Notice of Availability of Funds and Solicitation for Grant Applications for High Growth Job Training Initiative Grants for the Energy Industry and Construction and Skilled Trades in the Energy Industry, 3998-4011 [E8-1061]

Agencies

• Employment and Training Administration
• DEPARTMENT OF LABOR

[Federal Register Volume 73, Number 15 (Wednesday, January 23, 2008)]
[Notices]
[Pages 3998-4011]
From the Federal Register Online via the Government Printing Office [www.gpo.gov]
[FR Doc No: E8-1061]


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DEPARTMENT OF LABOR

Employment and Training Administration


Notice of Availability of Funds and Solicitation for Grant 
Applications for High Growth Job Training Initiative Grants for the 
Energy Industry and Construction and Skilled Trades in the Energy 
Industry

Solicitation for Grant Applications

    Announcement Type: New. Notice of solicitation for grant 
applications.
    Funding Opportunity Number: SGA/DFA PY 07-07.
    Catalog of Federal Domestic Assistance CFDA Number: 17.268.
    Key Dates: The closing date for receipt of applications under this 
announcement is March 25, 2008. Applications must be received at the 
address below no later than 4 p.m. (Eastern Time). A Webinar for 
prospective applicants will be held for this grant competition on 
February 1, 2008. Access information for the Webinar will be posted on 
the U.S. Department of Labor's (DOL), Employment and Training 
Administration (ETA) Web site at:
https://www.workforce3one.org.
    Summary: Under the President's High Growth Job Training Initiative 
(HGJTI), DOL/ETA, announces the availability of approximately $10 
million in grant funds for high-impact regional approaches to meet the 
workforce challenges of the energy industry and/or address the shortage 
of construction and skilled trade workers needed to maintain and expand 
the energy industry infrastructure.
    The President's HGJTI is a strategic effort to prepare workers for 
new and increasing job opportunities in high-growth, high-demand, and 
economically vital industries and sectors of the American economy. 
Through the initiative, ETA identifies high-growth, high-demand 
industries, evaluates the skill needs of those industries, and funds 
local and national partnership-based demonstration projects that: (a) 
Address industry-specific workforce challenges within the context of 
regional talent and economic development strategies; and (b) prepare 
workers for good jobs with career pathways in these rapidly expanding 
or transforming industries. ETA will broadly disseminate the products, 
models, and effective approaches that result from HGJTI investments to 
employers, education and training providers, and the workforce system, 
building their capacity to respond to employers' workforce needs in 
high-growth, high-demand industries that are a part of regional 
economies.
    Grant funds awarded under this Solicitation for Grant Applications 
(SGA) should be used to implement and replicate high-impact, industry-
driven training solutions that address identified workforce challenges 
in the energy industry or in the construction and skilled trade 
occupations that support the energy industry. Each solution must take 
place in the context of a regional talent development strategy designed 
to contribute to a strong regional economy. The solutions must be 
developed and implemented by a strategic regional partnership, which 
includes leaders from the workforce investment system, business and 
industry, and the education and training community, as well as other 
public and private sector partners that bring critical assets to the 
joint venture. Proposed

[[Page 3999]]

solutions should take full advantage of existing workforce development 
models, promising practices, and tools. Solutions must implement an 
existing promising solution, model, or approach and take it to scale in 
the region, or adapt a solution that has been demonstrated to have 
positive impact on the identified workforce development challenges in 
another region.
    Applicants may be public, private for-profit, or private non-profit 
organizations. It is anticipated that average individual awards will 
fall within the range of $500,000 to $1 million.
    Addresses: Mailed applications must be addressed to the U.S. 
Department of Labor, Employment and Training Administration, Division 
of Federal Assistance, Attention: Ariam Ferro, Grants Management 
Specialist, Reference SGA/DFA PY-07-07, 200 Constitution Avenue, NW., 
Room N4716, Washington, DC 20210. Applicants may alternatively apply 
online through Grants.gov (https://www.grants.gov) and further 
information about applying online can be found in Part IV (3) of this 
solicitation. Telefacsimile (FAX) applications will not be accepted. 
Applicants are advised that U.S. Postal Service mail delivery in the 
Washington area may be delayed due to mail decontamination procedures. 
Hand delivered proposals will be received at the above address.
    Supplementary Information: This solicitation consists of eight 
parts:
     Part I provides the funding opportunity description: It 
contains background information on the HGJTI and workforce challenges 
facing the energy sector, including the shortage of construction and 
skilled trade workers; describes ETA's approach to talent development 
in the context of regional economies; and provides a description of the 
critical elements for this solicitation.
     Part II describes the award amount and performance period 
of the award.
     Part III describes eligible applicants and other grant 
specifications.
     Part IV provides information on the application and 
submission process and various funding restrictions.
     Part V describes the criteria against which applications 
will be reviewed and explains the proposal review and selection 
process.
     Part VI provides award administration information.
     Part VII contains ETA agency contact information.
     Part VIII lists additional resources of interest to 
applicants and other information.

