Search &/or Print the WIOA Policy Manual

Table of Contents

Chapter 1) Administration and Governance

• 1.1 Governor's Council on Workforce Investment (CWI)
• 1.2 Oversight and Monitoring
  • 1.2.1 Overview
  • 1.2.2 Types of Recipients and Oversight Responsibility
  • 1.2.3 DWD-DET Coordinated Monitoring
• 1.3 Workforce Development Area (WDA) Designations and Agreements
• 1.4 Local Workforce Development Boards (Local WDBs)
  • 1.4.1 Summary
  • 1.4.2 Role of the Chief Elected Official (CEO)
  • 1.4.3 Functions of the Local WDB
  • 1.4.4 Limitations of Local WDBs
  • 1.4.5 Local WDB Staff
  • 1.4.6 Standing Committees
  • 1.4.7 Sunshine Provision
  • 1.4.8 Local WDB Membership and Criteria
  • 1.4.9 Chairperson
  • 1.4.10 Biennial WDB Recertification
  • 1.4.11 Changes to Local WDB Membership During the Certification Period
  • 1.4.12 Conflict of Interest
  • 1.4.13 Summary of Responsibilities
• 1.5 WIOA Local Plans

Chapter 2) The One-Stop (Job Center) Delivery System

Chapter 3) Program Funding and Grants Management

• 3.1 WIOA Allocation Process
• 3.2 Modification of Grants
• 3.3 Transfer of Funds
• 3.4 Termination of Grants
• 3.5 Grant Closeout
• 3.6 Program Waitlists

Chapter 4) Fiscal Management

• 4.1 Access, Retention and Custodial Requirement for Records
• 4.2 Standards for Financial Management System
• 4.3 Reporting Requirements
• 4.4 Cash Management and Invoicing Standards
• 4.5 Cost Categories and Allowable Activities
• 4.6 Program Income
• 4.7 Sub grantee Monitoring
• 4.8 Procurement Standards
• 4.9 Property Management Standards
• 4.10 Audit and Audit Resolutions
• 4.11 Debt and Debt Collection
• 4.12 General Principles Affecting Allow ability of Costs
• 4.13 Allocation of Joint Costs
• 4.14 Cost Allocation or Indirect Cost Rates
• 4.15 Leverage Funds
• 4.16 35% Training Expenditure Goal For Program Year Formula Allocations
• 4.17 Expenditure Requirements for the Youth Program
  • 4.17.1 Expenditure Requirement for Out-of-School Youth
  • 4.17.2 Expenditure Requirement for Youth Work Experience
  • 4.17.3 Reporting Requirements

Chapter 5) Non-Discrimination/Equal Opportunity and Affirmative Action

Chapter 6) Complaints, Grievances, and Appeals

Chapter 7) Individual Training Accounts and Eligible Training Programs

• 7.0 ETPL Transition Guidance
• 7.1 Individual Training Accounts
• 7.2 Introduction and Overview of the ETPL
• 7.3 Eligible Institutions and Program Types
  • 7.3.1 Eligible Institution Types
  • 7.3.2 Eligible Program Types
• 7.4 ETPL Eligibility
  • 7.4.1 WIOA Overview
  • 7.4.2 Background for Wisconsin's Eligibility Procedures
  • 7.4.3 State and Local WDB Roles & Responsibilities
  • 7.4.4 Wisconsin's Initial Eligibility Procedure
  • 7.4.5 Wisconsin's Continued Eligibility Procedure
  • 7.4.6 Institution Minimum Requirements
  • 7.4.7 Standard vs. Alternative Eligibility Criteria
  • 7.4.8 Information Requirements
• 7.5 Eligibility Denials and Terminations
  • 7.5.1 Overview
  • 7.5.2 Wisconsin's Procedures for Eligibility Denials and Terminations
• 7.6 Appeals
• 7.7 Performance
• 7.8 Registered Apprenticeships
  • 7.8.1 Overview
  • 7.8.2 Wisconsin's Procedures



