19026 Federal Register / Vol. 72, No. 72 / Monday, April 16, 2007 / Notices 

Signed at Washington, DC, this 4th day of 

April, 2007. 

Linda G. Poole, 

Certifying Officer, Division of Trade 

Adjustment Assistance. 

[FR Doc. E7–7100 Filed 4–13–07; 8:45 am] 

BILLING CODE 4510–FN–P 

DEPARTMENT OF LABOR 

Employment and Training 

Administration 

Preparing Ex-Offenders for the 

Workplace Through BeneficiaryChoice Contracting; Solicitation for 

Grant Applications 

Announcement Type: New. Notice of 

solicitation for grant applications. 

Funding Opportunity Number: SGA/ 

DFA PY–06–14. 

Catalog of Federal Domestic 

Assistance (CFDA) Number: 17,261. 

Key Dates: The closing date for receipt 

of applications under this 

announcement is May 25, 2007. 

Applications must be received no later 

than 4 p.m. (Eastern Time). Application 

and submission information is 

explained in detail in Section IV of this 

SGA. 

There will be an informational 

webinar held for this grant competition. 

Information on the date/time of this 

webinar and a recording for applicants 

who cannot attend will be available on 

www.dol.gov/cfbci. 

Summary: The Employment and 

Training Administration (ETA), U.S. 

Department of Labor (DOL), announces 

the availability of approximately $5 

million in Responsible Reintegration of 

Youthful Offender grant funds to 

address the specific workforce 

challenges of ex-offenders and produce 

positive outcomes with a particular 

focus on employment and reduced 

recidivism. Projects funded under this 

competition will be consistent with both 

DOL’s Youth Vision and President 

Bush’s Faith-Based and Community 

Initiative. 

Grant funds awarded under this 

competition will be used to implement 

a program of services for ex-offenders 

(ages 18 to 29) under a beneficiarychoice contracting model. The 

beneficiary choice contracting model, to 

be explained more fully later, involves 

providing program participants with an 

independent choice among multiple 

service providers for specific services. 

Participants will receive case 

management services from the grantee, 

but will choose among contracted 

specialized service providers for more 

in-depth services, including soft-skills 

training and long-term follow up on 

participant outcomes. The grantee will 

compensate the contracted specialized 

service providers on a per capita basis 

for services provided, as well as per 

capita performance-based incentives. 

The overarching objective of these 

programs will be to help ex-offenders 

receive services and training, enter and 

retain employment, and avoid 

recidivism. Each application must 

provide evidence of partnerships with a 

network of faith-based and community 

organizations (FBCOs), the public 

workforce investment system and the 

criminal justice system. Strategic 

partnerships between business 

representatives from high-growth/highdemand industries and the education 

and training community are also 

encouraged. It is anticipated that 

individual awards will average 

$1,000,000 for the first year of operation 

to serve 225 participants per site. 

Supplementary Information: This 

solicitation provides background 

information on Beneficiary Choice 

Contracting and critical elements 

required of projects funded under the 

solicitation. It also describes the 

application submission requirements, 

the process that eligible applicants must 

use to apply for funds covered by this 

solicitation, and how grantees will be 

selected. This announcement consists of 

eight parts: 

• Part I provides background 

information on Beneficiary Choice 

Contracting, DOL’s Youth Vision, and 

The President’s Faith-Based and 

Community Initiative. 

• Part II describes the size and nature 

of the anticipated awards. 

• Part III describes the qualifications 

of an eligible applicant. 

• Part IV provides information on the 

application and submission process. 

• Part V explains the review process 

and rating criteria that will be used to 

evaluate applications. 

• Part VI provides award 

administration information. 

• Part VII contains ETA contact 

information. 

• Part VIII contains other information 

for applicants. 

Part I. Funding Opportunity 

Description 

1. Background 

Experts estimate that each year more 

than 650,000 inmates are released from 

Federal and State prisons and return to 

their communities and families. The 

return of these ex-prisoners threatens 

the fragile cohesion in many of the most 

troubled neighborhoods in America. 

Without help, a majority of ex-prisoners 

return to criminal activity. For example, 

according to the U.S. Department of 

Justice, 68 percent of inmates will be 

charged with new crimes within three 

years of their release from prison, and 

47 percent will be reconvicted. 

Released prisoners face a myriad of 

challenges that contribute to a return to 

criminal activity, re-arrest, and reincarceration. Joblessness among exprisoners has been broadly linked to 

recidivism rates. Statistics reveal that 

even before incarceration, adult 

prisoners demonstrate weak or nonexistent ties to the workforce. Data from 

1997 show that nearly one-third of adult 

prisoners were unemployed in the 

month before their arrest, compared to 

seven percent unemployment in the 

general population. Post-incarceration 

employment rates only get worse—

unemployment among ex-prisoners has 

been estimated at between 25 and 40 

percent. Likewise, prisoners also 

demonstrate low levels of educational 

attainment. Nineteen percent of adult 

State prisoners are completely illiterate 

and 40 percent are functionally 

illiterate; over half of State parole 

entrants were not high school graduates 

and as many as eleven percent had an 

eighth grade education or less. 

Research has also broadly 

documented the substance abuse and 

mental health issues of ex-prisoners—

factors that are likely to contribute to 

poor education levels, lack of 

employability, and a return to criminal 

activity. A study of parolees from State 

prisons in 1999 found that 84 percent 

had been using an illegal drug or 

abusing alcohol at the time of their 

offense. One-quarter had been alcohol 

dependent and one-quarter had been IV 

drug users. Fourteen percent had a 

mental illness and twelve percent were 

homeless at the time of their arrest. In 

some States, nearly one-quarter of 

parole revocations were related to drugrelated violations. 

In returning to criminal activity, exprisoners contribute to the presence of 

violence and crime in already struggling 

neighborhoods and reduce their own 

chances of living healthy and positive 

lives or contributing to their families. 

Research indicates that parental loss is 

related to a host of poor outcomes for 

children that include poverty, drug 

abuse, educational failure, criminal 

behavior, and premature death. Healthy 

and consistent relationships between 

parents and children strengthen the 

community by positively impacting 

both generations. Ex-offenders with 

strong family and community ties have 

greater success in reintegrating into the 

community and avoiding incarceration. 

In order to successfully reintegrate 

into the community, it is essential that 


cprice-sewell on PROD1PC66 with NOTICES
Federal Register / Vol. 72, No. 72 / Monday, April 16, 2007 / Notices 19027 

ex-offenders possess the skills and 

support necessary to enter and compete 

in the workforce. This solicitation is 

designed to draw on the unique 

strengths of faith-based and community 

organizations that may not readily 

partner with the government under 

more typical funding mechanisms. 

These organizations will serve as a 

primary partner for social service 

delivery to ex-prisoners, offering highly 

personalized support as well as a direct 

link into the communities to which the 

ex-prisoners are returning. The program 

also seeks to coordinate the provision of 

these services with judicial system 

supervision of the released prisoners by 

working with parole and probation 

officers. 

Community-based partners are well 

suited for this work because they can 

provide the resources and infrastructure 

necessary to intervene in the lives of 

returnees and interrupt cycles of crime 

and incarceration. This grant will rely 

heavily on FBCOs to develop 

relationships and ensure connections to 

rehabilitation services for the formerly 

incarcerated. Research indicates that 

faith-based and community institutions 

are among the strongest, most trusted 

institutions in the urban neighborhoods 

to which the majority of released 

inmates will return. Local faith-based 

and community organizations possess 

many resources at their command—

including buildings, volunteers, the 

respect of the community and a rich 

tradition of outreach and service. 

Churches, mosques, temples, service 

organizations, and community centers 

can be especially significant in 

impoverished urban areas, where 

FBCOs have historically had a strong 

presence. 

Many FBCOs also possess a proven 

ability to work collaboratively with 

other service providers and justice 

agencies for the delivery of social 

services. This is a vital asset since many 

FBCOs in poor urban neighborhoods are 

small and possess limited financial 

resources. To effectively ensure 

connections to job training and social 

services, they must build collaborations 

with other public and private 

organizations. A substantial number of 

inner-city faith-based and community 

leaders already operate re-entry 

programs. This initiative will help 

develop and expand these programs that 

provide job training, mentoring and 

other transitional services that help exoffenders avoid recidivism and become 

contributing members of their 

communities. 

Objectives 

This program is designed to operate 

via a beneficiary-choice contracting 

model. Under this model, the individual 

receiving government-funded services 

(beneficiary) is offered a genuine and 

independent choice among multiple 

providers. Each provider offers the same 

core services, as well as a unique 

combination of related services. Since 

service providers are allowed flexibility 

in the combination of and approach to 

services they offer, this model fosters a 

diversity of service styles in service 

delivery. This diversity, in turn, enables 

each recipient to choose the provider 

best suited to his or her unique needs 

and encourages a greater personal 

engagement as the recipient takes 

ownership in choosing among a variety 

of services and providers. The approach 

allows flexibility and freedom to both 

participants and providers, and enables 

organizations that might be disinclined 

to partner with the government in a 

more constrained environment to 

consider doing so. 

Grant objectives for this program 

include: 

• Positive outcomes for participants, 

including lower recidivism, successful 

employment and increased job 

retention; 

• Drawing upon the unique strengths 

of many faith-based and community 

groups that may not readily partner with 

the government under more typical 

funding mechanisms; and 

• Serving as a model for Federal, 

State and local agencies looking to 

implement beneficiary-choice 

contracting. 

Service Model 

Grants will be awarded to faith-based 

and community organizations, 

Workforce Investment Boards, One-Stop 

Career Centers, corrections agencies, 

and other State or local agencies. The 

grantee will act as the central services 

coordinator (services coordinator). 

Participants can be recruited in many 

different ways, including by referrals to 

the services coordinator directly by the 

courts, parole agencies, criminal justice 

agencies, local One-Stop Career Centers, 

Youth Build programs or other service 

providers. A referral network of service 

providers must also be developed and 

maintained by each grantee. 

Services Coordinator 

Participants will be enrolled by the 

services coordinator, which will provide 

case management and referral to 

program services. The services 

coordinator will conduct an initial 

assessment of the participant’s needs 

and interests and then offer him or her 

a genuine and independent choice 

among a variety of approved specialized 

service providers for in-depth services. 

