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

SUMMARY: The purpose of this notice is to provide interested parties

with the final approved planning guidance for use of States in

submitting their Strategic Five-Year State Plan for Title I of the

Workforce Investment Act of 1998 and the Wagner-Peyser Act. The

Planning Guidance and Instructions provide a framework for the

collaboration of Governors, Local Elected Officials, businesses and

other partners to design and build workforce investment systems that

address customer needs; deliver integrated, user-friendly services; and

are accountable to the customers and the public.

FOR FURTHER INFORMATION CONTACT: Mr. Eric Johnson, Workforce Investment

Implementation Taskforce Office, U.S. Department of Labor, 200

Constitution Avenue, NW, Room S5513, Washington, D.C. 20210, Telephone:

(202) 219-0316 (voice) (This is not a toll-free number), or 1-800-326-

2577 (TDD). Information may also be found at the website--

http://usworkforce.org.

SUPPLEMENTARY INFORMATION: The Workforce Investment Act (WIA or Act),

Pub.L. 105-220 (August 7, 1998) provides the framework for a reformed

national workforce preparation and employment system designed to meet

the needs of the nation's employers, job seekers and those who want to

further their careers. Titles I, III, and V of the Act encourage States

to reform existing employment and training programs to reach two

important goals: (1) to think broadly about how Federal, state, local

resources and the private sector can be brought together to increase

the employment, retention, and earnings of participants, and (2) to

increase occupational skill levels of customers. This will result in a

more qualified workforce, a reduction in welfare dependency, and

enhanced productivity and competitiveness for the Nation. The new law

makes changes to the current workforce development system in many

areas, including: funding streams; target populations; delivery system;

performance accountability; long-term planning; and governance

structure.

The most important aspect of the Act is its focus on meeting the

training, education and employment needs of individuals as well as the

needs of businesses for skilled workers. The Act will enable customers

to obtain access to the information and services they need through the

``One-Stop'' system, empower adults with the information and resources

to obtain the training they find most appropriate through Individual

Training Accounts, establish performance measures and criteria for

States, locals and training providers, and enable all State and local

programs to more successfully meet customer expectations.

The Act includes several new features to ensure the full

involvement of business, labor, and community organizations in

designing and ensuring the quality of the new workforce investment

system. Such features include the creation of State and Local Workforce

Investment Boards, and Youth Councils. The Act requires the Governor to

submit a five-year strategic plan to the Secretary of Labor. The State

Boards in partnership with the Local Boards, will help the Governor

develop the strategic vision and the statewide plan. The plan will

describe statewide workforce investment activities, explain how the

requirements of the Act will be implemented, and outline how special

population groups will be served. States are encouraged to take

advantage of the option to submit their plans electronically as

indicated in the Plan Submission Requirements section of the

attachment.

The Secretary of Labor is authorized to take appropriate actions to

ensure an orderly transition from the Job Training Partnership Act

(JTPA) to the Workforce Investment Act. The JTPA is repealed effective

July 1, 2000. However, States which are ready may implement the WIA

beginning July 1, 1999. DOL encourages States who are ready to make

broad scale reforms to fully consider the positive gains available with

early reform and implementation of the Act.

Signed at Washington, D.C., this 18th day of February 1999.

Raymond L. Bramucci,

Assistant Secretary of Labor, Employment and Training Administration.

ATTACHMENT: PLANNING GUIDANCE AND INSTRUCTIONS FOR SUBMISSION OF THE

STRATEGIC FIVE YEAR STATE PLAN FOR TITLE I OF THE WORKFORCE INVESTMENT

ACT OF 1998 AND THE WAGNER-PEYSER ACT

OMB Control No. 1205-0398

Expires August 31, 1999

State Planning Guidance for Title I of the Workforce Investment Act

of 1998 (Workforce Investment Systems) and the Wagner-Peyser Act

Statement of Purpose

The purpose of this document is to provide guidance to States and

localities on the development of the five-year strategic Plan for Title

I of the Workforce Investment Act and for the Wagner-Peyser Act. The

Planning Guidance and Instructions provide a framework for the

collaboration of Governors, Local Elected Officials, businesses and

other partners to design and build workforce investment systems that

address customer needs; deliver integrated, user-friendly services; and

are accountable to the customers and the public.

Background

Technological change and the global economy have radically changed

workers' lives from the lifelong employment they knew just one

generation ago. Today's workers, whether new or experienced, must

engage in a continuing process of developing their skills and abilities

to perform effectively in changing work environments. All must be

ready, willing and able to make multiple job changes--either with one

employer or with several employers--just as successful businesses often

have to make changes in markets or market focus.

The dynamic nature of the global economy requires forward thinking

and quick action to take advantage of the opportunities being created.

Workers and employers must be increasingly informed about available and

emerging employment and training options in order to make decisions

that will ensure both their short and long-term success.

The Workforce Investment Act (WIA) of 1998 represents a national

consensus on the need to restructure a multitude of workforce

development programs into an integrated workforce investment system

that can better respond to the employment needs of its customers--

current workers, unemployed workers, workers laid-off due to

restructuring or downsizing, and new entrants to the labor force, as

well as employers. Passage of this legislation completes a four-year

bipartisan effort of the Administration and the Congress to design, in

collaboration with States and local communities, revitalized workforce

investment systems. These locally-operated, demand-driven workforce

investment systems will increase the employment, retention, earnings

and occupational skill

[[Page 9403]]

attainment of participants through improved career information and

guidance, job search assistance, and Individual Training Accounts.

Employers' needs will be identified and used to help drive decisions of

job seekers. Achieving these goals will improve the quality of the

workforce, reduce welfare dependency, and enhance the productivity and

competitiveness of the Nation.

WIA reflects a strong commitment among managers, providers and

investors in the public employment and training system to fundamentally

refocus the entire system on customer service and performance

accountability. The Act incorporates several key principles that are to

guide this redirection:

Streamlining services through the integration of multiple

employment and training programs, including WIA and the Wagner-Peyser

Act, at the ``street level'' through One-Stop service centers;

Empowering individuals with the information and resources

they need to manage their own careers through Individual Training

Accounts and better statistics on the performance of service providers,

as well as on the skills demanded by employers;

Universal access for all job seekers to a core set of

career decision-making and job search tools;

Increased accountability of the delivery system to achieve

improved results in job placement, earnings, retention in unsubsidized

employment, skill gains, and occupational/academic credentials earned;

Strong role for local boards and the private sector by

shifting emphasis from ``nitty-gritty'' operational details to

strategic planning and oversight of the One-Stop delivery system;

State and local flexibility to ensure that delivery

systems are responsive to the needs of local employers and individual

communities; and

Improved youth programs that strengthen linkages between

academic and occupational learning and other youth development

activities.

Focus on Customer Service

One-stop partnerships to expand services for adults

Under WIA, workforce investment systems will be the trusted source

for training and labor exchange services. Programs will be aligned to

provide an extensive menu of demand-driven, high-quality labor market

information and services that can be easily accessed.

The cornerstone of this new workforce investment system is One-Stop

service delivery, which makes available numerous training, education

and employment programs in a single, customer-focused, user-friendly

service system at the local level.

The Act specifies nineteen required One-Stop partners and five

optional partners to help maximize customer choice. For example, the

unemployment insurance (UI) program is a critical item on the menu of

assistance, as the temporary income support component of the larger

effort to quickly return unemployed workers to suitable employment. WIA

requires coordination among all Department of Labor-funded workforce

programs--including the Wagner-Peyser Act programs, unemployment

insurance, Veterans Employment and Training Service (VETS), Trade

Adjustment Assistance (TAA), North American Free Trade Agreement/

Transitional Adjustment Assistance (NAFTA/TAA), and the Welfare-to-Work

program--as well as other federal employment and training programs

administered by the Departments of Education, and Housing and Urban

Development. For example, the Act requires that Individual Training

Accounts be offered only when Education-funded Pell grants are

insufficient, which will require new mechanisms for coordination

between the two programs.

Real World Examples of Existing One-Stop Integration

Housed in a 62,000 square foot building, accessible by

public transportation, this One-Stop Center offers a fully integrated

and consolidated delivery system consisting of 16 partners providing

comprehensive employment and training services. The partnership

includes agencies administering employment and training programs under

JTPA, the Employment Service,child care resources, the technical

college, the county human services agency, the local school district, a

community action agency, the senior community service employment

program, various community-based organizations and a number of private

for-profit organizations. The Center has one outreach campaign directed

toward job seekers and employers, and one single point of contact for

employers,which brokers all available employment and training programs

and services, regardless of partner affiliation. This One-Stop Center

also has one client/management/financial information system which

allows any partner to access and input information. From providing

personalized career counseling and employment services that help job

seeker establish career goals and update their skills, to providing

businesses with much needed personnel resources and customized action

plans to help them locate skilled workers, this One-stop Center has

forged a vital link between employers and those seeking employment.

Another One-Stop partnership includes representatives of

38 programs and organizations, from the Community College districts to

the Employment Security Agency to the Department of Social Services.

This One-Stop places a high priority on the needs of the employer

customer, as well as those of the job seeker. Unlike the first example,

this One-Stop system is not housed at just one physical location, but

rather includes a number of ``no wrong door'' Centers or ``campuses''

that are customized to the needs of different customer groups. These

include a One-Stop at the local mall serving youth, a Next Step Center

for veterans, and a One-Stop for seniors, with additional entry points

through the Community College Districts. The anchor campus focuses on

adult job seekers and services to employers. It houses JTPA services,

the Employment Service, a job club for professionals, and a state of

the art resource center with core job search services for the public.

