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LOCAL S TRATEGIC P LAN July 1, 2011 June 30, 2012

Submitted by:Region 1 Workforce Investment Board

200 New River Town Center, Suite 200 - Beckley, West Virginia 25801

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

Mark Wray, Chair, Region 1 Workforce Investment Board

Melissa A. Aguilar, Executive Director

www.region1workforcewestvirginia.org

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Table of Contents

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

SECTION II: ASSESSNING THE WORKFORCE

Current Employer Demands for Workers and Skills .................................................... 4 Current Worker Skills and Characteristics ................................................................... 5 Projected Employment Opportunities .......................................................................... 6 Gap Analysis ............................................................................................................... 8 The Latest Research in Assessing the Workforce .................................................... 12

SECTION III: REACHING THE DESIRED STATE OF THE WORKFORCE

Local Area Vision, Mission, Values, and Goals ......................................................... 14 Guiding Principles and Values .................................................................................. 14 Goals ......................................................................................................................... 15 Action Strategies ....................................................................................................... 16 Benchmarks of Success ............................................................................................ 27

SECTION IV: LOCAL AREA GOVERNANCE

Local Elected Officials (LEOs) ................................................................................... 29 The Local Workforce Investment Board (LWIB) ........................................................ 29

Youth Council ............................................................................................................ 31 Region 1 Schedule of Meetings ................................................................................ 32 Fiscal Agent ............................................................................................................... 33

SECTION V: REGION 1 WORKFORCE WEST VIRGINIA ONE-STOP PLAN

System Development Plan ........................................................................................ 36 Career Center Operations and Activities ................................................................... 37 Level of Services ....................................................................................................... 37 Partner Services ........................................................................................................ 38 Services to Specific Populations ............................................................................... 40 Training and Referral Process ................................................................................... 42 Management and Operations .................................................................................... 43 Partnership Agreements MOUs ................................................................................ 47 Staff Skills and Competencies ................................................................................... 47 Commitment to Employee Empowerment and Team Building .................................. 47 Customer Satisfaction ............................................................................................... 48 Continuous Improvement Strategies ......................................................................... 48 Outreach .................................................................................................................... 48 Technology ................................................................................................................ 50 Measuring Overall Success ....................................................................................... 50

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West Virginia State Eligible Training Providers List Modified for Region 1 Bibliography Acronyms

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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: Mark Wray, Chair

Phone Number: 304-253-3611

Region 1 Local Elected Officials Region 1 Workforce Investment Board

Jerry E. Berry, Chief Mark Wray, Chair Typed Name and Title Typed Name and Title

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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 knowledge

and 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, or had 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, or receiving 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 or default.

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 New River Town, Suite 200 - Beckley, West Virginia 25801

Mark Wray, Chair Name of Certifying Official

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CERTIFICATION REGARDING DRUG-FREE WORKPLACE REQUIREMENTS

The contractor certifies that it will provide a drug-free workplace by:

1. Publishing a statement notifying employees that the unlawful manufacture, distribution,dispensing, possession, or use of a controlled substance is prohibited in the contractorsworkplace and specifying the actions that will be taken against employees for violation of such prohibition.

2. Establishing an on-going drug-free awareness program to inform employees about:a. The dangers of drug abuse in the workplace;b. The grantees policy of maintaining a drug-free workplace;

c. Any available drug counseling, rehabilitation, and employee assistance programs,andd. The penalties that may be imposed upon employees for drug abuse violations

occurring in the workplace.3. Making it a requirement that each employee to be engaged in the performance of the

grant be given a copy of the statement in paragraph 1 above.4. Notifying the employee in the statement required by paragraph 1 that, as a condition of

employment under the grant, the employee will:a. Abode by the terms of the statement; andb. Notify the employer in writing of his or her conviction for a violation of a criminal

drug statute occurring in the workplace no later than five (5) calendar days after such conviction.

5. Notifying the agency in writing, within ten (10) calendar days after receiving notice under subparagraph 4b from an employee or otherwise receiving actual notice of suchconviction. Employers of convicted employees must provide notice, including positiontitle, to every grant officer or other designee on whose contract activity the convictedemployee was working, unless the federal agency has designated a central point for thereceipt of such notices. Notice shall include the identification number(s) of each affectedgrant.

6. Taking one of the following actions, within thirty (30) calendar days of receiving noticeunder subparagraph 4b, with respect to any employee who is convicted:a. Taking appropriate personnel action against such an employee, up to and

including termination, consistent with the requirements of the Rehabilitation Act of 1973, as amended; or

b. Requiring such employee to participate satisfactorily in a drug abuse assistance or rehabilitation program approved for such purpose by federal, state, or local health,law enforcement, or other appropriate agency.

7. Making good faith effort to maintain a drug-free workplace through implementation of paragraphs 1, 2, 3, 4, 5, and 6.

Applicant Organization:Region 1 Workforce Investment Board200 New River Town Center, Suite 200 - Beckley, West Virginia 25801

Mark Wray, Chair Name of Certifying Official

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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 of the 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, or modification 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 of any 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 andsubmit 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 requiredcertification shall be subject to a civil penalty of not less than $10,000 and not more than$100,000 for each such failure.

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

Mark Wray, Chair

Name of Certifying Official

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SECTION I:

EXECUTIVE SUMMARY

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EXECUTIVE SUMMARY

The Region 1 Workforce Investment Board (WIB) is pleased to present its Local Plan for workforce investment for the period July 1, 2011 June 30, 2015. This local plan describes howlocal workforce development activities (through WIA and other sources of funding) will bedirected over the next year to promote effective economic, education and workforcedevelopment partnerships that will develop and sustain productive workers for business andthereby create prosperous communities for our citizens.

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 year. Analysis of workforce trends including gap analysisinformation is provided, as well as strategic goals, objectives and action strategies that havebeen 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, includingcurrent 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 actionand 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.

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SECTION II:

ASSESSING THE WORKFORCE

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CURRENT EMPLOYER DEMANDS FOR WORKERS AND SKILLS

It is the responsibility of the Region 1 Workforce Investment Board to monitor the current and futuredemands of area employers so the WIB can make the required and appropriate adjustments toprogram and service offerings within the one-stop system to supply a workforce that is trained,skilled, and knowledgeable, and one that will meet employers needs. The WIB closely monitorsregional industries and labor market information, identifies trends of growth and decline, and projectsindustry needs to meet employers current and future demands. Strategies used by the WIB toidentify employer demands for workers and skills have included the commission of regional reports,development of partnerships and consortia with regional educational facilities, businesses, and

agencies, and the development of a Business Services Unit operating under the direction of the WIB.

