virginia’s blue ridge works local workforce plan · programs/partners overview 54 collaborative...

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Virginia’s Blue Ridge Works

Local Workforce Plan

June 8, 2017

I. Local Strategic Planning Elements 3

Workforce Demand Analysis by Target Industry Sectors 3

Healthcare 4

Manufacturing 6

Food and Beverage Manufacturing 8

Construction 10

Transportation and Warehousing 11

Financial Services 13

Life Sciences 15

Shared Demand Occupations 16

Workforce Supply Analysis 19

Employment & Unemployment 20

Worker Ages 23

Unemployment by Industry 24

Educational Attainment 26

Comparing Training Supply with Target Industry Occupation Demand 27

Societal Barriers to Employment 32

Childcare 32

Transportation 34

Healthcare 35

SWOT Analysis 36

Strengths 38

Weaknesses 39

Opportunities 41

Threats 42

Vision, Goals, Strategies and Partnerships 45

Partners Focus Area 48

Cross-Cutting Goals 49

Additional Strategic Element 50

II. Local Workforce Program System Elements 54

Programs/Partners Overview 54

Collaborative Strategies 62

Expand Access to Employment, Training, and Education 62

Career Pathways and Dual Enrollment 63

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Improve Access to Credential Attainment 63

Business Services 64

Economic Development Collaboration 68

One-Stop System 69

Adult and Dislocated Worker Services Provided 75

Rapid Response Coordination 79

Youth Services Provided 79

Supportive Service Provision 86

Training Services 86

Collaboration with the Community Colleges 87

Collaboration with Education 88

Collaboration with Adult Education & Literacy 88

Priority of Service 90

Incorporation of Technology 91

Efficient and Effective Service Delivery 92

Fiscal Agent 98

Procurement 99

Performance 101

Quality Assurance 102

Public Comment Period 103

III. Public Comments Received 105

IV. Attachments 105

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I. Local Strategic Planning Elements

Workforce Demand Analysis by Target Industry Sectors

Virginia’s Blue Ridge Works (VBRW) is comprised of five counties and three

independent cities. As the largest metropolitan area in southwestern Virginia, the region is a

historic, regional hub for railroad transportation, financial institutions and manufacturing.

Today’s top industries mirror this history, while presenting opportunities for new and emerging

industries. To identify these target industries and their in-demand occupations, we pulled

secondary data including total employment, job growth and average annual job openings. We

also interviewed businesses, economic development and education stakeholders to align with

already identified target industries. We identified five existing target industries: healthcare,

manufacturing, construction, transportation and warehousing, and financial services. Meanwhile,

the region is working to develop three emerging industries: food and beverage manufacturing,

life sciences and IT. Within each of these industries, common in-demand occupations appear in

maintenance and repair, sales and administration, and IT support services.

Table 1: Existing and Emerging Target Industry Sectors

Industry Cluster Total

Jobs

(2016)

Projected

Jobs Change

(2016-2021)

Projected

Job Growth

(2016-2021)

Location

Quotient

(2016)

Competitive

Effect (2016-

2021)

Existing Target Industries

Healthcare 21,364 2,280 11% 1.17 58

Manufacturing 17,960 (720) (4%) 1.28 (296)

Construction 11,933 343 3% 1.10 (193)

Transportation and

Warehousing

7,261 296 4% 1.23 (174)

Financial Services 717 720 0% 0.47 (13)

Emerging Target Industries

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Food & Beverage Manuf. 1,214 37 3% 2.07 35

Life Sciences 17,968 1,875 10% 1.17 187

IT 4,424 268 6% 0.92 (173)

The table above also shows industry location quotient and competitive effect statistics.

These are indicators that provide insight into each target industry’s strength and competitiveness

compared to the nation. Location quotients above 1.00 indicate the region is doing better than the

national average in terms of concentrated employment. Positive competitive effect numbers

illustrate that projected new jobs will occur specifically due to regional drivers, not just because

of national trends. Those with negative competitive effect numbers may still grow, but at a

slower pace than the U.S. as a whole.

Healthcare

Reflecting national trends, Virginia’s Blue Ridge Works’ healthcare industry1 is

projected to grow its employment by 11% in the next five years. Demand for RNs, Aides and

LPN/LVNs already overshadow supply, with over 80 job openings in each occupation annually.

According to stakeholders interviewed, capacity of established nursing programs is not great

enough, with numerous prospective students on waitlists. Several companies in this region

collaborate with workforce partners to address these supply gaps, including: Carilion Clinic,

Virginia Medical Center, Carilion Roanoke Memorial Hospital, and Lewis Gale Medical Center.

There is also a growing demand for skilled nursing and rehabilitative facilities in the region,

which are experiencing similar supply gaps. These employers, such as Medical Facilities of

America and Friendship Living, are now working to promote greater on-the-job training

opportunities.

1 We define the healthcare industry using the 3-digit NAICS codes: Ambulatory Health Care Services (621), Hospitals (622), and Nursing and Residential Care Facilities (623).

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According to primary and secondary data gathered through focus groups, interviews,

O*NET, and the economic modeling tool EMSI, the following skillsets are currently in demand.

● Knowledge (hard) skills: customer and personal service, English language abilities,

computing and technology skills, therapy and counseling education

● Soft skills: active listening, social perceptiveness, reading comprehension, service

orientation, monitoring skills, oral comprehension, written comprehension, deductive

reasoning, fluency of ideas, and speech clarity.

“Knowledge”, or hard skills, such as English or computing and technology, are acquired through

education and information absorption. While soft skills, such as social perceptiveness, must be

acquired through a mix of education and experiential learning. Employers and workforce service

providers would like to see an increase in soft skills integration into educational curriculums.

Table 2 below shows the top in-demand healthcare occupations in the VBRW region,

ranked by number of average annual job openings. Average annual job openings include new

jobs due to industry growth and existing jobs available due to retirements or those transitioning

out of the industry. Under each occupation, the most common credentials associated with that

occupation are listed.

Table 2: In-Demand Healthcare Occupations, by Average Annual Job Openings

In-demand Healthcare

Occupations

(4-digit SOC codes)

Total

Jobs

(2016)

Projected Job

Growth (2016-

2022)

Avg Annual

Job Openings

(2016-2022)

Avg

Hourly

Earnings

Registered Nurses 4,292 8% 180 $29.25

Credentials: Associate's Degree, RN License

Nursing, Psychiatric, and Home

Health Aides

3,548 9% 153 $12.12

Credentials: OJT, 120-hour Certificate, CNA

Accreditation

Personal Care Aides 1,736 19% 82 $11.07

Credentials: Short-term OJT

Licensed Practical and Licensed

Vocational Nurses

1,395 4% 56 $19.31

Credentials: 1-2 year Certificate, NCLEX-PN

Accreditation

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Physicians and Surgeons 1,517 3% 55 $97.52

Credentials: Medical School, Specialization, MD

Counselors 1,220 10% 55 $22.90

Credentials: Master’s Degree, Apprenticeship

Social Workers 1,103 10% 52 $19.75

Credentials: Bachelor’s Degree, Master’s for Healthcare

Therapists 897 13% 48 $34.58

Credentials: Bachelor’s Degree +, Apprenticeship

Health Practitioner Support

Technologists and Technicians

912 6% 24 $14.76

Credentials: Certified Pharmacy Technician with OJT, 1-

2 Certificates or Associate’s Degrees

Clinical Lab Technologists and

Technicians

430 13% 23 $17.52

Credentials: Associate’s Degree with ASCP Medical Lab

Technician Certificate, BA for technologists

Medical Assistants 519 8% 20 $14.29

Credentials: Some Postsecondary Education, OJT

TOTAL 17,569 9% 748 --

Manufacturing

Even with the receding presence of railroad and its manufacturing supply chain, VBRW’s

manufacturing industry (NAICS 31-33) is still a prominent employer, particularly in the paper

and packaging, wood products, production technology and heavy machinery, and food

processing subsectors of manufacturing. Top employers in this region include West Rock, Ply

Gem Rock, GE Controls & Power Electronics, Ingevity and Yokohama Tire Corporation. With

the growth and recent attraction of several craft breweries to the area, the demand for workforce

in food and beverage manufacturing will only increase. Because of the aging workforce in the

manufacturing sector, even jobs that are expected to decline in the coming five years have

projected annual jobs openings in the double-digits.

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Table 3 below shows ten in-demand occupations in the manufacturing industry, ranked

by number of average annual job openings.2 Several of these occupations were also

acknowledged during interviews and focus groups with industry and workforce representatives.

