copy tothe Regional Administrator: Division of One-Stop Operations, Employment andTraining Administration, U.S.Department of Labor, 200 ConstitutionAve., NW., Room S–4231, Washington,DC 20210, Attn: Ms. Christine Kulick.

The Federal Coordinator will confirmreceipt of the state plan within twoworkdays of receipt and indicate thedate for the start of the review period.

When a state submits an incompletestate plan, the period for review will notstart until all required components of the state plan have been received.

Department of Labor Review andApproval

State plans will be reviewed inaccordance with 20 CFR 661.220(e),which provides that the Secretary mustapprove all state plans within 90 daysof their submission, unless the Secretarydetermines in writing that: (1) The stateplan is inconsistent with the provisionsof title I of WIA or the WIA regulations,including 29 CFR part 37; or (2) the

portion of the state plan impacting theWagner-Peyser Act plan does not satisfythe criteria for approval in section 8(d)of the Wagner-Peyser Act or the Wagner-Peyser Act regulations at 20 CFR part652. However, for state plans that aresubmitted by the due date of May 31,2005, for the two-year planning period,

July 1, 2005 through June 30, 2007, theDepartment of Labor is committed tocompleting its review of the plan within30 days.

The appropriate RegionalAdministrator will advise the state byletter, as soon as possible, that the state

plan is approved or disapproved. If thestate plan is not approved, the RegionalAdministrator will clearly indicate thereasons for disapproval and specifywhat additional information is requiredor what action needs to be taken for thestate plan to be approved.

Negotiated Performance Indicators

WIA allows considerable flexibility insystem design and service delivery, inexchange for both accountability for akey set of outcomes and improvingthose outcomes over time. To





accomplish this, the Secretary of Laborand the Governor of each State mustreach agreement on the State’snegotiated performance levels for thecore indicators of performance, and forcustomer satisfaction indicators of employers’ and participants’ satisfaction. These levels of performance

become the basis for sanctions for failed

performance and, with additionalperformance levels under AdultEducation and Vocational Education,the basis for incentive grants.

At a minimum, the state plan shouldinclude proposed performance goalseach of the performance indicators forthe two program years covered by thePlan for all programs covered in theplan (including Wagner-Peyser). Whilethe state plan is under review, the ETARegional Administrator and the statewill discuss the performance levels, andnegotiate on them as appropriate. TheDepartment expects states to enter into

preliminary discussions with the local boards and the ETA RegionalAdministrators before submitting thestate plan. States are expected to cometo the negotiating table with supportfrom their local boards for the proposedperformance goals. Entering intopreliminary discussions prior to plansubmission will maximize the timeavailable to States, local areas, and theDepartment to develop a shared set of goals. ETA Regional Administrators willcoordinate with other Department of Labor program administrators, includingthe Veterans’ Employment and TrainingService (VETS) Regional

Administrators, to assurecomprehensive Departmentalparticipation. The Department willprovide additional guidance regardingthe negotiation process at a later date.

Modifications to State Plans

Modifications may be needed in anynumber of areas to keep the state plana viable, living document over its two-year life. WIA regulations permit statesto modify their plan at any time and 20CFR 652.212 and 661.230 outline thecircumstances under whichmodifications must be submitted.

Modifications are required when:(1) Changes in Federal or State law orpolicy substantially change theassumptions upon which the plan is

based.(2) There are changes in the Statewide

vision, strategies, policies, performanceindicators, the methodology used todetermine local allocation of funds,reorganizations which change theworking relationship with systememployees, changes in organizationalresponsibilities, changes to themembership structure of the State Board

or alternative entity and similarsubstantial changes to the State’sworkforce investment system.

(3) The State has failed to meetperformance goals, and must adjustservice strategies.

The regulations, at 20 CFR 652.212,which relate to the Wagner-Peyser Actportions of the plan, also require

modifications when there is anyreorganization of the State agencydesignated to deliver services under theWagner-Peyser Act, any change inservice delivery strategy, any change inlevels of performance whenperformance goals are not met, or anychange in services delivered by Statemerit-staff employees.

In general, it is substantial changes tothe Strategic Five-Year Plan that requirea modification under the regulations,i.e., any change that significantlyimpacts the operation of the state’sworkforce investment system.

Modifications to the state plan aresubject to the same public review andcomment requirements that apply to thedevelopment of the original state plan.States should direct any questions aboutthe need to submit a plan modificationto the appropriate ETA RegionalAdministrator (as listed in AttachmentA).

Inquiries

General inquiries about the StatePlanning Instructions may be directed toChristine Kulick, the FederalCoordinator for Plan Review andApproval. She may be contacted by e-

mail at [email protected] or byphone at (202) 693–3045. Inquiriesabout specific State issues should bedirected to the appropriate ETARegional Administrator (as listed inAttachment A).

State Vision

Describe the Governor’s vision for aStatewide workforce investment system.Provide a summary articulating theGovernor’s vision for utilizing theresources of the workforce system insupport of the State’s economicdevelopment that address the issues and

questions below. States are encouragedto attach more detailed documents toexpand upon any aspect of the summaryresponse if available. (§ 112(a) and(b)(4)(A–C).)

A. What are the State’s economicdevelopment goals for attracting,retaining and growing business andindustry within the State? (§ 112(a) and(b)(4)(A–C).)

B. Given that a skilled workforce is akey to the economic success of every

business, what is the Governor ’s visionfor maximizing and leveraging the broad

array of Federal and State resourcesavailable for workforce investmentflowing through the State’s cabinetagencies and/or education agencies inorder to ensure a skilled workforce forthe State’s business and industry?(§ 112(a) and (b)(4)(A–C).)

C. Given the continuously changingskill needs that business and industryhave as a result of innovation and newtechnology, what is the Governor’svision for ensuring a continuum of education and training opportunitiesthat support a skilled workforce?(§ 112(a) and (b)(4)(A–C).)

D. What is the Governor’s vision for bringing together the key players inworkforce development including

business and industry, economicdevelopment, education, and theworkforce system to continuouslyidentify the workforce challenges facingthe State and to develop innovativestrategies and solutions that effectively

leverage resources to address thosechallenges? (§ 112(b)(10).)

