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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

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



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
• 10.6 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
• 10.7 Program Exit
• 10.8 Prohibitions

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
• 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

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)



1.4.3 Functions of the Local WDB ¹

Effective date: July 1, 2017

The primary role of the local WDB is to serve as a strategic convener to promote and broker effective relationships between the CEOs and economic, education, and workforce partners throughout the local area. The local WDB must develop strategies to continuously improve and strengthen the workforce development system through innovation in, and alignment and improvement of, employment, training, and education programs to promote economic growth. ²

Required Functions

Once established and certified, each local WDB must carry out specific functions as defined in WIOA Sections 107(d) and 108, and summarized as follows:

• Develop and maintain the 4-year Local Plan
• If involved in a planning region, develop and maintain the Regional Plan in collaboration with the other local areas within the region
• Conduct workforce research and regional labor market analysis
• Convene, broker, and leverage workforce development system stakeholders
• Lead employer engagement efforts
• Collaborate with education representatives to develop and implement career pathways
• Identify and promote proven and promising practices
• Develop and implement strategies for using technology to maximize the accessibility and effectiveness of the local workforce development system for employers, workers, and job seekers
• Conduct program oversight
• Negotiate local performance accountability measures
• Negotiate methods for funding the infrastructure costs of one-stop centers in the local area
• Select and monitor one-stop operators and service providers
• Ensure adequate availability of career and training services, maximizing consumer choice
• Coordinate workforce activities with education and training providers
• Develop, implement, and monitor a budget
• Assess and enact accessibility for individuals with disabilities
• Certify one-stop centers in accordance with 20 CFR 678.800

Optional Functions

WIOA allows local WDBs to perform other functions when certain conditions apply, as outlined below. ³

One-Stop Operator

A local WDB may be selected as a one-stop operator only with the agreement of the CEO in the local area and the State. The selection process must occur:

• Through successful competition in accordance with 20 CFR 678.615; or
• Through sole-source procurement in accordance with 20 CFR 678.610.

In cases where the local WDB is serving in the role of one-stop operator, then the State must ensure certification of one-stop centers.

Career Services

A local WDB may act as a provider of career services for Adult and Dislocated Worker Programs only with the agreement of the CEO in the local area and the State.

Youth and Young Adult Program

The local WDB may directly provide some or all youth workforce investment activities. ²

Avoiding Conflict of Interest ³

In cases where local organizations are functioning simultaneously in a variety of roles (i.e. service provider and fiscal agent, or service provider and one-stop operator), the organization must develop a written agreement (MOU) with the local WDB and CEO to clarify how the organization will carry out its responsibilities while demonstrating compliance with WIOA and corresponding regulations, the Uniform Guidance, and the State's conflict of interest policy.

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• ¹ WIOA Section 107(d)
• ² TEGL 27-14
• ³ 20 CFR 679.410
• ⁴ 20 CFR 681.400(a); TEGL 21-16
• ⁵ 20 CFR 679.430