Current Employer Needs

The WIB and its staff have worked closely with Region 1 employers, and have identified severaluniversal challenges being faced by employers in the Region 1 area. Among the findings of the BSUare:

Businesses constantly face the challenges of emerging technologies, fierce competitors, andshifting customer preferences. The effects of technology and the global nature of todayseconomic landscape forces a spirit of innovation and a continuous mode of improvement.Employers require a workforce that is knowledgeable of current technologies; has the abilityto maintain knowledge as technologies emerge; and has the flexibility to be innovative andparticipate 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 private sector

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 and the nation. If population trends continue, by the year 2014, the number reaching retirement age will outrankthe 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 to beslightly higher than state and national averages.

The service industry will experience the greatest growth through 2014, 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 for Businessand Economic Research as part of the State of the Workforce Report, present employment inRegion 1 appears to be higher than typical employment. Employment in firms with fewer than 50employees or between 200-300 employees is presently higher than usual. Representatives of firmsin the arts and entertainment industry report having the most new hires. The majority of firmstypically hire 20 or less new employees annually.

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Business respondents were asked to individually rank each of 19 job skills according to their importance with regard to their organization. Though the importance of various work skills changesemphasis among industries, the basic skills of reading, math, listening, customer relations,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 / web designshowing the greatest projected increase (21% and 20% respectively).

Most of the firms hire high school graduates and believe they are well prepared for work. Even so,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 career progression training need. On-the-Job Training (OJT) was the most favored type of training programfor new hires as well as the most desirable location for employee training. The most prevalenttraining factor among area employers is the specialization of the training, followed by cost andquality.

Current employment opportunities, demand occupations, current work regarding targeted industriesand industry clusters, and current industry sectors being impacted by job loss / workforce reductionis discussed at length in Section III: The Desired State of the Workforce Projected EmploymentOpportunities.

CURRENT WORKER SKILLS AND CHARACTERISTICSIt is the responsibility of the Region 1 Workforce Investment Board to monitor the regional workforcepopulation, including age, labor force participation rates, unemployment rates, educationalattainment and levels of basic skills, per capita personal income and median income levels. It isimportant to understand the characteristics of the population that will supply the current and futureworkforce to the local business community. Strategies used by the WIB to identify current worker skills and characteristics have included the commission of regional reports, the Census Report, andlabor market information available through WORKFORCE West Virginia.

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 as thebaby-boom generation enters retirement age. Potential shortfalls in the workforce are expected after

2014. However, this shortfall may be sooner if the trend in out-migration continues and the rates of migration of youth and young adults are greater than that of the general population.

Low labor force participation rates were found in most of the region. Factors that may contribute tothese low rates include, but are not limited to, relatively large proportions of retirees and high rates of adult population with work disabilities. Low labor force participation rates contribute directly to theregions relatively small labor force. Current trends show the importance of the WIBs influence onthe labor force.

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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, arenot looking for a job).

The educational attainment of the workforce is improving but remains below the national average.Lack of educational attainment has direct implications on worker productivity and earnings and maydeter potential employers with higher paying jobs from locating to the region. Of particular concernis the 25-44 age group, the second largest group among those who lack a high 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 a leadingbarrier 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 to lackof job opportunities and / or lack of higher paying jobs, both direct consequences of low educationalattainment and basic skills. The income measures are likely to be biased downward due to theregions relatively high proportion of retirees and high percentage of adult population with workdisabilities.

An in-depth presentation of data which outlines the current skills and characteristics can be found inthe State of the Workforce Report prepared by Marshall Universitys Center for Business andEconomic Research posted on the Region 1 website at www.region1workforcewestvirginia.org .

PROJECTED EMPLOYMENT OPPORTUNITIES

Identifying and tracking new / high growth industries and declining industries allows for better regional planning through a more targeted marshalling of economic and workforce developmentresources. Based on the information provided through the WORKFORCE West Virginia Labor Market Information, jobs in the medical field, network systems, data communications, computer engineering, social and human services, and educational administration will experience the greatestgrowth through 2014. Employment in traditional industrial jobs such as manufacturing, mining, andrailroad will stabilize or decline. Quantitative information regarding industry and occupationalprojections is provided below.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 1856 Food Services and Drinking Places 7,653 8,907 1254 Social Assistance 2,601 3,503 902 Nursing and Residential Care Facilities 3,160 4,037 877 Specialty Trade Contractors 2,147 2,895 748 Accommodation 3,498 4,090 592

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Hospitals 6,679 7,218 539 Health and Personal Care Stores 1,086 1,263 177 Construction of Buildings 1,683 1,859 176 Wood Product Manufacturing 2,302 2,468 166 Educational Services 10,428 10,581 153 Truck Transportation 1,532 1,678 146 State and Local, Excluding Education and Hospitals 8,442 8,564 122 Building Material, Garden Equipment and Supplies Dealers 1,262 1,377 115

According to the information provided above, the hospital industry coupled with the healthcare

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 2014Net

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

Occupational Projections 2004-2014

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

OccupationBase2004

Proj2014 Growth Replacement Total

GrowthRate

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

The occupation with the highest growth rate is home health aides; followed by network systems anddata communications analysts; brickmasons, blockmasons, stonemasons, and title helpers andmedical assistants; social and human service assistants; dental hygienists and assistants; androofers. Of the 8 occupations listed above with the highest projected growth rate, 4 of them, or 68%are in the health field; 1 is in the computer field.

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

OccupationBase2004

Proj2014 Growth Replacement Total

GrowthRate

Meter Readers, Utilities 98 46 0 3 3 -7.28 File Clerks 191 108 0 6 6 -5.54 Shuttle Car Operators 262 151 0 7 7 -5.36 Mail Clerks and Mail Machine Operators,Except Postal Service 69 40 0 2 2 -5.31 Computer Operators 98 57 0 2 2 -5.27

Roof Bolters, Mining 338 253 0 6 6 -2.86 Loan Interviewers and Clerks 76 58 0 1 1 -2.67 Communications Equipment Operators 339 270 0 9 9 -2.25 Bridge and Lock Tenders 10 8 0 0 0 -2.21 New Accounts Clerks 86 69 0 2 2 -2.18 Cutting, Punching, and Press Machine Setters,Operators, and 118 95 0 3 3 -2.14 Stock Clerks and Order Fillers 1,200 967 0 44 44 -2.14

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.