E. What is the Governor’s vision forensuring that every youth has theopportunity for developing andachieving career goals througheducation and workforce training,including the youth most in need of assistance, such as out-of-school youth,homeless youth, youth in foster care,youth aging out of foster care, youthoffenders, children of incarceratedparents, migrant and seasonalfarmworker youth, and other youth atrisk? (§ 112(b)(18)(A.)

II. State Workforce InvestmentPriorities

Identify the Governor’s key workforceinvestment priorities for the State’sworkforce system and how each willlead to actualizing the Governor’s visionfor workforce and economicdevelopment. (§§ 111(d)(2) and 112(a).)

III. State Governance Structure(§ 112(b)(8)(A))

A. Organization of State Agencies inRelation to the Governor

1. Provide an organizational chart thatdelineates the relationship to theGovernor of the agencies involved in thepublic workforce investment system,including education and economicdevelopment and the required andoptional One-Stop partner programsmanaged by each agency.

2. In a narrative describe how theagencies involved in the publicworkforce investment system interrelateon workforce and economicdevelopment issues and the respectivelines of authority.





B. State Workforce Investment Board ( § 112(b)(1))

1. Describe the organization andstructure of the State Board. (§ 111).)

2. Identify the organizations orentities represented on the State Board.If you are using an alternative entitywhich does not contain all the members

required under section 111(b)(1),describe how each of the entitiesrequired under this section will beinvolved in planning and implementingthe State’s workforce investment systemas envisioned in WIA. How is thealternative entity achieving the State’sWIA goals? (§ 111(a–c), 111(e), and112(b)(1).)

3. Describe the process your Stateused to identify your State boardmembers. How did you select boardmembers, including businessrepresentatives, who have optimumpolicy-making authority and whorepresent diverse regions of the State as

required under WIA? (20 CFR 661.200).)4. Describe how the board’s

membership enables you to achieveyour vision described above. (§§ 111(a–c) and 112(b)(1).)

5. Describe how the Board carries outits functions as required in § 111(d) and20 CFR 661.205. Include functions theBoard has assumed that are in additionto those required. Identify any functionsrequired in § 111(d) the Board does notperform and explain why.

6. How will the State board ensurethat the public (including people withdisabilities) has access to board

meetings and information regardingState board activities, includingmembership and meeting minutes? (20CFR 661.205.)

7. Identify the circumstances whichconstitute a conflict of interest for anyState or local workforce investment

board member or the entity that s/herepresents, and any matter that wouldprovide a financial benefit to thatmember or his or her immediate family.(§§ 111(f), 112(b)(13), and 117(g).)

8. What resources does the Stateprovide the board to carry out itsfunctions, i.e., staff, funding, etc.?

C. Structure/Process for State Agenciesand State Board To Collaborate and Communicate With Each Other and With the Local Workforce Investment System ( § 112(b)(8)(A))

1. Describe the steps the State willtake to improve operationalcollaboration of the workforceinvestment activities and other relatedactivities and programs outlined insection 112(b)(8)(A), at both the Stateand local level (e.g., joint activities,memoranda of understanding, planned

mergers, coordinated policies, etc.).How will the State board and agencieseliminate any existing State-level

barriers to coordination? (§§ 111(d)(2)and 112(b)(8)(A).)

2. Describe the lines of communication established by theGovernor to ensure open and effectivesharing of information among the Stateagencies responsible for implementingthe vision for the workforce system and

between the State agencies and the Stateworkforce investment board.

3. Describe the lines of communication and mechanismsestablished by the Governor to ensuretimely and effective sharing of information between the State agencies/State Board and local workforceinvestment areas and local Boards.Include types of regularly issuedguidance and how Federal guidance isdisseminated to local Boards and One-Stop Career Centers. (§ 112(b)(1).)

4. Describe any cross-cuttingorganizations or bodies at the State leveldesigned to guide and inform anintegrated vision for serving youth inthe State within the context of workforce investment, social services,juvenile justice, and education. Describethe membership of such bodies and thefunctions and responsibilities inestablishing priorities and services foryouth. How is the State promoting acollaborative cross-agency approach for

both policy development and servicedelivery at the local level for youth?(§ 112(b)(18)(A).)

IV. Economic and Labor MarketAnalysis (§ 112(b)(4))

As a foundation for this strategic planand to inform the strategic investmentsand strategies that flow from this plan,provide a detailed analysis of the State’seconomy, the labor pool, and the labormarket context. Elements of the analysisshould include the following:

A. What is the current makeup of theState’s economic base by industry?

B. What industries and occupationsare projected to grow and/or decline inthe short term and over the next decade?

C. In what industries and occupationsis there a demand for skilled workersand available jobs, both today andprojected over the next decade? In whatnumbers?

D. What jobs/occupations are mostcritical to the State’s economy?

E. What are the skill needs for theavailable, critical and projected jobs?

F. What are the current and projecteddemographics of the available labor pool(including the incumbent workforce)

both now and over the next decade?

G. Is the State experiencing any ‘‘inmigration’’ or ‘‘out migration’’ of workers that impact the labor pool?

H. Based on an analysis of both theprojected demand for skills and theavailable and projected labor pool, whatskill gaps is the State experiencingtoday and what skill gaps are projectedover the next decade?

I. Based on an analysis of theeconomy and the labor market, whatworkforce development issues has theState identified?

J. What workforce development issueshas the State prioritized as being mostcritical to its economic health andgrowth?

V. Overarching State Strategies

A. Identify how the State will useWIA title I funds to leverage otherFederal, State, local, and privateresources in order to maximize theeffectiveness of such resources and to

expand the participation of business,employees, and individuals in theStatewide workforce investmentsystem? (§ 112(b)(10).)

B. What strategies are in place toaddress the national strategic directiondiscussed in part I of this guidance, theGovernor’s priorities, and the workforcedevelopment issues identified throughthe analysis of the State’s economy andlabor market? (§ 112(b)(4)(D), 112(a).)

C. Based on the State’s economic andlabor market analysis, what strategieshas the State implemented or plans toimplement to target industries and

occupations within the State that arehigh growth, high demand, and vital tothe State’s economy? (§ 112(a),112(b)(4)(A).) The State may want toconsider:

1. Industries projected to add asubstantial number of new jobs to theeconomy; or

2. Industries that have a significantimpact on the overall economy; or

3. Industries that impact the growth of other industries; or

4. Industries that are beingtransformed by technology andinnovation that require new skill sets forworkers; or

5. Industries that new and emergingand are expected to grow.

D. What strategies are in place topromote and develop ongoing andsustained strategic partnerships thatinclude business and industry,economic development, the workforcesystem, and education partners (K–12,community colleges and others) for thepurpose of continuously identifyingworkforce challenges and developingsolutions to targeted industries’ workforce challenges? (§ 112(b)(8).)





