[Federal Register Volume 70, Number 69 (Tuesday, April 12, 2005)]
[Notices]
[Pages 19206-19220]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 05-7159]



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Part III





Department of Labor





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Employment and Training Administration



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Planning Guidance and Instructions for Submission of Two Years of the 
Strategic Five-Year State Plan for Title I of the Workforce Investment 
Act of 1998 and the Wagner-Peyser Act; Notice

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

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DEPARTMENT OF LABOR

Employment and Training Administration


Planning Guidance and Instructions for Submission of Two Years of 
the Strategic Five-Year State Plan for Title I of the Workforce 
Investment Act of 1998 and the Wagner-Peyser Act

AGENCY: Employment and Training Administration.

ACTION: Notice.

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SUMMARY: The purpose of this notice is to provide interested parties 
with the planning guidance for use by States in submitting two years of 
their Strategic Five-Year State Plan for Title I of the Workforce 
Investment Act of 1998 and the Wagner-Peyser Act. The Planning Guidance 
and Instructions provide a framework for the collaboration of 
Governors, Local Elected Officials, businesses and other partners to 
continue the development of workforce investment systems that address 
customer needs, deliver integrated, user-friendly services; and are 
accountable to the customers and the public.

FOR FURTHER INFORMATION CONTACT: Ms. Gay Gilbert, Administrator, Office 
of Workforce Investment, U.S. Department of Labor, 200 Constitution 
Avenue, NW., Room S-4231, Washington, DC 20210. Telephone: (202) 693-
3980 (voice) (This is not a toll free number) or (202) 693-7755 (TTY). 
Information may also be found at the Web site--http://www.doleta.gov/usworkforce.

SUPPLEMENTARY INFORMATION: The Workforce Investment Act (WIA or Act), 
Pub. L. 105-220 (August 7, 1998) provides the framework for a reformed 
workforce investment system designed to meet the needs of the nation's 
employers, job seekers and those who want to further their careers.
    In the context of the 21st century innovation economy, the 
workforce investment system has a critical role to play at every level 
`` local, State, and Federal--to ensure a skilled and competitive 
workforce. To effectively drive the economic growth of our communities 
and the nation and to provide the workers of this country with the 
right skills and opportunities for good jobs with good pay and career 
pathways, the public investments in workforce development need to be 
strategic. Strategies for investment need to embrace new methods of 
engagement with strategic partners as well as new service delivery 
paradigms that address the ever changing economy and labor market. 
Innovation and technology are continuously changing the nature of work 
at an accelerated pace. Therefore, the strategic planning process for 
workforce investment must be dynamic, fluid, and future oriented.
    The Workforce Investment Act (WIA) of 1998 created dramatic changes 
to the workforce system. With the overarching goal to streamline, 
consolidate, and integrate a wide array of employment and training 
programs, system changes spanned every facet of operation including 
governance, administration and funding, and service delivery. The 
vision is for an integrated workforce investment system better able to 
respond to the needs of its customers. The framework of WIA embodies 
principles that remain critical to the strategic planning process in 
today's economy.
    Since the passage of WIA, the workforce investment system broadly 
has made great strides in implementing the principles described above. 
However, there remains significant opportunity for States and local 
areas to utilize the framework of WIA to realize the vision these 
principles reflect. The changes in the WIA State planning process 
reflected in this document are intended to facilitate a realization of 
that vision as well as to set the stage for the planning process in the 
context of the 21st century economy.

    Signed at Washington, DC this 5th day of April, 2005.
Emily Stover DeRocco,
Assistant Secretary of Labor, Employment and Training Administration.

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

Statement of Purpose

    The purpose of this document is to provide planning guidelines to 
States and localities for the development of the Strategic Five-Year 
State Plan for title I of the Workforce Investment Act of 1998 (WIA) 
and the Wagner-Peyser Act (hereinafter referred to as the State Plan.) 
The State Plan is required in order for States to receive formula 
allotments under the Act. The current Strategic Five-Year State Plans 
expire June 30, 2005. The Department of Labor is anticipating the 
reauthorization of WIA within the next two years. To meet the 
requirement that States must have approved State plans in place to 
receive allotments, the Employment and Training Administration (ETA) is 
requiring states to only develop a plan for the first two years of the 
five year strategic planning cycle. This will allow States to 
strategically approach their workforce investment policies for the 
immediate future, without requiring a full five year strategic plan, in 
light of the anticipated reauthorization of WIA. The information 
required in the Plan is requested in order to meet the information 
requirements of the act and/or to demonstrate compliance with WIA, the 
WIA regulations, including 29 CFR part 37, the Wagner-Peyser Act, and 
the Wagner-Peyser Act regulations.

Background

    The Planning Guidance and Instructions provide a framework for the 
collaboration of Governors, Local Elected Officials, businesses and 
other partners to design and build workforce investment systems that 
address customer needs; deliver integrated, user-friendly services; and 
are accountable to the customers and the public. The document is 
organized in two distinct sections. The first section of the document 
is devoted to providing strategic guidance from a national perspective 
and communicates the current goals and strategic direction for the 
workforce system of the U.S. Department of Labor. The second section of 
the document is the actual format and guidance related to content for 
submission of the State Plan.
    The Department of Labor sees as one of its primary roles providing 
leadership and guidance to support a system that meets the objectives 
of title I of WIA, and in which State and local partners have 
flexibility to design systems and deliver services in a manner designed 
to achieve the goals for WIA based on their particular needs.

Part I. National Strategic Direction

    The purpose of this portion of the document is to communicate 
national direction and strategic priorities for the workforce 
investment system. Broadly, the Federal goals for the workforce 
investment system for this planning cycle include:
    [cir] Realizing the reforms envisioned by the Workforce Investment 
Act including:
     Integrated, seamless service delivery through 
comprehensive One-Stop Career Centers;
     A demand-driven workforce system governed by business-led 
workforce investment boards;
     Maximum flexibility in tailoring service delivery and 
making strategic investment in workforce development activities to meet 
the needs of State and local economies and labor markets;
     Customers making informed choices based on quality 
workforce information and accessing quality training providers;

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     Increased fiscal and performance accountability; and
     A youth program targeting out-of-school populations with 
increased accountability for employment and/or increased secondary and 
post-secondary education outcomes.
    [cir] Incorporating new statutory and regulatory program 
requirements that have evolved since the passage of WIA, such as 
priority of service for veterans as prescribed by the Jobs for Veterans 
Act (Pub. L. 107-288), (38 U.S.C. 4215).
    [cir] Providing the national strategic priorities and direction in 
the following areas:
     Implementation of a demand-driven workforce system;
     System reform to eliminate duplicative administrative 
costs and to enable increased training investments;
     Enhanced integration of service delivery through One-Stop 
delivery systems nationwide;
     A refocusing of the WIA youth investments on out-of-school 
youth populations, collaborative service delivery across Federal 
programs, and increased accountability;
     Improved development and delivery of workforce information 
to support workforce investment boards in their strategic planning and 
investments; providing tools and products that support business growth 
and economic development; and providing quality career guidance 
directly to students and job seekers and their counselors through One-
Stop Career Centers;
     Faith-based and community-based organizations playing an 
enhanced role in workforce development;
     Enhanced use of waivers and workflex provisions in WIA to 
provide greater flexibility to States and local areas in structuring 
their workforce investment systems; and
     Reporting against common performance measures across 
Federal employment and training programs.

Demand-Driven Workforce Investment System

    The realities of today's global economy make it imperative that the 
workforce investment system be demand-driven, providing services that 
prepare workers to take advantage of new and increasing job 
opportunities in high growth/high demand and economically vital 
industries and sectors of the American economy. The foundation of this 
effort is partnerships that include the workforce system, business and 
industry, and education and training providers, that develop and 
implement a strategic vision for economic development. Becoming demand-
driven represents a major transformation of this system, which, for 40 
years, framed around individuals needs for service rather than focusing 
on both the needs of job seekers and the business community.
    To be successful, the workforce investment system must begin today 
to prepare the workforce of tomorrow. Each year, the United States 
invests approximately $15 billion in the workforce system. To ensure 
that this large investment is used effectively, it is imperative that 
all of the components of the workforce system at the national, State, 
and local levels become demand-driven and contribute to the economic 
well-being of communities and the nation by developing a qualified and 
competitive workforce. Current job opportunities must be known as well 
as where the good jobs will be in the future by (1) identifying the 
workforce needs in high-growth, high-demand and economically critical 
industries and the necessary preparation required to succeed in those 
occupations and (2) understanding the workforce challenges that must be 
addressed to ensure a prepared and competitive workforce. This requires 
all of the key players in the State and local system, including 
Governors and Local Elected Officials, State and Local Workforce 
Investment Boards (WIBs), State Workforce Agencies, and One-Stop Career 
Centers to:
     Have a firm grasp of their State and local economies;
     Strategically invest and leverage their resources;
     Build partnerships between industry leaders and 
educational institutions that develop solutions to workforce 
challenges; and
     Allocate training dollars to provide the skills and 
competencies necessary to support industry now and in the future.
    The workforce investment system is a catalyst that links employers, 
economic development organizations, public agencies, and the education 
community to build and deliver innovative answers to workforce 
challenges.
    Development of a demand driven strategic plan requires utilizing 
economic information and analysis to drive strategic investments, 
identifying strategic partners, and designing effective service 
delivery systems. Some of the important elements of a demand-driven 
strategic plan include the following:
     Economic analysis is a fundamental starting point for a 
demand-driven approach to workforce investment. A wide array of 
workforce information and data, including economic indicators, labor 
market information, census data, educational data, transactional data, 
projections and data from the private sector, and one-on-one interviews 
with businesses needs to be collected and analyzed.
     Workforce strategies that target industries that are high 
growth, high demand and critical to the State and/or local economy are 
most likely to support economic growth and provide individuals with the 
opportunities to get good jobs with good pay and career pathways.
     Strategic partnerships among the workforce investment 
system, targeted businesses and industries, economic development 
agencies, and education and training providers (including K-12) provide 
a strong foundation for identifying workforce challenges and developing 
and implementing innovative workforce solutions focused on a workforce 
with the right skills. The workforce system must be the catalyst for 
bringing these target partnerships together.
     A solutions-based approach that brings the right strategic 
partners and resources to the table promotes a comprehensive analysis 
of workforce challenges and also provides the synergy for successful, 
innovative workforce solutions and the opportunity to leverage 
workforce investment resources effectively.
     A demand-driven workforce investment system ensures that 
the full array of assets available through the One-Stop delivery system 
is available to support individual workers as well as to provide 
solutions to workforce issues identified by business and industry.
     Translating the demand for workers with the skills 
businesses need into demand-driven career guidance must be one of the 
human resource solutions provided broadly by the workforce investment 
system.
    The proposed State planning guidance includes new language in 
support of these principles which offers States an opportunity, in the 
context of the State planning process, to articulate formally demand-
driven goals and strategies tailored to the unique needs of the State.