The participant will make this choice 

based on summaries of the specialized 

service providers that include a 

description of the services offered (both 

core and specialized) by each subcontractor (listed below). This 

participant choice must be free, 

independent and informed. The service 

coordinator may discuss the 

participants needs discovered in the 

initial assessment, but once the choice 

process has begun, each participant 

must make the choice of specialized 

service providers based on the neutral 

information given to him or her by the 

service coordinator. 

The services coordinator will provide 

case management to all participants that 

enroll in the program. The services 

coordinator will also manage 

relationships and contracts with its 

network of specialized service 

providers. Expenditures by the services 

coordinator on its own activities and 

expenses cannot account for more than 

40% of grant funds. This includes funds 

reserved for services and program 

administration, including technical 

assistance and oversight. At least 60% 

must be spent on services for 

participants through specialized service 

providers serving program participants. 

All grantee sites must include access 

to a wide variety of services that exoffenders need to successfully transition 

into employment. As services 

coordinators, grantee organizations will: 

• Identify and recruit participants; 

• Provide basic intake services, 

including assessment of needs and 

interests; 

• Offer each participant a genuine 

and independent choice among service 

providers—including at least one 

provider of non-religious-based services; 

• Require informed consent forms of 

individuals choosing services that 

contain religious content; 

• Provide ongoing case management; 

• Aid recipients in making full use of 

all services available through local OneStop Career Center systems, including, 

when possible, Individual Training 

Accounts; 

• Develop a referral process for 

services. Through this referral process 

the service coordinator will ensure that 

there is a provider of non-religiousbased (secular) service for every 

religious-based service offered; 

• Recruit employers that are willing 

to employ program participants; and 

• Develop a data collection strategy. 


cprice-sewell on PROD1PC66 with NOTICES
19028 Federal Register / Vol. 72, No. 72 / Monday, April 16, 2007 / Notices 

As manager of its contracts with 

specialized service providers, grantee 

organizations will: 

• Design guidelines and baseline 

criteria for service provider 

organizations’ participation. These 

objective criteria would require a level 

of quality in basic services offered. In 

addition, preference in selecting 

specialized service provider subcontractors should be given to 

organizations that provide a diverse 

offering of supplementary services; 

• Recruit a minimum of five 

specialized service providers—

including FBCOs; 

• Ensure at least one specialized 

service provider that offers nonreligious-based services; 

• Establish performance-based 

contracts with service provider 

organizations; 

• Oversee grant data collection 

procedures and compilation; 

• Aid service providers in 

compliance with necessary reporting 

and other compliance issues; 

• Deliver contract payment to service 

providers; and 

• Perform all other aspects of 

managing the Federal grant—including 

fiscal controls and responsibility. 

After obtaining the consent of the 

participant, the services coordinator 

must share information including basic 

contact information, assessment 

information and any other pertinent 

information with the chosen service 

provider. Case management must also 

be provided in coordination with the 

specialized service provider so as to 

minimize duplication and confusion for 

the participant. 

Service coordinators must also 

develop a referral system to address 

participant needs beyond those 

addressed by the core services offered. 

The service coordinator must develop a 

functional referral system to provide 

participants referrals to other 

specialized services beyond core 

services that might not be met through 

specialized service providers. Through 

this referral process the service 

coordinator will ensure that that there is 

at least one provider of non-religiousbased (secular) service if that same 

specialized service is offered through 

religious-based service by the subcontractors. Services that the 

coordinator may provide referrals for 

include transitional housing, substance 

abuse treatment, health services 

(including mental health services and 

counseling), continuing education 

system (including alternative schools 

and community colleges), and the OneStop Career Center. The services 

coordinator will maintain relationships 

with organizations/entities offering 

these specialized services and must 

keep updated information on each 

referral partner to ensure there is always 

a current list of referral partners. This 

referral list must be kept separate from 

the specialized service provider list. 

However, specialized service providers 

may also be listed on this referral list. 

Specialized Service Provider 

Based upon an established 

performance-based contract with the 

grant recipient organization (services 

coordinator), specialized service 

provider organizations will offer 

specific services to participants. A 

single organization or its affiliates, 

cannot serve as both coordinator and a 

specialized service provider. 

The services coordinator will offer the 

participant a genuine and independent 

choice of providers. The services 

coordinator will then refer the 

participant to the chosen specialized 

services provider. The specialized 

service provider will receive both the 

participant and their needs assessment 

from the services coordinator. The 

specialized service provider will then 

use both the prior assessment and its 

own in-person meetings with the 

participant to develop an individual 

services plan, which will serve as a 

guide for both the provider and the 

participant as he/she works through the 

program. Any case management 

provided by the specialized service 

provider must also be coordinated with 

the services coordinator so as to 

minimize duplication and confusion for 

the participant. 

All specialized service providers will 

be required to provide the following 

core services: 

• Work readiness training (e.g. soft 

skills, life skills and/or basic skills); 

• Career counseling (e.g. one-on-one 

or group mentoring); and 

• Follow-up on participants’ post 

program outcomes for a minimum of six 

months. 

In addition to core services, it is 

expected that specialized service 

providers offer other useful services for 

ex-offenders transitioning into the 

workplace. These supplementary 

services, offered either directly or 

through partnerships with other 

organizations, could include: 

• Counseling (including anger 

management, addiction, family, social 

reintegration, etc.) 

• Transitional housing 

• Substance abuse and alcohol 

prevention 

• Child care services 

• Mentoring 

• English proficiency courses 

• Job placement 

• Alternative secondary school 

offerings (GED preparation) 

• Financial literacy 

• Job retention services 

• Supportive services (e.g. bus passes, 

interview clothing, fees for GED testing, 

etc.) 

• Tutoring, study skills training, 

instruction, and degree attainment (e.g. 

GED, Associates Degree or technical 

certificate) 

Specialized service providers will be 

compensated on a per-capita basis based 

upon their contract with the services 

coordinator. Partial compensation will 

be provided on a per-capita basis after 

the participant has enrolled in the 

program. The remainder payment(s) will 

be based on attainment of specific 

outcomes: completion of course 

curriculum, job placement, job retention 

and non-recidivism. 

Specialized service providers will be 

responsible for tracking outcomes on 

clients served, services provided, 

completion of services rendered, job 

placement, job retention, earnings and 

recidivism. Specialized service 

providers must report back to the 

services coordinator on all the services 

received and outcomes for participants 

served under the grant. 

As part of the grant application 

process, the applicant must submit a 

detailed Memorandum of Agreement 

(MOA) with at least three specialized 

service providers that describe the 

specialized service provider’s firm 

commitment to act as a subcontractor in 

the program. This MOA will describe 

the role of the services coordinator and 

specialized service provider, the core 

and supplementary services to be 

provided, and the method of payment 

for these services. A minimum of five 

specialized service providers must be a 

part of each grant program when 

services begin. Specialized service 

providers include faith-based and 

community organizations. Specialized 

service providers are to be selected 

without regard to religious character 

affiliation, or lack thereof. At least one 

specialized service provider at each site, 

however, must offer non-religious-based 

(secular) services. Participants may not 

choose more than one specialized 

service provider from whom to receive 

core services. 

Partnership With Workforce Investment 

System 

A grantee must develop a functioning 

referral system with its local One-Stop 

Career Center and Workforce Investment 

Board. While the nature of these referral 

relationships will vary, grantees may 

enter into agreements with the 


cprice-sewell on PROD1PC66 with NOTICES
Federal Register / Vol. 72, No. 72 / Monday, April 16, 2007 / Notices 19029 

workforce investment system to assist 

with assessments of participants, 

development of individual employment 

service strategies, enrollment in training 

programs, and placement into jobs. 

As part of the application process, the 

applicant must submit an MOA with 

their local Workforce Investment Board/ 

One-Stop Operator that describes the 

One-Stop Operator’s firm commitment 

to entering into, at a minimum, a formal 

referral partnership with the applicant. 

This formal partnership should produce 

two-way client referrals from the OneStop Career Center to the applicant and 

from the applicant to the One-Stop 

Career Center on which the applicant 

will be required to report, as well as 

appropriate access to One-Stop Career 

Center resources. The MOA must 

describe that the One-Stop Operator has 

acknowledged that the applicant 

organization is complementing the 

services provided by the One-Stop 

Career Center. If an agreement with the 

One-Stop Operator is not provided, the 

applicant should, at a minimum, 

demonstrate that the One-Stop Operator 

was contacted and provided a sufficient 

opportunity for response. 

Partnership With Local Corrections 

Agency 

The applicant must also submit an 

MOA from at least one local corrections 

agency with which the applicant will 

work on this project. This document 

will also describe the corrections 

agency’s firm commitment to entering a 

formal referral partnership with the 

applicant. 

This formal partnership will produce 

referrals from the local detention facility 

to the grantee. This may include prerelease sessions with soon-to-bereleased inmates on the nature of the 

programs and developing important prerelease relationships, especially in the 

area of mentoring, where appropriate. 

The agreement must describe that the 

corrections agency has acknowledged 

that the applicant organization and its 

subcontractors will provide reentry 

services that will assist former inmates. 

If an agreement with the local 

corrections agency is not provided, the 

applicant should, at a minimum, 

demonstrate that the agency was 

contacted and provided sufficient 

opportunity for response. Similar 

agreements with parole and probation 

agencies are also encouraged. 

Outcomes 

As this is an employment-focused 

program, the U.S. Department of Labor 

is funding specific employment-based 

services and outcomes. Four outcome 

measures will be used to measure 

success in these grants: Entered 

employment rate, employment retention 

rate, earnings, and recidivism rate. In 

addition, grantees will report on a 

number of leading indicators that will 

serve as predictors of success. Leading 

indicators will include: Enrollment rate; 

participation in education/training; 

workforce preparation; mentoring; 

attainment of degrees and certificates; 

reduced substance abuse; proportion of 

enrollees in stable housing (beyond 90 

days post-release); and proportion of 

enrollees complying with parole 

conditions. In applying for these grants, 

grantees and their sub-contractors agree 

to submit updated Management 

Information System (MIS) data on 

enrollee characteristics, services 

provided, placements, outcomes, and 

follow-up status. 

Evaluation 

There will be a formal evaluation of 

this initiative. In applying for these 

grants, applicants and their subcontractors agree to cooperate in this 

evaluation by providing enrollment and 

participation data and other information 

during all years of the project. 