E. What State strategies are in place toensure that sufficient system resourcesare being spent to support training of individuals in high growth/highdemand industries? (§ 112(b)(17)(A)(i),and 112(b)(4)(A).)

F. What workforce strategies does theState have to support the creation,sustainability, and growth of small

businesses and support for theworkforce needs of small businesses aspart of the State’s economic strategy?(§§ 112(b)(4)(A) and 112(b)(17)(A)(i).)

G. How are the funds reserved forStatewide activities used to incent theentities that make up the State’sworkforce system at the State and locallevels to achieve the Governor’s visionand address the national strategicdirection identified in part I of thisguidance? (§ 112(a).)

H. Describe the State’s strategies topromote collaboration between theworkforce system, education, human

services, juvenile justice, and othersystems to better serve youth that aremost in need and have significant

barriers to employment, and tosuccessfully connect them to educationand training opportunities that lead tosuccessful employment.(§ 112(b)(18)(A).)

I. Describe the State’s strategies toidentify State laws, regulations, policiesthat impede successful achievement of workforce development goals andstrategies to change or modify them.(§ 112(b)(2).)

J. Describe how the State will takeadvantage of the flexibility provisions in

WIA for waivers and the option toobtain approval as a workflex Statepursuant to § 189(i) and § 192.

VI. Major State Policies andRequirements

Describe major State policies andrequirements that have been establishedto direct and support the developmentof a Statewide workforce investmentsystem not described elsewhere in thisPlan as outlined below. (§ 112(b)(2).)

A. What State policies and systemsare in place or planned to supportcommon data collection and reporting

processes, information management,integrated service delivery, andperformance management? (§§ 111(d)(2)and 112(b)(8)(B).)

B. What State policies are in placethat promote efficient use of administrative resources such asrequiring more co-location and feweraffiliate sites in local One-Stop systemsto eliminate duplicative facility andoperational costs or requiring a singleadministrative structure at the locallevel to support local boards and to bethe fiscal agent for WIA funds to avoid

duplicative administrative costs thatcould otherwise be used for servicedelivery and training? The State mayinclude administrative cost controls,plans, reductions, and targets forreductions if it has established them.(§§ 111(d)(2) and 112(b)(8)(A).)

C. What State policies are in place topromote universal access and

consistency of service Statewide?(§ 112(b)(2).)

D. What policies support a demand-driven approach, as described in Part I.‘‘Demand-driven Workforce InvestmentSystem’’, to workforce development—such as training on the economy andlabor market data for local Board andOne-Stop Career Center staff?(§§ 112(b)(4) and 112(b)(17)(A)(iv).)

E. What policies are in place to ensurethat the resources available through theFederal and/or State apprenticeshipprograms and the Job Corps are fullyintegrated with the State’s One-Stop

delivery system? (§ 112)(b)(17)(A)(iv).)VII. Integration of One-Stop ServiceDelivery

Describe the actions the State hastaken to ensure an integrated One-Stopservice delivery system Statewide.(§§ 112(b)(14) and 121).)

A. What State policies and proceduresare in place to ensure the quality of service delivery through One-StopCenters such as development of minimum guidelines for operatingcomprehensive One-Stop Centers,competencies for One-Stop CareerCenter staff or development of a

certification process for One-StopCenters? (§ 112(b)(14).)

B. What policies or guidance has theState issued to support maximumintegration of service delivery throughthe One-Stop delivery system for both

business customers and individualcustomers? (§ 112(b)(14).)

C. What actions has the State taken topromote identifying One-Stopinfrastructure costs and developingmodels or strategies for local use thatsupport integration? (§ 112(b)(14).)

D. How does the State use the fundsreserved for Statewide activities

pursuant to §§ 129(b)(2)(B) and134(a)(2)(B)(v) to assist in theestablishment and operation of One-Stop delivery systems? (§ 112(b)(14).)

E. How does the State ensure the fullarray of services and staff in the One-Stop delivery system support humancapital solutions for businesses andindividual customers broadly?(§ 112(b)(14).)

VIII. Administration and Oversight of Local Workforce Investment System

A. Local Area Designations:

1. Identify the State’s designated localworkforce investment areas and the dateof the most recent area designation,including whether the State is currentlyre-designating local areas pursuant tothe end of the subsequent designationperiod for areas designated in theprevious State Plan. (§ 112(b)(5).)

2. Include a description of the process

used to designate such areas. Describehow the State considered the extent towhich such local areas are consistentwith labor market areas: geographicareas served by local and intermediateeducation agencies, post-secondaryeducation institutions and areavocational schools; and all other criteriaidentified in section 116(a)(1) inestablishing area boundaries, to assurecoordinated planning. Describe the StateBoard’s role, including allrecommendations made on localdesignation requests pursuant to section116(a)(4). (§§ 112(b)(5) and 116(a)(1).)

3. Describe the appeals process used by the State to hear appeals of local areadesignations referred to in § 112(b)(5)and § 116(a)(5).

B. Local Workforce InvestmentBoards—Identify the criteria the Statehas established to be used by the chief elected official(s) in the local areas forthe appointment of local board members

based on the requirements of section117. (§§ 112(b)(6), 117(b).)

C. How will your State build thecapacity of Local Boards to develop andmanage high performing local workforceinvestment system? (§§ 111(d)(2) and112(b)(14).)

D. Local Planning Process—Describethe State mandated requirements forlocal workforce areas’ strategicplanning. What assistance does the Stateprovide to local areas to facilitate thisprocess, (112(b)(2) and 20 CFR661.350(a)(13).) including:

1. What oversight of the localplanning process is provided, includingreceipt and review of plans andnegotiation of performance agreements?and

2. How does the local plan approvalprocess ensure that local plans areconsistent with State performance goals

and State strategic direction?E. Regional Planning (§§ 112(b)(2),116(c)).

