[Federal Register: April 12, 2005 (Volume 70, Number 69)]
[Notices]
[Page 19205-19220]
From the Federal Register Online via GPO Access [wais.access.gpo.gov]
[DOCID:fr12ap05-131]
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Part III
Department of Labor
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Employment and Training Administration
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Planning Guidance and Instructions for Submission of Two Years of the
Strategic Five-Year State Plan for Title I of the Workforce Investment
Act of 1998 and the Wagner-Peyser Act; Notice
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DEPARTMENT OF LABOR
Employment and Training Administration
Planning Guidance and Instructions for Submission of Two Years of
the Strategic Five-Year State Plan for Title I of the Workforce
Investment Act of 1998 and the Wagner-Peyser Act
AGENCY: Employment and Training Administration.
ACTION: Notice.
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SUMMARY: The purpose of this notice is to provide interested parties
with the planning guidance for use by States in submitting two years of
their Strategic Five-Year State Plan for Title I of the Workforce
Investment Act of 1998 and the Wagner-Peyser Act. The Planning Guidance
and Instructions provide a framework for the collaboration of
Governors, Local Elected Officials, businesses and other partners to
continue the development of workforce investment systems that address
customer needs, deliver integrated, user-friendly services; and are
accountable to the customers and the public.
FOR FURTHER INFORMATION CONTACT: Ms. Gay Gilbert, Administrator, Office
of Workforce Investment, U.S. Department of Labor, 200 Constitution
Avenue, NW., Room S-4231, Washington, DC 20210. Telephone: (202) 693-
3980 (voice) (This is not a toll free number) or (202) 693-7755 (TTY).
Information may also be found at the Web site--http://www.doleta.gov/usworkforce
.
SUPPLEMENTARY INFORMATION: The Workforce Investment Act (WIA or Act),
Pub. L. 105-220 (August 7, 1998) provides the framework for a reformed
workforce investment system designed to meet the needs of the nation's
employers, job seekers and those who want to further their careers.
In the context of the 21st century innovation economy, the
workforce investment system has a critical role to play at every level
`` local, State, and Federal--to ensure a skilled and competitive
workforce. To effectively drive the economic growth of our communities
and the nation and to provide the workers of this country with the
right skills and opportunities for good jobs with good pay and career
pathways, the public investments in workforce development need to be
strategic. Strategies for investment need to embrace new methods of
engagement with strategic partners as well as new service delivery
paradigms that address the ever changing economy and labor market.
Innovation and technology are continuously changing the nature of work
at an accelerated pace. Therefore, the strategic planning process for
workforce investment must be dynamic, fluid, and future oriented.
The Workforce Investment Act (WIA) of 1998 created dramatic changes
to the workforce system. With the overarching goal to streamline,
consolidate, and integrate a wide array of employment and training
programs, system changes spanned every facet of operation including
governance, administration and funding, and service delivery. The
vision is for an integrated workforce investment system better able to
respond to the needs of its customers. The framework of WIA embodies
principles that remain critical to the strategic planning process in
today's economy.
Since the passage of WIA, the workforce investment system broadly
has made great strides in implementing the principles described above.
However, there remains significant opportunity for States and local
areas to utilize the framework of WIA to realize the vision these
principles reflect. The changes in the WIA State planning process
reflected in this document are intended to facilitate a realization of
that vision as well as to set the stage for the 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 and Instructions for Title I of the Workforce
Investment Act of 1998 (Workforce Investment Systems) and Wagner-Peyser
Act
Statement of Purpose
The purpose of this document is to provide planning guidelines to
States and localities for the development of the Strategic Five-Year
State Plan for title I of the Workforce Investment Act of 1998 (WIA)
and the Wagner-Peyser Act (hereinafter referred to as the State Plan.)
The State Plan is required in order for States to receive formula
allotments under the Act. The current Strategic Five-Year State Plans
expire June 30, 2005. The Department of Labor is anticipating the
reauthorization of WIA within the next two years. To meet the
requirement that States must have approved State plans in place to
receive allotments, the Employment and Training Administration (ETA) is
requiring states to only develop a plan for the first two years of the
five year strategic planning cycle. This will allow States to
strategically approach their workforce investment policies for the
immediate future, without requiring a full five year strategic plan, in
light of the anticipated reauthorization of WIA. The information
required in the Plan is requested in order to meet the information
requirements of the act and/or to demonstrate compliance with WIA, the
WIA regulations, including 29 CFR part 37, the Wagner-Peyser Act, and
the Wagner-Peyser Act regulations.
Background
The Planning Guidance and Instructions provide a framework for the
collaboration of Governors, Local Elected Officials, businesses and
other partners to design and build workforce investment systems that
address customer needs; deliver integrated, user-friendly services; and
are accountable to the customers and the public. The document is
organized in two distinct sections. The first section of the document
is devoted to providing strategic guidance from a national perspective
and communicates the current goals and strategic direction for the
workforce system of the U.S. Department of Labor. The second section of
the document is the actual format and guidance related to content for
submission of the State Plan.
The Department of Labor sees as one of its primary roles providing
leadership and guidance to support a system that meets the objectives
of title I of WIA, and in which State and local partners have
flexibility to design systems and deliver services in a manner designed
to achieve the goals for WIA based on their particular needs.
Part I. National Strategic Direction
The purpose of this portion of the document is to communicate
national direction and strategic priorities for the workforce
investment system. Broadly, the Federal goals for the workforce
investment system for this planning cycle include:
[cir] Realizing the reforms envisioned by the Workforce Investment
Act including:
Integrated, seamless service delivery through
comprehensive One-Stop Career Centers;
A demand-driven workforce system governed by business-led
workforce investment boards;
Maximum flexibility in tailoring service delivery and
making strategic investment in workforce development activities to meet
the needs of State and local economies and labor markets;
Customers making informed choices based on quality
workforce information and accessing quality training providers;
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Increased fiscal and performance accountability; and
A youth program targeting out-of-school populations with
increased accountability for employment and/or increased secondary and
post-secondary education outcomes.
[cir] Incorporating new statutory and regulatory program
requirements that have evolved since the passage of WIA, such as
priority of service for veterans as prescribed by the Jobs for Veterans
Act (Pub. L. 107-288), (38 U.S.C. 4215).
[cir] Providing the national strategic priorities and direction in
the following areas:
Implementation of a demand-driven workforce system;
System reform to eliminate duplicative administrative
costs and to enable increased training investments;
Enhanced integration of service delivery through One-Stop
delivery systems nationwide;
A refocusing of the WIA youth investments on out-of-school
youth populations, collaborative service delivery across Federal
programs, and increased accountability;
Improved development and delivery of workforce information
to support workforce investment boards in their strategic planning and
investments; providing tools and products that support business growth
and economic development; and providing quality career guidance
directly to students and job seekers and their counselors through One-
Stop Career Centers;
Faith-based and community-based organizations playing an
enhanced role in workforce development;
Enhanced use of waivers and workflex provisions in WIA to
provide greater flexibility to States and local areas in structuring
their workforce investment systems; and
Reporting against common performance measures across
Federal employment and training programs.
Demand-Driven Workforce Investment System
The realities of today's global economy make it imperative that the
workforce investment system be demand-driven, providing services that
prepare workers to take advantage of new and increasing job
opportunities in high growth/high demand and economically vital
industries and sectors of the American economy. The foundation of this
effort is partnerships that include the workforce system, business and
industry, and education and training providers, that develop and
implement a strategic vision for economic development. Becoming demand-
driven represents a major transformation of this system, which, for 40
years, framed around individuals needs for service rather than focusing
on both the needs of job seekers and the business community.
To be successful, the workforce investment system must begin today
to prepare the workforce of tomorrow. Each year, the United States
invests approximately $15 billion in the workforce system. To ensure
that this large investment is used effectively, it is imperative that
all of the components of the workforce system at the national, State,
and local levels become demand-driven and contribute to the economic
well-being of communities and the nation by developing a qualified and
competitive workforce. Current job opportunities must be known as well
as where the good jobs will be in the future by (1) identifying the
workforce needs in high-growth, high-demand and economically critical
industries and the necessary preparation required to succeed in those
occupations and (2) understanding the workforce challenges that must be
addressed to ensure a prepared and competitive workforce. This requires
all of the key players in the State and local system, including
Governors and Local Elected Officials, State and Local Workforce
Investment Boards (WIBs), State Workforce Agencies, and One-Stop Career
Centers to:
Have a firm grasp of their State and local economies;
Strategically invest and leverage their resources;
Build partnerships between industry leaders and
educational institutions that develop solutions to workforce
challenges; and
Allocate training dollars to provide the skills and
competencies necessary to support industry now and in the future.
The workforce investment system is a catalyst that links employers,
economic development organizations, public agencies, and the education
community to build and deliver innovative answers to workforce
challenges.
Development of a demand driven strategic plan requires utilizing
economic information and analysis to drive strategic investments,
identifying strategic partners, and designing effective service
delivery systems. Some of the important elements of a demand-driven
strategic plan include the following:
Economic analysis is a fundamental starting point for a
demand-driven approach to workforce investment. A wide array of
workforce information and data, including economic indicators, labor
market information, census data, educational data, transactional data,
projections and data from the private sector, and one-on-one interviews
with businesses needs to be collected and analyzed.
Workforce strategies that target industries that are high
growth, high demand and critical to the State and/or local economy are
most likely to support economic growth and provide individuals with the
opportunities to get good jobs with good pay and career pathways.
Strategic partnerships among the workforce investment
system, targeted businesses and industries, economic development
agencies, and education and training providers (including K-12) provide
a strong foundation for identifying workforce challenges and developing
and implementing innovative workforce solutions focused on a workforce
with the right skills. The workforce system must be the catalyst for
bringing these target partnerships together.
A solutions-based approach that brings the right strategic
partners and resources to the table promotes a comprehensive analysis
of workforce challenges and also provides the synergy for successful,
innovative workforce solutions and the opportunity to leverage
workforce investment resources effectively.