The Region 1 Workforce Investment Board has made significant investments in gathering primaryand secondary data on the regions workers and businesses, and it has used the information to setgoals and strategies that guide the work of the WIB.

Outlined below is a sampling of the research and data collection commissioned by the WIB. Thisinformation has been utilized to further study projected employment opportunities in the region,including projected demand occupations, projected growth industries, and targeted industries, aswell as to identify future workforce needs of the region and the education and skills that will beneeded to compete for available employment opportunities. The reports summarized below areavailable for review in the offices of the WIB and on its website atwww.region1workforcewestvirginia.org .

GAP ANALYSIS

Population by Age

The population age distribution can have implications on the entry, exit, and experience of theworkforce. It can indicate important changes in the labor force such as projected retirements,changes in career paths, and new entrants.

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

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Adults with Disabilities

Based on information contained in the Census, 24% of the workforce in the Region 1 area has awork disability. These individuals will require special attention and specific training in order to returnto the workplace, and thereby assist the region in meeting the labor force needs based on theprojected growth discussed earlier.

Percent of Adults with Work Disability

County Percentage

Fayette 24 Greenbrier 21 McDowell 31 Mercer 21 Monroe 23 Nicholas 21 Pocahontas 20 Raleigh 24 Summers 28 Webster 26 Wyoming 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 employment is on thedecline. It should, however, be remembered that the unemployment rate does not account for individuals who would like to be working but are discouraged and therefore not looking for jobs.

Unemployment Rate by County Area February 2010 February 2011 Net Change

United States 10.4 9.5 -0.9

West Virginia 10.3 10.3 0.0

Fayette County, WV 12.7 11.8 -0.9

Greenbrier County, WV 12.7 11.7 -1.0

McDowell County, WV 13.1 12.6 -0.5

Mercer County, WV 10.0 9.4 -0.6

Monroe County, WV 10.1 9.6 -0.5

Nicholas County, WV 12.9 12.2 -0.7

Pocahontas County, WV 13.9 12.6 -1.3

Raleigh County, WV .3 9.1 -1.2

Summers County, WV 12.5 12.1 -0.4

Webster County, WV 15.9 12.3 -3.6

Wyoming County, WV 12.9 11.1 -1.8

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Educational Attainment of Population 25 Years and Over

The educational attainment of the 25 years and older population is an important measure of thequality, and hence productivity and earnings of the workforce. Importantly, there is substantialevidence that educational level and income are highly correlated.

According to the Census, the overall educational attainment rates of the 25 years and older population in Region 1 are below the state and national averages. The educational attainment of thestates 25 years and older population has improved, but is still below the national average. For thissame group of the population, the gap between the states and nations percent of high school

graduates decreased between 1990 and 2000, but the gap between the states and nations percentof bachelors degree or higher increased during this same period.

Relatively lower levels of education and productivity in the regions workforce not only translatesdirectly to lower earnings, but may also deter potential employers from coming to the region. It isworthwhile to emphasize that while it is encouraging that the educational attainment of the states 25years and older population has increased, it must grow faster than the nation for the state to reduceand close the gap with the rest of the country. The same holds true for both the region and itscounties.

Percent of Population Without High School Diploma by Age

Information about the age distribution of the population lacking in high school education highlightsthe 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 without a highschool diploma. In all but Fayette and Pocahontas counties, the 24-44 age group, is the next largestwithout a high school diploma, followed by the 45-59 age group. The 18-24 age group is thesmallest without a high school diploma in the region and the state. To the extent that a largeproportion of those who currently lack a high school education is generally older, the regions andstates problem with relatively low educational attainment at the high school level will decrease withtime.

Percent of Population Without High School Diploma by Age

County 18-24 25-44 45-59 60 and over Fayette 8 21 21 50 Greenbrier 10 22 20 48

McDowell 11 33 20 36 Mercer 10 23 20 47 Monroe 8 24 18 50 Nicholas 10 24 20 46 Pocahontas 9 20 21 50 Raleigh 9 23 21 47 Summers 9 25 19 47 Webster 8 28 24 40 Wyoming 9 30 25 36

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THE LATEST RESEARCH OF ASSESSING THE WORKFORCE

Because of much discussion on occupational growth and true industry projections of sustainabilityfor the region, the Region 1 Workforce Investment Board commissioned a new study that wascompleted during the 2010 Program Year. Almost six years later after the original mentioned studywas completed, our region has diversified and is now beginning to create a different class of worker as well as business environment. Our Board understands the needs of the demand sectors andfocuses on preparing its workers for jobs that are both projected to grow as well as sustainthemselves.

The Board studied five existing industry sectors in which research was compiled:1 Information Technology2 Healthcare3 Protective Services4 Construction/Heavy Equipment5 Manufacturing

The research in each industry focused on several goals (not in any particular order):

Identify growth potential per industry throughout the region, both for existing companies aswell as those wishing to enter into the industry as a job seeker or entrepreneur.

Identify ways to efficiently use limited economic / workforce development resources tobroaden growth and promote a healthy sense of competitiveness (possibly also looking atvertically-integrated clusters as well as horizontally-integrated cluster s)

Analyze and identify industries, that if grown and expanded, would create demand for other

related industries or other entrepreneurial ventures Develop suggestions on how to properly balance the retention of current industries with thedevelopment of new entrepreneurial cultures, given the culture of the workforce as well as thenew economy worker that will be needed

Evaluate the current pipeline vs. the demand pipeline for each industry, both related todemand of jobseekers as well as the need for new entrepreneurial ventures

For each industry, analyze the climate for opportunity versus necessity entrepreneurs

Lastly, Entrepreneurship was also included as the 6 th cluster. Because of the fact thatentrepreneurship and the meaning of entrepreneurial venture is misunderstood, the Board neededto nail down a common path as to how true entrepreneurship spurs growth and exactly what ventureis considered entrepreneurial.

This study assisted the Board in realigning its training programs as associated to investment of dollars into funding scholarships, OJT, and other types of training venues. It greatly promoted a new

type of sector strategy in that it helped the Board to focus and strategize a new path and plan of delivery of services and training for the upcoming decade.

Summaries of each industry sector can be found at www.region1workforcewestvirginia.org .

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LOCAL AREA VISION, MISSION, VALUES, AND GOALS

The Directors of the Region 1 Workforce Investment Board have adopted a vision statement, guidingprinciples and values, and all-encompassing goals and action steps to guide the advancement of workforce development in the Region 1 area that are in alignment with those of the State of WestVirginia, as stated in the Strategic Plan 2005-2010 of the West Virginia Workforce InvestmentCouncil. The Region 1 Workforce Investment Board believes that by focusing on the Boards visionand mission, following the guiding principles and values, and strategically implementing the statedaction steps, 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 of Region 1Workforce Investment Board and its partners are presented below.