1. Describe any intra-State or inter-State regions and their correspondingperformance measures.

2. Include a discussion of the purposeof these designations and the activities(such as regional planning, informationsharing and/or coordination activities)that will occur to help improveperformance. For example, regionalplanning efforts could result in thesharing of labor market information or





in the coordination of transportationand support services across the

boundaries of local areas.3. For inter-State regions (if

applicable), describe the roles of therespective Governors and State andlocal Boards.

F. Allocation Formulas (112(b)(12)).1. If applicable, describe the methods

and factors (including weights assignedto each factor) your State will use todistribute funds to local areas for the30% discretionary formula adultemployment and training funds andyouth funds pursuant to §§ 128(b)(3)(B)and 133(b)(3)(B).

2. Describe how the allocationmethods and factors help ensure thatfunds are distributed equitablythroughout the State and that there will

be no significant shifts in funding levelsto a local area on a year-to-year basis.

3. Describe the State’s allocationformula for dislocated worker funds

under § 133(b)(2)(B).4. Describe how the individuals andentities on the State board wereinvolved in the development of themethods and factors, and how the Stateconsulted with chief elected officials inlocal areas throughout the State indetermining such distribution.

G. Provider Selection Policies(§§ 112(b)(17)(A)(iii), 122, 134(d)(2)(F)).

1. Identify the policies andprocedures, to be applied by local areas,for determining eligibility of local leveltraining providers, how performanceinformation will be used to determinecontinuing eligibility and the agency

responsible for carrying out theseactivities.

2. Describe how the State solicitedrecommendations from local boards andtraining providers and interestedmembers of the public, includingrepresentatives of business and labororganizations, in the development of these policies and procedures.

3. Describe how the State will updateand expand the State’s eligible trainingprovider list to ensure it has the mostcurrent list of providers to meet thetraining needs of customers?

4. Describe the procedures the

Governor has established for providersof training services to appeal a denial of eligibility by the local board or thedesignated State agency, a terminationof eligibility or other action by the boardor agency, or a denial of eligibility by aOne-Stop operator. Such proceduresmust include the opportunity for ahearing and time limits to ensureprompt resolution.

5. Describe the competitive and non-competitive processes that will be usedat the State level to award grants andcontracts for activities under title I of

WIA, including how potential biddersare being made aware of the availabilityof grants and contracts. (§ 112(b)(16).)

6. Identify the criteria to be used bylocal boards in awarding grants foryouth activities, including criteria thatthe Governor and local boards will useto identify effective and ineffectiveyouth activities and providers of such

activities. (§ 112(b)(18)(B).)H. One-Stop Policies (§ 112(D)(14)).1. Describe how the services provided

by each of the required and optionalOne-Stop partners will be coordinatedand made available through the One-Stop system. Include how the State willconsolidate Wagner-Peyser Act funds toavoid duplication of core services.(§ 112(b)(8)(A).)

2. Describe how the State helps localareas identify areas needingimprovement and how technicalassistance will be provided.

3. Identify any additional State

mandated One-Stop partners (such asTANF or Food Stamp Employment andTraining) and how their programs andservices are integrated into the One-StopCareer Centers.

I. Oversight/Monitoring Process—Describe the monitoring and oversightcriteria and procedures the State utilizesto move the system toward the State’svision and achieve the goals identifiedabove, such as the use of mysteryshoppers, performance agreements.(§ 112(b)(14).)

J. Grievance Procedures.—Attach acopy of the State’s grievance proceduresfor participants and other affected

parties (including service providers.)(§ 122(g) and 181(cc).)

K. Describe the following Statepolicies or procedures that have beendeveloped to facilitate effective localworkforce investment systems(§§ 112(b)(17)(A) and 112 (b)(2).):

1. State guidelines for the selection of One-Stop providers by local boards;

2. Procedures to resolve impassesituations at the local level indeveloping memoranda of understanding (MOUs) to ensure fullparticipation of all required partners inthe One-Stop delivery system;

3. Criteria by which the State willdetermine if local Boards can runprograms in-house;

4. Performance information that on-the-job training and customized trainingproviders must provide;

5. Reallocation policies;6. State policies for approving local

requests for authority to transfer funds(not to exceed 20%) between the Adultand Dislocated Worker funding streamsat the local level;

7. Policies related to displacedhomemakers, nontraditional training for

low-income individuals, older workers,low-income individuals, disabledindividuals and others with multiple

barriers to employment and training;8. If you did not delegate this

responsibility to local boards, provideyour State’s definition regarding thesixth youth eligibility criterion atsection 101(13)(C)(iv) (‘‘an individual

who requires additional assistance tocomplete an educational program, or tosecure and hold employment’’).(§§ 112(b)(18)(A) and 20 CFR 664.210).)

IX. Service Delivery

Describe the approaches the State willuse to provide direction and support tolocal Boards and the One-Stop CareerCenter delivery system on the strategicpriorities to guide investments,structure business engagement, andinform service delivery approaches forall customers. (§§ 112(b)(17)(A)Activities could include:

A. One-Stop Service Delivery Strategies( §§ 112(b)(2) and 111(d)(2))

1. How will the services provided byeach of the required and optional One-Stop partners be coordinated and madeavailable through the One-Stop system?(§ 112(b)(8)(A).)

2. How are youth formula programsfunded under § 128(b)(2)(A) integratedin the One-Stop system?

3. What minimum service deliveryrequirements does the State mandate ina comprehensive One-Stop Center or anaffiliate site?

4. What tools and products has the

State developed to support servicedelivery in all One-Stop CentersStatewide?

5. What models/templates/approachesdoes the State recommend and/ormandate for service delivery in the One-Stop Centers? For example, do all One-Stop Centers have a uniform method of organizing their service delivery to

business customers? Is there a commonindividual assessment process utilizedin every One-Stop Center? Are all One-Stop Centers required to have a resourcecenter that is open to anyone?

B. Workforce Information

A fundamental component of ademand-driven workforce investmentsystem is the integration andapplication of the best available Stateand local workforce informationincluding, but not limited to, economicdata, labor market information, censusdata, private sources of workforceinformation produced by tradeassociations and others, educationaldata, job vacancy surveys, transactionaldata from job boards, and informationobtained directly from businesses.





(§§ 111(d)(8), 112(b)(1), and134(d)(2)(E).)

1. Describe how the State willintegrate workforce information into itsplanning and decision making at theState and local level, including Stateand local Boards, One-Stop operations,and case manager guidance.