Top cited occupations during these discussions were CDL truck drivers, welders, machinists,

sales representatives knowledgeable in subject matter, and repair and maintenance workers.

While several of these occupations call for some technical training such as coursework to

achieve certification or an Associate’s degree, much of the training called for is on-the-job. This

point sheds light on two needs: 1) businesses require strong, flexible partnerships with schools

and workforce trainers to develop easy methods of accreditation for their current and future

employees, and 2) many of the skills requested by employers are basic knowledge, skills and

abilities that workers should develop during and outside of their secondary education. Many

“soft skills” requested are time management, critical thinking, coordination, oral comprehension,

deductive reasoning, speaking and monitoring. For more middle-skill jobs, businesses prefer

knowledge-oriented, hard skills such as mathematics, mechanical, production and procession,

and design skills.

Table 3: In-Demand Manufacturing Occupations, by Average Annual Job Openings

In-demand

Occupations

(4-digit SOC codes)

Total Jobs

(2016)

Projected Job

Growth (2016-

2022)

Average Annual

Job Openings

(2016-2022)

Average

Hourly

Earnings

Laborers and Material

Movers, Hand

4,403 2% 181 $12.60


Driver/Sales Workers

and Truck Drivers

4,501 2% 118 $17.48

Credentials: Short-term OJT, CDL Accreditation

Sales Representatives,

Wholesale and

Manufacturing

2,055 2% 57 $29.35

Credentials: Moderate OJT, Bachelor’s Degree for Technical and

Scientific positions

2 Average annual job openings include new jobs due to industry growth and existing jobs available due to

retirements or those transitioning out of the industry.

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Production Workers--

Helpers, Operators,

Tenders

2,048 -7% 60 $14.76


Team Assemblers 1,576 -2% 40 $12.62

Credentials: Moderate OJT

Industrial Truck and

Tractor Operators

1,003 1% 36 $16.09


Industrial Machinery

Installation, Repair

and Maintenance

Workers

758 7% 31 $20.81

Credentials: Moderate to Long-term OJT, Apprenticeship, NCCER IM

Mechanic Level 1-4 & NIMS Machining Level 1 (not available in

region); Industrial Maintenance Technician Certifications: CMRT,

Siemens Mechatronics Level 1, OSHA 10 General Industry, MT1, CRC

Accreditation, Advanced Manufacturing Technology Certificate

(DLCC)

Welding, Soldering

and Brazing Workers

738 1% 27 $18.08

Credentials: Moderate OJT, AWS Welding Accreditation, NCCER

Welding Levels 1-3 Accreditation

Shipping, Receiving

and Traffic Clerks

739 -2% 21 $14.04


Machinists 519 2% 20 $20.74

Credentials: Long-term OJT, CNC training with emphasis on

CAD/CAM, NIMS Machining Level 1, MT1, Siemens Mechatronics

Level 1

TOTAL 18,340 0.6% 591 --

Food and Beverage Manufacturing

The food and beverage manufacturing subsector can be defined using the following

industry NAICS codes:

● Commercial Bakeries (311812)

● Soft Drink Manufacturing (312111)

● Other Animal Food Manufacturing (311119)

● Breweries (312120)

● Wineries (312130)

● Flour Milling (311211)

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● Retail Bakeries (311811)

● Confectionery Manufacturing from Purchased Chocolate (311352)

This region already has a foothold in food and beverage manufacturing, with companies like

Maple Leaf Bakery, Pepsi Bottling Group, Kroger Bakery, Deb’s Frozen Lemonade, and

Thorvin Kelp USA. Unlike many other manufacturing subsectors in the region, food and

beverage manufacturing is expected to grow significantly, by 32.4% between 2016-2022. This

projection may account for recent business attraction announcements, including Deschutes and

Ballast Point breweries, who have announced development of east coast production facilities.

Occupational and skillset needs for food and beverage manufacturing are similar to

general manufacturing needs shown previously. Food and beverage manufacturing companies,

like other manufacturers, require laborers and material movers, drivers, industrial truck and

tractor operators, sales representatives, and other sector-wide occupations. There are, however, a

few growing occupations that are unique to the food and beverage industry, namely Food

Batchmakers (326 total jobs and 50 new jobs in the region by 2022), Packaging and Filling

Machine Operators and Tenders (77 total and 24 new jobs by 2022), and Bakers (53 total and 19

new jobs by 2022).

Stakeholders that played a part in bringing Deschutes and Ballast Point to the region

mentioned several factors related to workforce that attracted the two breweries. The companies

noted an already skilled workforce in beverage-related manufacturing, and noted that the

mechatronics program at Virginia Western Community College could train a workforce in

advanced manufacturing skills desired by the two breweries. Virginia Tech’s research and

focused workforce training in fermentation and malting also appealed to these businesses,

offering opportunities for future partnerships. Finally, CDL certification programs in the area

facilitated access to certified drivers for distribution. As food and beverage manufacturers grow

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in the region, these regional workforce partners will also need support to grow and adapt to the

needs of the industry.

Construction

Growth of the construction industry (NAICS 23) often aligns with the housing market. In

the coming five years, the real estate market is expected to gradually climb by 3%, as is the

construction industry, (EMSI 2016.4). Top construction companies that may benefit include

Branch Group Inc, Eaton Electrical, G J Hopkins Inc, Varney Inc, and Lanford Brothers Co Inc.

These businesses and others related to construction and building maintenance are in need of

electricians, HVAC, and line installers and repairers according to interviews and focus groups

with businesses and workforce stakeholders.

As seen in Table 4, many of these in-demand occupations require some accreditation or

apprenticeship training. Major knowledge skill sets include the English language, building and

construction skills, custom and personal service, mathematics and public safety & security. More

soft skills for these careers include active listening, speaking, monitoring, coordination, oral

comprehension and deductive reasoning.

Table 4: In-Demand Construction Occupations, by Average Annual Job Openings

In-demand Occupations

(4-digit SOC codes)

Total Jobs

(2016)

Projected Job

Growth (2016-

2022)

Average Annual Job

Openings (2016-

2022)

Average

Hourly

Earnings

Driver/Sales Workers and

Truck Drivers

4,501 2% 118 $17.48


Construction Laborers 1,221 1% 41 $12.85

Credentials: Short-Term OJT

Electricians 767 8% 33 $20.52

Credentials: Apprenticeship, Certification through accredited

program -- Electrical Wiring Career Studies Certificate for

Journeyman Electricians

Carpenters 1,291 -1% 30 $15.50

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Credentials: OJT, Apprenticeship

Heating, Air

Conditioning, and

Refrigeration Mechanics

and Installers

631 5% 20 $22.00

Credentials: Long-term OJT, 2-semester Career Studies Certificate,

EPA HVAC 608 Certification

Line Installers and

Repairers

200 29% 20 $27.79

Credentials: Long-term OJT, Training/Apprenticeship

recommended

First-Line Supervisors of

Construction Trades and

Extraction Workers

785 3% 19 $26.04

Credentials: OJT, 5+ years of experience in construction trade

Construction Equipment

Operators

617 3% 19 $24.53


Helpers, Construction

Trades

553 -2% 17 $12.97


Cost Estimators 359 5% 15 $25.67

Credentials: Bachelor’s in related field such as construction

management, building science or engineering. Previous work

experience in field preferred.

TOTAL 10,925 3% 332 --

Transportation and Warehousing3

As the largest metropolitan area in southwest Virginia, the workforce development area

serves as a transportation and warehousing hub for this region of the state. Compared to the

nation and other regions in the western portion of Virginia, VBRW has a greater location

quotient, or employment concentration of 1.23. With over 7,000 jobs, the industry is supposed to

increase employment by 4% in the next five years. Some top employers are Norfolk Southern,

Freight Car Roanoke, C S E, Mountain Valley Transportation, and Ruan Transportation

Management Systems.

3 The transportation and warehousing industries include NAICS Codes 48 and 493.

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Among the top ten in-demand occupations listed in Table 5, drivers with CDL

accreditation are one of the most needed workers according to businesses and workforce

stakeholders interviewed. Most of the other occupations listed, however, do not require much

training other than that received on-the-job. Some top knowledge skills listed for these

occupations include customer and personal service, transportation, and public safety & security.

Some of the more technical occupations may require a solid knowledge of geography and

mathematics. Soft skills include coordination, active listening, critical thinking, time

management, oral comprehension and expression and written comprehension. Another preferred

ability that appears in the O*Net database on occupation skills is “problem sensitivity,” or the

ability to detect potential or existing problems and resolve them before they develop further.