A demand-driven workforce investment system ensures that
the full array of assets available through the One-Stop delivery system
is available to support individual workers as well as to provide
solutions to workforce issues identified by business and industry.
Translating the demand for workers with the skills
businesses need into demand-driven career guidance must be one of the
human resource solutions provided broadly by the workforce investment
system.
The proposed State planning guidance includes new language in
support of these principles which offers States an opportunity, in the
context of the State planning process, to articulate formally demand-
driven goals and strategies tailored to the unique needs of the State.
System Reform and Increased Focus on Training
Workforce training is one of the major areas in which the President
is focusing reform efforts. In April 2004, he challenged the workforce
investment system at the State and local levels to eliminate
unnecessary overhead costs and simplify administration in order to
preserve more resources for training. The system currently spends
approximately 30% of appropriated
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funds each year on infrastructure and ``other'' costs as currently
reported by States as part of their routine reporting under WIA. Some
of these funds are wisely spent, but clearly more can be made available
for training. The President has called for the system to double the
number of individuals trained under WIA. Through WIA reauthorization,
additional reforms in support of these goals are anticipated.
1. The WIA State Plan provides States with a platform to promote
greater efficiencies in the workforce system by articulating
administrative policies for State and local governance processes. The
State has multiple vehicles to increase consolidation and integration
of the infrastructure through policies, required practices, provision
of technical assistance and monitoring. The State also can articulate
its goals for expenditure of resources for training in industries and
occupations critical to the State's economy.
Enhanced Integration Through One-Stop Delivery System
One of the primary expectations of the workforce system under the
WIA statutory framework is a seamless, integrated One-Stop delivery
system. The expectation for an integrated service delivery system
remains firmly embedded as a key principle of a demand-driven workforce
system.
The goal of integration is to ensure that the full spectrum of
community assets is used in the service delivery system to support
human capital solutions for businesses, industry and individual
customers. Different programs fund different types of services and
serve different populations. These unique program features in the
system provide both breadth and depth to the human capital solutions
offered to businesses and industry. However, the assets go beyond
program funding, and without integration of those assets as well, the
system limits its impact and success.
The workforce system has had a vision of integration for over a
decade, supported with the Federal investment in One-Stop Centers in
the mid-1990s and later realized in statute with the passage of WIA.
Despite many efforts, the vision of seamless, integrated service
delivery remains unrealized in many areas. It is still all too common
to visit local areas across the nation and find a One-Stop office
within blocks of a separate ``job service'' or ``affiliate'' office or
a comprehensive One-Stop Center where programs are co-located, but with
little integration. In addition, there is often a lack of consistency
in policy and service delivery across workforce investment areas within
a State, which causes customer confusion and frustration. While there
are real challenges to achieving the vision of integration, it is a
vision that can be realized. Due to strong leadership, creativity, and
hard work at the State and local levels, a number of One-Stop Centers
have overcome turf issues and administrative challenges to offer
integrated service delivery.
Strong State leadership has been identified as one of the key
success factors in achieving integration in One-Stop Centers. The WIA
State planning process offers a unique opportunity for the Governor and
the State workforce investment board to clearly articulate the State's
goals for integration and to help remove any barriers. The Employment
and Training Administration (ETA) is committed to working with States
to support integration efforts.
A New Vision for Serving Youth Most in Need
The Administration is committed to bold, innovative and flexible
initiatives to prepare the most at-risk and neediest youth for jobs in
our changing economy. ETA, in collaboration with the Departments of
Education, Health and Human Services, and Justice, have developed a new
strategic vision to more effectively and efficiently serve out-
of'school youth and those at risk of dropping out of school (Training
and Employment Guidance Notice No. 3-04). Regional Youth Forums were
conducted in the fall of 2004 that brought together State youth leaders
to develop similar partnerships at the State level, and to begin to
develop a common vision and action plan for implementing cross-agency
State approaches for serving the neediest youth.
Out-of-school youth (and those most at risk of dropping out) are an
important part of the new workforce supply pipeline needed by
businesses to fill job vacancies in a knowledge-based economy. WIA-
funded youth programs should connect these youth with quality secondary
and post-secondary educational opportunities and high-growth and other
employment opportunities.
ETA's new vision for serving youth will present challenges for how
State and local WIA programs interact and link with State and local
education and economic development systems. To achieve this vision,
States should consider this new strategic approach and associated goals
across four major areas:
[rtarr21] Alternative Education--Goal: Provide leadership to ensure
that youth served in alternative education programs will receive a high
quality education that adheres to the State standards developed in
response to the No Child Left Behind (NCLB) legislation.
[rtarr21] Demand of Business--Goal: The investment of WIA youth
resources will be demand-driven, assuring that youth obtain the skills
needed by businesses so that they can succeed in the 21st century
economy.
[rtarr21] Neediest Youth--Goal: Investments will be prioritized to
serve youth most in need including out-of-school youth (and those at
risk of dropping out of school), youth in foster care, those aging out
of foster care, youth offenders, children of incarcerated parents,
homeless youth, and migrant and seasonal farmworker youth.
[rtarr21] Improved Performance--Goal: Key initiatives will be
implemented to assure that programs are performance-based and focused
on outcomes.
ETA has developed strategic partnerships at the Federal level with
the Department of Education's Office of Vocational and Adult Education,
the Department of Health and Human Services' Administration for
Children and Families, and the Department of Justice's Office of
Juvenile Justice and Delinquency Prevention. Through the State planning
process, Governors have the opportunity to promote strategic
partnerships across State agencies serving youth to enhance service
delivery and more effectively leverage available resources.
ETA encourages Governors to play a key leadership role in enhancing
intra-State coordination among youth serving agencies and to develop
cross-agency approaches for serving youth. The WIA State planning
process is a vehicle for driving a Statewide youth vision that ensures
that previously marginalized youth become an important pipeline of
workers that helps drive the State's economy.
A Stronger Workforce Information System
As discussed previously, a strong foundation of economic data and
workforce information, along with the ability to analyze the data and
transform it into easily understood intelligence, is one of the keys to
effective strategic planning for a demand-driven workforce investment
system. To achieve that vision, the workforce system needs to move
beyond traditional labor market information strategies and develop a
workforce information system that helps drive both economic development
and workforce investment for the State. In
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their lead role, States need to embrace a wide array of data sources,
new strategies for making it available to customers, and consider
alternative ways to invest and leverage public and private resources to
build the State's workforce information system.
Workforce information is critical not only for driving the
investments of the workforce system, but it is also a fundamental
decision tool for the nation's businesses, students, workers, parents,
guidance counselors, and education institutions. The development of
workforce information is the responsibility broadly of Governors, State
workforce agencies, State agencies designated under WIA as responsible
for labor market information, State economic development agencies, and
local workforce investment boards. A better alignment of information
producers, brokers, and consumers both inside and outside the publicly
funded workforce system must occur.
Effective Utilization of Faith-Based and Community Based Organizations
President Bush signed Executive Order 13198 on January 29, 2001,
with the goal of removing statutory, regulatory, and procedural
barriers that prevent faith-based and community organizations (FBCOs)
from participating in the provision of social services. The Department
of Labor Center for Faith-based and Community Initiatives, created
under the Executive Order, has worked closely with ETA to help increase
the opportunities for FBCOs to partner with the workforce investment
system. As legal and regulatory barriers have been removed, the
Department of Labor has been increasingly focusing on ways to integrate
FBCOs into the WIA system at the local level including:
Expanding the access of faith-based and community
organizations' clients and customers to the training, job and career
services offered by the local One-Stop Centers;
Increasing the number of faith-based and community
organizations serving as committed and active partners in the One-Stop
delivery system.
By integrating the workforce system with the resources available
through these organizations, the capacity of the workforce investment
system to serve those most in need is significantly expanded.
Continuing to promote integration of FBCOs remains a focal point for
the President and the Department of Labor. States are encouraged to
incorporate strategies that include FBCOs into their State Plans.
Increased Use of Flexibility Provisions in WIA
For the workforce system to be successful in promoting business
prosperity and employment opportunities for workers, States must have
the flexibility to design innovative programs based on local need and
labor markets. WIA as it exists today provides significant
opportunities to States to obtain waivers of statutory and regulatory
requirements that may impede achieving the State's workforce goals.
Therefore, one of the key focal points as States move into a new
planning cycle is to encourage States to utilize the full range of
flexibility offered under WIA's waiver and workflex provisions. The
workflex option has not been utilized by States and may offer the
greatest range of opportunity for States. ETA is committed to sharing
the waiver strategies States have utilized to date and providing
technical assistance to States considering requesting waivers. The
State planning guidance is a vehicle for the State to identify waiver
opportunities and to formally request waivers in concert with overall
strategic planning. Waivers may be requested at other times as well.
(Approved waivers are on the DOLETA automated waiver Web site which can
easily be linked to from the http://www.doleta.gov Web site.)
Performance Accountability and Implementation of Common Performance
Measures
Improved performance accountability for customer-focused results is
a central feature of WIA and remains a strategic priority for the
President and the Department of Labor. In an effective accountability
system, a clear link should exist between the State's program design
and the results achieved. The performance information should be
available to and easily understood by all customers, stakeholders, and
operators of the workforce investment system.
To enhance the management of the workforce system and the usability
of performance information, the Department, in collaboration with other
Federal agencies, has developed a set of common performance measures
for federally-funded training and employment programs. The value of
common measures is the ability to describe in a similar manner the core
purposes of the workforce system--did people find jobs; did people stay
employed; and did earnings increase? Standardizing the definitions of
the outcomes across programs simplifies reporting. Coupled with valid
and accurate information, use of common measures provides a greater
ability to compare and manage results.
It is ETA's intent to begin data collection in support of common
measures effective July 1, 2005, for Program Year 2005. This was
recently announced in Training and Employment Guidance Letter 18-04,
``Announcing the soon-to-be-published Proposed Revisions to Existing
Performance Reporting Requirements for the Implementation of Common
Measures for title I of the Workforce Investment Act (WIA), the Wagner-
Peyser Act (Employment Service (ES)/Labor Exchange), the Trade
Adjustment Assistance Reform Act (TAA), and title 38, 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 recordkeeping requirements
in support of common measures in a separate Federal Register Notice.
