Program changes inherent in the CETA concept have markedly decreased the effectiveness of previous program management and liaison strategies. Some reasons for this decrease and a new set of skills for working at the interface between prime sponsors and subcontractors and/or the regional offices are presented. (Author)

An intergovernment program implementation framework is shown to be strongly affected by the way federal expectations and administrative actions interact with the state and local education agency programs. They can influence the components of categories of implementation factors, process variables, and the agency role orientations. (CM)