Table 5: In-Demand Transportation and Warehousing Occupations, by Average Annual

Job Openings


(4-digit SOC codes)

Total

Jobs

(2016)

Projected Job

Growth

(2016-2022)

Average Annual

Job Openings

(2016-2022)

Average

Hourly

Earnings

Laborers and Material Movers,

Hand

4,403 2% 181 $12.60


Driver/Sales Workers and Truck

Drivers

4,501 2% 118 $17.48


Stock Clerks and Order Fillers 2,658 2% 111 $12.31


First-Line Supervisors of Office and

Administrative Support Workers

1,832 3% 41 $15.21

Credentials: Less than 5 years experience

Industrial Truck and Tractor

Operators

1,003 1% 36 $16.09


Shipping, Receiving, and Traffic

Clerks

739 -2% 21 $14.83


Heavy Vehicle and Mobile

Equipment Service Technicians and

Mechanics

470 5% 17 $21.75

Credentials: Long-term OJT, Career Studies Certificate in

Automotive Analysis & Repair available at VWCC,

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Dispatchers 488 2% 16 $15.16


Bus Drivers 519 7% 15 $14.85

Credentials: Short- to Moderate-term OJT, School Bus

Driver Certification through Virginia Board of Education


Transportation and Material-

Moving Machine and Vehicle

Operators

344 1% 14 $27.67


TOTAL 16,957 2% 570 --

Financial Services

Similar to healthcare, transportation and manufacturing sectors, Virginia’s Blue Ridge

Works serves as a regional hub for the financial services industry. With over seven hundred jobs,

the financial services industry cluster as defined by Harvard includes the following 6-digit

NAICS industries:

● Consumer Lending (522291)

● Real Estate Credit (522292)

● All Other Nondepository Credit Intermediation (522298)

● Mortgage and Non Mortgage Loan Brokers (522310)

● Investment Banking and Securities Dealing (523110)

● Securities Brokerage (523120)

● Portfolio Management (523920)

● Investment Advice (523930)

Mortgage and Non Mortgage Loan Brokers have a particularly strong employment concentration

in the region, with a location quotient of 1.97. Select companies in this sector include Anthem

Blue Cross Blue Shield, Atlas Logistics, Aecom, Woods Rogers PLC, and Robertson Marketing

Group Inc.

Training and education for top occupations range from on-the-job training for tellers,

loan clerks, and bill collectors to bachelor’s degrees for accountants and auditors, financial

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analysts, and financial managers. Top hard, or knowledge, skills for these occupations are

economics, accounting, mathematics, computer and electronic, and customer services skills. In-

demand soft skills include active listening, critical thinking, number facility, oral and written

comprehension, and inductive reasoning.

Table 6: In-Demand Financial Services Occupations, by Average Annual Job Openings


(4-digit SOC codes)

Total Jobs

(2016)

Projected Job

Growth (2016-

2022)

Average Annual

Job Openings

(2016-2022)

Average

Hourly

Earnings

Accountants and Auditors 1,248 2% 45 $31.60

Credentials: Bachelor’s Degree


Office and Administrative

Support Workers

1,832 3% 41 $26.10


Tellers 583 -1% 25 $14.18

Credentials: Short-term OJT, Some Postsecondary Ed

Financial Analysts and

Advisors

464 -2% 17 $30.29

Credentials: Bachelor’s Degree, Moderate to Long-term OJT

Bill and Account Collectors 483 -6% 12 $16.89


Loan Interviewers and

Clerks

701 -4% 12 $16.89


Financial Managers 361 3% 11 $55.58

Credentials: Bachelor’s Degree, 5+ years experience

Credit Counselors and Loan

Officers

378 1% 8 $31.30


Securities, Commodities

and Financial Services Sales

Agents

168 5% 6 $47.41


Brokerage Clerks 61 8% 3 $20.77

Credentials: Moderate to Long-term OJT

TOTAL 6,279 1% 180 --

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Life Sciences

The Roanoke region has begun to develop resources that would nurture a growing life sciences

cluster, that is companies in the biosciences, biopharmaceutical and other bio-related

manufacturing. Among other activities, Virginia Tech and Carilion Health System have

partnered to create a medical school and bioresearch institute. Virginia Western Community

College has developed a Wet Lab and curriculum to train technologists and technicians in the

healthcare and biosciences fields. These organizations, as well as industry partners, are

collaborating to develop a bioscience-related innovation district in downtown Roanoke, which

would include a regional accelerator with the goal of supporting bioscience startups. Below is a

list of national top occupations in the life sciences. We provide these occupations’ regional job

counts, growth and openings projections, and hourly earnings. These occupations share several

similar skillsets, for instance:

● Knowledge (hard) skills: mathematics, customer and personal service, production &

processing, and mechanical skills

● Soft skills: coordination, monitoring, critical thinking, time management, reading

comprehension, complex problem solving, judgement & decision making, oral and

written comprehension, problem sensitivity, deductive reasoning and oral expression

Table 7: Regional Data on National In-Demand Life Science Occupations

National Top Employing

Occupations

(4-digit SOC codes)

Regional Jobs and Projections

Total Jobs

(2016)

Projected Job

Growth (2016-

2022)

Average Annual

Job Openings

(2016-2022)

Average

Hourly

Earnings

2,055 2% 57 $24.97

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Sales Representatives,

Wholesale and

Manufacturing

Credentials: Moderate OJT, Bachelor’s Degree for Technical and

Scientific positions

Miscellaneous Assemblers

and Fabricators

1,793 -2% 47 $12.75


Clinical Laboratory

Technologists and

Technicians

430 13% 23 $17.52

Credentials: Associate’s (Technicians); Bachelor’s (Technologist)

Inspectors, Testers, Sorters,

Samplers and Weighers

454 -1% 14 $17.53


Mechanical Engineers 366 0% 13 $35.19


Engineering Technicians,

Except Drafters

362 0% 11 $23.84

Credentials: Associate’s Degree in relevant field

Medical, Dental and

Ophthalmic Laboratory

Technicians

94 10% 5 $17.39

Credentials: Moderate OJT, Some Postsecondary Ed

Medical Scientists 28 11% Insf. Data $37.42

Credentials: Ph.D

Chemists and Material

Scientists

55 -4% Insf. Data $36.20


Biological Technicians 45 2% Insf. Data $12.02


TOTAL 5,682 1% 170 --

Shared Demand Occupations

Existing and emerging target industries share several in-demand occupations as well. In

many of the initial top ten occupations for each industry, mutual occupations appeared in

maintenance and repairs, sales and administration, and IT support occupations. Interviews with

stakeholders and focus groups also brought up the many maintenance, repair and IT support

occupations that are needed across different industry sectors in the region. Below are jobs and

projections for these occupations, along with related credentials. Table 8 shows maintenance and

repair occupations. Maintenance and repair worker top skill sets include:

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● Knowledge (hard) skills: customer & personal service & english language. Skills for

middle level jobs: mechanical, building & construction, and public safety & security.

● Soft skills: equipment maintenance, repairing, active listening, critical thinking, manual

dexterity, and oral comprehension. Soft skills for middle level jobs: troubleshooting,

problem sensitivity, visualization, and inductive/deductive reasoning.

Table 8: In-Demand Maintenance and Repair Occupations, by Avg. Annual Job Openings


(4-digit SOC codes)

Total Jobs

(2016)

Projected

Job Growth

(2016-2022)

Average Annual Job

Openings (2016-2022)

Average

Hourly

Earnings

Maintenance and Repair Workers

Maintenance and Repair

Workers, General

1,718 4% 62 $16.51

Credentials: Long-term OJT

Miscellaneous Installation,

Maintenance and Repair

Workers

544 3% 20 $14.84

Credentials: Short-term to Moderate OJT

Building and Cleaning

Workers

3,887 3% 130 $10.83


Table 9 lists top in-demand sales and administrative occupations. The following sales and

administrative occupations share hard and soft skills. Knowledge (hard) skills include customer

& personal service and clerical skills. Soft skills for these occupations range from service

orientation, social perceptiveness and problem sensitivity to reading and written comprehension,

active listening, and oral comprehension and expression.