Vision Statement

The Directors of the Region 1 Workforce Investment Board have adopted a vision statement thatdefines the purpose and objective of the organization and provides a focus on the important work tobe 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 prosperouscommunities for our citizens.

GUIDING PRINCIPLES AND VALUES

The work of the Region 1 Workforce Investment Board is supported by a can do attitude of leadership and partnership building that improves the quality of life for the citizens in southern WestVirginia. Our vision is for the region and its citizens to have opportunities for good paying jobs; for businesses to move into the region bringing good paying jobs; and for people to move to (or back to)the region because of the opportunities. Our success over the next two years will be measured andevaluated to ensure progress for our communities.

The Region 1 Workforce Investment Board has adopted guiding principles and values that aid andassist them in focusing on the purpose of their work as they provide the leadership, implementstrategies, and forge collaborations and conversations to find solutions to workforce, educational, andeconomic development issues in the region.

Know business and worker needs exceed their expectations Elevate the quality of life and economic base in our community Effective business / education connections are essential A workforce investment system providing seamless service is required Encourage open and honest communication Be creative and innovative Always strive to improve

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GOALS

The implementation of the Workforce Investment Act created a shift in the planning and oversight of the workforce development system from Charleston to the Region 1 Workforce Investment Board, thelocal governance body appointed by the local elected officials. The intent was to move decision-making concerning workforce needs and employment and training services to the level that couldbest determine those needs and respond accordingly.

While the implementation of the service delivery system and the Workforce Investment Act haschallenged board members, board staff, and system partners, the WIB has successfully implemented

WORKFORCE West Virginia Career Centers and the Workforce Investment Act, moving to levels thatwill impact the communities in the region in ways needed and envisioned. The Board has becomemore strategic in its work, forging collaborations and acting as convener for conversations aroundfinding solutions to workforce, education and economic development issues in the region. Led by theprivate sector, the WIB is a unique mix of public, private, and civic representation which influenceschange in our approach to the myriad of factors that affect the economic, educational, and socialviability of our communities.

The Region 1 area has some serious conditions that adversely affect employment opportunities andthe quality of life for too many of our families. The WIB is not so nave to think that it can tackle all of these conditions. However, the WIB is providing leadership and is reaching out to other leaders inthe region and in Charleston to implement solutions to these issues. This is a long-term challengeand one that must be addressed.

Guided by its vision and values, the Directors of the Region 1 Workforce Investment Board have

adopted key, all-encompassing goals to be accomplished over the next year and believe that thesegoals will be met through the successful implementation of our Strategic Plan. The goals are outlinedbelow.

GOAL 1: Increase the awareness of individuals and communities in the region of theexisting and emerging demand occupations and the skill needs of workers.

Currently, there are some very obvious industry sectors that have current and long-term growthprojections and high demand for skilled workers. These sectors include healthcare, travel andtourism, technology, and small business development. Automotive support and warehousing /transportation are projected to be demand occupations in the near future.

As federal and state funds for workforce and economic development continue to dwindle, it willbecome more and more important that the WIB focuses its planning, collaboration, and fundingsupport on those sectors that will have greater impact on employment opportunities in our region.

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goals, action steps, and benchmarks that will be used to monitor progress toward completion of thegoals are outlined below.

Goal 1: Increase the awareness of individuals and communities in the region of theexisting and emerging demand occupations and the skill needs of workers.

Action Steps: Continue developing a communication strategy that collects and tracks worker supply and

demand information on an on-going basis and disseminates this information strategicallythroughout our communities.

Individual board members will remain as sector leaders representing the priority demandoccupations. These individuals will be the key point of contact for matters related to thoseindustry sectors.

Continue to build the capacity of board members, through effective and continuous training, tounderstand key workforce and economic data elements and implications, and the extent of their roles and responsibilities to respond to these implications.

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

Actions to Date:

Region 1 Workforce Investment Board invited partnering agencies currently providing businessservices in the region to become a part of one systematic, trained and effective team, called theRegion 1 Business Services Unit (BSU). The objective of the BSU is to increase the knowledge of the services offered through the WORKFORCE West Virginia Career Centers and to coordinate anintegrated and organized system of outreach to the business community. The members of the BSUwork together to identify 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 business growth;identifies the current and future workforce needs of regional employers; and structures workforcereadiness activities within the one-stop system to address the needs of the employers.

Currently, the BSU continues to operate under the direction of the Region 1 Workforce InvestmentBoard. It has internalized OJT operations, shares a common intake form for training services with theGovernors Guaranteed Workforce Program, has incorporated a shared employee with SmallBusiness Development, operates a successful fee for service initiative, and continues to align itself with businesses across the region.

The BSU promotes the use of On-The-Job Training (OJT) to local employers as a method of providing job-specific, on-site instruction to new employees in vocational and technical careers. Inthe State of the Workforce report, Region 1 employers concluded that OJT is clearly the most

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desirable type of training for new hires. Employers found the biggest advantage of OJT is providingtraining that is very specific to what a worker needs to know to do their job. In the past, the WIB hascontracted with an experienced and proven organization to provide OJT training services. However,because of decreasing budgets it no longer seems feasible to contract this program. Therefore, theWIB plans to work with each individual employer whereas the employer will continue to offer training;however, the WIB will provide career counseling to the individual, ensuring an effective link betweenthe individuals and the employer. Refer to the Region 1 Workforce Investment Board Policy Letters -PL #03 On-the-Job Training for additional information.

Employers generally prefer to promote their own workers when they are qualified for more

responsible positions. Many assist their workers with adjusted work schedules and financialincentives to advance their technical and educational credentials. According to Region 1s State of the Workforce report, there is substantial need for training upgrades in the current workforce.

The BSU promotes the services of Customized Training to area employers. Customized Trainingprovides training to employees in specific fields using specialized trainers available throughout theregion. Employers may access qualified sources of specialized training already known to their industry.

Customized Training services include:

Partnering with the WORKFORCE West Virginia State Office to provide reimbursement of trainers 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.

Rapid Response services, especially due to the recent recession of the economy has also been atthe forefront of its services to both employers and dislocated workers. The Region , in conjunctionwith the state office offers rapid response services to all employers and dislocated workers to assist inretention, as well as rightsizing or closure.