The campus setting encourages collaboration and fosters a growing sense

of working together for the benefit of the customer, not the separate

agencies. As new partners joint the One-Stop, they bring new resources,

talents, and options to the table that enable the system to better

serve its customers. The strength and commitment of this partnership

was a key factor in the PIC's customer satisfaction index rising from

80% in 1995 to 93% in 1998.

The Act also encourages coordination with all other relevant

programs, such as those administered by the Departments of Agriculture,

Health and Human Services, and Transportation. All of these Departments

will be working together to ensure greater communication and

collaboration at the federal level. At the local level, the Department

expects that the list of partners will be expanded to include a variety

of community resources that will help serve One-Stop customers.

The Department also expects that the concept of partnership will

move well beyond traditional coordination to operational collaboration,

thus making more and better services available to the individual

customer. States and local areas should think expansively, working with

all partners to develop integrated One-Stop systems with comprehensive,

seamless, responsive service delivery to all customers, including

recent graduates, new entrants to the labor

[[Page 9404]]

force, welfare recipients, incumbent workers, unemployed workers,

displaced homemakers, individuals seeking nontraditional training,

older workers, workers with disabilities and others with multiple

barriers to employment, as well as businesses. For example,

collaboration between the workforce investment and welfare systems is

critical, since the focus of both is helping people--often the same

people--find, keep, and move into progressively better jobs.

In order to better serve our customers, the Act specifically

requires that at least one physical location be established in each

workforce investment area with access to all required One-Stop

services. In addition, satellite offices can be electronically linked

to facilitate easy access to services through multiple ``no wrong

door'' entry points for customers. In order to make services available

to all customers, the One-Stop system must be accessible by persons

with disabilities and should be accessible by those who rely on public

transportation.

Intergovernmental partnerships between all three levels of

government--federal, state and local--will also be critical to

successfully building and implementing this new workforce investment

system. The Department intends that its Regional Offices will work in

partnership with their State and local partners in designing the new

workforce environment, helping to ensure creation of a responsive,

locally-driven system characterized by real program integration, sound

governance structures, high quality service providers and built-in

accountability. Ideally, this intergovernmental partnership will begin

in the planning and Plan-writing stages and continue throughout

implementation. We see this partnership as essential to the success and

continuous improvement of the system.

While the workforce investment system has already taken great

strides toward integration and partnership, moving this transition

forward will be challenging. But with WIA as the catalyst for change,

its planning process becomes the critical opportunity for States and

local stakeholders to develop a shared vision and strategy to move

their systems forward.

The Role of the Employment Service

A State's five-year strategic Plan for WIA Title I will integrate

the Wagner-Peyser Act planning requirements, replacing the annual

Wagner-Peyser Act Plans. Funding remains distinct, however. As a

result, the programs must remain distinctly accountable to Congress.

Nonetheless, WIA requires the Employment Service to provide

services within the One-Stop system so that services appear seamless to

customers (both job seekers and employers). In particular, the

Employment Service has played and should continue to play a critical

role in One-Stop service delivery as the primary job matching resource

for employers and job seekers, including unemployment insurance (UI)

claimants, in order that they return more quickly to the workforce, as

well as for other targeted groups, such as veterans, and migrant and

seasonal farmworkers, who may need more intensive services. Customers

in need of specialized Wagner-Peyser Act-funded services, such as

veterans, should have easy access to all services through the One-Stop

system. Furthermore, labor exchange services to employers should be

integrated with all other employer services available in the local

area.

Improved Youth Opportunities

WIA also encourages youth programs to be connected to the One-Stop

system, as one way to connect youth to all available community

resources. Furthermore, the Act envisions improved youth opportunities.

This is apparent by the fact that Congress specifically authorized

youth councils, as part of local Boards, with authority for developing

the youth-related portions of the Local Plans, recommending youth

service providers to the local Boards, coordinating youth services, and

conducting oversight of local youth programs and eligible providers of

youth programs.

These youth councils have been charged with the responsibility to

design youth programs that connect youth with the full range of

services and community resources that will lead to academic and

employment success. To do so, councils must coordinate with all

available resources, such as Job Corps, School-to-Work, educational

agencies, Youth Opportunity Grants, welfare agencies, community

colleges, and other youth-related programs and agencies.

Meeting Employer and Local Labor Market Needs

The effectiveness of all of these services for adults and youth

will be directly proportional to how well they meet the needs of local

employers--small, medium and large--in the local labor markets. As a

critical customer group, employers should be extensively involved in

setting job and skill requirements, which are reflected in job orders

as well as the local labor market information available through the

One-Stop delivery system. Thus, local Boards must be led by key

employers and have the flexibility and authority to develop systems

tailored to current and projected local labor market needs.

Performance Accountability for Programs Under Title I of WIA

Individual Training Accounts

Through the One-Stop system, all adults have the opportunity to

access core services, which range from job search and placement

assistance to labor market information. If needed, the One-Stop

delivery system provides access to intensive and training services,

including Individual Training Accounts (ITAs) for eligible

participants. Along with an ITA, consumer information will be available

regarding the performance of each training provider. Eligible

participants will select training that best meets their needs from the

training provider that has the best outcomes. Furthermore, this

provider data will equip local Boards to play a key gatekeeping role,

by certifying only those providers with good outcomes. Thus, ITAs will

inject increased competition into the public and private training

market. Good providers will attract students and flourish in the WIA

system; poor providers will not. This market-driven system will

ultimately produce better training and greater participant success in

the labor market, which will be reflected in local performance.

Negotiated Performance Indicators

Beyond the required core, intensive and training services, WIA

allows considerable flexibility in system design, in exchange for both

accountability for a key set of outcomes and improving those outcomes

over time. To accomplish this, the Act requires the Secretary of Labor

and the Governor of each State to reach agreement on the State's

performance levels for the core indicators of performance, and for a

customer satisfaction indicator that measures employers' and

participants' satisfaction.

Timing such negotiations may be challenging, since the Governor and

Secretary must reach agreement prior to approval of the State plan.

Thus, early in this process, the Department will work with a broad

range of State and local partners to develop guidance on the core

performance measures, reporting requirements, and incentive and

sanction policies.

[[Page 9405]]

The negotiated performance levels for the first three program years

must be included in the State's five-year Plan (with levels for the

fourth and fifth years to be agreed to before the beginning of the

fourth program year). These levels of performance become the basis for

sanctions for failed performance and, with additional performance

levels under Adult Education and Vocational Education, the basis for

incentive grants.

Over the coming months, the Department will begin updating its own

strategic plan required under the Government Performance and Results

Act (GPRA) to reflect WIA and the changes that accompany its enactment.

New national goals will be proposed which will serve as a departure

point in negotiating core performance indicators with States. To assist

in identifying and negotiating performance levels, the Department will

also work with States to provide State and local Job Training

Partnership Act (JTPA) performance information.

Although the Act provides for a ninety-day period after Plan

submission in which to finalize the performance levels specified in the

Plan, the Department expects States to enter into preliminary

discussions with the local boards and the Employment and Training

Administration's Regional Administrators before submitting the State

Plan. States are expected to come to the negotiating table with support

from their local boards for the proposed performance goals. Entering

into preliminary discussions prior to Plan submission will maximize the

time available to States, local areas, and the Department to develop a

shared set of goals. ETA Regional Administrators will coordinate with

other Department of Labor program administrators, including the

Veterans' Employment and Training Service (VETS) Regional

Administrators, to assure comprehensive Departmental participation. The

Department will provide additional guidance regarding the negotiation

process at a later date.

Continuous Improvement

The Act requires that the State's performance goals reflect

continuously improving performance over time. Continuous improvement is

a cyclical, never-ending process of planning, implementing, evaluating,

and improving services. Such improvements may be defined in terms of

quantity and quality, and should result in more customers being served;

better employment, earnings and skill attainment outcomes; attainment

of self-sufficiency; and higher levels of customer satisfaction. There

are many ways to achieve continuous improvement. For example, tracking

performance will give States the information needed to evaluate and

improve services; enhancing partnerships will expand the Boards'

ability to drive good outcomes; and strategic investments in training

and technology will increase State and local productivity and

effectiveness.

Clearly, the Act is envisioning a workforce investment system

comprised of organizations driving toward high performance. This

challenge can only be met by building a workforce investment system

made up of high performance organizations at the local, State, regional

and national levels of that system--one that is grounded on proven

quality principles and practices, and that aligns resources to meet and

then exceed shared goals. This system-wide deployment of an effective

continuous improvement strategy will require not only cultural changes

within the workforce investment system at all levels, but also the

development of new kinds of skills and knowledge among the individuals

who work in that system. The Department is strongly committed to this

system-wide continuous improvement approach, and will be providing

further technical assistance on its design and implementation based

upon consultations with stakeholders at the local, state and national

levels.

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

The strength of the State Plan hinges on the working partnerships

in place between the Governor, local elected officials, local boards,

and other partners in the workforce investment system. The State

planning document should be the culmination of strong collaboration and

partnership-building at both the State and local levels. For example,

the plan should take into consideration the agreement reached between

the Secretary and the State regarding veterans' employment programs,

pursuant to Section 322 of WIA. The local elected officials and the

local workforce boards, working with the business community, service

providers and community-based organization leaders, together play vital

roles in shaping the vision and customizing the system to respond to

specific local labor market needs. Emphasizing the importance of these

relationships during the developmental stages of planning will help

ensure that the State's five-year strategic plan is broad enough to

encompass differing State and local approaches, yet specific enough to

reflect local visions, needs and economic development strategies.

