Local Plan2008

8/6/2019 Local Plan2008

1/535

LOCALCAL S TRATEGICRATEGIC P LANANJuly 1, 2008 June 30, 2010

Submitted by:Region 1 Workforce Investment Board

200 Value City Center, Suite 200 - Beckley, West Virginia 25801

Jerry E. Berry, Chief, Region 1 Local Elected Officials

Bill Rock, Chair, Region 1 Workforce Investment Board

Melissa A. Aguilar, Executive Director

www.region1workforcewestvirginia.org

8/6/2019 Local Plan2008

2/535

Table of Contents

SECTION I: EXECUTIVE SUMMARY .................................................................... 2

SECTION II: ASSESSMENT OF THE CURRENT STATE OF THE WORKFORCE

Current Employer Demands for Workers and Skills ..................................... 6Current Worker Skills and Characteristics .................................................... 8Education / Training Capacity to Meet Current Demands........................... 10Current Resources ..................................................................................... 15

SECTION III: THE DESIRED STATE OF THE WORKFORCE

Local Area Vision, Mission, Values, and Goals .......................................... 20Projected Employment Opportunities ......................................................... 25Projected Workforce Needs........................................................................ 31The Supply Pipeline.................................................................................... 34

SECTION IV: ANALYSIS AND STRATEGIC PLANNING FOR ACHIEVING THEDESIRED STATE OF THE WORKFORCE

Gap Analysis .............................................................................................. 38Strategic Goals / Objectives / Action Strategies ......................................... 42

SECTION V: LOCAL AREA GOVERNANCE

Local Elected Officials (LEOs).................................................................... 50The Local Workforce Investment Board (LWIB) ......................................... 51Rapid Response ......................................................................................... 54Youth Council ............................................................................................. 57Fiscal Agent................................................................................................ 59

SECTION VI: REGION 1 WORKFORCE WEST VIRGINIA SYSTEM PLAN

System Development ................................................................................. 63Marketing Plan............................................................................................ 71Memoranda of Understandings for Core Services...................................... 81Services to Specific Populations................................................................. 82WORKFORCE West Virginia Governance ................................................. 89

SECTION VII: WORKFORCE INVESTMENT SERVICES

General Information Regarding Access to Services ................................... 92Access to Services for Adults and Dislocated Workers .............................. 94Access to Services for Youth.................................................................... 100Access to Services for Employers ............................................................ 105

8/6/2019 Local Plan2008

3/535

SECTION VIII: ADDITIONAL INFORMATION

Procurement ............................................................................................. 112Equal Opportunity, Affirmative Action, and Grievance Procedures........... 113System Measurements ............................................................................. 114Program Planning / Budget Information Summaries................................. 115Public Comment ....................................................................................... 116

ATTACHMENTS

Memoranda of Understandings Documents ................................................ 118-473

Attachment A State Level Partners Memorandum of UnderstandingAttachment B Local Elected Official AgreementAttachment C Natural Capital Investment Fund Memorandum of UnderstandingAttachment D N/AAttachment E WORKFORCE West Virginia Memorandum of UnderstandingAttachment F U. S. Department of Labor / Bureau of Apprenticeship and Training

Memorandum of Understanding

Attachment G Division of Rehabilitation Services Memorandum of UnderstandingAttachment H Experience Works Memorandum of UnderstandingAttachment I Job Corps Memorandum of UnderstandingAttachment J Educational Opportunity Center Memorandum of UnderstandingAttachment K West Virginia Small Business Development Center Memorandum of

UnderstandingAttachment L United Mine Workers of America Career Centers, Inc., Memorandum

of UnderstandingAttachment M West Virginia Department of Education / Office of Adult Education

Memorandum of UnderstandingAttachment N Council of Three Rivers American Indian Center, Inc., Memorandum

of UnderstandingAttachment O HRDE, Inc., Memorandum of UnderstandingAttachment P Public Vocational-Technical Education Memorandum of

UnderstandingAttachment Q Southern Appalachian Labor Schools HUD Youthbuild

Memorandum of UnderstandingAttachment R Community Colleges Memorandum of UnderstandingAttachment S Summers County Planning Commission Memorandum of

UnderstandingAttachment T WORKFORCE West Virginia Memorandum of UnderstandingAttachment U North Central Community Action Memorandum of Understanding

Attachment V Veterans Upward Bound Memorandum of UnderstandingAttachment W Workplace Education Memorandum of UnderstandingAttachment X Mission West Virginia Memorandum of UnderstandingAttachment Y Food Stamp Employment and Training Memorandum of

UnderstandingAttachment Z West Virginia Commission for National and Community Services

Memorandum of UnderstandingAttachment AA Temporary Assistance for Needy Families Memorandum of

Understanding

8/6/2019 Local Plan2008

4/535

Attachment BB 4-C Economic Development Authority Memorandum ofUnderstanding

Attachment CC Literacy West Virginia Memorandum of UnderstandingAttachment DD McDowell County Economic Development Authority Memorandum of

UnderstandingAttachment EE Nicholas County Community Action Memorandum of UnderstandingAttachment FF HRDF, Inc., Memorandum of UnderstandingAttachment GG Mercer County Development Authority Memorandum of

UnderstandingAttachment HH Webster County Economic Development Authority Memorandum of

UnderstandingAttachment II Western Greenbrier Business Development Corporation

Memorandum of UnderstandingAttachment JJ Wyoming County Economic Development Authority Memorandum of

UnderstandingAttachment KK Community Action of South Eastern West Virginia Memorandum of

Understanding

Region 1 Workforce Investment Board Policy Letters ................................. 474-520

Attachment PL #01 ...............................Policy Letter #01 Priority of ServiceAttachment PL #03...........................Policy Letter #03 On-the-Job TrainingAttachment PL #04..............Policy Letter #04 Individual Training AccountsAttachment PL #05...................................... Policy Letter #05 ProcurementAttachment PL #07.................................. Policy Letter #07 Self SufficiencyAttachment PL #08 .................. Policy Letter #08 Grievance and ComplaintAttachment PL #10..........................Policy Letter #10 Customized TrainingAttachment PL #11 .........................Policy Letter #11 Critical Skills Training

Other Attachments

Contributions from Mandated / Non-Mandated Partners PY06................. 521Organizational Chart: Board Staff, Fiscal Agent, and One-Stop Services 528Region 1 Workforce Investment Board Schedule of Meetings.................. 530Performance Indicators and Goals ........................................................... 532Program Planning / Budget Information Summary ................................... 534Cost Allocation Plan...................................................................................543West Virginia State Eligible Training Providers List Modified for Region 1544Bibliography.............................................................................................. 546Acronyms.................................................................................................. 549

8/6/2019 Local Plan2008

5/535

Statement of ApprovalRegion 1 Workforce Investment Board

Local Plan

The signatures below certify that the attached Local Workforce Investment Strategic(including Administrative Assurances) have been reviewed and approved by the Chief LocalElected Officials and the Workforce Investment Board.

Local Workforce Area: Region 1

Board Contact Person: Bill Rock, Chair

Phone Number: 304-253-3611

Region 1 Local Elected Officials Region 1 Workforce Investment Board

Jerry E. Berry, Chief Bill Rock, ChairTyped Name and Title Typed Name and Title

_____________________________ Bill Rock, ChairRegion 1 Workforce Investment Board

8/6/2019 Local Plan2008

6/535

CERTIFICATION REGARDINGDEBARMENT, SUSPENSION, AND OTHER RESPONSIBILITY MATTERS

PRIMARY COVERED TRANSACTIONS

This certification is required by the regulations implementing Executive Order 12549, Debarmentand Suspension, 29 CFR Part 98, Section 98.510, Participants Responsibilities.

The regulations were published as part VII of the May 26, 1988 Federal Register (Pages 19160-19211).

1. The prospective primary participant, i.e., grantee, certifies to the best of its knowledgeand belief, that it and its principals:

(a) Are not presently debarred, suspended, proposed for debarment, declaredineligible , voluntarily excluded from covered transactions by any federaldepartment or agency;

(b) Have not within a three-year period preceding this proposal been convicted of, orhad a civil judgment rendered against them for commission of fraud of a criminaloffense in connection with obtaining, attempting to obtain, or performing a public

(federal, state, or local) transaction or contract under a public transaction; violationof Federal or State antitrust statutes or commission of embezzlement, theft,forgery, bribery, falsification or destruction of records, making false statements, orreceiving stolen property ;

(c) Are not presently indicted for or otherwise criminally or civilly charged by agovernment entity (federal, state, or local) with commission of the offensesenumerated in paragraph 1(b) of this certification; and

(d) Have not within a three-year period preceding this application / proposal had oneor more public transactions (federal, state, or local) terminated for cause ordefault.

