[Federal Register Volume 64, Number 37 (Thursday, February 25, 1999)]
[Notices]
[Pages 9402-9414]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 99-4677]



[[Page 9401]]

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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 the Strategic 
Five-Year Plan for Title I of the Workforce Investment Act of 1998 and 
the Wagner-Peyser Act; Notice

  Federal Register / Vol. 64, No. 37 / Thursday, February 25, 1999 / 
Notices  

[[Page 9402]]



DEPARTMENT OF LABOR

Employment and Training Administration


Planning Guidance and Instructions for Submission 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, Labor.

ACTION: Notice.

-----------------------------------------------------------------------

SUMMARY: The purpose of this notice is to provide interested parties 
with the final approved planning guidance for use of States in 
submitting 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 design and build 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: Mr. Eric Johnson, Workforce Investment 
Implementation Taskforce Office, U.S. Department of Labor, 200 
Constitution Avenue, NW, Room S5513, Washington, D.C. 20210, Telephone: 
(202) 219-0316 (voice) (This is not a toll-free number), or 1-800-326-
2577 (TDD). Information may also be found at the website--
http://usworkforce.org.

SUPPLEMENTARY INFORMATION: The Workforce Investment Act (WIA or Act), 
Pub.L. 105-220 (August 7, 1998) provides the framework for a reformed 
national workforce preparation and employment system designed to meet 
the needs of the nation's employers, job seekers and those who want to 
further their careers. Titles I, III, and V of the Act encourage States 
to reform existing employment and training programs to reach two 
important goals: (1) to think broadly about how Federal, state, local 
resources and the private sector can be brought together to increase 
the employment, retention, and earnings of participants, and (2) to 
increase occupational skill levels of customers. This will result in a 
more qualified workforce, a reduction in welfare dependency, and 
enhanced productivity and competitiveness for the Nation. The new law 
makes changes to the current workforce development system in many 
areas, including: funding streams; target populations; delivery system; 
performance accountability; long-term planning; and governance 
structure.
    The most important aspect of the Act is its focus on meeting the 
training, education and employment needs of individuals as well as the 
needs of businesses for skilled workers. The Act will enable customers 
to obtain access to the information and services they need through the 
``One-Stop'' system, empower adults with the information and resources 
to obtain the training they find most appropriate through Individual 
Training Accounts, establish performance measures and criteria for 
States, locals and training providers, and enable all State and local 
programs to more successfully meet customer expectations.
    The Act includes several new features to ensure the full 
involvement of business, labor, and community organizations in 
designing and ensuring the quality of the new workforce investment 
system. Such features include the creation of State and Local Workforce 
Investment Boards, and Youth Councils. The Act requires the Governor to 
submit a five-year strategic plan to the Secretary of Labor. The State 
Boards in partnership with the Local Boards, will help the Governor 
develop the strategic vision and the statewide plan. The plan will 
describe statewide workforce investment activities, explain how the 
requirements of the Act will be implemented, and outline how special 
population groups will be served. States are encouraged to take 
advantage of the option to submit their plans electronically as 
indicated in the Plan Submission Requirements section of the 
attachment.
    The Secretary of Labor is authorized to take appropriate actions to 
ensure an orderly transition from the Job Training Partnership Act 
(JTPA) to the Workforce Investment Act. The JTPA is repealed effective 
July 1, 2000. However, States which are ready may implement the WIA 
beginning July 1, 1999. DOL encourages States who are ready to make 
broad scale reforms to fully consider the positive gains available with 
early reform and implementation of the Act.

    Signed at Washington, D.C., this 18th day of February 1999.
Raymond L. Bramucci,
Assistant Secretary of Labor, Employment and Training Administration.

ATTACHMENT: PLANNING GUIDANCE AND INSTRUCTIONS FOR SUBMISSION OF THE 
STRATEGIC FIVE YEAR STATE PLAN FOR TITLE I OF THE WORKFORCE INVESTMENT 
ACT OF 1998 AND THE WAGNER-PEYSER ACT

OMB Control No. 1205-0398
Expires August 31, 1999

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

Statement of Purpose

    The purpose of this document is to provide guidance to States and 
localities on the development of the five-year strategic Plan for Title 
I of the Workforce Investment Act and for 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 design and build workforce investment systems that 
address customer needs; deliver integrated, user-friendly services; and 
are accountable to the customers and the public.

Background

    Technological change and the global economy have radically changed 
workers' lives from the lifelong employment they knew just one 
generation ago. Today's workers, whether new or experienced, must 
engage in a continuing process of developing their skills and abilities 
to perform effectively in changing work environments. All must be 
ready, willing and able to make multiple job changes--either with one 
employer or with several employers--just as successful businesses often 
have to make changes in markets or market focus.
    The dynamic nature of the global economy requires forward thinking 
and quick action to take advantage of the opportunities being created. 
Workers and employers must be increasingly informed about available and 
emerging employment and training options in order to make decisions 
that will ensure both their short and long-term success.
    The Workforce Investment Act (WIA) of 1998 represents a national 
consensus on the need to restructure a multitude of workforce 
development programs into an integrated workforce investment system 
that can better respond to the employment needs of its customers--
current workers, unemployed workers, workers laid-off due to 
restructuring or downsizing, and new entrants to the labor force, as 
well as employers. Passage of this legislation completes a four-year 
bipartisan effort of the Administration and the Congress to design, in 
collaboration with States and local communities, revitalized workforce 
investment systems. These locally-operated, demand-driven workforce 
investment systems will increase the employment, retention, earnings 
and occupational skill

[[Page 9403]]

attainment of participants through improved career information and 
guidance, job search assistance, and Individual Training Accounts. 
Employers' needs will be identified and used to help drive decisions of 
job seekers. Achieving these goals will improve the quality of the 
workforce, reduce welfare dependency, and enhance the productivity and 
competitiveness of the Nation.
    WIA reflects a strong commitment among managers, providers and 
investors in the public employment and training system to fundamentally 
refocus the entire system on customer service and performance 
accountability. The Act incorporates several key principles that are to 
guide this redirection:
     Streamlining services through the integration of multiple 
employment and training programs, including WIA and the Wagner-Peyser 
Act, at the ``street level'' through One-Stop service centers;
     Empowering individuals with the information and resources 
they need to manage their own careers through Individual Training 
Accounts and better statistics on the performance of service providers, 
as well as on the skills demanded by employers;
     Universal access for all job seekers to a core set of 
career decision-making and job search tools;
     Increased accountability of the delivery system to achieve 
improved results in job placement, earnings, retention in unsubsidized 
employment, skill gains, and occupational/academic credentials earned;
     Strong role for local boards and the private sector by 
shifting emphasis from ``nitty-gritty'' operational details to 
strategic planning and oversight of the One-Stop delivery system;
     State and local flexibility to ensure that delivery 
systems are responsive to the needs of local employers and individual 
communities; and
     Improved youth programs that strengthen linkages between 
academic and occupational learning and other youth development 
activities.

Focus on Customer Service

One-stop partnerships to expand services for adults
    Under WIA, workforce investment systems will be the trusted source 
for training and labor exchange services. Programs will be aligned to 
provide an extensive menu of demand-driven, high-quality labor market 
information and services that can be easily accessed.
    The cornerstone of this new workforce investment system is One-Stop 
service delivery, which makes available numerous training, education 
and employment programs in a single, customer-focused, user-friendly 
service system at the local level.
    The Act specifies nineteen required One-Stop partners and five 
optional partners to help maximize customer choice. For example, the 
unemployment insurance (UI) program is a critical item on the menu of 
assistance, as the temporary income support component of the larger 
effort to quickly return unemployed workers to suitable employment. WIA 
requires coordination among all Department of Labor-funded workforce 
programs--including the Wagner-Peyser Act programs, unemployment 
insurance, Veterans Employment and Training Service (VETS), Trade 
Adjustment Assistance (TAA), North American Free Trade Agreement/
Transitional Adjustment Assistance (NAFTA/TAA), and the Welfare-to-Work 
program--as well as other federal employment and training programs 
administered by the Departments of Education, and Housing and Urban 
Development. For example, the Act requires that Individual Training 
Accounts be offered only when Education-funded Pell grants are 
insufficient, which will require new mechanisms for coordination 
between the two programs.

