2002 Performance, Employment & Training Administration (ETA)

The FY 2002 Annual Performance Plan (APP) for the Employment and Training Administration (ETA) is based on goals and strategies developed as part of the agency's strategic plan for the period FY 1999 - 2004. Fiscal Year 2002 is the third year of full implementation of the landmark job training legislation, the Workforce Investment Act of 1998 (WIA). The Act requires that levels of performance for each Program Year are set as a result of negotiations between each State and the Secretary of Labor, and were originally set prior to Program Year 2000, the first full year of WIA implementation.

2. Overview of ETA Strategic Plan

The draft Strategic Plan for the Employment and Training Administration covers the period 1999-2004, and was developed through a consultation process with ETA partners culminating in August 1999. ETA's mission is to contribute to the more efficient and effective functioning of the U.S. labor market by providing high quality job training, employment, labor market information, and income maintenance primarily through State and local workforce development systems.

2.1 The Changing Workforce and Workplace

President George W. Bush spoke of the state of the nation in his address to the Joint Session of Congress in February 2001. He said, "An artist using statistics as a brush could paint two very different pictures of our country. One would have warnings signs: increasing layoffs, rising energy prices, persistent poverty, the stubborn vestiges of racism. Another picture would be full of blessings: a balanced budget, big surpluses, a military that is second to none, a country at peace with its neighbors, technology that is revolutionizing the world, and our greatest strength-concerned citizens who care for each other. Neither picture is complete in and of itself." The President went on to challenge us all to use our resources of one picture to repaint the other.

Federal Reserve Chairman Greenspan recently noted that the growth of labor productivity as output per hour in the nonfarm business sector rose about 1-1/2 percent per year in the 1970s through 1995 and had doubled since that time. The growth in productivity is projected to continue suggesting that, in addition to innovations in information technologies, there will be a continuing need for skilled workers. BLS projections indicate that the fastest growing industry group is services with three-fourths of the growth in business, health and professional and miscellaneous services. BLS further indicates that five out of six education and training categories projected to have the highest percent change require at least a bachelors degree. Education and training are important to obtaining a high-paying job.

Secretary of Labor Elaine L. Chao is committed to America's 21^st century workforce, a "strong and productive workforce in which everyone can participate. . . where jobs and opportunities are available for those leaving welfare, job training is accessible for those left behind, disability never bars a qualified person from the workplace, and where parents have an easier time balancing the responsibilities of work and home."

The Employment and Training Administration's 2002 Annual Performance Plan maximizes available resources to address these very issues. In fact, ETA's programs offer universal services at One-Stop Centers and other locations in all fifty States, the District of Columbia, Puerto Rico, The Virgin Islands, Guam, and beyond through the Internet.

2.2 The Workforce Investment Act of 1998

The Workforce Investment Act, enacted in August 1998, is the cornerstone of ETA's 1999-2004 strategic plan. The Act envisions a workforce system that is customer-focused, business-led, and community-centered. Local One-Stop Centers provide individuals with access to career support and businesses with assistance in finding skilled workers. The key principles underlying the legislation are: streamlining services, empowering individuals, universal access, increased accountability, new roles for local boards, State and local flexibility, and improved youth programs.

Over 600 Local Workforce Investment Boards (WIBs), appointed by Chief Local Elected Officials, oversee operation of the One-Stop Center Systems. The WIB is chaired by an individual from the business community, and business representatives must comprise the majority. The WIB also includes local education, labor organizations, economic development agencies, and all One-Stop partners, e.g., dislocated worker programs, youth programs, adult education, vocational education, welfare-to-work, unemployment insurance, etc.

Performance Accountability for results is a hallmark of the new legislation. States are required to negotiate expected levels of performance with the Secretary of Labor and submit annual reports on State and local performance, including customer satisfaction indicators for both participants and employers.

Continuous Improvement is featured prominently in the new legislation. The Act envisions a high-performance workforce system that is continuously improving and delivering high quality services to its customers -- employers, workers and job seekers. ETA is promoting and supporting the widespread use of the Malcolm Baldrige Criteria for Performance Excellence as a tool for improving organizational effectiveness throughout all levels of the new system, including the agency itself.

2.3 America's Workforce Network

America's Workforce Network is the nationwide partnership of workforce development organizations that provide information and services to help employers find skilled workers and help Americans manage their careers. The reorganized Employment and Training Administration is a member of the Network.

It is a partnership among Federal, State and local governments, the private sector, labor organizations, educational institutions, and community- and faith-based organizations that provide the full range of workforce development services. These services range from skills training and placement services to finding and certifying qualifying employees, from income maintenance services to incentive programs for workers and employers alike, all of which are investments towards building effective local labor markets to meet the needs of the 21^st century economy.

Having America's Workforce Network, as the national identity for this partnership of workforce development organizations, creates a common understanding by the Congress that the quality services provided in their districts are part of a Federally-funded national system; it demonstrates to employers that there is a workforce system that can meet their needs, and informs the general public and potential customers to contact their State and local One-Stop systems.

The States and local areas serve as the "front door" to the services available through America's Workforce Network. America's Workforce Network's Toll-Free Help Line (877-US2-JOBS) provides customers the link to information about where workforce services are available in the States and local areas. The Toll-Free Help Line is available to residents of all 50 States, D.C., the Virgin Islands and Puerto Rico. America's Service Locator provides the same information electronically via the Internet.

Other web-based components of America's Workforce Network include America's Career InfoNet, America's Learning eXchange, and the Occupational Information Network (O*NET).

2.4 Management Strategies to Improve Organizational Effectiveness

Using the Baldrige Criteria as a tool, ETA conducted a self-assessment and developed a plan to reorganize.

To improve its capabilities under the Leadership Criteria, the agency created a Workforce Investment Policy Council to exercise leadership on values and performance expectations and to guide a focus on customers and stakeholders. The Council leads the empowerment of workers, innovation, learning and organizational directions. ETA has also established seven other offices to improve leadership and organizational effectiveness: Office of the Assistant Secretary -Deputy for Regional Innovation and Transformation; Office of Youth Services; Office of Adult Services; Office of Apprenticeship Training, Employer and Labor Services; Office of Workforce Security; Office of Policy and Research; Office of Technology and Information Services; and the Office of Financial and Administrative Management.

ETA also collapsed its field structure of ten Regional Offices down to six, and it integrated Job Corps and Apprenticeship activities more closely with the mainstream regional office functions.

Finally, using the Baldrige self-assessment results, the agency has also developed and will be deploying strategies to improve capabilities under the remaining six Baldrige Criteria: Strategic Planning, Customer and Market Focus, Information and Analysis, Human Resource Focus, Process Management, and Business Results.