The planning process, then, spearheaded by the Governor and State

Board in collaboration with local elected officials and local boards,

becomes the way to secure the partners' full endorsement of the vision,

along with performance goals and the critical strategies needed to

attain them.

The plan document describes the destination, lays out the strategic

roadmap, and identifies the key landmarks that will let the system know

it is on track. This five-year strategic plan--with the statewide

vision, goals, strategies, policies, criteria and measures--becomes a

living document, a management tool that federal, State, and local

partners will use to guide the evolution of the workforce investment

system and to assess progress toward the State goals.

The Plan will be invaluable because it will allow the Governor and

State Board to continually check State and local progress against their

long-term goals and vision, and make adjustments as needed. However,

for the Plan to be a true management tool, it will also require ongoing

modification. Strategies and visions are based on assumptions regarding

the economic and operating environments that are, after all, dynamic.

Also, WIA encourages experimentation and risk-taking, which will

inevitably result in failures as well as successes. Accordingly, State

and local partners must view planning as more than simply a one-time

event that ends with the submission and approval of the Plan.

The strategies outlined in the State Plan, augmented by local

strategies, should lead to continuously improving results for the

workforce investment system. Achieving continuous improvements in

performance will be a function of the following:

Leadership: The ability of State and local boards to

establish a clear vision of how the workforce investment system can be

responsive to their customers, to develop critical partnerships,

including partnerships with business and community-based organizations,

and to mobilize sufficient resources.

Services: The responsiveness of services to varying

customer needs.

System Infrastructure: The effectiveness of service and

management support systems to achieve quality results and customer

service.

Performance Management: The ability to track key measures

of success and to use that data to improve performance.

Accordingly, the State Plan should focus on these critical areas,

with the

[[Page 9406]]

leadership, services, system infrastructure, and performance management

systems all supporting continuous progress toward the State's vision

and goals. The State Plan must also address all WIA and Wagner-Peyser

Act statutory planning requirements.

The Critical Role of the Boards

Strong State Workforce Investment Boards (SWIBs) will be led by top

business executives who can ensure that the system is responsive to

current and projected job market realities, will contain a broad range

of partners needed to develop a comprehensive vision for the workforce

investment system, and will focus on strategic decisions, not

operational management. WIA requires a broad range of Board members

because having all partners ``at the table'' is key to developing a

comprehensive vision and effective strategies. For this reason, the

Planning Instructions require States that use an alternative entity to

show how they have involved all the required Board members in planning

and implementation.

At the local level, it is equally important that strong, business-

led Boards contain key partners who are involved in shaping a clear

local vision in a way that is consistent with the State's vision and

goals and that is responsive to local needs.

Both Boards take responsibility for making several critical

decisions on how to achieve the Plan goals:

How best to organize the service system to most

effectively serve customers, including dislocated workers (including

displaced homemakers), low-income individuals (including welfare

recipients), individuals training for non-traditional employment, other

individuals with multiple barriers to employment (including older

workers and individuals with disabilities), veterans, women, and

minorities (including persons with limited English speaking ability);

How best to deploy available resources to achieve desired

results and build capacity for continuous improvement; and

How to expand the resource base and service capability

through the development of strategic partnerships and integrated

service delivery.

The State Board's actions should increase the ability of the local

Boards to respond to local needs and to achieve results in their

respective local areas. Correspondingly, the actions of the local

Boards should increase One-Stop providers' ability to respond to the

needs of their job seeker and employer customers. To do so, local

Boards will need significant flexibility to set policies that will

determine what services to make available, how to deliver services, and

how to effectively engage local employers. To maximize their value to

the system, State and local Boards may want to track the satisfaction

of their internal customers (for States, the local Boards; and for

local Boards, service providers), to get feedback on their performance

and make improvements.

The State Board also plays a critical role in shaping youth

services by defining the criteria for membership on local youth

councils. These youth councils are essential to ensuring the provision

of coordinated services that meet the needs of youth, as well as of the

local community. Thus, it is important that they represent a wide range

of community resources, including local board members with special

interest or expertise in youth services, representatives of youth

services agencies, parents, and other individuals and organizations

that have experience with youth. The youth councils will be central to

developing the portions of the local Plan that pertain to youth,

recommending providers of youth services, holding the providers

accountable to established performance goals and coordinating youth

activities in the area.

All of these responsibilities focus the activities of the State and

local Boards and the local youth councils on strategic, not

operational, management. Making investments that expand and enhance

service and management capacity will be the critical and, for many, new

role of the State and local Boards and the local youth councils.

State Plan Submission

State Readiness

States must complete the transition to WIA no later than July 1,

2000 and submit a complete five-year State Plan by April 1, 2000. Thus,

the Department anticipates that Governors and local elected officials

will begin as soon as possible to form partnerships, develop plans and

begin implementation. Recognizing that States are starting from

different points, this guidance provides flexible approaches for all

States to begin the process.

The Act requires the Department to approve State Plans that are

consistent with WIA (Sec. 112(c)). A Plan will be considered complete

and responsive to the Act if it addresses all of the planning

requirements in Attachment A, including such critical elements as:

State Board, including conflict of interest provisions.

State criteria for the appointment of local Board members.

Local Workforce Investment Areas.

Allocation formulas.

Procedures for certifying training providers for inclusion

on the list of eligible providers.

Procedures to manage the operation of the Individual

Training Account system.

Procedures to operate the consumer report card system.

Strategies to coordinate services provided through the

local One-Stop system.

Financial and management information systems.

Performance measurement systems, including those necessary

for wage record follow-up of employment and earnings.

All States must be in compliance with WIA, including all of the

elements listed above prior to July 1, 2000 when JTPA expires, and must

submit a complete five-year Plan by April 1, 2000. Single workforce

investment area States must also submit a Local Plan, instructions for

which can be found in Attachment D.

The Department encourages States to move ahead as quickly as

possible to implement WIA anytime between July 1, 1999 and July 1,

2000. States intending to implement WIA beginning on July 1, 1999,

should submit their State Plans no later than April 1, 1999. States

planning to implement WIA sometime between July 1, 1999 and July 1,

2000, may submit their plans at any time, but no later than April 1,

2000. The Department will provide additional transition guidance

through regulations, policy issuances, and training to help all States

implement WIA as smoothly as possible.

There are four ways a State can develop and submit a Plan to make

the transition to WIA.

Option 1: Full Early Implementation. States that have all

of the critical elements in place and can fully address all of the

planning requirements (in Attachment A) may submit a complete five-year

WIA Plan and request review for full Plan approval.

Option 2: Transition Plan. States that do not have all of

these elements in place may submit a Transition Plan that includes a

description of how PY 99 funds will be used during the State's

transition to WIA operation by July 1, 2000. This Plan must address all

Plan requirements, but where transition is not yet complete, the Plan

should describe and include a timeline demonstrating how the State

plans to become fully operational by dates

[[Page 9407]]

specified in the Plan, but no later than July 1, 2000. Transition Plans

will be reviewed for compliance with the planning guidance and

statutory requirements. Transition Plans will be approved to authorize

expenditure of PY 99 JTPA funds in accordance with the transition

provisions of the Plan and will be conditionally approved for full WIA

operation on July 1, 2000 or such date specified in the Plan. Full WIA

plan approval will be conditioned upon supplemental Plan descriptions,

and modifications when necessary, in those areas that were not

completely described in the initial Transition Plan. Under this option,

in PY 1999, States may transition to WIA even though all policies,

procedures and systems are not fully developed. Correspondingly, States

may allow local areas to transition to WIA individually as each local

area is ready to do so.

Option 3: July 1, 2000 Implementation. States planning to

submit State Plans by April 1, 2000 for WIA implementation beginning on

July 1, 2000 may transition to WIA using JTPA authority, existing

waiver authority (including Work-Flex waivers), and the authority under

WIA to spend up to two percent of JTPA funds for planning WIA

implementation. For instance, States may use this flexibility to engage

in strategic planning, establish State and local Boards, consult with

One-Stop partners, and establish ITA systems and consumer report

systems. The Department encourages States to take advantage of this

flexibility, and plans to issue further transition guidance and

technical assistance. States may also work with their Regional

Administrators for an informal ``check'' on portions of their Plans

before they are submitted as part of the formal Plan submission.

Option 4: Unified Plan. All States, whether they submit a

State Plan under Option 1, 2, or 3, may submit the State Plan as part

of a Unified Plan in accordance with WIA section 501. The Department

will keep States informed about the status of Unified Planning Guidance

(developed jointly with the other responsible federal departments).

All States may use up to 2% of their JTPA funds for WIA planning,

to begin the transition. States wishing to spend more than 2% of their

JTPA funds on transition to and implementation of WIA provisions should

consider submitting a Plan under Option 1 or 2.

The amendments to the Wagner-Peyser Act take effect on July 1,

1999. Therefore, States that submit a full Plan or a Transition Plan

that covers (at a minimum) the Wagner-Peyser planning requirements

prior to May 1, 1999 do not have to submit a separate Wagner-Peyser

Plan. States that opt to submit their full five-year or Transition Plan

after May 1, 1999 must submit an annual Wagner-Peyser Plan for PY 99 by

May 1, 1999 unless a State waiver has been granted. Further guidance

will be forthcoming.