2. Where the prospective primary participant is unable to certify to any of the statements inthis certification, such prospective participant shall attach an explanation to this contractpackage.

Applicant Organization:Region 1 Workforce Investment Board200 Value City Center, Suite 200 - Beckley, West Virginia 25801

Bill Rock, Chair ___________________________

Name of Certifying Official Signature

8/6/2019 Local Plan2008

7/535

8/6/2019 Local Plan2008

8/535

Bill Rock, Chair ___________________________ Name of Certifying Official Signature

EQUAL OPPORTUNITY NON-DISCRIMINATION NOTICE

Region 1 Workforce Investment Board , as a recipient of Workforce Investment Act (WIA)funds, shall provide initial and continuing notice that it does not discriminate on any prohibitedgrounds to: applicants, eligible applicants, participants, applicants for employment, employees,and members of the public including those with impaired vision or hearing, and unions orprofessional organizations holding collective bargaining or professional agreements with therecipient.

ASSURANCE

As a condition of the award of financial assistance under WIA from the Department of Labor, thegrant applicant assures, with respect to operation of the WIA-funded program or activity and allagreements or arrangements to carry out the WIA-funded program or activity, that it will complyfully with the nondiscrimination and equal opportunity provisions of the Workforce InvestmentAct; the Nontraditional Employment for Women Act of 1991; Title VI of the Civil Rights Act of

1964, as amended; section 504 of the Rehabilitation Act of 1973, as amended; the AgeDiscrimination Act of 1975, as amended; Title IX of the Education Amendments of 1972, asamended; and with all applicable requirements imposed by or pursuant to regulationsimplementing those laws, including but not limited to 29 CFR part 34. The United States has theright to seek judicial enforcement of this assurance.


Palma Stafford, Equal Opportunity Officer ___________________________________ Name of Certifying Official Signature

8/6/2019 Local Plan2008

9/535

CERTIFICATION REGARDING LOBBYING

CERTIFICATION FOR CONTRACTS, GRANTS, LOANSAND COOPERATIVE AGREEMENTS

The undersigned certifies, to the best of his or her knowledge and belief, that:

1. No federal appropriated funds have been paid or will be paid, by or on behalf ofthe undersigned, to any person for influencing or attempting to influence anofficer or employee of Congress, or an employee of a member of Congress inconnection with the awarding of any federal loan, the entering into of anycooperative agreement, and the extension, continuation, renewal, amendment, ormodification of any federal contract, grant, loan or cooperative agreement.

2. If any funds other than federal appropriated funds have been paid or will be paidto any person for influencing or attempting to influence an officer or employee ofany agency, a member of Congress, an officer or employee of Congress, or anemployee of a member of Congress in connection with this federal contract,grant, loan, or cooperative agreement, the undersigned shall complete and

submit Standard Form-LLL, Disclosure Form to Report Lobbying, in accordancewith its instruction.

3. The undersigned shall require that the language of this certification be included inthe award documents for all sub-awards at all tiers (including subcontracts, sub-grants and contracts under grants, loans, and cooperative agreements) and thatall sub-recipients shall certify and disclose accordingly.

This certification is a material representation of fact upon which reliance was placedwhen this certification is a prerequisite for making or entering into this transactionimposed by section 1352, title 31, U.S. Code. Any person who fails to file the required

certification shall be subject to a civil penalty of not less than $10,000 and not more than$100,000 for each such failure.


Bill Rock, Chair ___________________________ Name of Certifying Official Signature

8/6/2019 Local Plan2008

10/535

Region 1 Local Plan2008-2010

SECTION I:

EXECUTIVE SUMMARY XECUTIVE SUMMARY

8/6/2019 Local Plan2008

11/535

EXECUTIVE SUMMARY

The Region 1 Workforce Investment Board (WIB) is pleased to present its Local Plan forworkforce investment for the period July 1, 2007 June 30, 2010. This local plan describes howlocal workforce development activities will be directed over the next four years to promoteeffective economic, education and workforce development partnerships that will develop andsustain productive workers for business and thereby create prosperous communities for ourcitizens.

This Plan identifies and assesses projected employment opportunities, projected workforceneeds, and the services that will be required in order to develop a skilled workforce to meetregional employers needs over the next four years. Analysis of workforce trends including gapanalysis information is provided, as well as strategic goals, objectives and action strategies thathave been developed to address the identified issues. Labor market information was providedthrough the WORKFORCE West Virginia State Office, the Labor Market Institute, the U.S.Department of Labor, the U.S. Census, the State of the Workforce Study, Marshall UniversitysCenter for Business and Economic Research, and regional research.

Additionally, this Plan provides an assessment of the current status of the workforce, including

current employer demands for workers and skills, current worker skills inventories andcharacteristics, plus the education and training capacity available in the region to meet currentand future workforce demands. Local area governance information is provided, includinginformation on the Local Elected Officials, the Workforce Investment Board, the Youth Council,and the fiscal responsibilities of the Board. System development of the Workforce Centers isdiscussed, including services provided by partners, and services available for specificpopulations. Locally adopted system measures are included in this section.

This Plan also describes the method used for delivery of workforce investment services,including access to services for the general population, adults and dislocated workers, youth,and employers. Included are: WIB policy on procurement, equal opportunity, affirmative action

and grievance procedures, negotiated performance measures, program planning and budgetinformation, and methods used by the Board to garner public comment on WIB activities.

It is the intent of the Board to consistently promote effective and efficient streamlined services toall citizens and to build in quality to processes that will make the system of resources openlyavailable through technology as well as the WORKFORCE West Virginia Career Centers.

8/6/2019 Local Plan2008

12/535


SECTION II:

ASSESSMENT OF THE CURRENT SSESSMENT OF THE CURRENTSTATE OF THE WORKFORCE TATE OF THE WORKFORCE

8/6/2019 Local Plan2008

13/535


4

CURRENT EMPLOYER DEMANDS FOR WORKERS AND SKILLS

It is the responsibility of the Region 1 Workforce Investment Board to monitor the current andfuture demands of area employers so the WIB can make the required and appropriateadjustments to program and service offerings within the one-stop system to supply a workforcethat is trained, skilled, and knowledgeable, and one that will meet employers needs. The WIBclosely monitors regional industries and labor market information, identifies trends of growth anddecline, and projects industry needs to meet employers current and future demands. Strategiesused by the WIB to identify employer demands for workers and skills have included thecommission of regional reports, development of partnerships and consortia with regionaleducational facilities, businesses, and agencies, and the development of a Business ServicesUnit operating under the direction of the WIB.

Region 1 Workforce Investment Board Business Services Unit

The Region 1 Workforce Investment Board has developed a professional Business ServicesUnit (BSU), made up of representatives of area agencies that provide business services to

employers. This team works together collaboratively to identify and address employers needsand meet those needs through a seamless delivery of quality services while eliminatingduplication of services.

Current Employer Needs

The BSU representatives have worked closely with Region 1 employers, and have identifiedseveral universal challenges being faced by employers in the Region 1 area. Among thefindings of the BSU are:

Businesses constantly face the challenges of emerging technologies, fierce competitors,and shifting customer preferences. The effects of technology and the global nature oftodays economic landscape forces a spirit of innovation and a continuous mode ofimprovement. Employers require a workforce that is knowledgeable of currenttechnologies; has the ability to maintain knowledge as technologies emerge; and has theflexibility to be innovative and participate in continuous improvement strategies.

A general gravitation from blue collar industrial to white collar service employment hasoccurred during the past 20 years and is expected to continue. Such shifts in the regionslabor market have raised the level of skills and qualifications required for most privatesector jobs.

The population in Region 1 is comparatively small and continues to decline. The

percentage of residents who are 45 years and older is generally higher than the state andthe nation. If population trends continue, by the year 2010, the number reachingretirement age will outrank the number of potential entry-level workers.

Most of Region 1 is experiencing low labor force participation. Some reasons are a largeretiree population and high rates of disability among adults. Unemployment rates tend tobe slightly higher than state and national averages.

8/6/2019 Local Plan2008

14/535


5

The service industry will experience the greatest growth through 2010, followed byconstruction and retail trade.

Employers need timely access to a skilled workforce and resources imperative to successfulbusiness practices.