Table 9: In-Demand Sales and Administrative Occupations, by Avg. Annual Job Openings


(4-digit SOC codes)

Total

Jobs

(2016)

Projected Job

Growth (2016-

2022)

Average

Annual Job

Openings

(2016-2022)

Average

Hourly

Earnings

Sales and Administrative Workers

Office Clerks, General 4,098 2% 117 $14.39

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Customer Service Representatives 3,291 1% 105 $15.54


Secretaries and Administrative

Assistants

3,326 5% 71 $17.00


Bookkeeping, Accounting and

Auditing Clerks

2,044 -4% 23 $16.59


General and Operations Managers 1,887 5% 67 $53.07

Credentials: Bachelor’s Degree, 5+ years of experience

Receptionists and Information Clerks 1,301 4% 47 $12.40


Billing and Posting Clerks 837 3% 25 $15.03


Table 10 lists several in-demand IT support occupations. We can understand IT as an

industry sector, and it is indeed a sector in the region slated for potential growth in the coming

decade with 4,424 jobs4 currently and 10% projected growth by 2016. IT occupations cross most

industry sector boundaries however. Their relevance to the region is therefore better seen in

terms of occupations outside any one sector. Shared knowledge (hard) skills for IT support

workers are computers & electronics, engineering & technology, customer & personal services,

and mathematics. Soft skills include critical thinking, coordination, monitoring, judgement &

decision making, system analysis, problem sensitivity, and inductive & deductive reasoning.

Table 10: In-Demand IT Support Occupations, by Average Annual Job Openings

4 We define the IT industry according to the following 4-digit NAICS subsectors: Computer and Peripheral Equipment Manufacturing (3341), Communications Equipment Manufacturing (3342), Audio and Video Equipment Manufacturing (3343), Semiconductor and Other Electronic Component Manufacturing (3344), Manufacturing and Reproducing Magnetic and Optical Media (3346), Electric Equipment Manufacturing (3353), Other Electrical Equipment and Component Manufacturing (3359), Software Publishers (5112), Data Processing and Hosting (5182) Computer Systems Design and Related Services (5415), and Scientific Research and Development Services (5417)

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In-demand

Occupations

(4-digit SOC codes)

Total Jobs

(2016)

Projected Job

Growth (2016-

2022)

Average Annual

Job Openings

(2016-2022)

Average

Hourly

Earnings

IT Support Workers

Computer Support

Specialists

634 8% 20 $21.21

Credentials: Some College to Associate’s Degree, Cisco CCNA

Networking Career Studies Certificate, Cyber Security Career Studies

Certificate

Software Developers,

Applications

410 16% 20 $34.47


Computer Systems

Analysts

395 14% 17 $33.64

Credentials: Bachelor’s Degree, Cisco CCNA Networking Career

Studies Certificate, Cyber Security Career Studies Certificate

Network and Computer

Systems

Administration

433 4% 10 $29.83

Credentials: Bachelor’s Degree, Cisco CCNA Networking Career

Studies Certificate

Software Developers,

Systems Software

231 12% 9 $45.67


Workforce Supply Analysis

The previous section of this report described the labor demand in this region. Labor

supply, or the state of the current labor force, is an equally important factor in the equation of the

economic future of our region. This labor supply analysis includes statistics on total

employment, unemployment, and underemployment in the VBRW region. The analysis also

includes data on worker ages, education levels, and community college credential rates for target

industries. Collectively, this information provides us with a picture of the state of our labor

supply in the region, and helps illustrate ways to match our labor supply with our labor demand

moving forward.

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Employment & Unemployment

Similar to many regions in the United States, the VBRW region experienced significant

employment loss during the Great Recession. As shown in the graph below, employment

numbers overall have risen significantly in the region since 2008, and appear to be on a continual

upward trajectory, but have not yet returned to 2007 employment levels.

Figure 1: Average Annual Employment, Total VBRW Region, 2006-2016

Source: Bureau of Labor Statistics. Quarterly Census of Employment and Wages. Total, all

industries. All establishment sizes. All Employees. 2006 to 2016.

When seen on the county-level, most jurisdictions within the region saw a similar trend,

where employment dropped significantly after 2008, and has steadily risen since. Roanoke

County, Franklin County, Covington, and Craig County are all experiencing current employment

levels higher than 2008 levels. However, Salem, Roanoke City, Botetourt, and Alleghany County

have not yet seen their respective employment numbers recover from the recession. Salem in

particular has seen continual declines in employment.

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Naturally, as overall employment in the VBRW region has continued to improve, our

unemployment rates have steadily fallen. Figure 2 below shows that cumulatively,

unemployment rates in the region have continued to improve since 2010. According to

preliminary data released after the third quarter of 2016, the unemployment rate for the VBRW

region sits at about 4.4%. This rate is slightly higher than the Commonwealth of Virginia

average for November 2016 (4.2%), but is actually better than the national unemployment rate

for November (4.6%). This preliminary unemployment rate for 2016 reveals a significant

improvement by 3.6 percentage points since 2010 for the VBRW region.

Figure 2: Average Annual Unemployment, Total VBRW Region, 2006-2016

Source: Bureau of Labor Statistics. Unemployment Rate. Not Seasonally Adjusted. Counties and

Equivalents. 2006-2016.

When the unemployment rate of the VBRW region is broken down by county and county

equivalent, as shown in Figure 3, we see that each county and city within the region followed the

same general trend, where unemployment spiked between 2008-2010, and has steadily improved

since. However, in the midst of these similar trend lines, there are notable differences in

22

unemployment rates between jurisdictions within the region. Covington has faced higher

unemployment rates than the rest of the region for the entirety of the last 10 years. Alleghany,

Craig, and Roanoke City have also suffered from higher than average unemployment rates

compared to the rest of the region.

Figure 3: Average Annual Unemployment Rates, by County and Equivalents, 2006-2016

Source: Bureau of Labor Statistics. Unemployment Rate. Not Seasonally Adjusted. Counties and

Equivalents. 2006-2016.

Underemployment rates increased nationally during the Great Recession as well, and they

have continued to be a significant measure of hidden unemployment. The Virginia Economic

Development Partnership defines “underemployed” individuals as those who fall into one of five

categories: discouraged workers, marginally attached workers, workers who are part-time for

economic reasons and not by choice, multiple job holders, and underutilized workers.

Underemployment rates can serve as an indicator of workforce well-being in the region and

reveal a population of trained, motivated workers who may be open to new employment

opportunities. The VBRW region’s underemployment rate (8.0%) is actually lower than most

regions across Virginia; for example, New River Valley (9.3%), Shenandoah Valley (11.2%),

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Lynchburg (11.2%), and Central VA (14.6%). In other words, although the underemployment

rate is double the unemployment rate in the region, employers seem to be using the workforce

they have more comprehensively than other Virginia regions. Fewer employers are turning to

part-time work to lower costs, and there are fewer discouraged workers living in the region.

Figure 4: Unemployment and Underemployment Rates in WDA III, 2016Q3

Source: Virginia Economic Development Partnership (Sept 2016). “Underemployment Data.”

Retrieved from www.virginiaallies.org

Worker Ages

As can be seen in the graph below, the VBRW region has an aging workforce, where

nearly half of all workers are aged 45 or over. The previous Workforce Demand analysis section

already indicated a significant portion of job openings in the coming years stemming from

retirements that may not be reflected in industry growth data. As workers in the region retire,

there will be a need for relevant training of younger workers to take their place, i.e. those

currently in the 16-44 age range.

http://www.virginiaallies.org/

24

Figure 5: Age Employed Workers in WDA III, 2015

Source: US Census Bureau. 2015. Labor Force

While total unemployment in the region is 4.4%, unemployment among workers in this

target age group, 16-44 years old, is higher, at 7.9% according to 2015 census statistics. Counter

to national trends, unemployment in the VBRW region is greater for women (8.1%) than for men

(7.6%) among this age group. If we were to consider those 25-44 years old, unemployment rates

decrease somewhat to 6.4%, where female unemployment (6.8%) is still greater than male

unemployment (5.9%).5 These higher unemployment figures indicate a ready workforce to train

and cultivate before they become discouraged, leaving the labor force or the region.

Unemployment by Industry

When we look at unemployment by industry, that is those whose previous work

experience was in a specific 2-digit NAICS industry sector, we find that regional unemployment

is greater than national unemployment in manufacturing (11% vs. 9%) and finance and insurance

(3% vs. 2%), but is comparable with national unemployment trends in transportation and

5 Census (2015). American Community Survey 2015 5-Year Estimates 2011-2015 (B23001)

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warehousing (3%) and health care and social assistance (8%). Surpassing each of those

unemployment rates is unemployment in government, which is 17% for the region versus the

national average of 7%.

