Notice2023-01142
Notice of Request for Information (RFI) on Sector Strategies To Meet Critical Workforce Needs Across Industries
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Published
January 23, 2023
Issuing agencies
Labor DepartmentEmployment and Training Administration
Abstract
The U.S. Department of Labor's (DOL's) Employment and Training Administration (ETA) requests information on current and planned local and regional sector strategies and partnership models. This request for information (RFI) seeks input from all stakeholders involved directly and indirectly in economic and workforce development, particularly as it relates to the development of sector strategy models that address the workforce needs of specific industry sectors within a local or regional labor market through a strategic sector partnership. This stakeholder input will inform the Department's efforts in developing sustainable and scalable sector strategies through economic development and workforce collaboration to meet local and regional sector needs for skilled workers in quality jobs while meeting broader Administration objectives, such as equity and the inclusion of historically marginalized populations within those sectors, and responsiveness to the needs of businesses and the economy in critical industries during and beyond the pandemic.
Full Text
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<title>Federal Register, Volume 88 Issue 14 (Monday, January 23, 2023)</title>
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[Federal Register Volume 88, Number 14 (Monday, January 23, 2023)]
[Notices]
[Pages 4032-4037]
From the Federal Register Online via the Government Publishing Office [<a href="http://www.gpo.gov">www.gpo.gov</a>]
[FR Doc No: 2023-01142]
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DEPARTMENT OF LABOR
Employment and Training Administration
Notice of Request for Information (RFI) on Sector Strategies To
Meet Critical Workforce Needs Across Industries
AGENCY: Employment and Training Administration (ETA); Department of
Labor.
ACTION: Request for information.
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SUMMARY: The U.S. Department of Labor's (DOL's) Employment and Training
Administration (ETA) requests information on current and planned local
and regional sector strategies and partnership models. This request for
information (RFI) seeks input from all stakeholders involved directly
and indirectly in economic and workforce development, particularly as
it relates to the development of sector strategy models that address
the workforce needs of specific industry sectors within a local or
regional labor market through a strategic sector partnership. This
stakeholder input will inform the Department's efforts in developing
sustainable and scalable sector strategies through economic development
and workforce collaboration to meet local and regional sector needs for
skilled workers in quality jobs while meeting broader Administration
objectives, such as equity and the inclusion of historically
marginalized populations within those sectors, and responsiveness to
the needs of businesses and the economy in critical industries during
and beyond the pandemic.
DATES: Responses may be submitted on a rolling basis but are due no
later than 5 p.m. (ET) on March 24, 2023.
ADDRESSES: Submit all responses to this RFI by email to Hannah Jenuwine
at <a href="/cdn-cgi/l/email-protection#82e8e7ecf7f5ebece7aceae3ecece3eaacf0c2e6edeeace5edf4"><span class="__cf_email__" data-cfemail="8ce6e9e2f9fbe5e2e9a2e4ede2e2ede4a2fecce8e3e0a2ebe3fa">[email protected]</span></a>. Responses must be received by 5:00 p.m.
(E.T.) on March 24, 2023, for consideration. Only electronic responses
will be accepted.
Please identify your answers by responding to a specific question
or topic, if applicable. Please clearly state the specific question to
which you are responding. All assumptions, including any assumed
government support, shall be clearly identified. All proprietary and
restricted information shall be clearly marked. Respondents may answer
as many or as few questions as they wish. DOL will not respond to
individual submissions. A response to this RFI will not be viewed as a
binding commitment to develop or pursue the project or ideas discussed.
Submitting comments via email. Please include in the subject line
``RFI: Sector Strategies to Meet Critical Workforce Needs Across
Industries.'' Responses must be provided as attachments to an email. It
is recommended that attachments with file sizes exceeding 25MB be
compressed (i.e., zipped) to ensure message delivery; however, no email
shall exceed a total of 45MB, including all attachments. Responses must
be provided as a Microsoft Word (.docx) or Portable Document Format
(.pdf) attachment to the email and may be no more than 25 pages in
length, in 12-point font, with
[[Page 4033]]
1-inch margins. Please provide the following information in a cover
letter:
<bullet> Community, organization, or company (if applicable);
<bullet> Contact name; and
<bullet> Contact's address, phone number, and email address.