2. DOL’s Youth Vision 

The White House Taskforce on 

Disadvantaged Youth notes that despite 

the billions of Federal, State, local, and 

private dollars spent on needy youth 

and their families, many out-of-school, 

at-risk youth are currently being left 

behind in our economy because of a 

lack of program focus and emphasis on 

outcomes. Well-designed and 

coordinated programs offer youth who 

have become disconnected from 

mainstream institutions and systems 

additional opportunities to successfully 

transition to adult roles and 

responsibilities. DOL’s Youth Vision 

focuses on four major areas: Improving 

alternative education services to youth, 

meeting the demands of business, 

especially in high-growth industries and 

occupations, serving the neediest youth, 

and improving program performance. 

Applicants are encouraged to 

demonstrate a commitment to these 

objectives in their program design and 

application. 

3. The President’s Faith-Based and 

Community Initiative 

President Bush’s Faith-Based and 

Community Initiative is built on a 

simple conviction: America can do 

better for our neighbors in need when 

we enlist every partner willing to join in 

service. Advancing this goal first 

requires ensuring a ‘‘level playing field’’

for all organizations willing to join with 

the government in service, including 

ones that may have been excluded in 

the past. The Center for Faith-Based and 

Community Initiatives at the U.S. 

Department of Labor (the Center) has 

worked to eliminate any barriers 

preventing effective organizations from 

partnering with the government. Equally 

important, the Center works with all 

agencies of the Department of Labor to 

cultivate public/nonprofit/private 

partnerships nationwide to make its 

services both more comprehensive and 

more effective. 

A critical aspect of removing barriers 

and forging new partnerships involves 

expanding opportunities for choicebased social services. In addition, 

because participants make an 

independent choice among providers, 

the organizations providing services 

enjoy greater flexibility to incorporate 

elements that would not otherwise be 

permitted in more typical governmentfunded programs, including religious 

aspects. This freedom results in a 

broader and more diverse social safety 

net since organizations that may have 

had little interest in partnering with 

government programs under more 

typical scenarios may be willing to 

become providers of government-funded 

services. While more traditional social 

services may be ideal for some program 

participants, others may benefit 

tremendously from the unique and 

innovative programs offered by new 

providers. The opportunity to make real 

choices can also serve to empower 

program participants and increase their 

sense of engagement in the services they 

receive. 

Whatever the social service may be, 

faith-based and community 

organizations have an indispensable 

role to play. Their networks of 

dedicated volunteers, local knowledge, 

and deep roots in their communities 

provide a tremendous complement to 

more traditional government-funded 

programs. This enables maximum 

impact for taxpayer dollars. Most 

significantly, the service of faith-based 

and community organizations can have 

a deep and abiding impact on the 

individuals they serve and the 

community as a whole. 

Applicants are encouraged to 

demonstrate a commitment to these 

objectives in their program design and 

application. 

4. Areas of ETA Emphasis for This SGA 

ETA has developed six areas of 

emphasis for projects funded through 

this SGA: (1) Increasing service provider 

choice for ex-offenders returning to their 

communities; (2) helping ex-offenders 

connect to local FBCOs to receive 

support services that increase 


cprice-sewell on PROD1PC66 with NOTICES
19030 Federal Register / Vol. 72, No. 72 / Monday, April 16, 2007 / Notices 

attachment to the labor market; (3) 

building strategic partnerships; (4) 

leveraging resources; (5) achieving highperformance outcomes; and (6) 

replicability. These areas of emphasis 

are taken into account in the evaluation 

of proposals. 

• Increasing Service Provider Choice 

for Ex-Offenders Returning to Their 

Communities. This SGA places great 

emphasis on ensuring that participants 

are able to choose the organization and 

services that will best suit their needs. 

Not only does this give the participant 

a sense of ownership of the program, it 

also enables him/her to select the 

services that address their specific 

needs. This SGA also requires a diverse 

assortment of providers for the 

participant to choose from. It is 

anticipated that broader choices and 

greater participant engagement will 

provide higher employment and lower 

recidivism among participants. 

• Helping Ex-Offenders Connect to 

Local FBCOs To Receive Support 

Services That Increase Attachment to 

the Labor Market. Faith-based and 

community organizations are well 

equipped to provide aid and support to 

people in need. Many such 

organizations have been serving for 

decades in some of America’s most 

resource-poor neighborhoods, and are 

strengthened by dedicated volunteers, 

local knowledge, and deep roots in their 

communities. This SGA will help 

establish formalized links with FBCOs 

that already provide many valuable 

support services to ex-offenders 

returning to the community, and will 

draw upon their strengths to provide 

support that will enable ex-offenders to 

succeed in the workplace and avoid 

repeating past mistakes. 

• Building Strategic Partnerships. 

ETA believes that strategic partnerships 

between faith-based and community 

organizations and the public workforce 

investment system, business and 

industry representatives, the 

correctional system, and education and 

training providers such as community 

colleges, are vital to ensuring that 

participants gain the skills and 

competencies necessary to enter and 

advance in the workplace. 

In order to maximize success, each 

partner must be engaged in its area of 

strength and have a clearly defined role 

in the partnership. For example, faithbased and community organizations can 

provide a highly personal connection to 

participants, as well as services that can 

prove decisive in job retention, such as 

mentoring and soft-skills training. 

Employers provide work-based 

opportunities for participants. 

Community colleges and other 

education and training providers assist 

in providing training for new and 

incumbent workers. The corrections 

system makes referrals to the program 

and can provide external impetus to 

participants for their own success. The 

workforce investment system may assist 

with the assessments of participants, 

develop individual service strategies, 

enroll them in training programs, place 

trained participants into jobs and 

conduct follow-up. A wide range of 

other partner roles and responsibilities 

can be included in the design and 

implementation of a beneficiary-choice 

model. 

• Leveraging Resources. Applicants 

should utilize funds and resources from 

other entities. Leveraging resources in 

the context of strategic partnerships 

accomplishes three goals: (1) using the 

entirety of resources available through a 

clearly defined strategy; (2) increasing 

stakeholder investment in the project at 

all levels, including design and 

implementation phases; and (3) 

broadening the impact of the project 

itself. 

Businesses, faith-based and 

community organizations, and 

foundations often invest resources to 

support workforce development. In 

addition, other government programs 

may provide resources, including WIA 

funds reserved for Statewide activities, 

local WIA Youth formula funds, State 

juvenile justice funds, Federal No Child 

Left Behind education funds, Chaffee, 

Runaway and Homeless funds and State 

education funds. ETA encourages 

applicants and their partners to be 

entrepreneurial as they seek out, utilize, 

and sustain these resources while 

creating effective, innovative projects 

for ex-offenders. 

Applicants will be rated in part on 

their ability to demonstrate 

commitments of leveraged resources. 

These leveraged resources may be either 

in-kind or cash contributions. Please 

note, Rating Criteria D specifically 

awards points for the use of leveraged 

resources. While the failure to offer 

leveraged resources as a part of an 

application will not preclude 

consideration of the application, it will 

place the applicant at a significant 

disadvantage since one of the evaluation 

criteria evaluates the quality of 

leveraged resources. Applicants must 

describe in detail how such leveraged 

funds will be used and demonstrate 

how these funds will contribute to the 

goals of the project. 

• High Performance Outcomes. DOL 

expects that 225 ex-offenders through 

the adult criminal justice system will be 

served during the first year of operation 

at each site awarded a grant under this 

SGA. The measured outcomes for this 

initiative will include education or job 

training, placement in employment, 

increased retention, and reduced 

recidivism. The ultimate success of this 

project will hinge upon the strength of 

these quantifiable results. 

• Replicability. As mentioned above, 

this SGA will test the beneficiary-choice 

model in the context of services 

provided to ex-offenders. If successful, 

materials will be created from this 

program that will provide substantive 

guidance to Federal, State and local 

agencies for implementation of 

beneficiary-choice contracting—both in 

reentry services and a wide array of 

other government-funded services. 

5. Examples of Projects That Could Be 

Funded Under This Solicitation 

Types of projects that could be funded 

under this SGA include, but are not 

limited to, the following examples. 

Please note that these are only 

examples, and applicants are 

encouraged to propose alternative 

approaches. All proposals will be 

judged on their own merits. 

Example 1 

Project Hope of Sklar County, a nonprofit 501(c)(3) organization, is awarded 

a $1,000,000 grant under the 

Beneficiary-Choice Contracting Pilot 

Program. It will serve as the central 

services coordinator. Project Hope 

formalizes its plans and documents 

laying out the services it and its future 

partners will provide, and then 

aggressively publicizes an informational 

meeting for social service providers that 

would be willing to contract with 

Project Hope to serve ex-offenders. 

Ultimately, Project Hope enters formal 

contracts with six non-profit 

organizations and one for-profit 

organization: Dreams Unlimited, 

Kronberg Service Center, Shepherd of 

the Valley Fellowship, The Sklar Jewish 

Union, Anglican Ministries, and Briggs 

Work Aid, Inc. Project Hope will be 

known as the ‘‘services coordinator,’’

and the six contractors will be known as 

specialized service providers. At least 

one of the non-profit organizations, 

Kronberg Service Center, will offer an 

entirely non-religious program, as does 

Briggs Work Aid, Inc. 

Project Hope will identify and recruit 

ex-offenders, working closely with the 

local criminal justice agency. It will 

provide basic intake services and needs 

assessments to each participant, and 

offer participants information on the 

differences between each of the six 

specialized service providers. 

Participants are then free to choose from 

among the six providers for the services 


cprice-sewell on PROD1PC66 with NOTICES
Federal Register / Vol. 72, No. 72 / Monday, April 16, 2007 / Notices 19031 

they will receive. Participants that opt 

to receive services with religious 

content must sign an informed consent 

form. 

In addition to its contractual 

relationships with the specialized 

service providers, Project Hope will 

provide participants with an in-depth 

referral list of service providers that 

includes both religious-based and nonreligious-based (secular) specialized 

services. In addition, it maintains 

regular contact with the local One-Stop 

Career Center, ensuring that participants 

make full use of all services available 

through the local One-Stop Career 

Center, including Individual Training 

Accounts to address their needs beyond 

those met by the core services provided. 

Once the participant is referred to the 

specialized service provider, Project 

Hope will continue to provide overall 

case management, ensure that the 

participant has access to other available 

complementary resources, and compile 

data collection on all participants. 