The common measures are an integral part of ETA's performance
accountability system. ETA will continue to collect from States and
grantees other data on program activities, participants, and outcomes
necessary for program management, including data that support the
existing WIA performance measures, and to convey full and accurate
information on the performance of workforce programs to policymakers
and stakeholders.
Part II. State Planning Instructions
Table of State Plan Contents
Plan Development Process
Plan Submission Requirements
Department of Labor Review and Approval
Negotiated Performance Indicators
Modifications to State Plan
Inquiries
I. State Vision
II. State Workforce Investment Priorities
III. State Governance Structure
A. Organization of State Agencies in Relation to Governor
B. State Workforce Investment Board (WIB)
C. Structure/Process for State Agencies and State Board to
Collaborate and Communicate With Each Other and With the Local
Workforce Investment System
IV. Economic and Labor Market Analysis
V. Overarching State Strategies
VI. Major State Policies and Requirements
VII. Integration of One-Stop Service Delivery
VIII. Administration and Oversight of Local Workforce Investment
System
IX. Service Delivery
A. One-Stop Service Delivery Strategies
B. Workforce Information
C. Adults and Dislocated Workers
D. Rapid Response
E. Youth
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F. Business Services
G. Innovative Service Delivery Strategies
H. Strategies for Faith-based and Community-based Organizations
X. State Administration
XI. Assurances
Attachments
A. ETA Regional Administrators List
B. Program Administration Designees and Plan Signatures
C. Optional Table for State Performance Indicators and Goals
D. Local Planning Guidance for Single Workforce Investment Area
States
Plan Development Process
WIA gives states and local areas a unique opportunity to develop
employment and training systems tailored specifically to state and
local area needs. Since the state plan is only as effective as the
partnerships that operationalize it, it should represent a
collaborative process among state and local elected officials, Boards
and partners (including economic development, education and private
sector partners) to create a shared understanding of the state's
workforce investments needs, a shared vision of how the workforce
investment system can be designed to meet those needs, and agreement on
the key strategies to attain this vision. This type of collaborative
planning at all stages--from the initial planning discussions through
drafting the state plan document--will enable the state plan to both
drive local system improvements and allow room for strategies tailored
to local needs. Plan development must also include an opportunity for
stakeholder and public review and comment.
Describe, in one page or less, the process for developing the state
plan.
1. Include (a) a discussion of the involvement of the Governor and
the State Board in the development of the plan, and (b) a description
of the manner in which the State Board collaborated with economic
development, education, the business community and other interested
parties in the development of the state plan. (Sec. 112(b)(1).)
2. Include a description of the process the State used to make the
Plan available to the public and the outcome of the State's review of
the resulting public comments. (Sec. Sec. 111(g), 112(b)(9).)
Plan Submission Requirements
WIA state plans must have an original signature of the Governor,
and the name of the Governor must be typed below the signature. The due
date for submission 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 state plans in an electronic, hard
copy, or CD-ROM format. The Department of Labor is encouraging states
to submit state plans in electronic format to reduce the reporting and
processing burden and to ensure timely receipt by the Department. The
designated Federal Coordinator for the review and approval process is
Christine Kulick, e-mail: kulick.christine@dol.gov; phone: (202) 693-
3045.
Options for Submission
Electronic Submission. States can submit a state plan
electronically either by posting it on an Internet Web site that is
accessible to the Department or by transmitting it through electronic
mail to the Department.
Posting State Plans on an Internet Web Site. Under this option, a
state need only post its state plan on an Internet Web site; inform the
Federal Coordinator and the appropriate ETA Regional Administrator (as
listed in Attachment A) through electronic mail of the URL and the
location of the document on the Web site; provide contact information
in the event of problems with accessing the Web site; and certify that
no changes will be made to the version of the state plan posted on the
Web site after it has been submitted to the Department, unless the
Department grants prior approval for such changes.
Transmitting State Plans by Electronic Mail. States submitting
their Plan by electronic mail should send it to WIA.PLAN@DOL.GOV with a
copy sent to the appropriate ETA Regional Administrator (as listed in
Attachment A).
Other Considerations When Using Electronic Submission. State plan
certifications with electronic signatures are acceptable. If a state
chooses not to use an electronic signature, then the signature page
must be submitted in hard copy. If a state chooses to submit its State
plan by transmitting it through electronic mail, the state must submit
it in Microsoft Word or PDF format.
Hard Copy or CD-ROM Submission. States choosing to submit a hard
copy should submit one copy of the plan (with an original signature) to
the appropriate ETA Regional Administrator, as listed in Attachment A,
and one copy to Christine Kulick, the Federal Coordinator for Plan
Review and Approval.
States submitting a state plan on CD-ROM should submit one copy of
the plan to Christine Kulick, the Federal Coordinator for Plan Review
and Approval, and one copy to the appropriate ETA Regional
Administrator (as listed in Attachment A). If the state plan on the CD-
ROM does not include the signature of the Governor on the signature
page, the state must submit separately an electronic signature or a
signature page in hard copy. Plans submitted on a CD-ROM must be in
Microsoft Word or PDF format.
Any state submitting its plan in hard copy, or on a CD-ROM, should
send it to the following address, with a copy to the Regional
Administrator: Division of One-Stop Operations, Employment and Training
Administration, U.S. Department of Labor, 200 Constitution Ave., NW.,
Room S-4231, Washington, DC 20210, Attn: Ms. Christine Kulick.
The Federal Coordinator will confirm receipt of the state plan
within two workdays of receipt and indicate the date for the start of
the review period. When a state submits an incomplete state plan, the
period for review will not start until all required components of the
state plan have been received.
Department of Labor Review and Approval
State plans will be reviewed in accordance with 20 CFR 661.220(e),
which provides that the Secretary must approve all state plans within
90 days of their submission, unless the Secretary determines in writing
that: (1) The state plan is inconsistent with the provisions of title I
of WIA or the WIA regulations, including 29 CFR part 37; or (2) the
portion of the state plan impacting the Wagner-Peyser Act plan does not
satisfy the criteria for approval in section 8(d) of the Wagner-Peyser
Act or the Wagner-Peyser Act regulations at 20 CFR part 652. However,
for state plans that are submitted by the due date of May 31, 2005, for
the two-year planning period, July 1, 2005 through June 30, 2007, the
Department of Labor is committed to completing its review of the plan
within 30 days.
The appropriate Regional Administrator will advise the state by
letter, as soon as possible, that the state plan is approved or
disapproved. If the state plan is not approved, the Regional
Administrator will clearly indicate the reasons for disapproval and
specify what additional information is required or what action needs to
be taken for the state plan to be approved.
Negotiated Performance Indicators
WIA allows considerable flexibility in system design and service
delivery, in exchange for both accountability for a key set of outcomes
and improving those outcomes over time. To
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accomplish this, the Secretary of Labor and the Governor of each State
must reach agreement on the State's negotiated performance levels for
the core indicators of performance, and for customer satisfaction
indicators of employers' and participants' satisfaction. These levels
of performance become the basis for sanctions for failed performance
and, with additional performance levels under Adult Education and
Vocational Education, the basis for incentive grants.
At a minimum, the state plan should include proposed performance
goals each of the performance indicators for the two program years
covered by the Plan for all programs covered in the plan (including
Wagner-Peyser). While the state plan is under review, the ETA Regional
Administrator and the state will discuss the performance levels, and
negotiate on them as appropriate. The Department expects states to
enter into preliminary discussions with the local boards and the ETA
Regional Administrators before submitting the state plan. States are
expected to come to the negotiating table with support from their local
boards for the proposed performance goals. Entering into preliminary
discussions prior to plan submission will maximize the time available
to States, local areas, and the Department to develop a shared set of
goals. ETA Regional Administrators will coordinate with other
Department of Labor program administrators, including the Veterans'
Employment and Training Service (VETS) Regional Administrators, to
assure comprehensive Departmental participation. The Department will
provide additional guidance regarding the negotiation process at a
later date.
Modifications to State Plans
Modifications may be needed in any number of areas to keep the
state plan a viable, living document over its two-year life. WIA
regulations permit states to modify their plan at any time and 20 CFR
652.212 and 661.230 outline the circumstances under which modifications
must be submitted. Modifications are required when:
(1) Changes in Federal or State law or policy substantially change
the assumptions upon which the plan is based.
(2) There are changes in the Statewide vision, strategies,
policies, performance indicators, the methodology used to determine
local allocation of funds, reorganizations which change the working
relationship with system employees, changes in organizational
responsibilities, changes to the membership structure of the State
Board or alternative entity and similar substantial changes to the
State's workforce investment system.
(3) The State has failed to meet performance goals, and must adjust
service strategies.
The regulations, at 20 CFR 652.212, which relate to the Wagner-
Peyser Act portions of the plan, also require modifications when there
is any reorganization of the State agency designated to deliver
services under the Wagner-Peyser Act, any change in service delivery
strategy, any change in levels of performance when performance goals
are not met, or any change in services delivered by State merit-staff
employees.
In general, it is substantial changes to the Strategic Five-Year
Plan that require a modification under the regulations, i.e., any
change that significantly impacts the operation of the state's
workforce investment system.
Modifications to the state plan are subject to the same public
review and comment requirements that apply to the development of the
original state plan. States should direct any questions about the need
to submit a plan modification to the appropriate ETA Regional
Administrator (as listed in Attachment A).
Inquiries
General inquiries about the State Planning Instructions may be
directed to Christine Kulick, the Federal Coordinator for Plan Review
and Approval. She may be contacted by e-mail at
kulick.christine@dol.gov or by phone at (202) 693-3045. Inquiries about
specific State issues should be directed to the appropriate ETA
Regional Administrator (as listed in Attachment A).
State Vision
Describe the Governor's vision for a Statewide workforce investment
system. Provide a summary articulating the Governor's vision for
utilizing the resources of the workforce system in support of the
State's economic development that address the issues and questions
below. States are encouraged to attach more detailed documents to
expand upon any aspect of the summary response if available. (Sec.