Plan Submission Requirements

The Secretary of Labor has designated the Employment and Training

Administration (ETA) to administer WIA. Plans must have an original

signature of the Governor, and the name of the Governor must be typed

below the signature. States should submit their State Plan (with an

original signature) along with two copies to the U.S. Department of

Labor, WIA Task Force as follows: Mr. Raymond L. Bramucci, Assistant

Secretary Employment and Training Administration, U.S. Department of

Labor, 200 Constitution Ave., NW, Room S-5513, Washington, DC 20210,

ATTN: Eric Johnson, Director, WIA Task Force, ([email protected]).

One copy of the Plan (with an original signature) must also be sent

simultaneously to the appropriate ETA Regional Administrator listed in

Attachment C.

States may also submit State Plans via diskette or e-mail. In order

to transmit electronically, States must have WordPerfect or Microsoft

Word format. (Macintosh versions cannot be accepted.) States submitting

State Plans electronically should transmit one copy of the plan to the

U.S. Department of Labor, WIA Task Force at the address or e-mail

address identified above, and one copy to the appropriate ETA Regional

Administrator listed in Attachment C. States that submit State Plans

electronically will not have to submit additional paper copies, but

must submit signature pages with an original signature to both the

national and regional offices.

For States wishing to implement WIA beginning on July 1, 1999, the

Department must receive their Plans by April 1, 1999. Earlier

submissions will also be accepted. States wishing to implement WIA

between July 1, 1999 and July 1, 2000 may submit their Plans anytime

before April 1, 2000. All States must have their full Plans in no later

than April 1, 2000.

Whenever a State submits its Plan, section 404 of WIA (which amends

Title I of the Rehabilitation Act of 1973) requires the State to submit

its Vocational Rehabilitation State Plan on the same date.

Plan Review

While the Department expects States to enter into preliminary

discussions with the local boards and the Regional Offices on the

negotiated levels of performance before Plan submission, State Plans

submitted pursuant to section 112 will be formally reviewed for up to

ninety days for compliance with the provisions of the Workforce

Investment Act and requirements described in section 8(a) of the

Wagner-Peyser Act. Plans that are consistent with and meet all

provisions of the Acts and that establish acceptable levels of

performance will be considered approved.

Grant Packages

ETA will issue separate grant instruction packages (grant

agreement, assurances/ certifications, electronic account forms, etc.)

to the States. Sufficient lead time will be provided for the completion

of the package and for execution of the grant documents. Grant funds

will be provided in accordance with the allotments published in the

Federal Register for the appropriate Program Year, if the State has met

the Plan and Grant Agreement submission requirements pursuant to

sections 112 and 189(c) of the Act, respectively.

Plan Modifications

Modifications will likely be needed in any number of areas to keep

the Plan a viable, living document over its five-year life. The Act

gives States authority to modify WIA Plans based on unanticipated

circumstances, and the Department expects that States will modify their

Plans if changes in economic conditions, or federal or State law or

policy seriously affect the Strategic Plan's viability. Accordingly,

States should submit a modification if there are substantial changes in

State law, the statewide vision, strategies, policies, performance

indicators or goals, under either Title I or the Wagner-Peyser Act. For

example, changes in the methodology used to determine substate

allocations, and reorganizations which change the working relationships

with system employees or result in reassigned responsibilities will

require a modification. States will also be required to submit a plan

modification to adjust their mix of services if performance goals are

not met after the first year. States may wish to use the annual report

process as an opportunity to review their State Plan and develop

modifications as needed. Modifications to the State Plan are subject to

the same public review and comment requirements that apply to the

[[Page 9408]]

development of the original State Plan. States should direct any

questions about the need to submit a plan modification to their

Regional Office contact listed in Attachment C.

Description of Attachments

Attachment A: Planning Instructions.

Attachment B: Optional Table for State Performance Indicators and

Goals.

Attachment C: Regional Office Addresses.

Attachment D: Local Planning Guidance for Single Workforce Investment

Area States.

Inquiries

Inquiries should be addressed to the appropriate ETA Regional

Office, listed in Attachment C.

Attachment A

STRATEGIC FIVE-YEAR STATE WORKFORCE INVESTMENT PLAN FOR TITLE I OF THE

WORKFORCE INVESTMENT ACT OF 1998 (WORKFORCE INVESTMENT SYSTEMS) AND THE

WAGNER-PEYSER ACT

STATE/COMMONWEALTH OF

For the period of

{time} Full Plan

{time} Transition Plan

State Planning Instructions

Table of State Plan Contents

Preamble

Executive Summary

I. Plan Development Process

II. State Vision and Goals

III. Assessment

A. Market Analysis

B. State Readiness Analysis

1. Leadership

2. Services

3. System Infrastructure

C. Assessment of Strengths and Improvement Opportunities

IV. Strategies for Improvement

A. Leadership

B. Services

C. System Infrastructure

V. Performance Management

VI. Assurances

VII. Program Administration Designees and Plan Signature

Preamble

These instructions are based on the planning requirements of

Title I of the Workforce Investment Act, found primarily in sections

111 and 112, and the Wagner-Peyser Act and regulations. These

instructions do not follow the order of the requirements found in

the Acts; rather, they have been formatted to help States to create

viable strategic plans.

States that opt to submit a Transition Plan for conditional

approval must address all of the planning requirements outlined in

the instructions. For those elements that are still in transition,

the Plan should describe their strategies and timeline for

implementation by July 1, 2000.

States should develop Plans that are as long or short as needed

to address the following requirements; however, the Department

suggests that Plans be less than 50 single-spaced pages (without

attachments).

Executive Summary

Enclose a brief summary (e.g., two pages or less) of the State

Plan that gives a general overview of the State's workforce

investment system. This executive summary should include a

discussion of your State's economic and workforce development goals,

and how the statewide workforce investment system will support them.

It should also include an overview of major accomplishments in the

development of your system as it exists today; a brief description

of the system as it looks today; a snapshot of how the system

(including major partner involvement) will change over the five-year

period; and a description of how performance will improve as a

result.

I. Plan Development Process

WIA gives States and local areas a unique opportunity to develop

employment and training systems tailored specifically to States' and

local areas' needs. Since the State Plan is only as effective as the

partnerships that can operationalize it, it should represent a

collaborative process among State and local elected officials,

Boards and partners (including private sector partners) to create a

shared understanding of the State's workforce investments needs, a

shared vision of how the workforce investment system can be designed

to meet those needs, and agreement on the key strategies to attain

this vision. This type of collaborative planning at all stages--from

the initial planning discussions through drafting the State Plan

document--will enable the State Plan to both drive local system

improvements and allow room for strategies tailored to local needs.

Plan development must also include an opportunity for stakeholder

and public review and comment.

In this section, States will describe their Plan development

process, including a discussion of how comments were incorporated

wherever possible.

A. Describe the process for developing the State Plan (including

a timeline) that ensures meaningful public comment. Include a

description of the Governor's and the State Board's involvement in

drafting, reviewing and commenting on the Plan. What actions did

your State take to collaborate in the development of the State plan

with local elected officials, local workforce boards and youth

councils, the business community (including small businesses), labor

organizations, educators, vocational rehabilitation agencies, and

the other interested parties, such as service providers, welfare

agencies, community-based organizations, transportation providers

and advocates? (Secs. 111(g), 112(b)(1), 112(b)(9).)

B. Include all comments received (or a summary), and demonstrate

how comments were considered in the plan development process.

(Sec. 112(b)(9).)

II. State Vision and Goals

A vision creates organizational alignment around a picture of a

transformed future. It propels the organization toward achieving

difficult but attainable strategic goals. Vision drives systematic

improvements and produces outcomes. It is dynamic, not static.

Performance indicators and goals are used to track the

organization's progress.

WIA envisions broad and dramatic changes that result in a

reinvigorated, integrated workforce investment system that

coordinates more resources, serves more people, and achieves better

outcomes. States and local areas should work with all required and,

where appropriate, optional partners to creatively design integrated

One-Stop systems, with seamless services for all customers. For

example, collaboration between the workforce investment and welfare

systems is critical, since the focus of both is to help people

prepare for work, find jobs, retain jobs, and increase earnings.

States should take the lead in assuring the maximum use of

Individual Training Accounts. States and local boards should also

think expansively to design youth programs that broaden and enhance

young people's connections to post-secondary education

opportunities, leadership development activities, mentoring,

training, community service, and other community resources.

In this section, you will identify your State's broad strategic

economic and workforce development goals (e.g., ``All people who

want to work can find jobs. There will be a growing number of

business start-ups. Fewer people will rely on welfare

assistance.'').

You will then describe the shared vision of how the WIA

workforce investment system will support attainment of these goals;

and finally, performance indicators and goals, which the entire

statewide system can use to track its progress toward the strategic

goals.

The Act requires States to track the core indicators of

performance described in section 136 (e.g., entered unsubsidized

employment, retention and earnings, attainment of education or

occupational credentials and/or skills, and the customer

satisfaction indicator). While the State and local areas may choose

to use additional indicators, at a minimum, your State must identify

its goals for each of these required indicators for the first three

program years.

A. What are the State's broad strategic economic and workforce

development goals? (Secs. 111(d)(2), 111(d)(6), 112(a), 112(b)(3).)

