[Federal Register Volume 88, Number 14 (Monday, January 23, 2023)]
[Notices]
[Pages 4032-4037]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 2023-01142]


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DEPARTMENT OF LABOR

Employment and Training Administration


Notice of Request for Information (RFI) on Sector Strategies To 
Meet Critical Workforce Needs Across Industries

AGENCY: Employment and Training Administration (ETA); Department of 
Labor.

ACTION: Request for information.

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SUMMARY: The U.S. Department of Labor's (DOL's) Employment and Training 
Administration (ETA) requests information on current and planned local 
and regional sector strategies and partnership models. This request for 
information (RFI) seeks input from all stakeholders involved directly 
and indirectly in economic and workforce development, particularly as 
it relates to the development of sector strategy models that address 
the workforce needs of specific industry sectors within a local or 
regional labor market through a strategic sector partnership. This 
stakeholder input will inform the Department's efforts in developing 
sustainable and scalable sector strategies through economic development 
and workforce collaboration to meet local and regional sector needs for 
skilled workers in quality jobs while meeting broader Administration 
objectives, such as equity and the inclusion of historically 
marginalized populations within those sectors, and responsiveness to 
the needs of businesses and the economy in critical industries during 
and beyond the pandemic.

DATES: Responses may be submitted on a rolling basis but are due no 
later than 5 p.m. (ET) on March 24, 2023.

ADDRESSES: Submit all responses to this RFI by email to Hannah Jenuwine 
at [email protected]. Responses must be received by 5:00 p.m. 
(E.T.) on March 24, 2023, for consideration. Only electronic responses 
will be accepted.
    Please identify your answers by responding to a specific question 
or topic, if applicable. Please clearly state the specific question to 
which you are responding. All assumptions, including any assumed 
government support, shall be clearly identified. All proprietary and 
restricted information shall be clearly marked. Respondents may answer 
as many or as few questions as they wish. DOL will not respond to 
individual submissions. A response to this RFI will not be viewed as a 
binding commitment to develop or pursue the project or ideas discussed.
    Submitting comments via email. Please include in the subject line 
``RFI: Sector Strategies to Meet Critical Workforce Needs Across 
Industries.'' Responses must be provided as attachments to an email. It 
is recommended that attachments with file sizes exceeding 25MB be 
compressed (i.e., zipped) to ensure message delivery; however, no email 
shall exceed a total of 45MB, including all attachments. Responses must 
be provided as a Microsoft Word (.docx) or Portable Document Format 
(.pdf) attachment to the email and may be no more than 25 pages in 
length, in 12-point font, with

[[Page 4033]]

1-inch margins. Please provide the following information in a cover 
letter:
     Community, organization, or company (if applicable);
     Contact name; and
     Contact's address, phone number, and email address.

FOR FURTHER INFORMATION CONTACT: Jenn Smith, Division Chief, Division 
of Strategic Investments, by telephone at 202-693-3597 (this is not a 
toll-free number) or by email at [email protected].