Under the terms of the contracts, each 

of the six organizations will provide 

certain core services, including work 

readiness training (e.g. soft skills, life 

skills and/or basic skills), career 

counseling and follow-up with 

participants post program activity. In 

addition, each organization will make a 

unique combination of supplementary 

services available to the participants it 

serves. For example, Dreams Unlimited 

offers counseling, substance abuse 

prevention training, English proficiency 

courses, financial literacy education and 

job placement services. Both the 

Kronberg Service Center and Shepherd 

of the Valley Fellowship offer one-onone mentoring, GED preparation, and 

child care services. Sklar Jewish Union 

offers group mentoring, individual 

counseling, and a six-month residential 

substance abuse recovery program. 

Anglican Ministries provides 

transitional housing and child care 

services. Briggs Work Aid, Inc provides 

job placement and retention services as 

well as several different supportive 

services including bus passes and 

appropriate interview attire. 

The contracts set out clear guidelines 

for compensation to the specialized 

service providers, which is provided 

monthly on a per capita basis. Project 

Hope will provide $500 for each 

participant that chooses and is 

subsequently registered by a specialized 

service provider. It will then provide 

$400 for each participant that completes 

the specialized service providers’ soft 

skills curriculum. Project Hope will 

provide additional performance-based 

compensation of $1,800 per participant 

that achieves one of three major 

milestones: Holding unsubsidized 

employment for more than 90 days, 

completing an accredited vocational 

training certification or at least one 

semester at an accredited institution of 

higher learning, or acquiring a GED. 

Project Hope will contribute $75,000 

of its own funds so that it can serve 

approximately 300 participants rather 

than the minimum of 225. In addition, 

it has received a $100,000 grant from the 

Lokkesmoe Foundation that Project 

Hope will use to pay the community 

college or vocational school fees of 

participants that opt to seek further 

education. 

Example 2 

The local One-Stop Career Center 

serves as the services coordinator and 

enters contracts with specialized service 

providers to deliver services. The OneStop Career Center will provide all of 

the services of the services coordinator 

listed above—identify and recruit exoffenders, identify and recruit 

specialized service providers, provide 

basic intake services, including 

assessment of needs and interests, offer 

each participant a choice among service 

providers (including at least one 

provider of non-religious-based (secular) 

services), require informed consent 

forms of individuals choosing services 

with religious content and provide case 

management. The One-Stop Career 

Center will also be uniquely suited to 

making full use of all training and 

placement services available through 

the workforce investment system—

including, when possible, Individual 

Training Accounts. In addition to its 

contractual relationships with the 

specialized service providers, the OneStop Career Center will provide 

participants with an in-depth referral 

list of service providers that includes 

both religious-based and non-religiousbased (secular) services. 

As grant manager, the One-Stop 

Career Center is also responsible for 

designing guidelines for specialized 

service providers’ participation, 

recruiting providers of targeted services, 

ensuring at least one provider of nonreligious services, establishing 

performance-based contracts with the 

provider organizations, overseeing grant 

data collection procedures and 

compilation and fiscal controls, 

delivering contract payment to service 

providers, and performing all other 

aspects of managing the Federal grant. 

The One-Stop Career Center also has an 

agreement with the local criminal 

justice agency for participant 

recruitment purposes. 

The network of specialized service 

providers is composed of faith-based 

and community organizations (FBCOs) 

as well as other service providers. 

Each specialized service provider 

must enter a contract committing to 

provide soft-skills training (i.e. work 

readiness, life skills and/or basic skills), 

career counseling and long-term follow 

up, and most providers provide 

supplementary services. Providers 

receive compensation of $300 as a 

registration fee for each participant that 

chooses to enter their program. In 

addition, providers will receive $900 for 

each participant that completes the softskills training offered by the provider. 

They will receive $900 if the participant 

remains out of prison for 90 days. They 

will receive $500 if the participant 

remains retained in employment for 90 

days, and an additional $500 for 180 

days of employment. (The One-Stop 

Career Center is aware that if all 

participants achieved performance 

goals, the cost of $3,100 per participant 

it would add up to more than the grant 

provides. However, the One-Stop Career 

Center will make up for this short-fall 

both by additional financial 

contributions and the fact that a certain 

percentage of program participants will 

not achieve performance goals.) 

Part II. Award Information 

1. Award Amount 

ETA intends to fund grants for five 

projects, to serve 225 individuals (age 

18 to 29) through the adult criminal 

justice system, per year, at an average 

annual grant amount of $1,000,000 per 

site. Applicants may submit proposals 

within the range of $800,000 to 

$1,200,000. A larger or smaller amount 

may be requested based on the number 

of participants proposed to serve, but 

deviations from this amount must be 

clearly justified in the application. 

2. Period of Performance 

The period of grant performance will 

be 22 months from the date of execution 

of the grant document. This 

performance period shall include 4 

months of organizational preparation, 

12 months of service delivery, and six 

months of follow-up data collection. 

Depending on the availability of funds 

and satisfactory performance, additional 

years of funding may be available for 

these grants. In addition, ETA may elect 

to exercise its option to award no-cost 

extensions to these grants for an 

additional period based on the 

satisfactory progress of the program in 

placing participants in jobs, education, 

training, mentoring, and reducing the 

recidivism of participants. 

The probability of continuation of 

grants beyond the initial period of grant 


cprice-sewell on PROD1PC66 with NOTICES
19032 Federal Register / Vol. 72, No. 72 / Monday, April 16, 2007 / Notices 

performance will be greatly reduced for 

those grantees that do not begin 

providing services by the end of the first 

four months. No more than ten percent 

of the services coordinator budget is to 

be used in the four-month planning 

period. Grantees are expected to reserve 

a portion of their grant funding to 

continue to report on recidivism and 

employment outcomes for up to six 

months after services end. 

Part III. Eligibility Information 

1. Eligible Applicants 

Applicants must be either a faithbased or community organization that is 

exempt from taxation pursuant to 26 

U.S.C. 501(c)(3) at the time of 

application submission, or a 

government agency (such as a 

Workforce Investment Board, One-Stop 

Career Center, corrections agency, State 

or local government, housing authority). 

The applicant will be the lead 

organization that will represent a 

partnership system that consists of the 

public workforce system, the local 

corrections agency and other social 

services providers (including faithbased and community organizations). At 

least one of the contracted specialized 

service providers offered to participants 

must offer a program that contains no 

religious content. 

As stated above, applicants must 

demonstrate the existence of a 

partnership with both their local 

Workforce Investment Board/One-Stop 

Career Center system and their local 

corrections agency. In addition to 

relationships with both these 

organizations and specialized services 

sub-contractors, collaborations are also 

encouraged with other entities, 

including child welfare and foster care 

agencies, substance abuse treatment 

providers, social service agencies, 

education and training providers, 

business representatives, transitional 

housing providers, health care 

providers, etc. These providers may fill 

a role as sub-grantees. A single 

organization, or its affiliates, cannot 

serve as both coordinator and 

specialized service provider. 

ETA expects to make five awards 

including a minimum of two to faithbased and community organizations. 

2. Grantee Resources 

There is no matching requirement for 

these grants. However, applicants will 

be rated in part on their ability to 

demonstrate commitments of leveraged 

resources. 

3. Other Eligibility Requirements 

Beneficiary Eligibility. Individuals 

aged 18 to 29 who have been convicted 

of a Federal or State crime through the 

adult criminal justice system, are 

returning from a State institution, and 

are not currently enrolled in a 

traditional program may be served by 

these grants. This includes but is not 

limited to individuals returning from 

correctional facilities or detention 

centers, half-way houses, and those 

under State supervision that have 

transitioned from a State prison to a 

local jail prior to release. Participants 

must enroll in the program within 60 

days after release from the criminal 

justice system. 

Veterans Priority. This program is 

subject to the provisions of the ‘‘Jobs for 

Veterans Act,’’ (Pub. L. 107–288, 38 

U.S.C. 4215), which 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. To obtain priority of service, a 

veteran must meet the program’s 

eligibility requirements. ETA Training 

and Employment Guidance Letter 

(TEGL) No. 5–03 (Sept. 16, 2003) at 

http://www.doleta.gov/Seniors/ 

other_docs/TEN5_03_VETS.pdf 

provides general guidance on the scope 

of the veterans priority statute and its 

effect on current employment and 

training programs. 

Part IV. Application and Submission 

Information 

1. Address To Request Application 

Package 

This announcement includes all 

information and links to forms needed 

to apply for this funding opportunity. 

2. Content and Form of Application 

Submission 

The proposal must consist of two (2) 

separate and distinct parts, Parts I and 

II. Applications that fail to adhere to the 

instructions in this section will be 

considered non-responsive and will not 

be considered. 

Part I of the proposal is the Cost 

Proposal and must include the 

following three items: 

• The Standard Form (SF) 424, 

‘‘Application for Federal Assistance’’

(also available at 

http://www.grants.gov/agencies/ 

approved_standard_forms.jsp#1). The 

SF 424 must clearly identify the 

applicant and be signed by an 

individual with authority to enter into 

a grant agreement. Upon confirmation of 

an award, the individual signing the 

SF424 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. See Office of Management and 

Budget (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: http:// 

www.dunandbradstreet.com or call 1–

866–705–5711. 

• The Budget Information Form SF 

424A (available at http:// 

www.doleta.gov/sga/forms.cfm). In 

preparing the SF 424A, the applicant 

must provide a concise narrative 

explanation to support the request. The 

budget narrative should break down the 

budget and leveraged resources by the 

project activities specified in the 

technical proposal and should discuss 

precisely how the administrative costs 

support the project goals. The budget 

narrative must also provide a detailed 

back-up budget that includes the 

number of staff to be hired by job title. 

Part II of the application is the 

Technical Proposal, which demonstrates 

the applicant’s capabilities to plan and 

implement the grant project in 

accordance with the provisions of this 

SGA. The guidelines for the content of 

the Technical Proposal are provided in 

Section V(1) of this SGA; emphasis 

should be placed on the areas listed in 

Section I(4) of this SGA. The Technical 

Proposal is limited to fifteen (15) 

double-spaced, single-sided 8.5 inch by 

11 inch pages with twelve point text 

font and one-inch margins. Any pages 

over the 15 page limit will not be 

reviewed. 