B. Provide (in a few paragraphs) the State's vision of how the

WIA statewide workforce investment system will help the State attain

these strategic goals. This vision should address the specific

emphases of Title I of the Act and provide a brief description of

what the State's workforce investment system will look like at the

end of the five-year period covered by this Plan. Some specific

questions that should be answered by the vision statement are:

In five years, how will services be further

streamlined?

What programs and funding streams will support service

delivery through the One-Stop system?

Typically, what information and services will be

provided and how will customers

[[Page 9409]]

access them? How will the goal of universal access be assured?

For customers who need training, how will informed

customer choice and the use of the Individual Training Accounts

(ITAs) be maximized?

How will Wagner-Peyser Act and unemployment insurance

services be fully integrated into the system?

How will the State's workforce investment system help

achieve the goals of the State's welfare, education, and economic

development systems?

How will the youth programs be enhanced and expanded so

young people have the resources and skills they need to succeed in

the State's economy? (Secs. 111(d)(2), 112(a).)

Summary of WIA's Core Indicators of Performance

For Adults, Dislocated Workers and Youth 19-21

1. Entry into Unsubsidized Employment

2. 6-Months Retention in Unsubsidized Employment

3. 6-Months Earnings Received in Unsubsidized Employment

4. Attainment of Educational or Occupational Skills Credential

by participants who enter unsubsidized employment or by youth who

enter postsecondary education, advanced training or unsubsidized

employment

For Youth 14-18

1. Attainment of Basic Skills, Work Readiness and/or

Occupational Skills

2. Attainment of Secondary School Diplomas/ Equivalents

3. Placement and Retention in Post-Secondary Education/Advanced

Training, Military, Employment, or qualified Apprenticeships

Customer Satisfaction Indicator for Participants and

Employers

C. Identify the performance indicators and goals the State has

established to track its progress toward meeting its strategic goals

and implementing its vision for the workforce investment system. At

a minimum, States must identify the performance indicators required

under section 136, and, for each indicator, the State must develop

an objective and quantifiable performance goal (the ``State-adjusted

level of performance'') for each of the first three program years.

States may want to use a chart such as the one in Attachment B.

(Further guidance, including definitions of specific indicators,

will be provided separately.) States are encouraged to address how

the performance goals for local workforce investment areas and

training providers will help them attain their Statewide performance

goals. (Secs. 112(b)(3), 136.)

III. Assessment: To achieve your vision, you start by assessing

where you are today--your current market realities and your

system's readiness. This assessment provides the foundation for

mapping out strategies to achieve your vision.

In this section, you will identify your customers, their needs,

and your ability to fulfill them. You will also address the systems

and policies you already have in place to achieve the State goals,

and identify strengths to build on, weaknesses to improve on,

opportunities for action and challenges to progress.

A. Market Analysis

1. Describe the key trends that are expected to shape the

economic environment of the State during the next five years. Which

industries are expected to grow? Which will contract? What are the

economic development needs of the State? What data sources support

the State's market analysis? (Sec. 112(b)(4).)

2. Identify the implications of these trends in terms of overall

availability of employment opportunities by occupation, and the job

skills necessary in key occupations. (Sec. 112(b)(4).)

3. Who are the customers of the State's workforce investment

system?

States may wish to identify major customer segments. (For

example, the adult population might be segmented into dislocated

workers, public assistance recipients, older workers, veterans,

migrant and seasonal farmworkers, Native Americans, persons with

disabilities, women, and minorities. The employer customer might be

segmented into growth employers, large and small businesses,

employers that currently use the workforce investment system and

employers that do not. The youth population might be segmented into

in-school and out-of-school youth.) (Secs. 112(b)(4), 112(b)(17).)

4. Given the projected job skills needed in the State, identify

for each of your customer segments their projected skill development

needs. (Sec. 112(b)(4).)

B. State Readiness Analysis

1. Leadership

a. State Workforce Investment Board.

i. Describe the organization and structure of the State

Workforce Investment Board. Did you create a new Board or did you

``grandfather'' an alternative entity as the Board? If you

``grandfathered'' an existing Board, (1) state whether the Board

existed on December 31, 1997, (2) state whether the Board was

established under the Job Training Partnership Act (as a State Human

Resource Investment Council or State Job Training Coordinating

Committee under JTPA section 122 or Title VII) or is ``substantially

similar'' to the WIA membership requirements, and (3) describe how

the Board includes, at a minimum, representatives of businesses and

labor organizations in the State. (Secs. 111, 112(b)(1).)

ii. Identify the organizations or entities represented on the

Board. If you are using an alternative entity which does not contain

all the members required under section 111(b)(1), describe how each

of the entities required under this section will be involved in

planning and implementing the State's workforce investment system as

envisioned in WIA. How will this alternative entity achieve the

State's WIA goals? (Secs. 111(a-c), 111(e), 112(b)(1).)

iii. Describe the process your State used to identify your State

Board members. How did you select Board members, including business

representatives, who have optimum policy-making authority and who

represent diverse regions of the States as required under WIA?

Describe how the Board's membership enables you to achieve your

vision described above. (Secs. 111(a-c), 112(b)(1).)

iv. Describe how the State Board will carry out its functions.

How will this Board provide direction-setting leadership for the

statewide system? (Secs. 111(d), 112(b)(1).)

v. How will the State Board coordinate and interact with the

local WIBs? (Sec. 112(b)(1).)

vi. How will the State Board ensure that the public (including

people with disabilities) has access to Board meetings and

information regarding State Board activities, including membership

and meeting minutes? (Secs. 111(g), 112(b)(1).)

b. Identify the circumstances which constitute a conflict of

interest for any State or local Workforce Investment Board member,

including voting on any matter regarding the provision of service by

that member or the entity that s/he represents, and any matter that

would provide a financial benefit to that member or his or her

immediate family. (Secs. 111(f), 112(b)(13), 117(g).)

c. Identify the criteria the State has established to be used by

the chief elected official(s) in the local areas for the appointment

of local Board members based on the requirements of section 117.

(Secs. 112(b)(6), 117(b).)

d. Allocation Formulas.

i. If applicable, describe the methods and factors (including

weights assigned to each factor) your State will use to distribute

funds to local areas for the 30% discretionary formula adult

employment and training funds and youth funds pursuant to sections

128(b)(3)(B) and 133(b)(3)(B). Describe how the allocation methods

and factors help ensure that funds are distributed equitably

throughout your State and that there will be no significant shifts

in funding levels to a local area on a year-to-year basis.

(Secs. 112(b)(12)(A-B), 128(b)(3)(B), 133(b)(3)(B).)

ii. Describe the State's allocation formula for dislocated

worker funds pursuant to section 133(b)(2)(B). (Secs. 112(b)(12)(C),

133(b)(2)(B).)

iii. For each funding stream, include a chart that identifies

the formula allocation to each local area for the first fiscal year,

describe how the individuals and entities represented on the State

Board were involved in the development of factors, and describe how

consultation with local boards and local elected officials occurred.

(Sec. 112(b)(12)(A).)

e. Describe the competitive and non-competitive processes that

will be used at the State level to award grants and contracts for

activities under Title I of WIA, including how potential bidders are

being made aware of the availability of grants and contracts.

(Sec. 112(b)(16).)

f. Identify the criteria to be used by local Boards in awarding

grants for youth activities, including criteria used by the Governor

and local Boards to identify effective and ineffective youth

activities and providers. (Sec. 112(b)(18)(B).)

g. If you did not delegate this responsibility to local Boards,

provide your State's definition regarding the sixth youth

eligibility criterion at section 101(13)(C)(vi)

[[Page 9410]]

(``an individual who requires additional assistance to complete an

educational program, or to secure and hold employment'').

(Secs. 101(13), 112(b)(18)(A).)

h. State Policies and Requirements. (Sec. 112(b)(2).)

i. Describe major State policies and requirements that have been

established to direct and support the development of a statewide

workforce investment system not described elsewhere in this Plan.

These policies may include, but are not limited to:

State guidelines for the selection of One-Stop

providers by local Boards;

The State's process to work with local boards and local

Chief Elected Officials to certify existing One-Stop operators;

Procedures to resolve impasse situations at the local

level in developing MOUs to ensure full participation of all

required partners in the One-Stop delivery system;

Criteria by which the State will determine if local

WIBs can run programs in-house;

Performance information that on-the-job training and

customized training providers must provide;

Reallocation policies;

State policies for approving transfer authority (not to

exceed 20%) between the Adult and Dislocated Worker funding streams

at the local level;

Policies related to priority of service for recipients

of public assistance and other low-income individuals under WIA, and

veterans or other groups under the Wagner-Peyser Act;

Policies related to displaced homemakers,

nontraditional training for low-income individuals, older workers,

low-income individuals, disabled individuals and others with

multiple barriers to employment and training; and

Policies limiting ITAs (e.g., dollar amount or

duration).

ii. Describe how consultation with local boards and local Chief

Elected Officials occurred.

iii. Are there any State policies or requirements that would act

as an obstacle to developing a successful statewide workforce

investment system?