SUPPLEMENTARY INFORMATION: The Workforce Innovation and Opportunity Act 
of 2014 (WIOA) emphasizes the important role of sector strategies in a 
dynamic regional workforce development plan. Within WIOA, regional 
coordination and planning requirements include the necessity of a 
regional plan that supports the ``development and implementation of 
sector initiatives for in-demand industry sectors or occupations in the 
regions.'' Sector strategies are useful models of local and regional 
workforce development that are well-positioned to align the collective 
needs of employers in an in-demand industry with the skilled workforce 
needed, while ensuring a successful career pathway from training to 
employment and career progression. There is evidence of the 
effectiveness of a sector approach but the transition from paper to 
practice can be challenging. Real-world collaboration can be hard to 
sustain without dedicated support and focused commitment. Scaling of 
effective strategies can also be challenging as the context, 
partnerships, and workforce challenges within specific sectors may 
involve factors and considerations that vary from those in a local or 
regional economic development area.
    ETA developed a sector strategy framework in 2016, which has been 
used to inform many of our more recent investments. This framework 
defines a sector strategy as a partnership of multiple employers within 
a critical industry that brings together education, economic 
development, workforce systems, and community organizations to identify 
and collaboratively meet the workforce needs of that industry within a 
regional labor market. Sector strategies are a key element of a Career 
Pathways System, which develops education and training in collaboration 
with employers to ensure the end product supports the skills and 
competencies needed by industry. As a systems change approach, there 
are recognized components of an effective sector strategy. ETA's Sector 
Strategy Implementation Framework,\1\ drawing from emerging research 
and practices, advanced ``five key capabilities'' of successful sector-
focused organizations that state and regional workforce partnerships 
should master in implementing a sector approach. They include:
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    \1\ See https://businessengagement.workforcegps.org/resources/2016/04/12/13/53/Sector-Strategies-Implementation-Framework.
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     Data-Informed Decision Making--the organization/
partnership uses rigorous data to make decisions about target 
industries and education and training investments.
     Industry Engagement--there is meaningful and continuous 
involvement of targeted industry sector employers in designing and 
delivering programs and services.
     Sector-Based Service Delivery--all partners are 
effectively facilitating the delivery of workforce solutions to be 
responsive to the needs of workers and the targeted industry sector(s).
     Sustainability and Continuous Improvement--the 
organization/partnership is able to measure sector strategy outcomes 
and has an effective and realistic plan to financially sustain sector 
work over time.
     Organizational Capacity and Alignment--the organization/
partnership has the personnel, policies, vision, and resources in place 
to continually support sector strategy outcomes.
    The Department has funded several recent sector strategy 
initiatives through H-1B-funded grant programs, and evaluations from 
these projects will support key learnings to support future 
investments, such as the SECTOR initiative proposed in WIOA 
reauthorization and the FY 23 President's Budget. The SECTOR proposal 
encompasses the key capabilities of sector strategies described above 
but also targets equity by centering services on the most underserved 
populations and communities while focusing on high-skill, high-wage, 
and/or in-demand industry sectors or occupations that lead to an 
economy of good jobs. Additionally, this RFI will provide crucial 
information on how local and regional areas are considering sector 
strategies as a response to key workforce needs, particularly in the 
most critical industries of priority and opportunity--such as those 
being built out through recent federal investments, including the 
Bipartisan Infrastructure Law (BIL), Inflation Reduction Act (IRA), and 
the CHIPS and Science Act of 2022 (CHIPS).
    This RFI seeks to grow ETA and partner agencies' understanding of 
effective sector strategies through the experiences of key stakeholders 
in local and regional economies to further inform policymakers and 
workforce practitioners at the federal, state, and local levels. Such 
information will refine policy responses, technical assistance for 
adoption and scaling of sector strategies as a response to economic and 
workforce development needs, and inform the design of future grants. 
Specifically, understanding what the challenges are to implementing 
sector strategies, what has resulted in successful sector approaches, 
who the key partners need to be and what their roles should be, the 
current level of regional coordination and planning that has been 
undertaken to support sector partnerships, how the partnerships are 
funded, and how the success of such partnerships can be measured will 
benefit the federal government's efforts to effectively engage with 
local and regional workforce areas to create an impactful response to 
the current and future training needs in critical industries, such as 
advanced manufacturing (including semiconductor manufacturing), 
information technology and cybersecurity, transportation infrastructure 
modernization, healthcare, and clean energy and energy resilience.
    Further, in alignment with the Administration's priority on 
supporting increased job quality, including through the active 
inclusion of worker voice, this RFI seeks also to learn about sector 
strategies that specifically focus on and incorporate equity and worker 
voice into the training design, supportive service delivery, workforce 
decision making processes, and ongoing professional development and 
career growth opportunities. One equity and worker-centered sector 
strategy example showing promise is the ``High Road Training 
Partnership'' (HRTP) sector strategy model from California. Such models 
align with the Biden-Harris Administration priority on good quality 
jobs, which can be considered those that provide livable wages of at 
least $15 an hour, employment benefits, work environments free of 
discrimination, and opportunities for advancement, as well as 
supporting worker voice and engagement. For example, the worker-
centered sector strategies of HRTP do this by being equity-centered, 
worker-focused and industry-led, allowing for innovative workforce 
solutions that create and support job quality using four essential 
elements: (1) industry-led