Figure 6: Unemployment by 2-Digit NAICS Industry, WDA III and National, 10/2016

Source: EMSI 2016, Virginia Employment Commission, Economic Information Services.

Unemployment among higher level occupation groups, or 2-digit SOC codes, sheds light

on industry unemployment figures. For those in the manufacturing sector, most unemployment

seems to be among transportation and material moving occupations. Meanwhile, production

(5%), construction (5%) and installation/maintenance (3%) occupations have lower or equal

unemployment rates to the nation. Those occupations with the highest unemployment are office

and administrative support (17%), sales and related (11%), and transportation and material

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moving (9%) occupations, indicative of the high unemployment rates in manufacturing, retail

and government. The individuals who have worked in these occupations and industries are

potentially underutilized workers who could scale up their existing skills and re-enter these

industries as they grow or need more skilled workers.

Educational Attainment

Over the past ten years, the VBRW region’s labor force has increased rates of bachelor’s

and graduate degree attainment by four and six percentage points respectively. However, the

region still lags behind the state and nation in attainment of these higher postsecondary degrees.

Those of non-hispanic descent are more likely to obtain a postsecondary degree.

Figure 7: Education Attainment of

Population 25 year and older, WDA III,

2016

Less than High School 32,896

High School Diploma 74,067

Some College 50,912

Associate’s Degree 19,739

Bachelor’s Degree 40,542

Graduate Degree or Higher 21,336

Source: EMSI 2016, Virginia Employment

Commission, Economic Information Services.

Nevertheless, many of the in-demand occupations for the region’s target industries call

for a high school diploma, on-the-job training, and some postsecondary degree education that

does not surpass a bachelor’s. This demand matches the education trends of this region, with

those in the labor force surpassing state and national proportions of workers with some college

(certificates and coursework) and associate degrees.

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Comparing Training Supply with Target Industry Occupation Demand

One way to assess adequate supply of workforce is to understand the training required for

in-demand occupations in target industries and the number of workers graduating from those

training programs. Using the EMSI workforce analyst tool and knowledge gained through

regional stakeholder engagement, we reviewed the target industries and occupations found in the

workforce demand section of this plan, identified programs that align with the in-demand

occupations, and then observed the five year average annual completion rates to assess how

much they meet annual workforce demand (ie. annual job opening numbers).

Readers should note some factors that limit this analysis. First, several of the occupations

listed in the workforce demand section call for on-the-job training, rather than classroom-based

education or programming. In these cases, the workforce system may consider experiential

training that addresses soft skills described in the workforce demand section. Second, the

majority of this information is derived from the National Center for Education Statistics IPEDS

database. Many of the workforce-oriented programs--those programs that are not-for-credit, are

professional certifications or are taught on-request--may not show up in IPEDS. Examples

include Commercial Driver’s License programs and several professional certifications for

occupations in the manufacturing industry. This analysis also does not account for licensing of

professionals, such as state licensing of certified nurses, but explores the program completions

that would hypothetically prepare students for licensing exams. As such, many of the completion

estimates may be significantly lower than the reality.

Table 11 below shows job openings for the top ten occupations within each industry.

Note that annual job opening estimates do not align with any one industry but estimate openings

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for occupations across the industry spectrum. In fact, as seen in the workforce demand section, a

few occupations are repeated across industries.

Table 11: Target Industry Job Openings and Program Completions, WDA III

Target Industry Avg Annual Job Openings (2016-2022) Avg Annual

Program

Completions

(2011-2015) All Top 10 Occupations

(from Workforce Demand

Analysis)

Top 10 Occupations

Requiring OJT* Only Top 10 Occupations

Requiring Some

Education

Healthcare 748 82 666 938

Manufacturing 591 338 253 41.6

Construction 332

Transportation and

Warehousing 560

Financial Services 180 96 84 72

Life Sciences 170 118 52 36

IT Services 76 0 76 139

*OJT = “on-the-job training” or apprenticeships only, rather than formal classroom-based education. It should be

noted that many of the “Top 10 Occupations Requiring Education” also require some form of on-the-job training or

apprenticeship. Those listed as “OJT only” are those that require only on-the-job training.

Through this analysis, we identified a few key findings and potential training gaps within target

industry sectors. About half of our healthcare occupations currently face a shortage of training to

meet job demand. The other half face a shortage of job openings to employ those recently

trained.

Figure 8: Healthcare Occupations Openings vs Completions, 2011-2015

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The five occupations that show higher job demand than program completions from 2011-2015

were Nursing, Psychiatric, and Home Health Aides, Physicians and Surgeons, Social Workers,

Counselors, and Registered Nurses. This discrepancy could indicate that there is a need for more

educational and training programs in our region for these five occupations to meet the demand.

The other half of the top in-demand healthcare occupations show an opposite trend, with a

greater number of people completing training and educational programs than there are directly-

related jobs available in the VBRW region: Counselors, Clinical Lab Technicians, Registered

Nurses, Therapists (physical, radiation, respiratory, etc.), Health Practitioner Support

Technologists and Technicians, and Medical Assistants.

In the Manufacturing sector, the majority of top occupations in the VBRW region

require on-the-job training or apprenticeships rather than formal classroom-based education.

Currently, the main for-credit education programs relevant to top manufacturing occupations in

the region are Welding, Industrial Program Technologies (i.e. Virginia Western Community

College’s Mechatronics Program), and Commercial Driver’s License (CDL) training. While

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several professional credential programs exist, annual completion rates for these programs are

not collected through IPEDS nor are readily accessible. As Food and Beverage Manufacturing

has the highest current predicted growth in the region, there is potential need for additional

training for manufacturing occupations as well as training specifically related to food handling.

In interviews with manufacturers, they expressed particular training needs in soft skills such as

critical thinking, problem solving, and showing up on time.

In Construction, five of the ten in-demand occupations require some sort of formal

training and/or apprenticeship: drivers/sales workers and truck drivers, HVAC mechanics and

installers, electricians, carpenters, and line installers and repairers. During interviews with

businesses, educators and workforce service providers, stakeholders did express a need for more

drivers with Commercial Drivers Licenses (CDL). Virginia Western’s HVAC program with 23

graduates annually does match projected annual job openings (20) in theory, provided they

receive apprenticeship training and workers are geographically dispersed across the region. The

remaining three occupations have 20 or more annual openings each in the coming five years, but

limited educational programming that does not match the level of demand. VT OED could not

find any officially registered apprenticeships in the region, although some may exist and are

difficult to find.

Eight of the ten in-demand occupations in the Transportation and Warehousing sector

call for on-the-job training, although some soft-skills training may be helpful. Meanwhile,

drivers/sales workers and truck drivers often require Commercial Driver’s Licenses (CDL).

Another in-demand occupation, heavy vehicle and mobile equipment service technicians and

mechanics, may have as many as 17 annual openings in the coming five years and a five percent

job growth rate through 2022. While a career readiness certificate in automotive analysis and

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repair through Virginia Western Community College is a beginning step in the occupation

pipeline, additional education programming may be needed in the region. The VBRW board

could reach out to businesses in the industrial machinery and equipment merchant wholesalers,

rail transportation, and construction industries in addition to transportation and warehousing to

assess their training needs for this occupation.

For the most part, formal education programs in the Financial Services industry sector

cater to only five in-demand occupations, which have a demand of 84 annual job openings.

Accountants and brokerage clerks seem to have a sufficient number of completions to match

annual needs. Financial managers, financial analysts and credit counselors have only one Finance

bachelor’s degree program on record at Ferrum College, with very few graduates. The proximate

higher education institutions, Radford University and Virginia Tech, both have bachelor’s

degrees in Finance, Public Finance and Office Management and Supervision, however, which

can more than make up for the demand gap in these and other in-demand occupations requiring

formal training. Three in-demand occupations require limited post-secondary education and

more on-the-job training: tellers, bill and account collectors, and loan interviewers and clerks.

Workers in these occupations could benefit from workforce training that would strengthen their

basic mathematics and computer skills as well as provide soft skills training in customer service,

active listening, critical thinking and oral and written comprehension.

The emerging Life Sciences industry sector currently has a sufficient number of trained

workforce, particularly when taking into account higher education institutions just outside the

VBRW region (e.g. Radford University and Virginia Tech). If the industry grows, the VBRW

board should monitor demand for biological technicians and medical, dental and ophthalmic

technicians, as the region currently hosts no educational programming for these occupations

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given the limited demand. However, the larger concern will be retaining graduates from four-

year institutions.