The Workforce Excellence Network is a voluntary association of workforce development organizations committed to high performance and continuous improvement. Its purpose is to serve as a resource and provide support to all workforce development organizations in improving performance, integrating quality practices, and achieving public recognition for their high performance.

The Workforce Excellence Network- and Workforce Excellence Board leadership entity - was formed during the implementation of the new Workforce Investment Act legislation. The U.S. Department of Labor's Employment and Training Administration (ETA) is the lead agency sponsoring the Workforce Excellence Network. ETA is joined in this effort by the U.S. Department of Education's Office of Vocational and Adult Education, and the U.S. Department of Health and Human Services' Administration of Children and Families. These are the current federal partners. The National Governors Association and the National Association of State Workforce Agencies are responsible fore recommending State members for the Workforce Excellence Board and supporting its work among State agencies. The National Association of Workforce Boards, the national Association of Counties, and the U.S. conference of Mayors jointly develop recommendations for local representation on the Board, and support Workforce Network activities at the local level. Many Federal, national, State, and local agencies are already taking part in the Workforce Excellence Network and it is hoped that many more members will join.

The Members of America's Workforce Network (AWN) and other workforce development organizations are invited to join the Workforce Excellence Network. The Workforce Excellence Network is a valuable resource and its support services are available to both AWN members and other workforce organizations.

Membership is sought from both public and private organizations that are delivering or guiding the delivery of workforce development services, including job training, job placement, and job recruitment.

Members of the Workforce Excellence Network receive access to valuable workforce development resources and the opportunity to apply for the Performance Excellence Award. All organizations may join as an Associate Member for an annual fee and submission of limited information. Entities that choose to participate in a more rigorous screening process will receive valuable feedback from the Network's Board of Examiners.

The Workforce Excellence Network will continue to enroll members in FY2002. Members who successfully complete the more rigorous process will be announced at the Journey to Performance Excellence Conference in July 2002. The Workforce Excellence Board will develop the new 2002 Criteria for Workforce Excellence, and make them available in February 2002. In FY 2002, learning events designed to improve organizational performance in the workforce development system will be sponsored in all ETA Regions.

3. ETA Strategic Goals and FY 2002 Budget

The FY 2002 budget request for the Employment and Training Administration is $10.2 billion, $469.4 million (4.4%) below the FY 2001 budget Of this total, $9.4 billion is for discretionary programs and $879.7 million is in mandatory spending. The decrease in discretionary programs is $471.5 million, or 4.8% below FY 2001.

ETA's budget should not be viewed as merely a series of separate appropriations, but as indispensable components of America's Workforce Network. America's Workforce Network is the nation's workforce development partnership of federal, State, local and private entities which oversee and operate the programs that assist current and future American workers to reach their skills and earnings potential and America's employers to access skilled workers.

The following is a summary, by appropriation account, of the FY 2002 budget request. This budget summary encompasses all ETA programs and activities included in the following appropriation accounts: Training and Employment Services; H-1B Training Grants; Community Service Employment for Older Americans; Federal Unemployment Benefits and Allowances; State Unemployment Insurance and Employment Service Operations; Program Administration; and the Advances Account.

Training and Employment Services: The Training and Employment Services (TES) appropriation funds a decentralized system of education, skill training and related services directed toward increasing the post-program employment and earnings of current and future workers, particularly low-income persons, dislocated workers, and other unemployed or underemployed individuals. $5.34 billion is requested, $507.9 million below FY 2001. The majority of this decrease, $404 million, is in State formula grants for youth, adult and dislocated worker programs. Because of significantly large unexpended balances, States and localities will be able to increase service levels from PY 2000 to PY 2001 and to maintain these service levels in program year 2002. The balance of the reduction is comprised of: (1) a reduction of $62.4 million in one-time increases for Congressional earmarks in FY 2001; and (2) a decrease of $75 million for the Reintegration of Youth Offenders.

The budget also reflects, for FY 2001, a reprogramming to redirect targeted increases to the core youth activities program. For FY 2001, Youth formula funds are increased by $45 million by reprogramming the $20 million for Safe Schools/Healthy Students and the $25 million increase for Youth Opportunity Grants. Also for FY 2001, the $20 million for Incumbent Workers has been redirected to the Reintegration of Youth Offenders initiative to make this a two-year demonstrations through FY 2002. No additional funds are requested, thus reflecting a decreases of $75 million. All other programs and activities are maintained at the FY 2001 level.

H-1B Training Grants: The Immigration Act of 1990 created the H-1B visa category, which was established for non-immigrants who sought to work in high skill or specialty occupations. The American Competitiveness in the Twenty-first Century Act of 2000 (ACWIA 2000) authorizes the use of 55% of the funds generated by employer H1-B application fees (currently $1,000 each) to finance training under the DOL's H-1B Technical Skill Training Grant Program. The grant program is designed to assist American workers in acquiring the requisite skills in occupations that are in demand, such as information technology and healthcare. Although not requested in the budget submitted to Congress, the ETA Training and Employment Services budget includes an estimate of $213.4 million for Skill Shortage training grants financed by H-1B fees, an increase of $33.6 million above the FY 2001 estimate of $179.9 million.

Community Service Employment for Older Americans: This appropriation funds the Senior Community Service Employment Program (SCSEP), which is authorized under Title V of the Older Americans Act Amendments of 2000. SCSEP is a part-time employment program for low-income persons age 55 or older. The ETA request is the same as FY 2001, $440.2 million.

Federal Unemployment Benefits and Allowances: The Federal Unemployment Benefits and Allowances (FUBA) appropriation provides for the payment of Trade Adjustment Assistance (TAA) benefits, training, job search and relocation allowances to workers adversely affected by increase imports. Additionally, the FUBA appropriation provides for the payment of benefits, training, job search and relocation allowances to workers impacted by trade with countries covered by the North American Free Trade Agreement (NAFTA).

The request is for $415.7 million, $9 million above FY 2001 for the TAA and NAFTA-TAA programs. The TAA and NAFTA-TAA authorizing legislation expires September 30, 2001; thus of the total request, $11 million is requested in budget authority for the phase-out of benefits after September 30, 2001 under current law, and $405 million is requested under legislation that will be proposed at a later time to extend these programs beyond September 30, 2001, when they expire.