Real World Examples of Existing One-Stop Integration

     Housed in a 62,000 square foot building, accessible by 
public transportation, this One-Stop Center offers a fully integrated 
and consolidated delivery system consisting of 16 partners providing 
comprehensive employment and training services. The partnership 
includes agencies administering employment and training programs under 
JTPA, the Employment Service,child care resources, the technical 
college, the county human services agency, the local school district, a 
community action agency, the senior community service employment 
program, various community-based organizations and a number of private 
for-profit organizations. The Center has one outreach campaign directed 
toward job seekers and employers, and one single point of contact for 
employers,which brokers all available employment and training programs 
and services, regardless of partner affiliation. This One-Stop Center 
also has one client/management/financial information system which 
allows any partner to access and input information. From providing 
personalized career counseling and employment services that help job 
seeker establish career goals and update their skills, to providing 
businesses with much needed personnel resources and customized action 
plans to help them locate skilled workers, this One-stop Center has 
forged a vital link between employers and those seeking employment.
     Another One-Stop partnership includes representatives of 
38 programs and organizations, from the Community College districts to 
the Employment Security Agency to the Department of Social Services. 
This One-Stop places a high priority on the needs of the employer 
customer, as well as those of the job seeker. Unlike the first example, 
this One-Stop system is not housed at just one physical location, but 
rather includes a number of ``no wrong door'' Centers or ``campuses'' 
that are customized to the needs of different customer groups. These 
include a One-Stop at the local mall serving youth, a Next Step Center 
for veterans, and a One-Stop for seniors, with additional entry points 
through the Community College Districts. The anchor campus focuses on 
adult job seekers and services to employers. It houses JTPA services, 
the Employment Service, a job club for professionals, and a state of 
the art resource center with core job search services for the public. 
The campus setting encourages collaboration and fosters a growing sense 
of working together for the benefit of the customer, not the separate 
agencies. As new partners joint the One-Stop, they bring new resources, 
talents, and options to the table that enable the system to better 
serve its customers. The strength and commitment of this partnership 
was a key factor in the PIC's customer satisfaction index rising from 
80% in 1995 to 93% in 1998.
    The Act also encourages coordination with all other relevant 
programs, such as those administered by the Departments of Agriculture, 
Health and Human Services, and Transportation. All of these Departments 
will be working together to ensure greater communication and 
collaboration at the federal level. At the local level, the Department 
expects that the list of partners will be expanded to include a variety 
of community resources that will help serve One-Stop customers.
    The Department also expects that the concept of partnership will 
move well beyond traditional coordination to operational collaboration, 
thus making more and better services available to the individual 
customer. States and local areas should think expansively, working with 
all partners to develop integrated One-Stop systems with comprehensive, 
seamless, responsive service delivery to all customers, including 
recent graduates, new entrants to the labor

[[Page 9404]]

force, welfare recipients, incumbent workers, unemployed workers, 
displaced homemakers, individuals seeking nontraditional training, 
older workers, workers with disabilities and others with multiple 
barriers to employment, as well as businesses. For example, 
collaboration between the workforce investment and welfare systems is 
critical, since the focus of both is helping people--often the same 
people--find, keep, and move into progressively better jobs.
    In order to better serve our customers, the Act specifically 
requires that at least one physical location be established in each 
workforce investment area with access to all required One-Stop 
services. In addition, satellite offices can be electronically linked 
to facilitate easy access to services through multiple ``no wrong 
door'' entry points for customers. In order to make services available 
to all customers, the One-Stop system must be accessible by persons 
with disabilities and should be accessible by those who rely on public 
transportation.
    Intergovernmental partnerships between all three levels of 
government--federal, state and local--will also be critical to 
successfully building and implementing this new workforce investment 
system. The Department intends that its Regional Offices will work in 
partnership with their State and local partners in designing the new 
workforce environment, helping to ensure creation of a responsive, 
locally-driven system characterized by real program integration, sound 
governance structures, high quality service providers and built-in 
accountability. Ideally, this intergovernmental partnership will begin 
in the planning and Plan-writing stages and continue throughout 
implementation. We see this partnership as essential to the success and 
continuous improvement of the system.
    While the workforce investment system has already taken great 
strides toward integration and partnership, moving this transition 
forward will be challenging. But with WIA as the catalyst for change, 
its planning process becomes the critical opportunity for States and 
local stakeholders to develop a shared vision and strategy to move 
their systems forward.
The Role of the Employment Service
    A State's five-year strategic Plan for WIA Title I will integrate 
the Wagner-Peyser Act planning requirements, replacing the annual 
Wagner-Peyser Act Plans. Funding remains distinct, however. As a 
result, the programs must remain distinctly accountable to Congress.
    Nonetheless, WIA requires the Employment Service to provide 
services within the One-Stop system so that services appear seamless to 
customers (both job seekers and employers). In particular, the 
Employment Service has played and should continue to play a critical 
role in One-Stop service delivery as the primary job matching resource 
for employers and job seekers, including unemployment insurance (UI) 
claimants, in order that they return more quickly to the workforce, as 
well as for other targeted groups, such as veterans, and migrant and 
seasonal farmworkers, who may need more intensive services. Customers 
in need of specialized Wagner-Peyser Act-funded services, such as 
veterans, should have easy access to all services through the One-Stop 
system. Furthermore, labor exchange services to employers should be 
integrated with all other employer services available in the local 
area.
 Improved Youth Opportunities
    WIA also encourages youth programs to be connected to the One-Stop 
system, as one way to connect youth to all available community 
resources. Furthermore, the Act envisions improved youth opportunities. 
This is apparent by the fact that Congress specifically authorized 
youth councils, as part of local Boards, with authority for developing 
the youth-related portions of the Local Plans, recommending youth 
service providers to the local Boards, coordinating youth services, and 
conducting oversight of local youth programs and eligible providers of 
youth programs.
    These youth councils have been charged with the responsibility to 
design youth programs that connect youth with the full range of 
services and community resources that will lead to academic and 
employment success. To do so, councils must coordinate with all 
available resources, such as Job Corps, School-to-Work, educational 
agencies, Youth Opportunity Grants, welfare agencies, community 
colleges, and other youth-related programs and agencies.
 Meeting Employer and Local Labor Market Needs
    The effectiveness of all of these services for adults and youth 
will be directly proportional to how well they meet the needs of local 
employers--small, medium and large--in the local labor markets. As a 
critical customer group, employers should be extensively involved in 
setting job and skill requirements, which are reflected in job orders 
as well as the local labor market information available through the 
One-Stop delivery system. Thus, local Boards must be led by key 
employers and have the flexibility and authority to develop systems 
tailored to current and projected local labor market needs.

Performance Accountability for Programs Under Title I of WIA

 Individual Training Accounts
    Through the One-Stop system, all adults have the opportunity to 
access core services, which range from job search and placement 
assistance to labor market information. If needed, the One-Stop 
delivery system provides access to intensive and training services, 
including Individual Training Accounts (ITAs) for eligible 
participants. Along with an ITA, consumer information will be available 
regarding the performance of each training provider. Eligible 
participants will select training that best meets their needs from the 
training provider that has the best outcomes. Furthermore, this 
provider data will equip local Boards to play a key gatekeeping role, 
by certifying only those providers with good outcomes. Thus, ITAs will 
inject increased competition into the public and private training 
market. Good providers will attract students and flourish in the WIA 
system; poor providers will not. This market-driven system will 
ultimately produce better training and greater participant success in 
the labor market, which will be reflected in local performance.
 Negotiated Performance Indicators
    Beyond the required core, intensive and training services, WIA 
allows considerable flexibility in system design, in exchange for both 
accountability for a key set of outcomes and improving those outcomes 
over time. To accomplish this, the Act requires the Secretary of Labor 
and the Governor of each State to reach agreement on the State's 
performance levels for the core indicators of performance, and for a 
customer satisfaction indicator that measures employers' and 
participants' satisfaction.
    Timing such negotiations may be challenging, since the Governor and 
Secretary must reach agreement prior to approval of the State plan. 
Thus, early in this process, the Department will work with a broad 
range of State and local partners to develop guidance on the core 
performance measures, reporting requirements, and incentive and 
sanction policies.