Disabled people make up 24% of the population of the regions age group 24 to 65. This fact makesthem a significant segment of the workforce. In the same age group in the region, 33% of thedisabled and 66% of the non-disabled are currently working. The economic impact of returningdisabled workers to productive employment is too great to ignore. The WIB has found that individualsparticipating in occupational rehabilitation activities and returning to the workforce has increased their annual earnings by 441%. During its last fiscal year, the West Virginia Division of RehabilitationServices 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 arthritis toblindness. Some face accessibility issues with workstations and others face the inability to return totheir previous trades. Disabled workers begin with a vocational evaluation to assess the nature and

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degree of disability and the extent of their job skills and capabilities. Counselors assist workers inchoosing employment which matches their aptitudes, interests, and abilities. An individualizedprogram of education, retraining, assistive devices, and workplace modifications maximize thedisabled workers ability to return to a job.

There are several financial incentives for employers to hire disabled employees, including OJT andworkplace modifications. Tax credits are also available including the Work Opportunity Tax Credit,tax deduction to remove architectural and transportation barriers to people with disabilities and elderlyindividuals, and the Disabled Access Tax Credit.

Goal 2: Improve alliances between education and business to ensure the instructionalcontent facilitates student learning of workplace competencies needed bycurrent and future employers in the region.

Action Steps:

The WIB guided by the designated sector leaders, will develop cadres of local businessrepresentatives to engage schools for sessions with teachers, students, and administrators.The intent is to share information about the industry needs and opportunities, curriculumalignment with workplace needs, and the work and resources of the Board.

Advocate for more dialogue and collaboration between higher education and post secondary

education. Encourage partnerships to meet the education and training needs of workers andemployers.

Develop innovative methods for providing soft skills, work ethic, and basic skills exposure tothe emerging and incumbent workforce.

Actions to Date:

The Region 1 Workforce Investment Board has taken several steps towards achievement of theaction steps outlined above, including;

Development of a Targeted Sector List based upon industry and occupational projections,identifying those growth industries in which vocational, technical and professional training willbe provided so that a ready workforce will be developed that meets the needs of regionalemployers.

Development of an Approved Training Provider List, outlining those training institutions in theregional area that provide programs which targets the growth industries and occupations in theregional area; and identification of the courses offered by the training providers that will lead toskill attainment desired by regional employers. The Approved Training Provider List will bereviewed on an annual basis, and updated to ensure it meets workforce needs.

Development of a Memorandum of Understanding with all regional community and technicalinstitutions wherein agreement was reached to partner together in developing and carrying outeffective, comprehensive, and systematic training programs for employers, job seekers, andnew / incumbent workers and establish an agreement between all parties, defining the roles for

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implementing an effective partnership designed to complement the training programs for residents of the 11-county area.

Development of a comprehensive youth program which connects participating youth, both in-school and beyond, with the resources they need to attain education, job training and gainfulemployment.

2010 brought ongoing research on demand occupations, employer needs, and targetedindustries that will allow for growth horizontally and vertically, with particular interest onentrepreneurial ventures.

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

ABE programs are offered within Region 1 through county Boards of Education, Regional EducationService Agencies (RESAs), volunteer literacy programs, faith-based organizations, community-basedorganizations, and correctional facility education programs. To qualify, individuals need to be at least16 years old and out-of-school. In the region the average age of participants is between 25 and 44years.

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 remove barriers fromcompleting the course of study such as day care, transportation, financial aid applications 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 work attributes,

employee rights and responsibilities, job search strategies and unemployment survival Life Coping Skills Instruction in budgeting, nutrition, consumerism, family relationships and

parenting GED Test Preparation Instruction in science, social studies, math, writing, reading and

calculator training 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 college entrance,

ASVAB military enlistment, LPN entrance, civil service, US citizenship, Test of English as aForeign Language (TOEFL)

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

WorkKeys remedial training including KeyTrain

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The Region 1 Workforce Investment Board has been very attentive to the diversity of training needsof the job-seeking customer desiring to improve their skills and become job-ready. Also, there is astrong focus by the WIB to be attentive to the training requirements of the business customer requiring skilled employees. The WIB strives to identify training facilities providing opportunities for training in workforce skills in the growth industries and occupations available in the regional area, andmake these opportunities available to all customers of the WORKFORCE West 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 the WIB

is to continue the pace of skills training, even with the reductions in the federal allocations. Our planscontinue to include leveraging other public dollars, earning program income that is reinvested into theWORKFORCE West Virginia Career Center system, and seeking grants from public and privatefoundations.

The Training and Performance Committee of the WIB oversees the performance standards,performance measures and outcomes for training providers approved to provide services throughWIA, as well as system-wide. The Committee evaluates both the training providers and trainingprograms to ensure quality services for the job-seeking customer and to ensure that the training beingprovided will address identified high-growth / high-demand occupations in the region.

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

The list includes information on the training providers, and the programs offered through the providerswhich have been identified as leading to an occupation on the Targeted Sector List. Additionalinformation available on the list includes contact information for the provider; duration of the program;cost of program; credential attainment; minimum score requirements in WorkKeys assessment for enrollment; placement percentage of all participants; placement percentage of WIA participants;average wage expectation; percentage rate of completion; and percentage rate of job retention after six months. A copy of the West Virginia State Eligible Training Providers List modified for use inRegion 1 is attached to this document in Other Attachments West Virginia State Eligible TrainingProviders 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 accessto a skilled workforce. Many vocational courses of study are coupled with internship programs whichprovide attractive incentives to employers.

In addition, 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 River Community and Technical College; Southern West Virginia Community and Technical College; andThe Community and Technical College at West Virginia University Institute of Technology. The intentof the MOU, and the goal of the parties to the MOU, is to collaborate in developing and carrying outeffective, comprehensive, and systematic training programs for employers, job seekers, and new /incumbent workers. The MOU also establishes an agreement between all parties, defining the rolesfor implementing an effective partnership designed to complement the training programs for residents

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of the 11 counties that encompass the region. The partners coordinate resources to preventduplication of fund utilization and to ensure effective and efficient delivery of training services in theareas served by each partner. The MOU establishes a referral system for client response thatrespects the roles and mandates of each partner and facilitates the coordination of efforts.

To be proactive as well as reactive, the Region 1 Workforce Investment Board developed aprofessional Business Services Unit (BSU), made up of representatives of area agencies that providebusiness services to employers. This team works together collaboratively to identify and addressemployers needs and meet those needs through a seamless delivery of quality services whileeliminating duplication of services.