112(a) and (b)(4)(A-C).)
A. What are the State's economic development goals for attracting,
retaining and growing business and industry within the State? (Sec.
112(a) and (b)(4)(A-C).)
B. Given that a skilled workforce is a key to the economic success
of every business, what is the Governor's vision for maximizing and
leveraging the broad array of Federal and State resources available for
workforce investment flowing through the State's cabinet agencies and/
or education agencies in order to ensure a skilled workforce for the
State's business and industry? (Sec. 112(a) and (b)(4)(A-C).)
C. Given the continuously changing skill needs that business and
industry have as a result of innovation and new technology, what is the
Governor's vision for ensuring a continuum of education and training
opportunities that support a skilled workforce? (Sec. 112(a) and
(b)(4)(A-C).)
D. What is the Governor's vision for bringing together the key
players in workforce development including business and industry,
economic development, education, and the workforce system to
continuously identify the workforce challenges facing the State and to
develop innovative strategies and solutions that effectively leverage
resources to address those challenges? (Sec. 112(b)(10).)
E. What is the Governor's vision for ensuring that every youth has
the opportunity for developing and achieving career goals through
education 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, youth offenders, children
of incarcerated parents, migrant and seasonal farmworker youth, and
other youth at risk? (Sec. 112(b)(18)(A.)
II. State Workforce Investment Priorities
Identify the Governor's key workforce investment priorities for the
State's workforce system and how each will lead to actualizing the
Governor's vision for workforce and economic development. (Sec. Sec.
111(d)(2) and 112(a).)
III. State Governance Structure (Sec. 112(b)(8)(A))
A. Organization of State Agencies in Relation to the Governor
1. Provide an organizational chart that delineates the relationship
to the Governor of the agencies involved in the public workforce
investment system, including education and economic development and the
required and optional One-Stop partner programs managed by each agency.
2. In a narrative describe how the agencies involved in the public
workforce investment system interrelate on workforce and economic
development issues and the respective lines of authority.
[[Page 19212]]
B. State Workforce Investment Board (Sec. 112(b)(1))
1. Describe the organization and structure of the State Board.
(Sec. 111).)
2. Identify the organizations or entities represented on the State
Board. If you are using an alternative entity which does not contain
all the members required under section 111(b)(1), describe how each of
the entities required under this section will be involved in planning
and implementing the State's workforce investment system as envisioned
in WIA. How is the alternative entity achieving the State's WIA goals?
(Sec. 111(a-c), 111(e), and 112(b)(1).)
3. Describe the process your State used to identify your State
board members. How did you select board members, including business
representatives, who have optimum policy-making authority and who
represent diverse regions of the State as required under WIA? (20 CFR
661.200).)
4. Describe how the board's membership enables you to achieve your
vision described above. (Sec. Sec. 111(a-c) and 112(b)(1).)
5. Describe how the Board carries out its functions as required in
Sec. 111(d) and 20 CFR 661.205. Include functions the Board has
assumed that are in addition to those required. Identify any functions
required in Sec. 111(d) the Board does not perform and explain why.
6. How will the State board ensure that the public (including
people with disabilities) has access to board meetings and information
regarding State board activities, including membership and meeting
minutes? (20 CFR 661.205.)
7. Identify the circumstances which constitute a conflict of
interest for any State or local workforce investment board member or
the entity that s/he represents, and any matter that would provide a
financial benefit to that member or his or her immediate family.
(Sec. Sec. 111(f), 112(b)(13), and 117(g).)
8. What resources does the State provide the board to carry out its
functions, i.e., staff, funding, etc.?
C. Structure/Process for State Agencies and State Board To Collaborate
and Communicate With Each Other and With the Local Workforce Investment
System (Sec. 112(b)(8)(A))
1. Describe the steps the State will take to improve operational
collaboration of the workforce investment activities and other related
activities and programs outlined in section 112(b)(8)(A), at both the
State and local level (e.g., joint activities, memoranda of
understanding, planned mergers, coordinated policies, etc.). How will
the State board and agencies eliminate any existing State-level
barriers to coordination? (Sec. Sec. 111(d)(2) and 112(b)(8)(A).)
2. Describe the lines of communication established by the Governor
to ensure open and effective sharing of information among the State
agencies responsible for implementing the vision for the workforce
system and between the State agencies and the State workforce
investment board.
3. Describe the lines of communication and mechanisms established
by the Governor to ensure timely and effective sharing of information
between the State agencies/State Board and local workforce investment
areas and local Boards. Include types of regularly issued guidance and
how Federal guidance is disseminated to local Boards and One-Stop
Career Centers. (Sec. 112(b)(1).)
4. Describe any cross-cutting organizations or bodies at the State
level designed to guide and inform an integrated vision for serving
youth in the State within the context of workforce investment, social
services, juvenile justice, and education. Describe the membership of
such bodies and the functions and responsibilities in establishing
priorities and services for youth. How is the State promoting a
collaborative cross-agency approach for both policy development and
service delivery at the local level for youth? (Sec. 112(b)(18)(A).)
IV. Economic and Labor Market Analysis (Sec. 112(b)(4))
As a foundation for this strategic plan and to inform the strategic
investments and strategies that flow from this plan, provide a detailed
analysis of the State's economy, the labor pool, and the labor market
context. Elements of the analysis should include the following:
A. What is the current makeup of the State's economic base by
industry?
B. What industries and occupations are projected to grow and/or
decline in the short term and over the next decade?
C. In what industries and occupations is there a demand for skilled
workers and available jobs, both today and projected over the next
decade? In what numbers?
D. What jobs/occupations are most critical to the State's economy?
E. What are the skill needs for the available, critical and
projected jobs?
F. What are the current and projected demographics of the available
labor pool (including the incumbent workforce) both now and over the
next decade?
G. Is the State experiencing any ``in migration'' or ``out
migration'' of workers that impact the labor pool?
H. Based on an analysis of both the projected demand for skills and
the available and projected labor pool, what skill gaps is the State
experiencing today and what skill gaps are projected over the next
decade?
I. Based on an analysis of the economy and the labor market, what
workforce development issues has the State identified?
J. What workforce development issues has the State prioritized as
being most critical to its economic health and growth?
V. Overarching State Strategies
A. Identify how the State will use WIA title I funds to leverage
other Federal, State, local, and private resources in order to maximize
the effectiveness of such resources and to expand the participation of
business, employees, and individuals in the Statewide workforce
investment system? (Sec. 112(b)(10).)
B. What strategies are in place to address the national strategic
direction discussed in part I of this guidance, the Governor's
priorities, and the workforce development issues identified through the
analysis of the State's economy and labor market? (Sec. 112(b)(4)(D),
112(a).)
C. Based on the State's economic and labor market analysis, what
strategies has the State implemented or plans to implement to target
industries and occupations within the State that are high growth, high
demand, and vital to the State's economy? (Sec. 112(a), 112(b)(4)(A).)
The State may want to consider:
1. Industries projected to add a substantial number of new jobs to
the economy; or
2. Industries that have a significant impact on the overall
economy; or
3. Industries that impact the growth of other industries; or
4. Industries that are being transformed by technology and
innovation that require new skill sets for workers; or
5. Industries that new and emerging and are expected to grow.
D. What strategies are in place to promote and develop ongoing and
sustained strategic partnerships that include business and industry,
economic development, the workforce system, and education partners (K-
12, community colleges and others) for the purpose of continuously
identifying workforce challenges and developing solutions to targeted
industries' workforce challenges? (Sec. 112(b)(8).)
[[Page 19213]]
E. What State strategies are in place to ensure that sufficient
system resources are being spent to support training of individuals in
high growth/high demand industries? (Sec. 112(b)(17)(A)(i), and
112(b)(4)(A).)
F. What workforce strategies does the State have to support the
creation, sustainability, and growth of small businesses and support
for the workforce needs of small businesses as part of the State's
economic strategy? (Sec. Sec. 112(b)(4)(A) and 112(b)(17)(A)(i).)
G. How are the funds reserved for Statewide activities used to
incent the entities that make up the State's workforce system at the
State and local levels to achieve the Governor's vision and address the
national strategic direction identified in part I of this guidance?
(Sec. 112(a).)
H. Describe the State's strategies to promote collaboration between
the workforce system, education, human services, juvenile justice, and
other systems to better serve youth that are most in need and have
significant barriers to employment, and to successfully connect them to
education and training opportunities that lead to successful
employment. (Sec. 112(b)(18)(A).)
I. Describe the State's strategies to identify State laws,
regulations, policies that impede successful achievement of workforce
development goals and strategies to change or modify them. (Sec.
112(b)(2).)
J. Describe how the State will take advantage of the flexibility
provisions in WIA for waivers and the option to obtain approval as a
workflex State pursuant to Sec. 189(i) and Sec. 192.
VI. Major State Policies and Requirements
Describe major State policies and requirements that have been
established to direct and support the development of a Statewide
workforce investment system not described elsewhere in this Plan as
outlined below. (Sec. 112(b)(2).)
A. What State policies and systems are in place or planned to
support common data collection and reporting processes, information
management, integrated service delivery, and performance management?
(Sec. Sec. 111(d)(2) and 112(b)(8)(B).)
B. What State policies are in place that promote efficient use of
administrative resources such as requiring more co-location and fewer
affiliate sites in local One-Stop systems to eliminate duplicative
facility and operational costs or requiring a single administrative
structure at the local level to support local boards and to be the
fiscal agent for WIA funds to avoid duplicative administrative costs
that could otherwise be used for service delivery and training? The
State may include administrative cost controls, plans, reductions, and
targets for reductions if it has established them. (Sec. Sec.
111(d)(2) and 112(b)(8)(A).)
C. What State policies are in place to promote universal access and
consistency of service Statewide? (Sec. 112(b)(2).)
D. What policies support a demand-driven approach, as described in
Part I. ``Demand-driven Workforce Investment System'', to workforce
development--such as training on the economy and labor market data for
local Board and One-Stop Career Center staff? (Sec. Sec. 112(b)(4) and
112(b)(17)(A)(iv).)