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    The negotiated performance levels for the first three program years 
must be included in the State's five-year Plan (with levels for the 
fourth and fifth years to be agreed to before the beginning of the 
fourth program year). 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.
    Over the coming months, the Department will begin updating its own 
strategic plan required under the Government Performance and Results 
Act (GPRA) to reflect WIA and the changes that accompany its enactment. 
New national goals will be proposed which will serve as a departure 
point in negotiating core performance indicators with States. To assist 
in identifying and negotiating performance levels, the Department will 
also work with States to provide State and local Job Training 
Partnership Act (JTPA) performance information.
    Although the Act provides for a ninety-day period after Plan 
submission in which to finalize the performance levels specified in the 
Plan, the Department expects States to enter into preliminary 
discussions with the local boards and the Employment and Training 
Administration's 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.
  Continuous Improvement
    The Act requires that the State's performance goals reflect 
continuously improving performance over time. Continuous improvement is 
a cyclical, never-ending process of planning, implementing, evaluating, 
and improving services. Such improvements may be defined in terms of 
quantity and quality, and should result in more customers being served; 
better employment, earnings and skill attainment outcomes; attainment 
of self-sufficiency; and higher levels of customer satisfaction. There 
are many ways to achieve continuous improvement. For example, tracking 
performance will give States the information needed to evaluate and 
improve services; enhancing partnerships will expand the Boards' 
ability to drive good outcomes; and strategic investments in training 
and technology will increase State and local productivity and 
effectiveness.
    Clearly, the Act is envisioning a workforce investment system 
comprised of organizations driving toward high performance. This 
challenge can only be met by building a workforce investment system 
made up of high performance organizations at the local, State, regional 
and national levels of that system--one that is grounded on proven 
quality principles and practices, and that aligns resources to meet and 
then exceed shared goals. This system-wide deployment of an effective 
continuous improvement strategy will require not only cultural changes 
within the workforce investment system at all levels, but also the 
development of new kinds of skills and knowledge among the individuals 
who work in that system. The Department is strongly committed to this 
system-wide continuous improvement approach, and will be providing 
further technical assistance on its design and implementation based 
upon consultations with stakeholders at the local, state and national 
levels.

Planning for Title I of WIA and The Wagner-Peyser Act

    The strength of the State Plan hinges on the working partnerships 
in place between the Governor, local elected officials, local boards, 
and other partners in the workforce investment system. The State 
planning document should be the culmination of strong collaboration and 
partnership-building at both the State and local levels. For example, 
the plan should take into consideration the agreement reached between 
the Secretary and the State regarding veterans' employment programs, 
pursuant to Section 322 of WIA. The local elected officials and the 
local workforce boards, working with the business community, service 
providers and community-based organization leaders, together play vital 
roles in shaping the vision and customizing the system to respond to 
specific local labor market needs. Emphasizing the importance of these 
relationships during the developmental stages of planning will help 
ensure that the State's five-year strategic plan is broad enough to 
encompass differing State and local approaches, yet specific enough to 
reflect local visions, needs and economic development strategies.
    The planning process, then, spearheaded by the Governor and State 
Board in collaboration with local elected officials and local boards, 
becomes the way to secure the partners' full endorsement of the vision, 
along with performance goals and the critical strategies needed to 
attain them.
    The plan document describes the destination, lays out the strategic 
roadmap, and identifies the key landmarks that will let the system know 
it is on track. This five-year strategic plan--with the statewide 
vision, goals, strategies, policies, criteria and measures--becomes a 
living document, a management tool that federal, State, and local 
partners will use to guide the evolution of the workforce investment 
system and to assess progress toward the State goals.
    The Plan will be invaluable because it will allow the Governor and 
State Board to continually check State and local progress against their 
long-term goals and vision, and make adjustments as needed. However, 
for the Plan to be a true management tool, it will also require ongoing 
modification. Strategies and visions are based on assumptions regarding 
the economic and operating environments that are, after all, dynamic. 
Also, WIA encourages experimentation and risk-taking, which will 
inevitably result in failures as well as successes. Accordingly, State 
and local partners must view planning as more than simply a one-time 
event that ends with the submission and approval of the Plan.
    The strategies outlined in the State Plan, augmented by local 
strategies, should lead to continuously improving results for the 
workforce investment system. Achieving continuous improvements in 
performance will be a function of the following:
     Leadership: The ability of State and local boards to 
establish a clear vision of how the workforce investment system can be 
responsive to their customers, to develop critical partnerships, 
including partnerships with business and community-based organizations, 
and to mobilize sufficient resources.
     Services: The responsiveness of services to varying 
customer needs.
     System Infrastructure: The effectiveness of service and 
management support systems to achieve quality results and customer 
service.
     Performance Management: The ability to track key measures 
of success and to use that data to improve performance.
    Accordingly, the State Plan should focus on these critical areas, 
with the

[[Page 9406]]

leadership, services, system infrastructure, and performance management 
systems all supporting continuous progress toward the State's vision 
and goals. The State Plan must also address all WIA and Wagner-Peyser 
Act statutory planning requirements.
 The Critical Role of the Boards
    Strong State Workforce Investment Boards (SWIBs) will be led by top 
business executives who can ensure that the system is responsive to 
current and projected job market realities, will contain a broad range 
of partners needed to develop a comprehensive vision for the workforce 
investment system, and will focus on strategic decisions, not 
operational management. WIA requires a broad range of Board members 
because having all partners ``at the table'' is key to developing a 
comprehensive vision and effective strategies. For this reason, the 
Planning Instructions require States that use an alternative entity to 
show how they have involved all the required Board members in planning 
and implementation.
    At the local level, it is equally important that strong, business-
led Boards contain key partners who are involved in shaping a clear 
local vision in a way that is consistent with the State's vision and 
goals and that is responsive to local needs.
    Both Boards take responsibility for making several critical 
decisions on how to achieve the Plan goals:
     How best to organize the service system to most 
effectively serve customers, including dislocated workers (including 
displaced homemakers), low-income individuals (including welfare 
recipients), individuals training for non-traditional employment, other 
individuals with multiple barriers to employment (including older 
workers and individuals with disabilities), veterans, women, and 
minorities (including persons with limited English speaking ability);
     How best to deploy available resources to achieve desired 
results and build capacity for continuous improvement; and
     How to expand the resource base and service capability 
through the development of strategic partnerships and integrated 
service delivery.
    The State Board's actions should increase the ability of the local 
Boards to respond to local needs and to achieve results in their 
respective local areas. Correspondingly, the actions of the local 
Boards should increase One-Stop providers' ability to respond to the 
needs of their job seeker and employer customers. To do so, local 
Boards will need significant flexibility to set policies that will 
determine what services to make available, how to deliver services, and 
how to effectively engage local employers. To maximize their value to 
the system, State and local Boards may want to track the satisfaction 
of their internal customers (for States, the local Boards; and for 
local Boards, service providers), to get feedback on their performance 
and make improvements.
    The State Board also plays a critical role in shaping youth 
services by defining the criteria for membership on local youth 
councils. These youth councils are essential to ensuring the provision 
of coordinated services that meet the needs of youth, as well as of the 
local community. Thus, it is important that they represent a wide range 
of community resources, including local board members with special 
interest or expertise in youth services, representatives of youth 
services agencies, parents, and other individuals and organizations 
that have experience with youth. The youth councils will be central to 
developing the portions of the local Plan that pertain to youth, 
recommending providers of youth services, holding the providers 
accountable to established performance goals and coordinating youth 
activities in the area.
    All of these responsibilities focus the activities of the State and 
local Boards and the local youth councils on strategic, not 
operational, management. Making investments that expand and enhance 
service and management capacity will be the critical and, for many, new 
role of the State and local Boards and the local youth councils.