FOR FURTHER INFORMATION CONTACT: Jenn Smith, Division Chief, Division
of Strategic Investments, by telephone at 202-693-3597 (this is not a
toll-free number) or by email at <a href="/cdn-cgi/l/email-protection#9deef0f4e9f5b3f7f8f3f3ddf9f2f1b3faf2eb"><span class="__cf_email__" data-cfemail="5427393d203c7a3e313a3a14303b387a333b22">[email protected]</span></a>.
SUPPLEMENTARY INFORMATION: The Workforce Innovation and Opportunity Act
of 2014 (WIOA) emphasizes the important role of sector strategies in a
dynamic regional workforce development plan. Within WIOA, regional
coordination and planning requirements include the necessity of a
regional plan that supports the ``development and implementation of
sector initiatives for in-demand industry sectors or occupations in the
regions.'' Sector strategies are useful models of local and regional
workforce development that are well-positioned to align the collective
needs of employers in an in-demand industry with the skilled workforce
needed, while ensuring a successful career pathway from training to
employment and career progression. There is evidence of the
effectiveness of a sector approach but the transition from paper to
practice can be challenging. Real-world collaboration can be hard to
sustain without dedicated support and focused commitment. Scaling of
effective strategies can also be challenging as the context,
partnerships, and workforce challenges within specific sectors may
involve factors and considerations that vary from those in a local or
regional economic development area.
ETA developed a sector strategy framework in 2016, which has been
used to inform many of our more recent investments. This framework
defines a sector strategy as a partnership of multiple employers within
a critical industry that brings together education, economic
development, workforce systems, and community organizations to identify
and collaboratively meet the workforce needs of that industry within a
regional labor market. Sector strategies are a key element of a Career
Pathways System, which develops education and training in collaboration
with employers to ensure the end product supports the skills and
competencies needed by industry. As a systems change approach, there
are recognized components of an effective sector strategy. ETA's Sector
Strategy Implementation Framework,\1\ drawing from emerging research
and practices, advanced ``five key capabilities'' of successful sector-
focused organizations that state and regional workforce partnerships
should master in implementing a sector approach. They include:
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\1\ See <a href="https://businessengagement.workforcegps.org/resources/2016/04/12/13/53/Sector-Strategies-Implementation-Framework">https://businessengagement.workforcegps.org/resources/2016/04/12/13/53/Sector-Strategies-Implementation-Framework</a>.
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<bullet> Data-Informed Decision Making--the organization/
partnership uses rigorous data to make decisions about target
industries and education and training investments.
<bullet> Industry Engagement--there is meaningful and continuous
involvement of targeted industry sector employers in designing and
delivering programs and services.
<bullet> Sector-Based Service Delivery--all partners are
effectively facilitating the delivery of workforce solutions to be
responsive to the needs of workers and the targeted industry sector(s).
<bullet> Sustainability and Continuous Improvement--the
organization/partnership is able to measure sector strategy outcomes
and has an effective and realistic plan to financially sustain sector
work over time.
<bullet> Organizational Capacity and Alignment--the organization/
partnership has the personnel, policies, vision, and resources in place
to continually support sector strategy outcomes.
The Department has funded several recent sector strategy
initiatives through H-1B-funded grant programs, and evaluations from
these projects will support key learnings to support future
investments, such as the SECTOR initiative proposed in WIOA
reauthorization and the FY 23 President's Budget. The SECTOR proposal
encompasses the key capabilities of sector strategies described above
but also targets equity by centering services on the most underserved
populations and communities while focusing on high-skill, high-wage,
and/or in-demand industry sectors or occupations that lead to an
economy of good jobs. Additionally, this RFI will provide crucial
information on how local and regional areas are considering sector
strategies as a response to key workforce needs, particularly in the
most critical industries of priority and opportunity--such as those
being built out through recent federal investments, including the
Bipartisan Infrastructure Law (BIL), Inflation Reduction Act (IRA), and
the CHIPS and Science Act of 2022 (CHIPS).
