1. Formation of regional leadership teams for adult education and family literacy to negotiate MOUs and develop 33 comprehensive networks of providers: SED has established 10 regional leadership teams consisting of SED regional coordinator, SED designated adult education and family literacy representatives on local workforce boards, and the regional staff development consortia director. Cross-training has already begun to share requirements and strategies. A list-serve has been created. Regional leadership teams have been asked to begin teaming with the regional VESID district manager and, when identified, the Perkins representatives on the local workforce boards.
2. Creation of Comprehensive Networks of Providers in each local Workforce Investment: Beginning July 1, 2000, based on competitive applications in New York City and Balance of the State for all state and federal adult literacy funding administered by the Office of Workforce Preparation and Continuing Education, SED will form formal comprehensive referral networks of adult education and family literacy providers and require each to work together with the regional leadership team and One-Stop Partners to develop comprehensive referral, provide assessment in the One-Stop delivery system, explore opportunities such as co-location of services, etc.
3. Designation of funds to support required services and support for One-Stop Delivery systems, connect providers with the One-Stop system, and provide staff development: Title 2 Adult Education and Family Literacy funding will be set aside, beginning July 1, 2000, to technologically connect providers together and connect the network to One-Stop systems. Based on a comprehensive plan developed and submitted by the network, up to 10% of Title 2 funding, can be used by network providers to meet requirements and opportunities in workforce investment, and opportunities for supporting educational reform---especially closing the performance gap in high needs school districts. Over the next 4 years, the plan is to evolve each of the networks to bring in a broader set of resources and providers. The comprehensive plans submitted by each network will provide a vision, a needs assessment, and multi-year action plan for the next four years.
4. Staff development: Each of the regional staff development consortia have been asked to set aside time for WIA cross-training for network providers and, where appropriate, front-line staff.

Guidance to local providers has focused on this strategy. Plans are to: 1. Develop strategic concept papers about evolving the structure of comprehensive networks in New York City and balance of state; 2. Build in network requirements and funding into current applications for funding for both New York City and balance of State. 3. Work with regional leadership teams on an ongoing basis to negotiate MOUs and develop networks. 4. Cross-train with VESID and Perkins local board representatives and local providers.