Part I. Funding Opportunity Description

    1. The President's High Growth Job Training Initiative: Investing 
in Regional Sector-Based Talent Development Strategies To Support 
Strong Regional Economies
    In the 21st Century global economy, talent development is a key 
factor in our nation's economic competitiveness. While global 
competition is typically seen as a national challenge, regions are 
where companies, workers, researchers, entrepreneurs and governments 
partner and leverage resources to create the competitive advantages 
required in the global marketplace. Those advantages stem from the 
ability to transform new ideas and new knowledge into advanced, high 
quality products or services. Regions that are successful in creating a 
competitive advantage demonstrate the ability to organize people, 
institutions, capital and infrastructure in a way that generates growth 
and prosperity in the region's economy. In the new global economy, a 
region's ability to develop, attract, and retain a well-educated and 
skilled workforce is a key factor in our nation's economic 
competitiveness. This understanding of the role of talent in regional 
economies is helping to shape new models of workforce development in 
which the workforce system acts as a strategic partner in regional 
economic development.
    To maximize the impact of talent development activities requires 
strong strategic partnerships composed of individuals and organizations 
that act in concert to transform the regional economy, including: The 
workforce investment system; employers; educators and training 
providers; economic development entities; local, regional, and state 
government; the philanthropic community; faith-based and community 
organizations; research institutions; and other civic leaders with a 
stake in economic growth and talent development. These strategic 
partnerships should focus on systemic solutions that address short-term 
challenges while contributing to long-term talent development and 
economic growth.
    A regional approach to talent development brings together all the 
key players in a region to leverage their collective public and private 
sector assets and resources, and to devise strategies that focus on 
infrastructure, investment, and talent development. It incorporates 
demand-driven skills development into the region's larger economic 
development, and education efforts into a comprehensive system that is 
both flexible and responsive to the needs of business and workers.
    ETA has modeled the role of strategic partnerships in demand-driven 
workforce investment through the HGJTI. Through the HGJTI, ETA 
identifies high-growth, high-demand industries; evaluates their skill 
needs; and funds local and national partnership-based demonstration 
projects that provide workforce solutions to ensure that individuals 
can gain the skills to get good jobs with career pathways in rapidly 
expanding or transforming industries. Many early HGJTI investments 
focused on individual solutions in the context of small local 
partnerships. Over time, ETA has expanded that model in several ways. 
Through the Community-Based Job Training Grants, ETA is building the 
capacity of the nation's community college system to play a critical 
role in talent development. Through the Workforce Innovation in 
Regional Economic Development (WIRED) initiative, ETA supports broad 
regional partnerships as they expand employment and advancement 
opportunities for American workers and catalyze the creation of high-
skill and high-wage opportunities in the regional economies.
    Based on lessons learned in all three of these funding initiatives, 
ETA is using this funding opportunity to build on individual solutions 
developed for the energy industry and related skilled trades sector and 
connecting those solutions to regional economies. ETA's WIRED 
initiative is currently modeling this approach to regional talent 
development, through a strategic framework that provides step by step 
instructions to regions. More information and tools to help implement 
your project using the WIRED strategic framework can be found at: 
https://www.doleta.gov/WIRED.

2. Meeting the Demand for a Skilled Workforce in the Energy Industry

    The energy industry comprises 4 percent of total Gross Domestic 
Product (GDP) and employs over one million workers nationwide. ETA has 
identified the energy industry as a high growth industry on the basis 
of projected demand for workers, the vital role it plays in the U.S. 
economy, and because rapid technological change requires workers to 
have increasingly sophisticated skills. Businesses involved in the 
energy industry are among the most ubiquitous in our economy. They 
obtain the resources

[[Page 4000]]

necessary to create energy, process or use it as necessary, and deliver 
energy to all of us, whether it is fuel for our vehicles or power to 
light our homes and workplaces. The energy industry's share of U.S. GDP 
is only the beginning of its influence on the U.S. economy. Without 
access to sufficient supplies of affordable energy, every other sector 
of the U.S. economy would grind to a halt. Therefore, a well-trained 
energy workforce is not an energy-industry specific problem only, but 
it is also vital to the nation's economic security.
    The workforce dynamics within the energy industry vary by sector. 
Industry representatives typically speak of four broad sectors within 
the energy industry: (1) Oil and natural gas; (2) mining; (3) electric; 
and (4) renewable energy. Although renewable energy can be considered 
an independent sector, renewable energy technologies are becoming 
prevalent in most sectors of the energy industry as well as in other 
industries such as manufacturing and construction. Likewise, nuclear 
energy is often classified as a fifth sector by itself because the 
regulatory framework within which it operates, among several other 
factors, distinguishes it from the rest of the electric power industry. 
The Bureau of Labor Statistics (BLS) takes a slightly different view of 
the energy industry, and differentiates utilities, mining, and oil and 
gas extraction as independent industries. For the purposes of this SGA, 
the term energy industry refers to all five of the sectors described 
above.
    The energy industry faces significant hiring and training 
challenges. Impending incumbent worker retirements and other attrition, 
coupled with inadequate numbers of new workers entering occupations in 
the industry, necessitate the development and implementation of 
effective strategies for recruiting and training new workers, and 
upgrading the skills of existing workers.
    To understand the workforce challenges facing the energy industry 
and construction and skilled trades in the energy industry, ETA 
convened a series of meetings over the past three years, working 
closely with energy representatives, construction companies, education, 
the public workforce system, labor management organizations, and other 
Federal and state agencies. Through a series of Executive Forums, key 
energy industry stakeholders identified workforce challenges in five 
categories: (1) Pipeline development; (2) career awareness and 
outreach; (3) availability and capacity of education and training 
programs; (4) entry-level skill development; and (5) incumbent workers 
skill development. The following challenges were identified as the most 
critical by industry leaders:
     Employers expect that up to half of their current workers 
will retire over the next 5 to 10 years.
     Misperception of energy careers as unstable, dirty, and 
low-skilled causes qualified workers, especially youth, to be unaware 
of the many highly skilled, good-paying career opportunities.
     Many training programs were scaled back or closed due to a 
downturn in the industry in the late 1980s and early 1990s. Programs 
have not ramped up at the same rate as the industry's need has 
rebounded.
     Employers in all sectors of the industry need workers who 
are more proficient in math, science, and, especially, technology than 
workers in the past.
     Creative solutions are necessary to help experienced 
workers, who will be retiring, transfer their knowledge and skills to 
their replacements and to help new workers gain necessary skills as 
quickly as possible.
     Few industry-defined, portable credentials have been 
developed in the energy industry. Additionally, there is a need to 
develop career ladders that clearly demonstrate the career growth 
potential within the industry.
    Based on solutions identified during several Executive and 
Workforce Forums, ETA awarded a series of grants under the HGJTI that 
addressed the above challenges through unique and innovative industry-
driven skills training, certification and career ladder development 
programs. A full description of these investments, as well as a report 
detailing ETA's engagement with the energy sector, is available at: 
https://www.doleta.gov/BRG/Indprof/Energy.cfm. These initial investments 
resulted in curricula, outreach materials, and other products, models, 
and best practices that are now publicly available on the Web at: 
https://www.workforce3one.org.
    Growth within the energy industry is further constrained by a 
shortage of construction and skilled trade workers who build new 
infrastructure, install equipment, operate facilities, and make 
repairs. A number of occupations and job titles are impacted by this 
shortage, including the following: boilermaker, carpenter, chemistry 
technician, electrician, heavy equipment operator, lineworker, 
millwright, pipefitter, quality control technician, and welder.
    To help improve the pipeline of construction and skilled trade 
workers in the energy industry, ETA convened an Energy Skilled Trades 
Summit in August, 2007. Held in conjunction with industry associations, 
the summit was designed to address the workforce shortages projected 
specifically for the southeastern United States over the next twenty 
years. The objectives of the Summit were to: (1) Raise awareness about 
the looming skilled craft shortage and its impact on the energy 
industry's infrastructure improvement efforts; (2) increase synergy 
among the private sector and the workforce development, economic 
development, and education systems; and (3) strengthen U.S. national 
economic and energy security by identifying strategies to ensure 
American workers have the skills necessary to build and maintain the 
next generation of energy infrastructure. State teams attended the 
Summit and worked to develop action plans to address the workforce 
challenges facing the industry and achieve the following:
     Raise awareness about the looming construction labor 
shortage and its impact on the energy industry's infrastructure 
improvement efforts;
     Elevate the image of skilled crafts careers;
     Implement performance-based education and training 
programs for skilled craft workers in high schools, post-secondary 
schools, and the public workforce system;
     Recruit from untapped labor pools to educate and train for 
construction and energy workforce needs;
     Align investments and workforce development initiatives to 
ensure collaboration in the development of a national skilled trades 
workforce; and
     Build state partnership teams that promote talent and 
economic development based on asset and resource mapping strategies.
    More information about the Energy Skilled Trades Summit, including 
extensive resources on workforce challenges facing the construction and 
skilled trades in the energy industry, as well as a draft competency 
model for the energy industry, is available at: https://
www.workforce3one.org/content/public/esummit.cfm.
    This SGA is designed to help regions address workforce challenges 
facing the energy industry and the construction and skilled trades in 
the energy industry as discussed in this section. ETA is seeking to 
fund proposals that build on demonstrated models and promising 
practices and make use of existing products, models, and curricula to 
meet the specific needs of regional economies through training and 
other activities.