2. Describe the approach the State

will use to disseminate accurate andtimely workforce information to

businesses, job seekers, andemployment counselors, in easy to useformats that are readily accessiblewithin One-Stop Career Centers and atremote locations such as libraries,schools, worksites, and at home.

3. Describe how the State’s WorkforceInformation Core Products and ServicesPlan is aligned with the WIA State Planto ensure that the investments in coreproducts and services support theState’s overall strategic direction forworkforce investment.

4. Describe how State workforceinformation products and tools arecoordinated with the national electronicworkforce information tools includingAmerica’s Career Information Networkand Career Voyages.

C. Adults and Dislocated Workers

1. Core Services. § 112(b)(17)(a)(i).a. Describe state strategies and

policies to ensure adults and dislocatedworkers have universal access to theminimum required core services asdescribed in § 134(d)(2).

b. Describe how the state will ensurethe three-tiered service delivery strategy

for labor exchange services for jobseekers and employers authorized bythe Wagner-Peyser Act includes: (1)Self-service, (2) facilitated self-helpservice, and (3) staff-assisted service,and is accessible and available to allcustomers at the local level.

c. Describe how the state willintegrate resources provided under theWagner-Peyser Act and WIA title I foradults and dislocated workers as well asresources provided by required One-Stop partner programs, to deliver coreservices.

2. Intensive Services.

(§ 112(b)(17)(a)(i).) Describe Statestrategies and policies to ensure adultsand dislocated workers who meet thecriteria in § 134(d)(3)(A) receiveintensive services as defined.

3. Training Services.(§ 112(b)(17)(A)(i).)

a. Describe the Governor’s vision forincreasing training access andopportunities for individuals includingthe investment of WIA title I funds andthe leveraging of other funds andresources.

b. Individual Training Accounts:

i. What policy direction has the Stateprovided for ITAs?

ii. Describe innovative trainingstrategies used by the State to fill skillsgaps. Include in the discussion theState’s effort leverage additionalresources to maximize the use of ITAsthrough partnerships with business,education (in particular, community

and technical colleges), economicdevelopment agencies, and industryassociations and how business andindustry involvement is used to drivethis strategy.

iii. Discuss the State’s plan forcommitting all or part of WIA title Ifunds to training opportunities in high-growth, high-demand, and economicallyvital occupations.

iv. Describe the State’s policy forlimiting ITAs (e.g., dollar amount orduration).

v. Describe the State’s current orplanned use of WIA title I funds for the

provision of training throughapprenticeship.vi. Identify State policies developed

in response to changes to WIAregulations that permit the use of WIAtitle I financial assistance to employ ortrain participants in religious activitieswhen the assistance is providedindirectly) such as through an ITA.(Note that the Department of Laborprovides Web access to the equaltreatment regulations and otherguidance for the workforce investmentsystem and faith-based and communityorganizations at http://www.dol.gov/ cfbci/legalguidance.htm.)

c. Eligible Training Provider List.Describe the State’s process forproviding broad customer access to thestatewide list of eligible trainingproviders and their performanceinformation including at every One-StopCareer Center. (§ 112(b)(17)(A)(iii).)

d. On-the-Job (OJT) and CustomizedTraining (§§ 112(b)(17)(A)(i) and134(b)). Based on the outline below,describe the State’s major directions,policies and requirements related to OJTand customized training.

i. Describe the Governor’s vision forincreasing training opportunities to

individuals through the specificdelivery vehicles of OJT and customizedtraining.

ii. Describe how the State:• Identifies OJT and customized

training opportunities;• Markets OJT and customized

training as an incentive to untappedemployer pools including new businessto the State, employer groups;

• Partners with high-growth, high-demand industries and economicallyvital industries to develop potential OJTand customized training strategies;

• Taps business partners to help drivethe demand-driven strategy throughjoint planning, competency andcurriculum development; anddetermining appropriate lengths of training, and

• Leverages other resources througheducation, economic development andindustry associations to support OJT

and customized training ventures.4. Service to Specific Populations.

(§ 112(b)(17)(A)(iv).)a. Describe the State’s strategies to

ensure that the full range of employment and training programs andservices delivered through the State’sOne-Stop delivery system are accessibleto and will meet the needs of dislocatedworkers, displaced homemakers, low-income individuals migrant andseasonal farmworkers, women,minorities, individuals training for non-traditional employment, veterans,public assistance recipients and

individuals with multiple barriers toemployment (including olderindividuals, people with limitedEnglish-speaking proficiency, andpeople with disabilities.)

b. Describe the reemployment servicesyou will provide to unemploymentinsurance claimants and the WorkerProfiling services provided to claimantsidentified as most likely to exhaust theirunemployment insurance benefits inaccordance with section 3(c)(3) of theWagner-Peyser Act.

c. Describe how the State administersthe unemployment insurance work testand how feedback requirements (under

§ 7(a)(3)(F) of the Wagner-Peyser Act)for all UI claimants are met.

d. Describe the State’s strategy forintegrating and aligning services todislocated workers provided throughthe WIA rapid response, WIA dislocatedworker, and Trade AdjustmentAssistance (TAA) programs. Does theState have a policy supporting co-enrollment for WIA and TAA?

e. How is the State’s workforceinvestment system workingcollaboratively with business andindustry and the education communityto develop strategies to overcome

barriers to skill achievement andemployment experienced by thepopulations listed in paragraph (a.)above and to ensure they are beingidentified as a critical pipeline of workers?

f. Describe how the State will ensurethat the full array of One-Stop servicesare available to individuals withdisabilities and that the services arefully accessible?

g. Describe the role LVER/DVOP staff have in the One-Stop Delivery System.How will the State ensure adherence to





the legislative requirements for veterans’ staff? How will services under this Plantake into consideration the agreementreached between the Secretary and theState regarding veterans’ employmentprograms? (§§ 112(b)(7), 112 (b)(17)((B);322, 38 U.S.C. chapter 41; and 20 CFR1001.120).)

h. Department of Labor regulations at

29 CFR 37, require all recipients of Federal financial assistance from DOL toprovide meaningful access to limitedEnglish proficient (LEP) persons.Federal financial assistance includesgrants, training, equipment usage,donations of surplus property, and otherassistance. Sub-recipients are alsocovered when Federal DOL funds arepassed through from one recipient to asub-recipient. Describe how the Statewill ensure access to services throughthe State’s One-Stop delivery system bypersons with limited Englishproficiency and how the State will meet

the requirements of ETA Training andEmployment Guidance Letter (TEGL)26–02 (May 29, 2003), which providesguidance on methods of complying withthe Federal rule.

i. Describe the State’s strategies toenhance and integrate service deliverythrough the One-Stop delivery systemfor migrant and seasonal farm workersand agricultural employers. How willthe State ensure that migrant andseasonal farm workers have equal accessto employment opportunities throughthe State’s One-Stop delivery system?Include the following:

•

The number of Migrant andSeasonal Farmworkers (MSFWs) theState anticipates reaching annuallythrough outreach to increase theirability to access core, intensive, andtraining services in the One-Stop CareerCenter System.