State Plan Submission

 State Readiness
    States must complete the transition to WIA no later than July 1, 
2000 and submit a complete five-year State Plan by April 1, 2000. Thus, 
the Department anticipates that Governors and local elected officials 
will begin as soon as possible to form partnerships, develop plans and 
begin implementation. Recognizing that States are starting from 
different points, this guidance provides flexible approaches for all 
States to begin the process.
    The Act requires the Department to approve State Plans that are 
consistent with WIA (Sec. 112(c)). A Plan will be considered complete 
and responsive to the Act if it addresses all of the planning 
requirements in Attachment A, including such critical elements as:
     State Board, including conflict of interest provisions.
     State criteria for the appointment of local Board members.
     Local Workforce Investment Areas.
     Allocation formulas.
     Procedures for certifying training providers for inclusion 
on the list of eligible providers.
     Procedures to manage the operation of the Individual 
Training Account system.
     Procedures to operate the consumer report card system.
     Strategies to coordinate services provided through the 
local One-Stop system.
     Financial and management information systems.
     Performance measurement systems, including those necessary 
for wage record follow-up of employment and earnings.
    All States must be in compliance with WIA, including all of the 
elements listed above prior to July 1, 2000 when JTPA expires, and must 
submit a complete five-year Plan by April 1, 2000. Single workforce 
investment area States must also submit a Local Plan, instructions for 
which can be found in Attachment D.
    The Department encourages States to move ahead as quickly as 
possible to implement WIA anytime between July 1, 1999 and July 1, 
2000. States intending to implement WIA beginning on July 1, 1999, 
should submit their State Plans no later than April 1, 1999. States 
planning to implement WIA sometime between July 1, 1999 and July 1, 
2000, may submit their plans at any time, but no later than April 1, 
2000. The Department will provide additional transition guidance 
through regulations, policy issuances, and training to help all States 
implement WIA as smoothly as possible.
    There are four ways a State can develop and submit a Plan to make 
the transition to WIA.
     Option 1: Full Early Implementation. States that have all 
of the critical elements in place and can fully address all of the 
planning requirements (in Attachment A) may submit a complete five-year 
WIA Plan and request review for full Plan approval.
     Option 2: Transition Plan. States that do not have all of 
these elements in place may submit a Transition Plan that includes a 
description of how PY 99 funds will be used during the State's 
transition to WIA operation by July 1, 2000. This Plan must address all 
Plan requirements, but where transition is not yet complete, the Plan 
should describe and include a timeline demonstrating how the State 
plans to become fully operational by dates

[[Page 9407]]

specified in the Plan, but no later than July 1, 2000. Transition Plans 
will be reviewed for compliance with the planning guidance and 
statutory requirements. Transition Plans will be approved to authorize 
expenditure of PY 99 JTPA funds in accordance with the transition 
provisions of the Plan and will be conditionally approved for full WIA 
operation on July 1, 2000 or such date specified in the Plan. Full WIA 
plan approval will be conditioned upon supplemental Plan descriptions, 
and modifications when necessary, in those areas that were not 
completely described in the initial Transition Plan. Under this option, 
in PY 1999, States may transition to WIA even though all policies, 
procedures and systems are not fully developed. Correspondingly, States 
may allow local areas to transition to WIA individually as each local 
area is ready to do so.
     Option 3: July 1, 2000 Implementation. States planning to 
submit State Plans by April 1, 2000 for WIA implementation beginning on 
July 1, 2000 may transition to WIA using JTPA authority, existing 
waiver authority (including Work-Flex waivers), and the authority under 
WIA to spend up to two percent of JTPA funds for planning WIA 
implementation. For instance, States may use this flexibility to engage 
in strategic planning, establish State and local Boards, consult with 
One-Stop partners, and establish ITA systems and consumer report 
systems. The Department encourages States to take advantage of this 
flexibility, and plans to issue further transition guidance and 
technical assistance. States may also work with their Regional 
Administrators for an informal ``check'' on portions of their Plans 
before they are submitted as part of the formal Plan submission.
     Option 4: Unified Plan. All States, whether they submit a 
State Plan under Option 1, 2, or 3, may submit the State Plan as part 
of a Unified Plan in accordance with WIA section 501. The Department 
will keep States informed about the status of Unified Planning Guidance 
(developed jointly with the other responsible federal departments).
    All States may use up to 2% of their JTPA funds for WIA planning, 
to begin the transition. States wishing to spend more than 2% of their 
JTPA funds on transition to and implementation of WIA provisions should 
consider submitting a Plan under Option 1 or 2.
    The amendments to the Wagner-Peyser Act take effect on July 1, 
1999. Therefore, States that submit a full Plan or a Transition Plan 
that covers (at a minimum) the Wagner-Peyser planning requirements 
prior to May 1, 1999 do not have to submit a separate Wagner-Peyser 
Plan. States that opt to submit their full five-year or Transition Plan 
after May 1, 1999 must submit an annual Wagner-Peyser Plan for PY 99 by 
May 1, 1999 unless a State waiver has been granted. Further guidance 
will be forthcoming.
 Plan Submission Requirements
    The Secretary of Labor has designated the Employment and Training 
Administration (ETA) to administer WIA. Plans must have an original 
signature of the Governor, and the name of the Governor must be typed 
below the signature. States should submit their State Plan (with an 
original signature) along with two copies to the U.S. Department of 
Labor, WIA Task Force as follows: Mr. Raymond L. Bramucci, Assistant 
Secretary Employment and Training Administration, U.S. Department of 
Labor, 200 Constitution Ave., NW, Room S-5513, Washington, DC 20210, 
ATTN: Eric Johnson, Director, WIA Task Force, ([email protected]).
    One copy of the Plan (with an original signature) must also be sent 
simultaneously to the appropriate ETA Regional Administrator listed in 
Attachment C.
    States may also submit State Plans via diskette or e-mail. In order 
to transmit electronically, States must have WordPerfect or Microsoft 
Word format. (Macintosh versions cannot be accepted.) States submitting 
State Plans electronically should transmit one copy of the plan to the 
U.S. Department of Labor, WIA Task Force at the address or e-mail 
address identified above, and one copy to the appropriate ETA Regional 
Administrator listed in Attachment C. States that submit State Plans 
electronically will not have to submit additional paper copies, but 
must submit signature pages with an original signature to both the 
national and regional offices.
    For States wishing to implement WIA beginning on July 1, 1999, the 
Department must receive their Plans by April 1, 1999. Earlier 
submissions will also be accepted. States wishing to implement WIA 
between July 1, 1999 and July 1, 2000 may submit their Plans anytime 
before April 1, 2000. All States must have their full Plans in no later 
than April 1, 2000.
    Whenever a State submits its Plan, section 404 of WIA (which amends 
Title I of the Rehabilitation Act of 1973) requires the State to submit 
its Vocational Rehabilitation State Plan on the same date.
 Plan Review
    While the Department expects States to enter into preliminary 
discussions with the local boards and the Regional Offices on the 
negotiated levels of performance before Plan submission, State Plans 
submitted pursuant to section 112 will be formally reviewed for up to 
ninety days for compliance with the provisions of the Workforce 
Investment Act and requirements described in section 8(a) of the 
Wagner-Peyser Act. Plans that are consistent with and meet all 
provisions of the Acts and that establish acceptable levels of 
performance will be considered approved.
 Grant Packages
    ETA will issue separate grant instruction packages (grant 
agreement, assurances/ certifications, electronic account forms, etc.) 
to the States. Sufficient lead time will be provided for the completion 
of the package and for execution of the grant documents. Grant funds 
will be provided in accordance with the allotments published in the 
Federal Register for the appropriate Program Year, if the State has met 
the Plan and Grant Agreement submission requirements pursuant to 
sections 112 and 189(c) of the Act, respectively.

Plan Modifications

    Modifications will likely be needed in any number of areas to keep 
the Plan a viable, living document over its five-year life. The Act 
gives States authority to modify WIA Plans based on unanticipated 
circumstances, and the Department expects that States will modify their 
Plans if changes in economic conditions, or federal or State law or 
policy seriously affect the Strategic Plan's viability. Accordingly, 
States should submit a modification if there are substantial changes in 
State law, the statewide vision, strategies, policies, performance 
indicators or goals, under either Title I or the Wagner-Peyser Act. For 
example, changes in the methodology used to determine substate 
allocations, and reorganizations which change the working relationships 
with system employees or result in reassigned responsibilities will 
require a modification. States will also be required to submit a plan 
modification to adjust their mix of services if performance goals are 
not met after the first year. States may wish to use the annual report 
process as an opportunity to review their State Plan and develop 
modifications as needed. Modifications to the State Plan are subject to 
the same public review and comment requirements that apply to the

[[Page 9408]]

development of the original State Plan. States should direct any 
questions about the need to submit a plan modification to their 
Regional Office contact listed in Attachment C.

Description of Attachments

Attachment A: Planning Instructions.
Attachment B: Optional Table for State Performance Indicators and 
Goals.
Attachment C: Regional Office Addresses.
Attachment D: Local Planning Guidance for Single Workforce Investment 
Area States.