The VBRW region offers a variety of education opportunities for each of the top five in-

demand IT Services occupations, ranging from certificates to bachelor’s degrees. As such, a

pipeline exists for workers to gain immediate skills in less than a year, but build on those skills

through an associate’s or bachelor’s degree taking several years. For the past five years, these

programs have produced 139 annual graduates on average: approximately two-thirds being

associate’s, one-fourth being bachelor’s, and the remainder being certificate holders. On the

surface, the 139 annual program completion rate more than covers the 76 projected annual job

openings in the coming five years. However, as the IT industry grows and employers become

more demanding of their IT workers, they may require more workers with bachelor degrees or

higher. Again, higher education institutions such as Virginia Tech can provide a portion of this

workforce if the region establishes methods of retaining these graduates. For more in-depth

understanding of industry education needs however, VT OED recommends a more concerted,

sustained effort to gain IT industry input on workforce needs.

Societal Barriers to Employment

In addition to workforce training and education, workers experience other barriers to

employment. The top three challenges our interviews and focus groups revealed are childcare,

transportation and healthcare. These barriers are not unique to this region, but require some

exploration of regional data to understand better the service gaps.

Childcare

Access to childcare is an important factor in our job seekers’ and workers’ ability to

maintain employment. This access to childcare is critical not only in terms of locational access,

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but also financial access, hours of operation, facility capacity in terms of number of children, and

quality of care. A full-time worker with children is likely to need to find a childcare facility that

operates during work hours, that has spaces available, that is in reasonable proximity to their

home or place of work, that is financially feasible, and that provides trusted supervision.

To assess potential gaps in current childcare provision, an inventory of childcare

providers for Areas I, II, and III of Virginia is being conducted by the Virginia Tech Office of

Economic Development, in coordination with Rapid Response and POWER grant initiatives and

workforce strategic plans in those areas. The VBRW region is Area III. This inventory includes

licensed child day centers, licensed home-based childcare facilities, religiously exempt childcare

centers, and Head Start centers. It does not include babysitters or other untrackable childcare

provisions. The inventory is to include facility names, addresses, telephone numbers, total

capacity (number of total children that can be served by the facility), capacity to serve children

under the age of 5 (number of children below school age who can be served by the facility),

hours of operation, and cost. It is hoped that childcare search tools and maps stemming from this

inventory will be made available for public use upon completion of the inventory.

As of January 2017, approximately 190 childcare facilities have been documented in the

VBRW region, with a combined capacity to serve 14,226 or 31% of the region’s 45,556 children

under the age of 12. This 31% rate does not necessarily mean that 69% of the region’s children

are going without care, however, as many of these children are likely watched by family

members or friends or unlicensed care providers, or are participating in extracurricular activities

that provide supervision. Upon completion, analysis of the inventory will be able to illuminate

more details of childcare provisions in the region.

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Transportation

Access to transportation, either public or vehicle ownership, has proven difficult for some

workers in their efforts to find and maintain a job. If they do not have a car, public transportation

services may not be adequate for the geography or time they need to reach their place of work.

Public transit services vary across the region. Some areas may have little to no service. Others

may have fixed-route options during the day but not for second and/or third shift workers. Public

transportation access can be broken down as follows:

Table 12: Public Transit Availability by County in WDA III, 2016

Locality Service Fixed

Route?

For

Anyone

For Older

Adults

For Anyone

with Disability

Alleghany/

Covington

The Mountain Express Yes Yes No Yes

Botetourt Limited Senior Shuttle No No 55+ No

Craig None No No No No

Franklin RIDE Solutions/Ferrum

Express/Limited Senior

Shuttle

No No Yes Yes

Roanoke County Valley Metro Yes Yes 60+ Yes

City of Roanoke Valley Metro Yes Yes No Yes

City of Salem Valley Metro Yes Yes No Yes

The Roanoke Valley Alleghany Regional Regional Commission finalized a Roanoke Valley

Transit Vision Plan in 2016. In this plan, they call for the development of a regional transit

agency that would expand service geography and times to more rural areas of the VBRW region.

Perhaps because of the limited public transit and the region’s cultural reliance on motor

vehicles, 84% of workers drive alone, compared to 77% of all Virginia workers. For those who

own cars, the gas and upkeep of the vehicle can also be a hindrance. Depending on the distance

traveled, gas prices and gas mileage of the the vehicle, monthly cost of gas for the average

worker in the region ranges between $59-$126, just for commuting to work. Stakeholders also

cited instances where a worker’s car broke down and they couldn’t afford the repair costs.

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Healthcare

Although businesses and workforce service providers did describe health challenges

among workers, including substance abuse, several regional health indicators show the region

being comparable to, if not better than, state and surrounding region averages.

Table 13: Comparing Certain Health Indicators, WDA III and Virginia, 2014

Health Indicator WDA III Virginia

Avg. Number of Poor Physical Health Days per Month (2014) 3.4 3.5

Avg. Number of Poor Mental Health Days per Month (2014) 3.3 3.3

Percent of Adult Smokers (2014) 18% 20%

Percent of Adults Reporting Binge/Heavy Drinking (2014) 16% 17%

Percent Driving Deaths with Alcohol Involvement (2010-2014) 28% 31%

Number of Primary Care Physicians per 100,000 people (2013) 88 75

Number of Mental Health Providers per 100,000 people (2015) 194 146

Income Inequality (Ratio of 80th to 20th household income percentile)

(2010-2014)

4.3 4.8

Source: Robert Wood Johnson Foundation Program, County Health Rankings and Roadmaps:

Building a Culture of Health County by County. http://www.countyhealthrankings.org/

Note that the above statistics do not address stakeholder concerns of drug-related challenges to

workforce and industry. When exploring drug-related statistics, very few national databases

drive down to the county or MSA level. The CDC does collect data on drug overdose deaths, but

only provides raw data for counties with ten or more deaths. Moreover, drug overdose statistics

do not account for the fact that many drug-induced deaths are not reported or are reported under

another cause. From counties that do have data6, the region had approximately 48 drug overdose

deaths per 100,000 people from 2012-2014, compared to the state average of 31 deaths per

100,000 people.7 The majority of deaths reported was in the City and County of Roanoke. This

6 Alleghany and Craig County, and the City of Covington did not had any number reported. 7 Robert Wood Johnson Foundation Program, County Health Rankings and Roadmaps: Building a Culture of Health County by County. http://www.countyhealthrankings.org/

http://www.countyhealthrankings.org/

http://www.countyhealthrankings.org/

36

indicator may warrant further research and consideration, particularly concerning the challenges

with narcotic painkillers and opioids.

SWOT Analysis

To systematically organize input from businesses, workforce service providers and

workforce partners, the Virginia Tech Office of Economic Development (OED) and staff of the

workforce development board conducted a four month long SWOT analysis. A SWOT

(strengths, weaknesses, opportunities, and threats) analysis is a useful tool to identify positive

situations to cultivate, areas of concern to address, opportunities to potentially pursue, and

potential threats that should remain on the radar for planning purposes. The results of the

analysis ultimately contributed to the objectives, strategies, goals and action items for the

VBRW’s five-year strategic plan. The SWOT analysis included in-depth interviews with nearly

30 stakeholders, four focus group discussions, visits to schools and workforce centers, visioning

and facilitated sessions with the workforce board, and secondary data collection.

Collectively, the SWOT analysis includes feedback from representatives of the following

53 organizations and businesses:

Education and Training Partners:

● Adult Education

● Dabney Lancaster Community College

● Junior Achievement

● Roanoke City Public Schools

● Roanoke College

● Roanoke County Public Schools

● Roanoke Higher Education Center

● Roanoke Technical Education Center

● Salem City Schools

● The Franklin Center for Advanced Learning and Enterprise

● Virginia Western Community College

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Business Partners:

● Advance Auto

● Boxley Materials Company

● Carilion Clinic

● Carilion Franklin Memorial

● Craig/ Botetourt Electric Corporation

● Dynax America Corporation

● Firefly

● Friendship Retirement

● Graham White Manufacturing Company

● HHHunt

● Hometown Bank

● Medical Facilities of America

● Optical Cable Corporation

● Salem Tools, Inc

● West Rock

● Woods Rogers PLC

Economic Development Partners:

● Alleghany Highlands Economic Development

● Blue Ridge Crossroads Economic Development Authority

● Botetourt Chamber of Commerce

● City of Roanoke Economic Development

● City of Salem Economic Development

● Franklin County Economic Development

● Roanoke County Economic Development

● Roanoke Regional Chamber of Commerce

● Roanoke Regional Partnership

● Roanoke Valley Alleghany Regional Commission

● Town of Vinton Economic Development

● Virginia Economic Development Partnership

● Virginia Jobs Investment Program

Workforce System Partners:

● City of Roanoke Human Services

● Commonwealth Catholic Charities

● Department of Social Services - Roanoke

● Freedom First Credit Union

● Goodwill Industries of the Valley

● Rescare, Inc.