This RFI seeks to grow ETA and partner agencies' understanding of
effective sector strategies through the experiences of key stakeholders
in local and regional economies to further inform policymakers and
workforce practitioners at the federal, state, and local levels. Such
information will refine policy responses, technical assistance for
adoption and scaling of sector strategies as a response to economic and
workforce development needs, and inform the design of future grants.
Specifically, understanding what the challenges are to implementing
sector strategies, what has resulted in successful sector approaches,
who the key partners need to be and what their roles should be, the
current level of regional coordination and planning that has been
undertaken to support sector partnerships, how the partnerships are
funded, and how the success of such partnerships can be measured will
benefit the federal government's efforts to effectively engage with
local and regional workforce areas to create an impactful response to
the current and future training needs in critical industries, such as
advanced manufacturing (including semiconductor manufacturing),
information technology and cybersecurity, transportation infrastructure
modernization, healthcare, and clean energy and energy resilience.
Further, in alignment with the Administration's priority on
supporting increased job quality, including through the active
inclusion of worker voice, this RFI seeks also to learn about sector
strategies that specifically focus on and incorporate equity and worker
voice into the training design, supportive service delivery, workforce
decision making processes, and ongoing professional development and
career growth opportunities. One equity and worker-centered sector
strategy example showing promise is the ``High Road Training
Partnership'' (HRTP) sector strategy model from California. Such models
align with the Biden-Harris Administration priority on good quality
jobs, which can be considered those that provide livable wages of at
least $15 an hour, employment benefits, work environments free of
discrimination, and opportunities for advancement, as well as
supporting worker voice and engagement. For example, the worker-
centered sector strategies of HRTP do this by being equity-centered,
worker-focused and industry-led, allowing for innovative workforce
solutions that create and support job quality using four essential
elements: (1) industry-led
[[Page 4034]]
problem solving; (2) partnership as a priority; (3) worker voice; and
(4) strategic training solutions.\2\ Other impactful sector strategy
models developed by and with industry and workforce development
intermediaries that also focus on job quality through family-sustaining
wages and equitable inclusion of a diverse workforce include San
Antonio's Project QUEST,\3\ and the Wisconsin Regional Training
Partnership's Building Industry Group Skilled Trades Employment Program
(BIG STEP).\4\ An additional example of industry-supported and
validated sector-based training that is a key component of a sector
strategy is the Per Scholas model for IT training.\5\ However, these
are just a few of the promising models and training strategies
developed and implemented across the nation.
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\2\ See <a href="https://cwdb.ca.gov/wp-content/uploads/sites/43/2020/01/HRTP-Essential-Elements_ACCESSIBLE.pdf">https://cwdb.ca.gov/wp-content/uploads/sites/43/2020/01/HRTP-Essential-Elements_ACCESSIBLE.pdf</a>.
\3\ See <a href="https://questsa.org/wp-content/uploads/2021/08/QUEST25YearEconomicImpactStudy.pdf">https://questsa.org/wp-content/uploads/2021/08/QUEST25YearEconomicImpactStudy.pdf</a>.
\4\ See <a href="https://wrtp.org/wp-content/uploads/2022/05/WRTP-Impact-Report-2021.pdf">https://wrtp.org/wp-content/uploads/2022/05/WRTP-Impact-Report-2021.pdf</a>.
\5\ See <a href="https://perscholas.org/wp-content/uploads/2021/11/Annual-Update-2021-Final.pdf">https://perscholas.org/wp-content/uploads/2021/11/Annual-Update-2021-Final.pdf</a>.