System Reform and Increased Focus on Training

    Workforce training is one of the major areas in which the President 
is focusing reform efforts. In April 2004, he challenged the workforce 
investment system at the State and local levels to eliminate 
unnecessary overhead costs and simplify administration in order to 
preserve more resources for training. The system currently spends 
approximately 30% of appropriated

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funds each year on infrastructure and ``other'' costs as currently 
reported by States as part of their routine reporting under WIA. Some 
of these funds are wisely spent, but clearly more can be made available 
for training. The President has called for the system to double the 
number of individuals trained under WIA. Through WIA reauthorization, 
additional reforms in support of these goals are anticipated.
     1. The WIA State Plan provides States with a platform to promote 
greater efficiencies in the workforce system by articulating 
administrative policies for State and local governance processes. The 
State has multiple vehicles to increase consolidation and integration 
of the infrastructure through policies, required practices, provision 
of technical assistance and monitoring. The State also can articulate 
its goals for expenditure of resources for training in industries and 
occupations critical to the State's economy.

Enhanced Integration Through One-Stop Delivery System

    One of the primary expectations of the workforce system under the 
WIA statutory framework is a seamless, integrated One-Stop delivery 
system. The expectation for an integrated service delivery system 
remains firmly embedded as a key principle of a demand-driven workforce 
system.
    The goal of integration is to ensure that the full spectrum of 
community assets is used in the service delivery system to support 
human capital solutions for businesses, industry and individual 
customers. Different programs fund different types of services and 
serve different populations. These unique program features in the 
system provide both breadth and depth to the human capital solutions 
offered to businesses and industry. However, the assets go beyond 
program funding, and without integration of those assets as well, the 
system limits its impact and success.
    The workforce system has had a vision of integration for over a 
decade, supported with the Federal investment in One-Stop Centers in 
the mid-1990s and later realized in statute with the passage of WIA. 
Despite many efforts, the vision of seamless, integrated service 
delivery remains unrealized in many areas. It is still all too common 
to visit local areas across the nation and find a One-Stop office 
within blocks of a separate ``job service'' or ``affiliate'' office or 
a comprehensive One-Stop Center where programs are co-located, but with 
little integration. In addition, there is often a lack of consistency 
in policy and service delivery across workforce investment areas within 
a State, which causes customer confusion and frustration. While there 
are real challenges to achieving the vision of integration, it is a 
vision that can be realized. Due to strong leadership, creativity, and 
hard work at the State and local levels, a number of One-Stop Centers 
have overcome turf issues and administrative challenges to offer 
integrated service delivery.
    Strong State leadership has been identified as one of the key 
success factors in achieving integration in One-Stop Centers. The WIA 
State planning process offers a unique opportunity for the Governor and 
the State workforce investment board to clearly articulate the State's 
goals for integration and to help remove any barriers. The Employment 
and Training Administration (ETA) is committed to working with States 
to support integration efforts.

A New Vision for Serving Youth Most in Need

    The Administration is committed to bold, innovative and flexible 
initiatives to prepare the most at-risk and neediest youth for jobs in 
our changing economy. ETA, in collaboration with the Departments of 
Education, Health and Human Services, and Justice, have developed a new 
strategic vision to more effectively and efficiently serve out-
of'school youth and those at risk of dropping out of school (Training 
and Employment Guidance Notice No. 3-04). Regional Youth Forums were 
conducted in the fall of 2004 that brought together State youth leaders 
to develop similar partnerships at the State level, and to begin to 
develop a common vision and action plan for implementing cross-agency 
State approaches for serving the neediest youth.
    Out-of-school youth (and those most at risk of dropping out) are an 
important part of the new workforce supply pipeline needed by 
businesses to fill job vacancies in a knowledge-based economy. WIA-
funded youth programs should connect these youth with quality secondary 
and post-secondary educational opportunities and high-growth and other 
employment opportunities.
    ETA's new vision for serving youth will present challenges for how 
State and local WIA programs interact and link with State and local 
education and economic development systems. To achieve this vision, 
States should consider this new strategic approach and associated goals 
across four major areas:
    [rtarr21] Alternative Education--Goal: Provide leadership to ensure 
that youth served in alternative education programs will receive a high 
quality education that adheres to the State standards developed in 
response to the No Child Left Behind (NCLB) legislation.
    [rtarr21] Demand of Business--Goal: The investment of WIA youth 
resources will be demand-driven, assuring that youth obtain the skills 
needed by businesses so that they can succeed in the 21st century 
economy.
    [rtarr21] Neediest Youth--Goal: Investments will be prioritized to 
serve youth most in need including out-of-school youth (and those at 
risk of dropping out of school), youth in foster care, those aging out 
of foster care, youth offenders, children of incarcerated parents, 
homeless youth, and migrant and seasonal farmworker youth.
    [rtarr21] Improved Performance--Goal: Key initiatives will be 
implemented to assure that programs are performance-based and focused 
on outcomes.
    ETA has developed strategic partnerships at the Federal level with 
the Department of Education's Office of Vocational and Adult Education, 
the Department of Health and Human Services' Administration for 
Children and Families, and the Department of Justice's Office of 
Juvenile Justice and Delinquency Prevention. Through the State planning 
process, Governors have the opportunity to promote strategic 
partnerships across State agencies serving youth to enhance service 
delivery and more effectively leverage available resources.
    ETA encourages Governors to play a key leadership role in enhancing 
intra-State coordination among youth serving agencies and to develop 
cross-agency approaches for serving youth. The WIA State planning 
process is a vehicle for driving a Statewide youth vision that ensures 
that previously marginalized youth become an important pipeline of 
workers that helps drive the State's economy.

A Stronger Workforce Information System

    As discussed previously, a strong foundation of economic data and 
workforce information, along with the ability to analyze the data and 
transform it into easily understood intelligence, is one of the keys to 
effective strategic planning for a demand-driven workforce investment 
system. To achieve that vision, the workforce system needs to move 
beyond traditional labor market information strategies and develop a 
workforce information system that helps drive both economic development 
and workforce investment for the State. In

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their lead role, States need to embrace a wide array of data sources, 
new strategies for making it available to customers, and consider 
alternative ways to invest and leverage public and private resources to 
build the State's workforce information system.
    Workforce information is critical not only for driving the 
investments of the workforce system, but it is also a fundamental 
decision tool for the nation's businesses, students, workers, parents, 
guidance counselors, and education institutions. The development of 
workforce information is the responsibility broadly of Governors, State 
workforce agencies, State agencies designated under WIA as responsible 
for labor market information, State economic development agencies, and 
local workforce investment boards. A better alignment of information 
producers, brokers, and consumers both inside and outside the publicly 
funded workforce system must occur.

Effective Utilization of Faith-Based and Community Based Organizations

    President Bush signed Executive Order 13198 on January 29, 2001, 
with the goal of removing statutory, regulatory, and procedural 
barriers that prevent faith-based and community organizations (FBCOs) 
from participating in the provision of social services. The Department 
of Labor Center for Faith-based and Community Initiatives, created 
under the Executive Order, has worked closely with ETA to help increase 
the opportunities for FBCOs to partner with the workforce investment 
system. As legal and regulatory barriers have been removed, the 
Department of Labor has been increasingly focusing on ways to integrate 
FBCOs into the WIA system at the local level including:
     Expanding the access of faith-based and community 
organizations' clients and customers to the training, job and career 
services offered by the local One-Stop Centers;
     Increasing the number of faith-based and community 
organizations serving as committed and active partners in the One-Stop 
delivery system.
    By integrating the workforce system with the resources available 
through these organizations, the capacity of the workforce investment 
system to serve those most in need is significantly expanded. 
Continuing to promote integration of FBCOs remains a focal point for 
the President and the Department of Labor. States are encouraged to 
incorporate strategies that include FBCOs into their State Plans.

Increased Use of Flexibility Provisions in WIA

    For the workforce system to be successful in promoting business 
prosperity and employment opportunities for workers, States must have 
the flexibility to design innovative programs based on local need and 
labor markets. WIA as it exists today provides significant 
opportunities to States to obtain waivers of statutory and regulatory 
requirements that may impede achieving the State's workforce goals. 
Therefore, one of the key focal points as States move into a new 
planning cycle is to encourage States to utilize the full range of 
flexibility offered under WIA's waiver and workflex provisions. The 
workflex option has not been utilized by States and may offer the 
greatest range of opportunity for States. ETA is committed to sharing 
the waiver strategies States have utilized to date and providing 
technical assistance to States considering requesting waivers. The 
State planning guidance is a vehicle for the State to identify waiver 
opportunities and to formally request waivers in concert with overall 
strategic planning. Waivers may be requested at other times as well. 
(Approved waivers are on the DOLETA automated waiver Web site which can 
easily be linked to from the http://www.doleta.gov Web site.)

Performance Accountability and Implementation of Common Performance 
Measures

    Improved performance accountability for customer-focused results is 
a central feature of WIA and remains a strategic priority for the 
President and the Department of Labor. In an effective accountability 
system, a clear link should exist between the State's program design 
and the results achieved. The performance information should be 
available to and easily understood by all customers, stakeholders, and 
operators of the workforce investment system.
    To enhance the management of the workforce system and the usability 
of performance information, the Department, in collaboration with other 
Federal agencies, has developed a set of common performance measures 
for federally-funded training and employment programs. The value of 
common measures is the ability to describe in a similar manner the core 
purposes of the workforce system--did people find jobs; did people stay 
employed; and did earnings increase? Standardizing the definitions of 
the outcomes across programs simplifies reporting. Coupled with valid 
and accurate information, use of common measures provides a greater 
ability to compare and manage results.
    It is ETA's intent to begin data collection in support of common 
measures effective July 1, 2005, for Program Year 2005. This was 
recently announced in Training and Employment Guidance Letter 18-04, 
``Announcing the soon-to-be-published Proposed Revisions to Existing 
Performance Reporting Requirements for the Implementation of Common 
Measures for title I of the Workforce Investment Act (WIA), the Wagner-
Peyser Act (Employment Service (ES)/Labor Exchange), the Trade 
Adjustment Assistance Reform Act (TAA), and title 38, chapter 41 Job 
Counseling, Training, and Placement Service (Veterans' Employment and 
Training Service (VETS)).'' Prior to the effective date, ETA will 
publish proposed revisions to reporting and recordkeeping requirements 
in support of common measures in a separate Federal Register Notice.
    The common measures are an integral part of ETA's performance 
accountability system. ETA will continue to collect from States and 
grantees other data on program activities, participants, and outcomes 
necessary for program management, including data that support the 
existing WIA performance measures, and to convey full and accurate 
information on the performance of workforce programs to policymakers 
and stakeholders.