[[Page 4034]]

problem solving; (2) partnership as a priority; (3) worker voice; and 
(4) strategic training solutions.\2\ Other impactful sector strategy 
models developed by and with industry and workforce development 
intermediaries that also focus on job quality through family-sustaining 
wages and equitable inclusion of a diverse workforce include San 
Antonio's Project QUEST,\3\ and the Wisconsin Regional Training 
Partnership's Building Industry Group Skilled Trades Employment Program 
(BIG STEP).\4\ An additional example of industry-supported and 
validated sector-based training that is a key component of a sector 
strategy is the Per Scholas model for IT training.\5\ However, these 
are just a few of the promising models and training strategies 
developed and implemented across the nation.
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    \2\ See https://cwdb.ca.gov/wp-content/uploads/sites/43/2020/01/HRTP-Essential-Elements_ACCESSIBLE.pdf.
    \3\ See https://questsa.org/wp-content/uploads/2021/08/QUEST25YearEconomicImpactStudy.pdf.
    \4\ See https://wrtp.org/wp-content/uploads/2022/05/WRTP-Impact-Report-2021.pdf.
    \5\ See https://perscholas.org/wp-content/uploads/2021/11/Annual-Update-2021-Final.pdf.
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    ETA is interested in learning more about equity and worker-centered 
sector strategies such as HRTP, and additional models, to gather 
feedback on questions such as: Does this approach work across all 
industry sectors? What workforce strategies have emerged from these 
efforts--career pathway development, apprenticeships--that have been 
supported by employer partners? How are these strategies funded and 
sustained? Do the strategies impact different groups of workers 
differently? Are any strategies particularly suited to developing the 
skills and opportunities for historically marginalized communities?

Who Should Respond

    ETA invites workforce and economic development practitioners, 
education and training institutions, state and local policy makers, 
industry and professional associations, labor organizations, and 
funders and researchers to provide information, including:
     Employers/Businesses and/or Associations of Employers: 
including, but not limited to, local and regional employers and 
businesses; trade/industry associations; and others.
     Education: including, but not limited to, K-12 systems; 
institutions of higher education; tribal colleges; and others.
     Workforce Development: including, but not limited to, 
state, regional, tribal and local workforce agencies; state and local 
workforce development boards; training providers; community and faith-
based organizations; workforce intermediaries; sector-based training 
partnerships; American Job Centers; Registered Apprenticeship Programs; 
and others.
     Economic Development: including, but not limited to, state 
and local agencies; regional skills partnerships; planning and 
development organizations; area development districts; councils of 
government; economic development associations; and economic development 
corporations.
     Worker/Employee Representation: Unions, labor-management 
partnerships, worker centers, and organizations that represent or serve 
workers, including workers from communities that have historically been 
marginalized or underserved, such as Black, Latino, and Indigenous and 
Native American persons; Asian Americans and Pacific Islanders and 
other persons of color; members of religious minorities; lesbian, gay, 
bisexual, transgender, and queer (LGBTQ+) persons; persons with 
disabilities; persons who live in rural areas; opportunity youth; 
individuals previously incarcerated; immigrant workers; women; 
farmworkers; and veterans.
     Other: including, but not limited to, philanthropic 
funders, advocacy organizations, think tanks, professional/industry 
associations, and others.
    These organizations may submit individual responses or may choose 
to convene their active sector partnership for a coordinated response. 
Additionally, DOL has identified next to each Topic Area which 
responders may be most interested in that Topic Area, but these are 
suggestions and are not meant to limit any interested party from 
responding.

Questions for Input

    This RFI is an initial step in improving DOL's understanding of 
goals, interests, concerns, challenges, best practices and promising 
practices, and policy, program, and resource needs of local and 
regional economic development areas, with respect to sector strategies. 
This RFI is a general solicitation for public input, which sets forth 
topics for discussion and comment. Specific questions to which 
responses are requested for each topic area are listed below. 
Respondents may provide input regarding any one, several, or all of the 
topic areas and may address any one several, or all of the questions. 
These questions may also be considered prompts for additional input and 
DOL welcomes any additional relevant information that respondents wish 
to share, even if not the specific topic of a question.

Topic Area 1: Definitions (Many Stakeholders May Be Interested in 
Responding)

    1a. How do you define a sector?
    1b. How do you define a sector strategy?
    1c. Would sector partnerships benefit from the development of a 
consensus for other common definitions or key program components? What 
other consensus-driven common definitions have been developed by sector 
partnerships?