State Unemployment Insurance and Employment Service Operations: This appropriation provides temporary income support to unemployed workers while they seek new employment or wait to return to their previous jobs. It also supports the matching of workers seeking jobs with employers seeking workers. Moreover, this appropriation provides funding for national activities relating to employment service activities and the Federal-State Unemployment Insurance program, and it provides funding for State One-Stop Center networks.

The request is for $3.4 billion, $34.1 million above the revised FY 2001 appropriations. There are three changes in this account: (1) An increase in FY 2001 of $14.9 million for a projected workload increase that triggers the "true contingency" funding mechanism that provides automatic funding when workloads exceed budgeted workloads; (2) An increase of $65 million for the UI program in FY 2002 above the FY 2001 appropriation ($50.1 million above the revised FY 2001 level) for an increase in workload resulting from higher unemployment; (3) a decrease of $16 million in One Stop Centers (from $150 million to $134 million) for a scaling back of FY 2001 investments to maintenance levels in FY 2002.

Program Administration: The ETA request is for $161.1 million and 1,353 FTE, an increase of $2.2 million and a decrease of 35 FTE from FY 2001. The total FTE is comprised of 1,300 funded from the appropriation, a decrease of 60 from FY 2001, and 53 FTE funded from reimbursements and H-1B fees, an increase of 25 FTE from FY 2001 related to H-1B fees to be used for processing H-1B applications and for the processing of certifications under the permanent foreign labor certification program. The $2.2 million increase is comprised of: (1) $1.5 million to increase ETA ability to better manage its financial management and program performance management functions; and (2) $715,000 for increased space costs in the San Francisco regional office.

Advances Account: The ETA request includes $464 million for the Advances to the Unemployment Trust Fund and Other Funds account for use by the Employment Standards Administration for the Black Lung Disability Trust Fund.

The ETA requests $12,000,000 for incentive grants to States. Section 503 of the Workforce Investment Act provides that the Secretary of Labor shall award an incentive grant to each State that exceeds the State adjusted levels of performance for Titles I and II and the Carl Perkins Vocational and Applied Technology Education Act. Incentive funds will allow ETA for the first time to reward those States that achieve or exceed negotiated performance levels and provide technical assistance and possible sanctions for those States that do not.

4. FY 2002 Performance Goals and Indicators

This section provides an overview of the ETA FY 2002 performance goals as they align with the Department's cross-cutting goals. It should be noted that for some of the performance goals baseline data is not currently available. ETA is committed to, and continues to develop, measurement systems to respond to legislative changes and requirements and to use for strategic and performance planning purposes. This includes defining measures and establishing baselines for the goals identified. Much of this information will be finalized after PY 2000 which ends June 30, 2001. PY 2000 is the first full year for the Workforce Investment Act.

4.1 Strategy for Validation of Performance Measures and Indicators

In FY 2002, ETA expects to substantially complete the implementation of a data validation and quality initiative designed to improve the overall validity, reliability and timeliness of its program data. A major impetus behind this initiative has been the agency's Government Performance and Results Act (GPRA) strategic and annual performance plan endeavors. ETA's efforts to articulate quantitative GPRA outcomes have highlighted the importance of producing reliable data. These data are not only the foundation of both baselines and quantifiable performance targets, but the bases for informed decision making and rational performance management.

As a result, ETA has focused on developing validation systems for the accuracy of its GPRA outcomes and those agency-wide measures which support these GPRA goals. In collaboration with our system partners, ETA has adopted an approach based upon identifying system requirements, developing data specifications, then developing and testing data validity and verification systems. ETA is fully aware of GPRA's requirements and understands the possible fiscal consequences of not achieving its GPRA goals. Consequently, ETA's approach has been to pursue a common, system-wide approach in order to promote and test ETA's GPRA data quality and accuracy. This coordinated strategy will encourage, to the extent possible, data validation within a common framework in order to meet unique program requirements and, ultimately, will provide more accurate information which ETA can utilize to enhance its performance management decision making in support of GPRA. This strategy should also be more resource efficient, as it will eventually replace the separate validation methodologies of the different ETA program offices.

4.2 FY 2002 Performance Goals and Indicators by Strategic Goal

The following section of this APP provides specific performance goals of the ETA as related to each Departmental cross-cutting strategic goal. For each outcome goal a listing is provided of the programs and total program budget (excluding program administration) supporting the outcome goal. Further, for each program, or set of programs supporting an outcome goal, there is provided in summary tabular form information on:

• Program - the program or funding stream for which the performance goals are established

• Outcome Goal - the specific area of performance being measured in support of the outcome goal

• Targeted Population - the intended program beneficiary

• Program- a specific program identification

• FY 1999 Performance - where applicable to a measure the FY or PY 1999 performance

• FY or PY 2000, 2001, and 2002 Performance Goals -the expected level of performance

The tabular information is followed by:

• Budget - a narrative discussion of the budget request for the program area, and;

• Means and Strategies - specific efforts and initiatives that the ETA will employ to support achievement of the outcome and performance goals.

4.3 ETA Performance Goals

Responsible for an effective, results-oriented workforce development system that is valued by its customers and investors, the Employment and Training Administration is directly involved in creating means and strategies to achieve the Department's three Strategic Goals. This section provides specific information on ETA's means and strategies to address those three goals, organized by individual outcome goals that are specific to the Agency.

Shared accountability is one of the guiding principles of the Workforce Investment Act. Under this principle, statewide goals for the performance indicators stipulated in the Act are to be developed through a process of negotiation between the States and the Department of Labor. The national performance goals for the WIA performance indicators represent a weighted average of the goals negotiated with the States.

A PREPARED WORKFORCE

Outcome Goal 1.1: Increase Employment, Earnings and Assistance

Programs Include:
WIA Adult Formula Grants	Wagner-Peyser Act
Welfare-to-Work	Work Incentive Grant
Indian and Native American Adults	Senior Community Service Employment

Migrant and Seasonal Farm Workers

Apprenticeship Training, Employer and Labor Services

Re-employment Services Grants to States

Total Budget: $2,438,080,250

Adult Formula Grants *Performance and Goals* Goal 1.1A: Increase the employment, retention, and earnings of individuals registered under the WIA adult program. (DOL 1.1A)
Indicator	Targeted Population	Program	PY 1999 Performance	PY 2000 Goal	PY 2001 Goal	PY 2002 Goal
Employment in the first quarter after program exit	Adults	WIA Adult Program	*	67%	68%	70%
Retention in employment in the third quarter after program exit of those who were employed in the first quarter after program exit	Adults	WIA Adult Program	*	77%	78%	80%
Average earnings change for those employed in the first quarter after program exit and still employed in the third quarter after program exit	Adults	WIA Adult Program	*	$3,264	$3,361	$3,423
* This is a new measure beginning with PY 2000.