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ETA is interested in learning more about equity and worker-centered
sector strategies such as HRTP, and additional models, to gather
feedback on questions such as: Does this approach work across all
industry sectors? What workforce strategies have emerged from these
efforts--career pathway development, apprenticeships--that have been
supported by employer partners? How are these strategies funded and
sustained? Do the strategies impact different groups of workers
differently? Are any strategies particularly suited to developing the
skills and opportunities for historically marginalized communities?
Who Should Respond
ETA invites workforce and economic development practitioners,
education and training institutions, state and local policy makers,
industry and professional associations, labor organizations, and
funders and researchers to provide information, including:
<bullet> Employers/Businesses and/or Associations of Employers:
including, but not limited to, local and regional employers and
businesses; trade/industry associations; and others.
<bullet> Education: including, but not limited to, K-12 systems;
institutions of higher education; tribal colleges; and others.
<bullet> Workforce Development: including, but not limited to,
state, regional, tribal and local workforce agencies; state and local
workforce development boards; training providers; community and faith-
based organizations; workforce intermediaries; sector-based training
partnerships; American Job Centers; Registered Apprenticeship Programs;
and others.
<bullet> Economic Development: including, but not limited to, state
and local agencies; regional skills partnerships; planning and
development organizations; area development districts; councils of
government; economic development associations; and economic development
corporations.
<bullet> Worker/Employee Representation: Unions, labor-management
partnerships, worker centers, and organizations that represent or serve
workers, including workers from communities that have historically been
marginalized or underserved, such as Black, Latino, and Indigenous and
Native American persons; Asian Americans and Pacific Islanders and
other persons of color; members of religious minorities; lesbian, gay,
bisexual, transgender, and queer (LGBTQ+) persons; persons with
disabilities; persons who live in rural areas; opportunity youth;
individuals previously incarcerated; immigrant workers; women;
farmworkers; and veterans.
<bullet> Other: including, but not limited to, philanthropic
funders, advocacy organizations, think tanks, professional/industry
associations, and others.
These organizations may submit individual responses or may choose
to convene their active sector partnership for a coordinated response.
Additionally, DOL has identified next to each Topic Area which
responders may be most interested in that Topic Area, but these are
suggestions and are not meant to limit any interested party from
responding.
Questions for Input
This RFI is an initial step in improving DOL's understanding of
goals, interests, concerns, challenges, best practices and promising
practices, and policy, program, and resource needs of local and
regional economic development areas, with respect to sector strategies.
This RFI is a general solicitation for public input, which sets forth
topics for discussion and comment. Specific questions to which
responses are requested for each topic area are listed below.
Respondents may provide input regarding any one, several, or all of the
topic areas and may address any one several, or all of the questions.
These questions may also be considered prompts for additional input and
DOL welcomes any additional relevant information that respondents wish
to share, even if not the specific topic of a question.
Topic Area 1: Definitions (Many Stakeholders May Be Interested in
Responding)
1a. How do you define a sector?
1b. How do you define a sector strategy?
1c. Would sector partnerships benefit from the development of a
consensus for other common definitions or key program components? What
other consensus-driven common definitions have been developed by sector
partnerships?
Topic Area 2: Partnership Roles and Requirements (Employers, Education,
Workforce Development, Worker/Employee Representation, and Economic
Development Stakeholders May Be Interested in Responding)
2a. Who are the local and regional partners necessary to support an
effective regional sector partnership?
2b. Which entities are best positioned to lead the sector
partnership? Does this vary by geographic or industry scope of the
partnership? If so, why?
2c. What degree of industry representation is needed to ensure that
the sector partnership is developing a strategy that is broadly
responsive to industry need within a given region or locality?
2d. What degree of worker/employee representation is needed to
ensure that the sector partnership is developing a strategy that
centers and advances equity and worker voice?
2e. What strategies have you employed to recruit key partners to be
part of sector partnerships?