Inquiries

    Inquiries should be addressed to the appropriate ETA Regional 
Office, listed in Attachment C.

Attachment A

STRATEGIC FIVE-YEAR STATE WORKFORCE INVESTMENT PLAN FOR TITLE I OF THE 
WORKFORCE INVESTMENT ACT OF 1998 (WORKFORCE INVESTMENT SYSTEMS) AND THE 
WAGNER-PEYSER ACT

STATE/COMMONWEALTH OF

For the period of

{time}  Full Plan
{time}  Transition Plan

State Planning Instructions

Table of State Plan Contents

Preamble
Executive Summary
I. Plan Development Process
II. State Vision and Goals
III. Assessment
    A. Market Analysis
    B. State Readiness Analysis
    1. Leadership
    2. Services
    3. System Infrastructure
    C. Assessment of Strengths and Improvement Opportunities
IV. Strategies for Improvement
    A. Leadership
    B. Services
    C. System Infrastructure
V. Performance Management
VI. Assurances
VII. Program Administration Designees and Plan Signature

Preamble

    These instructions are based on the planning requirements of 
Title I of the Workforce Investment Act, found primarily in sections 
111 and 112, and the Wagner-Peyser Act and regulations. These 
instructions do not follow the order of the requirements found in 
the Acts; rather, they have been formatted to help States to create 
viable strategic plans.
    States that opt to submit a Transition Plan for conditional 
approval must address all of the planning requirements outlined in 
the instructions. For those elements that are still in transition, 
the Plan should describe their strategies and timeline for 
implementation by July 1, 2000.
    States should develop Plans that are as long or short as needed 
to address the following requirements; however, the Department 
suggests that Plans be less than 50 single-spaced pages (without 
attachments).

Executive Summary

    Enclose a brief summary (e.g., two pages or less) of the State 
Plan that gives a general overview of the State's workforce 
investment system. This executive summary should include a 
discussion of your State's economic and workforce development goals, 
and how the statewide workforce investment system will support them. 
It should also include an overview of major accomplishments in the 
development of your system as it exists today; a brief description 
of the system as it looks today; a snapshot of how the system 
(including major partner involvement) will change over the five-year 
period; and a description of how performance will improve as a 
result.

I. Plan Development Process

    WIA gives States and local areas a unique opportunity to develop 
employment and training systems tailored specifically to States' and 
local areas' needs. Since the State Plan is only as effective as the 
partnerships that can operationalize it, it should represent a 
collaborative process among State and local elected officials, 
Boards and partners (including 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.
    In this section, States will describe their Plan development 
process, including a discussion of how comments were incorporated 
wherever possible.
    A. Describe the process for developing the State Plan (including 
a timeline) that ensures meaningful public comment. Include a 
description of the Governor's and the State Board's involvement in 
drafting, reviewing and commenting on the Plan. What actions did 
your State take to collaborate in the development of the State plan 
with local elected officials, local workforce boards and youth 
councils, the business community (including small businesses), labor 
organizations, educators, vocational rehabilitation agencies, and 
the other interested parties, such as service providers, welfare 
agencies, community-based organizations, transportation providers 
and advocates? (Secs. 111(g), 112(b)(1), 112(b)(9).)
    B. Include all comments received (or a summary), and demonstrate 
how comments were considered in the plan development process. 
(Sec. 112(b)(9).)

II. State Vision and Goals

    A vision creates organizational alignment around a picture of a 
transformed future. It propels the organization toward achieving 
difficult but attainable strategic goals. Vision drives systematic 
improvements and produces outcomes. It is dynamic, not static. 
Performance indicators and goals are used to track the 
organization's progress.
    WIA envisions broad and dramatic changes that result in a 
reinvigorated, integrated workforce investment system that 
coordinates more resources, serves more people, and achieves better 
outcomes. States and local areas should work with all required and, 
where appropriate, optional partners to creatively design integrated 
One-Stop systems, with seamless services for all customers. For 
example, collaboration between the workforce investment and welfare 
systems is critical, since the focus of both is to help people 
prepare for work, find jobs, retain jobs, and increase earnings. 
States should take the lead in assuring the maximum use of 
Individual Training Accounts. States and local boards should also 
think expansively to design youth programs that broaden and enhance 
young people's connections to post-secondary education 
opportunities, leadership development activities, mentoring, 
training, community service, and other community resources.
    In this section, you will identify your State's broad strategic 
economic and workforce development goals (e.g., ``All people who 
want to work can find jobs. There will be a growing number of 
business start-ups. Fewer people will rely on welfare 
assistance.'').
    You will then describe the shared vision of how the WIA 
workforce investment system will support attainment of these goals; 
and finally, performance indicators and goals, which the entire 
statewide system can use to track its progress toward the strategic 
goals.
    The Act requires States to track the core indicators of 
performance described in section 136 (e.g., entered unsubsidized 
employment, retention and earnings, attainment of education or 
occupational credentials and/or skills, and the customer 
satisfaction indicator). While the State and local areas may choose 
to use additional indicators, at a minimum, your State must identify 
its goals for each of these required indicators for the first three 
program years.
    A. What are the State's broad strategic economic and workforce 
development goals? (Secs. 111(d)(2), 111(d)(6), 112(a), 112(b)(3).)
    B. Provide (in a few paragraphs) the State's vision of how the 
WIA statewide workforce investment system will help the State attain 
these strategic goals. This vision should address the specific 
emphases of Title I of the Act and provide a brief description of 
what the State's workforce investment system will look like at the 
end of the five-year period covered by this Plan. Some specific 
questions that should be answered by the vision statement are:
     In five years, how will services be further 
streamlined?
     What programs and funding streams will support service 
delivery through the One-Stop system?
     Typically, what information and services will be 
provided and how will customers

[[Page 9409]]

access them? How will the goal of universal access be assured?
     For customers who need training, how will informed 
customer choice and the use of the Individual Training Accounts 
(ITAs) be maximized?
     How will Wagner-Peyser Act and unemployment insurance 
services be fully integrated into the system?
     How will the State's workforce investment system help 
achieve the goals of the State's welfare, education, and economic 
development systems?
     How will the youth programs be enhanced and expanded so 
young people have the resources and skills they need to succeed in 
the State's economy? (Secs. 111(d)(2), 112(a).)
    Summary of WIA's Core Indicators of Performance
     For Adults, Dislocated Workers and Youth 19-21
    1. Entry into Unsubsidized Employment
    2. 6-Months Retention in Unsubsidized Employment
    3. 6-Months Earnings Received in Unsubsidized Employment
    4. Attainment of Educational or Occupational Skills Credential 
by participants who enter unsubsidized employment or by youth who 
enter postsecondary education, advanced training or unsubsidized 
employment
     For Youth 14-18
    1. Attainment of Basic Skills, Work Readiness and/or 
Occupational Skills
    2. Attainment of Secondary School Diplomas/ Equivalents
    3. Placement and Retention in Post-Secondary Education/Advanced 
Training, Military, Employment, or qualified Apprenticeships
     Customer Satisfaction Indicator for Participants and 
Employers
    C. 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. At 
a minimum, States must identify the performance indicators required 
under section 136, and, for each indicator, the State must develop 
an objective and quantifiable performance goal (the ``State-adjusted 
level of performance'') for each of the first three program years. 
States may want to use a chart such as the one in Attachment B. 
(Further guidance, including definitions of specific indicators, 
will be provided separately.) States are encouraged to address how 
the performance goals for local workforce investment areas and 
training providers will help them attain their Statewide performance 
goals. (Secs. 112(b)(3), 136.)

III. Assessment: To achieve your vision, you start by assessing 
where you are today--your current market realities and your 
system's readiness. This assessment provides the foundation for 
mapping out strategies to achieve your vision.

    In this section, you will identify your customers, their needs, 
and your ability to fulfill them. You will also address the systems 
and policies you already have in place to achieve the State goals, 
and identify strengths to build on, weaknesses to improve on, 
opportunities for action and challenges to progress.