In addition, the applicant must 

provide: 

• MOAs from the partnering agencies, 

• MOAs from the specialized service 

providers, 

• a time line outlining project 

activities, and a 

• two-page Executive Summary 

summarizing the proposed project and 

applicant profile information including: 

(1) Applicant name; (2) project title; and 

(3) requested funding level. 

These additional materials do not 

count against the fifteen (15) page limit 

for the Technical Proposal. The 

additional materials may not exceed 

(15) fifteen pages in addition to the 

Technical Proposal. 

Please note that applicants that fail to 

provide a SF 424, SF 424A and/or a 

budget narrative will be removed from 

consideration prior to the technical 


cprice-sewell on PROD1PC66 with NOTICES
Federal Register / Vol. 72, No. 72 / Monday, April 16, 2007 / Notices 19033 

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 

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 should be shown 

together on the SF 424 and SF 424A 

Budget Information Form. Applicants 

are also encouraged, but not required, to 

submit OMB Survey No. 1890–0014: 

Survey on Ensuring Equal Opportunity 

for Applicants, which can be found at 

http://www.doleta.gov/sga/forms.cfm. 

Except for the discussion of match 

and leveraged resources in response to 

the evaluation criteria, no cost data or 

reference to prices should be included 

in the technical proposal. Please note 

that applicants should not send letters 

of commitment or support separately to 

ETA because letters are tracked through 

a different system and will not be 

attached to the application for review. 

Applications may be submitted 

electronically on www.grants.gov or in 

hard-copy via U.S. mail, professional 

delivery service, or hand delivery. 

These processes are described in further 

detail in Section IV(3). 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 electronic 

copy of the proposal on CD–ROM. 

3. Submissions Dates, Times, and 

Address 

The closing date for receipt of 

applications under this announcement 

is May 25, 2007. Applications must be 

received at the address below no later 

than 4 p.m. (Eastern Time), except as 

identified in the ‘‘Late Applications’’

paragraph below. 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 considered. 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: Eric Luetkenhaus, 

Reference SGA/DFA PY–06–14, 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 

applications will be received at the 

above address. 

Applicants may apply online at 

http://www.grants.gov by the deadline 

specified above. Any application 

received after the deadline will not be 

accepted. For applicants submitting 

electronic applications via Grants.gov, 

please note that it may take several days 

to complete the ‘‘Get Started’’ steps to 

register with Grants.gov at http:// 

www.grants.gov/GetStarted. It is 

strongly recommended that these 

applicants immediately initiate this step 

in order to avoid unexpected delays that 

could result in the disqualification of 

their application. If submitted 

electronically through http:// 

www.grants.gov, applicants should save 

application documents as a .doc or .pdf 

file. 

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, was properly 

addressed, and: (a) Was sent by U.S. 

Postal Service registered or certified 

mail 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 post marked by the 

15th of that month) or (b) was sent by 

professional overnight delivery service 

or submitted on Grants.gov to the 

address not later than one working day 

prior to the date specified for receipt of 

applications. It is highly recommended 

that online submissions be completed 

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. ‘‘Post marked’’

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. 

There will be an informational 

webinar held for this grant competition. 

Information on the date/time of this 

webinar and a recording for applicants 

who cannot attend will be available on 

http://www.dol.gov/cfbci. 

4. Intergovernmental Review 

This funding opportunity is not 

subject to Executive Order (EO) 12372, 

‘‘Intergovernmental Review of Federal 

Programs.’’

5. Funding Restrictions 

All proposal costs must be necessary 

and reasonable in accordance with 

Federal guidelines. Determinations of 

allowable costs will be made in 

accordance with the applicable Federal 

cost principles, as identified in OMB 

Circulars A–122, A–87, A–21 or at 48 

CFR part 31 (See 29 CFR 95.27, 97.22). 

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. 

Applicants will not be entitled to 

reimbursement of pre-award costs. 

Regulations governing the treatment 

in government programs of religious 

organizations and religious activities 

can be found at 29 CFR part 2, subpart 

D. Grantees and subawardees are 

expected to be aware of and observe the 

regulations in this subpart. Provisions 

relating to the use of indirect Federal 

support, such as through vouchers or 

other choice mechanisms, are found 

within 29 CFR part 2, subpart D at 29 

CFR 2.33(c) and at 20 CFR 667.266. 

Additional information about the 

proper, constitutional use of ‘‘indirect’’

Federal financial assistance can be 

found in Training and Employment 

Guidance Letter (TEGL) 1–05. See 

http://wdr.doleta.gov/directives/ 

corr_doc.cfm?DOCN=2088. 

Due to the fact that subawardees are 

paid through indirect funding (the 

beneficiary-choice contracting model), 

subawardees may make inherently 

religious activities (e.g. religious 

instruction, prayer, proselytizing, etc.) 

an integrated part of their federallysupported program and may require 

participants to participate in them. 

Indirect assistance may be used for 

religious activities, because the 

customer has exercised his/her genuine 

and independent choice by freely 

selecting the program with religious 

aspects or content from among a variety 

of options, both secular and religious. 

As a result, participation in the religious 

activities is considered voluntary. The 


cprice-sewell on PROD1PC66 with NOTICES
19034 Federal Register / Vol. 72, No. 72 / Monday, April 16, 2007 / Notices 

recipient, therefore, may use indirect 

Federal assistance to train a participant 

in religious activities. However, 

pursuant to Section 188(a)(3) of the 

Workforce Investment Act of 1998, 29 

U.S.C. 2938(a)(3), a subawardee may not 

employ participants to construct, 

operate, or maintain any part of any 

facility that is used or to be used for 

religious instruction or as a place for 

religious worship (except with respect 

to the maintenance of a facility that is 

not primarily or inherently devoted to 

sectarian instruction or religious 

worship, in a case in which the 

organization operating the facility is 

part of a program or activity providing 

services to participants). See 29 CFR 

37.6(f). 

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 

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 the grant award. 

Administrative Costs. Under the WIA, 

Preparing Ex-Offenders for the 

Workplace through Beneficiary-Choice 

Contracting, 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 both direct and 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. 

Although there will be administrative 

costs associated with the managing of 

the partnership as it relates to specific 

grant activity, the primary use of 

funding should be to support the actual 

training activity(ies). To claim any 

administrative costs that are also 

indirect costs, the applicant must obtain 

an indirect cost rate agreement as 

described above. 

Expenditures by the services 

coordinator on its own activities and 

expenses cannot account for more than 

40% of total grant funds. This includes 

funds reserved for services and program 

administration, including technical 

assistance and oversight. At least 60% 

must be spent on services for 

participants through specialized service 

providers serving program participants. 

6. Other Submission Requirements 

Withdrawal of Applications. 

Applications may be withdrawn by 

written notice or telegram (including 

mailgram) received at any time before 

an award is made. Applications may be 

withdrawn in person by the applicant or 

by an authorized representative thereof, 

if the representative signs a receipt for 

the proposal. 

V. Application Review Information 

1. Rating Criteria 

This section identifies and describes 

the criteria that will be used to evaluate 

the proposals submitted in response to 

this solicitation. These criteria and 

point values are: 

Criterion Points 

A. Need for the Project ................... 10 

B. Program Management and Organization Capacity ..................... 25 

C. Project Design and Service 

Strategy ....................................... 40 

D. Linkages to Key Partners and 

Leveraged Resources ................. 25 

Total Possible Points ............... 100 

A. Need for the Project (10 Points) 

The applicant should demonstrate the 

need for the project by providing 

information on the number of exoffenders in the area to be served and 

the justification of the need for the 

project in the community served by the 

grant. Use local data to identify the 

number of ex-offenders between the 

ages of 18 and 29 returning to your 

community through the adult criminal 

justice system and how this compares 

with the State or county as a whole. If 

there are particular neighborhoods 

within the city in which you plan to 

focus this grant, describe these 

neighborhoods and provide available 

data specific to that area. If possible, 

provide such data for the specific 

neighborhoods that you plan to serve 

rather than county-wide data. 

Discuss the services or lack of services 

in your area that exist to assist this 

population. Discuss the extent of 

criminal activity in the area that you 

will be serving and include all other 

information relevant to establishing the 

need for your project, including 

recidivism rate, crime rate, etc. 

Discuss the proposed service strategy; 

describe how it will address the lack of 

services available in the area targeted for 

the grant activities and how it will 

ensure that participants are prepared for 

and placed and retained in jobs. 

Scoring on this factor will be based on 

evidence of the following: 

• The need in the area served, 

including the crime rate and annual 

number of returnees to your city, 

county, State and proposed targeted 

area; and 

• The dearth of services provided to 

this population and how and why they 

need to be served. 

• Your description of how the 

proposed service strategy will address 

the identified gaps and ensure that 

clients are prepared for, placed in, and 

retained in jobs. 

B. Program Management and 

Organization Capacity (25 points) 

The applicant should demonstrate the 

capability of providing the services 

proposed and of acting as the Services 

Coordinator. 

The Services Coordinator must (1) 

provide basic services; (2) manage 

contracts; and (3) establish and maintain 

strong referral networks for services not 

funded by this grant. 

(1) Provide Basic Services (5 Points). 

Describe the experience/capacity of staff 

(or criteria for staff you will hire) and 

the organization, in serving exoffenders. In addition, and as stated 

above, these services should include but 

are not limited to the following: 

• Identify and recruit participants; 

• Provide basic intake services, 

including assessment of needs and 

interests; 

• Offer each participant a free, 

independent, and informed choice 

among service providers—including at 

least one provider of secular nonreligious-based services; 

• Require informed consent forms 

from individuals choosing services that 

contain religious content; 

• Provide ongoing case management 

(in coordination with the specialized 

services provider); and 

• Aid recipients in making full use of 

all services available through local OneStop Career Center, including, when 

possible, Individual Training Accounts. 

• Recruit employers that are willing 

to employ program participants. 

(2) Manage Contracts (10 Points). 

Describe the experience/capacity of the 

organization’s staff in managing 

contracts and managing sub-contractors. 

