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Table of Contents

Chapter 1) Administration and Governance

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

  • 2.1 Comprehensive Job Center Requirements and Standards of Service
  • 2.2 One-Stop Delivery System
  • 2.3 Structure of the One-Stop Delivery System
  • 2.4 Memorandum of Understanding (MOU) for the One-Stop Delivery System
  • 2.5 One-Stop Operators (OSO)
  • 2.6 Job Center Branding

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

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
  • 8.3 Program Design
  • 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
  • 8.7 Program Exit
  • 8.8 Follow-up Services
  • 8.9 National Dislocated Worker Grants

Chapter 9) Rapid Response

Chapter 10) Youth and Young Adult Program

Chapter 12) File Documentation

  • 12.1 Opening and Closing Services
  • 12.2 Case Notes

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

Last revision: August 22, 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:

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:

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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