A. Market Analysis

    1. Describe the key trends that are expected to shape the 
economic environment of the State during the next five years. Which 
industries are expected to grow? Which will contract? What are the 
economic development needs of the State? What data sources support 
the State's market analysis? (Sec. 112(b)(4).)
    2. Identify the implications of these trends in terms of overall 
availability of employment opportunities by occupation, and the job 
skills necessary in key occupations. (Sec. 112(b)(4).)
    3. Who are the customers of the State's workforce investment 
system?
    States may wish to identify major customer segments. (For 
example, the adult population might be segmented into dislocated 
workers, public assistance recipients, older workers, veterans, 
migrant and seasonal farmworkers, Native Americans, persons with 
disabilities, women, and minorities. The employer customer might be 
segmented into growth employers, large and small businesses, 
employers that currently use the workforce investment system and 
employers that do not. The youth population might be segmented into 
in-school and out-of-school youth.) (Secs. 112(b)(4), 112(b)(17).)
    4. Given the projected job skills needed in the State, identify 
for each of your customer segments their projected skill development 
needs. (Sec. 112(b)(4).)

B. State Readiness Analysis

1. Leadership

    a. State Workforce Investment Board.
    i. Describe the organization and structure of the State 
Workforce Investment Board. Did you create a new Board or did you 
``grandfather'' an alternative entity as the Board? If you 
``grandfathered'' an existing Board, (1) state whether the Board 
existed on December 31, 1997, (2) state whether the Board was 
established under the Job Training Partnership Act (as a State Human 
Resource Investment Council or State Job Training Coordinating 
Committee under JTPA section 122 or Title VII) or is ``substantially 
similar'' to the WIA membership requirements, and (3) describe how 
the Board includes, at a minimum, representatives of businesses and 
labor organizations in the State. (Secs. 111, 112(b)(1).)
    ii. Identify the organizations or entities represented on the 
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 will this alternative entity achieve the 
State's WIA goals? (Secs. 111(a-c), 111(e), 112(b)(1).)
    iii. 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 States as required under WIA? 
Describe how the Board's membership enables you to achieve your 
vision described above. (Secs. 111(a-c), 112(b)(1).)
    iv. Describe how the State Board will carry out its functions. 
How will this Board provide direction-setting leadership for the 
statewide system? (Secs. 111(d), 112(b)(1).)
    v. How will the State Board coordinate and interact with the 
local WIBs? (Sec. 112(b)(1).)
    vi. 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? (Secs. 111(g), 112(b)(1).)
    b. Identify the circumstances which constitute a conflict of 
interest for any State or local Workforce Investment Board member, 
including voting on any matter regarding the provision of service by 
that 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. (Secs. 111(f), 112(b)(13), 117(g).)
    c. 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. 
(Secs. 112(b)(6), 117(b).)
    d. Allocation Formulas.
    i. 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 sections 
128(b)(3)(B) and 133(b)(3)(B). Describe how the allocation methods 
and factors help ensure that funds are distributed equitably 
throughout your State and that there will be no significant shifts 
in funding levels to a local area on a year-to-year basis. 
(Secs. 112(b)(12)(A-B), 128(b)(3)(B), 133(b)(3)(B).)
    ii. Describe the State's allocation formula for dislocated 
worker funds pursuant to section 133(b)(2)(B). (Secs. 112(b)(12)(C), 
133(b)(2)(B).)
    iii. For each funding stream, include a chart that identifies 
the formula allocation to each local area for the first fiscal year, 
describe how the individuals and entities represented on the State 
Board were involved in the development of factors, and describe how 
consultation with local boards and local elected officials occurred. 
(Sec. 112(b)(12)(A).)
    e. 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).)
    f. Identify the criteria to be used by local Boards in awarding 
grants for youth activities, including criteria used by the Governor 
and local Boards to identify effective and ineffective youth 
activities and providers. (Sec. 112(b)(18)(B).)
    g. 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)(vi)

[[Page 9410]]

(``an individual who requires additional assistance to complete an 
educational program, or to secure and hold employment''). 
(Secs. 101(13), 112(b)(18)(A).)
    h. State Policies and Requirements. (Sec. 112(b)(2).)
    i. 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. 
These policies may include, but are not limited to:
     State guidelines for the selection of One-Stop 
providers by local Boards;
     The State's process to work with local boards and local 
Chief Elected Officials to certify existing One-Stop operators;
     Procedures to resolve impasse situations at the local 
level in developing MOUs to ensure full participation of all 
required partners in the One-Stop delivery system;
     Criteria by which the State will determine if local 
WIBs can run programs in-house;
     Performance information that on-the-job training and 
customized training providers must provide;
     Reallocation policies;
     State policies for approving transfer authority (not to 
exceed 20%) between the Adult and Dislocated Worker funding streams 
at the local level;
     Policies related to priority of service for recipients 
of public assistance and other low-income individuals under WIA, and 
veterans or other groups under the Wagner-Peyser Act;
     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; and
     Policies limiting ITAs (e.g., dollar amount or 
duration).
    ii. Describe how consultation with local boards and local Chief 
Elected Officials occurred.
    iii. Are there any State policies or requirements that would act 
as an obstacle to developing a successful statewide workforce 
investment system?
    2. Services: Describe the current status of One-Stop 
implementation in the State, including:
    a. Actions your State has taken to develop a One-Stop integrated 
service delivery system statewide;
    b. The degree of existing collaboration for WIA Title I, the 
Wagner-Peyser Act, and all other required and optional partners 
(sections 112(b)(8)(A), 121(b)(1-2), 134(c));
    Optional Partners
     Temporary Assistance for Needy Families
     Food Stamps Employment & Training
     National and Community Service Act programs
     Other appropriate federal, State, or local programs 
(e.g., transportation, child care, community colleges, and economic 
development)
     Required Partners
     Adult, Dislocated Worker and Youth Activities under WIA 
Title I (including Veterans Workforce Investment Programs, Migrant 
and Seasonal Farmworker Programs, Indian and Native American 
Programs, Job Corps and youth Opportunity Grants)
     Employment Service
     Adult Education
     Postsecondary Vocational Education
     Vocational Rehabilitation
     Welfare-to-Work
     Title V of the Older Americans Act
     Trade Adjustment
     NAFTA Transitional Adjustment Assistance
     Veterans Employment and Training Programs
     Community Services Block Grant
     Employment and training activities carried out by the 
U.S. Department of Housing and Urban Development
    3. System Infrastructure
    a. Local Workforce Investment Areas.
    i. Identify the State's designated local workforce investment 
areas, including those that were automatically designated and those 
receiving temporary designation. How do these areas compare in size 
and number with the Service Delivery Areas under JTPA? 
(Secs. 112(b)(5).)
    ii. 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 educational agencies, post-
secondary educational 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). 
(Secs. 112(b)(5), 116(a)(1).)
    iii. Describe the appeals process used by the State to hear 
appeals of local area designations. If any appeals were made, 
identify them and indicate the status of the appeal. 
(Secs. 112(b)(15), 116(a)(5).)
    b. Regional Planning (Secs. 112(b)(2), 116(c).)
    i. Describe any intrastate or interstate regions and their 
corresponding performance measures.
    ii. 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 in the coordination of 
transportation and support services across the boundaries of local 
areas.)
    iii. For interstate regions (if applicable), describe the roles 
of the respective governors, SWIBs, and LWIBs.
    c. Selection of Service Providers for Individual Training 
Accounts. (Secs. 112(b)(17)(A)(iii), 122, 134(d)(2)(F).)
    i. Identify policies and procedures your State established for 
determining the initial eligibility of local level training 
providers, how performance information will be used to determine 
continuing eligibility (including a grievance procedure for 
providers denied eligibility), and the agency responsible for 
carrying out these activities.
    ii. Describe how the State solicited recommendations from local 
boards and training service providers and interested members of the 
public, including representatives of business and labor 
organizations, in the development of these policies and procedures.
    iii. How will the State maintain the provider list?
    iv. What performance information on training providers will be 
available at every One-Stop center?
    v. Describe the State's current capacity to provide customers 
access to the statewide list of eligible training providers and 
their performance information.
    vi. Describe the process for removing providers from the list.
    d. What is your State's current capacity to deliver high quality 
employment statistics information to customers--both job seekers and 
employers--of the One-Stop system? Your response should address the 
products that have been developed as part of America's Labor Market 
Information System, the Bureau of Labor Statistics Federal-State 
cooperative statistical programs, and other State-generated 
employment statistics. (Secs. 111(d)(8), 112(b)(1), 134(d)(2)(E).)
    e. Describe how the work test and feedback requirements (under 
Sec. 7(a)(3)(F) of the Wagner-Peyser Act) for all UI claimants are 
met. How is information provided to the UI agency regarding claimant 
registration, claimant job referrals, and the results of referrals? 
(Sec. 112(b)(7).)
    f. Describe how the Wagner-Peyser Act staff participate (if 
applicable) in the conduct of the Eligibility Review Program 
reviews. Describe the follow-up that occurs to ensure that UI 
eligibility issues are resolved in accordance with section 5(b)(2) 
of the Wagner-Peyser Act. (Sec. 112(b)(7).)