Part II. State Planning Instructions

Table of State Plan Contents

Plan Development Process
Plan Submission Requirements
Department of Labor Review and Approval
Negotiated Performance Indicators
Modifications to State Plan
Inquiries

I. State Vision
II. State Workforce Investment Priorities
III. State Governance Structure
    A. Organization of State Agencies in Relation to Governor
    B. State Workforce Investment Board (WIB)
    C. Structure/Process for State Agencies and State Board to 
Collaborate and Communicate With Each Other and With the Local 
Workforce Investment System
IV. Economic and Labor Market Analysis
V. Overarching State Strategies
VI. Major State Policies and Requirements
VII. Integration of One-Stop Service Delivery
VIII. Administration and Oversight of Local Workforce Investment 
System
IX. Service Delivery
    A. One-Stop Service Delivery Strategies
    B. Workforce Information
    C. Adults and Dislocated Workers
    D. Rapid Response
    E. Youth

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    F. Business Services
    G. Innovative Service Delivery Strategies
    H. Strategies for Faith-based and Community-based Organizations
X. State Administration
XI. Assurances
Attachments
    A. ETA Regional Administrators List
    B. Program Administration Designees and Plan Signatures
    C. Optional Table for State Performance Indicators and Goals
    D. Local Planning Guidance for Single Workforce Investment Area 
States

Plan Development Process

    WIA gives states and local areas a unique opportunity to develop 
employment and training systems tailored specifically to state and 
local area needs. Since the state plan is only as effective as the 
partnerships that operationalize it, it should represent a 
collaborative process among state and local elected officials, Boards 
and partners (including economic development, education and private 
sector partners) to create a shared understanding of the state's 
workforce investments needs, a shared vision of how the workforce 
investment system can be designed to meet those needs, and agreement on 
the key strategies to attain this vision. This type of collaborative 
planning at all stages--from the initial planning discussions through 
drafting the state plan document--will enable the state plan to both 
drive local system improvements and allow room for strategies tailored 
to local needs. Plan development must also include an opportunity for 
stakeholder and public review and comment.
    Describe, in one page or less, the process for developing the state 
plan.
    1. Include (a) a discussion of the involvement of the Governor and 
the State Board in the development of the plan, and (b) a description 
of the manner in which the State Board collaborated with economic 
development, education, the business community and other interested 
parties in the development of the state plan. (Sec.  112(b)(1).)
    2. Include a description of the process the State used to make the 
Plan available to the public and the outcome of the State's review of 
the resulting public comments. (Sec. Sec.  111(g), 112(b)(9).)

Plan Submission Requirements

    WIA state plans must have an original signature of the Governor, 
and the name of the Governor must be typed below the signature. The due 
date for submission of the first two-year period, July 1, 2005 through 
June 30, 2007, of the five-year strategic plan is Tuesday, May 31, 
2005.
    States have the option to submit state plans in an electronic, hard 
copy, or CD-ROM format. The Department of Labor is encouraging states 
to submit state plans in electronic format to reduce the reporting and 
processing burden and to ensure timely receipt by the Department. The 
designated Federal Coordinator for the review and approval process is 
Christine Kulick, e-mail: [email protected]; phone: (202) 693-
3045.

Options for Submission

    Electronic Submission. States can submit a state plan 
electronically either by posting it on an Internet Web site that is 
accessible to the Department or by transmitting it through electronic 
mail to the Department.
    Posting State Plans on an Internet Web Site. Under this option, a 
state need only post its state plan on an Internet Web site; inform the 
Federal Coordinator and the appropriate ETA Regional Administrator (as 
listed in Attachment A) through electronic mail of the URL and the 
location of the document on the Web site; provide contact information 
in the event of problems with accessing the Web site; and certify that 
no changes will be made to the version of the state plan posted on the 
Web site after it has been submitted to the Department, unless the 
Department grants prior approval for such changes.
    Transmitting State Plans by Electronic Mail. States submitting 
their Plan by electronic mail should send it to [email protected] with a 
copy sent to the appropriate ETA Regional Administrator (as listed in 
Attachment A).
    Other Considerations When Using Electronic Submission. State plan 
certifications with electronic signatures are acceptable. If a state 
chooses not to use an electronic signature, then the signature page 
must be submitted in hard copy. If a state chooses to submit its State 
plan by transmitting it through electronic mail, the state must submit 
it in Microsoft Word or PDF format.
    Hard Copy or CD-ROM Submission. States choosing to submit a hard 
copy should submit one copy of the plan (with an original signature) to 
the appropriate ETA Regional Administrator, as listed in Attachment A, 
and one copy to Christine Kulick, the Federal Coordinator for Plan 
Review and Approval.
    States submitting a state plan on CD-ROM should submit one copy of 
the plan to Christine Kulick, the Federal Coordinator for Plan Review 
and Approval, and one copy to the appropriate ETA Regional 
Administrator (as listed in Attachment A). If the state plan on the CD-
ROM does not include the signature of the Governor on the signature 
page, the state must submit separately an electronic signature or a 
signature page in hard copy. Plans submitted on a CD-ROM must be in 
Microsoft Word or PDF format.
    Any state submitting its plan in hard copy, or on a CD-ROM, should 
send it to the following address, with a copy to the Regional 
Administrator: Division of One-Stop Operations, Employment and Training 
Administration, U.S. Department of Labor, 200 Constitution Ave., NW., 
Room S-4231, Washington, DC 20210, Attn: Ms. Christine Kulick.
    The Federal Coordinator will confirm receipt of the state plan 
within two workdays of receipt and indicate the date for the start of 
the review period. When a state submits an incomplete state plan, the 
period for review will not start until all required components of the 
state plan have been received.

Department of Labor Review and Approval

    State plans will be reviewed in accordance with 20 CFR 661.220(e), 
which provides that the Secretary must approve all state plans within 
90 days of their submission, unless the Secretary determines in writing 
that: (1) The state plan is inconsistent with the provisions of title I 
of WIA or the WIA regulations, including 29 CFR part 37; or (2) the 
portion of the state plan impacting the Wagner-Peyser Act plan does not 
satisfy the criteria for approval in section 8(d) of the Wagner-Peyser 
Act or the Wagner-Peyser Act regulations at 20 CFR part 652. However, 
for state plans that are submitted by the due date of May 31, 2005, for 
the two-year planning period, July 1, 2005 through June 30, 2007, the 
Department of Labor is committed to completing its review of the plan 
within 30 days.
    The appropriate Regional Administrator will advise the state by 
letter, as soon as possible, that the state plan is approved or 
disapproved. If the state plan is not approved, the Regional 
Administrator will clearly indicate the reasons for disapproval and 
specify what additional information is required or what action needs to 
be taken for the state plan to be approved.

Negotiated Performance Indicators

    WIA allows considerable flexibility in system design and service 
delivery, in exchange for both accountability for a key set of outcomes 
and improving those outcomes over time. To

[[Page 19211]]

accomplish this, the Secretary of Labor and the Governor of each State 
must reach agreement on the State's negotiated performance levels for 
the core indicators of performance, and for customer satisfaction 
indicators of employers' and participants' satisfaction. These levels 
of performance become the basis for sanctions for failed performance 
and, with additional performance levels under Adult Education and 
Vocational Education, the basis for incentive grants.
    At a minimum, the state plan should include proposed performance 
goals each of the performance indicators for the two program years 
covered by the Plan for all programs covered in the plan (including 
Wagner-Peyser). While the state plan is under review, the ETA Regional 
Administrator and the state will discuss the performance levels, and 
negotiate on them as appropriate. The Department expects states to 
enter into preliminary discussions with the local boards and the ETA 
Regional Administrators before submitting the state plan. States are 
expected to come to the negotiating table with support from their local 
boards for the proposed performance goals. Entering into preliminary 
discussions prior to plan submission will maximize the time available 
to States, local areas, and the Department to develop a shared set of 
goals. ETA Regional Administrators will coordinate with other 
Department of Labor program administrators, including the Veterans' 
Employment and Training Service (VETS) Regional Administrators, to 
assure comprehensive Departmental participation. The Department will 
provide additional guidance regarding the negotiation process at a 
later date.

Modifications to State Plans

    Modifications may be needed in any number of areas to keep the 
state plan a viable, living document over its two-year life. WIA 
regulations permit states to modify their plan at any time and 20 CFR 
652.212 and 661.230 outline the circumstances under which modifications 
must be submitted. Modifications are required when:
    (1) Changes in Federal or State law or policy substantially change 
the assumptions upon which the plan is based.
    (2) There are changes in the Statewide vision, strategies, 
policies, performance indicators, the methodology used to determine 
local allocation of funds, reorganizations which change the working 
relationship with system employees, changes in organizational 
responsibilities, changes to the membership structure of the State 
Board or alternative entity and similar substantial changes to the 
State's workforce investment system.
    (3) The State has failed to meet performance goals, and must adjust 
service strategies.
    The regulations, at 20 CFR 652.212, which relate to the Wagner-
Peyser Act portions of the plan, also require modifications when there 
is any reorganization of the State agency designated to deliver 
services under the Wagner-Peyser Act, any change in service delivery 
strategy, any change in levels of performance when performance goals 
are not met, or any change in services delivered by State merit-staff 
employees.
    In general, it is substantial changes to the Strategic Five-Year 
Plan that require a modification under the regulations, i.e., any 
change that significantly impacts the operation of the state's 
workforce investment system.
    Modifications to the state plan are subject to the same public 
review and comment requirements that apply to the development of the 
original state plan. States should direct any questions about the need 
to submit a plan modification to the appropriate ETA Regional 
Administrator (as listed in Attachment A).

Inquiries

    General inquiries about the State Planning Instructions may be 
directed to Christine Kulick, the Federal Coordinator for Plan Review 
and Approval. She may be contacted by e-mail at 
[email protected] or by phone at (202) 693-3045. Inquiries about 
specific State issues should be directed to the appropriate ETA 
Regional Administrator (as listed in Attachment A).