[[Page 4001]]

3. Critical Elements of High Growth Grants for the Energy Industry and 
Related Skilled Trades

    Grants funded under this Solicitation are expected to contain at 
least six critical elements. These elements consist of: (A) Strategic 
regional partnerships; (B) systemic solutions to industry-identified 
workforce challenges; (C) connections to regional economic and talent 
development strategies; (D) shared and leveraged resources; (E) clear 
and specific outcomes; and (F) clear strategies for sustainability 
beyond the Federal investment. Each of these characteristics will be 
reflected in the ratings criteria in Part V and is described in further 
detail below.
A. Strategic Regional Partnerships
    Experience has shown--through ETA's work in WIRED regions--that 
workforce development strategies are most robust when developed in the 
context of a strategic partnership comprised of a strong team of 
regional leaders that have access to a range of resources and assets 
suited to the proposed strategy. For the purposes of this SGA, one or 
more representative of the workforce system (i.e., state and/or local 
workforce boards and One-Stop Career Centers), employers, and education 
and training providers are required partners. In addition to the 
required entities, the partnership should think beyond geographical and 
physical boundaries to ensure that the full range of assets, resources, 
knowledge, and leadership are engaged in the project, and that the 
partnership includes entities that can act as levers of change to 
identify and address barriers to success.
    The basis of partnership engagement and activity should be a data-
driven analysis of workforce development challenges and the regional 
assets available for solutions. While the activities proposed under 
this Solicitation may be an important component of the partnership's 
work, the partnership should have a broader focus on the workforce 
challenges facing the energy industry and related skilled trades 
sector, and should be working collaboratively to identify and implement 
a wide range of solutions.
    Partners should have a demonstrated record of close collaboration 
and coordination. If a high level of collaboration or coordination does 
not exist, applicants must demonstrate their capacity to quickly 
establish these links and discuss strategies for strengthening the 
partnership. Applicants are advised that grant funds may not be used 
for partnership development.
    In order to further support regions that are seeking to transform 
their economies and enhance their global competitiveness through talent 
development, these partnerships need to be substantial and sustainable. 
ETA encourages partners to plan for the partnership's sustainability 
beyond the HGJTI investment period to enable ongoing assessment of 
industry workforce needs and collaborative development of solutions on 
a continual basis.
    Within the context of the broader strategic partnership and as it 
relates to the HGJTI, each collaborative partner should have clearly 
defined roles. The exact nature of these roles may vary depending on 
the issue areas being addressed and the scope and nature of the 
activities undertaken. However, ETA expects that each collaborative 
partner will, at minimum, significantly contribute to one or more 
aspects of the project. For example, employers must be actively engaged 
in the project and may contribute to many aspects of grant activities 
such as defining the program strategy and goals, identifying needed 
skills and competencies, and, where appropriate, hiring qualified 
training graduates. Education and training providers from the continuum 
of education (including K-12, community and technical colleges, four 
year colleges and universities, apprenticeship, and other training 
entities) should assist in developing industry-driven workforce 
education strategies in partnership with employers including competency 
models, curricula, and new learning methodologies.
    The workforce investment system may play a number of roles, 
including identifying and assessing candidates for training, providing 
wrap-around support services and training funds for qualified 
individuals, where appropriate, and connecting qualified training 
graduates to employers that have existing job openings.
    Partnerships with faith-based and community organizations are also 
encouraged. Grantees may elect to sub-award funds to faith-based and 
community organizations to perform a variety of grant services such as 
case management, mentoring, and English language programs, among 
others. Faith-based and community organizations can also provide wrap-
around holistic and comprehensive support services, where appropriate. 
Please note, however, that identifying an organization as a partner 
does not waive applicable source selection requirements (See Part VI. 
B, NOTE).
B. Systemic Solutions to Industry Identified Workforce Challenges
    Grants funded under this SGA should demonstrate how a demand-driven 
workforce system can more effectively meet the regional workforce needs 
of energy and skilled trade employers while at the same time helping 
workers find quality jobs with promising career pathways. Proposed 
solutions should be focused and integrated, and should be driven by an 
accurate and comprehensive understanding of regional, industry-
identified workforce challenges and the educational, workforce, and 
other assets available to support solutions.
    Applicants should note that grants under this SGA are not intended 
to support the development of entirely new solutions for workforce 
challenges in the energy industry and/or related skilled trade sector. 
Rather, these grants are intended to support partnerships that either: 
(a) Take an existing promising solution, model, or approach to scale in 
the region; and/or (b) adapt a solution, model, or approach that has 
been demonstrated to have positive impact on the identified workforce 
challenges in another region or context. Many public and private 
partners have been developing solutions to workforce challenges and 
grants funded under this SGA should demonstrate an understanding of 
that growing body of knowledge. Models or promising practices proposed 
to be implemented must be evidence-based and supported by data-driven 
results. Applicants are not limited in the strategies and approaches 
they may use to implement solutions provided the strategy is well 
developed, addresses industry-defined regional workforce challenges, 
and includes training to prepare entry level and/or incumbent workers 
for the energy industry or construction and skilled trades in the 
energy industry. To the extent possible, applicants are encouraged to 
design training activities that: (a) Occur within the context of 
workforce education that supports long-term career growth, such as an 
articulated career ladder and lattice; and (b) result in credentials 
that are industry-recognized and indicate a level of mastery and 
competence in a given field or function. Please note that ETA is 
particularly interested in projects that focus on the workforce 
challenges described in Part 1.2.
    While a range of solutions will be considered for funding, ETA 
encourages applicants to develop solutions that