Chapter 8) Adult and Dislocated Worker Programs

• 8.1 Introduction and Overview
• 8.2 Eligibility
  • 8.2.1 Adult Program
  • 8.2.2 Dislocated Worker Program
• 8.3 Program Design
  • 8.3.1 Order of Services
  • 8.3.2 Priority of Service
  • 8.3.3 Assessments
  • 8.3.4 Economic Self-Sufficiency
  • 8.3.5 Non-traditional Occupations
• 8.4 Career Services
• 8.5 Training Services
  • 8.5.1 Eligibility
  • 8.5.2 Credentials
  • 8.5.3 Informed Choice
  • 8.5.4 Coordination of Funds
  • 8.5.5 Recovery of Costs
  • 8.5.6 Expenditure Requirement
  • 8.5.7 Career Pathways
  • 8.5.8 Accelerated Licensure for Vets
  • 8.5.9 Training vs. Individualized Career Service
  • 8.5.10 Methods of Funding Training
  • 8.5.11 Types of Training
• 8.6 Supportive Services
  • 8.6.1 Overview
  • 8.6.2 Categories
  • 8.6.3 Providing Supportive Services
  • 8.6.4 Documentation Requirements
  • 8.6.5 Needs-Related Payments
  • 8.6.6 Local WDB Policy Requirements
• 8.7 Program Exit
• 8.8 Follow-up Services
• 8.9 National Dislocated Worker Grants

Chapter 9) Rapid Response

Chapter 10) Youth Program

• 10.1 Introduction and Overview
• 10.2 Program Design
  • 10.2.1 Case Management
  • 10.2.2 Information and Referral
  • 10.2.3 Objective Assessment
  • 10.2.4 Individual Service Strategy
  • 10.2.5 WIOA Youth Program Expenditure Requirements
• 10.3 Eligibility
  • 10.3.1 Overview
  • 10.3.2 In-School Youth (ISY) Criteria
  • 10.3.3 Out-of-School Youth (OSY) Criteria
  • 10.3.4 Definition of School
  • 10.3.5 Attending versus Not Attending
  • 10.3.6 Guidance on Eligibility Barriers
  • 10.3.7 Multiple Eligibility Barriers
• 10.4 Enrollment Process
  • 10.4.1 Overview
  • 10.4.2 Enrolling 18 to 24 Year Olds
• 10.5 Program Elements
  • 10.5.1 Overview
  • 10.5.2 Options for Administering Program Elements
  • 10.5.3 Descriptions of the 14 Youth Program Elements<
• 10.6 Incentive Payments
  • 10.6.1 Overview
  • 10.6.2 Local Policy/Procedure Requirements
  • 10.6.3 Activities that Local WDBs Cannot Incentivize
  • 10.6.4 Documentation Requirements

Chapter 11) Performance Accountability and Reporting

• 11.1 Overview
• 11.2 References
• 11.3 Performance Advisory Committee
• 11.4 Common Exit
• 11.5 Primary Indicators of Performance
  • 11.5.1 Primary Indicators of Performance - Overview
  • 11.5.2 Unsubsidized Employment during the 2nd Quarter after Exit (Adult and Dislocated Worker Programs)
  • 11.5.3 Unsubsidized Employment or Education during the 2nd Quarter after Exit (Youth)
  • 11.5.4 Unsubsidized Employment during the 4th Quarter after Exit (Adult and Dislocated Worker Programs)
  • 11.5.5 Unsubsidized Employment or Education during the 4th Quarter after Exit (Youth)
  • 11.5.6 Median Earnings
  • 11.5.7 Credential Attainment Rate
  • 11.5.8 Measurable Skill Gain
  • 11.5.9 Effectiveness in Serving Employers
  • 11.5.10 Additional Indicators of Performance
• 11.6 Exclusions from Performance Indicators
• 11.7 Cohort Timeframes
• 11.8 Incentives, Sanctions and Administrative Actions
• 11.9 Determining Successful State Performance
• 11.10 Determining Successful Local Area Performance
• 11.11 Determining and Addressing At-Risk Performance
• 11.12 Setting Adjusted Levels of Performance
• 11.13 Barriers to Employment
• 11.14 Management Information Systems (Title I)
• 11.15 Title I Services
• 11.16 Credential Policy
• 11.17 Measurable Skill Gain Policy
• 11.18 Pay for Performance
• 11.19 Evaluations
• 11.20 Regional Performance
• 11.21 Supplemental Data Collection Policy
• 11.22 Incumbent Worker Training Performance Reporting Policy
• 11.23 Data Validation
• Summary of Responses and Comments