According to the Business Survey Analysis conducted by Marshall Universitys Center forBusiness and Economic Research as part of the State of the Workforce Report, presentemployment in Region 1 appears to be higher than typical employment. Employment in firmswith fewer than 50 employees or between 200-300 employees is presently higher than usual.Representatives of firms in the arts and entertainment industry report having the most new hires.The majority of firms typically hire 20 or less new employees annually.

Business respondents were asked to individually rank each of 19 job skills according to theirimportance with regard to their organization. Though the importance of various work skillschanges emphasis among industries, the basic skills of reading, math, listening, customerrelations, teamwork, and observation appear to maintain an importance across the region.

Employers foresee a future emphasis on intermediate and advanced reading, intermediate andadvanced math, basic writing and location of information. Technical skills having to do withcomputers appeared to carry great importance, with Internet usage and programming / webdesign showing the greatest projected increase (21% and 20% respectively).

Most of the firms hire high school graduates and believe they are well prepared for work. Evenso, at least one-third of the respondents reported a need for education and training of currentemployees, including career progression training. Management was the most prevalent careerprogression training need. On-the-Job Training (OJT) was the most favored type of trainingprogram for new hires as well as the most desirable location for employee training. The mostprevalent training factor among area employers is the specialization of the training, followed by

cost and quality.

Current employment opportunities, demand occupations, current work regarding targetedindustries and industry clusters, and current industry sectors being impacted by job loss / workforce reduction is discussed at length in Section III: The Desired State of the Workforce Projected Employment Opportunities.

CURRENT WORKER SKILLS AND CHARACTERISTICS

It is the responsibility of the Region 1 Workforce Investment Board to monitor the regional

workforce population, including age, labor force participation rates, unemployment rates,educational attainment and levels of basic skills, per capita personal income and median incomelevels. It is important to understand the characteristics of the population that will supply thecurrent and future workforce to the local business community. Strategies used by the WIB toidentify current worker skills and characteristics have included the commission of regionalreports, the Census Report, and labor market information available through WORKFORCEWest Virginia.

8/6/2019 Local Plan2008

15/535


6

According to the State of the Workforce Report, commissioned by the Region 1 WorkforceInvestment Board through Marshall University, the population in the regional area is small, andcontinuing to decline in some parts of the region. Out-migration, the leading cause of decliningpopulation, continues in many counties. The aging of the workforce is expected to continue asthe baby-boom generation enters retirement age. Potential shortfalls in the workforce areexpected after 2009. However, this shortfall may be sooner if the trend in out-migrationcontinues and the rates of migration of youth and young adults are greater than that of thegeneral population.

Low labor force participation rates were found in most of the region. Factors that may contributeto these low rates include, but are not limited to, relatively large proportions of retirees and highrates of adult population with work disabilities. Low labor force participation rates contributedirectly to the regions relatively small labor force. Current trends show the importance of theWIBs influence on the labor force.

The unemployment rates are generally higher than the state and the national averages, but notalarmingly so. However, it should be remembered that unemployment rates do not account for

discouraged workers, (i.e., individuals who are not working, and because of discouragement,are not looking for a job).

The educational attainment of the workforce is improving but remains below the nationalaverage. Lack of educational attainment has direct implications on worker productivity andearnings and may deter potential employers with higher paying jobs from locating to the region.Of particular concern is the 25-44 age group, the second largest group among those who lack ahigh school diploma, after the 60 and older age group.

Low levels of basic skills in the region, as measured by the Level 1 literacy rate, may be aleading barrier to employment, resulting in a relatively lower labor force participation rate and a

higher unemployment rate, as well as relatively lower paying jobs.

The regions relatively low per capita personal income and median income levels may be due tolack of job opportunities and / or lack of higher paying jobs, both direct consequences of loweducational attainment and basic skills. The income measures are likely to be biased downwarddue to the regions relatively high proportion of retirees and high percentage of adult populationwith work disabilities.

An in-depth presentation of data which outlines the current skills and characteristics can befound in the State of the Workforce Report prepared by Marshall Universitys Center forBusiness and Economic Research posted on the Region 1 website at

www.region1workforcewestvirginia.org .

EDUCATION / TRAINING CAPACITY TO MEET CURRENT DEMANDS

The Region 1 Workforce Investment Board has been very attentive to the diversity of trainingneeds of the job-seeking customer desiring to improve their skills and become job-ready. Also,

8/6/2019 Local Plan2008

16/535


7

there is a strong focus by the WIB to be attentive to the training requirements of the businesscustomer requiring skilled employees. The WIB strives to identify training facilities providingopportunities for training in workforce skills in the growth industries and occupations available inthe regional area, and make these opportunities available to all customers of the WORKFORCEWest Virginia Career Centers.

Over the previous years, Region 1 has committed the majority of its WIA funds to occupationaltraining accessed through Individual Training Accounts and OJT contracts. The strategy of theWIB is to continue the pace of skills training, even with the reductions in the federal allocations.Our plans continue to include leveraging other public dollars, earning program income that isreinvested into the WORKFORCE West Virginia Career Center system, and seeking grants frompublic and private foundations.

Traditional Training

The Training and Performance Committee of the WIB oversees the performance standards,performance measures and outcomes for training providers approved to provide services

through WIA, as well as system-wide. The Committee evaluates both the training providers andtraining programs to ensure quality services for the job-seeking customer and to ensure that thetraining being provided will address identified high-growth / high-demand occupations in theregion.

The WIB uses the West Virginia State Eligible Training Providers List to identify trainingprograms for regional customers. The Eligible Training Provider List is modified to identify thosetraining programs that are Region 1 Approved based upon demand occupations / targetedsectors and those programs that are Not Approved by Region 1.

The list includes information on the training providers, and the programs offered through the

providers which have been identified as leading to an occupation on the Targeted Sector List.Additional information available on the list includes contact information for the provider; durationof the program; cost of program; credential attainment; minimum score requirements inWorkKeys assessment for enrollment; placement percentage of all participants; placementpercentage of WIA participants; average wage expectation; percentage rate of completion; andpercentage rate of job retention after six months. A copy of the West Virginia State EligibleTraining Providers List modified for use in Region 1 is attached to this document in OtherAttachments West Virginia State Eligible Training Providers List Modified for Region 1.

The WIB has developed relationships with colleges and universities, community and technicalcolleges, career and technical schools, and other training providers to provide employers with

access to a skilled workforce. Many vocational courses of study are coupled with internshipprograms which provide attractive incentives to employers.

8/6/2019 Local Plan2008

17/535


8

Memorandum of Understanding with Community and Technical Colleges

The Region 1 Workforce Investment Board has entered into a Memorandum of Understanding(MOU) with three community and technical colleges in the Region 1 area: New RiverCommunity and Technical College; Southern West Virginia Community and Technical College;and The Community and Technical College at West Virginia University Institute of Technology.The intent of the MOU, and the goal of the parties to the MOU, is to collaborate in developingand carrying out effective, comprehensive, and systematic training programs for employers, jobseekers, and new / incumbent workers. The MOU also establishes an agreement between allparties, defining the roles for implementing an effective partnership designed to complement thetraining programs for residents of the 11 counties that encompass the region. The partnerscoordinate resources to prevent duplication of fund utilization and to ensure effective andefficient delivery of training services in the areas served by each partner. The MOU establishesa referral system for client response that respects the roles and mandates of each partner andfacilitates the coordination of efforts.

On-the-Job Training

The BSU promotes the use of On-The-Job Training (OJT) to local employers as a method ofproviding job-specific, on-site instruction to new employees in vocational and technical careers.In the State of the Workforce report, Region 1 employers concluded that OJT is clearly themost desirable type of training for new hires. Employers found the biggest advantage of OJT isproviding training that is very specific to what a worker needs to know to do their job. In the past,the WIB has contracted with an experienced and proven organization to provide OJT trainingservices. However, because of decreasing budgets it no longer seems feasible to contract thisprogram. Therefore, the WIB plans to work with each individual employer whereas the employerwill continue to offer training; however, the WIB will provide career counseling to the individual,ensuring an effective link between the individuals and the employer. Refer to the Region 1Workforce Investment Board Policy Letters - PL #03 On-the-Job Training for additional

information.

Customized Training

Employers generally prefer to promote their own workers when they are qualified for moreresponsible positions. Many assist their workers with adjusted work schedules and financialincentives to advance their technical and educational credentials. According to Region 1sState of the Workforce report, there is substantial need for training upgrades in the currentworkforce.

The BSU promotes the services of Customized Training to area employers. Customized

Training provides training to employees in specific fields using specialized trainers availablethroughout the region. Employers may access qualified sources of specialized training alreadyknown to their industry.

