The benefits and burdens of major job market shifts affect communities in different ways. Negative outcomes often accrue to places with limited capacity to foresee and respond to evolving workforce needs. These places also frequently have limited connections to adult education and training, employment opportunities, and other resources required in an increasingly competitive economy. Human capital is essential for achieving any local and regional growth goals, and therefore to any decisions about local land use, transportation, and economic development. Yet communities can vary widely in their capacity and technical expertise for human capital planning, which could consider industry and occupation trends, local job market changes, and the employment outcomes of local training programs. Workforce development efforts achieve the most when workforce boards, training providers, employers, educators, service providers, and economic development agencies work together to leverage economic assets that extend across jurisdictional boundaries. Local and sub-regional plans should build on the strategic and operational planning already conducted by the region’s WIBs. These plans assess the area’s leading and emerging industries, employment and unemployment data, labor markets trends, and educational and skill levels of its workforce. However, residents face barriers to employment that go well beyond just education and training needs. Addressing the unique job market opportunities and challenges of local communities will require collaboration on a broad array of place-based strategies.