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● Roanoke Redevelopment and Housing Authority

● Total Action for Progress

● United Way of Roanoke Valley

● Virginia Blue Ridge Works (Western Virginia Workforce Development Board)

● Virginia Board of Workforce Development

● Virginia Employment Commission, Covington

● Virginia Employment Commission, Roanoke

The feedback from these workforce partners was used to create the following SWOT analysis.

We organized the SWOT according to the three “layers” of the workforce system: the job

seekers themselves, the workforce system partners and service providers, and the VBRW Board

(previously known as the Western Virginia Workforce Development Board).

Strengths

Job Seeker Level. Job seekers in this area are perceived to be highly motivated in both

job seeking and performing work itself. According to workforce partners who work closely with

job seekers, the majority of these individuals want to work and reduce their reliance on

unemployment benefits. The quality of life in the region is also a notable strength at the job-

seeker level. The natural amenities, scenery, and community of the VBRW region attract and

retain our job seekers and workforce. People want to live and work in Virginia’s Blue Ridge and

Alleghany Highlands region.

Workforce System Level. Workforce partners and workforce service providers in this

area have a strong commitment to workforce. Individual organizations have developed excellent

programs, and have shown a willingness to improve regional collaboration among themselves for

the sake of an improved workforce system. Educational institutions in this region, including

community colleges, universities, higher education centers, adult education, and public schools

actively support workforce initiatives. Businesses, including high-employment and high-income

businesses, also engage in the region’s workforce system. When considering future employment

39

growth, stakeholders noted the manufacturing and healthcare industries show signs of continued

growth. Information technology (across many sectors) and ecotourism are also emerging as

promising opportunities for employment in our region.

Workforce Board Level. Stakeholders felt that the Virginia’s Blue Ridge Works Board

(previously known as the Western Virginia Workforce Development Board) has strong board

membership, with representation from businesses, educators, non-profit organizations, economic

developers, and regional players. Board members overall appear to have workforce agendas that

align with one another, although there is need for enhanced coordination. The board’s strengths

also include thorough stakeholder engagement processes through the strategic planning process,

and a willingness to serve as a regional convener and to improve the workforce system.

Weaknesses

Job Seeker Level. Several weaknesses have been identified at the job-seeker level of the

workforce system. Job seekers themselves reportedly have a lack of soft skills and struggle with

prescription and illegal drug abuse. The population of workers overall is aging in the region, and

young job seekers reportedly do not have the skills to replace retiring workers. Stakeholders

assert that there is a widespread stigma about middle-skills jobs, such as those in manufacturing

or healthcare, which drives a disproportionate percentage of young people to four-year degrees

rather than to highly-demanded skilled trades.

As described in the workforce supply analysis, job seekers also face challenges in our

region’s “wrap-around” services such as transportation, childcare, healthcare, affordable

housing, or disability assistance. Without reliable access to these needed services, job seekers

face significant barriers to employment. For example, some job seekers in the region have

reportedly found employment, only to have to turn the jobs down because of a lack of affordable

40

childcare during their working hours. Other job seekers without transportation have found

themselves unable to commute to and from work due to limited public transportation schedules.

Many of these “wrap-around services” also tie into the issue of livable wages, which could

ameliorate the need for or access to these services.

Workforce System Level. A few weaknesses were reported at the workforce system level.

Businesses report that workforce service providers and educators seem to have a low

receptiveness or are slow to respond to industry needs, and are therefore not producing the

skilled workers needed. Workforce service providers, in turn, report that businesses have

provided few apprenticeship or hands-on learning opportunities, making it difficult for workers

to be trained in the specific skills that the businesses need. Collectively, workforce system

partners have reported a lack of coordination amongst each other, and a low awareness of the

programs, services, training opportunities, and apprenticeships that do exist. Many partners also

reported weaknesses that stem from low levels of funding and low physical space availability for

the training and service provision that is needed in this region.

Workforce Board Level. According to regional stakeholders both in and outside of the

workforce system, the workforce board appears to “lack a clear purpose” and struggles from a

“lack of cohesive marketing strategy.” The majority of stakeholders interviewed stated that they

were unsure what the board does, or what responsibilities it holds. Board members themselves

stated that there is a need to shift the focus of board meetings away from small logistics and

towards higher-level regional workforce strategies. Board members also stated that they would

like their fellow board members to be better informed about the issues faced by the workforce

system, and they would like to see more effective partnerships created among those agencies

represented by the board. Some felt that board representation requirements created a situation

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where board members were present out of necessity rather than out of genuine passion for the

board’s mission. A couple of interviewees also mentioned that the board lacks a full-time grant

writer, although the executive director of the board does hold grant writing experience.

Opportunities

Job Seeker Level. To address the threat of misperceptions about job seekers and skilled

trade occupations, there are opportunities for marketing and public awareness initiatives that

address these stigmas. To address industry concentration threats, there are opportunities for

coordination between businesses and education providers to develop curricula for “sister

skillsets,” or skills that can be transferred to other occupations in a wide range of industries. This

alignment of business needs and education can also serve to improve soft skill training and

education on proper work habits. On a larger scale, there are also ongoing opportunities to

continually enhance quality of life, livability, and broadband technology in the region. A high

quality of life can draw and retain workers and businesses in the region. Improved wired and

wireless technology improves quality of life, allows for more flexibility for workers and appeals

to the working and living habits of the Millennial workforce.

Workforce System Level. Workforce system partners have a number of potential

opportunities on the horizon. Funding opportunities such as the Community College Credentials

Funding Grant can be explored to enhance stackable and in-demand credentialing in the region.

If the workforce system were to partner with community colleges, the partnership could leverage

these grant funds and fully cover students interested in entering in-demand occupations. Best

practices employed elsewhere can be used for inspiration, such as sector partnerships seen in

North Carolina, South Carolina, Colorado and Mississippi, integrated service provision occurring

in Texas, workforce marketing and awareness occurring in Shenandoah, or collaboration

42

between industry, community college educators, and university programs occurring in

Charlottesville, VA. Finally, recent years have seen a significant increase in funding to

workforce initiatives through state and federal agencies. If that level of funding continues with

the new federal administration, opportunities for targeted programming may be an option.

Workforce Board Level. The current statewide focus on workforce provides significant

opportunities for the board to effectively fulfill its mission. Healthy partnerships with

neighboring workforce boards, and with the Virginia Board of Workforce Development, also

create great potential for the VBRW region to align its strategic plan with regional and statewide

initiatives. Recent changes in board membership and leadership also present a promising

opportunity for a fresh approach to regional strategy, partnership, and cohesion. The board

particularly looks forward to opportunities to focus on coordinated service delivery, improved

business engagement, data-driven skills training, and enhanced awareness of the workforce

system and employment opportunities,

Threats

Job Seeker Level. Job seekers face a number of threats that have direct and indirect

relevance to their career aspirations. When applying for employment, job seekers reportedly face

negative perceptions about the unemployed demographic, such as assumptions that they are

poorly educated or have a poor work ethic. They are also competing against the trend for ever-

increasing automation in the workplace, leading to fewer jobs available overall. Job seekers who

are trained in highly-specific skilled trades without generalizable skills face difficulty in this

region when there is a low concentration of businesses representing those industries. For

instance, if there is only one business in the region that can use the skills of those workers, those

43

workers face a significant risk; if that one business closes, they are left without alternative

employment options, and without skills that can be applied to other businesses.

Workforce System Level. Threats to the workforce system derive from the changing

workforce and regulations that the system encounters on a daily basis. The stigma about middle-

skill jobs or trade employment renders it difficult to attract students or clients into the workforce

partners’ programs. The ever-increasing automation in the manufacturing sector is leading to

fewer opportunities for employment overall, which presents a challenge to training providers

who cannot promise their clients job availability. Widespread migration patterns from rural areas

to larger cities appears to be depleting the size of the workforce available, particularly younger

workers that would normally take the place of the aging workforce. Workforce partners also

report threats that stem from state and federal-level regulation. Stakeholders note that regulations

on workforce training and service provision are continually changing, unpredictable, and

inflexible, presenting a significant challenge to workforce system partners seeking to create

effective and responsive programming.