E. What policies are in place to ensure that the resources
available through the Federal and/or State apprenticeship programs and
the Job Corps are fully integrated with the State's One-Stop delivery
system? (Sec. 112)(b)(17)(A)(iv).)
VII. Integration of One-Stop Service Delivery
Describe the actions the State has taken to ensure an integrated
One-Stop service delivery system Statewide. (Sec. Sec. 112(b)(14) and
121).)
A. What State policies and procedures are in place to ensure the
quality of service delivery through One-Stop Centers such as
development of minimum guidelines for operating comprehensive One-Stop
Centers, competencies for One-Stop Career Center staff or development
of a certification process for One-Stop Centers? (Sec. 112(b)(14).)
B. What policies or guidance has the State issued to support
maximum integration of service delivery through the One-Stop delivery
system for both business customers and individual customers? (Sec.
112(b)(14).)
C. What actions has the State taken to promote identifying One-Stop
infrastructure costs and developing models or strategies for local use
that support integration? (Sec. 112(b)(14).)
D. How does the State use the funds reserved for Statewide
activities pursuant to Sec. Sec. 129(b)(2)(B) and 134(a)(2)(B)(v) to
assist in the establishment and operation of One-Stop delivery systems?
(Sec. 112(b)(14).)
E. How does the State ensure the full array of services and staff
in the One-Stop delivery system support human capital solutions for
businesses and individual customers broadly? (Sec. 112(b)(14).)
VIII. Administration and Oversight of Local Workforce Investment System
A. Local Area Designations:
1. Identify the State's designated local workforce investment areas
and the date of the most recent area designation, including whether the
State is currently re-designating local areas pursuant to the end of
the subsequent designation period for areas designated in the previous
State Plan. (Sec. 112(b)(5).)
2. Include a description of the process used to designate such
areas. Describe how the State considered the extent to which such local
areas are consistent with labor market areas: geographic areas served
by local and intermediate education agencies, post-secondary education
institutions and area vocational schools; and all other criteria
identified in section 116(a)(1) in establishing area boundaries, to
assure coordinated planning. Describe the State Board's role, including
all recommendations made on local designation requests pursuant to
section 116(a)(4). (Sec. Sec. 112(b)(5) and 116(a)(1).)
3. Describe the appeals process used by the State to hear appeals
of local area designations referred to in Sec. 112(b)(5) and Sec.
116(a)(5).
B. Local Workforce Investment Boards--Identify the criteria the
State has established to be used by the chief elected official(s) in
the local areas for the appointment of local board members based on the
requirements of section 117. (Sec. Sec. 112(b)(6), 117(b).)
C. How will your State build the capacity of Local Boards to
develop and manage high performing local workforce investment system?
(Sec. Sec. 111(d)(2) and 112(b)(14).)
D. Local Planning Process--Describe the State mandated requirements
for local workforce areas' strategic planning. What assistance does the
State provide to local areas to facilitate this process, (112(b)(2) and
20 CFR 661.350(a)(13).) including:
1. What oversight of the local planning process is provided,
including receipt and review of plans and negotiation of performance
agreements? and
2. How does the local plan approval process ensure that local plans
are consistent with State performance goals and State strategic
direction?
E. Regional Planning (Sec. Sec. 112(b)(2), 116(c)).
1. Describe any intra-State or inter-State regions and their
corresponding performance measures.
2. Include a discussion of the purpose of these designations and
the activities (such as regional planning, information sharing and/or
coordination activities) that will occur to help improve performance.
For example, regional planning efforts could result in the sharing of
labor market information or
[[Page 19214]]
in the coordination of transportation and support services across the
boundaries of local areas.
3. For inter-State regions (if applicable), describe the roles of
the respective Governors and State and local Boards.
F. Allocation Formulas (112(b)(12)).
1. If applicable, describe the methods and factors (including
weights assigned to each factor) your State will use to distribute
funds to local areas for the 30% discretionary formula adult employment
and training funds and youth funds pursuant to Sec. Sec. 128(b)(3)(B)
and 133(b)(3)(B).
2. Describe how the allocation methods and factors help ensure that
funds are distributed equitably throughout the State and that there
will be no significant shifts in funding levels to a local area on a
year-to-year basis.
3. Describe the State's allocation formula for dislocated worker
funds under Sec. 133(b)(2)(B).
4. Describe how the individuals and entities on the State board
were involved in the development of the methods and factors, and how
the State consulted with chief elected officials in local areas
throughout the State in determining such distribution.
G. Provider Selection Policies (Sec. Sec. 112(b)(17)(A)(iii), 122,
134(d)(2)(F)).
1. Identify the policies and procedures, to be applied by local
areas, for determining eligibility of local level training providers,
how performance information will be used to determine continuing
eligibility and the agency responsible for carrying out these
activities.
2. Describe how the State solicited recommendations from local
boards and training providers and interested members of the public,
including representatives of business and labor organizations, in the
development of these policies and procedures.
3. Describe how the State will update and expand the State's
eligible training provider list to ensure it has the most current list
of providers to meet the training needs of customers?
4. Describe the procedures the Governor has established for
providers of training services to appeal a denial of eligibility by the
local board or the designated State agency, a termination of
eligibility or other action by the board or agency, or a denial of
eligibility by a One-Stop operator. Such procedures must include the
opportunity for a hearing and time limits to ensure prompt resolution.
5. Describe the competitive and non-competitive processes that will
be used at the State level to award grants and contracts for activities
under title I of WIA, including how potential bidders are being made
aware of the availability of grants and contracts. (Sec. 112(b)(16).)
6. Identify the criteria to be used by local boards in awarding
grants for youth activities, including criteria that the Governor and
local boards will use to identify effective and ineffective youth
activities and providers of such activities. (Sec. 112(b)(18)(B).)
H. One-Stop Policies (Sec. 112(D)(14)).
1. Describe how the services provided by each of the required and
optional One-Stop partners will be coordinated and made available
through the One-Stop system. Include how the State will consolidate
Wagner-Peyser Act funds to avoid duplication of core services. (Sec.
112(b)(8)(A).)
2. Describe how the State helps local areas identify areas needing
improvement and how technical assistance will be provided.
3. Identify any additional State mandated One-Stop partners (such
as TANF or Food Stamp Employment and Training) and how their programs
and services are integrated into the One-Stop Career Centers.
I. Oversight/Monitoring Process--Describe the monitoring and
oversight criteria and procedures the State utilizes to move the system
toward the State's vision and achieve the goals identified above, such
as the use of mystery shoppers, performance agreements. (Sec.
112(b)(14).)
J. Grievance Procedures.--Attach a copy of the State's grievance
procedures for participants and other affected parties (including
service providers.) (Sec. 122(g) and 181(cc).)
K. Describe the following State policies or procedures that have
been developed to facilitate effective local workforce investment
systems (Sec. Sec. 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 impasse situations at the local level in
developing memoranda of understanding (MOUs) to ensure full
participation of all required partners in the One-Stop delivery system;
3. Criteria by which the State will determine if local Boards can
run programs in-house;
4. Performance information that on-the-job training and customized
training providers must provide;
5. Reallocation policies;
6. State policies for approving local requests for authority to
transfer funds (not to exceed 20%) between the Adult and Dislocated
Worker funding streams at the local level;
7. Policies related to displaced homemakers, nontraditional
training for low-income individuals, older workers, low-income
individuals, disabled individuals and others with multiple barriers to
employment and training;
8. If you did not delegate this responsibility to local boards,
provide your State's definition regarding the sixth youth eligibility
criterion at section 101(13)(C)(iv) (``an individual who requires
additional assistance to complete an educational program, or to secure
and hold employment''). (Sec. Sec. 112(b)(18)(A) and 20 CFR 664.210).)
IX. Service Delivery
Describe the approaches the State will use to provide direction and
support to local Boards and the One-Stop Career Center delivery system
on the strategic priorities to guide investments, structure business
engagement, and inform service delivery approaches for all customers.
(Sec. Sec. 112(b)(17)(A) Activities could include:
A. One-Stop Service Delivery Strategies (Sec. Sec. 112(b)(2) and
111(d)(2))
1. How will the services provided by each of the required and
optional One-Stop partners be coordinated and made available through
the One-Stop system? (Sec. 112(b)(8)(A).)
2. How are youth formula programs funded under Sec. 128(b)(2)(A)
integrated in the One-Stop system?
3. What minimum service delivery requirements does the State
mandate in a comprehensive One-Stop Center or an affiliate site?
4. What tools and products has the State developed to support
service delivery in all One-Stop Centers Statewide?
5. What models/templates/approaches does the State recommend and/or
mandate 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 common individual assessment
process utilized in every One-Stop Center? Are all One-Stop Centers
required to have a resource center that is open to anyone?
B. Workforce Information
A fundamental component of a demand-driven workforce investment
system is the integration and application of the best available State
and local workforce information including, but not limited to, economic
data, labor market information, census data, private sources of
workforce information produced by trade associations and others,
educational data, job vacancy surveys, transactional data from job
boards, and information obtained directly from businesses.
[[Page 19215]]
(Sec. Sec. 111(d)(8), 112(b)(1), and 134(d)(2)(E).)
1. Describe how the State will integrate workforce information into
its planning and decision making at the State and local level,
including State and local Boards, One-Stop operations, and case manager
guidance.
2. Describe the approach the State will use to disseminate accurate
and timely workforce information to businesses, job seekers, and
employment counselors, in easy to use formats that are readily
accessible within One-Stop Career Centers and at remote locations such
as libraries, schools, worksites, and at home.
3. Describe how the State's Workforce Information Core Products and
Services Plan is aligned with the WIA State Plan to ensure that the
investments in core products and services support the State's overall
strategic direction for workforce investment.
4. Describe how State workforce information products and tools are
coordinated with the national electronic workforce information tools
including America's Career Information Network and Career Voyages.