C. Assessment of Strengths and Improvement Opportunities

    1. In sum, how closely aligned is your current system to your 
vision? Assess your current system's ability to meet the customer 
and economic needs identified above. What are your key strengths? 
What weaknesses will you need to address to move forward? Describe 
any opportunities or challenges to achieving your vision, including 
any economic development, legislative or reorganization initiatives 
anticipated that could impact on the performance and effectiveness 
of your State's workforce investment system. (Secs. 111(d)(2), 
112(a).)
    2. In moving your current system towards your vision, what are 
your State's priorities? (Secs. 111(d)(2), 112(a).)

IV. Strategies for Improvement: Strategies move you from the 
current state of readiness toward the State vision and enable you 
to achieve your performance goals. They align your resources and 
focus energy on services to meet customer needs and systems to 
ensure continuous improvement

    In this section, you will describe the strategies and tactics 
you will pursue to move the system toward your vision and achieve 
the performance goals identified above. While the Act give States 
wide latitude to develop systems that meet their unique needs, the 
Act also contains a number of service requirements which must be 
incorporated into your statewide strategies. Each strategy described 
should build on

[[Page 9411]]

strengths, correct weaknesses, maximize opportunities and deflect 
challenges, as identified above.
    A. Leadership: How will you overcome challenges to align your 
current system with your vision? How will the State implement WIA's 
key principles of local flexibility and a strong role for local 
Boards and for businesses? In your discussion, you must address the 
following required elements:
    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? (Secs. 111(d)(2), 112(b)(8)(A).)
    2. Describe how the State will assist local areas in the 
evolution of existing local One-Stop delivery systems. Include any 
statewide requirements for One-Stop systems, how the State will help 
local areas identify areas needing improvement, how technical 
assistance will be provided, and the availability of state funding 
for One-Stop development. Be sure to address any system weaknesses 
identified earlier in the plan. Include any state level activities 
that will assist local areas in coordinating programs. 
(Sec. 112(b)(14).)
    3. How will your State build the capacity of Local Boards and 
youth councils to develop and manage effective programs? 
(Secs. 111(d)(2), 112(b)(14).)
    4. Describe how any waivers or workflex authority (both existing 
and planned) will assist the State in developing its workforce 
investment system. (Secs. 189(i)(1), 189(i)(4)(A), 192(a).)
    B. Services: How will you meet the needs of each of the major 
customer groups identified in Section III? How will the State 
implement WIA's key principles of streamlined services, empowered 
individuals, universal access and improved youth services? In your 
discussion, you must address the following required elements: 
(Secs. 111(d)(2), 112(b)(10), 112(b)(17)(A)(iv), 112(b)(17)(B)), 
112(b)(18).)
    1. Describe the types of employment and training activities that 
will be carried out with the adult and dislocated worker funds 
received by the State through the allotments under section 132. How 
will the State maximize customer choice in the selection of training 
activities? (Secs. 112(b)(17)(A)(i), 132, 134.)
    2. 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? Be sure to address how your State will 
coordinate Wagner-Peyser Act funds to avoid duplication of labor 
exchange services. (Sec. 112(b)(8)(A).)
    3. Describe how the funds will be used to leverage other 
federal, State, local and private resources (e.g, shared One-Stop 
administration costs). Specify how the State will use its 10 percent 
funds under section 7(b) of the Wagner-Peyser Act. Describe and 
provide examples of how these coordinated and leveraged funds will 
lead to a more effective program that expands the involvement of 
businesses, employees and individuals. (Sec. 112(b)(10).)
    4. Describe how the needs of dislocated workers, displaced 
homemakers, low-income individuals such as migrants and seasonal 
farmworkers, public assistance recipients, women, minorities, 
individuals training for non-traditional employment, veterans, and 
individuals with multiple barriers to employment (including older 
individuals, people with limited English-speaking ability, and 
people with disabilities) will be met. How will the State ensure 
nondiscrimination and equal opportunity? (Sec. 112(b)(17).)
    5. Describe the criteria developed by the State for local boards 
to use in determining that adult funds are limited and that priority 
of service applies. Describe the guidelines, if any, the State has 
established for local boards regarding priority when adult funds 
have been determined to be limited. (Secs. 112(b)(17)(A)(iv), 
134(d)(4)(E).)
    6. Describe how the needs of employers will be determined in the 
local areas as well as on a statewide basis. Describe how services 
(e.g., systems to determine general job requirements and list jobs), 
including Wagner-Peyser Act services, will be delivered to employers 
through the One-Stop system. How will the system 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).)
    7. Describe the reemployment services you will provide to Worker 
Profiling and Reemployment Services claimants in accordance with 
section 3(c)(3) of the revised Wagner-Peyser Act. (Sec. 112(b)(7).)
    8. Specifically describe the Wagner-Peyser Act-funded strategies 
you will use to serve persons with disabilities. (Wagner-Peyser Act 
Sec. 8(b), WIA Sec. 112(b)(7).)
    9. How will Wagner-Peyser Act funds be used to serve veterans? 
How will your State ensure that veterans receive priority in the 
One-Stop system for labor exchange services? (Sec. 112(b)(7).)
    10. What role will LVER/DVOPS staff have in the One-Stop system? 
How will your State ensure adherence to 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? (Secs. 112(b)(7), 
322, 38 U.S.C. Chapter 41 and 20 CFR part 1001-120).
    11. Describe how the State will provide Wagner-Peyser Act-funded 
services to the agricultural community--specifically, outreach, 
assessment and other services to migrant and seasonal farmworkers, 
and services to agricultural employers. How will you provide 
equitable services to this population in the One-Stop system? (20 
CFR part 653, Sec. 112(b)(7).)
    12. Describe how Wagner-Peyser Act funds will provide a 
statewide capacity for a three-tiered labor exchange service 
strategy that includes (1) self-service, (2) facilitated self-help 
service, and (3) staff-assisted service. Describe your State's 
strategies to ensure that Wagner-Peyser Act-funded services will be 
delivered by public merit staff employees. (Sec. 112(b)(7), 
Secs. 3(a) and 5(b) of the Wagner-Peyser Act).)
    13. Describe how your State will provide rapid response 
activities with funds reserved under section 133(a)(2), including 
how the State will use information provided through the WARN Act to 
determine when to provide such activities.
    a. Identify the entity responsible to provide rapid response 
services.
    b. How will your State's rapid response unit's activities 
involve the local Boards and local Chief Elected Officials? If rapid 
response functions are shared between your State unit and local 
areas, identify the functions of each and describe how rapid 
response funds are allocated to local areas.
    c. Describe the assistance available to employers and dislocated 
workers, particularly how your State determines what assistance is 
required based on the type of lay-off, and the early intervention 
strategies to ensure that dislocated workers who need intensive or 
training services (including those individuals with multiple 
barriers to employment and training) are identified as early as 
possible. (Sec. 112(b)(17)(A)(ii).)
    14. Describe your State's strategy for providing comprehensive 
services to eligible youth, including any coordination with foster 
care, education, welfare and other relevant resources. 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. Describe how coordination with Job 
Corps, youth opportunity grants, and other youth programs will 
occur. (Sec. 112(b)(18).)
    15. Describe how your State will, in general, meet the Act's 
provisions regarding youth program design, in particular:
     preparation for postsecondary educational 
opportunities;
     strong linkages between academic and occupational 
learning;
     preparation for unsubsidized employment opportunities;
     effective linkages with intermediaries with strong 
employer connections;
     alternative secondary school services;
     summer employment opportunities;
     paid and unpaid work experiences;
     occupational skill training;
     leadership development opportunities;
     comprehensive guidance and counseling;
     supportive services; and
     follow-up services. (Secs. 112(b)(18), 129(c).)
    C. System Infrastructure: How will the State enhance the systems 
necessary to operate and manage your workforce investment system? 
(Secs. 111(d)(2), 112(b)(1), 112(b)(8)(B).) In your discussion, you 
must address the following required elements:
    1. How will the locally-operated ITA system be managed in the 
State to maximize usage and improve the performance information on 
training providers? How will the State ensure the quality and 
integrity of the performance data? (Secs. 112(b)(14), 
112(b)(17)(A)(iii), 122.)
    2. How will your State improve its technical and staff capacity 
to provide services to customers and improve entered