Topic Area 2: Partnership Roles and Requirements (Employers, Education, 
Workforce Development, Worker/Employee Representation, and Economic 
Development Stakeholders May Be Interested in Responding)

    2a. Who are the local and regional partners necessary to support an 
effective regional sector partnership?
    2b. Which entities are best positioned to lead the sector 
partnership? Does this vary by geographic or industry scope of the 
partnership? If so, why?
    2c. What degree of industry representation is needed to ensure that 
the sector partnership is developing a strategy that is broadly 
responsive to industry need within a given region or locality?
    2d. What degree of worker/employee representation is needed to 
ensure that the sector partnership is developing a strategy that 
centers and advances equity and worker voice?
    2e. What strategies have you employed to recruit key partners to be 
part of sector partnerships?
    2f. What key ingredients must be present for a sector partnership 
to successfully launch?
    2g. What key ingredients must be present for a sector partnership 
to be effectively sustained?
    2h. Are there strategies or incentives that are most beneficial in 
ensuring partners are effectively engaged at various stages of the 
partnership?
    2i. What does a fully engaged partner look like?
    2j. To what extent do successful sector strategies align their 
efforts with partners who have broader reach and purview (e.g., State-
level entities, national employers, etc.)? If so, how do sector 
partnerships cultivate such relationships?
    2k. What specific role should the public workforce system play in 
developing, expanding, and sustaining sector partnerships?

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Topic Area 3: Promising Practices for Employer Engagement and Workforce 
Development (Employers, Workforce Development, Worker/Employee 
Representation, and Other Stakeholders May Be Interested in Responding)

    3a. Are there factors that contribute to sector-based strategies 
being more effective in some specific sectors than others?
    3b. How are sector strategies targeting industries/occupations? 
What resources/tools are sector partnerships using to target specific 
occupations?
    3c. How are sector partnerships implementing evidence-based models 
for training, such as Registered Apprenticeship Programs (RAPs)? Are 
partnerships leveraging existing RAPs and/or developing new RAP 
pathways?
    3d. Are there promising sector strategy models that promote job 
quality and/or demonstrate improvement in the quality of jobs within an 
industry or sector (e.g., flexible hours, family-sustaining wages, good 
benefits, active inclusion of worker voice)?
    3e. How are sector strategies recruiting workers for training 
opportunities developed through sector partnerships? Are there examples 
of effective recruitment of workers who are under-represented in the 
industry or occupation, including workers from communities that have 
been historically marginalized or underserved?
    3f. How have sector strategies built in pathways for new entrants 
to the workforce, particularly youth? Are specific career and technical 
education strategies being used to support the transition from 
secondary to post-secondary education and training models? If so, are 
there specific challenges to this approach? Are there unique partners 
that must be included?
    3g. How have sector strategies supported employee retention and 
career advancement? Are there particular approaches that have 
demonstrated improvement in these areas?
    3h. What other kinds of non-training services are sector strategies 
delivering? How do those services support the overarching goals of the 
sector strategy? Have sector strategies improved supportive service 
delivery to workers?
    3i. How have your sector strategy efforts been informed by the 
evidence base on sector strategies?
    3j. What evidence or research do you have that these sector 
strategies lead to employment in high-quality jobs (i.e., those with 
career progression and family-sustaining wages, worker representation 
and voice, a safe work environment, and benefits)?
    3k. What evidence, research, or models have shown that sector 
strategies result in higher wages and/or wage growth for low-wage 
occupations within their respective industry?
    3l. Are there additional questions that you think need to be 
addressed by future research on sector strategies?
    3m. What promising approaches are sector strategies using to 
prepare workers for employment in the targeted sector or occupation? 
Might these approaches differ based on the industry? Are there specific 
success factors that are most important?
    3n. Are there working definitions and specific promising practices 
that differentiate between types of sector strategies?
    3o. How have sector partnerships affected the ways in which 
employer partners manage their recruitment and hiring practices, such 
as through the assessments they use or approaches to skill-based 
hiring?