C. Adults and Dislocated Workers
1. Core Services. Sec. 112(b)(17)(a)(i).
a. Describe state strategies and policies to ensure adults and
dislocated workers have universal access to the minimum required core
services as described in Sec. 134(d)(2).
b. Describe how the state will ensure the three-tiered service
delivery strategy for labor exchange services for job seekers and
employers authorized by the Wagner-Peyser Act includes: (1) Self-
service, (2) facilitated self-help service, and (3) staff-assisted
service, and is accessible and available to all customers at the local
level.
c. Describe how the state will integrate resources provided under
the Wagner-Peyser Act and WIA title I for adults and dislocated workers
as well as resources provided by required One-Stop partner programs, to
deliver core services.
2. Intensive Services. (Sec. 112(b)(17)(a)(i).) Describe State
strategies and policies to ensure adults and dislocated workers who
meet the criteria in Sec. 134(d)(3)(A) receive intensive services as
defined.
3. Training Services. (Sec. 112(b)(17)(A)(i).)
a. Describe the Governor's vision for increasing training access
and opportunities for individuals including the investment of WIA title
I funds and the leveraging of other funds and resources.
b. Individual Training Accounts:
i. What policy direction has the State provided for ITAs?
ii. Describe innovative training strategies used by the State to
fill skills gaps. Include in the discussion the State's effort leverage
additional resources to maximize the use of ITAs through partnerships
with business, education (in particular, community and technical
colleges), economic development agencies, and industry associations and
how business and industry involvement is used to drive this strategy.
iii. Discuss the State's plan for committing all or part of WIA
title I funds to training opportunities in high-growth, high-demand,
and economically vital occupations.
iv. Describe the State's policy for limiting ITAs (e.g., dollar
amount or duration).
v. Describe the State's current or planned use of WIA title I funds
for the provision of training through apprenticeship.
vi. Identify State policies developed in response to changes to WIA
regulations that permit the use of WIA title I financial assistance to
employ or train participants in religious activities when the
assistance is provided indirectly) such as through an ITA. (Note that
the Department of Labor provides Web access to the equal treatment
regulations and other guidance for the workforce investment system and
faith-based and community organizations at http://www.dol.gov/cfbci/legalguidance.htm.
)
c. Eligible Training Provider List. Describe the State's process
for providing broad customer access to the statewide list of eligible
training providers and their performance information including at every
One-Stop Career Center. (Sec. 112(b)(17)(A)(iii).)
d. On-the-Job (OJT) and Customized Training (Sec. Sec.
112(b)(17)(A)(i) and 134(b)). Based on the outline below, describe the
State's major directions, policies and requirements related to OJT and
customized training.
i. Describe the Governor's vision for increasing training
opportunities to individuals through the specific delivery vehicles of
OJT and customized training.
ii. Describe how the State:
Identifies OJT and customized training opportunities;
Markets OJT and customized training as an incentive to
untapped employer pools including new business to the State, employer
groups;
Partners with high-growth, high-demand industries and
economically vital industries to develop potential OJT and customized
training strategies;
Taps business partners to help drive the demand-driven
strategy through joint planning, competency and curriculum development;
and determining appropriate lengths of training, and
Leverages other resources through education, economic
development and industry associations to support OJT and customized
training ventures.
4. Service to Specific Populations. (Sec. 112(b)(17)(A)(iv).)
a. Describe the State's strategies to ensure that the full range of
employment and training programs and services delivered through the
State's One-Stop delivery system are accessible to and will meet the
needs of dislocated workers, displaced homemakers, low-income
individuals migrant and seasonal farmworkers, women, minorities,
individuals training for non-traditional employment, veterans, public
assistance recipients and individuals with multiple barriers to
employment (including older individuals, people with limited English-
speaking proficiency, and people with disabilities.)
b. Describe the reemployment services you will provide to
unemployment insurance claimants and the Worker Profiling services
provided to claimants identified as most likely to exhaust their
unemployment insurance benefits in accordance with section 3(c)(3) of
the Wagner-Peyser Act.
c. Describe how the State administers the unemployment insurance
work test and how feedback requirements (under Sec. 7(a)(3)(F) of the
Wagner-Peyser Act) for all UI claimants are met.
d. Describe the State's strategy for integrating and aligning
services to dislocated workers provided through the WIA rapid response,
WIA dislocated worker, and Trade Adjustment Assistance (TAA) programs.
Does the State have a policy supporting co-enrollment for WIA and TAA?
e. How is the State's workforce investment system working
collaboratively with business and industry and the education community
to develop strategies to overcome barriers to skill achievement and
employment experienced by the populations listed in paragraph (a.)
above and to ensure they are being identified as a critical pipeline of
workers?
f. Describe how the State will ensure that the full array of One-
Stop services are available to individuals with disabilities and that
the services are fully accessible?
g. Describe the role LVER/DVOP staff have in the One-Stop Delivery
System. How will the State ensure adherence to
[[Page 19216]]
the legislative requirements for veterans' staff? How will services
under this Plan take into consideration the agreement reached between
the Secretary and the State regarding veterans' employment programs?
(Sec. Sec. 112(b)(7), 112 (b)(17)((B); 322, 38 U.S.C. chapter 41; and
20 CFR 1001.120).)
h. Department of Labor regulations at 29 CFR 37, require all
recipients of Federal financial assistance from DOL to provide
meaningful access to limited English proficient (LEP) persons. Federal
financial assistance includes grants, training, equipment usage,
donations of surplus property, and other assistance. Sub-recipients are
also covered when Federal DOL funds are passed through from one
recipient to a sub-recipient. Describe how the State will ensure access
to services through the State's One-Stop delivery system by persons
with limited English proficiency and how the State will meet the
requirements of ETA Training and Employment Guidance Letter (TEGL) 26-
02 (May 29, 2003), which provides guidance on methods of complying with
the Federal rule.
i. Describe the State's strategies to enhance and integrate service
delivery through the One-Stop delivery system for migrant and seasonal
farm workers and agricultural employers. How will the State ensure that
migrant and seasonal farm workers have equal access to employment
opportunities through the State's One-Stop delivery system? Include the
following:
The number of Migrant and Seasonal Farmworkers (MSFWs) the
State anticipates reaching annually through outreach to increase their
ability to access core, intensive, and training services in the One-
Stop Career Center System.
5. Priority of Service.
a. What procedures and criteria are in place under 20 CFR 663.600
for the Governor and appropriate local boards to direct One-Stop
operators to give priority of service to public assistance recipients
and other low-income individuals for intensive and training services if
funds allocated to a local area for adult employment and training
activities are determined to be limited? (Sec. Sec. 112(b)(17)(A)(iv)
and 134(d)(4)(E).)
b. What policies and strategies does the State have in place to
ensure that, pursuant to the Jobs for Veterans Act (Pub. L. 107-288)
(38 U.S.C. 4215), that priority of service is provided to veterans (and
certain spouses) who otherwise meet the eligibility requirements for
all employment and training 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 provides Rapid Response services with the
funds reserved under section 133(a)(2).
1. Identify the entity responsible for providing Rapid Response
services. Describe how Rapid Response activities involve local boards
and Chief Elected Officials. If Rapid Response activities are shared
between the State and local areas, describe the functions of each and
how funds are allocated to the local areas.
2. Describe the process involved in carrying out Rapid Response
activities.
a. What methods are involved in receiving notice of impending
layoffs (include WARN Act notice as well as other sources)?
b. What efforts does the Rapid Response team make to ensure that
rapid response services are provided, whenever possible, prior to
layoff date, onsite at the company, and on company time?
c. What services are included in Rapid Response activities? Does
the Rapid Response team provide workshops or other activities in
addition to general informational services to affected workers? How do
you determine what services will be provided for a particular layoff
(including layoffs that may be trade-affected)?
3. How does the State ensure a seamless transition between Rapid
Response services and One-Stop activities for affected workers?
4. Describe how Rapid Response functions as a business service.
Include whether Rapid Response partners with economic development
agencies to connect employees from companies undergoing layoffs to
similar companies that are growing and need skilled workers? How does
Rapid Response promote the full range of services available to help
companies in all stages of the economic cycle, not just those available
during layoffs. How does the State promote Rapid Response as a
positive, proactive, business-friendly service, not only a negative,
reactive service?
5. What other partnerships does Rapid Response engage in to expand
the range and quality of services available to companies and affected
workers and to develop an effective early layoff warning network?
6. What systems does the Rapid Response team use to track its
activities? Does the State have a comprehensive, integrated Management
Information System that includes Rapid Response, Trade Act programs,
National Emergency Grants, and One-Stop activities?
7. Are Rapid Response funds used for other activities not described
above; e.g., the provision of additional assistance to local areas that
experience increased workers or unemployed individuals due to
dislocation events?
E. Youth
ETA's strategic vision identifies youth most in need, such as out
of school youth and those at risk, youth in foster care, youth aging
out of foster care, youth offenders, children of incarcerated parents,
homeless youth, and migrant and seasonal farmworker youth as those most
in need of service. State programs and services should take a
comprehensive approach to serving these youth, including basic skills
remediation, helping youth stay in or return to school, employment,
internships, help with attaining a high school diploma or GED, post-
secondary vocational training, apprenticeships and enrollment in
community and four-year colleges. (Sec. 112(b)(18).)
1. Describe your State's strategy for providing comprehensive,
integrated services to eligible youth, including those most in need as
described above. Include any State requirements and activities to
assist youth who have special needs or barriers to employment,
including those who are pregnant, parenting, or have disabilities.
Include how the State will coordinate across State agencies responsible
for workforce investment, foster care, education, human services,
juvenile justice, and other relevant resources as part of the strategy.
(Sec. 112(b)(18).)
2. Describe how coordination with Job Corps and other youth
programs will occur. (Sec. 112(b)(18)(C).)
3. How does the State plan to utilize the funds reserved for
Statewide activities to support the State's vision for serving youth?
Examples of activities that would be appropriate investments of these
funds include:
a. Utilizing the funds to promote cross agency collaboration;
b. Demonstration of cross-cutting models of service delivery;
c. Development of new models of alternative education leading to
employment; or
d. Development of demand-driven models with business and industry
working collaboratively with the workforce investment system and
education partners to develop strategies for bringing these youth
successfully into the workforce pipeline with the right skills.