Chapter 12) File Documentation



Appendices

• Guide to WIOA Title I-B Eligibility Determination and Documentation
• Guide to WIOA Title I-B Participant Case File Documentation for Adults and Dislocated Workers
• Guide to WIOA Title I-B Participant Case File Documentation for Youth
• Allowable Program Milestones WIOA Youth Program Incentive Payments
• Basic Skills Deficient (Adult Program) Guidance
• Dependent Family Member Guidance
• Income Guidance
• Incumbent Worker Recommended Talking Points Guidance
• Low-Income Guidance
• Selective Service Guidance
• Summary of Workforce Development Board (WDB) Membership Requirements
• Supplemental Data Collection Recommended and Proven Practices
• Supportive Services - Examples and Resource Guide
• "Unlikely to Return to a Previous Industry or Occupation" Guidance
• WIOA Title I Application Process Guidance

Summary of WDB Membership Requirements

WIOA Title I-A & I-B Policy & Procedure Manual
Ch. 1) Administration and Governance

1.4 Local Workforce Development Boards (Local WDBs)



1.4.2 Role of the Chief Elected Official (CEO)

Effective date: July 1, 2017

The chief elected official within a local area serves a vital role in establishing and governing the local WDB within that area.

Multiple Units of Local Government

In cases where more than one unit of local government exists within a local area, the chief elected officials of such units may execute an agreement to describe their responsibilities for carrying out roles and responsibilities, including financial liability. ¹ This agreement (i.e. CEO Consortium Agreement) shall determine which official shall serve as the lead for the consortium, and therefore be the designated CEO for the local WDB.

Appointment of Local WDB Members

The chief elected official (CEO) in each local area is required to appoint the members of the local WDB within that area (except those members representing the State's Department of Workforce Development (DWD)) in accordance with established local WDB by-laws and the criteria established in this policy. ²

Special Note About Department of Workforce Development (DWD) Appointees

Positions on the local WDB designated for representatives from State of Wisconsin civil service agencies (i.e. Wagner-Peyser, Vocational Rehabilitation, and Unemployment Insurance) will be appointed to two (2) year terms by the State Secretary of Workforce Development.

At the commencement of each biennial local WDB recertification process DET will issue a list of current DWD-appointed representatives, to include the name, title, contact information, and term end date of each appointee.

By-Laws ³

The CEO for each local WDB must establish by-laws, consistent with State policy, that, at minimum, address the following:

• the nomination process used by the CEO to elect non-DWD-appointed Local WDB members;
• the length of terms for local non-DWD-appointed WDB members, and the process by which term end dates will be staggered to ensure only a reasonable portion of the members' terms expire during any given year;
• the process by which the CEO will be notified of a vacancy on the local board to ensure prompt nomination for and filling of the position;
• the process that will be used when a board member is unable to attend a meeting and assigns a designee per the requirements at 679.110(d)(4);
• the use of technology, such as phone and web-based meetings, to promote board member participation;
• the process to ensure board members actively participate in convening the workforce development system's stakeholders, brokering relationships with a diverse range of employers, and leveraging support for workforce development activities; and
• a description of any other conditions governing appointment or membership on the local board as deemed appropriate by the CEO.

Any changes to the local WDB's By-Laws, including additions, rescissions, amendments, or revisions, must be submitted to the WDB's assigned Local Program Liaison within 20 business days.

Other CEO Functions

The CEO for the local area serves as the local grant recipient. ⁴

The CEO collaborates with the local WDB on the following required functions:

• determining the methodology applied to determining the infrastructure funding of the one-stop delivery system in the local area;
• approving the Memorandum of Understanding executed between the local WDB and the one-stop partners relating to the operation of the one-stop delivery system in the local area;
• setting policy for the workforce development system within the local area;
• developing the local plan; and
• performing all functions outlined in WIOA Section 107(d) and 20 CFR 679.370.

---

• ¹ 20 CFR 679.310(e)
• ² WIOA Section 107(c); 20 CFR 679.310(a)
• ³ 20 CFR 679.310(g)
• ⁴ WIOA Section 107(c); Final Rule Preamble at 56112