8/6/2019 Local Plan2008

18/535


9

Customized Training services include:

Partnering with the WORKFORCE West Virginia State Office to provide reimbursement oftrainers fees

Recruiting a trainer Matching employer training objectives with available programs Working with partnering agencies Providing financial assistance / incentives Providing quality customer service / follow through services

Refer to Memoranda of Understandings Documents - Attachment T and Region 1 WorkforceInvestment Board Policy Letters PL #10 Customized Training for more detailed information.

Adult Basic Education

The WIB, in partnership with the State Department of Education, offers Adult Basic Education(ABE) programs that improve the basic literacy skills of adults. The ABE program helps satisfy

the continuing education needs of adults in the current labor market. Starting with instruction inreading, writing, math, listening, and speaking, the program continues through a GeneralEquivalency Diploma (GED) Program.

ABE programs are offered within Region 1 through county Boards of Education, RegionalEducation Service Agencies (RESAs), volunteer literacy programs, faith-based organizations,community-based organizations, and correctional facility education programs. To qualify,individuals need to be at least 16 years old and out-of-school. In the region the average age ofparticipants is between 25 and 44 years.

Based on test results and personal goals, an individual plan of study is developed for each

student. In addition, special needs are addressed by referral to other partners to removebarriers from completing the course of study such as day care, transportation, financial aidapplications for college, etc.

The ABE curricula include:

Basic Skills Instruction in reading, writing, math, listening and speaking Thinking and Learning Skills Instruction in creative thinking, decision making, problem

solving, learning and reasoning Work Foundations Instruction in organization and time management, wellness and

safety, team building, technology and multi-cultural awareness

Job Readiness Skills Instruction in goal setting, career planning, personal workattributes, employee rights and responsibilities, job search strategies and unemploymentsurvival

Life Coping Skills Instruction in budgeting, nutrition, consumerism, family relationshipsand parenting

GED Test Preparation Instruction in science, social studies, math, writing, reading andcalculator training

8/6/2019 Local Plan2008

19/535


10

English as a Second Language Instruction in pre-literacy, reading, writing, listening,speaking, grammar, US history and government, and cultural literacy

Preparation for Specialized Exams Preparation studies for ACT and SAT collegeentrance, ASVAB military enlistment, LPN entrance, civil service, US citizenship, Test ofEnglish as a Foreign Language (TOEFL)

Computer Literacy Instruction in basic use of computers, common applications and theInternet

WorkKeys remedial training including KeyTrain

Occupational Rehabilitation

Disabled people make up 24% of the population of the regions age group 24 to 65. This factmakes them a significant segment of the workforce. In the same age group in the region, 33%of the disabled and 66% of the non-disabled are currently working. The economic impact ofreturning disabled workers to productive employment is too great to ignore. The WIB has foundthat individuals participating in occupational rehabilitation activities and returning to theworkforce has increased their annual earnings by 441%. During its last fiscal year, the West

Virginia Division of Rehabilitation Services returned 1,587 people to the workforce in the state,and over 300 in Region 1.

Whether acquired through birth, accident, illness, or aging, disabilities range from severe arthritisto blindness. Some face accessibility issues with workstations and others face the inability toreturn to their previous trades. Disabled workers begin with a vocational evaluation to assessthe nature and degree of disability and the extent of their job skills and capabilities. Counselorsassist workers in choosing employment which matches their aptitudes, interests, and abilities.An individualized program of education, retraining, assistive devices, and workplacemodifications maximize the disabled workers ability to return to a job.

There are several financial incentives for employers to hire disabled employees, including OJTand workplace modifications. Tax credits are also available including the Work Opportunity TaxCredit, tax deduction to remove architectural and transportation barriers to people withdisabilities and elderly individuals, and the Disabled Access Tax Credit.

Youth Career Awareness and Skill Preparedness

The WIB is sensitive to the need for youth career awareness and job training as was broughtinto sharp focus by the U.S. Department of Labor statistics. The report states 11% of WestVirginia teens (aged 16 to 19) are not attending school and are not working. The national

average is 8%.

The WIB and its Youth Council procure youth services and provide oversight to area serviceprovider(s) in delivering quality programs which assist eligible youth with:

Guidance and counseling Adult mentoring

8/6/2019 Local Plan2008

20/535


11

Tutoring, study skills training Alternative educational services Occupational skill training Leadership development Summer activities Paid and unpaid work experience Supportive services (links to community resources, child care, school or work related

transportation, etc.) Follow-up services

In-School and Out-of-School Youth Programs are described in more detail in Section VII:Workforce Investment Services - Access to Services for Youth.

CURRENT RESOURCES

Programs

Programs to meet workforce development needs available through the WORKFORCE WestVirginia Career Center system in Region 1 are outlined below.

WIA Program* Adult Dislocated Worker In-School Youth Out-of-School Youth Traditional Training / Skills Enhancement On-the-Job Training Customized Training Rapid Response / Layoff Aversion Trade Adjustment Assistance (TAA) Business Services / Employer Services Seasonal / Migrant Workers Services Services to Ex-Offenders

Non-WIA Programs* Food Stamps Education & Training Program (FSE&T) Faith-Based Community Organizations (FBCOs) Pre-employment/Options Program Small Business Development Centers (SBDC)

Veterans Services Services to Homeless Individuals Build It - Keep It - Share It Computer Program Apprenticeship Programs Womens Business Center (WBC) Adult Basic Education / Literacy Microsoft Unlimited Potential and Digital Literacy Program

8/6/2019 Local Plan2008

21/535


12

Entrepreneurship Program

* Program funding is used collaboratively to increase services; however, WIA eligible customers are clearly identified and tracked.

WIA programs are funded by federal dollars. Program funds may be used to pay for:

Traditional training for eligible adults, dislocated workers, and youth. Costs coveredinclude tuition, books and supplies, and support/supplemental payments.

Activities for services and training for eligible in-school and out-of-school youth. OJT, where up to 50% of an employees salary is returned to the employer to cover the

cost of training provided through the employer. Customized Training, where funds may be used to purchase training materials such as

equipment manuals or self-teaching software for training of existing employees.

Technology

The Region 1 Workforce Investment Board has made a considerable investment in state-of-the-

art facilities and resources within the region to assist in meeting the workforce developmentneeds.

The three comprehensive centers located in Mercer, Nicholas, and Raleigh counties are state-of-the-art facilities that house staff representatives of the WORKFORCE West Virginia CareerCenter management, contracted service providers, and representatives of many of themandatory and optional partnering agencies of the region.

The centers are furnished with Internet-based technology for staff use as well as customer use.Resource rooms contain all of the resources required by customers to conduct effective job-search activities, including Internet-based computers, laser-jet printers, photocopy machines, fax

machines, and telephones. The computers contain multiple software programs to assist job-seeking customers with self-directed activities such as rsum writing and cover letters,assessment of skills, and computer-based tutorials.

Other technology resources available throughout the region include:

Each of the centers has a resource library with over 350 titles covering such subjects asrsum writing, interviewing skills, job loss, computer skills, time management, pre tests,etc. These books are available to both customers and staff, and use of the resourcematerial is promoted through the centers and during the Stepping Stones to Successorientations.

The Summers, Greenbrier, and Webster County WORKFORCE West Virginia SatelliteCareer Centers are furnished with a computer lab with video conferencing capabilities. Through a partnership with Mission West Virginia, Adult Basic Education, area literacy

programs, and the DHHRs SPOKES/OPTIONS programs, 34 computer-learning labshave been made available within the region. These labs were established as communityaccess points where members of the community, both adults and students, have access

8/6/2019 Local Plan2008

22/535


13

to broadband Internet and state-of-the-art computers to improve their quality of life, to aidtheir studies, or to help in the development of job skills.

Region 1 uses a Mobile Workforce Development Unit to provide services to job-seekingand employer customers throughout the region. The unit is fully ADA compliant, 100%self-contained and equipped with an eight station computer lab, Internet service, audio / video technology, and the comfort of heating and air conditioning. Services provided inthe mobile unit include evaluation, assessment, recruitment, skills upgrades and training,seminars and workshops including:

Digital Literacy Unlimited Potential Interview USA KeyTrain

8/6/2019 Local Plan2008

23/535


14

SECTION III:

DESIRED STATE OF THE WORKFORCE ESIRED STATE OF THE WORKFORCE

8/6/2019 Local Plan2008

24/535


15

LOCAL AREA VISION, MISSION, VALUES, AND GOALS

The Directors of the Region 1 Workforce Investment Board have adopted a visionstatement, guiding principles and values, and all-encompassing goals and action stepsto guide the advancement of workforce development in the Region 1 area that are inalignment with those of the State of West Virginia, as stated in the Strategic Plan 2005-2010 of the West Virginia Workforce Investment Council. The Region 1 WorkforceInvestment Board believes that by focusing on the Boards vision and mission, followingthe guiding principles and values, and strategically implementing the stated actionsteps, Region 1 will move towards the vision of the West Virginia Workforce InvestmentCouncil, A ready, globally competitive workforce that meets the needs of West Virginia business .