5. Priority of Service.a. What procedures and criteria are in

place under 20 CFR 663.600 for theGovernor and appropriate local boardsto direct One-Stop operators to givepriority of service to public assistancerecipients and other low-incomeindividuals for intensive and trainingservices if funds allocated to a local areafor adult employment and trainingactivities are determined to be limited?(§§ 112(b)(17)(A)(iv) and 134(d)(4)(E).)

b. What policies and strategies doesthe State have in place to ensure that,pursuant to the Jobs for Veterans Act(Pub. L. 107–288) (38 U.S.C. 4215), thatpriority of service is provided toveterans (and certain spouses) whootherwise meet the eligibilityrequirements for all employment andtraining programs funded by the U.S.Department of Labor, in accordance

with the provisions of TEGL 5–03 (9/16/03)?

D. Rapid Response (112(b)(17)(A)(ii))

Describe how your State providesRapid Response services with the fundsreserved under section 133(a)(2).

1. Identify the entity responsible forproviding Rapid Response services.

Describe how Rapid Response activitiesinvolve local boards and Chief ElectedOfficials. If Rapid Response activitiesare shared between the State and localareas, describe the functions of each andhow funds are allocated to the localareas.

2. Describe the process involved incarrying out Rapid Response activities.

a. What methods are involved inreceiving notice of impending layoffs(include WARN Act notice as well asother sources)?

b. What efforts does the RapidResponse team make to ensure thatrapid response services are provided,whenever possible, prior to layoff date,onsite at the company, and on companytime?

c. What services are included inRapid Response activities? Does theRapid Response team provideworkshops or other activities inaddition to general informationalservices to affected workers? How doyou determine what services will beprovided for a particular layoff (including layoffs that may be trade-affected)?

3. How does the State ensure aseamless transition between Rapid

Response services and One-Stopactivities for affected workers?

4. Describe how Rapid Responsefunctions as a business service. Includewhether Rapid Response partners witheconomic development agencies toconnect employees from companiesundergoing layoffs to similar companiesthat are growing and need skilledworkers? How does Rapid Responsepromote the full range of servicesavailable to help companies in all stagesof the economic cycle, not just thoseavailable during layoffs. How does theState promote Rapid Response as a

positive, proactive, business-friendlyservice, not only a negative, reactiveservice?

5. What other partnerships does RapidResponse engage in to expand the rangeand quality of services available tocompanies and affected workers and todevelop an effective early layoff warning network?

6. What systems does the RapidResponse team use to track its activities?Does the State have a comprehensive,integrated Management InformationSystem that includes Rapid Response,

Trade Act programs, NationalEmergency Grants, and One-Stopactivities?

7. Are Rapid Response funds used forother activities not described above; e.g.,the provision of additional assistance tolocal areas that experience increasedworkers or unemployed individuals dueto dislocation events?

E. Youth

ETA’s strategic vision identifies youthmost in need, such as out of schoolyouth and those at risk, youth in fostercare, youth aging out of foster care,youth offenders, children of incarcerated parents, homeless youth,and migrant and seasonal farmworkeryouth as those most in need of service.State programs and services should takea comprehensive approach to servingthese youth, including basic skillsremediation, helping youth stay in orreturn to school, employment,

internships, help with attaining a highschool diploma or GED, post-secondaryvocational training, apprenticeships andenrollment in community and four-yearcolleges. (§ 112(b)(18).)

1. Describe your State’s strategy forproviding comprehensive, integratedservices to eligible youth, includingthose most in need as described above.Include any State requirements andactivities to assist youth who havespecial needs or barriers to employment,including those who are pregnant,parenting, or have disabilities. Includehow the State will coordinate across

State agencies responsible for workforceinvestment, foster care, education,human services, juvenile justice, andother relevant resources as part of thestrategy. (§ 112(b)(18).)

2. Describe how coordination with JobCorps and other youth programs willoccur. (§ 112(b)(18)(C).)

3. How does the State plan to utilizethe funds reserved for Statewideactivities to support the State’s visionfor serving youth? Examples of activitiesthat would be appropriate investmentsof these funds include:

a. Utilizing the funds to promote crossagency collaboration;

b. Demonstration of cross-cuttingmodels of service delivery;

c. Development of new models of alternative education leading toemployment; or

d. Development of demand-drivenmodels with business and industryworking collaboratively with theworkforce investment system andeducation partners to develop strategiesfor bringing these youth successfullyinto the workforce pipeline with theright skills.





performance indicators required undersection 136, and, for each indicator, theState must develop an objective andquantifiable performance goal for twoprogram years. States are encouraged toaddress how the performance goals forlocal workforce investment areas andtraining provides will help them attaintheir statewide performance goals.

(§§ 112(b)(3) and 136.)E. Administrative Provisions.1. Provide a description of the appeals

process referred to in § 116(a)(5)(m).2. Describe the steps taken by the

State to ensure compliance with thenon-discrimination requirementsoutlined in § 188.

XI. Assurances

1. The State assures that it willestablish, in accordance with section184 of the Workforce Investment Act,fiscal control and fund accountingprocedures that may be necessary to

ensure the proper disbursement of, andaccounting for, funds paid to the Statethrough the allotments made undersections 127 and 132. (§ 112(b)(11).)

2. The State assures that it willcomply with section 184(a)(6), whichrequires the Governor to, every twoyears, certify to the Secretary, that—

a. The State has implemented theuniform administrative requirementsreferred to in section 184(a)(3);

b. The State has annually monitoredlocal areas to ensure compliance withthe uniform administrativerequirements as required under section

184(a)(4); andc. The State has taken appropriateaction to secure compliance withsection 184 (a)(3) pursuant to section184(a)(5). (§ 184(a)(6).)

