City of Phoenix

Local Board Responsibilities

In accordance with the requirements of WIOA, the PBWDB, in partnership with the Mayor and City Council of the City of Phoenix, shall perform those functions necessary and appropriate to implement the WIOA including the areas responsible such as setting policy and direction, and oversight of employment and training programs. In performing the functions listed below, the PBWDB shall submit its decisions to the Mayor and City Council for their approval.

Roles and Responsibilities

The functions to be performed as a part of this partnership are not limited to the following:

  •  As provided in WIOA Sec.107(d) and 20 Code of Federal Regulations (CFR). §679.390, the PBWDB must:
  • Develop and submit a 4-year local plan for the local area, in partnership with the Chief Elected Official (CEO) and consistent with WIOA Sec. 108
  • If the local area is part of a planning region that includes other local areas, develop and submit a regional plan in collaboration with other local areas. If the local area is part of a planning region, the local plan must be submitted as a part of the regional plan
  • Conduct workforce research and regional labor market analysis to include:

a. 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 employers;

b. Assistance to the Governor in developing the statewide workforce and labor market information system under the Wagner-Peyser Act for the region; and

c. Other research, data collection, and analysis related to the workforce needs of the regional economy as the PBWDB, after receiving input from a wide array of stakeholders, determines to be necessary to carry out its functions;

  • Convene local workforce development system stakeholders to assist in the development of the local plan under § 679.550 and in identifying non-Federal expertise and resources to leverage support for workforce development activities. Such stakeholders may assist the PBWDB and standing committees in carrying out convening, brokering, and leveraging functions at the direction of the PBWDB.
  • Lead efforts to engage with a diverse range of employers and other entities in the region in order to:

a. 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 PBWDB;

b. 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;

c. 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; and

  • 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, and 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, workers and job seekers, by:

a. Facilitating connections among the intake and case management information systems of the one-stop partner programs to support a comprehensive workforce development system in the local area;

b. Facilitating access to services provided through the one-stop delivery system involved, including access in remote areas;

c. 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 one-stop delivery system, such as improving digital literacy skills; and

d. 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 chief elected official for the local area:

a. Conduct oversight of youth workforce investment activities authorized under WIOA Sec. 129(c), adult and dislocated worker employment and training activities under WIOA Sec. 134(c) and (d), and the entire one-stop delivery system in the local area;

b. Ensure the appropriate use and management of the funds provided under WIOA Subtitle B for the youth, adult, and dislocated worker activities and one-stop delivery system in the local area; and

c. Ensure the appropriate use, management, and investment of funds to maximize performance outcomes under WIOA Sec. 116.

  • Negotiate and reach agreement on local performance indicators with the CEO and the Governor.
  • Negotiate with CEO and required partners on the methods for funding the infrastructure costs of one-stop centers in the local area in accordance with 20 CFR 678.715 or must notify the Governor if they fail to reach agreement at the local level and will use a State infrastructure funding mechanism.
  • Select the following providers in the local area, and where appropriate terminate such providers in accordance with 2 CFR part 200:

a. 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); however, if the PBWDB determines there is an insufficient number of eligible youth providers in a local area, the PBWDB may award contracts on a sole-source basis as per the provisions at WIOA Sec. 123(b);

b. Providers of training services consistent with the criteria and information requirements established by the Governor and WIOA Sec. 122;

c. Providers of career services through the award of contracts, if the one-stop operator does not provide such services; and

d. One-stop operators in accordance with CFR 20 678.600 through 678.635.  

  • The City of Phoenix has selected Goodwill of Central and Northern Arizona as the One-Stop Operator.
  • In accordance with WIOA Sec. 107(d)(10)(E) work with the State 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.
  • Coordinate activities with education and training providers in the local area, including:

a. 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;

b. Making recommendations to the eligible agency to promote alignment with such plan; and

c. 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 in cooperation, collaboration, and coordination.

  • Develop a budget for the activities of the PBWDB, with approval of the chief elected official and consistent with the local plan and the duties of the PBWDB.
  • Assess, on an annual basis, the physical and programmatic accessibility of all one-stop centers in the local area, in accordance with WIOA Sec. 188, if applicable, and applicable provisions of the Americans with Disabilities Act of 1990 (42 U.S.C. 12101 et seq.).
  • Certification of one-stop centers in accordance with 20 CFR 678.800 and applicable policies issued by the Workforce Arizona Council (WAC).