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Table of Contents
Chapter 1) Administration and Governance
Chapter 2) The One-Stop (Job Center) Delivery System
Chapter 3) Program Funding and Grants Management
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
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 Program
Chapter 11) Performance Accountability and Reporting
Chapter 12) File Documentation
11.18 Pay For Performance
Effective date: August 7, 2017
WIOA authorizes Local WDBs to utilize pay-for-performance contract strategies with its service providers.
This is a specific type of performance – based contract strategy that has four distinct characteristics:
- It is a strategy to use WIOA Pay-for-Performance contracts. 1
- Identifies a workforce development problem and target populations for which a local area
would hope to achieve through a Pay-for-Performance contract relative to baseline performance and
the acceptable cost to government associated with achieving these outcomes
- It must include a method for independently validating the performance outcomes achieved under
each contract within the strategy prior to payment occurring.
- Include a description of how the local area will reallocate funds to other activities under the
contract strategy in the event a service provider does not achieve performance benchmarks under a
WIOA Pay-for-Performance contract.
A type of performance based contract that a local WDB can be entered with eligible service providers to serve
targeted populations for Adult/Dislocated Worker Training Services 2
and Youth Activities. 3
- No more than 10% of the total Adult and Dislocated Worker annual allocation can be reserved
for the implementation of WIOA Pay-for-Performance contract strategies for Adult and Dislocated Worker
training services and 10% of the Youth annual allocation for youth activities.
- Cost – plus a percentage contract is not authorized. 4
- Provide technical assistance to Local WDBs including assistance with
- structuring WIOA Pay-for-performance contracting strategies;
- performance data collection;
- meeting performance data entry requirements; and
- identifying levels of performance.
- Collect and report to DOL; on the Pay-for-Performance Report Template with information on the
performance of service providers entering into WIOA Pay-for-Performance contracts. The performance must
be measured against the levels of performance benchmarks specified in the contract(s).
- Collect and report to DOL, State and/or local evaluations of the design and performance of the
WIOA Pay-for-Performance contract strategies, and where possible, the level of satisfaction with the
strategies among employers and participants benefitting from the strategies.
- Each year, monitor the Local WDB's use of WIOA Pay-for-Performance contract strategies to ensure
compliance with §683.500
and the contract specifications in §683.510,
and State procurement policies.
- Monitor local areas' expenditures to ensure that neither no more than 10% of a local area's adult
and dislocated worker allotments or no more than 10% of a local area's youth allotment is reserved and
used for WIOA Pay-for-Performance contract strategies.
- Requirements assigned to the state by the Secretary of Labor in future guidance.
- Complete and send ETA Form 9174 to the federal departments annually.
Local Workforce Development Boards
When a Local WDB uses Pay-for Performance strategies, the board must:
- Inform DET of the use of all WIOA Pay-for-Performance contracts;
- Report in ASSET services delivered through a Pay-for-Performance contract. See the Performance TAG for
instructions to report Pay-for-Performance services;
- Provide ETA 9174 with a narrative to DWD within 30 days following the end of the Program Year.