[[Page 19217]]
e. Describe how your State will, in general, meet the Act's
provisions regarding youth program design. (Sec. Sec. 112(b)(18) and
129(c).)
F. Business Services (Sec. Sec. 112(a) and 112(b)(2))
Provide a description of the State's strategies to improve the
services to employers, including a description of how the State intends
to:
1. Determine the employer needs in the local areas and on a
Statewide basis.
2. Integrate business services, including Wagner-Peyser Act
services, to employers through the One-Stop system.
3. Streamline administration of Federal tax credit programs within
the One-Stop system to maximize employer participation. (20 CFR part
652.3(b), Sec. 112(b)(17)(A)(i).)
G. Innovative Service Delivery Strategies (Sec. 112(b)(17)(A))
1. Describe innovative service delivery strategies the State has or
is planning to undertake to maximize resources, increase service
levels, improve service quality, achieve better integration or meet
other key State goals. Include in the description the initiative's
general design, anticipated outcomes, partners involved and funds
leveraged (e.g., title I formula, Statewide reserve, employer
contributions, education funds, non-WIA State funds).
2. If your State is participating in the ETA Personal Re-employment
Account (PRA) demonstration, describe your vision for integrating PRAs
as a service delivery alternative as part of the State's overall
strategy for workforce investment.
H. Strategies for Faith-Based and Community-Based Organizations (Sec.
112(b)(17)(i))
Reaching those most in need is a fundamental element of the demand-
driven system's goal to increase the pipeline of needed workers while
meeting the training and employment needs of those most at risk. Faith-
based and community organizations provide unique opportunities for the
workforce investment system to access this pool of workers and meet the
needs of business and industry. Describe those activities to be
undertaken to: (1) increase the opportunities for participation of
faith-based and community organizations as committed and active
partners in the One-Stop delivery system; and (2) expand the access of
faith-based and community-based organizations' clients and customers to
the services offered by the One-Stops in the State. Outline those
action steps designed to strengthen State collaboration efforts with
local workforce investment areas in conducting outreach campaigns to
educate faith-based and community organizations about the attributes
and objectives of the demand-driven workforce investment system.
Indicate how these resources can be strategically and effectively
leveraged in the State's workforce investment areas to help meet the
objectives of the Workforce Investment Act.
X. State Administration
A. What technology infrastructure and/or management information
systems does the State have in place to support the State and local
workforce investment activities such as a One-Stop operating system
designed to facilitate case management and service delivery across
programs, a State job matching system, Web-based self service tools for
customers, fiscal management systems, etc.? (Sec. Sec. 111(d)(2),
112(b)(1), and 112(b)(8)(B).)
B. Describe the State's plan for use of the funds reserved for
Statewide activities under WIA Sec. 128 (a)(1).
C. Describe how any waivers or workflex authority (both existing
and planned) will assist the State in developing its workforce
investment system. (Sec. Sec. 189(i)(1), 189 (i)(4)(A), and 192.)
D. Performance Management and Accountability. Improved performance
and accountability for customer-focused results are central features of
WIA. To improve, states need not only systems in place to collect data
and track performance, but also systems to analyze the information and
modify strategies to improve performance. (See Training and Employment
Guidance Letter (TEGL) 15-03, Common Measures Policy, December 10,
2003.) In this section, describe how the State measures the success of
its strategies in achieving its goals, and how the State uses this data
to continuously improve the system.
1. Describe the State's performance accountability system,
including any state-system measures and the state's performance goals
established with local areas. Identify the performance indicators and
goals the State has established to track its progress toward meeting
its strategic goals and implementing its vision for the workforce
investment system. For each of the core indicators, explain how the
State worked with local boards to determine the level of the
performance goals. Include a discussion of how the levels compare with
the State's previous outcomes as well as with the State-adjusted levels
of performance established for other States (if available), taking into
account differences in economic conditions, the characteristics of
participants when they entered the program and the services to be
provided. Include a description of how the levels will help the State
achieve continuous improvement over the two years of the Plan.
(Sec. Sec. 112(b)(3) and 136(b)(3).)
2. Describe any targeted applicant groups under WIA title I, the
Wagner-Peyser Act or title 38 chapters 41 and 42 (Veterans Employment
and Training Programs) that the State tracks. (Sec. Sec. 111(d)(2),
112(b)(3) and 136(b)(2)(C).)
3. Identify any performance outcomes or measures in addition to
those prescribed by WIA and what process the State is using to track
and report them.
4. Describe the State's common data system and reporting processes
in place to track progress. Describe what data will be collected from
the various One-Stop partners (beyond that required by DOL), use of
quarterly wage records (including how your State accesses wage
records), and how the Statewide system will have access to the
information needed to continuously improve. (Sec. 112(b)(8)(B).)
5. Describe any actions the Governor and State Board will take to
ensure collaboration with key partners and continuous improvement of
the Statewide workforce investment system. (Sec. Sec. 111(d)(2)
and112(b)(1).)
6. How do the State and local boards evaluate performance? What
corrective actions (including sanctions and technical assistance) will
the State take if performance falls short of expectations? How will the
State and Local Boards use the review process to reinforce the
strategic direction of the system? (Sec. Sec. 111(d)(2), 112(b)(1),
and 112(b)(3).)
7. What steps, has the State taken to prepare for implementation of
new reporting requirements against the common performance measures as
described in Training and Employment Guidance Letter (TEGL), 15-03,
December 10, 2003, Common Measures Policy? In addition, what is the
State's plan for gathering baseline data and establishing performance
targets for the common measures? Note: ETA will issue additional
guidance on reporting requirements for common measures.
8. Include a proposed level for each performance measure for each
of the two program years covered by the Plan. While the plan is under
review, the state will negotiate with the respective ETA Regional
Administrator to set the appropriate levels for the next two years.
States must identify the
[[Page 19218]]
performance indicators required under section 136, and, for each
indicator, the State must develop an objective and quantifiable
performance goal for two program years. States are encouraged to
address how the performance goals for local workforce investment areas
and training provides will help them attain their statewide performance
goals. (Sec. Sec. 112(b)(3) and 136.)
E. Administrative Provisions.
1. Provide a description of the appeals process referred to in
Sec. 116(a)(5)(m).
2. Describe the steps taken by the State to ensure compliance with
the non-discrimination requirements outlined in Sec. 188.
XI. Assurances
1. The State assures that it will establish, in accordance with
section 184 of the Workforce Investment Act, fiscal control and fund
accounting procedures that may be necessary to ensure the proper
disbursement of, and accounting for, funds paid to the State through
the allotments made under sections 127 and 132. (Sec. 112(b)(11).)
2. The State assures that it will comply with section 184(a)(6),
which requires the Governor to, every two years, certify to the
Secretary, that--
a. The State has implemented the uniform administrative
requirements referred to in section 184(a)(3);
b. The State has annually monitored local areas to ensure
compliance with the uniform administrative requirements as required
under section 184(a)(4); and
c. The State has taken appropriate action to secure compliance with
section 184 (a)(3) pursuant to section 184(a)(5). (Sec. 184(a)(6).)
3. The State assures that the adult and youth funds received under
the Workforce Investment Act will be distributed equitably throughout
the State, and that no local areas will suffer significant shifts in
funding from year to year during the period covered by this Plan.
(Sec. 112(b)(12)(B).)
4. The State assures that veterans will be afforded employment and
training activities authorized in section 134 of the Workforce
Investment Act, and the activities authorized in chapters 41 and 42 of
title 38 U.S. code. The State assures that it will comply with the
veterans priority established in the Jobs for Veterans Act. (38 U.S.C.
4215).)
5. The State assures that the Governor shall, once every two years,
certify one local board for each local area in the State. (Sec.
117(c)(2).)
6. The State assures that it will comply with the confidentiality
requirements of section 136(f)(3).
7. The State assures that no funds received under the Workforce
Investment Act will be used to assist, promote, or deter union
organizing. (Sec. 181(b)(7).)
8. The State assures that it will comply with the nondiscrimination
provisions of section 188, including an assurance that a Methods of
Administration has been developed and implemented (Sec. 188.)
9. The State assures that it will collect and maintain data
necessary to show compliance with the nondiscrimination provisions of
section 188. (Sec. 185.).
10. The State assures that it will comply with the grant procedures
prescribed by the Secretary (pursuant to the authority at section
189(c) of the Act) which are necessary to enter into grant agreements
for the allocation and payment of funds under the Act. The procedures
and agreements will be provided to the State by the ETA Office of
Grants and Contract Management and will specify the required terms and
conditions and assurances and certifications, including, but not
limited to, the following:
General Administrative Requirements:
[cir] 29 CFR part 97--Uniform Administrative Requirements for State
and Local Governments (as amended by the Act).
[cir] 29 CFR part 96 (as amended by OMB Circular A-133)--Single
Audit Act.
[cir] OMB Circular A-87--Cost Principles (as amended by the Act).
Assurances and Certifications:
[cir] SF 424 B--Assurances for Non-construction Programs.
[cir] 29 CFR part 37--Nondiscrimination and Equal Opportunity
Assurance (and regulation) 29 CFR 37.20.
[cir] CFR part 93--Certification Regarding Lobbying (and
regulation).
[cir] 29 CFR part 98--Drug Free Workplace and Debarment and
Suspension Certifications (and regulation).
Special Clauses/Provisions:
Other special assurances or provisions as may be required under
Federal law or policy, including specific appropriations legislation,
the Workforce Investment Act, or subsequent Executive or Congressional
mandates.
11. The State certifies that the Wagner-Peyser Act Plan, which is
part of this document, has been certified by the State Employment
Security Administrator.
12. The State certifies that veterans' services provided with
Wagner-Peyser Act funds will be in compliance with 38 U.S.C. chapter 41
and 20 CFR part 1001.
13. The State certifies that Wagner-Peyser Act-funded labor
exchange activities will be provided by merit-based public employees in
accordance with DOL regulations.