Note: Goals corresponding to the DOL FY2002 Annual Performance Plan are in parentheses.

Adult Formula Grants Budget: The request is $900,000,000, a decrease of $50,000,000 from FY 2002. This level will assist 396,000 adults in obtaining employment and training services, the same number projected for program year 2001. Service levels can be maintained in 2002, even with a funding decrease, due to slower than expected spending in PY 2000. Spending will pick up in PY 2001, increasing service levels and this spending will continue into PY 2002 with States maintaining the same service levels as in PY 2001.

Adult Formula Grants Means and Strategies:

With State and other partners, review WIA implementation experiences to identify key issues, options, and solutions, as they pertain to all means and strategies identified herein.
Enhance the resource base of services available for adults in the evolving workforce development system by:

1) assuring better program integration with major partners by educating Workforce Boards, program partners and staff on opportunities, barriers and solutions;

2) refining Internet resources such as America's Labor Market Information System (ALMIS) within the One-Stop delivery system; and

3) identifying additional methods of accessing other programs and delivering their services to adults across the country.

Improve program performance and performance management activities by:

1) increased use of technology to support effective management of program operations and performance, including the expanded use of real-time data for program management purposes;

2) refining and enhancing the Federal/State accountability system specified in the Act, including the possible addition of measures related to timeliness, efficiency, and market penetration, and the fine-tuning of measures related to quality;

3) developing and funding innovative demonstration projects for adults that support improved outcomes for individuals with diverse barriers to success in the workforce, including projects operated in partnership with community- and faith-based organizations,

4) connecting agency quality initiatives and program operations, and

5) continuing to implement the performance-based accountability provisions of the WIA by specifically undertaking, in collaboration with the Department of Education, the incentive and sanction process as it applies to the States for their performance against the agreed upon WIA core indicators of performance. These indicators constitute the basis of DOL's WIA performance goal.

Enhance universal access of all adults to services available through America's Workforce Network by:

1) promoting the information and services available through America's Workforce Network, including the Toll-Free Help Line and America's Service Locator;

2) supporting outreach to low-income groups in schools and neighborhoods through community- and faith-based organizations, enlisting their assistance in assessment and referral of individuals to local One-Stop Centers, and

3) expanding access to services through enhance use of Internet, telephone and other technologies to provide a broad spectrum of access points not dependent on a single method or medium.

Continue to work in close cooperation with State and local partners in monitoring and overseeing the workforce development system and with federal partners in promoting unified planning at the State and local levels.
(Please note: This is a cross-cutting strategy.)

Continue to support WIA implementation by:

1) analyzing use of existing program resources, identifying shortcomings and their causes, and initiating and promoting corrective actions;

2) providing ongoing technical assistance to States and local areas as they continue to implement the WIA provisions dealing with Individual Training Accounts and Eligible Training Providers;

3) providing technical assistance to system partners in the areas of service strategies, case management, sequencing of services, priorities of service, services to employed adults, and other issues relevant to service delivery under WIA, and

4) investing in capacity building, pilots and demonstrations, research, and technical assistance. (Please note: This is a cross-cutting strategy.)

Continue to invest in engaging private-sector employers both as customers and partners in the workforce development system.
(Please note: This is a cross-cutting strategy.)

Improve comprehensive planning for services to adults, incumbent workers and dislocated workers, and implementation of such programs, by:

1) supporting community audit projects that develop, collect and analyze information on economic and labor market trends in specific geographic areas, industries, or sectors, with a view toward improving real-time workforce investment information and services, and

2) assisting communities in developing comprehensive economic adjustment strategies to deal with dislocations with community-wide impact by continuing to work with other federal agencies to support such strategies.

Welfare-to-Work *Performance and Goals* Goal 1.1B: Increase the retention and earnings of Welfare-to-Work participants placed in unsubsidized employment. (DOL 1.1B)
*Indicator*	*Targeted Population*	*Program*	*1999 Performance*	*2000 Performance*	*2001 Goal*	*2002 Goal*
Retention in unsubsidized employment for two consecutive quarters following the placement quarter	Long-term TANF Recipients, noncustodial parents, and other individuals with barriers to self-sufficiency	Welfare- to-Work	*	84%^	66%	67%^
Increase in average earnings by second consecutive quarter following the placement quarter	Long-term TANF Recipients, noncustodial parents, and other individuals with barriers to self-sufficiency	Welfare-to-Work	*	59%^	6%	7%^
*This is a new goal. The baseline for this performance measure will be FY 2000.^ ^The 84 percent retention rate achieved in FY 2000 is attributed largely to the strong WtW emphasis on post-employment and other supportive services. The 59 percent earnings increase rate is likely to be inflated due to misinterpretations of the reporting guidance by a number of grantees. ETA will use corrected data to establish new baselines for FY 2002 goals and evaluate the need to revise the targets for the goals upward. ETA anticipates raising the FY 2002 retention and earnings increase goals.

Note: Goals corresponding to the DOL FY2002 Annual Performance Plan are in parentheses.

Welfare-to-Work Budget: Approximately $2.7 billion altogether was awarded in grants for the Welfare-to-Work Program. Though work continues with existing funding, an additional funding request is not included in the FY 2002 Transition Budget. In FY 2001, legislation was approved to extend the period over which grantees may expend their Welfare-to-Work funds by two years. This extension enables the program to operate on existing funding through FY 2004.

Welfare-to-Work Means and Strategies:

Expand and improve the integration of WtW and welfare reform efforts with the nation's Workforce Investment System, established by the Workforce Investment Act (WIA) of 1998, and effective in all States on July 1, 2000;

Produce targeted outreach and technical assistance products and activities to meet the specific needs of faith- and community-based programs, and programs serving non-custodial parents, individuals with disabilities, ex-offenders, and individuals with substance abuse barriers;

Enlist the support of employers to hire WtW participants into unsubsidized jobs and increase job opportunities for welfare recipients through projects such as the One-Stop Low-Wage Worker Advancement/Backfill Pilot Project, which will utilize TANF funds to subsidize employers to upgrade and advance current entry-level low-wage working TANF "alumni," and then utilize WIA and WtW funds to train and backfill WtW participants and WtW-eligible individuals in the vacancies created;
Work closely with Federal partners, State and local government agencies, faith- and community-based organizations, and public interest groups to coordinate and increase the availability of tools and resources to assist WtW grantees and their participants (Please Note: This is a cross-cutting strategy); and
Identify and implement comprehensive "Whole Family" WtW approaches which will improve the job placement, retention, advancement, and self-sufficiency potential for low-income custodial and noncustodial parents and their children.