2f. What key ingredients must be present for a sector partnership
to successfully launch?
2g. What key ingredients must be present for a sector partnership
to be effectively sustained?
2h. Are there strategies or incentives that are most beneficial in
ensuring partners are effectively engaged at various stages of the
partnership?
2i. What does a fully engaged partner look like?
2j. To what extent do successful sector strategies align their
efforts with partners who have broader reach and purview (e.g., State-
level entities, national employers, etc.)? If so, how do sector
partnerships cultivate such relationships?
2k. What specific role should the public workforce system play in
developing, expanding, and sustaining sector partnerships?
[[Page 4035]]
Topic Area 3: Promising Practices for Employer Engagement and Workforce
Development (Employers, Workforce Development, Worker/Employee
Representation, and Other Stakeholders May Be Interested in Responding)
3a. Are there factors that contribute to sector-based strategies
being more effective in some specific sectors than others?
3b. How are sector strategies targeting industries/occupations?
What resources/tools are sector partnerships using to target specific
occupations?
3c. How are sector partnerships implementing evidence-based models
for training, such as Registered Apprenticeship Programs (RAPs)? Are
partnerships leveraging existing RAPs and/or developing new RAP
pathways?
3d. Are there promising sector strategy models that promote job
quality and/or demonstrate improvement in the quality of jobs within an
industry or sector (e.g., flexible hours, family-sustaining wages, good
benefits, active inclusion of worker voice)?
3e. How are sector strategies recruiting workers for training
opportunities developed through sector partnerships? Are there examples
of effective recruitment of workers who are under-represented in the
industry or occupation, including workers from communities that have
been historically marginalized or underserved?
3f. How have sector strategies built in pathways for new entrants
to the workforce, particularly youth? Are specific career and technical
education strategies being used to support the transition from
secondary to post-secondary education and training models? If so, are
there specific challenges to this approach? Are there unique partners
that must be included?
3g. How have sector strategies supported employee retention and
career advancement? Are there particular approaches that have
demonstrated improvement in these areas?
3h. What other kinds of non-training services are sector strategies
delivering? How do those services support the overarching goals of the
sector strategy? Have sector strategies improved supportive service
delivery to workers?
3i. How have your sector strategy efforts been informed by the
evidence base on sector strategies?
3j. What evidence or research do you have that these sector
strategies lead to employment in high-quality jobs (i.e., those with
career progression and family-sustaining wages, worker representation
and voice, a safe work environment, and benefits)?
3k. What evidence, research, or models have shown that sector
strategies result in higher wages and/or wage growth for low-wage
occupations within their respective industry?
3l. Are there additional questions that you think need to be
addressed by future research on sector strategies?
3m. What promising approaches are sector strategies using to
prepare workers for employment in the targeted sector or occupation?
Might these approaches differ based on the industry? Are there specific
success factors that are most important?
3n. Are there working definitions and specific promising practices
that differentiate between types of sector strategies?
3o. How have sector partnerships affected the ways in which
employer partners manage their recruitment and hiring practices, such
as through the assessments they use or approaches to skill-based
hiring?
Topic Area 4: Promising Practices for Worker-Centered Sector Strategies
(Employers, Education, Workforce Development, Economic Development, and
Worker/Employee Representation Stakeholders May Be Interested in
Responding)
4a. What sector strategies are effective in promoting worker voice
and worker-centered workforce development (e.g., training design,
supportive service delivery, workforce decision making processes, and
ongoing professional development and career growth opportunities)?
4b. Are there specific practices or requirements for worker-
centered sector strategies to be effective, e.g., High Road Training
Partnerships' use of employer standards?
4c. What are the biggest challenges to engaging workers to support
workforce development through a worker-centered model? What are
effective ways of addressing these challenges?
4d. Are there key strategies to use when developing a worker-
centered sector strategy in the absence of a worker or labor-management
organization partner in the geographic region or industry focus?
