# 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

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URL: https://www.frixlaw.com/law-library/documents/fr%3A99-4677

## Record

- **Collection:** Federal Register
- **Document type:** Notice
- **Published:** February 25, 1999
- **Citation:** 64 FR 9402

## Text

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

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Source: Frix Law Library, https://www.frixlaw.com/law-library/documents/fr%3A99-4677. Public record. Not legal advice.