The vision statement, mission statement, guiding principles and values, and goals ofRegion 1 Workforce Investment Board and its partners are presented below.

Vision Statement

The Directors of the Region 1 Workforce Investment Board have adopted a visionstatement that defines the purpose and objective of the organization and provides afocus on the important work to be done in the region.

To promote effective economic, education, and workforce development partnerships that will develop and sustain productive workers for business and thereby create prosperous communities for our citizens.

Guiding Principles and Values

The work of the Region 1 Workforce Investment Board is supported by a can doattitude of leadership and partnership building that improves the quality of life for thecitizens in southern West Virginia. Our vision is for the region and its citizens to haveopportunities for good paying jobs; for businesses to move into the region bringing goodpaying jobs; and for people to move to (or back to) the region because of theopportunities. Our success over the next two years will be measured and evaluated toensure progress for our communities.

The Region 1 Workforce Investment Board has adopted guiding principles and valuesthat aid and assist them in focusing on the purpose of their work as they provide the

leadership, implement strategies, and forge collaborations and conversations to findsolutions to workforce, educational, and economic development issues in the region.

Know business and worker needs exceed their expectations Elevate the quality of life and economic base in our community

8/6/2019 Local Plan2008

25/535

8/6/2019 Local Plan2008

26/535


17

Currently, there are some very obvious industry sectors that have current and long-termgrowth projections and high demand for skilled workers. These sectors includehealthcare, travel and tourism, technology, and small business development.Automotive support and warehousing / transportation are projected to be demandoccupations in the near future.

As federal and state funds for workforce and economic development continue todwindle, it will become more and more important that the WIB focuses its planning,collaboration, and funding support on those sectors that will have greater impact onemployment opportunities in our region.

GOAL 2: Improve allianc es be tween ed uc ation and business to ensure theinstruc tional c ontent fac ilitates student lea rning o f workpla c ec om pe tenc ies need ed b y c urrent and future em ployers in theregion.

There is universal agreement that the business community and education communitymust open their doors to each other if the needed synergy is to take place. Businessmust have the opportunity to articulate its needs and influence curriculum andinstructional content where appropriate. Educational institutions, students, and teachersmust be given opportunities for workplace exposure and understanding.

The WIB is the intermediary to help make this win-win alliance a reality.

GOAL 3: Prom ote and supp ort ec onom ic de velop me nt in the reg ion.

As stated previously in this document, economic well-being is, always has been, andwill likely always be fundamentally about work and workers. Technology, service sectorgrowth, business restructuring and globalization, and demographic changes all haveworkforce and economic implications. There has never before been a time with such aneed to integrate workforce and economic development strategies and initiatives. TheWIB has seized this opportunity to impact broader community issues that are critical tothe regions future.

GOAL 4: Raise the leve l of service integration and qua lity in the regionsWORKFORCE West Virg inia Ca reer Ce nter system .

8/6/2019 Local Plan2008

27/535


18

A performance mandate to the WORKFORCE West Virginia Career Center is thedevelopment of a labor pool that meets current workforce needs. This system isintended to provide seamless access to education / training and employment services toindividuals and employers. The intent is to create a system that links workforcedevelopment and related support services from K-12 systems in the region to highereducation. The WORKFORCE West Virginia Career Center system is one of theflagship products of the WIB. It is important for customers to perceive this system as theprovider of quality and value-added services.

Benchmarks of Success

The Region 1 Workforce Investment Board has identified the critical measures ofsuccess based on the goals listed above and has established baselines where neededand tracks progress toward the attainment of these goals. Goals are reviewed andupdated periodically as economic, educational, and workforce conditions change. Thebenchmarks listed below represent current critical success factors important to ourregion.

Labor force participation rate of individuals 25 to 44 years of age are increasing. Per capita income of individuals 25 to 44 years of age is increasing. WorkKeys assessment and job matching is implemented as the common skills

measuring instrument in WORKFORCE West Virginia Career Centers. There isa high level of awareness and usage of this assessment and job-matching tool byemployers.

Eighty percent of the WORKFORCE West Virginia Career Center customerswithout high school diplomas are being referred to the Adult Basic Educationprogram for services.

There is a common intake application for the WORKFORCE West Virginia

Career Center system throughout the region. There is at least one WIB member on the board of directors of each of the local

economic development authorities in the region.

PROJECTED EMPLOYMENT OPPORTUNITIES

Identifying and tracking new / high growth industries and declining industries allows forbetter regional planning through a more targeted marshalling of economic andworkforce development resources. Based on the information provided through theWORKFORCE West Virginia Labor Market Information, jobs in the medical field,

network systems, data communications, computer engineering, social and humanservices, and educational administration will experience the greatest growth through2012. Employment in traditional industrial jobs such as manufacturing, mining, andrailroad will stabilize or decline. Quantitative information regarding industry andoccupational projections is provided below.

8/6/2019 Local Plan2008

28/535


19

Industry Projections 2004-2014

Table 1 - Industry Projections for Region 1 with net job increase in excess of 100.

Industry 2004 2014Net

IncreaseAmbulatory Health Care Services 5,917 7,773 1856Food Services and Drinking Places 7,653 8,907 1254Social Assistance 2,601 3,503 902Nursing and Residential Care Facilities 3,160 4,037 877Specialty Trade Contractors 2,147 2,895 748Accommodation 3,498 4,090 592Hospitals 6,679 7,218 539Health and Personal Care Stores 1,086 1,263 177Construction of Buildings 1,683 1,859 176Wood Product Manufacturing 2,302 2,468 166Educational Services 10,428 10,581 153Truck Transportation 1,532 1,678 146State and Local, Excluding Education and Hospitals 8,442 8,564 122Building Material, Garden Equipment and Supplies Dealers 1,262 1,377 115

According to the information provided above, the hospital industry coupled with thehealthcare services industry will experience the greatest growth through 2012.

Table 2 - Industry Projections for Region 1 with net job loss in excess of 100.

Industry 2004 2014 NetLossMining (except Oil and Gas) 3,955 3,445 -510Food and Beverage Stores 2,608 2,115 -493Credit Intermediation and Related Activities 1,562 1,289 -273Utilities 529 337 -192Furniture and Home Furnishings Stores 458 345 -113

8/6/2019 Local Plan2008

29/535


20

Occupational Projections 2004-2014

Table 3 - Occupational Projections for Region 1 with a positive growth rate greater than3%.

OccupationBase2004

Proj2014 GrowthReplacement Total

GrowthRate

Home Health Aides 752 1,107 36 10 46 3.94Network Systems and DataCommunications Analysts 66 96 3 1 4 3.82Brickmasons, Blockmasons,Stonemasons, and Tile Helpers 24 34 1 1 2 3.54Medical Assistants 269 381 11 5 16 3.54Roofers 72 101 3 2 5 3.44Social and Human Service Assistants 517 718 20 9 29 3.34Dental Hygienists 215 287 7 2 9 2.93Dental Assistants 239 319 8 7 15 2.93

The occupation with the highest growth rate is home health aides; followed by networksystems and data communications analysts; brickmasons, blockmasons, stonemasons,and title helpers and medical assistants; social and human service assistants; dentalhygienists and assistants; and roofers. Of the 8 occupations listed above with thehighest projected growth rate, 4 of them, or 68% are in the health field; 1 is in thecomputer field.

Table 4 - Occupational Projections for Region 1 with negative growth rate greaterthan -2%.

Occupation Base2004 Proj2014 GrowthReplacementTotal GrowthRateMeter Readers, Utilities 98 46 0 3 3 -7.28File Clerks 191 108 0 6 6 -5.54Shuttle Car Operators 262 151 0 7 7 -5.36Mail Clerks and Mail Machine Operators,Except Postal Service 69 40 0 2 2 -5.31Computer Operators 98 57 0 2 2 -5.27Roof Bolters, Mining 338 253 0 6 6 -2.86Loan Interviewers and Clerks 76 58 0 1 1 -2.67Communications Equipment Operators 339 270 0 9 9 -2.25

Bridge and Lock Tenders 10 8 0 0 0 -2.21New Accounts Clerks 86 69 0 2 2 -2.18Cutting, Punching, and Press MachineSetters, Operators, and 118 95 0 3 3 -2.14Stock Clerks and Order Fillers 1,200 967 0 44 44 -2.14

8/6/2019 Local Plan2008

30/535


21

The occupations with the lowest growth rate tend to reflect those that are either low-tech jobs, i.e., replaced with technology, or traditional industrial jobs in manufacturing,mining, and railroad.