2. Services: Describe the current status of One-Stop

implementation in the State, including:

a. Actions your State has taken to develop a One-Stop integrated

service delivery system statewide;

b. The degree of existing collaboration for WIA Title I, the

Wagner-Peyser Act, and all other required and optional partners

(sections 112(b)(8)(A), 121(b)(1-2), 134(c));

Optional Partners

Temporary Assistance for Needy Families

Food Stamps Employment & Training

National and Community Service Act programs

Other appropriate federal, State, or local programs

(e.g., transportation, child care, community colleges, and economic

development)

Required Partners

Adult, Dislocated Worker and Youth Activities under WIA

Title I (including Veterans Workforce Investment Programs, Migrant

and Seasonal Farmworker Programs, Indian and Native American

Programs, Job Corps and youth Opportunity Grants)

Employment Service

Adult Education

Postsecondary Vocational Education

Vocational Rehabilitation

Welfare-to-Work

Title V of the Older Americans Act

Trade Adjustment

NAFTA Transitional Adjustment Assistance

Veterans Employment and Training Programs

Community Services Block Grant

Employment and training activities carried out by the

U.S. Department of Housing and Urban Development

3. System Infrastructure

a. Local Workforce Investment Areas.

i. Identify the State's designated local workforce investment

areas, including those that were automatically designated and those

receiving temporary designation. How do these areas compare in size

and number with the Service Delivery Areas under JTPA?

(Secs. 112(b)(5).)

ii. Include a description of the process used to designate such

areas. Describe how the State considered the extent to which such

local areas are consistent with labor market areas; geographic areas

served by local and intermediate educational agencies, post-

secondary educational institutions and area vocational schools; and

all other criteria identified in section 116(a)(1) in establishing

area boundaries, to assure coordinated planning. Describe the State

Board's role, including all recommendations made on local

designation requests pursuant to section 116(a)(4).

(Secs. 112(b)(5), 116(a)(1).)

iii. Describe the appeals process used by the State to hear

appeals of local area designations. If any appeals were made,

identify them and indicate the status of the appeal.

(Secs. 112(b)(15), 116(a)(5).)

b. Regional Planning (Secs. 112(b)(2), 116(c).)

i. Describe any intrastate or interstate regions and their

corresponding performance measures.

ii. Include a discussion of the purpose of these designations

and the activities (such as regional planning, information sharing

and/or coordination activities) that will occur to help improve

performance. (For example, regional planning efforts could result in

the sharing of labor market information or in the coordination of

transportation and support services across the boundaries of local

areas.)

iii. For interstate regions (if applicable), describe the roles

of the respective governors, SWIBs, and LWIBs.

c. Selection of Service Providers for Individual Training

Accounts. (Secs. 112(b)(17)(A)(iii), 122, 134(d)(2)(F).)

i. Identify policies and procedures your State established for

determining the initial eligibility of local level training

providers, how performance information will be used to determine

continuing eligibility (including a grievance procedure for

providers denied eligibility), and the agency responsible for

carrying out these activities.

ii. Describe how the State solicited recommendations from local

boards and training service providers and interested members of the

public, including representatives of business and labor

organizations, in the development of these policies and procedures.

iii. How will the State maintain the provider list?

iv. What performance information on training providers will be

available at every One-Stop center?

v. Describe the State's current capacity to provide customers

access to the statewide list of eligible training providers and

their performance information.

vi. Describe the process for removing providers from the list.

d. What is your State's current capacity to deliver high quality

employment statistics information to customers--both job seekers and

employers--of the One-Stop system? Your response should address the

products that have been developed as part of America's Labor Market

Information System, the Bureau of Labor Statistics Federal-State

cooperative statistical programs, and other State-generated

employment statistics. (Secs. 111(d)(8), 112(b)(1), 134(d)(2)(E).)

e. Describe how the work test and feedback requirements (under

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

met. How is information provided to the UI agency regarding claimant

registration, claimant job referrals, and the results of referrals?

(Sec. 112(b)(7).)

f. Describe how the Wagner-Peyser Act staff participate (if

applicable) in the conduct of the Eligibility Review Program

reviews. Describe the follow-up that occurs to ensure that UI

eligibility issues are resolved in accordance with section 5(b)(2)

of the Wagner-Peyser Act. (Sec. 112(b)(7).)

C. Assessment of Strengths and Improvement Opportunities

1. In sum, how closely aligned is your current system to your

vision? Assess your current system's ability to meet the customer

and economic needs identified above. What are your key strengths?

What weaknesses will you need to address to move forward? Describe

any opportunities or challenges to achieving your vision, including

any economic development, legislative or reorganization initiatives

anticipated that could impact on the performance and effectiveness

of your State's workforce investment system. (Secs. 111(d)(2),

112(a).)

2. In moving your current system towards your vision, what are

your State's priorities? (Secs. 111(d)(2), 112(a).)

IV. Strategies for Improvement: Strategies move you from the

current state of readiness toward the State vision and enable you

to achieve your performance goals. They align your resources and

focus energy on services to meet customer needs and systems to

ensure continuous improvement

In this section, you will describe the strategies and tactics

you will pursue to move the system toward your vision and achieve

the performance goals identified above. While the Act give States

wide latitude to develop systems that meet their unique needs, the

Act also contains a number of service requirements which must be

incorporated into your statewide strategies. Each strategy described

should build on

[[Page 9411]]

strengths, correct weaknesses, maximize opportunities and deflect

challenges, as identified above.

A. Leadership: How will you overcome challenges to align your

current system with your vision? How will the State implement WIA's

key principles of local flexibility and a strong role for local

Boards and for businesses? In your discussion, you must address the

following required elements:

1. Describe the steps the State will take to improve operational

collaboration of the workforce investment activities and other

related activities and programs outlined in section 112(b)(8)(A), at

both the state and local level (e.g., joint activities, memoranda of

understanding, planned mergers, coordinated policies, etc.). How

will the State Board and Agencies eliminate any existing State-level

barriers to coordination? (Secs. 111(d)(2), 112(b)(8)(A).)

2. Describe how the State will assist local areas in the

evolution of existing local One-Stop delivery systems. Include any

statewide requirements for One-Stop systems, how the State will help

local areas identify areas needing improvement, how technical

assistance will be provided, and the availability of state funding

for One-Stop development. Be sure to address any system weaknesses

identified earlier in the plan. Include any state level activities

that will assist local areas in coordinating programs.

(Sec. 112(b)(14).)

3. How will your State build the capacity of Local Boards and

youth councils to develop and manage effective programs?

(Secs. 111(d)(2), 112(b)(14).)

4. Describe how any waivers or workflex authority (both existing

and planned) will assist the State in developing its workforce

investment system. (Secs. 189(i)(1), 189(i)(4)(A), 192(a).)

B. Services: How will you meet the needs of each of the major

customer groups identified in Section III? How will the State

implement WIA's key principles of streamlined services, empowered

individuals, universal access and improved youth services? In your

discussion, you must address the following required elements:

(Secs. 111(d)(2), 112(b)(10), 112(b)(17)(A)(iv), 112(b)(17)(B)),

112(b)(18).)

1. Describe the types of employment and training activities that

will be carried out with the adult and dislocated worker funds

received by the State through the allotments under section 132. How

will the State maximize customer choice in the selection of training

activities? (Secs. 112(b)(17)(A)(i), 132, 134.)

2. How will the services provided by each of the required and

optional One-Stop partners be coordinated and made available through

the One-Stop system? Be sure to address how your State will

coordinate Wagner-Peyser Act funds to avoid duplication of labor

exchange services. (Sec. 112(b)(8)(A).)

3. Describe how the funds will be used to leverage other

federal, State, local and private resources (e.g, shared One-Stop

administration costs). Specify how the State will use its 10 percent

funds under section 7(b) of the Wagner-Peyser Act. Describe and

provide examples of how these coordinated and leveraged funds will

lead to a more effective program that expands the involvement of

businesses, employees and individuals. (Sec. 112(b)(10).)

4. Describe how the needs of dislocated workers, displaced

homemakers, low-income individuals such as migrants and seasonal

farmworkers, public assistance recipients, women, minorities,

individuals training for non-traditional employment, veterans, and

individuals with multiple barriers to employment (including older

individuals, people with limited English-speaking ability, and

people with disabilities) will be met. How will the State ensure

nondiscrimination and equal opportunity? (Sec. 112(b)(17).)

5. Describe the criteria developed by the State for local boards

to use in determining that adult funds are limited and that priority

of service applies. Describe the guidelines, if any, the State has

established for local boards regarding priority when adult funds

have been determined to be limited. (Secs. 112(b)(17)(A)(iv),

134(d)(4)(E).)

6. Describe how the needs of employers will be determined in the

local areas as well as on a statewide basis. Describe how services

(e.g., systems to determine general job requirements and list jobs),

including Wagner-Peyser Act services, will be delivered to employers

through the One-Stop system. How will the system streamline

administration of federal tax credit programs within the One-Stop

system to maximize employer participation? (20 CFR part 652.3(b),

Sec. 112(b)(17)(A)(i).)

7. Describe the reemployment services you will provide to Worker

Profiling and Reemployment Services claimants in accordance with

section 3(c)(3) of the revised Wagner-Peyser Act. (Sec. 112(b)(7).)

8. Specifically describe the Wagner-Peyser Act-funded strategies

you will use to serve persons with disabilities. (Wagner-Peyser Act

Sec. 8(b), WIA Sec. 112(b)(7).)

9. How will Wagner-Peyser Act funds be used to serve veterans?

How will your State ensure that veterans receive priority in the

One-Stop system for labor exchange services? (Sec. 112(b)(7).)