Specifically include organizational 

capabilities and previous history of 

managing choice-based programs and 

data systems, infrastructure to manage 

and support choice-based programs, and 

any performance-based contracting 

experience. As stated above, these 

services should include but are not 

limited to the following: 

• Design guidelines and baseline 

criteria for service provider 

organizations’ participation. These 


cprice-sewell on PROD1PC66 with NOTICES
Federal Register / Vol. 72, No. 72 / Monday, April 16, 2007 / Notices 19035 

objective criteria would require a level 

of quality in basic services offered. In 

addition, preference in selecting 

specialized service provider contractors 

should be given to organizations that 

provide a diverse offering of 

supplementary services; 

• Recruit a minimum of five 

specialized service providers—

including FBCOs; 

• Ensure at least one at least one 

provider of secular non-religious-based 

services; 

• Establish performance-based 

contracts with service provider 

organizations; 

• Develop a data collection strategy 

and oversee the management 

information system (MIS) grant data 

collection procedures and compilation 

for all partners in the program; 

• Aid service providers in complying 

with necessary reporting and other 

compliance issues; 

• Deliver contract payments to 

service providers; and 

• Perform all other aspects of 

managing the Federal grant—including 

fiscal controls. 

(3) Establish and Maintain a Strong 

Referral Network (10 Points). Describe 

the experience/capacity of the applicant 

and key grantee staff in working with 

other organizations that provide 

different services. Service coordinators 

must also develop a referral system to 

address participant needs beyond those 

addressed by the core services. The 

service coordinator must develop a 

functional referral system to provide 

participants referrals to other 

specialized services beyond core 

services that might not be met through 

specialized service providers. Through 

this referral process the service 

coordinator will ensure that that there is 

at least one provider of non-religiousbased (secular) service if that same 

specialized service is offered through 

religious-based service by the subcontractors. Services that the 

coordinator may provide referrals for 

include transitional housing, substance 

abuse treatment, health services 

(including mental health services and 

counseling), continuing education 

system (including alternative schools 

and community colleges), and the OneStop Career Center. The services 

coordinator will maintain relationships 

with organizations/entities offering 

these specialized services and must 

keep updated information on each 

referral partner to ensure there is always 

a current list of referral partners. This 

referral list must be kept separate from 

the specialized service provider list. 

The applicant must also include a 

description of organizational capacity 

and the organization’s track record as an 

intermediary, working with this 

population, and managing a grant of this 

size. Applicants must identify a project 

manager, discuss the proposed staffing 

pattern and the qualifications and 

experience of key staff members, 

provide detailed descriptions of the 

roles of the participating partners, and 

give evidence of the existence and 

utilization of data systems to track 

outcomes. 

Scoring on this factor will be based on 

evidence of the following: 

• The organization’s capabilities and 

previous history of providing case 

management and assessment services to 

ex-offenders, including the basic 

services previously listed, managing 

grants and sub-contractors, including 

those compensated through a 

performance-based process, and 

developing and maintaining strong 

partnerships with community service 

providers to which participants might 

be referred. Applicants must 

demonstrate the infrastructure to 

manage and support this type of 

program. 

• The time commitment of the 

proposed staff is sufficient to assure 

proper direction, management, and 

timely completion of the project. 

• The roles and contribution of staff, 

consultants, and collaborative 

organizations are clearly defined and 

linked to specific objects and tasks. 

• The background, experience, and 

other qualifications of the staff are 

sufficient to carry out their designated 

roles. 

• The applicant organization has the 

capacity to accomplish the goals and 

outcomes of the project, including 

project management, has appropriate 

systems to track outcome data and 

establishes and maintains a strong 

referral network. 

• The proposed referral plan 

including ensuring that that there is at 

least one provider of non-religiousbased (secular) service if that same 

specialized service is offered through 

religious-based service by the subcontractors. 

C. Project Design and Service Strategy 

(40 points) 

Please describe your project design 

and service strategy. This section should 

be divided into six parts. 

I. Requirements for and Identification 

of Specialized Service Providers. 

II. Recruiting and Referral from the 

Criminal Justice System. 

III. Assessment and Initial Services for 

Participants. 

IV. Participant Opportunity to 

Choose/Referral to Specialized Provider. 

V. Case Management, Relationship 

with the Workforce Investment System 

and Referral for Supplemental Services 

or Training. 

VI. Expected Outcomes and FollowUp Management with Specialized 

Providers and Ensuring Appropriate 

Grants Management and Outcomes. 

I. Requirements for and Identification of 

Specialized Service Providers (5 Points) 

Describe the baseline requirements 

that are needed for organizations to 

become specialized service providers. 

How will the applicant identify and 

recruit a diversity of specialized service 

providers, including faith-based and 

community organizations? What types 

of agreements will the applicant enter 

into with these organizations? What 

steps will the applicant take (or has the 

applicant taken) to ensure that there is 

at least one provider of secular nonreligious-based services? What 

procedures with the applicant employ 

to ensure adequate diversity in services 

provided by the selected specialized 

services providers—including 

preference in selecting specialized 

service provider contractors should be 

given to organizations that provide a 

diverse offering of supplementary 

services? The applicant must submit a 

detailed Memorandum of Agreement 

(MOA) with at least three specialized 

service providers that describe the 

specialized service provider’s firm 

commitment to act as a subcontractor in 

the program. This will describe the role 

of the services coordinator and 

specialized service provider, the 

services provided, and the method of 

payment for these services. A minimum 

of five specialized service providers 

must be a part of each grant program 

when services begin. 

Scoring on this criterion will be based 

on the applicant’s ability to 

demonstrate: 

• The existence of an outreach/ 

identification strategy which will be 

aggressive, inclusive and clear for 

potential providers—including faith 

based and community organizations and 

at least one non-religious provider. 

• The existence of guidelines and 

baseline criteria for service provider 

organizations’ participation. These 

objective criteria would require a level 

of quality in basic services offered. In 

addition, preference in selecting 

specialized service provider contractors 

should be given to organizations that 

provide a diverse offering of 

supplementary services. 

• A plan for recruiting additional 

specialized service providers, including 

identification of basic requirement for 

participation as a specialized service 


cprice-sewell on PROD1PC66 with NOTICES
19036 Federal Register / Vol. 72, No. 72 / Monday, April 16, 2007 / Notices 

provider, and what additional services 

the applicant anticipates will be 

provided by additional specialized 

service providers. 

• MOAs with at least three 

specialized service providers. MOAs 

with additional specialized service 

providers are encouraged. A minimum 

of five specialized service providers 

must be a part of each grant program 

when services begin. 

II. Recruiting and Referral From the 

Criminal Justice System (5 Points) 

Describe how participants will be 

recruited into the program. Identify and 

describe how the criminal justice 

system partners will refer participants to 

the program. Describe how coordination 

and communication will be maintained 

between probation and parole offices 

and the applicant, in the areas of 

recruiting, pre-release service provision, 

program participation and follow-up. 

Scoring on this criterion will be based 

on the applicant’s ability to 

demonstrate: 

• The existence of a sound strategy 

for coordinating with the local criminal 

justice system for the referral of, and 

joint services for, participants into the 

program; and 

• The existence of a sound strategy 

for coordinating with the probation and 

parole offices throughout program 

involvement and during post-program 

follow-up. 

III. Assessment and Initial Services for 

Participants (5 Points) 

Describe the services that will be 

provided to the participants when they 

are recruited into the program. Identify 

what assessment tools and methods will 

be used to determine the skills, 

aptitudes and needs of participants. 

Describe the specific strategies and 

methods that will be used to meet the 

different needs of the participant and 

how these build on services already 

available in the community. 

Scoring on this criterion will be based 

on the applicant’s ability to 

demonstrate: 

• A quality assessment that will 

provide the applicant with the proper 

information needed to meet all of the 

needs of the participant, both through 

specialized service providers, and 

referrals to other community services. 

IV. Participant Opportunity to Choose/ 

Referral to Specialized Provider (5 

Points) 

Applicants should explain how 

participants will be referred once he or 

she has chosen a specialized services 

provider. Applicants will also describe 

how this choice will be explained to 

program participants and the process 

that will be used for the referral. 

Describe examples of specialized service 

providers and the types of services they 

will provide. 

Scoring on this criterion will be based 

on the applicant’s ability to 

demonstrate: 

• A clear plan for how a free, 

independent and informed choice of 

service providers will be presented to 

and made by the participant. 

V. Case Management, Relationship with 

the Workforce Investment System and 

Referral for Supplemental Services or 

Training (5 Points) 

Describe the case management 

strategy that your organization will use 

throughout the program. What services 

will be provided through case 

management and how often will you 

communicate with the participant to 

make sure he/she receives the services 

that are needed. Describe how the 

applicant will coordinate case 

management with the specialized 

services providers. 

Describe the approach that will be 

used in the project, including the 

sequence of services (i.e., assessments, 

training, etc.), how the specific services 

for participants are determined, and 

which partner/specialized service 

provider will provide which services. In 

addition, identify the supportive 

services that will be provided to 

participants and describe how such 

services will facilitate participation. 

Identify which support services will be 

provided by the grantee pre- and postplacement, as well as intra- and posttraining. Indicate which services will be 

provided by project partners or from 

sources other than the grant. 

Describe the job placement strategies 

that will be used in the program. 

Describe the rationale for deciding 

which services are necessary for 

participants to attain, retain or advance 

in the job. Discuss the extent to which 

the One-Stop Career Center will assist in 

the job training, placement and 

retention efforts. 

Describe the approach for referring 

participants to supplemental services or 

training available from existing service 

providers in the community. Scoring on 

this criterion will be based on the 

applicant’s ability to demonstrate: 

• A continuous and coordinated case 

management plan that will assist the 

participant through the entire 

program—including post placement; 

• The link between the basic service 

provider (the grantee), the specialized 

service provider, the workforce 

investment system, the criminal justice 

system, and other needed supportive 

services; 

• The referral process for linking 

participants to non-partner service and 

job training providers operating in the 

community. 

VI. Expected Outcomes and Follow-Up 

Management With Specialized 

Providers and Ensuring Appropriate 

Grants Management and Outcomes (15 

Points) 

DOL expects that each project site 

will serve 225 ex-offenders through the 

adult criminal justice system, ages 18–

29, each year and that outcomes will 

include placement in employment, job 

retention, and reduced recidivism. 

While it is recognized that some 

participants will not achieve the desired 

outcomes, to be counted toward the 225 

‘‘served’’ a participant must receive at 

least registration and case management 

and be enrolled by the specialized 

service provider. At least 200 

participants must receive soft-skills 

training and career counseling from a 

specialized service provider. 

As DOL expects this definition to be 

used for determining the number of 

participants served, applicants should 

expect to enroll more than 225 

individuals as some participants may 

not arrive at the specialized service 

provider to which they are referred. 