Other Research Specific to Region 1

The Region 1 Workforce Investment Board has made significant investments sinceDecember 2001 in gathering primary and secondary data on the regions workers andbusinesses, and it has used the information to set goals and strategies that guide thework of the WIB.

Outlined below is a sampling of the research and data collection commissioned by theWIB. This information has been utilized to further study projected employmentopportunities in the region, including projected demand occupations, projected growthindustries, and targeted industries, as well as to identify future workforce needs of theregion and the education and skills that will be needed to compete for availableemployment opportunities. The reports summarized below are available for review in

the offices of the WIB and on its website at www.region1workforcewestvirginia.org .

State of the Workforce Report and Business Survey Analysis

In May 2002, the Region 1 Workforce Investment Board commissioned a State of theWorkforce report by Marshall Universitys Center for Business and EconomicResearch, Corporation for a Skilled Workforce, and Alliance Corporation. This reportprovided data concerning regional employees and length of employment, new hiresannually and by industry, recruitment methods utilized by employers, job skills of currentemployees and job skills foreseen as needed in the future, quality of job applicants, and

educational and training needs of current employees.

Regional Profile for Region 1

The Regional Profile for Region 1 which studied the workforce supply, including dataon population size, change, gender, age, labor force participation rates, labor forcechange, literacy levels, household incomes, and workforce demands, including currentemployment and employment change, and current and projections for non-farmemployment by industry.

Labor Market Impacts of Small Business and the Shadow Economy

The Labor Market Impacts of Small Business and the Shadow Economy providedinformation on the micro-businesses (less than 25 employees) operating in the State ofWest Virginia, the effect of the shadow economy, or informal sector which is notmeasured, and their effect on economic growth in the regional area.

8/6/2019 Local Plan2008

31/535


22

A Forecast of Economic Activity: Selected Industries in West VirginiasWorkforce Investment Region 1

In September 2003, the Region 1 Workforce Investment Board commissioned a reportby Marshall Universitys Center for Business and Economic Research. This reportcontains an analysis of fourteen selected industries and expected formal projections ofeconomic activity within Region 1, the State of West Virginia, and the nation as a whole.Fourteen industries were studied for productivity growth and income growth to provideestimates of income in these industries and annualized employment growth for eachindustry for the period 2004 2015.

High Technology Corridors Program: I-64, Beckley, WV to White SulphurSprings, WV Growth Assessment and Recommendations

In September 2003, the Region 1 Workforce Investment Board collaborated on a reportby Marshall Universitys Center for Business and Economic Research. The reportdescribes a revolutionary method to create technology-ready communities and provides

an outline of a structure for fostering high technology-led economic growth in Region 1.The report includes:

Background information on issues of high technology-led economic growth, A full model of economic growth, including a discussion of clustering, trade,

human capital, private capital and public capital as well as a review of researchfindings that compare each of these factors relative contribution to growth,

A review of successes and failures in other high technology corridor projects, and Policy and program recommendations specific to Region 1 which stimulate high

technology-led economic growth.

Targeted Industries

Based on the collective findings of the above noted information and research, the WIBhas identified ten projected growth industries in the area, including automotive,construction, healthcare, hospitality / tourism, information technology, warehousing / distribution, business services, energy, agriculture / forestry, and entrepreneurship.

These industries have been included on the formalized Targeted Industry or TargetedSector List published by the WIB. Program funding may be provided for training thatleads to employment in these targeted sectors.

Targeted Sector Annual Openings inRegion 1

Automotive / Transportation 201Business & Administration Services / Trade 466Construction 82Agriculture / Forestry 11

8/6/2019 Local Plan2008

32/535


23

Healthcare 313Manufacturing 17Services 428Entrepreneurship Unlimited

This list may not meet the needs of all individuals within the region because each clientserved through the system has unique needs and abilities, and there may be

circumstances where training would be appropriate in other occupations. Upon request,the Region 1 Workforce Investment Board may provide a waiver on an individual basisfor the funding of training in occupations not contained on the Targeted Sector List.

PROJECTED WORKFORCE NEEDS

According to the WORKFORCE West Virginia Labor Market Information (LMI), the totalcivilian labor force available in the region as of December 2007 was 133,850,compared to 133,690 in January 2007, reflecting a net increase of 160 individuals intothe available labor force.

Further information from the LMI shows that 127,010 were employed in December2007, compared to 125,260 in January 2007, reflecting an increase of 1,750 workers inthe labor force in the span of 12 months.

The average number of persons unemployed during this period was 7,070. The averageunemployment rate was 5.2 percent (compared to 5.4 percent in January 2006).

Analysis of these statistics reflects that while the available labor force is slightlyincreasing (

8/6/2019 Local Plan2008

33/535


24

According to projections, occupational growth will be seen in the following eightoccupations:

Home Health Aides Network Systems and Data Communications Analysts Brickmasons, Blockmasons, Stonemasons, and Tile Helpers Medical Assistants Roofers Social and Human Service Assistants Dental Hygienists Dental Assistants

Based on projections of growth industries, various levels of training and education willbe required of the existing workforce in order to meet projected needs. Requirededucational levels will be met through undergraduate / graduate degrees, vocational / technical training, and specialized short-term training certifications. Some industriesmay be best served through on-the-job training methods.

For all the listed growth occupations, employers want employees possessing basicEnglish speaking, reading and math skills, and a high school diploma or GED.Employers also want workers to have the ability to get along with others, be punctual,take direction and have other work maturity skills. Many regional employers haveindicated their need for employees with a customer service approach. Other skillsneeded by employers include computer literacy and the ability to learn and adjust tonew technologies. Many older workers in the region do not have those skills that werenot essential prior to the 1990s. Secondary and postsecondary schools require theirstudents to use computers, so graduates are likely to have basic computer skills andmay be more comfortable with the economys expected technological changes.

Businesses are constantly facing the challenges of emerging technologies, which willrequire employees that are knowledgeable of current technologies and have the abilityto maintain knowledge as technologies emerge.

Growth industries are shifting from blue collar industrial to white collar or no collarservice employment, requiring employees with increased skills and qualifications witheducational levels beyond the high school level.

Of the industries projected as high growth industries within the next 10 years, three ofthe industries are in the health field, requiring 2-4 years of vocational and / orprofessional training. All of the growth industries will require workers who have higher

level basic skills, thinking and learning skills, solid work foundations, and life copingskills in order to succeed.

The desired quality of workers in Region 1 will include solid academic skills, problem-solving skills, and communication skills. Additionally, quality workers will possess realworld skills including applied mathematics, applied technology, business writing, andabilities in listening, locating information, observation, and reading for information.

8/6/2019 Local Plan2008

34/535


25

Findings of the Business Survey Analysis contained in the Region 1 State of theWorkforce report, provide evidence that within the next three to five years, employerssee a training emphasis on reading and math skills that are more advanced. Employersalso desire increased skill levels in basic writing and locating information. The mostprominent skill increase mentioned by employers was in the computer-related skills, i.e.,data entry, computer technical / hardware, computer application, Internet, andprogramming / web. Employers also express a need for progression training forexisting employees, especially in the field of management.

THE SUPPLY PIPELINE

The ability to meet the ever-increasing skill needs of local employers and create high-quality jobs hinges on the investments made in enhancing the knowledge andproductivity of the current and the emerging workforce within the region.

The Supply Pipeline that will be needed in order to meet the future demands for both

workers and workforce skills will involve opportunities to ensure the workforcepossesses basic academic skills, career skills, vocational and technical skills, andprofessional skills. Training in these skills will be available to individuals of all ages andabilities to ensure the development of a readily available workforce that will supporteconomic development in the Region 1 area.

Basic academic skills will be provided through the traditional K-12 educational system.Individuals in the K-12 environment will have access to training through the Adult BasicEducation program designed to improve the basic literacy skills of adults. Starting withinstruction in reading, writing, math, listening and speaking, the program shouldcontinue through a General Equivalency Diploma (GED) program.