14. The State assures that it will comply with the MSFW significant
office requirements in accordance with 20 CFR part 653.
15. The State certifies it has developed this Plan in consultation
with local elected officials, local workforce boards, the business
community, labor organizations and other partners.
16. As a condition to the award of financial assistance from the
Department of Labor under title I of WIA, the grant applicant assures
that it will comply fully with the nondiscrimination and equal
opportunity provisions of the following laws:
--Section 188 of the Workforce Investment Act of 1998 (WIA), which
prohibits discrimination against all individuals in the United States
on the basis of race, color, religion, sex, national origin, age,
disability, political affiliation or belief, and against beneficiaries
on the basis of either citizenship/status as a lawfully admitted
immigrant authorized to work in the United States or participation in
any WIA title I--financially assisted program or activity;
--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
prohibits discrimination against qualified individuals with
disabilities;
--The Age Discrimination Act of 1975, as amended, which prohibits
discrimination on the basis of age; and
-- Title IX of the Education Amendments 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 and all other regulations implementing the laws listed above.
This assurance applies to the grant applicant's operation of the WIA
title I--financially assisted program or activity, and to all
agreements the grant applicant makes to carry out the WIA title I--
financially assisted program or activity. The grant applicant
understands that the United States has the right to seek judicial
enforcement of this assurance.
17. The State assures that funds will be spent in accordance with
the
[[Page 19219]]
Workforce Investment Act and the Wagner-Peyser Act and their
regulations, written Department of Labor Guidance implementing these
laws, and all other applicable Federal and State laws and regulations.
Attachment A
ETA Regional Administrators: January 2005
Region 1--Boston/New York
Douglas Small, Regional Administrator, U.S. Department of Labor/ETA,
JFK Federal Building, Room E-350, Boston, Massachusetts 02203, (617)
788-0170, Fax: (617) 788-0101, Small.Douglas@dol.gov.
Region 2--Philadelphia
Lenita Jabobs-Simmons, Regional Administrator, U.S. Department of
Labor/ETA, The Curtis Center, 170 South Independence Mall West, Suite
825 East, Philadelphia, Pennsylvania 19106-3315, (215) 861-5205, Fax:
(215) 861-5205, Jacobs-simmons.lenita@dol.gov.
Region 3--Atlanta
Helen Parker, Regional Administrator, U.S. Department of Labor/ETA,
Atlanta Federal Center, Rm. 6M12, 61 Forsyth Street, SW., Atlanta,
Georgia 30303, (404) 562-2092, Fax: (404) 562-2149,
parker.helen@dol.gov.
Region 4--Dallas/Denver
Joseph C. Juarez, Regional Administrator, U.S. Department of Labor/ETA,
Federal Building, Rm. 317, 525 Griffin Street, Dallas, Texas 75202,
(214) 767-8263, Fax: (214) 767-5113, Juarez.joseph@dol.gov.
Region 5--Chicago/Kansas City
Byron Zuidema, Regional Administrator, U.S. Department of Labor/ETA,
230 S. Dearborn Street, Rm. 628, Chicago, Illinois 60604, (312) 596-
5400, Fax: (312) 596-5401, Zuidema.byron@dol.gov.
Region 6--San Francisco/Seattle
Richard Trigg, Regional Administrator, U.S. Department of Labor/ETA, 71
Stevenson Street, Rm. 830, San Francisco, California 94119-3767, (415)
975-4610, Fax: (415) 975-4612, trigg.richard@dol.gov.
Name of WIA Title I Grant Recipient Agency:
Attachment B
Program Administration Designees and Plan Signatures
Name of WIA Title I Grant Recipient Agency:----------------------------
-----------------------------------------------------------------------
Address:---------------------------------------------------------------
-----------------------------------------------------------------------
Telephone Number:------------------------------------------------------
Facsimile Number:------------------------------------------------------
E-mail Address:--------------------------------------------------------
Name of State WIA Title I Administrative Agency (if different from the
Grant Recipient):------------------------------------------------------
-----------------------------------------------------------------------
Address:---------------------------------------------------------------
-----------------------------------------------------------------------
Telephone Number:------------------------------------------------------
Facsimile Number:------------------------------------------------------
E-mail Address:--------------------------------------------------------
Name of WIA Title I Signatory Official:--------------------------------
-----------------------------------------------------------------------
Address:---------------------------------------------------------------
-----------------------------------------------------------------------
Telephone Number:------------------------------------------------------
Facsimile Number:------------------------------------------------------
E-mail Address:--------------------------------------------------------
Name of WIA Title I Liaison:-------------------------------------------
Address:---------------------------------------------------------------
-----------------------------------------------------------------------
Telephone Number:------------------------------------------------------
Facsimile Number:------------------------------------------------------
E-mail Address:--------------------------------------------------------
Name of Wagner-Peyser Act Grant Recipient/State Employment Security
Agency:----------------------------------------------------------------
Address:---------------------------------------------------------------
-----------------------------------------------------------------------
Telephone Number:------------------------------------------------------
Facsimile Number:------------------------------------------------------
E-mail Address:--------------------------------------------------------
Name and title of State Employment Security Administrator (Signatory
Official):-------------------------------------------------------------
Address:---------------------------------------------------------------
-----------------------------------------------------------------------
Telephone Number:------------------------------------------------------
Facsimile Number:------------------------------------------------------
E-mail Address:--------------------------------------------------------
As the Governor, I certify that for the State/Commonwealth of --------
--------, the agencies and officials designated above have been duly
designated to represent the State/Commonwealth in the capacities
indicated for the Workforce Investment Act, title I, and Wagner-Peyser
Act grant programs. Subsequent changes in the designation of officials
will be provided to the U.S. Department of Labor as such changes occur.
I further certify that we will operate our Workforce Investment Act and
Wagner-Peyser Act programs in accordance with this Plan and the
assurances herein.
Typed Name of Governor:------------------------------------------------
Signature of Governor:-------------------------------------------------
Date:------------------------------------------------------------------
Attachment C
Optional Table for State Performance Indicators and Goals \1\
--------------------------------------------------------------------------------------------------------------------------------------------------------
Corresponding Performance goals out-years
WIA requirement at section 136(b) performance Previous year --------------------------------
indicator(s) performance 1 2 3
--------------------------------------------------------------------------------------------------------------------------------------------------------
Adults:
Entry into Unsubsidized Employment
6-Months Retention in Unsubsidized Employment
6-Months Earnings received in Unsubsidized Employment
Attainment of Educational or Occupational Skills Credential
Dislocated Workers:
Entry into Unsubsidized Employment
6-Months Retention in Unsubsidized Employment
6-Months Earnings received in Unsubsidized Employment
Attainment of Educational or Occupational Skills Credential
Youth Aged 19-21:
Entry into Unsubsidized Employment
6-Months Retention in Unsubsidized Employment
6-Months Earnings received in Unsubsidized Employment
Attainment of Educational or Occupational Skills Credential
Youth 14-18:
Attainment of Basic, Work Readiness and/or Occupational Skills
Attainment of Secondary School Diplomas/Equivalents
Placement and Retention in Post-Secondary Education/Training, or Placement in
Military, Employment, Apprenticeships
[[Page 19220]]
Participant Customer Satisfaction
Employer Customer Satisfaction
Additional State-Established Measures
--------------------------------------------------------------------------------------------------------------------------------------------------------
\1\ Further guidance, including definitions of specific indicators, will be provided separately.
Attachment D
Local Planning Guidance for Single Workforce Investment Area States
I. Local Plan Submission
Section 118 of the Workforce Investment Act requires that the Board
of each local workforce investment area, in partnership with the
appropriate chief elected official, develop and submit a comprehensive
Local Plan for activities under title I of WIA to the Governor for his
or her approval. In States where there is only one local workforce
investment area, the Governor serves as both the State and local Chief
Elected Official. In this case, the State must submit both the State
and Local Plans to the Department of Labor for review and approval.
States may (1) submit their Local Plan as an attachment to the State
Plan or (2) include these elements within their State Plan, and
reference them in an attachment.
The State Planning Guidance on plan modifications and the plan
approval process applies to a single workforce investment area State
Local Plan, with one addition: The Department will approve a Local Plan
within ninety days of submission, unless it is inconsistent with the
Act and its implementing regulations, or deficiencies in activities
carried out under the Act have been identified and the State has not
made acceptable progress in implementing corrective measures. (Sec.
112(c).)
II. Plan Content
In the case of single workforce investment area States, much of the
Local Plan information required by section 118 of WIA will be contained
in the State Plan. At a minimum, single workforce investment area State
Local Plans shall contain the additional information described below,
and any other information that the Governor may require. For each of
the questions, if the answers vary in different areas of the State,
please describe those differences.
A. Plan Development Process
1. Describe the process for developing the Local Plan. Describe the
process and timeline used to provide an opportunity for public comment,
including how local Chief Elected Officials, representatives of
businesses and labor organizations, and other appropriate partners
provided input into the development of the Local Plan, prior to the
submission of the Plan. (Sec. 118(b)(7).)
2. Include with the local Plan any comments that represent
disagreement with the Plan. (Sec. 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 ensure the continuous
improvement of eligible providers of services and ensure that such
providers meet the employment and training needs of employers, workers
and job seekers throughout the State. Describe the process for the
selection of One-Stop operator(s), including the competitive process
used or the consortium partners. (Sec. 118(b)(2)(A).)
2. Describe and assess the type and availability of youth
activities, including an identification of successful providers of such
activities. (Sec. 118(b)(6).)
C. System Infrastructure
1. Identify the entity responsible for the disbursal of grant
funds, as determined by the Governor. Describe how funding for areas
within the State will occur. Provide a description of the relationship
between the State and within-State areas regarding the sharing of costs
where co-location occurs. (Sec. 118(b)(8).)
2. Describe the competitive process to be used to award the grants
and contracts in the State for WIA title I activities. (Sec.
118(b)(9).)
[FR Doc. 05-7159 Filed 4-11-05; 8:45 am]
BILLING CODE 4510-30-P