As stated before, four outcome 

measures will be used to measure 

success in these grants: entered 

employment rate, employment retention 

rate, earnings, and recidivism rate. In 

addition, grantees will report on a 

number of leading indicators that will 

serve as predictors of success. Leading 

indicators will include: enrollment rate; 

participation in education/training; 

workforce preparation; mentoring; 

attainment of degrees and certificates; 

reduced substance abuse; proportion of 

enrollees in stable housing (beyond 90 

days post-release); and proportion of 

enrollees complying with parole 

conditions. 

Discuss the outcomes for the 

proposed project and how these 

outcomes will be attained, taking into 

consideration that participants entering 

this program may have low basic skills 

levels and may require extensive 

remediation and skills training. Also 

provide realistic numerical goals for 

each of these outcome measures. The 

discussion of outcome goals should 

include the methods proposed to collect 

and validate outcome data in a timely 

and accurate manner. Note that these 

will represent the expected levels of 

performance. DOL will negotiate the 

actual levels of performance on these 


cprice-sewell on PROD1PC66 with NOTICES
Federal Register / Vol. 72, No. 72 / Monday, April 16, 2007 / Notices 19037 

measures with grantees after grant 

award. 

Discuss the payment system for 

services provided. 

Discuss the data collected/reporting 

system for both the specialized services 

provider and the Service Coordinator. It 

is required that all applicants track 

employment for at least six months and 

recidivism for at least one year. 

Discuss the follow-up services that 

will be provided by the applicant and 

the specialized service provider after the 

participant has been placed into 

employment. 

Also, provide a timeline outlining 

project activities, including expected 

start-up, implementation, participant 

follow-up for performance outcomes, 

grant close-out and other activities. 

Provide an MOA from at least three 

potential specialized service providers. 

Describe a plan for sustainability once 

the grant is over, including a timeline. 

Describe efforts the applicant will make 

to ensure that the program is replicable. 

Scoring on this criterion will be based 

on the applicant’s ability to 

demonstrate: 

• A service plan/project design that 

provides solutions to the challenges 

experienced by the ex-offender 

population to be served while 

addressing the need for training, 

employment and job retention; 

• Outcomes projected for the 

program, including whether the 

program structure is likely to produce 

the stated outcomes; 

• A solid data collection system that 

effectively tracks participants and 

outcomes; 

• A solid management structure that 

includes a payment schedule for 

specialized service providers; 

• The existence of a work plan that is 

responsive to the applicant’s statement 

of need and target population, and that 

includes specific goals, objectives, 

activities, implementation strategies, 

and a timeline; 

• The ability of the applicant to 

achieve the stated outcomes within the 

time frame of the grant; 

• The appropriateness of the 

outcomes with respect to the requested 

level of funding; 

• The appropriateness of the payment 

system for services provided; 

• An MOA with at least three 

specialized service providers; 

• The extent to which the project is 

sustainable; and 

• The extent to which the project is 

replicable. 

D. Linkages to Key Partners and 

Leveraged Resources (25 points) 

Linkages to Key Partners (20 points). 

Applicants must demonstrate the 

existence of partnerships. DOL 

encourages, and will be looking for, 

applications that go beyond the 

minimum level of partnerships and 

demonstrate broader, substantive, and 

sustainable partnerships. The applicant 

must identify the partners and explain 

the meaningful role each partner plays 

in the project as well as how resources 

will be leveraged among the partners. 

Describe plans to work as a partner 

with the local One-Stop Career Center to 

help the target population receive 

services, enter employment, and 

succeed in the workforce. If the 

applicant has not previously worked 

with a One-Stop Career Center, describe 

actions you have taken to develop a 

relationship with a One-Stop Career 

Center. If the applicant has worked with 

a One-Stop Career Center in the past, 

describe what actions have been taken 

to further develop the relationship. 

Attach an MOA from the local One-Stop 

Operator describing the formal referral 

partnership with the local Workforce 

Investment Boards and/or local OneStop Operator(s) with whom the 

applicant is working or with whom the 

applicant has developed a relationship 

as this proposal has been developed. 

The MOA should define the applicant’s 

plans to create a formal referral 

relationship with the One-Stop Career 

Center as a provider of services that 

complement the services offered by the 

One-Stop Career Center. This formal 

partnership should produce two-way 

client referrals from the One-Stop Career 

Center to the applicant and from the 

applicant to the One-Stop Career Center 

on which the applicant will be required 

to report. 

Describe plans to work as a partner 

with the local corrections agency. 

Attach an MOA from at least one local 

corrections agency with which the 

applicant will work on this project. This 

document should also describe the 

corrections agency’s firm commitment 

to enter a formal referral partnership 

with the applicant. Discuss how this 

partnership will produce referrals from 

the local detention facility to the 

grantee. If applicable, discuss planned 

pre-release sessions with soon-to-bereleased inmates on the specific 

elements of the proposed program—

especially in the area of mentoring. The 

letter must describe that the corrections 

agency has acknowledged that the 

applicant organization provides reentry 

services that will assist former inmates. 

If possible, the letter should also 

include the corrections agencies 

agreement to assist in tracking 

recidivism of participants. If an 

agreement with the local corrections 

agency is not provided, the applicant 

should, at a minimum, demonstrate that 

the agency was contacted and provided 

a sufficient opportunity for response. 

Similar agreements with parole and 

probation agencies are also encouraged. 

Describe the relationships the 

applicant has with other non-profit 

organizations that provide similar or 

complementary services. Explain how 

the applicant will leverage pre-existing 

relationships and partnerships to help 

achieve the proposed goals for the target 

populations and how the applicant will 

avoid duplication of existing services. If 

no relationships with other non-profit 

organizations exist, explain the reason 

and how the applicant plans to develop 

new relationships. 

Scoring on this criterion will be based 

on: (a) the applicants ability to fully 

demonstrate the comprehensiveness of 

the partnerships and the degree to 

which each partner plays a committed 

role, either financial or non-financial in 

the proposed project; (b) the breadth 

and depth of each key partner’s 

contribution, their knowledge and 

experience concerning grant activities 

and their ability to impact the success 

of the project; and (c) evidence, 

including MOAs, that key partners have 

expressed a clear dedication to the 

project and understand their areas of 

responsibility. 

Important factors include: 

• The extent to which the project will 

work collaboratively with the public 

workforce investment system; 

• The extent to which the project will 

work collaboratively with the local 

corrections agency; 

• The number of partners involved 

and their knowledge and experience 

concerning the proposed grant 

activities, and their ability to impact the 

success of the project; 

• The overall completeness of the 

partnership, including its ability to 

manage all aspects and stages of the 

project and to coordinate individual 

activities with the partnership as a 

whole; 

• Evidence that key partners have 

expressed a clear commitment to the 

project and understand their areas of 

responsibility, including an MOA from 

the key partners; 

• Evidence of a plan for interaction 

between partners at each stage of the 

project, from planning to execution; and 

• Evidence that the partnership has 

the capacity to achieve the outcomes of 

the proposed project. 

Leveraged Resources (5 points). 

Applicants should clearly describe any 

funds and resources leveraged in 

support of grant activities and 

demonstrate how these funds will be 

used to contribute to the goals of the 


cprice-sewell on PROD1PC66 with NOTICES
19038 Federal Register / Vol. 72, No. 72 / Monday, April 16, 2007 / Notices 

project. Applicants must describe in 

detail how such funds will be used, the 

source of funds, and how these funds 

will contribute to the goals of the 

project. This applies to funds leveraged 

from businesses, faith-based and 

community organizations, and Federal, 

State, local and/or private organizations. 

The description of leveraged resources 

must be supported by explicit MOAs 

and describe the resource amount and 

type (in-kind, cash, etc.). For any 

leveraged resources, applicants should 

fully describe through the MOA how the 

value of the resources was calculated 

and how those resources support the 

grant program. 

Scoring on this factor will be based on 

the extent to which the applicant fully 

describes the amount, commitment, 

nature, and quality of leveraged 

resources. Applicants will be scored 

based on the degree to which the source 

and use of funds is clearly explained 

and the extent to which leveraged 

resources are fully integrated into the 

project to support grant outcomes. 

Important elements of the explanation 

include: 

• Which partners have contributed 

leveraged resources and the extent of 

each contribution, including an 

itemized description of each 

contribution; 

• The quality of leveraged resources, 

including the purpose of the funds and 

the extent to which each contribution 

will be used to further the goals of the 

project; and 

• Evidence, stated in the MOAs, that 

key partners have expressed a clear 

commitment to provide the 

contribution. 

2. Review and Selection Process 

Applications will be accepted after 

the publication of this announcement 

until the closing date. A technical 

review panel will make careful 

evaluation of applications against the 

criteria set forth in Section V.1 of this 

Solicitation. These criteria are based on 

the policy goals, priorities, and 

emphases set forth in this SGA. Up to 

100 points may be awarded to an 

application based on the required 

information described in Section V of 

this Solicitation. The ranked scores will 

serve as a primary basis for selection of 

applications for funding, in conjunction 

with other factors such as urban, rural, 

and geographic balance; the availability 

of funds; the proportion of 

governmental and non-profit grantees; 

and which proposals are most 

advantageous to the Government. The 

panel results are advisory in nature and 

not binding on the Grant Officer, who 

may consider any information that 

comes to his attention. DOL may elect 

to award the grant(s) with or without 

prior discussions with the applicants. 

Should a grant be awarded without 

discussions, the award will be based on 

the applicant’s signature on the SF 424, 

which constitutes a binding offer. 

Part VI. Award Administration 

Information 

1. Award Notices 

All award notifications will be posted 

on the ETA Homepage at http:// 

www.doleta.gov. 

2. Administrative and National Policy 

Requirements 

All grantees, including faith-based 

organizations, will be subject to all 

applicable Federal laws (including 

provisions of appropriation laws), 

regulations, and the applicable OMB 

Circulars. The applicants selected under 

this SGA will be subject to the following 

administrative standards and 

provisions, if applicable: 

• Workforce Investment Act—20 

Code of Federal Regulations (CFR) Part 

667 (General Fiscal and Administrative 

Rules). 

• The Workforce Investment Act of 

1998, U.S.C. 2801 et seq. 

• Workforce Investment Act 

Regulations codified at (20 CFR pts. 

660–671). 