Career skills will be provided through the traditional K-12 or post-secondary educationalsystem. Individuals will have available to them access to information on existing andemerging demand occupations and skill needs of the workers; workplace competenciesneeded by current and future employers; and information to make educated decisionsabout future employment.

Vocational and technical skills will be provided by the accredited training facilitiesproviding short-term technical training and long-term one- and two-year curriculum-based training that leads to certification, licensure, or diploma. Training courses willaddress growth industries and demand occupations in the regional area and will

produce students who possess the skills and knowledge desired by area employers.Area employers will be involved in curriculum development so specific skill needs areaddressed in the training and to ensure training will respond to workplace needs.

Professional skills will be provided through accredited colleges and universitiesproviding degree courses which lead to employment in careers that are in alignmentwith the growth industries and demand occupations in the region. Area employers will

8/6/2019 Local Plan2008

35/535


26

have the opportunity to provide guidance to the universities and colleges about currentand future job openings and their specific professional needs, and colleges anduniversities will respond to employer needs.

Training in basic academic, career, vocational and technical, and professional skills arereadily available in the region. The WIB has built strong collaborative networks witheducational institutions to ensure that the training provided is in alignment with projectedworkforce needs. Specific training available within the area and the facilities providingworkforce based training is discussed at length in Section II: Assessment of the CurrentState of the Workforce - Education / Training Capacity to Meet Current Demands.

8/6/2019 Local Plan2008

36/535


27

SECTION IV:

ANALYSIS AND STRATEGIC PLANNING FOR NALYSIS AND STRATEGIC PLANNING FORACHIEVING THE CHIEVING THE

DESIRED STATE OF THE WORKFORCE ESIRED STATE OF THE WORKFORCE

8/6/2019 Local Plan2008

37/535


Gap Analysis

Population by Age

The population age distribution can have implications on the entry, exit, and experienceof the workforce. It can indicate important changes in the labor force such as projectedretirements, changes in career paths, and new entrants.

The percentage of population in the regions 0-44 age groups is generally lower than thestates and nations comparable group. On the other hand, the percentage ofpopulation in the regions 45 and older age group is generally higher than the statesand the nations. The median age tells a similar story, where every county in the regionhas a median age higher than the states and countrys.

Although the region and the state have a larger proportion of older population comparedto the nation, the number of potential entry-level workers should exceed the number ofpotential retirees between the years 2000 to 2010, everything else equal. However,after year 2010, the regions and states potential retirees will outnumber the potential

entry-level workers, again holding all else constant. Various areas of employment mayexperience shortages in the near future due to limited choices resulting from a smallerpool of available workers. A smaller pool of available workers may cause competitionamong employers for skilled workers, which in turn could cause requirements forinflated salaries that may adversely impact employers.

Median Age

County Year 2000Fayette 39.6Greenbrier 41.6

McDowell 40.5Mercer 40.2Monroe 39.7Nicholas 39.4Pocahontas 41.9Raleigh 39.5Summers 43.4Webster 40.4Wyoming 40.1

Population Changes

The percentage change in an areas population size indicates how quickly thepopulation, hence the potential size of the labor force, is increasing or decreasing.

In the 1970s, all counties, except McDowell, experienced above average populationgrowth rates relative to the state and nation. However, the 1980s saw above averagepopulation decline in all but three counties, Greenbrier, Monroe and Nicholas. Three

8/6/2019 Local Plan2008

38/535


counties, Monroe, Pocahontas and Raleigh, experienced population growth in the1990s, while the rate of population decline fell in the other counties. A very high rate ofpopulation decline continued in McDowell County. Within Region 1 the populationdecline slowed from 14.11% in the 1980s to 3.19% in the 1990s. Meanwhile, from 1990to 2000, the states population grew marginally by 0.83%, and the nations populationincreased by 13.15%. In 2005, Region 1 saw the population decrease slightly by 2%.

The population trend in all other counties, the region, and the state, although improving,is not keeping up with the rest of the country. The 2004 census data indicates that theregions population is beginning to stabilize and shows growth in the counties of Monroeand Raleigh. Furthermore, as long as the change in population remains negative, thepool of potential labor force will continue to fall.

Adults with Disabilities

Based on information contained in the Census, 24% of the workforce in the Region 1area has a work disability. These individuals will require special attention and specific

training in order to return to the workplace, and thereby assist the region in meeting thelabor force needs based on the projected growth discussed earlier.

Percent of Adults with Work Disability

County PercentageFayette 24Greenbrier 21McDowell 31Mercer 21Monroe 23

Nicholas 21Pocahontas 20Raleigh 24Summers 28Webster 26Wyoming 25

Unemployment Rate

The unemployment rate measures the percent of the labor force that is unemployed.The percent of the labor force that is looking for a job but unable to secure employmentis on the decline. It should, however, be remembered that the unemployment rate doesnot account for individuals who would like to be working but are discouraged andtherefore not looking for jobs.

8/6/2019 Local Plan2008

39/535


Unemployment Rate by County

County 2000 (Oct)Percentage

2006 (Oct)Percentage

2007 (Oct)Percentage

Fayette 5.6 4.2 4.4Greenbrier 4.9 4.5 4.4McDowell 8.7 6.8 7.0

Mercer 4.1 4.0 4.0Monroe 4.3 4.4 4.1Nicholas 5.8 4.4 4.5Pocahontas 5.8 6.0 6.0Raleigh 5.3 3.8 4.1Summers 5.5 5.2 5.2Webster 6.4 5.0 5.2Wyoming 6.5 4.9 5.6Region 1 5.4 5.2 4.6

Educational Attainment of Population 25 Years and Over

The educational attainment of the 25 years and older population is an importantmeasure of the quality, and hence productivity and earnings of the workforce.Importantly, there is substantial evidence that educational level and income are highlycorrelated.

According to the Census, the overall educational attainment rates of the 25 years andolder population in Region 1 are below the state and national averages. Theeducational attainment of the states 25 years and older population has improved, but isstill below the national average. For this same group of the population, the gapbetween the states and nations percent of high school graduates decreased between1990 and 2000, but the gap between the states and nations percent of bachelorsdegree or higher increased during this same period.

Relatively lower levels of education and productivity in the regions workforce not onlytranslates directly to lower earnings, but may also deter potential employers fromcoming to the region. It is worthwhile to emphasize that while it is encouraging that theeducational attainment of the states 25 years and older population has increased, itmust grow faster than the nation for the state to reduce and close the gap with the restof the country. The same holds true for both the region and its counties.

Percent of Population Without High School Diploma by Age

Information about the age distribution of the population lacking in high school educationhighlights the age groups which may be most affected by low educational levels.

Across Region 1 and the state, those 60 years and older form the largest group withouta high school diploma. In all but Fayette and Pocahontas counties, the 24-44 age

8/6/2019 Local Plan2008

40/535


group, is the next largest without a high school diploma, followed by the 45-59 agegroup. The 18-24 age group is the smallest without a high school diploma in the regionand the state. To the extent that a large proportion of those who currently lack a highschool education is generally older, the regions and states problem with relatively loweducational attainment at the high school level will decrease with time.

Percent of Population Without High School Diploma by Age

County 18-24 25-44 45-59 60 and overFayette 8 21 21 50Greenbrier 10 22 20 48McDowell 11 33 20 36Mercer 10 23 20 47Monroe 8 24 18 50Nicholas 10 24 20 46Pocahontas 9 20 21 50Raleigh 9 23 21 47Summers 9 25 19 47

Webster 8 28 24 40Wyoming 9 30 25 36

STRATEGIC GOALS / OBJECTIVES / ACTION STRATEGIES

As stated in Section III of this plan, the Directors of the Region 1 Workforce InvestmentBoard have adopted key strategic goals to be accomplished over the next five years toaddress its priority issues and fill the gaps that exist between the current and desiredstate of the workforce. The strategic goals, action steps, and benchmarks that will beused to monitor progress toward completion of the goals are outlined below.

Goa l 1: Inc rea se the awareness of individuals and c om munities in theregion of the existing a nd em erging d em and oc c upations and theskill needs of workers.

Action Steps:

Continue developing a communication strategy that collects and tracks workersupply and demand information on an on-going basis and disseminates thisinformation strategically throughout our communities.

Individual board members will remain as sector leaders representing the prioritydemand occupations. These individuals will be the key point of contact formatters related to those industry sectors.

Continue to build the capacity of board members, through effective andcontinuous training, to understand key workforce and economic data elements

8/6/2019 Local Plan2008

41/535


and implications, and the extent of their roles and responsibilities to respond tothese implications.

Continue to target funding and other resources toward employment, training, andrelated needs of the identified demand occupations.