Wagner-Peyser Act and America's Job Bank *Performance and Goals* Goal 1.1C: Improve the outcomes for job seekers and employers who receive public labor exchange services. (DOL 1.1C)
*Indicator*	*Targeted Population*	*Program*	PY *1999 Performance*	PY *2000 Goal*	PY *2001 Goal*	PY *2002 Goal*
Job seekers registered with the public labor exchange will enter employment with a new employer by the end of the second quarter following registration (DOL 1.1C)	Job Seekers	Wagner-Peyser Act	N/A*	N/A*	N/A^‡	55%
Job seekers registered with the public labor exchange will continue to be employed two quarters after initial entry into employment with a new employer (DOL 1.1C)	Job Seekers	Wagner-Peyser Act	N/A*	N/A*	76%	70%
Increase in the total number of job openings listed with the public labor exchange (with both SESAs and AJB) over the PY 2001 goal (1.1C)	Employers	Wagner-Peyser Act/One- Stop	+21%	+ 15%	+ 10%	+5%
Increase in the number of new employers that register with America's Job Bank	Employers	America's Job Bank	†	60,000	69,000	76,000
* ETA is undergoing a transition to a new labor exchange performance measurement system. These performance goals are rough estimates and will be revised when baseline data become available. † The baseline established in PY 1999 was 51,000.

Note: Goals corresponding to the DOL FY2002 Annual Performance Plan are in parentheses.

Wagner-Peyser Act (Employment Service/One Stop Centers) and America's Job Bank Budget:

Employment Service/One Stop: The total request for the Employment Service is $1,000,415,000, a decrease of $16,000,000 from the FY 2001 appropriation funding level. The bulk of this funding supports the programs listed below:

One-Stop Centers: The request for the One-Stop Centers budget is $134,000,000, $16,000,000 below the FY 2001 level. This level will finance the labor market information and technology needs of the one-stop delivery system in 2002.

Wagner-Peyser Act Formula Grants to States: The request for the Wagner-Peyser Act formula grants to States is $761,735,000, the same as in 2001. Based on ES continued investments in system-building activities and in professional development at the point of service and on innovations in service delivery gained through the effective deployment of technology, the Department anticipates continuing improvement in the delivery of basic labor exchange services, as measured by persons getting jobs and employers listing job openings. Continuous improvement goals for these key outcomes are reflected in the GPRA Plan.

Re-Employment Services Grants for States:Fiscal Year 2002 funding for the Wagner-Peyser Act contains $35,000,000 for re-employment services to ensure that UI claimants at risk of exhausting their UI benefits get the services they need to become re-employed. Getting unemployed UI claimants back to work quickly is good for workers and their families, good for employers who will pay less in unemployment taxes, and good for the economy. Having these targeted funds in addition to the Wagner-Peyser Act grants makes it possible to focus more intense services on this important population while also serving the universal population. It will also more firmly link UI claimants to a wide array of services through One-Stop Centers as well as to Wagner-Peyser Act Services. Emerging research is validating that there are tangible and positive outcomes to investing in these services directly. For example, re-employment services that have worked are staff-assisted, intensive services that include comprehensive assessments development of customized service plans, career counseling, job search workshops, individual job development, referrals to jobs, training or other support services, and professional coaching and guidance. These funds will be distributed to States by an administrative formula that allocates the funds based on each State's share of first payments to UI claimants after first allocating $215,000 to each State. This will increase the number of job seekers receiving re-employment services funded through the Wagner-Peyser Act. States will provide targeted staff-assisted services to UI claimants, ensuring that those who need help in finding new jobs receive it so they can return more quickly to employment.

Wagner-Peyser Act (Employment Security) and America's Job Bank Program Means and Strategies:

ETA will utilize a comprehensive Labor Exchange Performance Measurement System to provide performance information in support of optimizing the delivery of labor exchange services to employers and job seekers. This system will include four performance measures: job seeker entered employment rate, job seeker employment retention rate at six months, job seeker customer satisfaction, and employer customer satisfaction. UI wage records will be the primary data source for the employment and retention measures. (ETA 1.1C)
States will be required to include expected levels of performance, reached in agreement with ETA regional offices, for the public labor exchange in their five-year strategic plans. (ETA 1.1C)
States will use new re-employment services funds to serve additional referred UI claimants in need of reemployment assistance with help in finding new jobs, so they can return more quickly to work. States will provide early intervention, immediate referrals to suitable job openings, and staff-assisted, intensive services as needed.
Based on the new 9002 reporting requirements, States will be required to convert to the Occupational Information Network-Standard Occupational Classification (O*NET-SOC) and the North American Industrial Classification System (NAICS) for reporting job order information by the end of PY 2002.
ETA will provide technical assistance and training to facilitate adoption of new system changes and new products and services including: the new 9002 reporting requirements, conversion to the O*NET-SOC and NAICS, the new Career Exploration Tools, Job Order Writing Tool and development and distribution of information services using labor market information and other career resources tools.
ETA will continue to develop partnerships with large multi-state employers to provide recruitment and special technical services to assist them in meeting their labor force needs.
ETA-provided training in job order taking and writing and in entering orders into America's Job Bank (AJB) will enhance the skills of front-line staff to assist employers in writing job orders and entering them into AJB.

ETA will continue the promotion of the Work Opportunity and Welfare-to-Work (WOTC/WtW) Tax Credits by engaging employers and streamlining certification procedures to encourage employers to hire disadvantaged job seekers. (Please Note: This is a cross-cutting strategy.)
ETA will develop options for performance indicators and goals for Reemployment Services grants.

Apprenticeship Training, Employer and Labor Services *Performance and Goals* Goal 1.1D: Increase employment by increasing the number of newly registered apprentices, with particular attention on female and minority participation in apprenticeship programs. Goal 1.1E: Foster the development of community employer and labor networks.
*Indicator*	*Targeted Population*	*Program*	*1999 Performance*	*2000 Performance*	*2001 Goal*	*2002 Goal*
Increase in number of newly registered apprentices over the 1999 baseline. (1.1D)	All New Apprentices	Apprenticeship Training	109,251	18.3% (129,232)	4%	6%
Increase in number of newly registered female apprentices over the 1999 baseline. (1.1D)	New Female Apprentices	Apprenticeship Training	7,551	23.1% (9,297)	6%	9%
Level of new minority civilian participation does not fall below baseline (1.1D)	Minority Apprentices	Apprenticeship Training	27%	28%	27%	27%
Regions with employer and labor networks (1.1E)	Employer and Labor Entities	Employer and Labor Services	*	*	*	10
* This goal has been revised. The baseline changed from FY 2000 to FY 2001 to provide for full implementation of ETA reorganization.