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address one or more of the following areas:
     Career Awareness and Outreach: Applicants are encouraged 
to submit projects that integrate career awareness and outreach into 
education and training programs, including job-readiness opportunities, 
job shadowing and information sessions, and field trips. Career 
awareness and outreach components should clearly address image-related 
issues associated with the industry (e.g. working conditions, pay, and 
opportunities for advancement) and leverage existing industry marketing 
and campaign efforts, including the development of Web sites, videos, 
podcasts, print and multimedia materials, television ads, and other 
promotional materials.
     Building Education and Training Capacity: Applicants are 
encouraged to submit projects that enhance the capacity and/or 
capability of secondary schools, community colleges, proprietary 
training providers, labor-management organizations, and/or other 
education and training providers that serve the skilled trade 
occupations related to energy and/or the energy industry. To the 
greatest extent possible, applicants should leverage existing curricula 
and training or certification programs that have demonstrated results. 
If existing curricula do not meet regional needs, applicants should 
clearly explain why. Applicants are also encouraged to submit projects 
that include strategies for facilitating knowledge transfer among 
incumbent workers or increasing their technical skills or soft skills, 
and result in demonstrated career ladder progression during the term of 
the grant. Applicants are also encouraged to utilize technology-based 
and distance learning models in their education and training programs. 
Technology-Based Learning (TBL) is transforming the way people learn 
and can increase the geographic reach of training. TBL can be defined 
as the learning of content via all electronic technology, including the 
Internet, intranets, satellite broadcasts, audio and video tape, video 
and audio conference, Internet conferencing, chat rooms, bulletin 
boards, Web casts, computer-based instruction and CD-ROM. It 
encompasses related terms, such as online learning, Web-based learning, 
computer-based learning and e-learning. For example, a college may 
convert industry-specific curricula typically offered in traditional 
classroom settings to technology-based learning (e-learning or online) 
or develop technology-based learning training programs so that 
dislocated workers, incumbent workers, and/or new job entrants can 
access training at any time.
     Untapped Pools of Labor: Applicants are encouraged to 
submit projects that address the recruitment of non-traditional labor 
pools and include both outreach and preparation strategies, 
partnerships with community or faith-based organizations or other 
experienced providers with expertise in working with non-traditional 
labor pools, and mentorships or other types of support services. 
Examples of non-traditional labor pools include dislocated workers, 
individuals with disabilities, women, veterans, military spouses, ex-
offenders, new Americans, and out-of-school and at-risk youth who are 
eligible to work. Projects that serve youth should align with ETA's 
Youth Vision, where appropriate. Information on ETA's Youth Vision can 
be found in the Training and Employment Guidance Letter (TEGL) No. 28-
05 (https://wdr.doleta.gov/directives/corr_doc.cfm?DOCN=2224).
C. Connections to Regional Economic and Talent Development Strategies
    Proposed solutions should not be developed in isolation. Rather, to 
the greatest extent possible, partnership activities and proposed 
solutions should be aligned with and integrated into the region's 
broader talent development and economic development strategies and 
applications will be evaluated on the extent to which such integration 
is demonstrated. Applicants should clearly indicate alignment and 
integration, and indicate how the regional strategic partnership 
working to design and implement the proposed solution is connected to 
the broader regional strategic talent and economic growth agenda for 
the region.
D. Shared and Leveraged Resources
    HGJTI investments leverage funds and resources from key entities in 
the strategic partnership. Leveraging resources in the context of 
strategic partnerships accomplishes three goals: (1) It allows for the 
pursuit of resources driven by the strategy; (2) it increases 
stakeholder investment in the project at all levels including design 
and implementation phases; and (3) it broadens the impact of the 
project itself. Applications will be scored based on the quality and 
the degree to which the source and use of leveraged funds are clearly 
explained and the extent to which they are integrated into the project 
in support of grant outcomes. Detailed information about the evaluation 
criteria are found in Part V, 1F.
    Leveraged resources include both Federal and non-federal funds and 
may come from many sources. Businesses, faith-based and community 
organizations, economic development entities, education systems, and 
philanthropic foundations often invest resources to support workforce 
development. In addition, other Federal, state, and local government 
programs may have resources available that can be integrated into the 
proposed project. Examples of such programs include other DOL programs 
such as registered apprenticeship and Job Corps, as well as One-Stop 
partner programs funded by other Federal agencies, such as Vocational 
Rehabilitation and Adult Education. ETA encourages HGJTI grantees and 
their partners to be entrepreneurial as they seek out, utilize, and 
sustain these resources when creating effective solutions to the 
workforce challenges identified by the industry.
    Applicants are encouraged to submit projects that leverage existing 
investments. These investments may be active within the region, such as 
those from ETA funding sources, including WIRED regional funding, 
Community-Based Job Training Grants and HGJTI funds, or Workforce 
Investment Act formula funds, or may come from other government, 
private sector, or philanthropic sources. Applicants are also 
encouraged to leverage existing investments in products, models, or 
tools that may be of use in the regional strategy.
E. Clear and Specific Outcomes
    HGJTI grants are fundamentally results-oriented and grantees are 
expected to demonstrate clear and specific outcomes that indicate 
progress towards addressing the workforce challenges identified by the 
partnership and that are appropriate to the nature of the solution and 
the size and scope of the project. Since HGJTI grants result in 
customized strategies to address local workforce challenges and skill 
shortages, ETA recognizes that specific outcomes will vary from project 
to project based on the specific activities proposed by applicants. 
HGJTI applicants should demonstrate the effectiveness of proposed 
activities by creating appropriate benchmarks and measuring against 
them on a regular basis.
     Training Outcomes: Training outcomes will include 
quarterly and cumulative reports on the projected outcomes that 
include, but are not limited to: enrollment, number completed training, 
number of certificates awarded, ETA's Common