State Vision

    Describe the Governor's vision for a Statewide workforce investment 
system. Provide a summary articulating the Governor's vision for 
utilizing the resources of the workforce system in support of the 
State's economic development that address the issues and questions 
below. States are encouraged to attach more detailed documents to 
expand upon any aspect of the summary response if available. (Sec.  
112(a) and (b)(4)(A-C).)
    A. What are the State's economic development goals for attracting, 
retaining and growing business and industry within the State? (Sec.  
112(a) and (b)(4)(A-C).)
    B. Given that a skilled workforce is a key to the economic success 
of every business, what is the Governor's vision for maximizing and 
leveraging the broad array of Federal and State resources available for 
workforce investment flowing through the State's cabinet agencies and/
or education agencies in order to ensure a skilled workforce for the 
State's business and industry? (Sec.  112(a) and (b)(4)(A-C).)
    C. Given the continuously changing skill needs that business and 
industry have as a result of innovation and new technology, what is the 
Governor's vision for ensuring a continuum of education and training 
opportunities that support a skilled workforce? (Sec.  112(a) and 
(b)(4)(A-C).)
    D. What is the Governor's vision for bringing together the key 
players in workforce development including business and industry, 
economic development, education, and the workforce system to 
continuously identify the workforce challenges facing the State and to 
develop innovative strategies and solutions that effectively leverage 
resources to address those challenges? (Sec.  112(b)(10).)
    E. What is the Governor's vision for ensuring that every youth has 
the opportunity for developing and achieving career goals through 
education and workforce training, including the youth most in need of 
assistance, such as out-of-school youth, homeless youth, youth in 
foster care, youth aging out of foster care, youth offenders, children 
of incarcerated parents, migrant and seasonal farmworker youth, and 
other youth at risk? (Sec.  112(b)(18)(A.)

II. State Workforce Investment Priorities

    Identify the Governor's key workforce investment priorities for the 
State's workforce system and how each will lead to actualizing the 
Governor's vision for workforce and economic development. (Sec. Sec.  
111(d)(2) and 112(a).)

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

A. Organization of State Agencies in Relation to the Governor

    1. Provide an organizational chart that delineates the relationship 
to the Governor of the agencies involved in the public workforce 
investment system, including education and economic development and the 
required and optional One-Stop partner programs managed by each agency.
    2. In a narrative describe how the agencies involved in the public 
workforce investment system interrelate on workforce and economic 
development issues and the respective lines of authority.

[[Page 19212]]

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

    1. Describe the organization and structure of the State Board. 
(Sec.  111).)
    2. Identify the organizations or entities represented on the State 
Board. If you are using an alternative entity which does not contain 
all the members required under section 111(b)(1), describe how each of 
the entities required under this section will be involved in planning 
and implementing the State's workforce investment system as envisioned 
in WIA. How is the alternative entity achieving the State's WIA goals? 
(Sec.  111(a-c), 111(e), and 112(b)(1).)
    3. Describe the process your State used to identify your State 
board members. How did you select board members, including business 
representatives, who have optimum policy-making authority and who 
represent diverse regions of the State as required under WIA? (20 CFR 
661.200).)
    4. Describe how the board's membership enables you to achieve your 
vision described above. (Sec. Sec.  111(a-c) and 112(b)(1).)
    5. Describe how the Board carries out its functions as required in 
Sec.  111(d) and 20 CFR 661.205. Include functions the Board has 
assumed that are in addition to those required. Identify any functions 
required in Sec.  111(d) the Board does not perform and explain why.
    6. How will the State board ensure that the public (including 
people with disabilities) has access to board meetings and information 
regarding State board activities, including membership and meeting 
minutes? (20 CFR 661.205.)
    7. Identify the circumstances which constitute a conflict of 
interest for any State or local workforce investment board member or 
the entity that s/he represents, and any matter that would provide a 
financial benefit to that member or his or her immediate family. 
(Sec. Sec.  111(f), 112(b)(13), and 117(g).)
    8. What resources does the State provide the board to carry out its 
functions, i.e., staff, funding, etc.?

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

    1. Describe the steps the State will take to improve operational 
collaboration of the workforce investment activities and other related 
activities and programs outlined in section 112(b)(8)(A), at both the 
State and local level (e.g., joint activities, memoranda of 
understanding, planned mergers, coordinated policies, etc.). How will 
the State board and agencies eliminate any existing State-level 
barriers to coordination? (Sec. Sec.  111(d)(2) and 112(b)(8)(A).)
    2. Describe the lines of communication established by the Governor 
to ensure open and effective sharing of information among the State 
agencies responsible for implementing the vision for the workforce 
system and between the State agencies and the State workforce 
investment board.
    3. Describe the lines of communication and mechanisms established 
by the Governor to ensure timely and effective sharing of information 
between the State agencies/State Board and local workforce investment 
areas and local Boards. Include types of regularly issued guidance and 
how Federal guidance is disseminated to local Boards and One-Stop 
Career Centers. (Sec.  112(b)(1).)
    4. Describe any cross-cutting organizations or bodies at the State 
level designed to guide and inform an integrated vision for serving 
youth in the State within the context of workforce investment, social 
services, juvenile justice, and education. Describe the membership of 
such bodies and the functions and responsibilities in establishing 
priorities and services for youth. How is the State promoting a 
collaborative cross-agency approach for both policy development and 
service delivery at the local level for youth? (Sec.  112(b)(18)(A).)

IV. Economic and Labor Market Analysis (Sec.  112(b)(4))

    As a foundation for this strategic plan and to inform the strategic 
investments and strategies that flow from this plan, provide a detailed 
analysis of the State's economy, the labor pool, and the labor market 
context. Elements of the analysis should include the following:
    A. What is the current makeup of the State's economic base by 
industry?
    B. What industries and occupations are projected to grow and/or 
decline in the short term and over the next decade?
    C. In what industries and occupations is there a demand for skilled 
workers and available jobs, both today and projected over the next 
decade? In what numbers?
    D. What jobs/occupations are most critical to the State's economy?
    E. What are the skill needs for the available, critical and 
projected jobs?
    F. What are the current and projected demographics of the available 
labor pool (including the incumbent workforce) both now and over the 
next decade?
    G. Is the State experiencing any ``in migration'' or ``out 
migration'' of workers that impact the labor pool?
    H. Based on an analysis of both the projected demand for skills and 
the available and projected labor pool, what skill gaps is the State 
experiencing today and what skill gaps are projected over the next 
decade?
    I. Based on an analysis of the economy and the labor market, what 
workforce development issues has the State identified?
    J. What workforce development issues has the State prioritized as 
being most critical to its economic health and growth?

V. Overarching State Strategies

    A. Identify how the State will use WIA title I funds to leverage 
other Federal, State, local, and private resources in order to maximize 
the effectiveness of such resources and to expand the participation of 
business, employees, and individuals in the Statewide workforce 
investment system? (Sec.  112(b)(10).)
    B. What strategies are in place to address the national strategic 
direction discussed in part I of this guidance, the Governor's 
priorities, and the workforce development issues identified through the 
analysis of the State's economy and labor market? (Sec.  112(b)(4)(D), 
112(a).)
    C. Based on the State's economic and labor market analysis, what 
strategies has the State implemented or plans to implement to target 
industries and occupations within the State that are high growth, high 
demand, and vital to the State's economy? (Sec.  112(a), 112(b)(4)(A).) 
The State may want to consider:
    1. Industries projected to add a substantial number of new jobs to 
the economy; or
    2. Industries that have a significant impact on the overall 
economy; or
    3. Industries that impact the growth of other industries; or
    4. Industries that are being transformed by technology and 
innovation that require new skill sets for workers; or
    5. Industries that new and emerging and are expected to grow.
    D. What strategies are in place to promote and develop ongoing and 
sustained strategic partnerships that include business and industry, 
economic development, the workforce system, and education partners (K-
12, community colleges and others) for the purpose of continuously 
identifying workforce challenges and developing solutions to targeted 
industries' workforce challenges? (Sec.  112(b)(8).)

[[Page 19213]]

    E. What State strategies are in place to ensure that sufficient 
system resources are being spent to support training of individuals in 
high growth/high demand industries? (Sec.  112(b)(17)(A)(i), and 
112(b)(4)(A).)
    F. What workforce strategies does the State have to support the 
creation, sustainability, and growth of small businesses and support 
for the workforce needs of small businesses as part of the State's 
economic strategy? (Sec. Sec.  112(b)(4)(A) and 112(b)(17)(A)(i).)
    G. How are the funds reserved for Statewide activities used to 
incent the entities that make up the State's workforce system at the 
State and local levels to achieve the Governor's vision and address the 
national strategic direction identified in part I of this guidance? 
(Sec.  112(a).)
    H. Describe the State's strategies to promote collaboration between 
the workforce system, education, human services, juvenile justice, and 
other systems to better serve youth that are most in need and have 
significant barriers to employment, and to successfully connect them to 
education and training opportunities that lead to successful 
employment. (Sec.  112(b)(18)(A).)
    I. Describe the State's strategies to identify State laws, 
regulations, policies that impede successful achievement of workforce 
development goals and strategies to change or modify them. (Sec.  
112(b)(2).)
    J. Describe how the State will take advantage of the flexibility 
provisions in WIA for waivers and the option to obtain approval as a 
workflex State pursuant to Sec.  189(i) and Sec.  192.

VI. Major State Policies and Requirements

    Describe major State policies and requirements that have been 
established to direct and support the development of a Statewide 
workforce investment system not described elsewhere in this Plan as 
outlined below. (Sec.  112(b)(2).)
    A. What State policies and systems are in place or planned to 
support common data collection and reporting processes, information 
management, integrated service delivery, and performance management? 
(Sec. Sec.  111(d)(2) and 112(b)(8)(B).)
    B. What State policies are in place that promote efficient use of 
administrative resources such as requiring more co-location and fewer 
affiliate sites in local One-Stop systems to eliminate duplicative 
facility and operational costs or requiring a single administrative 
structure at the local level to support local boards and to be the 
fiscal agent for WIA funds to avoid duplicative administrative costs 
that could otherwise be used for service delivery and training? The 
State may include administrative cost controls, plans, reductions, and 
targets for reductions if it has established them. (Sec. Sec.  
111(d)(2) and 112(b)(8)(A).)
    C. What State policies are in place to promote universal access and 
consistency of service Statewide? (Sec.  112(b)(2).)
    D. What policies support a demand-driven approach, as described in 
Part I. ``Demand-driven Workforce Investment System'', to workforce 
development--such as training on the economy and labor market data for 
local Board and One-Stop Career Center staff? (Sec. Sec.  112(b)(4) and 
112(b)(17)(A)(iv).)
    E. What policies are in place to ensure that the resources 
available through the Federal and/or State apprenticeship programs and 
the Job Corps are fully integrated with the State's One-Stop delivery 
system? (Sec.  112)(b)(17)(A)(iv).)