Topic Area 4: Promising Practices for Worker-Centered Sector Strategies 
(Employers, Education, Workforce Development, Economic Development, and 
Worker/Employee Representation Stakeholders May Be Interested in 
Responding)

    4a. What sector strategies are effective in promoting worker voice 
and worker-centered workforce development (e.g., training design, 
supportive service delivery, workforce decision making processes, and 
ongoing professional development and career growth opportunities)?
    4b. Are there specific practices or requirements for worker-
centered sector strategies to be effective, e.g., High Road Training 
Partnerships' use of employer standards?
    4c. What are the biggest challenges to engaging workers to support 
workforce development through a worker-centered model? What are 
effective ways of addressing these challenges?
    4d. Are there key strategies to use when developing a worker-
centered sector strategy in the absence of a worker or labor-management 
organization partner in the geographic region or industry focus?
    4e. Are there specific industries or sectors where a worker-
centered sector strategy has been more effective? If so, why?

Topic Area 5: Resources (Employers, Education, Workforce Development, 
Economic Development, and Other Stakeholders May Be Interested in 
Responding)

    5a. What financial resources are already broadly available within 
the targeted region to support the sector strategy--e.g., Pell grants 
for education/training, WIOA state or local funds or other WIOA 
resources, Registered Apprenticeship Program funding/incentives, state-
appropriated funding, or others?
    5b. With the available financial resources, are there limitations 
or challenges in terms of uses of such funds?
    5c. Are there key areas of work where funding support is most 
beneficial? Are these areas currently supported by existing funding 
streams?
    5d. What non-financial resources are necessary for an effective 
sector strategy and are they available in your region?
    5e. Do sector strategies require different levels of funding at 
different points in the process? For example, during the initial phase 
of start-up, is less funding necessary than at later points, or not 
necessarily? What costs are most significant at various stages of 
maturity? Is there a consistent level of administrative funding 
necessary to support the sustained sector strategy model?

Topic Area 6: Federal Support for Sector Strategies

    6a. Which ``critical'' industry sectors demonstrate the greatest 
need for skilled workers in the next decade and could benefit from 
additional Federal resources, and why?
    6b. What types of funding and other supports--such as data or 
technical assistance--would be helpful and in what form? Specifically, 
are there roles the Department of Labor and other federal agencies 
could play in supporting local or regional sector activity beyond 
direct investment, including:
     Bringing national industry and labor partners together to 
engage in key sectors?
     Leveraging federal data insights to assess targeted sector 
needs?
     Providing technical assistance and capacity building to 
the field, including learning and exchange across sector-based efforts?
     Specific flexibilities or resources to support regional 
sector-based efforts at various stages?
    6c. Have there been efforts already to align with, or leverage, the 
recent Federal investments mentioned previously (e.g., BIL, IRA, 
CHIPS)?

Topic Area 7: Advancing Equity (Many Stakeholders May Be Interested in 
Responding)

    7a. What are the most promising approaches to engage employers to 
increase hiring and retention and

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improve employment outcomes for historically marginalized and 
underrepresented populations, such as women, people of color, 
individuals with disabilities, and other historically underrepresented 
populations?
    7b. What are effective sector-based strategies in addressing issues 
of equity, including increasing representation of historically 
marginalized populations within the identified sector(s) through 
improved hiring, retention, and advancement in high-quality jobs?
    7c. Should the targeted industry sector affect the strategies used 
to increase equity?
    7d. What are challenges to consider in addressing equity through a 
sector strategy partnership?
    7e. How have the inputs from historically marginalized and 
underrepresented populations been taken into consideration when 
designing a program to serve them? What are effective approaches for 
soliciting input from marginalized and underrepresented populations?

Topic Area 8: Measuring Success (Employers, Education, Workforce 
Development, Economic Development, and Other Stakeholders May Be 
Interested in Responding)

    8a. How would you define success within a sector strategy model?
    8b. Are there specific measurements or milestones that would work 
best to measure effective partnership development and maturity (i.e., 
systems change or capacity-building measures/milestones)? Are there 
quantitative measures as well as qualitative ones?
    8c. Would sector strategies benefit from the development of 
consensus for outcomes to measure impact and effectiveness of sector 
strategies or do unique sector strategy models and partnerships require 
unique performance measures and milestones?
    8d. Are there specific performance measures that would work best to 
meaningfully assess the impact of a sector strategy on the participants 
served by it? Are there qualitative measures as well as quantitative 
ones?
    8e. How long does it take to start achieving measurable outcomes? 
Are there near-term (within 12 months) and long-term (beyond 12 months) 
outputs and outcomes that can be identified to demonstrate change 
effectively?
    8f. Are you involved in any new program evaluations of a 
potentially promising sector strategy model? Where can we learn more 
about this new evidence being produced?

