Planning Guidance and Instructions for Submission of Two Years of the Strategic Five-Year State Plan for Title I of the Workforce Investment Act of 1998 and the Wagner-Peyser Act, 19206-19220 [05-7159]

Agencies

• Employment and Training Administration
• DEPARTMENT OF LABOR

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



[[Page 19205]]

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

Part III





Department of Labor





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



Employment and Training Administration



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



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

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

[[Page 19206]]


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

DEPARTMENT OF LABOR

Employment and Training Administration


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

AGENCY: Employment and Training Administration.

ACTION: Notice.

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

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

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

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

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

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

Statement of Purpose

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

Background

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

Part I. National Strategic Direction

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

[[Page 19207]]

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

Demand-Driven Workforce Investment System

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

System Reform and Increased Focus on Training

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

[[Page 19208]]

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

Enhanced Integration Through One-Stop Delivery System

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

A New Vision for Serving Youth Most in Need

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

A Stronger Workforce Information System

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

[[Page 19209]]

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

Effective Utilization of Faith-Based and Community Based Organizations

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

Increased Use of Flexibility Provisions in WIA

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

Performance Accountability and Implementation of Common Performance 
Measures

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

Part II. State Planning Instructions

Table of State Plan Contents

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

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

[[Page 19210]]

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

Plan Development Process

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

Plan Submission Requirements

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

Options for Submission

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

Department of Labor Review and Approval

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

Negotiated Performance Indicators

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

[[Page 19211]]

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

Modifications to State Plans

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

Inquiries

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

State Vision

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

II. State Workforce Investment Priorities

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

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

A. Organization of State Agencies in Relation to the Governor

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

[[Page 19212]]

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

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

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

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

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

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

V. Overarching State Strategies

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

[[Page 19213]]

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

VI. Major State Policies and Requirements

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

VII. Integration of One-Stop Service Delivery

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

VIII. Administration and Oversight of Local Workforce Investment System

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

[[Page 19214]]

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

IX. Service Delivery

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

A. One-Stop Service Delivery Strategies (Sec. Sec.