4e. Are there specific industries or sectors where a worker-
centered sector strategy has been more effective? If so, why?
Topic Area 5: Resources (Employers, Education, Workforce Development,
Economic Development, and Other Stakeholders May Be Interested in
Responding)
5a. What financial resources are already broadly available within
the targeted region to support the sector strategy--e.g., Pell grants
for education/training, WIOA state or local funds or other WIOA
resources, Registered Apprenticeship Program funding/incentives, state-
appropriated funding, or others?
5b. With the available financial resources, are there limitations
or challenges in terms of uses of such funds?
5c. Are there key areas of work where funding support is most
beneficial? Are these areas currently supported by existing funding
streams?
5d. What non-financial resources are necessary for an effective
sector strategy and are they available in your region?
5e. Do sector strategies require different levels of funding at
different points in the process? For example, during the initial phase
of start-up, is less funding necessary than at later points, or not
necessarily? What costs are most significant at various stages of
maturity? Is there a consistent level of administrative funding
necessary to support the sustained sector strategy model?
Topic Area 6: Federal Support for Sector Strategies
6a. Which ``critical'' industry sectors demonstrate the greatest
need for skilled workers in the next decade and could benefit from
additional Federal resources, and why?
6b. What types of funding and other supports--such as data or
technical assistance--would be helpful and in what form? Specifically,
are there roles the Department of Labor and other federal agencies
could play in supporting local or regional sector activity beyond
direct investment, including:
<bullet> Bringing national industry and labor partners together to
engage in key sectors?
<bullet> Leveraging federal data insights to assess targeted sector
needs?
<bullet> Providing technical assistance and capacity building to
the field, including learning and exchange across sector-based efforts?
<bullet> Specific flexibilities or resources to support regional
sector-based efforts at various stages?
6c. Have there been efforts already to align with, or leverage, the
recent Federal investments mentioned previously (e.g., BIL, IRA,
CHIPS)?
Topic Area 7: Advancing Equity (Many Stakeholders May Be Interested in
Responding)
7a. What are the most promising approaches to engage employers to
increase hiring and retention and
[[Page 4036]]
improve employment outcomes for historically marginalized and
underrepresented populations, such as women, people of color,
individuals with disabilities, and other historically underrepresented
populations?
7b. What are effective sector-based strategies in addressing issues
of equity, including increasing representation of historically
marginalized populations within the identified sector(s) through
improved hiring, retention, and advancement in high-quality jobs?
7c. Should the targeted industry sector affect the strategies used
to increase equity?
7d. What are challenges to consider in addressing equity through a
sector strategy partnership?
7e. How have the inputs from historically marginalized and
underrepresented populations been taken into consideration when
designing a program to serve them? What are effective approaches for
soliciting input from marginalized and underrepresented populations?
Topic Area 8: Measuring Success (Employers, Education, Workforce
Development, Economic Development, and Other Stakeholders May Be
Interested in Responding)
8a. How would you define success within a sector strategy model?
8b. Are there specific measurements or milestones that would work
best to measure effective partnership development and maturity (i.e.,
systems change or capacity-building measures/milestones)? Are there
quantitative measures as well as qualitative ones?
8c. Would sector strategies benefit from the development of
consensus for outcomes to measure impact and effectiveness of sector
strategies or do unique sector strategy models and partnerships require
unique performance measures and milestones?
8d. Are there specific performance measures that would work best to
meaningfully assess the impact of a sector strategy on the participants
served by it? Are there qualitative measures as well as quantitative
ones?
8e. How long does it take to start achieving measurable outcomes?
Are there near-term (within 12 months) and long-term (beyond 12 months)
outputs and outcomes that can be identified to demonstrate change
effectively?
8f. Are you involved in any new program evaluations of a
potentially promising sector strategy model? Where can we learn more
about this new evidence being produced?