The WIB is sensitive to the need for youth career awareness and job training as was brought intosharp focus by the U.S. Department of Labor statistics. The report states 11% of West Virginia 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 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: WorkforceInvestment Services - Access to Services for Youth.

Goal 3: Promote and support economic development in the region.

Action Steps:

Work with economic development entities and other community partners to attract new anddiverse business and industry and to support the growth of the existing business and industrybase in the region

Promote community awareness of successful workforce board / economic developmentcollaborations

Provide a forum for exposure and discussion of economic development issues and challenges.Support changes which strengthen and grow the regions economy and its workforce

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Charter a WIB committee that comprises the economic leaders in the region and empower thisgroup to advance economic development initiatives.

Actions to Date:

The Region 1 Workforce Investment Board has created the Economic Development Committee as asub-committee of the Board. The areas of responsibility of the committee 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 employers concerningworkers quantity, quality, and skills

Develop Workforce Investment Board supported incentives that encourage job creation Establish a data-bank of labor market, census and Geographic Information Systems the WIB

and partner use in establishing benchmarks of success Assist in cluster / sector-based strategy development and deployment that ensures employer /

business satisfaction and expansion.

Other activities of the Region 1 Workforce Investment Board that directly address this goal are listedbelow:

In September, 2003 the Region 1 Workforce Investment Board collaborated on a report byMarshall Universitys Center for Business and Economic Research, titled, High TechnologyCorridors Program: I-64, Beckley, WV to White Sulphur Springs, WV Growth Assessmentand Recommendations. The report describes a revolutionary method to create technology-ready communities, and provides an outline of a structure for fostering high technology-ledeconomic growth in the Region 1.

In 2004/2005, Region 1 Workforce Investment Board collaborated with the Region 1Healthcare Consortium, consisting of 16 hospitals and over 50 healthcare related

organizations and educational institutions, to commission a study and publish the findings in areport titled, Understanding the Supply and Demand Alignment of Region 1 RegisteredNurses. The report provides projections of industry demand in the nursing field, and outlinesa Career Migration Path from entry level positions through administration. This report guidesthe consortium in its efforts to ensure an available, skilled workforce.

In 2005, established the Womens Business Center which nurtures leadership, independenceand entrepreneurship in women in West Virginia through training and counseling. One-on-onecounseling is offered by appointment and at no charge to existing business owners andwomen thinking about going into business. The Center also offers a wide range of training at

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low cost to educate and empower women so they may make informed decisions aboutbusiness ownership. The WBC offers monthly orientations about services available throughthe Region 1 Womens Business Center and the Small Business Development Center.

In 2004, the Workforce Investment Board began hosting two Small Business DevelopmentCenters which provide free, confidential management assistance to current and prospectivebusiness owners. The SBDC program delivers counseling, by appointment at no charge.Counseling in all aspects of business management includes, but is not limited to: preparationof business plans, evaluation of business ideas, developing outreach plans and outreachstrategies, cash flow analysis, financial projections, and loan packages. Training workshopsand seminars for business owners and employees as well as prospective business owners are

offered throughout the 11-county region at low cost to participants. The goal of the SBDC is tostimulate and support small business in West Virginia. The Region 1 Small BusinessDevelopment Centers are 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 edge technology calledInterview USA as well as implementing an initialized pilot project with WorkKeyscredentialing.

In 2007, the Workforce Investment Board began restructuring its committees, the businessplan models for the one-stops, and began implementing many new initiatives, specificallythrough the Entrepreneurship Alliance, Incorporated.

In 2008, Region 1 successfully piloted the first year of WorkKeys Credentialing, a nationallyrecognized program.1

In 2009, new research began on industry cluster initiatives. In 2010, research was completed on sector strategies In 2010, youth programs expanded to begin preparing youth more proactively for occupations

existing in the region as well as the state, but inclusively began instilling the idea of mobilityinto the minds of our youth.

In 2010, EDISON 21 began in which the Board chose to begin developing a new sector of green sustainability experts.

In 2010, the Board realigned itself with Create WV in that the Executive Director beganworking strategically with the Create WV Baord to begin expanding entrepreneurial venturesand the creative economy of Region 1.

In 2011, the Board began branching out services and activities into consulting and facilitation,spreading shared best practices with other areas of the country.

Goal 4: Raise the level of service integration and quality in the Regions WORKFORCEWest Virginia system.

Action Steps:

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

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Hold the WORKFORCE West Virginia Career Centers operator accountable for goalsestablished by the Board. Provide the support and tools needed by the operator and theWORKFORCE West Virginia Career Centers to accomplish these goals.

Implement the appropriate changes to the system based on recommendations from the systemassessment conducted by an external evaluator.

Build stronger collaborations and levels of awareness between the WORKFORCE WestVirginia system and other local community entities.

In 2007, the Workforce Investment Board began restructuring the one-stop model and beganimplementation of a Transformational Series to more effectively integrate the services andpartners.

In 2010, a customer flow process was facilitated by the local WIB to begin transforming theone-stop centers and services. In 2011, the One Stop Management Teams / Consortiums will begin a process of re-evaluation

and assessment. Because of the recent downturn in the economy as well as the newest dataand research of the local business needs, each one-stop must begin preparation to serve thenew economy worker. This process of evaluation will begin in July 2011.

Actions to Date:

The vision and goals of the Region 1 Workforce Investment Board have been shared with all one-stoppartners. The manager of the system provides monthly updates to the WIB Committee responsiblefor the operation of the centers, providing information on the activities of the Centers as they addressthe specific vision and goals of the WIB. The WIB continues to commission data and reports on thestate of the region as relates to workforce issues. These reports are reviewed by WIB members andstaff, and recommendations are implemented to address workforce needs of both the employer

community and the job seeker. Implementation of specific strategies and / or programs have includedaddressing the career-readiness of youth, individuals with disabilities, the dislocated worker,employees affected by declining industries and occupations and addressing the needs of employerswho require a higher-skilled workforce in order to expand their businesses.

Programs to meet workforce development needs available through the WORKFORCE West VirginiaCareer 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*

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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 Apprenticeship Programs Womens Business Center (WBC) Adult Basic Education / Literacy Entrepreneurship Programs

* Program funding is used collaboratively to increase services; however, WIA eligible customers areclearly 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 covered includetuition, 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.

The Region 1 Workforce Investment Board has also made a considerable investment in state-of-the-art facilities and resources within the region to assist in meeting the workforce development needs.