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Measures, number entered into employment related to training; and 
number receiving wage gains and promotions.
    ETA's Common Measures, which are uniform evaluation metrics for job 
training and employment programs and are an integral part of ETA's 
performance accountability system. The Common Measures for adults 
include: (1) Entered employment, (2) job retention, and (3) average 
earnings increase. For youth, the Common Measures include: (1) 
Placement in employment or education, (2) attainment of a degree or 
certificate, and (3) measurable literacy and numeracy gains. The value 
of implementing Common Measures is the ability to describe the core 
performance of the workforce system and its partners: how many people 
found jobs; did they stay employed; and what did they earn. In the 
recent past, multiple sets of performance measures have burdened states 
and grantees, as they have required the reporting of performance 
outcomes based on varying definitions and methodologies. By minimizing 
the different reporting and performance requirements, common 
performance measures can facilitate the integration of service 
delivery, reduce barriers to cooperation among programs, and enhance 
the ability to assess the effectiveness and impact of the workforce 
investment system across programs. A detailed description of ETA's 
policy on the Common Measures can be found in the Training and 
Employment Guidance Letter (TEGL) No. 17-05 (https://wdr.doleta.gov/
directives/attach/TEGL17-05.pdf). A basic list of Common Measures is 
provided as attachment A to TEGL No. 17-05, (https://wdr.doleta.gov/
directives/attach/TEGL17-05_AttachA.pdf).
    ETA is in the process of developing a standard set of reporting 
requirements for the HGJTI. Upon issuance, ETA will require grantees to 
submit standardized quarterly reports summarizing the number and types 
of participants served by grantees, the number of exiters, the number 
of participants engaged in training activities, and some participant 
outcomes including common measures. To calculate the common measures 
for each grantee and for the program as a whole, ETA will require 
grantees to submit quarterly participant records for exiters that 
contain the minimum number of elements needed to calculate the common 
measures. By matching these records wage record information through the 
Wage Record Interchange System (WRIS), ETA will compute results for 
common measures on behalf of grantees. These reports and records will 
help ETA gauge the effectiveness of the HGJTI, identify grantees that 
could serve as useful models, and target technical assistance 
appropriately. A copy of the full proposed reporting package can be 
viewed at: https://www.doleta.gov/OMBCN/OMB_1205-0NEW_20070530.cfm.
    Please note that the Common Measures provide only part of the 
information necessary to oversee HGJTI grants effectively. In addition 
to Common Measures, grantees will be required to report the number and 
types of credentials awarded to trainees, if appropriate. HGJTI grant 
recipients may also have additional outcome measures appropriate to 
their project.
     Capacity Building Outcomes: Grantees will be 
required to report on the status of all capacity building activities 
under the grant, if applicable; how the activity is linked to the 
specific training supported under the grant; and, if appropriate, the 
impact of the capacity building activity, including the exact 
methodology with operational parameters of how the impact measure is 
calculated. An example of a capacity building activity where it is 
appropriate to report impact is for teacher professional development/
train-the-trainer activities, in which there are no employment related 
outcomes for those being trained but grant activities affect other 
individuals. For example, a grantee uses grant funds to train 10 
teachers to work as instructors at a youth summer camp. Then, through 
the summer, those 10 teachers provide instruction to 100 students. The 
impact of this teacher professional development capacity building 
activity is 100, representing the 100 students impacted by the 10 
teachers.
    Another area where it is appropriate to report impact is career 
awareness activities. For example, a grantee uses grant funds to 
develop a Web site to let youth and job changers know about careers in 
the energy industry as well as its training program. This Web site has 
100 unique user visits each month over a three month period. The impact 
of the Web site for this three month period is 300, based on the total 
number of unique visits to the Web site. Grantees can use a similar 
methodology to calculate the impact of other types of career awareness 
activities, such as the impact of a recruiting seminar attended by job 
seekers and the impact of brochures distributed at an industry-related 
career awareness program for youth. Please note that capacity building 
outcomes and impacts of the proposed project should satisfactorily 
address the industry-identified workforce need and the capacity 
constraint identified by the applicant.
    Applicants must clearly describe all products, models, curricula, 
etc. that will be customized or acquired with federal funds through the 
grant and indicate the impact of the capacity building activity (e.g. 
the number of participants or entities who will benefit from the 
proposed activities).
    ETA will continue to collect from HGJTI grantees data on spending, 
program activities, participants, and outcomes that are necessary for 
program management to convey the full and accurate information on the 
performance of this program to policy makers and stakeholders.

 F. Clear Strategies for Sustainability Beyond the Federal Investment

    The HGJTI investment should be considered seed funding. Therefore, 
HGJTI grantees should develop strategies to sustain the project or 
related partnership activities after the Federal investment ends. 
Financial resources are an important part of any sustainability 
strategy; however, they are not the only component. Sustainability is 
also strengthened by the partnerships formed before and during the 
grant term; systems, strategies, and processes put in place during the 
grant period; and the experience gained through implementing a HGJTI 
grant. All of these may provide the foundation for developing long-term 
systemic solutions to workforce challenges in high-growth, high-demand 
industries.

4. Use of Funds/Allowable Activities

    Grants funded under this SGA will be funded by H-1B fees as 
authorized under Section 414(c) of the American Competitiveness and 
Workforce Improvement Act of 1998 (Pub. L. 105-277, title IV) as 
amended by Public Law 108-447 (codified at 29 U.S.C. 2916a). These 
funds are focused on the development of the workforce and may be used 
to provide job training and related activities to workers to assist 
them in gaining the skills and competencies needed to obtain and 
upgrade career ladder employment in the energy industry and/or 
construction and skilled trades related to the energy industry. Funds 
available under this Solicitation may only be used for projects that 
provide training in the occupations and industries for which employers 
use H-1B visas that generate these funds and the related activities 
limited to those necessary to support training in such occupations and 
industries. The training investments under the SGA must focus on high

[[Page 4004]]

skilled occupations or occupations requiring significant science, 
engineering, technology, and math skills. Funds may also be used to 
enhance the provision of job training services and information as 
authorized in 29 U.S.C. 2916(a)(2)(B).

