The primary role of the Local Workforce Development Board (WDB) is to serve as a strategic convener to promote and broker effective relationships between the Chief Lead Elected Official (CLEO) and economic, education, and workforce partners throughout the Local Workforce Development 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.

Once established and certified, each Local WDB must:

• Develop, submit and maintain a 4-year local plan for the Local Workforce Development Area, in partnership with the CLEO.
• If involved in a planning region, develop, submit and maintain a regional plan in collaboration with the other Local Workforce Development Areas within the region.
• Conduct workforce research and regional labor market analysis to include:
  • Analyses and regular updates of economic conditions, needed knowledge and skills, workforce, and workforce development (including education and training) activities to include an analysis of the strengths and weaknesses (including the capacity to provide) of such services to address the identified education and skill needs of the workforce and the employment needs of employer.
  • Provide assistance to Iowa Workforce Development (IWD) in developing the statewide workforce and labor market information system under the Wagner-Peyser Act for the region.
  • Other research, data collection, and analysis related to the workforce needs of the regional economy as the Local WDB, after receiving input from a wide array of stakeholders, determines to be necessary to carry out its function.
• Convene, broker, and leverage workforce development system stakeholders to assist in:
  • The development of the local plan
  • Identifying non-Federal expertise and resources to leverage support for workforce development activities
  • Convening, brokering, and leveraging such functions at the direction of the Local WDB, or its standing committees
• Lead efforts to engage with a diverse range of employers and other entities in the region in order to:
  • Promote business representation (particularly representatives with optimum policy-making or hiring authority from employers whose employment opportunities reflect existing and emerging employment opportunities in the region) on the Local WDB.
  • Develop effective linkages (including the use of intermediaries) with employers in the region to support employer utilization of the local workforce development system and to support local workforce investment activities.
  • Ensure that workforce investment activities meet the needs of employers and support economic growth in the region by enhancing communication, coordination, and collaboration among employers, economic development entities, and service providers.
  • Develop and implement proven or promising strategies for meeting the employment and skill needs of workers and employers (such as the establishment of industry and sector partnerships), that provide the skilled workforce needed by employers in the region, and that expand employment and career advancement opportunities for workforce development system participants in in-demand industry sectors or occupations.
• With representatives of secondary and postsecondary education programs, lead efforts to develop and implement career pathways within the local area by aligning the employment, training, education, and supportive services that are needed by adults and youth, particularly individuals with barriers to employment.
• Lead efforts in the local area to identify and promote proven and promising strategies and initiatives for meeting the needs of employers, workers and job seekers, including individuals with a barrier to employment and providing physical and programmatic accessibility in the American Job Center (AJC).  Identify and disseminate information on proven and promising practices carried out in other local areas for meeting such needs.
• Develop strategies for using technology to maximize the accessibility and effectiveness of the local workforce development system for employers, and workers and job seekers, by doing all of the following:
  • Facilitating connections among the intake and case management information systems of the AJC partner programs to support a comprehensive workforce development system in the local area.
  • Facilitating access to services provided through the AJC involved, including facilitating access in remote areas.
  • Identifying strategies for better meeting the needs of individuals with barriers to employment, including strategies that augment traditional service delivery, and increase access to services and programs of the AJC, such as improving digital literacy skills.
  • Leveraging resources and capacity within the local workforce development system, including resources and capacity for services for individuals with barriers to employment.
• In partnership with the CLEO for the local area:
  • Conduct oversight of Workforce Innovation and Opportunity Act (WIOA) Title I programs and the AJC in the local area.
  • Ensure the appropriate use and management of the funds provided WIOA Title I and the AJC in the local area.
  • Ensure the appropriate use and management, and investment of funds to maximize performance outcomes.
• Negotiate and reach an agreement on local performance indicators with the CLEO and IWD.
• Negotiate with the CLEO and required partners on the methods for funding the infrastructure costs of AJCs.
• Select the following providers in the local area, and where appropriate terminate such providers:
  • Providers of youth workforce investment activities through competitive grants or contracts based on the recommendations of the youth standing committee (if such a committee is established), in accordance with Service Provider Procurement.
    • If the Local WDB determines there is an insufficient number of eligible training providers in a local area, the Local WDB may award contracts on a sole-source basis, in accordance with Allowable Methods of Competitive Procurement of Service Providers.
    • When identifying eligible providers, the Local WDB may consider community-based and governmental organizations as possible eligible providers.
  • Providers of training services, in accordance with WIOA and State policy. 
  • Providers of WIOA Title I Adult and Dislocated Worker career services through competitive grants or contracts, in accordance with Service Provider Procurement. 
    • If the Local WDB determines there is an insufficient number of eligible training providers in a local area, the Local WDB may award contracts on a sole-source basis, in accordance with Allowable Methods of Competitive Procurement of Service Providers.
    • When identifying eligible providers, the Local WDB may consider community-based and governmental organizations as possible eligible providers.
  • One-stop operators, with the agreement of the CLEO. 
• Work with IWD to ensure there are sufficient numbers and types of providers of career services and training services serving the local area and providing the services in a manner that maximizes consumer choice, as well as providing opportunities that lead to competitive integrated employment for individuals with disabilities.
  • Such providers include eligible providers with expertise in assisting individuals with a disability and eligible providers with expertise in assisting adults in need of adult education and literacy activities.
  • Local WDBs are responsible for ensuring that all American Job Center (AJC) staff members have access to the ETPL, and are knowledgeable in regards to utilizing the ETPL. 
  • Local WDBs are also responsible for ensuring all AJC customers have access to the ETPL to assist them in making informed choices when choosing training services.
• Coordinate activities with education and training providers in the local area, including:
  • Reviewing applications to provide adult education and literacy activities under WIOA Title II for the local area to determine whether such applications are consistent with the local plan.
  • Making recommendations to the eligible agency to promote alignment with such plan.
  • Replicating and implementing cooperative agreements to enhance the provision of services to individuals with disabilities and other individuals, such as cross training of staff, technical assistance, use and sharing of information, cooperative efforts with employers, and other efforts at cooperation, collaboration, and coordination.
• Develop a budget for the activities of the Local WDB, with the approval of the CLEO and consistent with the local plan and the duties of the Local WDB.
• Assess, on an annual basis, the physical and programmatic accessibility of all AJCs in the local area.
• Certify AJCs.