10. What role will LVER/DVOPS staff have in the One-Stop system?

How will your State ensure adherence to the legislative requirements

for veterans staff? How will services under this plan take into

consideration the agreement reached between the Secretary and the

State regarding veterans' employment programs? (Secs. 112(b)(7),

322, 38 U.S.C. Chapter 41 and 20 CFR part 1001-120).

11. Describe how the State will provide Wagner-Peyser Act-funded

services to the agricultural community--specifically, outreach,

assessment and other services to migrant and seasonal farmworkers,

and services to agricultural employers. How will you provide

equitable services to this population in the One-Stop system? (20

CFR part 653, Sec. 112(b)(7).)

12. Describe how Wagner-Peyser Act funds will provide a

statewide capacity for a three-tiered labor exchange service

strategy that includes (1) self-service, (2) facilitated self-help

service, and (3) staff-assisted service. Describe your State's

strategies to ensure that Wagner-Peyser Act-funded services will be

delivered by public merit staff employees. (Sec. 112(b)(7),

Secs. 3(a) and 5(b) of the Wagner-Peyser Act).)

13. Describe how your State will provide rapid response

activities with funds reserved under section 133(a)(2), including

how the State will use information provided through the WARN Act to

determine when to provide such activities.

a. Identify the entity responsible to provide rapid response

services.

b. How will your State's rapid response unit's activities

involve the local Boards and local Chief Elected Officials? If rapid

response functions are shared between your State unit and local

areas, identify the functions of each and describe how rapid

response funds are allocated to local areas.

c. Describe the assistance available to employers and dislocated

workers, particularly how your State determines what assistance is

required based on the type of lay-off, and the early intervention

strategies to ensure that dislocated workers who need intensive or

training services (including those individuals with multiple

barriers to employment and training) are identified as early as

possible. (Sec. 112(b)(17)(A)(ii).)

14. Describe your State's strategy for providing comprehensive

services to eligible youth, including any coordination with foster

care, education, welfare and other relevant resources. Include any

State requirements and activities to assist youth who have special

needs or barriers to employment, including those who are pregnant,

parenting, or have disabilities. Describe how coordination with Job

Corps, youth opportunity grants, and other youth programs will

occur. (Sec. 112(b)(18).)

15. Describe how your State will, in general, meet the Act's

provisions regarding youth program design, in particular:

preparation for postsecondary educational

opportunities;

strong linkages between academic and occupational

learning;

preparation for unsubsidized employment opportunities;

effective linkages with intermediaries with strong

employer connections;

alternative secondary school services;

summer employment opportunities;

paid and unpaid work experiences;

occupational skill training;

leadership development opportunities;

comprehensive guidance and counseling;

supportive services; and

follow-up services. (Secs. 112(b)(18), 129(c).)

C. System Infrastructure: How will the State enhance the systems

necessary to operate and manage your workforce investment system?

(Secs. 111(d)(2), 112(b)(1), 112(b)(8)(B).) In your discussion, you

must address the following required elements:

1. How will the locally-operated ITA system be managed in the

State to maximize usage and improve the performance information on

training providers? How will the State ensure the quality and

integrity of the performance data? (Secs. 112(b)(14),

112(b)(17)(A)(iii), 122.)

2. How will your State improve its technical and staff capacity

to provide services to customers and improve entered

[[Page 9412]]

employment outcomes in accordance with section 7(a)(3)(f) of the

Wagner-Peyser Act? How will your State use technology such as

Jobline, ``swipe card'' technology, a community voice mail system or

other methods to build a mediated and electronic labor exchange

network? How will the State use America's Job Bank/State Job Bank

Internet linkages to encourage employers to enter their own job

orders on the Internet? (Sec. 112(b)(7).)

3. How will the State improve its employment statistics system

to ensure that One-Stop system customers receive timely, accurate

and relevant information about local, State and national labor

markets? (Secs. 111(d)(2), 111(d)(8), 112(b)(1), 134(d)(2)(E).)

V. Performance Management

Improved performance and accountability for customer-focused

results are central features of WIA. To improve, you not only need

systems in place to collect data and track performance, but also

systems to analyze the information and modify strategies to improve

performance.

In this section, you will describe how you measure the success

of your strategies in achieving your goals, and how you use this

data to continuously improve the system.

A. For each of the core indicators identified in Section II of

these instructions, the customer satisfaction indicator and

additional state measures, explain how the State worked with local

boards to determine the level of the performance goals. Include a

discussion of how the levels compare with the State-adjusted levels

of performance established for other States (if available), taking

into account differences in economic conditions, the characteristics

of participants when they entered the program and the services to be

provided. Include a description of how the levels will help you

achieve customer satisfaction and continuous improvement over the

five years of the Plan. (Secs. 112(b)(3), 136(b)(3).)

B. Does your State have common data system and reporting

processes in place to track progress? If so, describe what data will

be collected from the various One-Stop partners (beyond that

required by DOL), your use of quarterly wage records, and how the

statewide system will have access to the information needed to

continuously improve. If not, describe the State's timeframe and

plans for transitioning from the JTPA to the WIA tracking system,

your planned use of quarterly wage records, and the projected time

frame for the system to be operational. (Sec. 112(b)(8)(B).)

C. Describe the system(s) by which your State measures customer

satisfaction for both job seekers and employers (beyond those

elements required by the Department). How will customer satisfaction

data be evaluated, disseminated locally, and used to improve

services and customer satisfaction? Describe any targeted applicant

groups under WIA Title I, the Wagner-Peyser Act or Title 38

(Veterans Employment and Training Programs) that your State will

track. If no system is currently in place, describe your State's

timeframe and plan to collect this information. (Secs. 111(d)(2),

112(b)(3), 136(b)(2)(B).)

D. Describe any actions the Governor and State Board will take

to ensure collaboration with key partners and continuous improvement

of the statewide workforce investment system. (Secs. 111(d)(2),

112(b)(1).)

E. How will the State and local Boards evaluate performance?

What corrective actions (including sanctions and technical

assistance) will the State take if performance falls short of

expectations? How will the Boards use the review process to

reinforce the strategic direction of the system? (Secs. 111(d)(2),

112(b)(1), 112(b)(3).)

VI. Assurances

1. The State assures that it will establish, in accordance with

section 184 of the Workforce Investment Act, fiscal control and fund

accounting procedures that may be necessary to ensure the proper

disbursement of, and accounting for, funds paid to the State through

the allotments made under sections 127 and 132. (Sec. 112(b)(11).)

2. The State assures that it will comply with section 184(a)(6),

which requires the Governor to, every two years, certify to the

Secretary, that--

(A) the State has implemented the uniform administrative

requirements referred to in section 184(a)(3);

(B) the State has annually monitored local areas to ensure

compliance with the uniform administrative requirements as required

under section 184(a)(4); and (C) the State has taken appropriate

action to secure compliance pursuant to section 184(a)(5).

(Sec. 184(a)(6).)

3. The State assures that the adult and youth funds received

under the Workforce Investment Act will be distributed equitably

throughout the State, and that no local areas will suffer

significant shifts in funding from year to year during the period

covered by this plan. (Sec. 112(b)(12)(B).)

4. The State assures that veterans will be afforded employment

and training activities authorized in section 134 of the Workforce

Investment Act, to the extent practicable. (Sec. 112(b)(17)(B).)

5. The State assures that the Governor shall, once every two

years, certify one local board for each local area in the State.

(Sec. 117(c)(2).)

6. The State assures that it will comply with the

confidentiality requirements of section 136(f)(3).

7. The State assures that no funds received under the Workforce

Investment Act will be used to assist, promote, or deter union

organizing. (Sec. 181(b)(7).)

8. The State assures that it will comply with the

nondiscrimination provisions of section 188, including an assurance

that a Methods of Administration has been developed and implemented

((Sec. 188.)

9. The State assures that it will collect and maintain data

necessary to show compliance with the nondiscrimination provisions

of section 188. (Sec. 185.).

10. The State assures that it will comply with the grant

procedures prescribed by the Secretary (pursuant to the authority at

section 189(c) of the Act) which are necessary to enter into grant

agreements for the allocation and payment of funds under the Act.

The procedures and agreements will be provided to the State by the

ETA Office of Grants and Contract Management and will specify the

required terms and conditions and assurances and certifications,

including, but not limited to, the following:

General Administrative Requirements:

29 CFR part 97--Uniform Administrative Requirements for State

and Local Governments (as amended by the Act).

29 CFR part 96 (as amended by OMB Circular A-133)--Single Audit

Act.

OMB Circular A-87--Cost Principles (as amended by the Act)

Assurances and Certifications:

SF 424 B--Assurances for Nonconstruction Programs.

29 CFR part 31, 32--Nondiscrimination and Equal Opportunity

Assurance (and regulation).

CFR part 93--Certification Regarding Lobbying (and regulation).

29 CFR part 98--Drug Free Workplace and Debarment and Suspension

Certifications (and regulation).

Special Clauses/Provisions:

Other special assurances or provisions as may be required under

Federal law or policy, including specific appropriations

legislation, the Workforce Investment Act, or subsequent Executive

or Congressional mandates.

11. The State certifies that the Wagner-Peyser Act Plan, which

is part of this document, has been certified by the State Employment

Security Administrator.

12. The State certifies that veterans' services provided with

Wagner-Peyser Act funds will be in compliance with 38 U.S.C. Chapter

41 and 20 CFR part 1001.

13. The State certifies that Wagner-Peyser Act-funded labor

exchange activities will be provided by merit-based public

employees.