Part II. Award Information

1. Award Amount

    ETA intends to fund to projects ranging from $500,000 to $1 
million; however, this does not preclude funding grants at either a 
lower or higher amount, or funding a smaller or larger number of 
projects, based on the type and the number of quality submissions. 
Applicants are encouraged to submit budgets for quality projects at 
whatever funding level is appropriate to the project. Nevertheless, 
applicants should recognize that the funds available through this 
solicitation are designed to complement additional leveraged resources 
rather than be the sole source of funds for the proposal.
    Applicants should note that selection of an organization as a 
grantee does not constitute approval of the grant application as 
submitted. Before the actual grant is awarded, DOL may enter into 
negotiations about such items as program components, staffing and 
funding levels, and administrative systems in place to support grant 
implementation. If the negotiations do not result in a mutually 
acceptable submission, the Grant Officer reserves the right to 
terminate the negotiation and decline to fund the application.

2. Period of Performance

    The period of grant performance will be up to 36 months from the 
date of execution of the grant documents. This performance period shall 
include all necessary implementation and start-up activities as well as 
participant follow-up for performance outcomes and grant close-out 
activities. A timeline clearly detailing these required grant 
activities and their expected completion dates must be included in the 
grant application. If applied for, and with significant justification, 
ETA may elect to exercise its option to award no-cost extensions to 
these grants for an additional period at its own discretion, based on 
the success of the program and other relevant factors.

Part III. Eligibility Information

1. Eligible Applicants

    Applicants may be public, private for-profit, or private non-profit 
organizations, including faith-based and community organizations. The 
application must clearly identify the applicant and describe its 
capacity to administer the HGJTI grant, in terms of both organizational 
capacity and data management capabilities. Please note that the 
applicant and fiscal agent must be the same organization. Applications 
to supplement existing projects are eligible for consideration under 
this SGA; however, applications for renewal of existing projects will 
not be considered. For example, a renewal of an existing project would 
continue the activities and outcomes from a prior grant with no 
changes. Supplementing an existing or previous project would add 
substantive new activity components and outcomes.

2. Cost Sharing

    Cost sharing or matching funds are not required as a condition for 
application, but leveraged resources are strongly encouraged and 
failure to commit and integrate leveraged resources into the project 
may have a significant impact on an applicant's ability to successfully 
compete for grant funds. Applications will be scored based on the 
quality and the degree to which the source and use of leveraged funds 
are clearly explained, and the extent to which they are integrated into 
the project in support of grant outcomes. As described in Part V.1., up 
to 10 points are available for this criterion.

3. Other Eligibility Requirements

A. Demonstrated Partnerships
    To be considered for funding under this SGA, the applicant must 
demonstrate that the proposed project will be implemented by a robust 
strategic partnership that is regional in nature, as defined by the 
applicant, and that leveraged resources of the full partnership are in 
support of the proposed strategy. The partnership must include at least 
one entity from each of three categories: (1) The workforce investment 
system, which may include state and local workforce investment boards, 
state workforce agencies, and One-Stop Career Centers and their 
partners; (2) the education and training community, which includes the 
continuum of education from K-12 to community and technical colleges, 
four year colleges and universities, apprenticeship, and other training 
entities; and (3) employers and industry-related organizations such as 
trade associations and labor-management organizations. Additional 
partners that reflect the character and resources of the region are 
strongly encouraged.
B. Proposed Solutions
    There are two requirements associated with solutions that will be 
funded under this solicitation.
     Building on Existing Models and Promising 
Practices. This SGA is intended to support workforce development 
strategies targeting the energy industry and skilled trade occupations 
related to energy that take full advantage of existing solutions, 
models, promising practices, and tools while meeting the specific needs 
and circumstances of the identified region. Therefore applicants must 
demonstrate that proposed solutions meet at least one of two criteria: 
(a) The applicant proposes to take an existing promising solution, 
model, or approach to scale in the region, or (b) the applicant is 
implementing a solution, model or approach that has been demonstrated 
to have positive impact on the identified development challenges in 
another location. To the greatest extent possible, applicants are also 
encouraged to integrate existing tools and curricula into their 
proposed grant activities. Applicants should produce outcome 
information that demonstrates that the approach or model will meet the 
needs of industry as described in the statement of need.
     Training Workers for Employment in High-Growth 
Industries. All grants funded under this solicitation must include the 
direct provision of training to individual participants. Applicants are 
not limited in the strategies and approaches they may employ to 
implement training activities; however, the training must: (a) Target 
skills and competencies demanded by the energy industry and skilled 
trade occupations related to energy; (b) support participants' long 
term career growth along a defined career pathway such as an 
articulated career ladder and lattice; and (c) result in an industry-
recognized certificate, degree, or license that indicates a level of 
mastery and competence in a given field or function. The credential 
awarded to participants should be based on the type of training 
provided through the grant and the requirements of the targeted 
occupation, and should be selected based on consultations with industry 
partners. For example:
     Customized and short-term training should result in a 
performance-based certification or certificate. This certification may 
be developed jointly by employers and the project partners, based on 
defined knowledge and skill requirements for specific high-growth 
occupations. Performance-based certifications may also be based on