VII. Integration of One-Stop Service Delivery

    Describe the actions the State has taken to ensure an integrated 
One-Stop service delivery system Statewide. (Sec. Sec.  112(b)(14) and 
121).)
    A. What State policies and procedures are in place to ensure the 
quality of service delivery through One-Stop Centers such as 
development of minimum guidelines for operating comprehensive One-Stop 
Centers, competencies for One-Stop Career Center staff or development 
of a certification process for One-Stop Centers? (Sec.  112(b)(14).)
    B. What policies or guidance has the State issued to support 
maximum integration of service delivery through the One-Stop delivery 
system for both business customers and individual customers? (Sec.  
112(b)(14).)
    C. What actions has the State taken to promote identifying One-Stop 
infrastructure costs and developing models or strategies for local use 
that support integration? (Sec.  112(b)(14).)
    D. How does the State use the funds reserved for Statewide 
activities pursuant to Sec. Sec.  129(b)(2)(B) and 134(a)(2)(B)(v) to 
assist in the establishment and operation of One-Stop delivery systems? 
(Sec.  112(b)(14).)
    E. How does the State ensure the full array of services and staff 
in the One-Stop delivery system support human capital solutions for 
businesses and individual customers broadly? (Sec.  112(b)(14).)

VIII. Administration and Oversight of Local Workforce Investment System

    A. Local Area Designations:
    1. Identify the State's designated local workforce investment areas 
and the date of the most recent area designation, including whether the 
State is currently re-designating local areas pursuant to the end of 
the subsequent designation period for areas designated in the previous 
State Plan. (Sec.  112(b)(5).)
    2. Include a description of the process used to designate such 
areas. Describe how the State considered the extent to which such local 
areas are consistent with labor market areas: geographic areas served 
by local and intermediate education agencies, post-secondary education 
institutions and area vocational schools; and all other criteria 
identified in section 116(a)(1) in establishing area boundaries, to 
assure coordinated planning. Describe the State Board's role, including 
all recommendations made on local designation requests pursuant to 
section 116(a)(4). (Sec. Sec.  112(b)(5) and 116(a)(1).)
    3. Describe the appeals process used by the State to hear appeals 
of local area designations referred to in Sec.  112(b)(5) and Sec.  
116(a)(5).
    B. Local Workforce Investment Boards--Identify the criteria the 
State has established to be used by the chief elected official(s) in 
the local areas for the appointment of local board members based on the 
requirements of section 117. (Sec. Sec.  112(b)(6), 117(b).)
    C. How will your State build the capacity of Local Boards to 
develop and manage high performing local workforce investment system? 
(Sec. Sec.  111(d)(2) and 112(b)(14).)
    D. Local Planning Process--Describe the State mandated requirements 
for local workforce areas' strategic planning. What assistance does the 
State provide to local areas to facilitate this process, (112(b)(2) and 
20 CFR 661.350(a)(13).) including:
    1. What oversight of the local planning process is provided, 
including receipt and review of plans and negotiation of performance 
agreements? and
    2. How does the local plan approval process ensure that local plans 
are consistent with State performance goals and State strategic 
direction?
    E. Regional Planning (Sec. Sec.  112(b)(2), 116(c)).
    1. Describe any intra-State or inter-State regions and their 
corresponding performance measures.
    2. Include a discussion of the purpose of these designations and 
the activities (such as regional planning, information sharing and/or 
coordination activities) that will occur to help improve performance. 
For example, regional planning efforts could result in the sharing of 
labor market information or

[[Page 19214]]

in the coordination of transportation and support services across the 
boundaries of local areas.
    3. For inter-State regions (if applicable), describe the roles of 
the respective Governors and State and local Boards.
    F. Allocation Formulas (112(b)(12)).
    1. If applicable, describe the methods and factors (including 
weights assigned to each factor) your State will use to distribute 
funds to local areas for the 30% discretionary formula adult employment 
and training funds and youth funds pursuant to Sec. Sec.  128(b)(3)(B) 
and 133(b)(3)(B).
    2. Describe how the allocation methods and factors help ensure that 
funds are distributed equitably throughout the State and that there 
will be no significant shifts in funding levels to a local area on a 
year-to-year basis.
    3. Describe the State's allocation formula for dislocated worker 
funds under Sec.  133(b)(2)(B).
    4. Describe how the individuals and entities on the State board 
were involved in the development of the methods and factors, and how 
the State consulted with chief elected officials in local areas 
throughout the State in determining such distribution.
    G. Provider Selection Policies (Sec. Sec.  112(b)(17)(A)(iii), 122, 
134(d)(2)(F)).
    1. Identify the policies and procedures, to be applied by local 
areas, for determining eligibility of local level training providers, 
how performance information will be used to determine continuing 
eligibility and the agency responsible for carrying out these 
activities.
    2. Describe how the State solicited recommendations from local 
boards and training providers and interested members of the public, 
including representatives of business and labor organizations, in the 
development of these policies and procedures.
    3. Describe how the State will update and expand the State's 
eligible training provider list to ensure it has the most current list 
of providers to meet the training needs of customers?
    4. Describe the procedures the Governor has established for 
providers of training services to appeal a denial of eligibility by the 
local board or the designated State agency, a termination of 
eligibility or other action by the board or agency, or a denial of 
eligibility by a One-Stop operator. Such procedures must include the 
opportunity for a hearing and time limits to ensure prompt resolution.
    5. Describe the competitive and non-competitive processes that will 
be used at the State level to award grants and contracts for activities 
under title I of WIA, including how potential bidders are being made 
aware of the availability of grants and contracts. (Sec.  112(b)(16).)
    6. Identify the criteria to be used by local boards in awarding 
grants for youth activities, including criteria that the Governor and 
local boards will use to identify effective and ineffective youth 
activities and providers of such activities. (Sec.  112(b)(18)(B).)
    H. One-Stop Policies (Sec.  112(D)(14)).
    1. Describe how the services provided by each of the required and 
optional One-Stop partners will be coordinated and made available 
through the One-Stop system. Include how the State will consolidate 
Wagner-Peyser Act funds to avoid duplication of core services. (Sec.  
112(b)(8)(A).)
    2. Describe how the State helps local areas identify areas needing 
improvement and how technical assistance will be provided.
    3. Identify any additional State mandated One-Stop partners (such 
as TANF or Food Stamp Employment and Training) and how their programs 
and services are integrated into the One-Stop Career Centers.
    I. Oversight/Monitoring Process--Describe the monitoring and 
oversight criteria and procedures the State utilizes to move the system 
toward the State's vision and achieve the goals identified above, such 
as the use of mystery shoppers, performance agreements. (Sec.  
112(b)(14).)
    J. Grievance Procedures.--Attach a copy of the State's grievance 
procedures for participants and other affected parties (including 
service providers.) (Sec.  122(g) and 181(cc).)
    K. Describe the following State policies or procedures that have 
been developed to facilitate effective local workforce investment 
systems (Sec. Sec.  112(b)(17)(A) and 112 (b)(2).):
    1. State guidelines for the selection of One-Stop providers by 
local boards;
    2. Procedures to resolve impasse situations at the local level in 
developing memoranda of understanding (MOUs) to ensure full 
participation of all required partners in the One-Stop delivery system;
    3. Criteria by which the State will determine if local Boards can 
run programs in-house;
    4. Performance information that on-the-job training and customized 
training providers must provide;
    5. Reallocation policies;
    6. State policies for approving local requests for authority to 
transfer funds (not to exceed 20%) between the Adult and Dislocated 
Worker funding streams at the local level;
    7. Policies related to displaced homemakers, nontraditional 
training for low-income individuals, older workers, low-income 
individuals, disabled individuals and others with multiple barriers to 
employment and training;
    8. If you did not delegate this responsibility to local boards, 
provide your State's definition regarding the sixth youth eligibility 
criterion at section 101(13)(C)(iv) (``an individual who requires 
additional assistance to complete an educational program, or to secure 
and hold employment''). (Sec. Sec.  112(b)(18)(A) and 20 CFR 664.210).)

IX. Service Delivery

    Describe the approaches the State will use to provide direction and 
support to local Boards and the One-Stop Career Center delivery system 
on the strategic priorities to guide investments, structure business 
engagement, and inform service delivery approaches for all customers. 
(Sec. Sec.  112(b)(17)(A) Activities could include:

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

    1. How will the services provided by each of the required and 
optional One-Stop partners be coordinated and made available through 
the One-Stop system? (Sec.  112(b)(8)(A).)
    2. How are youth formula programs funded under Sec.  128(b)(2)(A) 
integrated in the One-Stop system?
    3. What minimum service delivery requirements does the State 
mandate in a comprehensive One-Stop Center or an affiliate site?
    4. What tools and products has the State developed to support 
service delivery in all One-Stop Centers Statewide?
    5. What models/templates/approaches does the State recommend and/or 
mandate for service delivery in the One-Stop Centers? For example, do 
all One-Stop Centers have a uniform method of organizing their service 
delivery to business customers? Is there a common individual assessment 
process utilized in every One-Stop Center? Are all One-Stop Centers 
required to have a resource center that is open to anyone?

B. Workforce Information

    A fundamental component of a demand-driven workforce investment 
system is the integration and application of the best available State 
and local workforce information including, but not limited to, economic 
data, labor market information, census data, private sources of 
workforce information produced by trade associations and others, 
educational data, job vacancy surveys, transactional data from job 
boards, and information obtained directly from businesses.

[[Page 19215]]

(Sec. Sec.  111(d)(8), 112(b)(1), and 134(d)(2)(E).)
    1. Describe how the State will integrate workforce information into 
its planning and decision making at the State and local level, 
including State and local Boards, One-Stop operations, and case manager 
guidance.
    2. Describe the approach the State will use to disseminate accurate 
and timely workforce information to businesses, job seekers, and 
employment counselors, in easy to use formats that are readily 
accessible within One-Stop Career Centers and at remote locations such 
as libraries, schools, worksites, and at home.
    3. Describe how the State's Workforce Information Core Products and 
Services Plan is aligned with the WIA State Plan to ensure that the 
investments in core products and services support the State's overall 
strategic direction for workforce investment.
    4. Describe how State workforce information products and tools are 
coordinated with the national electronic workforce information tools 
including America's Career Information Network and Career Voyages.