3. The State assures that the adult andyouth funds received under theWorkforce Investment Act will bedistributed equitably throughout theState, and that no local areas will suffersignificant shifts in funding from year toyear during the period covered by thisPlan. (§ 112(b)(12)(B).)

4. The State assures that veterans will be afforded employment and trainingactivities authorized in section 134 of the Workforce Investment Act, and theactivities authorized in chapters 41 and42 of title 38 U.S. code. The Stateassures that it will comply with theveterans priority established in the Jobsfor Veterans Act. (38 U.S.C. 4215).)

5. The State assures that the Governorshall, once every two years, certify onelocal board for each local area in theState. (§ 117(c)(2).)

6. The State assures that it willcomply with the confidentialityrequirements of section 136(f)(3).

7. The State assures that no fundsreceived under the WorkforceInvestment Act will be used to assist,promote, or deter union organizing.(§ 181(b)(7).)

8. The State assures that it willcomply with the nondiscriminationprovisions of section 188, including anassurance that a Methods of

Administration has been developed andimplemented (§ 188.)

9. The State assures that it will collectand maintain data necessary to showcompliance with the nondiscriminationprovisions of section 188. (§ 185.).

10. The State assures that it willcomply with the grant proceduresprescribed by the Secretary (pursuant tothe authority at section 189(c) of theAct) which are necessary to enter intogrant agreements for the allocation andpayment of funds under the Act. Theprocedures and agreements will beprovided to the State by the ETA Office

of Grants and Contract Management andwill specify the required terms andconditions and assurances andcertifications, including, but not limitedto, the following:

• General AdministrativeRequirements:Æ 29 CFR part 97—Uniform

Administrative Requirements for Stateand Local Governments (as amended bythe Act).Æ 29 CFR part 96 (as amended by

OMB Circular A–133)—Single AuditAct.Æ OMB Circular A–87—Cost

Principles (as amended by the Act).• Assurances and Certifications:Æ SF 424 B—Assurances for Non-

construction Programs.Æ 29 CFR part 37—Nondiscrimination

and Equal Opportunity Assurance (andregulation) 29 CFR 37.20.Æ CFR part 93—Certification

Regarding Lobbying (and regulation).Æ 29 CFR part 98—Drug Free

Workplace and Debarment andSuspension Certifications (andregulation).

• Special Clauses/Provisions:Other special assurances or provisions

as may be required under Federal law or

policy, including specificappropriations legislation, theWorkforce Investment Act, orsubsequent Executive or Congressionalmandates.

11. The State certifies that theWagner-Peyser Act Plan, which is partof this document, has been certified bythe State Employment SecurityAdministrator.

12. The State certifies that veterans’ services provided with Wagner-PeyserAct funds will be in compliance with 38U.S.C. chapter 41 and 20 CFR part 1001.

13. The State certifies that Wagner-Peyser Act-funded labor exchangeactivities will be provided by merit-

based public employees in accordancewith DOL regulations.

14. The State assures that it willcomply with the MSFW significantoffice requirements in accordance with20 CFR part 653.

15. The State certifies it hasdeveloped this Plan in consultationwith local elected officials, localworkforce boards, the businesscommunity, labor organizations andother partners.

16. As a condition to the award of financial assistance from theDepartment of Labor under title I of WIA, the grant applicant assures that itwill comply fully with thenondiscrimination and equalopportunity provisions of the followinglaws:

—Section 188 of the Workforce

Investment Act of 1998 (WIA), whichprohibits discrimination against allindividuals in the United States onthe basis of race, color, religion, sex,national origin, age, disability,political affiliation or belief, andagainst beneficiaries on the basis of either citizenship/status as a lawfullyadmitted immigrant authorized towork in the United States orparticipation in any WIA title I—financially assisted program oractivity;

—Title VI of the Civil Rights Act of 1964, as amended, which prohibits

discrimination on the bases of race,color and national origin;—Section 504 of the Rehabilitation Act

of 1973, as amended, which prohibitsdiscrimination against qualifiedindividuals with disabilities;

—The Age Discrimination Act of 1975,as amended, which prohibitsdiscrimination on the basis of age;and

— Title IX of the EducationAmendments of 1972, as amended,which prohibits discrimination on the

basis of sex in educational programs.

The grant applicant also assures that

it will comply with 29 CFR part 37 andall other regulations implementing thelaws listed above. This assuranceapplies to the grant applicant’soperation of the WIA title I—financiallyassisted program or activity, and to allagreements the grant applicant makes tocarry out the WIA title I—financiallyassisted program or activity. The grantapplicant understands that the UnitedStates has the right to seek judicialenforcement of this assurance.

17. The State assures that funds will be spent in accordance with the





Workforce Investment Act and theWagner-Peyser Act and theirregulations, written Department of Labor Guidance implementing theselaws, and all other applicable Federaland State laws and regulations.

Attachment A

ETA Regional Administrators: January2005

Region 1—Boston/New York

Douglas Small, Regional Administrator,U.S. Department of Labor/ETA, JFKFederal Building, Room E–350,Boston, Massachusetts 02203, (617)788–0170, Fax: (617) 788–0101,[email protected] .

Region 2—Philadelphia

Lenita Jabobs-Simmons, RegionalAdministrator, U.S. Department of Labor/ETA, The Curtis Center, 170

South Independence Mall West, Suite825 East, Philadelphia, Pennsylvania19106–3315, (215) 861–5205, Fax:(215) 861–5205, [email protected] .

Region 3—Atlanta

Helen Parker, Regional Administrator,U.S. Department of Labor/ETA,Atlanta Federal Center, Rm. 6M12, 61Forsyth Street, SW., Atlanta, Georgia30303, (404) 562–2092, Fax: (404)562–2149, [email protected] .

Region 4—Dallas/Denver

Joseph C. Juarez, RegionalAdministrator, U.S. Department of Labor/ETA, Federal Building, Rm.317, 525 Griffin Street, Dallas, Texas75202, (214) 767–8263, Fax: (214)767–5113, [email protected] .