[[Page 4005]]

industry recognized curriculum and standards.
     Training in fields with established professional standards 
and examinations should result in an industry recognized credential or 
certification.
     In states where licensure is required for the specific 
occupation targeted by the training, the credentialing requirement 
should be set accordingly.
     In some instances, training provided under the HGJTI grant 
may lead to a degree. In these instances, the credential will be the 
degree itself or the successful completion of coursework required for 
the degree.
    In addition to the required training strategies, applicants may, 
but are not required to, propose strategies that build capacity to 
educate and train workers for jobs within the energy and skilled trades 
sectors. These proposed capacity building efforts must be directly 
linked to the specific training supported under the grant, and are 
expected to address significant barriers that impede the ability of the 
partnership to meet the energy or skilled trade occupations related to 
energy industry's demand for workforce training. These strategies 
should not simply address isolated deficits, but rather provide a 
comprehensive solution to identified capacity challenges as they relate 
to the energy industry and the skilled trade occupations related to 
energy.
C. Replication
    ETA is currently pursuing an aggressive national dissemination 
strategy that focuses on widely and publicly distributing grantee 
products through a network of stakeholders including education and 
industry partners, and the public workforce system. The products 
developed through the HGJTI include but are not limited to curriculum, 
competency models and career ladders, distance learning tools, career 
awareness and outreach materials, case studies, program management and 
implementation tools, reports and databases, creation of industry skill 
centers, and Web sites. HGJTI grantees are required to submit to ETA 
products developed with grant funding; these products will be included 
in ETA's dissemination strategy. For example, CDs with available 
products will be developed and distributed to appropriate education, 
workforce, and business and industry association partners. In addition, 
all of these products will be available online at https://
www.workforce3one.org. Workforce3 One offers the public workforce 
system, employers, economic development professionals, and education 
professionals an innovative knowledge network designed to create and 
support demand-driven communities; one that responds directly to 
business needs and prepares workers for good jobs in the fastest 
growing careers. By supporting replicable projects that can be 
implemented in multiple areas and industries, ETA is able to maximize 
its investment by expanding the grant's impact beyond the initial grant 
site and helping additional businesses and workers in other regions.
 D. Participants Eligible To Receive HGJTI Training
    Generally, the scope of potential trainees is very broad. Training 
may be targeted to a wide variety of populations, including unemployed 
individuals and incumbent workers. The identification of targeted and 
qualified trainees should be part of the larger project planning 
process by the required partnership and should relate to the workforce 
issue that is being addressed by the training.
 E. Veterans Priority
    The Jobs for Veterans Act (Pub. L. 107-288) provides priority of 
service to veterans and spouses of certain veterans for the receipt of 
employment, training, and placement services in any job training 
program directly funded, in whole or in part, by DOL. In circumstances 
where a grant recipient must choose between two equally qualified 
candidates for training, one of whom is a veteran, the Jobs for 
Veterans Act requires that grant recipients give the veteran priority 
of service by admitting him or her into the program. Please note that 
to obtain priority of service a veteran must meet the program's 
eligibility requirements. ETA Training and Employment Guidance Letter 
(TEGL) No. 5-03 (September 16, 2003) provides general guidance on the 
scope of the Job for Veterans Act and its effect on current employment 
and training programs. TEGL No. 5-03, along with additional guidance, 
is available at the ``Jobs for Veterans Priority of Service'' Web site: 
https://www.doleta.gov/programs/vets.

Part IV. Address To Request Application Forms

1. Address To Request Application Package

    This SGA contains all of the information and links to forms needed 
to apply for grant funding.

2. Content and Form of Application Submission

    The proposal must consist of two (2) separate and distinct parts: 
Part I, the Cost Proposal and Part II, the Technical Proposal. 
Applications that fail to adhere to the instructions in this section 
will be considered non-responsive and may not be given further 
consideration. Please note that it is the applicant's responsibility to 
ensure that the funding amount requested is consistent across all parts 
and sub-parts of the application.
    Part I of the proposal is the Cost Proposal and must include the 
following two items:
     The Standard Form (SF) 424, ``Application for Federal 
Assistance'' available at: https://www.doleta.gov/sga/sga.cfm.
     Upon confirmation of an award, the individual signing the 
SF 424 on behalf of the applicant shall be considered the Authorized 
Representative of the applicant. All applicants for Federal grant and 
funding opportunities are required to have a Dun and Bradstreet (DUNS) 
number. For more information about the DUNS number, see OMB Notice of 
Final Policy Issuance, 68 FR 38402 (June 27, 2003). Applicants must 
supply their DUNS number on the SF 424. The DUNS number is a nine-digit 
identification number that uniquely identifies business entities. 
Obtaining a DUNS number is easy and there is no charge. To obtain a 
DUNS number, access this Web site: https://www.dunandbradstreet.com or 
call 1-866-705-5711.
     The Standard Form (SF) 424A Budget Information Form 
(available at https://www.doleta.gov/sga/forms.cfm). In preparing the 
Budget Information Form, the applicant must provide a concise narrative 
explanation to support the request. The budget narrative should break 
down the budget and corresponding leveraged resources by deliverable, 
making clear distinctions between training and (if any) capacity 
building costs, and should discuss precisely how the administrative 
costs support the project goals. All applicants should indicate 
training costs-per-participant by dividing the total amount of the 
budget designated for training by the number of participants trained. 
Please note that applicants that fail to provide an SF 424, SF 424A and 
a budget narrative will be removed from consideration prior to the 
technical review process. If the proposal calls for integrating WIA or 
other Federal funds or includes other leveraged resources, these funds 
should not be listed on the SF 424 or SF 424A Budget Information

[[Page 4006]]