Actions to Date:

BUSINESS S ERVICES UNIT

In 2004, the Region 1 Workforce Investment Board invited partnering agencies currentlyproviding business services in the region to become a part of one systematic, trainedand effective team, called the Region 1 Business Services Unit (BSU). The objective ofthe BSU is to increase the knowledge of the services offered through the WORKFORCEWest Virginia Career Centers and to coordinate an integrated and organized system ofoutreach to the business community. The members of the BSU work together toidentify and address employers needs and meet those needs through a seamlessdelivery of services, while eliminating duplication of services.

The BSU collects business contact information; provides services in support of businessgrowth; identifies the current and future workforce needs of regional employers; andstructures workforce readiness activities within the one-stop system to address theneeds of the employers.

The BSU operates under the direction of the Region 1 Workforce Investment Board,and receives strategic direction from the Business Services Committee.

Goa l 2: Improve allianc es be tween ed uc ation and business to ensure theinstruc tional c ontent fac ilitates student lea rning o f workpla c ec om pe tenc ies need ed b y c urrent and future em ployers in theregion.

Action Steps:

The WIB guided by the designated sector leaders, will develop cadres of localbusiness representatives to engage schools for sessions with teachers, students,and administrators. The intent is to share information about the industry needsand opportunities, curriculum alignment with workplace needs, and the work andresources of the Board.

Advocate for more dialogue and collaboration between higher education and postsecondary education. Encourage partnerships to meet the education and trainingneeds of workers and employers.

8/6/2019 Local Plan2008

42/535


Develop innovative methods for providing soft skills, work ethic, and basic skillsexposure to the emerging and incumbent workforce.

Actions to Date:

The Region 1 Workforce Investment Board has taken several steps towardsachievement of the action steps outlined above, including;

Development of a Targeted Sector List based upon industry and occupationalprojections, identifying those growth industries in which vocational, technical andprofessional training will be provided so that a ready workforce will be developedthat meets the needs of regional employers.

Development of an Approved Training Provider List, outlining those traininginstitutions in the regional area that provide programs which targets the growthindustries and occupations in the regional area; and identification of the coursesoffered by the training providers that will lead to skill attainment desired byregional employers. The Approved Training Provider List will be reviewed on anannual basis, and updated to ensure it meets workforce needs.

Development of a Memorandum of Understanding with three regional communityand technical institutions wherein agreement was reached to partner together indeveloping and carrying out effective, comprehensive, and systematic trainingprograms for employers, job seekers, and new / incumbent workers and establishan agreement between all parties, defining the roles for implementing aneffective partnership designed to complement the training programs for residentsof the 11-county area.

Development of a comprehensive youth program which connects participatingyouth, both in-school and beyond, with the resources they need to attaineducation, job training and gainful employment.

Goa l 3: Prom ote and supp ort ec onom ic de velop me nt in the reg ion.

Action Steps:

Work with economic development entities and other community partners toattract new and diverse business and industry and to support the growth of theexisting business and industry base in the region

Promote community awareness of successful workforce board / economic

development collaborations Provide a forum for exposure and discussion of economic development issues

and challenges. Support changes which strengthen and grow the regionseconomy and its workforce

Charter a WIB committee that comprises the economic leaders in the region andempower this group to advance economic development initiatives.

Actions to Date:

8/6/2019 Local Plan2008

43/535


The Region 1 Workforce Investment Board has created the Economic DevelopmentCommittee as a sub-committee of the Board. The areas of responsibility of thecommittee are stated as follows:

Define economic development drivers from the workforce platform Link economic development strategies to more and better jobs Define business customer skill demands and employer needs Identify employer training needs Identify resources available to support the delivery system for a highly skilled

workforce Develop strategies for retention of skilled workers Define technology applications that result in more and better jobs Define self-sufficiency, per capita income goals and labor market indicators of

economic stability.

Tasks that have been assigned to committee members are:

Communicate with educational partners, chambers of commerce, and employersconcerning workers quantity, quality, and skills

Develop Workforce Investment Board supported incentives that encourage jobcreation

Establish a data-bank of labor market, census and Geographic InformationSystems the WIB and partner use in establishing benchmarks of success

Assist in cluster / sector-based strategy development and deployment thatensures employer / business satisfaction and expansion.

Other activities of the Region 1 Workforce Investment Board that directly address thisgoal are listed below:

In September, 2003 the Region 1 Workforce Investment Board collaborated on areport by Marshall Universitys Center for Business and Economic Research,titled, High Technology Corridors Program: I-64, Beckley, WV to White SulphurSprings, WV Growth Assessment and Recommendations. The reportdescribes a revolutionary method to create technology-ready communities, andprovides an outline of a structure for fostering high technology-led economicgrowth in the Region 1.

In 2004/2005, Region 1 Workforce Investment Board collaborated with theRegion 1 Healthcare Consortium, consisting of 16 hospitals and over 50healthcare related organizations and educational institutions, to commission a

study and publish the findings in a report titled, Understanding the Supply andDemand Alignment of Region 1 Registered Nurses. The report providesprojections of industry demand in the nursing field, and outlines a CareerMigration Path from entry level positions through administration. This reportguides the consortium in its efforts to ensure an available, skilled workforce.

In 2005, established the Womens Business Center which nurtures leadership,independence and entrepreneurship in women in West Virginia through trainingand counseling. One-on-one counseling is offered by appointment and at no

8/6/2019 Local Plan2008

44/535


charge to existing business owners and women thinking about going intobusiness. The Center also offers a wide range of training at low cost to educateand empower women so they may make informed decisions about businessownership. The WBC offers monthly orientations about services availablethrough the Region 1 Womens Business Center and the Small BusinessDevelopment Center.

In 2004, the Workforce Investment Board began hosting two Small BusinessDevelopment Centers which provide free, confidential management assistance tocurrent and prospective business owners. The SBDC program deliverscounseling, by appointment at no charge. Counseling in all aspects of businessmanagement includes, but is not limited to: preparation of business plans,evaluation of business ideas, developing marketing plans and marketingstrategies, cash flow analysis, financial projections, and loan packages. Trainingworkshops and seminars for business owners and employees as well asprospective business owners are offered throughout the 11-county region at lowcost to participants. The goal of the SBDC is to stimulate and support smallbusiness in West Virginia. The Region 1 Small Business Development Centersare located at the Raleigh County WORKFORCE West Virginia Career Center in

Beckley and the Nicholas County WORKFORCE West Virginia Career Center inSummersville.

In 2005, the Workforce Investment Board assisted in the establishment of theEntrepreneurship Alliance.

In 2006, the Workforce Investment Board began implementing cutting edgetechnology called Interview USA as well as implementing an initialized pilotproject with WorkKeys credentialing.

In 2007, the Workforce Investment Board began restructuring its committees, thebusiness plan models fro the one-stops, and began implementing many newinitiatives, specifically through the Entrepreneurship Alliance, Incorporated.

Goa l 4: Raise the leve l of service integration and quality in the Reg ionsWORKFORCE West Virginia system.

Action Steps:

Establish shared vision and goals to ensure alignment between the WIB, theWORKFORCE West Virginia Career Centers, and the system partners.

Hold the WORKFORCE West Virginia Career Centers operator accountable for

goals established by the Board. Provide the support and tools needed by theoperator and the WORKFORCE West Virginia Career Centers to accomplishthese goals.

Implement the appropriate changes to the system based on recommendationsfrom the system assessment conducted by an external evaluator.

Build stronger collaborations and levels of awareness between theWORKFORCE West Virginia system and other local community entities.

8/6/2019 Local Plan2008

45/535


In 2007, the Workforce Investment Board began restructuring the one-stop modeland began implementation of a Transformational Series to more effectivelyintegrate the services and partners.

Actions to Date:

The vision and goals of the Region 1 Workforce Investment Board have been sharedwith all one-stop partners. The manager of the system provides monthly updates to theWIB Committee responsible for the operation of the centers, providing information onthe activities of the Centers as they address the specific vision and goals of the WIB.The WIB continues to commission data and reports on the state of the region as relatesto workforce issues. These reports are reviewed by WIB members and staff, andrecommendations are implemented to address workforce needs of both the employercommunity and the job seeker. Implementation of specific strategies and / or programshave included addressing the career-readiness of youth, individuals with disabilities, thedislocated worker, employees affected by declining industries and occupations andaddressing the needs of employers who require a higher-skilled workforce in order toexpand their businesses.

National Workforce Association Workforce Development Award for Excellence Rural One-Stop System

As a direct result of the efforts to r