Region 5—Chicago/Kansas City

Byron Zuidema, RegionalAdministrator, U.S. Department of Labor/ETA, 230 S. Dearborn Street,Rm. 628, Chicago, Illinois 60604,(312) 596–5400, Fax: (312) 596–5401,[email protected] .

Region 6—San Francisco/Seattle

Richard Trigg, Regional Administrator,U.S. Department of Labor/ETA, 71Stevenson Street, Rm. 830, SanFrancisco, California 94119–3767,(415) 975–4610, Fax: (415) 975–4612,[email protected] .

Name of WIA Title I Grant Recipient Agency:

Attachment B

Program Administration Designees andPlan Signatures

Name of WIA Title I Grant RecipientAgency: llllllllllllll

lllllllllllllllllll Address: llllllllllllll

lllllllllllllllllll

Telephone Number: lllllllll

Facsimile Number: lllllllll

E-mail Address: lllllllllll

Name of State WIA Title I Administra-tive Agency (if different from the GrantRecipient): lllllllllllll

lllllllllllllllllll

Address: llllllllllllll

lllllllllllllllllll




Name of WIA Title I Signatory Official: lllllllllllllllllll


lllllllllllllllllll




Name of WIA Title I Liaison: llll


lllllllllllllllllll




Name of Wagner-Peyser Act Grant Re-cipient/State Employment SecurityAgency: llllllllllllll

Address:llllllllllllll

lllllllllllllllllll




Name and title of State Employment Se-curity Administrator (Signatory Offi-cial): llllllllllllllll


lllllllllllllllllll




As the Governor, I certify that for theState/Commonwealth of

llllllll , the agencies and

officials designated above have beenduly designated to represent the State/Commonwealth in the capacitiesindicated for the Workforce InvestmentAct, title I, and Wagner-Peyser Act grantprograms. Subsequent changes in thedesignation of officials will be providedto the U.S. Department of Labor as suchchanges occur.

I further certify that we will operate ourWorkforce Investment Act and Wagner-Peyser Act programs in accordance withthis Plan and the assurances herein.

Typed Name of Governor:llllll Signature of Governor: llllllll

Date: llllllllllllllll

Attachment C

Optional Table for State PerformanceIndicators and Goals 1

WIA requirement at section 136(b)Correspondingperformanceindicator(s)

Previous yearperformance

Performance goals out-years

1 2 3

Adults:Entry into Unsubsidized Employment6-Months Retention in Unsubsidized Employment6-Months Earnings received in Unsubsidized EmploymentAttainment of Educational or Occupational Skills Credential

Dislocated Workers:Entry into Unsubsidized Employment6-Months Retention in Unsubsidized Employment6-Months Earnings received in Unsubsidized EmploymentAttainment of Educational or Occupational Skills Credential

Youth Aged 19–21:Entry into Unsubsidized Employment6-Months Retention in Unsubsidized Employment6-Months Earnings received in Unsubsidized EmploymentAttainment of Educational or Occupational Skills Credential

Youth 14–18:Attainment of Basic, Work Readiness and/or Occupational SkillsAttainment of Secondary School Diplomas/EquivalentsPlacement and Retention in Post-Secondary Education/Training,

or Placement in Military, Employment, Apprenticeships





WIA requirement at section 136(b)Correspondingperformanceindicator(s)

Previous yearperformance

Performance goals out-years

1 2 3

Participant Customer SatisfactionEmployer Customer SatisfactionAdditional State-Established Measures

1Further guidance, including definitions of specific indicators, will be provided separately.

Attachment D

Local Planning Guidance for SingleWorkforce Investment Area States

I. Local Plan Submission

Section 118 of the WorkforceInvestment Act requires that the Boardof each local workforce investment area,in partnership with the appropriatechief elected official, develop andsubmit a comprehensive Local Plan foractivities under title I of WIA to theGovernor for his or her approval. InStates where there is only one local

workforce investment area, theGovernor serves as both the State andlocal Chief Elected Official. In this case,the State must submit both the State andLocal Plans to the Department of Laborfor review and approval. States may (1)submit their Local Plan as anattachment to the State Plan or (2)include these elements within theirState Plan, and reference them in anattachment.

The State Planning Guidance on planmodifications and the plan approvalprocess applies to a single workforceinvestment area State Local Plan, withone addition: The Department willapprove a Local Plan within ninety daysof submission, unless it is inconsistentwith the Act and its implementingregulations, or deficiencies in activitiescarried out under the Act have been

identified and the State has not madeacceptable progress in implementingcorrective measures. (§ 112(c).)

II. Plan Content

In the case of single workforceinvestment area States, much of theLocal Plan information required bysection 118 of WIA will be contained inthe State Plan. At a minimum, singleworkforce investment area State LocalPlans shall contain the additionalinformation described below, and anyother information that the Governor mayrequire. For each of the questions, if the

answers vary in different areas of theState, please describe those differences.

A. Plan Development Process

1. Describe the process for developingthe Local Plan. Describe the process andtimeline used to provide an opportunityfor public comment, including howlocal Chief Elected Officials,representatives of businesses and labororganizations, and other appropriatepartners provided input into thedevelopment of the Local Plan, prior tothe submission of the Plan. (§ 118(b)(7).)

2. Include with the local Plan anycomments that represent disagreementwith the Plan. (§ 118(c)(3).)

B. Services

1. Describe the One-Stop system(s)that will be established in the State.

Describe how the system(s) will ensurethe continuous improvement of eligibleproviders of services and ensure thatsuch providers meet the employmentand training needs of employers,workers and job seekers throughout theState. Describe the process for theselection of One-Stop operator(s),including the competitive process usedor the consortium partners.(§ 118(b)(2)(A).)

2. Describe and assess the type andavailability of youth activities,including an identification of successful

providers of such activities.(§ 118(b)(6).)

C. System Infrastructure

1. Identify the entity responsible forthe disbursal of grant funds, asdetermined by the Governor. Describehow funding for areas within the Statewill occur. Provide a description of therelationship between the State andwithin-State areas regarding the sharingof costs where co-location occurs.(§ 118(b)(8).)

2. Describe the competitive process to

be used to award the grants andcontracts in the State for WIA title Iactivities. (§ 118(b)(9).)

[FR Doc. 05–7159 Filed 4–11–05; 8:45 am]

BILLING CODE 4510–30–P

department of labor: 05-7159

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