C. Adults and Dislocated Workers

    1. Core Services. Sec.  112(b)(17)(a)(i).
    a. Describe state strategies and policies to ensure adults and 
dislocated workers have universal access to the minimum required core 
services as described in Sec.  134(d)(2).
    b. Describe how the state will ensure the three-tiered service 
delivery strategy for labor exchange services for job seekers and 
employers authorized by the Wagner-Peyser Act includes: (1) Self-
service, (2) facilitated self-help service, and (3) staff-assisted 
service, and is accessible and available to all customers at the local 
level.
    c. Describe how the state will integrate resources provided under 
the Wagner-Peyser Act and WIA title I for adults and dislocated workers 
as well as resources provided by required One-Stop partner programs, to 
deliver core services.
    2. Intensive Services. (Sec.  112(b)(17)(a)(i).) Describe State 
strategies and policies to ensure adults and dislocated workers who 
meet the criteria in Sec.  134(d)(3)(A) receive intensive services as 
defined.
    3. Training Services. (Sec.  112(b)(17)(A)(i).)
    a. Describe the Governor's vision for increasing training access 
and opportunities for individuals including the investment of WIA title 
I funds and the leveraging of other funds and resources.
    b. Individual Training Accounts:
    i. What policy direction has the State provided for ITAs?
    ii. Describe innovative training strategies used by the State to 
fill skills gaps. Include in the discussion the State's effort leverage 
additional resources to maximize the use of ITAs through partnerships 
with business, education (in particular, community and technical 
colleges), economic development agencies, and industry associations and 
how business and industry involvement is used to drive this strategy.
    iii. Discuss the State's plan for committing all or part of WIA 
title I funds to training opportunities in high-growth, high-demand, 
and economically vital occupations.
    iv. Describe the State's policy for limiting ITAs (e.g., dollar 
amount or duration).
    v. Describe the State's current or planned use of WIA title I funds 
for the provision of training through apprenticeship.
    vi. Identify State policies developed in response to changes to WIA 
regulations that permit the use of WIA title I financial assistance to 
employ or train participants in religious activities when the 
assistance is provided indirectly) such as through an ITA. (Note that 
the Department of Labor provides Web access to the equal treatment 
regulations and other guidance for the workforce investment system and 
faith-based and community organizations at http://www.dol.gov/cfbci/legalguidance.htm.)
    c. Eligible Training Provider List. Describe the State's process 
for providing broad customer access to the statewide list of eligible 
training providers and their performance information including at every 
One-Stop Career Center. (Sec.  112(b)(17)(A)(iii).)
    d. On-the-Job (OJT) and Customized Training (Sec. Sec.  
112(b)(17)(A)(i) and 134(b)). Based on the outline below, describe the 
State's major directions, policies and requirements related to OJT and 
customized training.
    i. Describe the Governor's vision for increasing training 
opportunities to individuals through the specific delivery vehicles of 
OJT and customized training.
    ii. Describe how the State:
     Identifies OJT and customized training opportunities;
     Markets OJT and customized training as an incentive to 
untapped employer pools including new business to the State, employer 
groups;
     Partners with high-growth, high-demand industries and 
economically vital industries to develop potential OJT and customized 
training strategies;
     Taps business partners to help drive the demand-driven 
strategy through joint planning, competency and curriculum development; 
and determining appropriate lengths of training, and
     Leverages other resources through education, economic 
development and industry associations to support OJT and customized 
training ventures.
    4. Service to Specific Populations. (Sec.  112(b)(17)(A)(iv).)
    a. Describe the State's strategies to ensure that the full range of 
employment and training programs and services delivered through the 
State's One-Stop delivery system are accessible to and will meet the 
needs of dislocated workers, displaced homemakers, low-income 
individuals migrant and seasonal farmworkers, women, minorities, 
individuals training for non-traditional employment, veterans, public 
assistance recipients and individuals with multiple barriers to 
employment (including older individuals, people with limited English-
speaking proficiency, and people with disabilities.)
    b. Describe the reemployment services you will provide to 
unemployment insurance claimants and the Worker Profiling services 
provided to claimants identified as most likely to exhaust their 
unemployment insurance benefits in accordance with section 3(c)(3) of 
the Wagner-Peyser Act.
    c. Describe how the State administers the unemployment insurance 
work test and how feedback requirements (under Sec.  7(a)(3)(F) of the 
Wagner-Peyser Act) for all UI claimants are met.
    d. Describe the State's strategy for integrating and aligning 
services to dislocated workers provided through the WIA rapid response, 
WIA dislocated worker, and Trade Adjustment Assistance (TAA) programs. 
Does the State have a policy supporting co-enrollment for WIA and TAA?
    e. How is the State's workforce investment system working 
collaboratively with business and industry and the education community 
to develop strategies to overcome barriers to skill achievement and 
employment experienced by the populations listed in paragraph (a.) 
above and to ensure they are being identified as a critical pipeline of 
workers?
    f. Describe how the State will ensure that the full array of One-
Stop services are available to individuals with disabilities and that 
the services are fully accessible?
    g. Describe the role LVER/DVOP staff have in the One-Stop Delivery 
System. How will the State ensure adherence to

[[Page 19216]]

the legislative requirements for veterans' staff? How will services 
under this Plan take into consideration the agreement reached between 
the Secretary and the State regarding veterans' employment programs? 
(Sec. Sec.  112(b)(7), 112 (b)(17)((B); 322, 38 U.S.C. chapter 41; and 
20 CFR 1001.120).)
    h. Department of Labor regulations at 29 CFR 37, require all 
recipients of Federal financial assistance from DOL to provide 
meaningful access to limited English proficient (LEP) persons. Federal 
financial assistance includes grants, training, equipment usage, 
donations of surplus property, and other assistance. Sub-recipients are 
also covered when Federal DOL funds are passed through from one 
recipient to a sub-recipient. Describe how the State will ensure access 
to services through the State's One-Stop delivery system by persons 
with limited English proficiency and how the State will meet the 
requirements of ETA Training and Employment Guidance Letter (TEGL) 26-
02 (May 29, 2003), which provides guidance on methods of complying with 
the Federal rule.
    i. Describe the State's strategies to enhance and integrate service 
delivery through the One-Stop delivery system for migrant and seasonal 
farm workers and agricultural employers. How will the State ensure that 
migrant and seasonal farm workers have equal access to employment 
opportunities through the State's One-Stop delivery system? Include the 
following:
     The number of Migrant and Seasonal Farmworkers (MSFWs) the 
State anticipates reaching annually through outreach to increase their 
ability to access core, intensive, and training services in the One-
Stop Career Center System.
    5. Priority of Service.
    a. What procedures and criteria are in place under 20 CFR 663.600 
for the Governor and appropriate local boards to direct One-Stop 
operators to give priority of service to public assistance recipients 
and other low-income individuals for intensive and training services if 
funds allocated to a local area for adult employment and training 
activities are determined to be limited? (Sec. Sec.  112(b)(17)(A)(iv) 
and 134(d)(4)(E).)
    b. What policies and strategies does the State have in place to 
ensure that, pursuant to the Jobs for Veterans Act (Pub. L. 107-288) 
(38 U.S.C. 4215), that priority of service is provided to veterans (and 
certain spouses) who otherwise meet the eligibility requirements for 
all employment and training programs funded by the U.S. Department of 
Labor, in accordance with the provisions of TEGL 5-03 (9/16/03)?

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

    Describe how your State provides Rapid Response services with the 
funds reserved under section 133(a)(2).
    1. Identify the entity responsible for providing Rapid Response 
services. Describe how Rapid Response activities involve local boards 
and Chief Elected Officials. If Rapid Response activities are shared 
between the State and local areas, describe the functions of each and 
how funds are allocated to the local areas.
    2. Describe the process involved in carrying out Rapid Response 
activities.
    a. What methods are involved in receiving notice of impending 
layoffs (include WARN Act notice as well as other sources)?
    b. What efforts does the Rapid Response team make to ensure that 
rapid response services are provided, whenever possible, prior to 
layoff date, onsite at the company, and on company time?
    c. What services are included in Rapid Response activities? Does 
the Rapid Response team provide workshops or other activities in 
addition to general informational services to affected workers? How do 
you determine what services will be provided for a particular layoff 
(including layoffs that may be trade-affected)?
    3. How does the State ensure a seamless transition between Rapid 
Response services and One-Stop activities for affected workers?
    4. Describe how Rapid Response functions as a business service. 
Include whether Rapid Response partners with economic development 
agencies to connect employees from companies undergoing layoffs to 
similar companies that are growing and need skilled workers? How does 
Rapid Response promote the full range of services available to help 
companies in all stages of the economic cycle, not just those available 
during layoffs. How does the State promote Rapid Response as a 
positive, proactive, business-friendly service, not only a negative, 
reactive service?
    5. What other partnerships does Rapid Response engage in to expand 
the range and quality of services available to companies and affected 
workers and to develop an effective early layoff warning network?
    6. What systems does the Rapid Response team use to track its 
activities? Does the State have a comprehensive, integrated Management 
Information System that includes Rapid Response, Trade Act programs, 
National Emergency Grants, and One-Stop activities?
    7. Are Rapid Response funds used for other activities not described 
above; e.g., the provision of additional assistance to local areas that 
experience increased workers or unemployed individuals due to 
dislocation events?