Form, but should be described in the budget narrative and in Part II of 
the proposal. The amount of Federal funding requested for the entire 
period of performance (up to 36 months) should be shown together on the 
SF 424 and SF 424A Budget Information Form. Applicants are also 
encouraged, but not required, to submit the OMB Survey No. 1890-0014: 
Survey on Ensuring Equal Opportunity for Applicants, which can be found 
at: https://www.doleta.gov/sga/forms.cfm. 
    Part II of the application is the Technical Proposal, which 
demonstrates the applicant's capabilities to plan and implement the 
HGJTI grant project in accordance with the provisions of this 
solicitation, and includes a project description as described in the 
Criteria section of this solicitation.
    The project description is limited to twenty (20) double-spaced, 
single-sided, 8.5 inch x 11 inch pages with 12 point text font and one-
inch margins. Any pages over the 20 page limit will not be reviewed. 
The applicant may provide additional information, such as resumes, a 
staffing pattern, statistical information, general letters of support 
and related material in attachments, which may not exceed fifteen (15) 
pages. Any additional information in attachments beyond the 15 page 
limit will not be reviewed. The required letters of commitment from 
partners help demonstrate a firm commitment to the project through the 
provision of expertise and/or resources and must be submitted as 
attachments. These letters of commitment will not count against the 
allowable maximum page totals. Please note that applicants should not 
send letters of commitment or support separately to ETA because letters 
are tracked through a separate system and will not be attached to the 
application for review. The applicant must clearly reference any 
partners in the text of the Technical Proposal. Except for the 
discussion of any leveraged resources to address the evaluation 
criteria, no cost data or reference to prices should be included in the 
Technical Proposal. The following information is required:
     A one-to-two page abstract summarizing the proposed 
project and applicant profile information including:
     Applicant name;
     Industry focus (energy and the skilled trade occupations 
related to energy);
     A brief description of the workforce challenges addressed 
(100 words);
     A brief description of the proposed solution and how it 
will be different from the original model (approximately 150 words);
     Key partners;
     Funding amount requested;
     Amount of leveraged resources; and
     Number of people trained and other key grant outcomes.
     A table of contents listing the application sections.
     A one-to-two page timeline outlining project activities, 
including expected start-up, implementation, participant follow-up for 
performance outcomes, grant close-out and other activities.
    Please note that the abstract, table of contents, and timeline are 
not included in either of the page limits mentioned above. Applicants 
that do not provide Part II of the application will be removed from 
consideration prior to the technical review process.
    Applications may be submitted electronically on Grants.gov or in 
hardcopy via mail or hand delivery. These processes are described in 
further detail in Part IV(C). Applicants submitting proposals in hard-
copy must submit an original signed application (including the SF 424) 
and one (1) ''copy-ready'' version free of bindings, staples or 
protruding tabs to ease in the reproduction of the proposal by DOL. 
Applicants submitting proposals in hard-copy are also requested, though 
not required, to provide an identical electronic copy of the proposal 
on CD-ROM.

3. Submission Date, Times, and Addresses

    The closing date for receipt of applications under this 
announcement is March 25, 2008. Applications must be received at the 
address below no later than 4 p.m. (Eastern Time). Applications sent by 
e-mail, telegram, or facsimile (FAX) will not be accepted.
    Applications that do not meet the conditions set forth in this 
notice will not be honored. No exceptions to the mailing and delivery 
requirements set forth in this notice will be granted.
    Mailed applications must be addressed to the U.S. Department of 
Labor, Employment and Training Administration, Division of Federal 
Assistance, Attention: Ariam Ferro, Reference SGA/DFA, PY-07-07, 200 
Constitution Avenue, NW., Room N4716, Washington, DC 20210. Applicants 
are advised that mail delivery in the Washington area may be delayed 
due to mail decontamination procedures. Hand-delivered proposals will 
be received at the above address. All overnight mail will be considered 
to be hand-delivered and must be received at the designated place by 
the specified closing date and time.
    Applicants may apply online through Grants.gov (https://
www.grants.gov). Any application received after the deadline will not 
be accepted. It is strongly recommended that before the applicant 
begins to write the proposal, applicants immediately review the 
grants.gov Web site to include all frequently asked questions, and 
initiate and complete the ''Get Started'' registration steps at https://
www.grants.gov/GetStarted. These steps may take multiple days to 
complete, and this time should be factored into plans for electronic 
application submission in order to avoid facing unexpected delays that 
could result in the rejection of an application as untimely. If 
submitting electronically through Grants.gov, the application must be 
submitted as either .doc, .pdf, or .xls files.
    Late Applications: Any application received after the exact date 
and time specified for receipt at the office designated in this notice 
will not be considered, unless it is received before awards are made, 
it was properly addressed, and it was: (a) Sent by U.S. Postal Service 
mail, postmarked not later than the fifth calendar day before the date 
specified for receipt of applications (e.g., an application required to 
be received by the 20th of the month must be postmarked by the 15th of 
that month); or (b) sent by professional overnight delivery service or 
properly submitted and accepted by Grants.gov to the addressee not 
later than one working day prior to the date specified for receipt of 
applications. It is highly recommended that online submissions be 
completed at least one working day prior to the date specified for 
receipt of applications to ensure that the applicant still has the 
option to submit by overnight delivery service in the event of any 
electronic submission problems. Applicants take a significant risk by 
waiting to the last day to submit by grants.gov. ''Postmarked'' means a 
printed, stamped or otherwise placed impression (exclusive of a postage 
meter machine impression) that is readily identifiable, without further 
action, as having been supplied or affixed on the date of mailing by an 
employee of the U.S. Postal Service. Therefore, applicants should 
request the postal clerk to place a legible hand cancellation ''bull's 
eye'' postmark on both the receipt and the package. Failure to adhere 
to the above instructions will be a basis for a determination of non-
responsiveness. Evidence of timely submission by a professional 
overnight delivery service must be demonstrated by equally reliable 
evidence created by the delivery service provider indicating the time 
and place of receipt.

[[Page 4007]]

4. Intergovernmental Review

    This funding opportunity is not subject to Executive Order 12372, 
``Intergovernmental Review of Federal Programs.''

5. Funding Restrictions

    Determinations of allowable costs will be made in accordance with 
the applicable Federal cost principles. Disallowed costs are those 
charges to a grant that the grantor agency or its representative 
determines not to be allowed in accordance with the applicable Federal 
cost principles or other conditions contained in the grant. Successful 
and unsuccessful applicants will not be entitled to reimbursement of 
pre-award costs.
    A. Indirect Costs. As specified in OMB circular Cost Principles, 
indirect costs are those that have been incurred, for common or joint 
objectives and cannot be readily identified with a particular final 
cost objective. In order to utilize grant funds for indirect costs 
incurred, the applicant must obtain an Indirect Cost Rate Agreement 
with its Federal cognizant agency either before or shortly after grant 
award.
    B. Administrative Costs. Under the HGJTI, an entity that receives a 
grant to carry out a project or program may not use more than 10 
percent of the amount of the grant to pay administrative costs 
associated with the program or project. Administrative costs could be 
direct or indirect costs, and are defined at 20 CFR 667.220. 
Administrative costs do not need to be identified separately from 
program costs on the SF 424A Budget Information Form. They should be 
discussed in the budget narrative and tracked through the grantee's 
accounting system. To claim any administrative costs that are also 
indirect costs, the applicant must obtain an indirect cost rate 
agreement from its Federal cognizant agency.
    C. ETA Distribution Rights. Applicants should note that gra