Apprenticeship Training, Employer and Labor Services Budget:

The registered apprenticeship training program is an industry-driven training program voluntarily sponsored by joint employer and labor groups, individual employers and/or employer associations. The Office of Apprenticeship Training, Employer and Labor Services (OATELS) is responsible for the administration of the Registered National Apprenticeship System and is the registration authority for training programs and apprentices in 23 States. OATELS delegates this registration authority through its Federal-State partnership with State Apprenticeship Councils/Agencies (SACs) in 27 States, the District of Columbia, Puerto Rico and the Virgin Islands.

OATELS Program Administration funding at $21,367,000 is limited to staff salaries and expenses. Of this amount, approximately 72%, or $15,375,250, supports adult apprenticeship activities. There are no monetary allocations for programs and the collection of data by SACs.

Apprenticeship Training, Employer and Labor Services Means and Strategies:

Promote and market the registered apprenticeship system to employers, sponsors, WIA Programs, other governmental entities and community-based organizations. (ETA 1.1D)

Provide consultation and technical assistance on the registered apprenticeship system to local, State, multi-state employers, employers' associations and/or unions, and the military to secure adoption and maintenance of registered apprenticeship programs. (ETA 1.1D)

Encourage active sponsor participation in local and State Workforce Investment Boards. (ETA 1.1D)

Provide technical assistance to program sponsors to support workforce diversity. (ETA 1.1D)
Conduct compliance reviews to ensure compliance with Apprenticeship regulations. (ETA 1.1D)
Target industries to promote women and minorities in non-traditional occupations. (ETA 1.1D)

Develop partnerships with employers and labor unions to increase the participation of women in more non-traditional occupations. (ETA 1.1D)
Support the exploration of multiple funding sources for pilots, demonstrations and evaluations (PD&E) that target the removal of barriers to enable women to participate in registered apprenticeship and efforts to replicate practices discovered through PD&E. (ETA 1.1D)
Support the evaluation of pilots addressing barriers to apprenticeship for women and disseminate best practices identified. (ETA 1.1D)

Promote and provide technical advice and assistance to employer associations and labor and management organization on WIA. (ETA 1.1E)
Develop baseline of employer and labor entities. (ETA 1.1E)
Create and implement an outreach plan to develop networks that increase employer and labor management active participation, e.g., in policy making, peer-to-peer promotion, forums to exchange information. (ETA 1.1E)
Establish an administrative and management system for Employer and Labor Services. (ETA 1.1E)

Collaborate with other programs and/or governmental and non-governmental entities, such as ETA-WIA programs, One-Stop Delivery System, DOL's Women's Bureau, U.S. Housing and Urban Development (HUD), Transportation, Justice, State entities and community-based organizations to expand registered apprenticeship, including facilitating the institutionalization of employer and labor management networks in WIA. HUD's Step-Up Program, designed to provide education and training to increase registered apprenticeships for public housing residents, is a coordinated activity in which ETA apprenticeship representatives promote and provide technical advice and assistance at the State and local level. (Please Note: This is a cross-cutting strategy.)

Continue to improve the National Registered Apprenticeship System by standardizing the maintenance and administration of this system through OATELS' consultative, technical assistance and collaborative relationship with the National Association of State and Territorial Apprenticeship Directors and State Apprenticeship Councils. (Please Note: This is a cross-cutting strategy.)
Continue to improve the planning and management of the Registered Apprenticeship System by arranging for stakeholder input, assisting the Federal Committee on Registered Apprenticeship in the accomplishment of its mission and improving the capacity to gather and analyze accurate, consistent, timely and high-quality information in support of registered apprenticeship programs. (Please Note: This is a cross-cutting strategy.)

National Programs *Performance and Goals* Goal 1.1F: Increase the capacity and quality of One-Stop system services for people with disabilities who are registered in the workforce investment area(s) receiving Work Incentive Grants. (DOL 1.1D) Goal 1.1G: Increase employment and positive outcomes of adults registered under the Indian and Native American Program. Goal 1.1H: Increase employment and retention of adults registered under the Migrant and Seasonal Farmworker Program. Goal 1.1I: Increase employment opportunities for senior citizens participating in the Senior Community Service Employment Program.
*Indicator*	*Targeted Population*	*Program*	PY *1999 Performance*	PY *2000 Goal*	PY *2001 Goal*	PY *2002 Goal*
Percentage increase in number registered in workforce area(s) (1.1F)	People with disabilities	Work Incentive Grant	*	23 grants awarded (actual)	5% (FY)	5% (FY)
Percentage increase in number who are registered in workforce area(s) and are employed in quarter after exit (1.1F)	People with disabilities	Work Incentive Grant	*	23 grants awarded (actual)	2% (FY)	2% (FY)
Employment at program exit (1.1G)	Indian and Native American Adults	Indian and Native American Program	^	^	54%	54%
Positive outcomes at program exit (1.1G)	Indian and Native American Adults	Indian and Native American Program	^	^	84%	84%
Employment at program exit (1.1H)	Migrant and Seasonal Farmworker Adults	Migrant and Seasonal Farmworker Program	^	^	62%	63%
Retention in employment six months after initial entry into unsubsidized employment (1.1H)	Migrant and Seasonal Farmworker Adults	Migrant and Seasonal Farmworker Program	^	^	70%	75%
Ratio of unsubsidized placements to authorized positions (1.1I)	Senior Citizens	Senior Community Service Employment Program	32.4%	36.5% (Actual)	26% (FY)	26% (FY)
* This is a new/updated goal. The baseline is to be established using PY 2000 WIA data.
^ This goal was revised with the passage of WIA.

Note: Goals corresponding to the DOL FY2002 Annual Performance Plan are in parentheses.

Work Incentive Grants Budget: The Department is requesting $20,000,000 for Work Incentive Grants, the same as FY 2001, to improve access to and accommodation, benefits, services, and employment opportunities to individuals with disabilities.

Work Incentive Grants Means and Strategies:

ETA will help customers with disabilities receive the appropriate level of service by financially assisting States and local areas to continue developing infrastructure, increasing system capacity, and improving access to information and services that directly address their local customers' needs. (ETA 1.1F)

Indian and Native American Program Budget: The request is $55,000,000, the same as FY 2001, and will assist 22,200 Native Americans, the same as in FY 2001.