Topic Area 9: Local Needs Assessments and Capacity (Education,
Workforce Development, Economic Development, and Worker/Employee
Representation Stakeholders May Be Interested in Responding)
9a. If your regional area has not yet engaged in a sector strategy,
why not? Is there a regional plan for workforce development?
9b. Has your regional economic area undertaken a local needs
assessment to determine gaps between the supply of skilled workers and
hiring practices within identified in-demand industry sectors or
occupations? If so, what has this assessment revealed?
Topic Area 10: Evidence Use (Education, Workforce Development, Economic
Development, Worker/Employee Representation, and Other Stakeholders May
Be Interested in Responding)
10a. What evidence have you used to inform your thinking when
designing a new sector strategy partnership or program, or improving
your existing program?
10b. Where do you find your evidence?
10c. What is the hardest thing about using evidence in decision-
making about your program(s)?
Topic Area 11: Sustainability and Scalability (Many Stakeholders May Be
Interested in Responding)
11a. What are the biggest challenges to developing and sustaining
effective sector strategies? What are key factors influencing the
sustainability of a sector strategy and its partnerships (e.g.,
funding, partner engagement, changing labor market demands)? If ongoing
funding is needed to sustain a sector strategy, for which specific
activities is it needed?
11b.What are key factors for successfully scaling sector strategy
models at the local, regional, and national levels? For instance, does
it matter more what the sectors are, who the employers are, the
geographic and cultural context, or some combination of these?
11c. What are the key obstacles to successfully scaling sector
strategy models at the local, regional, and national levels? As with
the previous question, does it matter more what the sectors are, who
the employers are, the geographic and cultural context, or some
combination?
Topic Area 12: Necessary and Beneficial Technical Assistance Support
(Many Stakeholders May Be Interesting in Responding)
12a. What targeted technical assistance would be of most benefit in
supporting a sector strategy? What targeted technical assistance would
be of most benefit in supporting sector partnerships? What
organization(s) or type of organization(s) is best positioned to
provide this technical assistance?
12b. What DOL guidance could be helpful and what type of webinar
topics or virtual/in-person training would be beneficial for DOL to
provide?
Disclaimer and Important Note
This RFI is not a Funding Opportunity Announcement (FOA), prize, or
any other type of solicitation; therefore, DOL is not accepting
applications at this time. DOL may issue a FOA or other solicitation in
the future based on or related to the content and responses to this
RFI; however, DOL may also elect not to issue a FOA or solicitation.
There is no guarantee that a FOA or solicitation will be issued as a
result of this RFI. Responding to this RFI does not provide any
advantage or disadvantage to potential applicants if DOL chooses to
issue a FOA regarding the subject matter. This RFI does not constitute
a formal solicitation for proposals or abstracts. Your response to this
notice will be treated as information only. DOL will review and
consider all responses in its formulation of program strategies for the
identified materials of interest that are the subject of this request.
DOL will not provide reimbursement for costs incurred in responding to
this RFI.
Respondents are advised that DOL is under no obligation to
acknowledge receipt of the information received or provide feedback to
respondents with respect to any information submitted under this RFI.
Responses to this RFI do not bind DOL to any further actions related to
this topic.
Confidential Business Information: Pursuant to 10 CFR 1004.11, any
person submitting information that he or she believes to be
confidential and exempt by law from public disclosure should submit via
email two well-marked copies: One copy of the document marked
``confidential'' including all the information believed to be
confidential, and one copy of the document marked ``non-confidential''
with the information believed to be confidential deleted. Submit these
documents via email. DOL will make its own determination about the
confidential status of the information and treat it according to its
[[Page 4037]]
determination. It is DOL's policy that all comments may be included in
the public docket, without change and as received, including any
personal information provided in the comments (except information
deemed to be exempt from public disclosure).
Brent Parton,
Acting Assistant Secretary for Employment and Training, Labor.
[FR Doc. 2023-01142 Filed 1-20-23; 8:45 am]
BILLING CODE 4510-FN-P
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