[[Page 9412]]

employment outcomes in accordance with section 7(a)(3)(f) of the 
Wagner-Peyser Act? How will your State use technology such as 
Jobline, ``swipe card'' technology, a community voice mail system or 
other methods to build a mediated and electronic labor exchange 
network? How will the State use America's Job Bank/State Job Bank 
Internet linkages to encourage employers to enter their own job 
orders on the Internet? (Sec. 112(b)(7).)
    3. How will the State improve its employment statistics system 
to ensure that One-Stop system customers receive timely, accurate 
and relevant information about local, State and national labor 
markets? (Secs. 111(d)(2), 111(d)(8), 112(b)(1), 134(d)(2)(E).)

V. Performance Management

    Improved performance and accountability for customer-focused 
results are central features of WIA. To improve, you not only need 
systems in place to collect data and track performance, but also 
systems to analyze the information and modify strategies to improve 
performance.
    In this section, you will describe how you measure the success 
of your strategies in achieving your goals, and how you use this 
data to continuously improve the system.
    A. For each of the core indicators identified in Section II of 
these instructions, the customer satisfaction indicator and 
additional state measures, 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-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 you 
achieve customer satisfaction and continuous improvement over the 
five years of the Plan. (Secs. 112(b)(3), 136(b)(3).)
    B. Does your State have common data system and reporting 
processes in place to track progress? If so, describe what data will 
be collected from the various One-Stop partners (beyond that 
required by DOL), your use of quarterly wage records, and how the 
statewide system will have access to the information needed to 
continuously improve. If not, describe the State's timeframe and 
plans for transitioning from the JTPA to the WIA tracking system, 
your planned use of quarterly wage records, and the projected time 
frame for the system to be operational. (Sec. 112(b)(8)(B).)
    C. Describe the system(s) by which your State measures customer 
satisfaction for both job seekers and employers (beyond those 
elements required by the Department). How will customer satisfaction 
data be evaluated, disseminated locally, and used to improve 
services and customer satisfaction? Describe any targeted applicant 
groups under WIA Title I, the Wagner-Peyser Act or Title 38 
(Veterans Employment and Training Programs) that your State will 
track. If no system is currently in place, describe your State's 
timeframe and plan to collect this information. (Secs. 111(d)(2), 
112(b)(3), 136(b)(2)(B).)
    D. 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. (Secs. 111(d)(2), 
112(b)(1).)
    E. How will 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 Boards use the review process to 
reinforce the strategic direction of the system? (Secs. 111(d)(2), 
112(b)(1), 112(b)(3).)

VI. 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 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, to the extent practicable. (Sec. 112(b)(17)(B).)
    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:
    29 CFR part 97--Uniform Administrative Requirements for State 
and Local Governments (as amended by the Act).
    29 CFR part 96 (as amended by OMB Circular A-133)--Single Audit 
Act.
    OMB Circular A-87--Cost Principles (as amended by the Act)
     Assurances and Certifications:
    SF 424 B--Assurances for Nonconstruction Programs.
    29 CFR part 31, 32--Nondiscrimination and Equal Opportunity 
Assurance (and regulation).
    CFR part 93--Certification Regarding Lobbying (and regulation).
    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.
    14. The State certifies that Workforce Investment Act section 
167 grantees, advocacy groups as described in the Wagner-Peyser Act 
(e.g., veterans, migrant and seasonal farmworkers, people with 
disabilities, UI claimants), the State monitor advocate, 
agricultural organizations, and employers were given the opportunity 
to comment on the Wagner-Peyser Act grant document for agricultural 
services and local office affirmative action plans and that 
affirmative action plans have been included for designated offices.
    15. The State assures that it will comply with the annual 
Migrant and Seasonal Farmworker significant office requirements in 
accordance with 20 CFR part 653.
    16. The State has developed this Plan in consultation with local 
elected officials, local workforce boards, the business community, 
labor organizations and other partners.
    17. The State assures that it will comply with section 504 of 
the Rehabilitation Act of 1973 (29 USC 794) and the American's with 
Disabilities Act of 1990 (42 USC 12101 et seq.).
    18. The State assures that funds will be spent in accordance 
with the Workforce Investment Act and the Wagner-Peyser Act 
legislation, regulations, written Department of Labor Guidance, and 
all other applicable Federal and State laws.

VII. Program Administration Designees and Plan Signature

----------------------------------------------------------------------

[[Page 9413]]

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

----------------------------------------------------------------------
Name of Wagner-Peyser Act Grant Recipient/State Employment Security 
Agency

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 and Signature of Governor

Date-------------------------------------------------------------------

Attachment B

                                              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
    Participant Customer
     Satisfaction
    Employer Customer Satisfaction
    Additional State-Established
     Measures
--------------------------------------------------------------------------------------------------------------------------------------------------------
\1\ Further guidance, including definitions of specific indicators, will be provided separately.


[[Page 9414]]

Attachment C--Regional Office Addresses

Region I--BOSTON

Robert J. Semler, Regional Administrator, JFK Federal Building, Room 
E-350, Boston, MA 02203, (617) 565-3630, (617) 565-2229--fax, 
[email protected]

Region II--NEW YORK

Marilyn Shea, Regional Administrator, 201 Varick Street, Room 755, 
New York, New York 10014, (212) 337-2139, (212) 337-2144--fax, 
[email protected]

Region III--PHILADELPHIA

Edwin G. Strong, Jr., Regional, Administrator, 3535 Market Street, 
Room 13300, Philadelphia, PA 19104, (215) 596-6336, (215) 596-0329--
fax, [email protected]

Region IV--ATLANTA

Toussaint L. Hayes, Regional Administrator, Sam Nunn Atlanta Federal 
Center, Room, 6M12, 61 Forsyth Street, S.W., Atlanta, GA 30303, 
(404) 562-2092, (404) 562-2149--fax, [email protected]

Region V--CHICAGO

Byron Zuidema, Regional Administrator, 230 S. Dearborn Street, Room 
628, Chicago, IL 60604, (312) 353-0313, (312) 353-4474--fax, 
[email protected]

Region VI--DALLAS

Joseph Juarez, Regional Administrator, 525 Griffin Street, Room 317, 
Dallas, TX 75202, (214) 767-8263, (214) 767-5113--fax, 
[email protected]

Region VII--KANSAS CITY

Herman Wallace, Regional Administrator, City Center Square, 1100 
Main Street, Suite 1050, Kansas City, MO 64105, (816) 426-3796, 
(816) 426-2729--fax, [email protected]

Region VIII--DENVER

Thomas Dowd, Regional Administrator, 1999 Broadway Street, Suite 
1780, Denver, CO 80202-5716, (303) 844-1650, (303) 844-1685--fax, 
[email protected]

Region IX--SAN FRANCISCO

Armando Quiroz, Regional Administrator, 71 Stevenson Street, Room 
830, San Francisco, CA 94105-3767, (415) 975-4610, (415) 975-4612 -
fax, [email protected]

Region X--SEATTLE

Michael Brauser, Regional Administrator, 1111 Third Avenue, Suite 
900, Seattle, WA 98101-3112, (206) 553-7700, (206) 553-0098--fax, 
[email protected]

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 5-year 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. Attach any comments received on the Local Plan (or a 
summary), and demonstrate how comments were considered in the Plan 
development process. (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. Include a copy of each memorandum of understanding between 
the Board and each One-Stop partner (including the Wagner-Peyser Act 
agency). (Sec. 118(b)(2)(B).)
    3. Describe and assess the type and availability of adult and 
dislocated worker employment and training activities. 
(Sec. 118(b)(4).)
    4. 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. 99-4677 Filed 2-24-99; 8:45 am]
BILLING CODE 4510-30-P