The two comprehensive centers located in Mercer and Raleigh counties are state-of-the-art facilitiesthat house staff representatives of the WORKFORCE West Virginia Career Center management,contracted service providers, and representatives of many of the mandatory and optional partneringagencies 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-searchactivities, including Internet-based computers, laser-jet printers, photocopy machines, fax machines,and telephones. The computers contain multiple software programs to assist job-seeking customerswith self-directed activities such as rsum writing and cover letters, assessment of skills, andcomputer-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 as

rsum 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 resource material ispromoted through the centers and during the Stepping Stones to Success orientations.

The Nicholas, Summers, Greenbrier, McDowell, Pocahontas and Webster CountyWORKFORCE West Virginia Career Centers are furnished with computer labs.

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As section before

SECTION IV:

LOCAL AREA GOVERNANCE

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LOCAL ELECTED OFFICIALS

Local Elected Officials (LEOs) will provide leadership in coordinating an effective local workforcedevelopment system in partnership with the Region 1 Workforce Investment Board. LEOs will beinformed of the design and oversight of all training programs.

The LEO Group consists of eleven county commissioners who represent McDowell, Mercer, Monroe,Raleigh, Summers, Wyoming, Fayette, Greenbrier, Nicholas, Pocahontas, and Webster counties andtwo mayors who represent the cities of Beckley and Bluefield.

The Chief LEO will be the signatory of any and all agreements necessary and required for WIApurposes in the region.

LEOs will be jointly accountable for any liabilities that arise out of activities funded under the WIA.LEOs will comply with policy(ies) in the Governors Guide, Workforce Investment Act, July 1998,addressing liability for LEOs.

LEOs will be responsible for selecting the fiscal agent for all WIA funds received. LEOs will beaccountable for all WIA funds received in the region.

LEOs will appoint members to the Region 1 Workforce Investment Board from among personsnominated or recommended by appropriate agencies / organizations representing their respectivecounty or city. LEOs will actively participate in all Executive Committee and Region 1 WorkforceInvestment Board meetings.

In partnership with the Region 1 Workforce Investment Board, LEOs will plan and oversee the localworkforce system, assist in the development of this plan, designate Career Center Operators,designate eligible providers of training, negotiate local performance measures, and assist in thedevelopment of a statewide employment statistics system.

LEOs will demonstrate flexibility in streamlining the workforce delivery system tobetter meet the needs of local employers, job seekers, and workers.

The LEO Agreement has been attached to this document in Attachments: Memoranda of Understandings Documents - Attachment B.

THE REGION 1 WORKFORCE INVESTMENT BOARD

The WIB consists of thirty-two (32) members with a majority of members representing the privatebusiness sector of the local communities. All members were chosen for their optimum policy-makingauthority at their places of business. The private sector WIB members represent industry clusters.

The WIB is responsible for many duties and functions. These duties include but are not limited to:chartering local WORKFORCE West Virginia Career Centers; establishing Memoranda of Understandings (MOUs); identifying training providers; promoting the workforce delivery systemwithin state and national government and the local business community; building relationships withpublic and private sector leaders; approving grant applications and Requests For Proposals (RFPs);monitoring the overall performance of the WORKFORCE West Virginia Career Centers; developing

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and approving an annual budget; negotiating local performance measures with LEOs and StateWORKFORCE Office; assisting the Governor in the development of a statewide employmentstatistics system; and planning strategically for the expansion and assurance for the continuousimprovement of the WORKFORCE West Virginia Career Centers as typified by the Malcolm BaldrigeNational Quality Award principles.

The Malcolm Baldrige principles are: leadership, strategic planning, customer and market focus,information and analysis, human resource focus, process management, and business results. TheWIB will carry out its oversight and monitoring procedures and corrective action in accordance withthese principles. The WIB will effectively prepare its local workforce to meet the challenges of an

ever-changing economy. The WIB will utilize these principles to foster results and high-qualityservices throughout the workforce delivery system. The WIB will implement an approach that targetscontinuous performance improvement that will include a focus on business involvement. The WIB willprovide evaluation services of all activities under Title I of the WIA, including youth activities, as ameans of judging their effectiveness in achieving required performance standards including customer satisfaction. The results will be shared with the State WORKFORCE Office in an effort to avoidduplication of efforts.

The WIB will meet at least four times annually during the program year. These meetings will primarilybe devoted to the review, revision, and approval of work done by committees and staff of the WIB.The Chair of the WIB will be responsible for assigning members to certain committees of the WIB.Committee members will be expected to participate in the specific duties and functions of theassigned committee which will include planning, oversight, and policy responsibilities. Committees of the WIB are: Executive, Training and Performance, Business Services, Youth Council, and EconomicDevelopment.

The WIB will take action, evaluate the performance of the workforce delivery system, and makedecisions based on the committees research and recommendations. The WIB will be expected tofully participate on any and all matters and issues brought before it by the committees. Eachcommittee will meet on an as-needed basis and may solicit the assistance of the WIB staff andresources, as necessary, to accomplish their objectives.

The WIB will cooperatively coordinate all workforce delivery efforts with LEOs, the State WorkforceInvestment Council (SWIC), and the State WORKFORCE Office when necessary and appropriate.

In accordance with applicable state law and the Sunshine Provision, the WIB will ensure the public isnotified of all WIB meetings via public notices. Public notices will be made via the local news media.The WIB may keep a list of interested parties who wish to be notified of all WIB meetings.Reasonable arrangements for persons with disabilities will be made, if requested, at all meetings.

Other responsibilities of the WIB, in cooperation with LEOs, will be to: designate staff and appoint aYouth Council; develop a strategic vision for the local region; oversee the implementation of the localworkforce investment plan; oversee the management of workforce initiatives; develop and facilitatecommunity partnerships which advance WIB goals; develop economic development strategies;develop employer linkages promoting greater participation of private sector employers in the localworkforce investment system; and ensure an adequate flow of information among all participatingparties.

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A member of the WIB may not vote on a matter under consideration by the WIB relating to a provisionof services of the local workforce delivery system by the member or a related entity where therewould be a direct financial benefit to the voting member or the members family. A member of the WIBmay not engage in any other activity determined to constitute a conflict of interest as specified in thisplan. If a violation of this policy is determined, the WIB may recommend the individual who hasviolated the policy be removed as a member of the board.

Each WIB member, as well as each LEO, will sign a Code of Ethics / Conflict of Interest Form.