• OMB Circulars, A–122 Cost 

Principles, A–21 Cost Principles, A–87 

Cost Principles, 48 CFR part 31 Cost 

Principles. 

• 29 CFR part 2, Subpart D—Equal 

Treatment in Department of Labor 

Programs for Religious Organizations, 

Protection of Religious Liberty of 

Department of Labor Social Service 

Providers and Beneficiaries; 

• 29 CFR part 31—Nondiscrimination 

in Federally Assisted Programs of the 

Department of Labor—Effectuation of 

Title VI of the Civil Rights Act of 1964; 

• 29 CFR part 32—Nondiscrimination 

on the Basis of Handicap in Programs 

and Activities Receiving or Benefiting 

from Federal Financial Assistance; 

• 29 CFR part 35—Nondiscrimination 

on the Basis of Age in Programs or 

Activities Receiving Federal Financial 

Assistance from the Department of 

Labor; 

• 29 CFR part 36—Nondiscrimination 

on the Basis of Sex in Education 

Programs or Activities Receiving 

Federal Financial Assistance; 

• 29 CFR part 37—Implementation of 

the Nondiscrimination and Equal 

Opportunity Provisions of the 

Workforce Investment Act of 1998 

(WIA). 

• 29 CFR part 93—Lobbying; 

• 29 CFR part 95—Grants and 

Agreements with Non-Profit 

Organizations, Commercial 

Organizations, International 

Organizations, Foreign Governments, 

and Others; 

• 29 CFR part 96—Audit 

Requirements for Grants, Contracts and 

Other Agreements; 

• 29 CFR part 97—Uniform 

Administrative Requirements for Grants 

and Cooperative Agreements to State 

and Local Governments; 

• 29 CFR part 98—Government-wide 

Debarment and Suspension (NonProcurement) and Government-wide 

Requirements for Drug-Free Workplace; 

and 

• 29 CFR part 99—Audits of States, 

Local Governments, and Non-Profit 

Organizations. 

Note: Except as specifically provided in 

this notice, ETA’s acceptance of a proposal 

and award of Federal funds to sponsor any 

programs(s) does not provide a waiver of any 

grant requirements and/or procedures. For 

example, the OMB Circulars require that an 

entity’s procurement procedures must ensure 

that all procurement transactions are 

conducted, as much as practical, to provide 

full and open competition. If a proposal 

identifies a specific entity to provide 

services, ETA’s award does not provide the 

justifications or basis to sole-source the 

procurement, i.e., avoid competition, unless 

the activity is regarded as the primary work 

of an official partner to the application. 

3. Reporting Requirements 

Successful applicants will be required 

to submit performance information as 

well as Quarterly Financial Reports and 

Quarterly Progress Reports. 

Quarterly Financial Reports. A 

Quarterly Financial Status Report (SF 

269) is required until such time as all 

funds have been expended or the grant 

period has expired. Quarterly financial 

reports are due thirty days after the end 

of each calendar year quarter. Grantees 

must use ETA’s On-Line Electronic 

Reporting System. 

Quarterly Progress Reports. The 

grantee must submit a quarterly progress 

report to the designated Federal Project 

Officer within thirty days after the end 

of each calendar year quarter. Two 

copies are to be submitted providing a 

detailed account of activities 

undertaken during that quarter. The 

Department may require additional data 

elements to be collected and reported on 

either a regular basis or special request 

basis. Grantees must agree to meet the 

Department’s reporting requirements. 

The quarterly progress report should 

be in narrative form and must include: 

1. In-depth information on 

accomplishments, including number of 

clients served, which services were 


cprice-sewell on PROD1PC66 with NOTICES
Federal Register / Vol. 72, No. 72 / Monday, April 16, 2007 / Notices 19039 

provided, referrals made, recidivism 

statistics, project success stories, 

upcoming grant activities, promising 

approaches and processes, and progress 

in achieving performance outcomes; 

2. Challenges, barriers, or concerns 

regarding project progress; 

3. Lessons learned in the areas of 

project administration and management, 

successful referral structures, project 

implementation, partnership 

relationships and other related areas. 

MIS Data. Grantees will be required to 

submit updated MIS data on enrollment, 

services provided, placements, 

outcomes, and follow-up status. DOL 

will coordinate with sites after grant 

award to implement an MIS system for 

this project. 

Part VII. Agency Contacts 

Any technical questions regarding 

this SGA should be faxed to Melissa 

Abdullah, Grants Management 

Specialist, Division of Federal 

Assistance, at (202) 693–2705. This is 

not a toll-free number. You must 

specifically address your fax to the 

attention of Melissa Abdullah and 

should include SGA/DFA PY 06–14, a 

contact name, fax, and telephone 

number. 

FOR FURTHER INFORMATION CONTACT: 

Please contact Melissa Abdullah, Grants 

Management Specialist, Division of 

Federal Assistance, on (202) 693–3346. 

This is not a toll-free number. 

This announcement is also being 

made available on the ETA Web site at 

http://www.doleta.gov/sga/sga.cfm and 

http://www.grants.gov. 

Part VIII. Other Information 

OMB Information Collection No. 

1205–0458. 

Expires September 30, 2009. 

According to the Paperwork 

Reduction Act of 1995, no persons are 

required to respond to a collection of 

information unless such collection 

displays a valid OMB control number. 

Public reporting burden for this 

collection of information is estimated to 

average 20 hours per response, 

including time for reviewing 

instructions, searching existing data 

sources, gathering and maintaining the 

data needed, and completing and 

reviewing the collection of information. 

Send comments regarding the burden 

estimated or any other aspect of this 

collection of information, including 

suggestions for reducing this burden, to 

the U.S. Department of Labor, the OMB 

Desk Officer for ETA, Office of 

Management and Budget, Room 10235, 

Washington, DC 20503. PLEASE DO 

NOT RETURN YOUR COMPLETED 

APPLICATION TO THE OMB. SEND IT 

TO THE ADDRESS PROVIDED IN PART 

IV OF THIS SOLICITATION. 

This information is being collected for 

the purpose of awarding a grant. The 

information collected through this 

‘‘Solicitation for Grant Applications’’

will be used by the Department of Labor 

to ensure that grants are awarded to the 

applicant best suited to perform the 

functions of the grant. Submission of 

this information is required in order for 

the applicant to be considered for award 

of this grant. Unless otherwise 

specifically noted in this 

announcement, information submitted 

in the respondent’s application is not 

considered to be confidential. 

Resources for the Applicant 

DOL maintains a number of webbased resources that may be of 

assistance to applicants. The webpage 

for the DOL Center for Faith-Based and 

Community Initiatives (http:// 

www.dol.gov/CFBCI) is a valuable 

source of background on the President’s 

Initiative at the Department of Labor. It 

also contains valuable information on 

prisoner reentry. America’s Service 

Locator (http://www.servicelocator.org) 

provides a directory of our nation’s OneStop Career Centers. Applicants are 

encouraged to review ‘‘Understanding 

the Department of Labor Solicitation for 

Grant Applications and How to Write an 

Effective Proposal’’ (http://www/ 

dol.gov/cfbci/sgabrochure.htm). 

Signed at Washington, DC, this 11th day of 

April, 2007. 

Eric D. Luetkenhaus, 

Grant Officer, Employment and Training 

Administration. 

[FR Doc. E7–7151 Filed 4–13–07; 8:45 am] 

BILLING CODE 4510–FT–P 

LIBRARY OF CONGRESS 

Copyright Office 

[Docket No. 2007–1] 

Section 109 Report to Congress 

AGENCY: Copyright Office, Library of 

Congress. 

ACTION: Notice of Inquiry. 

SUMMARY: Pursuant to statute, the 

Copyright Office is seeking comment on 

issues related to the operation of, and 

continued necessity for, the cable and 

satellite statutory licenses under the 

Copyright Act. 

DATES: Written comments are due July 

2, 2007. Reply comments are due 

September 13, 2007. April 16, 2007. 

ADDRESSES: If hand delivered by a 

private party, an original and five copies 

of a comment or reply comment should 

be brought to the Library of Congress, 

U.S. Copyright Office, Public and 

Information Office, 101 Independence 

Ave, SE, Washington, DC 20559, 

between 8:30 a.m. and 5 p.m. The 

envelope should be addressed as 

follows: Office of the General Counsel, 

U.S. Copyright Office. 

If delivered by a commercial courier, 

an original and five copies of a comment 

or reply comment must be delivered to 

the Congressional Courier Acceptance 

Site (‘‘CCAS’’) located at 2nd and D 

Streets, NE, Washington, D.C. between 

8:30 a.m. and 4 p.m. The envelope 

should be addressed as follows: Office 

of the General Counsel, U.S. Copyright 

Office, LM 430, James Madison 

Building, 101 Independence Avenue, 

SE, Washington, DC. Please note that 

CCAS will not accept delivery by means 

of overnight delivery services such as 

Federal Express, United Parcel Service 

or DHL. 

If sent by mail (including overnight 

delivery using U.S. Postal Service 

Express Mail), an original and five 

copies of a comment or reply comment 

should be addressed to U.S. Copyright 

Office, Copyright GC/I&R, P.O. Box 

70400, Southwest Station, Washington, 

DC 20024. 

FOR FURTHER INFORMATION CONTACT: Ben 

Golant, Senior Attorney, and Tanya M. 

Sandros, Acting General Counsel, 

Copyright GC/I&R, P.O. Box 70400, 

Southwest Station, Washington, DC 

20024. Telephone: (202) 707–8380. 

Telefax: (202) 707–8366. 

SUPPLEMENTARY INFORMATION: 

I. BACKGROUND 

Overview. There are three statutory 

licenses in the Copyright Act (‘‘Act’’) 

governing the retransmission of distant 

and local broadcast station signals. A 

statutory license is a codified licensing 

scheme whereby copyright owners are 

required to license their works at a 

regulated price and under government–

set terms and conditions. There is one 

statutory license applicable to cable 

television systems and two statutory 

licenses applicable to satellite carriers. 

The cable statutory license, enacted in 

1976 and codified in Section 111 of the 

Act, permits a cable operator to 

retransmit both local and distant radio 

and television signals to its subscribers 

who pay a fee for such service. The 

satellite carrier statutory license, 

enacted in 1988 and codified in Section 

119 of the Act, permits a satellite carrier 

to retransmit distant television signals 

(but not radio signals) to its subscribers 


cprice-sewell on PROD1PC66 with NOTICES