14. The State certifies that Workforce Investment Act section

167 grantees, advocacy groups as described in the Wagner-Peyser Act

(e.g., veterans, migrant and seasonal farmworkers, people with

disabilities, UI claimants), the State monitor advocate,

agricultural organizations, and employers were given the opportunity

to comment on the Wagner-Peyser Act grant document for agricultural

services and local office affirmative action plans and that

affirmative action plans have been included for designated offices.

15. The State assures that it will comply with the annual

Migrant and Seasonal Farmworker significant office requirements in

accordance with 20 CFR part 653.

16. The State has developed this Plan in consultation with local

elected officials, local workforce boards, the business community,

labor organizations and other partners.

17. The State assures that it will comply with section 504 of

the Rehabilitation Act of 1973 (29 USC 794) and the American's with

Disabilities Act of 1990 (42 USC 12101 et seq.).

18. The State assures that funds will be spent in accordance

with the Workforce Investment Act and the Wagner-Peyser Act

legislation, regulations, written Department of Labor Guidance, and

all other applicable Federal and State laws.

VII. Program Administration Designees and Plan Signature

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

[[Page 9413]]

Name of WIA Title I Grant Recipient Agency

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

Address

Telephone Number:------------------------------------------------------

Facsimile Number:------------------------------------------------------

E-mail Address:--------------------------------------------------------

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

Name of State WIA Title I Administrative Agency (if different from

the Grant Recipient)

Address

Telephone Number:------------------------------------------------------

Facsimile Number:------------------------------------------------------

E-mail Address:--------------------------------------------------------

Name of WIA Title I Signatory Official

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

Address:

Telephone Number:------------------------------------------------------

Facsimile Number:------------------------------------------------------

E-mail Address:--------------------------------------------------------

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

Name of WIA Title I Liaison

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

Address

Telephone Number:------------------------------------------------------

Facsimile Number:------------------------------------------------------

E-mail Address:--------------------------------------------------------

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

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

Agency

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

Address

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

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

Agency

Telephone Number:------------------------------------------------------

Facsimile Number:------------------------------------------------------

E-mail Address:--------------------------------------------------------

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

Name and title of State Employment Security Administrator (Signatory

Official)--------------------------------------------------------------

Address

Telephone Number:------------------------------------------------------

Facsimile Number:------------------------------------------------------

E-mail Address:--------------------------------------------------------

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

______________, the agencies and officials designated above have

been duly designated to represent the State/Commonwealth in the

capacities indicated for the Workforce Investment Act, Title I, and

Wagner-Peyser Act grant programs. Subsequent changes in the

designation of officials will be provided to the U.S. Department of

Labor as such changes occur.

I further certify that we will operate our Workforce Investment

Act and Wagner-Peyser Act programs in accordance with this Plan and

the assurances herein.

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

Typed Name and Signature of Governor

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

Attachment B

Optional Table for State Performance Indicators and Goals \1\

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

Corresponding Performance goals out-years

WIA requirement at section 136(b) performance Previous year --------------------------------------------------------------------

indicator(s) performance 1 2 3

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

Adults:

Entry into Unsubsidized

Employment

6-Months Retention in

Unsubsidized Employment

6-Months Earnings received in

Unsubsidized Employment

Attainment of Educational or

Occupational Skills Credential

Dislocated Workers:

Entry into Unsubsidized

Employment

6-Months Retention in

Unsubsidized Employment

6-Months Earnings received in

Unsubsidized Employment

Attainment of Educational or

Occupational Skills Credential

Youth Aged 19-21:

Entry into Unsubsidized

Employment

6-Months Retention in

Unsubsidized Employment

6-Months Earnings received in

Unsubsidized Employment

Attainment of Educational or

Occupational Skills Credential

Youth 14-18:

Attainment of Basic, Work

Readiness and/or Occupational

Skills

Attainment of Secondary School

Diplomas/Equivalents

Placement and Retention in Post-

Secondary Education/Training,

or Placement in Military,

Employment, Apprenticeships

Participant Customer

Satisfaction

Employer Customer Satisfaction

Additional State-Established

Measures

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

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

[[Page 9414]]

Attachment C--Regional Office Addresses

Region I--BOSTON

Robert J. Semler, Regional Administrator, JFK Federal Building, Room

E-350, Boston, MA 02203, (617) 565-3630, (617) 565-2229--fax,

[email protected]

Region II--NEW YORK

Marilyn Shea, Regional Administrator, 201 Varick Street, Room 755,

New York, New York 10014, (212) 337-2139, (212) 337-2144--fax,

[email protected]

Region III--PHILADELPHIA

Edwin G. Strong, Jr., Regional, Administrator, 3535 Market Street,

Room 13300, Philadelphia, PA 19104, (215) 596-6336, (215) 596-0329--

fax, [email protected]

Region IV--ATLANTA

Toussaint L. Hayes, Regional Administrator, Sam Nunn Atlanta Federal

Center, Room, 6M12, 61 Forsyth Street, S.W., Atlanta, GA 30303,

(404) 562-2092, (404) 562-2149--fax, [email protected]

Region V--CHICAGO

Byron Zuidema, Regional Administrator, 230 S. Dearborn Street, Room

628, Chicago, IL 60604, (312) 353-0313, (312) 353-4474--fax,

[email protected]

Region VI--DALLAS

Joseph Juarez, Regional Administrator, 525 Griffin Street, Room 317,

Dallas, TX 75202, (214) 767-8263, (214) 767-5113--fax,

[email protected]

Region VII--KANSAS CITY

Herman Wallace, Regional Administrator, City Center Square, 1100

Main Street, Suite 1050, Kansas City, MO 64105, (816) 426-3796,

(816) 426-2729--fax, [email protected]

Region VIII--DENVER

Thomas Dowd, Regional Administrator, 1999 Broadway Street, Suite

1780, Denver, CO 80202-5716, (303) 844-1650, (303) 844-1685--fax,

[email protected]

Region IX--SAN FRANCISCO

Armando Quiroz, Regional Administrator, 71 Stevenson Street, Room

830, San Francisco, CA 94105-3767, (415) 975-4610, (415) 975-4612 -

fax, [email protected]

Region X--SEATTLE

Michael Brauser, Regional Administrator, 1111 Third Avenue, Suite

900, Seattle, WA 98101-3112, (206) 553-7700, (206) 553-0098--fax,

[email protected]

Attachment D--Local Planning Guidance for Single Workforce Investment

Area States

I. Local Plan Submission

Section 118 of the Workforce Investment Act requires that the

Board of each local workforce investment area, in partnership with

the appropriate chief elected official, develop and submit a

comprehensive 5-year Local Plan for activities under Title I of WIA

to the Governor for his or her approval. In States where there is

only one local workforce investment area, the Governor serves as

both the State and local Chief Elected Official. In this case, the

State must submit both the State and Local Plans to the Department

of Labor for review and approval. States may (1) submit their Local

Plan as an attachment to the State Plan or (2) include these

elements within their State Plan, and reference them in an

attachment.

The State Planning Guidance on Plan modifications and the Plan

approval process applies to a single workforce investment area State

Local Plan, with one addition: The Department will approve a Local

Plan within ninety days of submission, unless it is inconsistent

with the Act and its implementing regulations, or deficiencies in

activities carried out under the Act have been identified and the

State has not made acceptable progress in implementing corrective

measures. (Sec. 112(c).)

II. Plan Content

In the case of single workforce investment area States, much of

the Local Plan information required by section 118 of WIA will be

contained in the State Plan. At a minimum, single workforce

investment area State Local Plans shall contain the additional

information described below, and any other information that the

Governor may require. For each of the questions, if the answers vary

in different areas of the State, please describe those differences.

A. Plan Development Process

1. Describe the process for developing the Local Plan. Describe

the process and timeline used to provide an opportunity for public

comment, including how local Chief Elected Officials,

representatives of businesses and labor organizations, and other

appropriate partners provided input into the development of the

Local Plan, prior to the submission of the Plan. (Sec. 118(b)(7).)

2. Attach any comments received on the Local Plan (or a

summary), and demonstrate how comments were considered in the Plan

development process. (Sec. 118(c)(3).)

B. Services

1. Describe the one-stop system(s) that will be established in

the State. Describe how the system(s) will ensure the continuous

improvement of eligible providers of services and ensure that such

providers meet the employment and training needs of employers,

workers and job seekers throughout the state. Describe the process

for the selection of One-Stop operator(s), including the competitive

process used or the consortium partners. (Sec. 118(b)(2)(A).)

2. Include a copy of each memorandum of understanding between

the Board and each One-Stop partner (including the Wagner-Peyser Act

agency). (Sec. 118(b)(2)(B).)

3. Describe and assess the type and availability of adult and

dislocated worker employment and training activities.

(Sec. 118(b)(4).)

4. Describe and assess the type and availability of youth

activities, including an identification of successful providers of

such activities. (Sec. 118(b)(6).)

C. System Infrastructure

1. Identify the entity responsible for the disbursal of grant

funds, as determined by the Governor. Describe how funding for areas

within the State will occur. Provide a description of the

relationship between the State and within-State areas regarding the

sharing of costs where co-location occurs. (Sec. 118(b)(8).)

2. Describe the competitive process to be used to award the

grants and contracts in the State for WIA Title I activities.

(Sec. 118(b)(9).)

[FR Doc. 99-4677 Filed 2-24-99; 8:45 am]

BILLING CODE 4510-30-P