Indian and Native American Program Means and Strategies:

Improve the abilities of Indian and Native American (INA) Program grantees to serve clients, meet goals, strengthen accountability, and focus on performance by:
(1) Working through the Tribal Colleges Initiative to institute comprehensive and intense training for staff;

(2) Performing, through the INA Program Federal Representatives, proactive assessments and, in coordination with grantee staff, identifying specialized training and technical assistance needs, assisting in arranging peer-to-peer on-site or other technical assistance;

(3) Continuing to provide technical assistance and training on a mass basis to all grantee staff through the multi-regional and national Indian and Native American employment and training conferences, concentrating on those areas which are new or which have been identified as generally deficient nationwide;

(4) Developing and implementing new performance measures and standards under WIA to provide grantees with a "menu" of choices from which to select performance measures and standards (including negotiated standards) which accurately reflect the nature and accomplishments of individual grantee programs; and

(5) Continuing to work with other federal agencies to assist Native American communities to perfect economic development strategies that address unemployment and poverty on a community-wide basis. (ETA 1.1G)

Migrant and Seasonal Farmworker Program Budget: The request is $76,770,000 the same as FY 2001, and will assist 41,000 migrants and seasonal farmworkers, the same as in FY 2001.

Migrant and Seasonal Farmworker Program Means and Strategies:

Improve the array of services available to the Migrant and Seasonal Farm Worker (MSFW) community, and the abilities of grantees to serve clients, meet goals, and manage grants by:

(1) Developing and strengthening MSFW Program linkages with other National programs, States and providers of other workforce investment and related services;

(2) Providing training and technical assistance on a variety of topics, including the transition from the JTPA to WIA and related skill building;

(3) Consulting with program grantee partners on a regular basis, both directly and through the MSFW Employment and Training Advisory Committee for the purpose of discussing issues relevant to program administration, management and operation, as well as to continuing to work on agreed upon menu of program initiatives; and

(4) Supporting the development of a grants management tool that will allow grantees and program office staff to electronically review, correct, analyze, and transmit financial and programmatic grantee data. (ETA 1.1H)

Senior Community Service Employment Program Budget: The 2002 budget request for the National Sponsors' portion of SCSEP is $343,356,000, the same as in 2001. This level will continue the program at the 2001 operational level of 48,000 slots, at the average budgeted unit cost of $7,153. The 2002 budget request for the State Grants' portion of the SCSEP, $96,844,000, will continue the program at the 2001 operational level of 13,500 slots, at the average unit cost of $7,153.

Senior Community Service Employment Program Means and Strategies:

Foster individual economic self-sufficiency and increase the number of persons who enjoy the benefits of the Senior Community Service Employment Program (SCSEP) by implementing the Older Americans Amendments of 2000 while maintaining the community service activities and encouraging projects to place participants in unsubsidized employment. (ETA 1.1I)
Improve services to Older Worker customers and improve opportunities for unsubsidized placements by developing and strengthening linkages, including:

(1) Encouraging the SCSEP stakeholders system to become actively engaged in State and local workforce investment boards, and One-Stop planning and operations through participation in conferences and workshops; and

(2) Creating relationships with private sector employers by providing funding for training and work experience, as allowed under 502(e) of the Older Americans Act (ETA 1.1I).

Encourage project grantees to continue to utilize faith-based organizations as both sub-grantees and host agencies. Also, encourage increased consideration and use of faith-based organizations as host agencies (participant work-sites). This will be done by issuing program directives and providing examples of successful participation by faith-based organizations as SCSEP host agencies. (ETA 1.1I)

The Older American Act Amendments of 2000 legislated new performance measures for the Senior Community Service Employment Program (SCSEP). The performance indicators and the applicable levels of performance will be established by the Secretary in consultation with grantees and others during 2001 and 2002. The performance indicators found in the Legislation are: placement, number served, community services provided, and customer satisfaction. (ETA 1.1I)

Customer Satisfaction *Performance and Goals* Goal 1.1J: Increase customer satisfaction with services received from workforce investment activities in connection with the One-Stop delivery system. (DOL 1.1E)
Indicator	*Targeted Population*	*Program*	PY *1999 Performance*	PY *2000 Goal*	PY *2001 Goal*	PY *2002 Goal*
Score of participant satisfaction with services on the American Customer Satisfaction Index.	Registered participants in WIA Activities	WIA Adult and Youth Activities	*	67	69	70
Score of employer satisfaction with services on the American Customer Satisfaction Index.	Employers	WIA Adult and Youth Activities	*	65	66	68
*This is a new WIA goal based upon a weighted average of negotiated levels of performance for all States.

Note: Goals corresponding to the DOL FY2002 Annual Performance Plan are in parentheses.

Customer Satisfaction Means and Strategies:

Build on the launch of the Workforce Excellence Network by providing training, tools and assistance to Workforce Investment Areas and One-Stop partner programs using the Malcolm Baldrige criteria for performance excellence, quality and continuous improvement techniques, and employer and participant customer satisfaction. Provide recognition to workforce entities that achieve identified levels of performance excellence.

A PREPARED WORKFORCE

Outcome Goal 1.2: Increase Number of Youth

Making a Successful Transition to a Career Path

Programs Include:

Apprenticeship Training
Responsible Reintegration for Young Offenders

Indian and Native American Youth
School-to-Work Opportunities

Job Corps
Youth Activities Formula Grants

Migrant and Seasonal Farm Worker Youth
Youth Opportunity Grants

Total Budget: $2,655,454,750

Youth Formula Grants

Performance and Goals

Goal 1.2A: Increase entrance and retention of youth registered under the WIA youth program in education, training, or employment. (DOL 1.2A)

Indicator
Targeted Population Program PY

1999 Performance
PY

2000 Goal
PY

2001 Goal
PY

2002 Goal

In employment, post-secondary education, advanced training, apprenticeships in the third quarter after exit (DOL 1.2A) Disadvantaged Youth aged 14-18 WIA Youth Program * 48% 50% 53%

Employed in the first quarter after program exit (DOL 1.2A) Disadvantaged Youth aged 19-21 WIA Youth Program * ^ ^ 63%

Retention in employment in the third quarter after exit of those who were employed in the quarter after program exit (DO1.2AL/ETA 1.2B) Disadvantaged Youth aged 19-21 WIA Youth Program * 69% 70% 77%

* Six States implemented the WIA program in June of 1999. The rest of the States will implement WIA in 2000. Data from the first six States will be included in next year's report.

^ This is a new goal for Program Year 2002.

Note: Goals corresponding to the DOL FY2002 Annual Performance Plan are in parentheses.