Topic Area 9: Local Needs Assessments and Capacity (Education, 
Workforce Development, Economic Development, and Worker/Employee 
Representation Stakeholders May Be Interested in Responding)

    9a. If your regional area has not yet engaged in a sector strategy, 
why not? Is there a regional plan for workforce development?
    9b. Has your regional economic area undertaken a local needs 
assessment to determine gaps between the supply of skilled workers and 
hiring practices within identified in-demand industry sectors or 
occupations? If so, what has this assessment revealed?

Topic Area 10: Evidence Use (Education, Workforce Development, Economic 
Development, Worker/Employee Representation, and Other Stakeholders May 
Be Interested in Responding)

    10a. What evidence have you used to inform your thinking when 
designing a new sector strategy partnership or program, or improving 
your existing program?
    10b. Where do you find your evidence?
    10c. What is the hardest thing about using evidence in decision-
making about your program(s)?

Topic Area 11: Sustainability and Scalability (Many Stakeholders May Be 
Interested in Responding)

    11a. What are the biggest challenges to developing and sustaining 
effective sector strategies? What are key factors influencing the 
sustainability of a sector strategy and its partnerships (e.g., 
funding, partner engagement, changing labor market demands)? If ongoing 
funding is needed to sustain a sector strategy, for which specific 
activities is it needed?
    11b.What are key factors for successfully scaling sector strategy 
models at the local, regional, and national levels? For instance, does 
it matter more what the sectors are, who the employers are, the 
geographic and cultural context, or some combination of these?
    11c. What are the key obstacles to successfully scaling sector 
strategy models at the local, regional, and national levels? As with 
the previous question, does it matter more what the sectors are, who 
the employers are, the geographic and cultural context, or some 
combination?

Topic Area 12: Necessary and Beneficial Technical Assistance Support 
(Many Stakeholders May Be Interesting in Responding)

    12a. What targeted technical assistance would be of most benefit in 
supporting a sector strategy? What targeted technical assistance would 
be of most benefit in supporting sector partnerships? What 
organization(s) or type of organization(s) is best positioned to 
provide this technical assistance?
    12b. What DOL guidance could be helpful and what type of webinar 
topics or virtual/in-person training would be beneficial for DOL to 
provide?

Disclaimer and Important Note

    This RFI is not a Funding Opportunity Announcement (FOA), prize, or 
any other type of solicitation; therefore, DOL is not accepting 
applications at this time. DOL may issue a FOA or other solicitation in 
the future based on or related to the content and responses to this 
RFI; however, DOL may also elect not to issue a FOA or solicitation. 
There is no guarantee that a FOA or solicitation will be issued as a 
result of this RFI. Responding to this RFI does not provide any 
advantage or disadvantage to potential applicants if DOL chooses to 
issue a FOA regarding the subject matter. This RFI does not constitute 
a formal solicitation for proposals or abstracts. Your response to this 
notice will be treated as information only. DOL will review and 
consider all responses in its formulation of program strategies for the 
identified materials of interest that are the subject of this request. 
DOL will not provide reimbursement for costs incurred in responding to 
this RFI.
    Respondents are advised that DOL is under no obligation to 
acknowledge receipt of the information received or provide feedback to 
respondents with respect to any information submitted under this RFI. 
Responses to this RFI do not bind DOL to any further actions related to 
this topic.
    Confidential Business Information: Pursuant to 10 CFR 1004.11, any 
person submitting information that he or she believes to be 
confidential and exempt by law from public disclosure should submit via 
email two well-marked copies: One copy of the document marked 
``confidential'' including all the information believed to be 
confidential, and one copy of the document marked ``non-confidential'' 
with the information believed to be confidential deleted. Submit these 
documents via email. DOL will make its own determination about the 
confidential status of the information and treat it according to its

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determination. It is DOL's policy that all comments may be included in 
the public docket, without change and as received, including any 
personal information provided in the comments (except information 
deemed to be exempt from public disclosure).

Brent Parton,
Acting Assistant Secretary for Employment and Training, Labor.
[FR Doc. 2023-01142 Filed 1-20-23; 8:45 am]
BILLING CODE 4510-FN-P