E. Youth

    ETA's strategic vision identifies youth most in need, such as out 
of school youth and those at risk, youth in foster care, youth aging 
out of foster care, youth offenders, children of incarcerated parents, 
homeless youth, and migrant and seasonal farmworker youth as those most 
in need of service. State programs and services should take a 
comprehensive approach to serving these youth, including basic skills 
remediation, helping youth stay in or return to school, employment, 
internships, help with attaining a high school diploma or GED, post-
secondary vocational training, apprenticeships and enrollment in 
community and four-year colleges. (Sec.  112(b)(18).)
    1. Describe your State's strategy for providing comprehensive, 
integrated services to eligible youth, including those most in need as 
described above. Include any State requirements and activities to 
assist youth who have special needs or barriers to employment, 
including those who are pregnant, parenting, or have disabilities. 
Include how the State will coordinate across State agencies responsible 
for workforce investment, foster care, education, human services, 
juvenile justice, and other relevant resources as part of the strategy. 
(Sec.  112(b)(18).)
    2. Describe how coordination with Job Corps and other youth 
programs will occur. (Sec.  112(b)(18)(C).)
    3. How does the State plan to utilize the funds reserved for 
Statewide activities to support the State's vision for serving youth? 
Examples of activities that would be appropriate investments of these 
funds include:
    a. Utilizing the funds to promote cross agency collaboration;
    b. Demonstration of cross-cutting models of service delivery;
    c. Development of new models of alternative education leading to 
employment; or
    d. Development of demand-driven models with business and industry 
working collaboratively with the workforce investment system and 
education partners to develop strategies for bringing these youth 
successfully into the workforce pipeline with the right skills.

[[Page 19217]]

    e. Describe how your State will, in general, meet the Act's 
provisions regarding youth program design. (Sec. Sec.  112(b)(18) and 
129(c).)

F. Business Services (Sec. Sec.  112(a) and 112(b)(2))

    Provide a description of the State's strategies to improve the 
services to employers, including a description of how the State intends 
to:
    1. Determine the employer needs in the local areas and on a 
Statewide basis.
    2. Integrate business services, including Wagner-Peyser Act 
services, to employers through the One-Stop system.
    3. Streamline administration of Federal tax credit programs within 
the One-Stop system to maximize employer participation. (20 CFR part 
652.3(b), Sec.  112(b)(17)(A)(i).)

G. Innovative Service Delivery Strategies (Sec.  112(b)(17)(A))

    1. Describe innovative service delivery strategies the State has or 
is planning to undertake to maximize resources, increase service 
levels, improve service quality, achieve better integration or meet 
other key State goals. Include in the description the initiative's 
general design, anticipated outcomes, partners involved and funds 
leveraged (e.g., title I formula, Statewide reserve, employer 
contributions, education funds, non-WIA State funds).
    2. If your State is participating in the ETA Personal Re-employment 
Account (PRA) demonstration, describe your vision for integrating PRAs 
as a service delivery alternative as part of the State's overall 
strategy for workforce investment.

H. Strategies for Faith-Based and Community-Based Organizations (Sec.  
112(b)(17)(i))

    Reaching those most in need is a fundamental element of the demand-
driven system's goal to increase the pipeline of needed workers while 
meeting the training and employment needs of those most at risk. Faith-
based and community organizations provide unique opportunities for the 
workforce investment system to access this pool of workers and meet the 
needs of business and industry. Describe those activities to be 
undertaken to: (1) increase the opportunities for participation of 
faith-based and community organizations as committed and active 
partners in the One-Stop delivery system; and (2) expand the access of 
faith-based and community-based organizations' clients and customers to 
the services offered by the One-Stops in the State. Outline those 
action steps designed to strengthen State collaboration efforts with 
local workforce investment areas in conducting outreach campaigns to 
educate faith-based and community organizations about the attributes 
and objectives of the demand-driven workforce investment system. 
Indicate how these resources can be strategically and effectively 
leveraged in the State's workforce investment areas to help meet the 
objectives of the Workforce Investment Act.

X. State Administration

    A. What technology infrastructure and/or management information 
systems does the State have in place to support the State and local 
workforce investment activities such as a One-Stop operating system 
designed to facilitate case management and service delivery across 
programs, a State job matching system, Web-based self service tools for 
customers, fiscal management systems, etc.? (Sec. Sec.  111(d)(2), 
112(b)(1), and 112(b)(8)(B).)
    B. Describe the State's plan for use of the funds reserved for 
Statewide activities under WIA Sec.  128 (a)(1).
    C. Describe how any waivers or workflex authority (both existing 
and planned) will assist the State in developing its workforce 
investment system. (Sec. Sec.  189(i)(1), 189 (i)(4)(A), and 192.)
    D. Performance Management and Accountability. Improved performance 
and accountability for customer-focused results are central features of 
WIA. To improve, states need not only systems in place to collect data 
and track performance, but also systems to analyze the information and 
modify strategies to improve performance. (See Training and Employment 
Guidance Letter (TEGL) 15-03, Common Measures Policy, December 10, 
2003.) In this section, describe how the State measures the success of 
its strategies in achieving its goals, and how the State uses this data 
to continuously improve the system.
    1. Describe the State's performance accountability system, 
including any state-system measures and the state's performance goals 
established with local areas. Identify the performance indicators and 
goals the State has established to track its progress toward meeting 
its strategic goals and implementing its vision for the workforce 
investment system. For each of the core indicators, explain how the 
State worked with local boards to determine the level of the 
performance goals. Include a discussion of how the levels compare with 
the State's previous outcomes as well as with the State-adjusted levels 
of performance established for other States (if available), taking into 
account differences in economic conditions, the characteristics of 
participants when they entered the program and the services to be 
provided. Include a description of how the levels will help the State 
achieve continuous improvement over the two years of the Plan. 
(Sec. Sec.  112(b)(3) and 136(b)(3).)
    2. Describe any targeted applicant groups under WIA title I, the 
Wagner-Peyser Act or title 38 chapters 41 and 42 (Veterans Employment 
and Training Programs) that the State tracks. (Sec. Sec.  111(d)(2), 
112(b)(3) and 136(b)(2)(C).)
    3. Identify any performance outcomes or measures in addition to 
those prescribed by WIA and what process the State is using to track 
and report them.
    4. Describe the State's common data system and reporting processes 
in place to track progress. Describe what data will be collected from 
the various One-Stop partners (beyond that required by DOL), use of 
quarterly wage records (including how your State accesses wage 
records), and how the Statewide system will have access to the 
information needed to continuously improve. (Sec.  112(b)(8)(B).)
    5. Describe any actions the Governor and State Board will take to 
ensure collaboration with key partners and continuous improvement of 
the Statewide workforce investment system. (Sec. Sec.  111(d)(2) 
and112(b)(1).)
    6. How do the State and local boards evaluate performance? What 
corrective actions (including sanctions and technical assistance) will 
the State take if performance falls short of expectations? How will the 
State and Local Boards use the review process to reinforce the 
strategic direction of the system? (Sec. Sec.  111(d)(2), 112(b)(1), 
and 112(b)(3).)
    7. What steps, has the State taken to prepare for implementation of 
new reporting requirements against the common performance measures as 
described in Training and Employment Guidance Letter (TEGL), 15-03, 
December 10, 2003, Common Measures Policy? In addition, what is the 
State's plan for gathering baseline data and establishing performance 
targets for the common measures? Note: ETA will issue additional 
guidance on reporting requirements for common measures.
    8. Include a proposed level for each performance measure for each 
of the two program years covered by the Plan. While the plan is under 
review, the state will negotiate with the respective ETA Regional 
Administrator to set the appropriate levels for the next two years. 
States must identify the

[[Page 19218]]

performance indicators required under section 136, and, for each 
indicator, the State must develop an objective and quantifiable 
performance goal for two program years. States are encouraged to 
address how the performance goals for local workforce investment areas 
and training provides will help them attain their statewide performance 
goals. (Sec. Sec.  112(b)(3) and 136.)
    E. Administrative Provisions.
    1. Provide a description of the appeals process referred to in 
Sec.  116(a)(5)(m).
    2. Describe the steps taken by the State to ensure compliance with 
the non-discrimination requirements outlined in Sec.  188.

XI. Assurances

    1. The State assures that it will establish, in accordance with 
section 184 of the Workforce Investment Act, fiscal control and fund 
accounting procedures that may be necessary to ensure the proper 
disbursement of, and accounting for, funds paid to the State through 
the allotments made under sections 127 and 132. (Sec.  112(b)(11).)
    2. The State assures that it will comply with section 184(a)(6), 
which requires the Governor to, every two years, certify to the 
Secretary, that--
    a. The State has implemented the uniform administrative 
requirements referred to in section 184(a)(3);
    b. The State has annually monitored local areas to ensure 
compliance with the uniform administrative requirements as required 
under section 184(a)(4); and
    c. The State has taken appropriate action to secure compliance with 
section 184 (a)(3) pursuant to section 184(a)(5). (Sec.  184(a)(6).)
    3. The State assures that the adult and youth funds received under 
the Workforce Investment Act will be distributed equitably throughout 
the State, and that no local areas will suffer significant shifts in 
funding from year to year during the period covered by this Plan. 
(Sec.  112(b)(12)(B).)
    4. The State assures that veterans will be afforded employment and 
training activities authorized in section 134 of the Workforce 
Investment Act, and the activities authorized in chapters 41 and 42 of 
title 38 U.S. code. The State assures that it will comply with the 
veterans priority established in the Jobs for Veterans Act. (38 U.S.C. 
4215).)
    5. The State assures that the Governor shall, once every two years, 
certify one local board for each local area in the State. (Sec.  
117(c)(2).)
    6. The State assures that it will comply with the confidentiality 
requirements of section 136(f)(3).
    7. The State assures that no funds received under the Workforce 
Investment Act will be used to assist, promote, or deter union 
organizing. (Sec.  181(b)(7).)
    8. The State assures that it will comply with the nondiscrimination 
provisions of section 188, including an assurance that a Methods of 
Administration has been developed and implemented (Sec.  188.)
    9. The State assures that it will collect and maintain data 
necessary to show compliance with the nondiscrimination provisions of 
section 188. (Sec.  185.).
    10. The State assures that it will comply with the grant procedures 
prescribed by the Secretary (pursuant to the authority at section 
189(c) of the Act) which are necessary to enter into grant agreements 
for the allocation and payment of funds under the Act. The procedures 
and agreements will be provided to the State by the ETA Office of 
Grants and Contract Management and will specify the required terms and 
conditions and assurances and certifications, including, but not 
limited to, the following:
     General Administrative Requirements:
    [cir] 29 CFR part 97--Uniform Administrative Requirements for State 
and Local Governments (as amended by the Act).
    [cir] 29 CFR part 96 (as amended by OMB Circular A-133)--Single 
Audit Act.
    [cir] OMB Circular A-87--Cost Principles (as amended by the Act).
     Assurances and Certifications:
    [cir] SF 424 B--Assurances for Non-construction Programs.
    [cir] 29 CFR part 37--Nondiscrimination and Equal Opportunity 
Assurance (and regulation) 29 CFR 37.20.
    [cir] CFR part 93--Certification Regarding Lobbying (and 
regulation).
    [cir] 29 CFR part 98--Drug Free Workplace and Debarment and 
Suspension Certifications (and regulation).
     Special Clauses/Provisions:
    Other special assurances or provisions as may be required under 
Federal law or policy, including specific appropriations legislation, 
the Workforce Investment Act, or subsequent Executive or Congressional 
mandates.
    11. The State certifies that the Wagner-Peyser Act Plan, which is 
part of this document, has been certified by the State Employment 
Security Administrator.
    12. The State certifies that veterans' services provided with 
Wagner-Peyser Act funds will be in compliance with 38 U.S.C. chapter 41 
and 20 CFR part 1001.
    13. The State certifies that Wagner-Peyser Act-funded labor 
exchange activities will be provided by merit-based public employees in 
accordance with DOL regulations.
    14. The State assures that it will comply with the MSFW significant 
office requirements in accordance with 20 CFR part 653.
    15. The State certifies it has developed this Plan in consultation 
with local elected officials, local workforce boards, the business 
community, labor organizations and other partners.
    16. As a condition to the award of financial assistance from the 
Department of Labor under title I of WIA, the grant applicant assures 
that it will comply fully with the nondiscrimination and equal 
opportunity provisions of the following laws:

--Section 188 of the Workforce Investment Act of 1998 (WIA), which 
prohibits discrimination against all individuals in the United States 
on the basis of race, color, religion, sex, national origin, age, 
disability, political affiliation or belief, and against beneficiaries 
on the basis of either citizenship/status as a lawfully admitted 
immigrant authorized to work in the United States or participation in 
any WIA title I--financially assisted program or activity;
--Title VI of the Civil Rights Act of 1964, as amended, which prohibits 
discrimination on the bases of race, color and national origin;
--Section 504 of the Rehabilitation Act of 1973, as amended, which 
prohibits discrimination against qualified individuals with 
disabilities;
--The Age Discrimination Act of 1975, as amended, which prohibits 
discrimination on the basis of age; and
-- Title IX of the Education Amendments of 1972, as amended, which 
prohibits discrimination on the basis of sex in educational programs.

    The grant applicant also assures that it will comply with 29 CFR 
part 37 and all other regulations implementing the laws listed above. 
This assurance applies to the grant applicant's operation of the WIA 
title I--financially assisted program or activity, and to all 
agreements the grant applicant makes to carry out the WIA title I--
financially assisted program or activity. The grant applicant 
understands that the United States has the right to seek judicial 
enforcement of this assurance.
    17. The State assures that funds will be spent in accordance with 
the

[[Page 19219]]

Workforce Investment Act and the Wagner-Peyser Act and their 
regulations, written Department of Labor Guidance implementing these 
laws, and all other applicable Federal and State laws and regulations.

Attachment A

ETA Regional Administrators: January 2005

Region 1--Boston/New York

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

Region 2--Philadelphia

Lenita Jabobs-Simmons, Regional Administrator, U.S. Department of 
Labor/ETA, The Curtis Center, 170 South Independence Mall West, Suite 
825 East, Philadelphia, Pennsylvania 19106-3315, (215) 861-5205, Fax: 
(215) 861-5205, [email protected].

Region 3--Atlanta

Helen Parker, Regional Administrator, U.S. Department of Labor/ETA, 
Atlanta Federal Center, Rm. 6M12, 61 Forsyth Street, SW., Atlanta, 
Georgia 30303, (404) 562-2092, Fax: (404) 562-2149, 
[email protected].

Region 4--Dallas/Denver

Joseph C. Juarez, Regional Administrator, U.S. Department of Labor/ETA, 
Federal Building, Rm. 317, 525 Griffin Street, Dallas, Texas 75202, 
(214) 767-8263, Fax: (214) 767-5113, [email protected].

Region 5--Chicago/Kansas City

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

Region 6--San Francisco/Seattle

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

Name of WIA Title I Grant Recipient Agency:

Attachment B

Program Administration Designees and Plan Signatures

Name of WIA Title I Grant Recipient Agency:----------------------------
-----------------------------------------------------------------------
Address:---------------------------------------------------------------
-----------------------------------------------------------------------
Telephone Number:------------------------------------------------------
Facsimile Number:------------------------------------------------------
E-mail Address:--------------------------------------------------------

Name of State WIA Title I Administrative Agency (if different from the 
Grant Recipient):------------------------------------------------------
-----------------------------------------------------------------------
Address:---------------------------------------------------------------
-----------------------------------------------------------------------
Telephone Number:------------------------------------------------------
Facsimile Number:------------------------------------------------------
E-mail Address:--------------------------------------------------------

Name of WIA Title I Signatory Official:--------------------------------
-----------------------------------------------------------------------
Address:---------------------------------------------------------------
-----------------------------------------------------------------------
Telephone Number:------------------------------------------------------
Facsimile Number:------------------------------------------------------
E-mail Address:--------------------------------------------------------

Name of WIA Title I Liaison:-------------------------------------------
Address:---------------------------------------------------------------
-----------------------------------------------------------------------
Telephone Number:------------------------------------------------------
Facsimile Number:------------------------------------------------------
E-mail Address:--------------------------------------------------------

Name of Wagner-Peyser Act Grant Recipient/State Employment Security 
Agency:----------------------------------------------------------------
Address:---------------------------------------------------------------
-----------------------------------------------------------------------
Telephone Number:------------------------------------------------------
Facsimile Number:------------------------------------------------------
E-mail Address:--------------------------------------------------------

Name and title of State Employment Security Administrator (Signatory 
Official):-------------------------------------------------------------
Address:---------------------------------------------------------------
-----------------------------------------------------------------------
Telephone Number:------------------------------------------------------
Facsimile Number:------------------------------------------------------
E-mail Address:--------------------------------------------------------

As the Governor, I certify that for the State/Commonwealth of --------
--------, the agencies and officials designated above have been duly 
designated to represent the State/Commonwealth in the capacities 
indicated for the Workforce Investment Act, title I, and Wagner-Peyser 
Act grant programs. Subsequent changes in the designation of officials 
will be provided to the U.S. Department of Labor as such changes occur.

I further certify that we will operate our Workforce Investment Act and 
Wagner-Peyser Act programs in accordance with this Plan and the 
assurances herein.

Typed Name of Governor:------------------------------------------------
Signature of Governor:-------------------------------------------------
Date:------------------------------------------------------------------

Attachment C

Optional Table for State Performance Indicators and Goals \1\

--------------------------------------------------------------------------------------------------------------------------------------------------------
                                                                                        Corresponding                      Performance goals out-years
                          WIA requirement at section 136(b)                              performance     Previous year  --------------------------------
                                                                                         indicator(s)     performance        1          2          3
--------------------------------------------------------------------------------------------------------------------------------------------------------
Adults:
    Entry into Unsubsidized Employment
    6-Months Retention in Unsubsidized Employment
    6-Months Earnings received in Unsubsidized Employment
    Attainment of Educational or Occupational Skills Credential
Dislocated Workers:
    Entry into Unsubsidized Employment
    6-Months Retention in Unsubsidized Employment
    6-Months Earnings received in Unsubsidized Employment
    Attainment of Educational or Occupational Skills Credential
Youth Aged 19-21:
    Entry into Unsubsidized Employment
    6-Months Retention in Unsubsidized Employment
    6-Months Earnings received in Unsubsidized Employment
    Attainment of Educational or Occupational Skills Credential
Youth 14-18:
    Attainment of Basic, Work Readiness and/or Occupational Skills
    Attainment of Secondary School Diplomas/Equivalents
    Placement and Retention in Post-Secondary Education/Training, or Placement in
     Military, Employment, Apprenticeships

[[Page 19220]]

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

Attachment D

Local Planning Guidance for Single Workforce Investment Area States

I. Local Plan Submission

    Section 118 of the Workforce Investment Act requires that the Board 
of each local workforce investment area, in partnership with the 
appropriate chief elected official, develop and submit a comprehensive 
Local Plan for activities under title I of WIA to the Governor for his 
or her approval. In States where there is only one local workforce 
investment area, the Governor serves as both the State and local Chief 
Elected Official. In this case, the State must submit both the State 
and Local Plans to the Department of Labor for review and approval. 
States may (1) submit their Local Plan as an attachment to the State 
Plan or (2) include these elements within their State Plan, and 
reference them in an attachment.
    The State Planning Guidance on plan modifications and the plan 
approval process applies to a single workforce investment area State 
Local Plan, with one addition: The Department will approve a Local Plan 
within ninety days of submission, unless it is inconsistent with the 
Act and its implementing regulations, or deficiencies in activities 
carried out under the Act have been identified and the State has not 
made acceptable progress in implementing corrective measures. (Sec.  
112(c).)

II. Plan Content

    In the case of single workforce investment area States, much of the 
Local Plan information required by section 118 of WIA will be contained 
in the State Plan. At a minimum, single workforce investment area State 
Local Plans shall contain the additional information described below, 
and any other information that the Governor may require. For each of 
the questions, if the answers vary in different areas of the State, 
please describe those differences.

A. Plan Development Process

    1. Describe the process for developing the Local Plan. Describe the 
process and timeline used to provide an opportunity for public comment, 
including how local Chief Elected Officials, representatives of 
businesses and labor organizations, and other appropriate partners 
provided input into the development of the Local Plan, prior to the 
submission of the Plan. (Sec.  118(b)(7).)
    2. Include with the local Plan any comments that represent 
disagreement with the Plan. (Sec.  118(c)(3).)

B. Services

    1. Describe the One-Stop system(s) that will be established in the 
State. Describe how the system(s) will ensure the continuous 
improvement of eligible providers of services and ensure that such 
providers meet the employment and training needs of employers, workers 
and job seekers throughout the State. Describe the process for the 
selection of One-Stop operator(s), including the competitive process 
used or the consortium partners. (Sec.  118(b)(2)(A).)
    2. Describe and assess the type and availability of youth 
activities, including an identification of successful providers of such 
activities. (Sec.  118(b)(6).)

C. System Infrastructure

    1. Identify the entity responsible for the disbursal of grant 
funds, as determined by the Governor. Describe how funding for areas 
within the State will occur. Provide a description of the relationship 
between the State and within-State areas regarding the sharing of costs 
where co-location occurs. (Sec.  118(b)(8).)
    2. Describe the competitive process to be used to award the grants 
and contracts in the State for WIA title I activities. (Sec.  
118(b)(9).)

[FR Doc. 05-7159 Filed 4-11-05; 8:45 am]
BILLING CODE 4510-30-P