The WIB staff will consist of an Executive Director. This executive director will hire needed staff to

implement the mandates of the LEO and WIB. The WIA requires a clear separation between the administrative functions / staffing of local workforceinvestment boards and the provision of WIA training. The WIB staff may not provide services of training without a waiver from the Governor. Subsequently, WIB staff will not provide any direct WIAtraining activities.

WIB staff will be required to comply with the appropriate provision(s) of the Federal Hatch Act.

The WIB, in partnership with the LEOs, is responsible for the overall implementation of all WIA fundedprograms in the local area. A copy of the agreement between the Local Elected Officials and theRegion 1 Workforce Investment Board has been made a part of this document as Attachment B.

YOUTH COUNCIL

The WIB, in cooperation with the LEOs, is responsible for appointing members to the Youth Council.The Youth Council is a sub-council of the WIB. The Youth Council represents a collaboration of localleaders who have set an agenda and created a vision of how the WIB will provide appropriate, high-quality services and programs to the regions youth. Youth Council membership includes: individualswith interest or expertise in youth policy; representatives of youth service agencies including juvenile

justice and local law enforcement; representatives of local public housing authorities; parents of eligible youth seeking assistance; and other individuals including former participants andrepresentatives from organizations that have experience relating to youth activities. Replacement of members to the Youth Council will be filled in the same manner as original appointments.

Members of the Youth Council are voting members on all matters brought before the Council. TheYouth Council develops portions of the Local Plan relating to eligible youth as determined by theChair of the WIB; recommends eligible providers of youth activities for the award of grants or contracts on a competitive basis; conducts oversight of eligible providers of youth activities;coordinates youth activities; and performs other duties as determined to be appropriate by the WIB.

The Youth Council meets on a regular basis. Youth Council meetings are subject to the sameprocedural requirements as the WIB. A Chair, Vice-Chair, and Secretary of the Youth Council areelected by its members.

In addition to acting in an advisory capacity to the WIB, the Youth Council is the primary designer of acomprehensive youth program delivery system for the local area. The Youth Council is responsiblefor developing performance standards and criteria for programs, assessing the effectiveness of

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Other committees meet on an as-needed basis. All meetings are open to the public and areadvertised at least ten days in advance. The LEO and WIB meetings are posted on the website atwww.region1workforcewestvirginia.org . Hard copies of the meeting minutes are available at the WIBoffice.

FISCAL AGENT

As determined by the LEOs, the local Workforce Investment Board will manage its own finances in-house by employing a Fiscal Manager.

In cooperation with the LEOs, the WIB, the Executive Director, the Fiscal Manager will provideintegrated fiscal oversight of all WIA funds, including the receipt, distribution, and monitoring of funds.All practices and procedures implemented within the internal financial system will employ a checksand balances system to ensure continuous accountability of WIA funds and property. All WIA fundswill be used solely for WIA purposes. The fiscal agent will be responsible for the disbursement of allfunds in accordance with the established rules and regulations as defined in the WIA. Federal andstate oversight bodies may access financial information as needed and necessary.

All invoices, vouchers, time sheets, and other documents will be date-stamped upon receipt and beprepared and charged off to the appropriate funding stream. All these documents must be signed andapproved by the executive director of the WIB prior to payment being made. The fiscal agent willrecord all invoices, vouchers, time sheets, and other documents in the check register. A generalledger will be kept showing all checks written against the WIA account, receipt of funds, and a trialbalance. On a monthly basis, the Fiscal Manager will prepare a report detailing all expenditures

among all WIA programs for the executive director of the WIB to review and approve.

The Fiscal Manager will not oversee staff payroll. Payroll accounting and distribution will be sub-contracted by approval of the LEO Board to the third party agent.

Reconciliation of all checking accounts and ledgers will be done on a monthly basis by a third partycontracted agent. All federal and state reports will be prepared by the Fiscal Manager. The financialsystem will be capable of generating all of the necessary and required information and reportsrequired under the WIA.

A Chart of Accounts will be kept to identify all expenditures by cost categories. This information willassist staff with its monitoring and management efforts of WIA programs. A clear audit trail will beestablished. An independent audit will be performed on all WIA funds on a yearly basis.

The WIB will prorate costs among all funding sources based on an analysis of staff time distribution.Other costs may be prorated among cost categories based on percentages determined by thenumber of staff members involved in activities. When necessary, the WIB will initiate writtenagreements and contracts with training providers and / or vendors. Regular monitoring visits will becompleted to ensure compliance with WIA regulations.

Funds will be drawn down by the Fiscal Manager in accordance with federal and state regulations.The amount of funds to be drawn down will be determined by anticipating future expenditures for theallowed period. Funds will be provided by mail, hand delivered, or electronically transferred by thestate.

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SECTION V:

REGION 1 WORKFORCE WEST VIRGINIAONE STOP PLAN

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SYSTEM DEVELOPMENT PLAN

The Workforce Investment Act (WIA) is structured to allow local workforce areas to develop deliverysystems which are locally designed, locally accountable, and built within the states vision for workforce investment. It gives states and local areas the opportunity to build quality andaccountability into local service delivery systems.

WORKFORCE West Virginia Career Centers are envisioned in the WIA as the primary vehicle for creating a workforce investment system that is organized around customer needs, rather thanaround programs and funding sources. The WORKFORCE West Virginia Career Centers within this

system must offer a core set of services to all customers who want them, without eligibilityrequirements. The WIBs goal as well as the One Stop Center Consortiums is to make access tothese services easy and customer friendly to both individual citizens and employers. TheWORKFORCE West Virginia system requires close collaboration and integration of services acrossagencies and programs; thus having a consortium of partnering agencies to manage operations of one-stop activities in each center. The WORKFORCE West Virginia Career Centers must beestablished and maintained as high quality service entities that are continuously improving andmeeting customer expectations. The Centers in operation in the Region 1 area are outlined below.

Comprehensive Centers Satellite Centers

Raleigh County Beckley Pocahontas County Marlinton

Mercer County Princeton Summers County Hinton

Nicholas County - Summersville Webster County Webster Springs

Greenbrier County Ronceverte Monroe County - UnionMcDowell County Welch Nicholas County Summersville

The Region 1 WORKFORCE West Virginia Career Centers are connecting employment, educationand training services through a network of resources with a sense of urgency and a never say noattitude. The WORKFORCE West Virginia brand name is recognized and associated with qualityWORKFORCE West Virginia Career Centers throughout the region. Increasingly, customers areattracted to our universal access which continues to successfully link employers to qualifiedapplicants and provides job seekers with access to employment and training opportunities.

The practice of customer choice has become even more evident through enhancing t