Youth Formula Grants Budget: The total request is for $1,000,965,000, a temporary decrease of $147,000,000 from the revised FY 2001 level. The request will assist approximately 721,000 youth, the same as projected for FY 2001. This is possible because of the availability of unspent funds from prior years that will enable States to maintain the same service levels. Approximately 1.5% of the youth formula budget is available for Indian and Native American Youth Programs, which translates to approximately $15,014,000.

Youth Formula Grants Means and Strategies:

Collaborate with local youth providers, partners, and stakeholders to establish and support strong youth councils that strategically align and leverage resources to link local youth needs and labor market needs and improve the efficiency and quality of youth services. (Please note: This is a cross-cutting strategy implemented in conjunction with the Apprenticeship Program.)

Collaborate with local youth providers, partners, and stakeholders to promote the provision of a systematic offering of comprehensive youth services that are based upon individual assessment and tailored to the age and maturity level of each individual youth. (Please note: This is a cross-cutting strategy across all Office of Youth Opportunities Programs.)
Collaborate with local youth providers, partners and stakeholders to encourage and promote youth connections to the One-Stop delivery system. (Please note: This is a cross-cutting strategy across all Office of Youth Opportunities Programs.)

Collaborate with local youth providers, partners and stakeholders to invest in a performance accountability system where data from performance measurement is built into a process for continuously improving the provision of services and activities and promoting customer satisfaction. (Please note: This is a cross-cutting strategy across all Office of Youth Opportunities Programs.)

Consult with Indian and Native American Program and the Migrant and Seasonal Farm Worker Program grantee partners to discuss relevant programmatic and administrative issues. (Please note: This is a cross-cutting strategy across all Office of Youth Opportunities Programs.)

Job Corps *Performance and Goals* 1.2B: Increase participation, retention, and earnings of Job Corps graduates in education, training, or employment. (DOL 1.2B)
*Indicator*	*Targeted Population*	*Program*	PY *1999 Performance*	PY *2000 Goal*	PY *2001 Goal*	PY *2002 Goal*
Enter employment or be enrolled in education	Severely Disadvantaged Youth	Job Corps	88.3%	85%	85%	88.5%
Average hourly wages at entered employment	Severely Disadvantaged Youth	Job Corps	$7.49	>$6.50	$7.25	$7.90
Six month retention in employment or education	Severely Disadvantaged Youth	Job Corps	71.3%	70%	70%	70%

Note: Goals corresponding to the DOL FY2002 Annual Performance Plan are in parentheses.

Job Corps Budget: The request for Job Corps is $1,399,148,000, the same as in FY 2001. This request will provide for operating costs for 121 centers and an enrollment level of 72,900 new students.

Job Corps Means and Strategies:

ETA will enhance career development support, including expanded placement services, for Job Corps graduates and former enrollees. ETA will continue to aggressively implement school-to-work strategies and build mutually beneficial relationships with WIA partners - especially employer involvement in the development of occupational training programs. ETA will accomplish this by:

(1) Placing continued emphasis on performance in the competitive procurement process;

(2) Incorporating findings from reports to-date from the long-term evaluation study of Job Corps and other external bodies, such as the Office of Inspector General and General Accounting Office, to enhance program design;

(3) Accelerating student learning through innovative instructional methodology and incorporation of technology both as a training tool and to facilitate accessing information about jobs or further education;

(4) Creating partnerships with employers to customize training, provide work-based learning sites, and to expand Job Corps' job placement network; and

(5) Integrating Job Corps into the broader workforce development system.

ETA will continue to reflect performance/results-based criteria in its contract procurements. Job Corps' center operations and outreach, admissions/career transition services contracts will be procured specifying the outcomes and quality indicators the government seeks in contract performance. Performance results will be published and used with quality assessment results to form the contractor's Past Effectiveness rating, which is a determining factor in the Department's decision to award option years or subsequent contracts.

Youth Opportunity Grants *Performance and Goals* 1.2 C: Increase retention of Youth Opportunity Grant participants in education, training, or employment. (DOL 1.2C)
Indicator	Targeted Population	Program	PY 1999 Performance	PY 2000 Goal	PY 2001 Goal	PY 2002 Goal
In employment, post-secondary education, advanced training, apprenticeships in the third quarter after exit	At Risk Youth, aged 14-18, living in High Poverty Areas	Youth Opportunity Grants	*	48%	50%	53%
Retention in employment in the third quarter after exit of those who were employed in the quarter after program exit	At Risk Youth, aged 19-21, living in High Poverty Areas	Youth Opportunity Grants	*	69%	70%	72%
* The DOL Strategic Plan goal 1.2C was revised in the DOL Annual performance plan to be more consistent with the WIA program goals and to better reflect the outcomes expected for older and younger youth.

Note: Goals corresponding to the DOL FY2002 Annual Performance Plan are in parentheses.

Youth Opportunity Grants Budget: The total request is for $250,000,000, the same as the revised FY 2001 level. Funds will permit the Department to fully fund the third year of previously awarded grants to 36 communities. Approximately 4% of the Youth Opportunities Grants is available for the Migrant and Seasonal Farm Worker Youth Program, which translates to approximately $10,000,000.

Youth Opportunity Grants Program Means and Strategies:

Provide and support targeted technical assistance efforts, tools, and projects and capacity building efforts that increase effectiveness of staff and service provider agencies to ensure new demands are met. (Please note: This is a cross-cutting strategy to be implemented by the Youth Opportunity Grants Program, the Indian and Native American Program and the Migrant and Seasonal Farm Worker Program.)
Provide intensive technical assistance to youth opportunity grantees that address fiscal, project management, staff and core activity capacity.

Indian and Native American Program and Migrant and Seasonal Farmworker Program *Performance and Goals* Goal 1.2D: Increase the skill attainment, work readiness and employment of youth registered under the Indian and Native American Program. Goal 1.2E: Increase the skill attainment, advanced training, and employment of youth registered under the Migrant and Seasonal Farm Worker Program.
Indicator	Targeted Population	Program	PY 1999 Performance	PY 2000 Goal	PY 2001 Goal	PY 2002 Goal
Attain at least two goals relating to basic skills, work readiness, skill attainment, entered employment and skill training (1.2D)	Native American Youth	Indian and Native American Program	+	+	60%	60%
Earn a secondary school diploma or its recognized equivalent (GED)(1.2D)	Native American Youth	Indian and Native American Program	+	+	65%	65%
Attain at least one basic skill (1.2E)	Migrant and seasonal farm worker youth	Migrant and Seasonal Farm Worker Program	+	+