Workforce Board Level. As the board oversees the workforce system and WIOA

funding, the threats to the system are considerations for the board as well. Particularly in terms of

WIOA funding, the board must take into account the federal and state restrictions to funding that

may hinder efforts to develop tailored programming responsive to industry needs. Currently,

another threat to the board is low regional awareness of the board, its responsibilities, and its

initiatives, a point that should be addressed as the board develops its regional strategic plan.

45

Vision, Goals, Strategies and Partnerships

In addition to the SWOT analysis process, the workforce board, its members and several

outside stakeholders participated in several visioning and focus group sessions to identify a new

name, vision and mission for the board, essentially rebranding the region. The marketing group

Access worked with the board and Virginia Tech Office of Economic Development to develop

this new brand and website for the workforce system that would align with the new strategic

plan. Below are the resulting name, vision, mission, strategies, goals and action items for the

workforce development board in the coming five years.

NAME: Virginia’s Blue Ridge Works

VISION: The ideal workforce for our world-class businesses

MISSION: We prepare job seekers for in-demand occupations to help our region’s

businesses succeed.

VALUES:

❖ We are business-driven and customer-focused in all that we do.

❖ We are collaborative, engaging a network of partners to accomplish our

goals.

❖ We move beyond compliance and embrace a culture of continuous

improvement.

❖ We use data and evidence in our policies and decision-making.

❖ We are innovative in our approach, integrating technology and new ways

of doing things.

❖ We promote equal opportunity and advocate to improve the employment of

all job seekers.

FOCUS

AREAS:

Businesses

Help businesses recruit,

train, and retain the

ideal workforce.

Job Seekers

Prepare job seekers for

good paying, in-demand

occupations.

Partners

Create an integrated and

effective regional

workforce delivery system.

46

Businesses Focus Area

The business focus area calls for the workforce system to be industry-focused and

responsive to the needs of businesses, specifically those in the region’s target industries.

OBJECTIVE 1: Help businesses recruit, train, and retain the ideal workforce.

STRATEGY 1: Support businesses by providing a pipeline of credentialed workers,

subsidized work-based training, workforce/industry sector partnerships, and business services.

GOALS ACTION ITEMS

Goal 1.1: Support 100

work-based training

opportunities per year

in the target industries.

● Educate target sector industries regarding the availability of

work-based training programs and incentives.

● Hold at least one job fair a month that targets certain industries

or occupations.

● Promote Virginia’s Registered Apprenticeship Program and

work to get a DOLI Apprenticeship Consultant in Roanoke.

Goal 1.2: Serve 200

businesses per year

with business solutions

team services.

● Hire a regional Business Outreach Coordinator to lead the

regional business solutions team and become primary point of

contact for businesses.

● Develop a Business Solutions Team plan.

● Establish service baselines for key services, such as: job

postings, recruitment, screening, labor market information, and

assistive technology.

Goal 1.3: Create at

least one new target

industry sector

partnership annually.

● Identify target industry sectors and prioritize partnership

development.

● Determine the expected benefits and outcomes of the

partnerships.

● Determine which workforce system partner will be the primary

convener of a partnership.

● Identify the membership of the partnership and how often it will

convene.

● Hold quarterly target industry sector partnership breakfast

meetings.

47

Job Seekers Focus Area

The job seekers focus area encourages training of more credentialed workers able to fill

in-demand, middle-skill jobs, and prioritizes coursework with soft skills training. VBRW will

work with K-12 schools, higher education and workforce service providers.

OBJECTIVE 2: Prepare job seekers for good paying, in-demand occupations.

STRATEGY 2: Prepare job seekers by helping them plan their career, gain a credential, and

develop the soft skills needed for success.

GOALS ACTION ITEMS

Goal 2.1: Increase

by 15% the number

of credentialed job

seekers in target

industries (aligning

with target sector

job growth rate)

● Create a baseline of the credentials annually awarded in the region.

● Adopt an official list of in-demand occupations and credentials.

● Ensure all workforce partners are aware of the target industries and

occupations.

● Educate job seekers or students regarding the opportunities that are

available by earning an in-demand credential.

● Ensure that all the necessary training programs are available.

Goal 2.2: Increase

by 5 percent the

number of high

school graduates

that earn an industry

recognized

credential.

● Create a baseline of high school credential attainment for region.

● Support the development of a career coaching program for the

region’s high schools.

● Promote and coordinate career pathways with local CTE Centers.

● Support career fairs and the Maker Mart for middle and high school

students.

● Support the development of a regional career and technical

education (CTE) program or center.

Goal 2.3: Increase

by 50% the number

of WIOA youth

participants

receiving soft skills

training.

● Identify or develop a work readiness (soft skills) program or

curriculum to be used by youth participants.

● Identify or “tag” coursework that fosters particular in-demand soft

skills (e.g. apprenticeships, intensive writing, studios and labs)

● Utilize a consistent way to measure soft skills development.

● Support the greater integration of soft skill training in local schools.

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Partners Focus Area

This focus area refers to partners inside and outside the workforce system. The WIOA

mandated partners will include are the Virginia Employment Commission, Virginia’s Blue Ridge

Works (VBRW), the Department for Aging and Rehabilitative Services, Virginia Western

Community College, and Region 5 Adult Education, Otherpartners will include workforce

nonprofits such as Goodwill and Total Action for Progress (TAP), education providers from K-

12 and CTE programs to the community colleges and Roanoke’s higher education center, as well

as economic developers, and local governments. Based on stakeholder input, this focus area

encourages a systems-oriented approach to workforce in which workforce partners are more

considerate of the connectivity within the workforce system and larger region, making the

workforce system more accessible and receptive to feedback.

OBJECTIVE 3: Create an integrated and effective regional workforce delivery system.

STRATEGY 3: Partners will create an integrated workforce delivery system that is business-

driven, customer centric, streamlined, and outcome oriented.

GOALS ACTION ITEMS

Goal 3.1: Increase by 10% the

number of successful job seekers

who have received WIOA

funding and maintain

employment after a year.

● Provide career services and training that leads job

seekers to in-demand occupations.

● Ensure that job seekers are connected to the services

they need to find success.

Goal 3.2: Double the number of

job seekers and businesses using

the Virginia Workforce

Connection and Virginia’s Blue

Ridge Works Centers.

● Create a baseline number of regional job seekers

registering for the VaWC and visiting the Works

Centers.

● Direct users of the VBRW website to the VaWC and

Works Centers.

● Better educate job seekers and businesses regarding

the services available online and at the centers.

Goal 3.3: Average satisfaction

levels among job seekers and

business customers will be above

● Reinstate customer satisfaction surveys once moved

into the new Roanoke Works Center.

● Evaluate the results of the surveys every quarter and

49

7.0 on the American Customer

Satisfaction Index.

review with the Workforce Center and Services

Committee.

Cross-Cutting Goals

The strategic planning process highlighted several cross-cutting roles that the workforce

board should adopt in the coming five years, particularly with regard to how the board can

engage and develop partnerships. Stakeholders inside and outside the workforce system

expressed confusion as to the board’s role and purpose in the workforce system. Through

interviews and visioning sessions with the board, three larger roles emerged for the board that

could benefit the workforce system and larger region: 1) convener and point of contact for

workforce, 2) provider of workforce data, and 3) promoter of the workforce system through

marketing and partnerships.

OBJECTIVE 4: Be recognized regionally as a workforce convener, data provider and

marketing entity of the workforce system

STRATEGY 4: Regularly convene workforce partners, provide data useful to system partners,

and promote partner activities

GOALS ACTION ITEMS

Goal 4.1: Be a

convener and

centralized point of

contact among partners

● Serve as a regular convener of workforce system partners to raise

awareness of respective services and resource dedication

● Serve as a point of contact for data and service delivery referrals

Goal 4.2: Provide data

resources to meet the

needs of businesses, job

seekers, and partners.

● Collect, analyze and disseminate regional workforce system data,

both aggregated and by locality

● Provide regular state of the workforce and workforce system

updates.

Goal 4.3: Promote

workforce system

services through

marketing and

partnerships.

● Market workforce system assets (internally and externally)

● Create measurable public relations objectives regarding feature

stories, social media engagement, and website visitors.

● Market business services and their success metrics

● Raise awareness of career and education opportunities to families

with children at middle and high school levels.

50

Additional Strategic Element

i. Vision for Workforce Development

In the strategic planning portion of the Local Plan process the workforce board

endeavored to create a new vision and overall direction for the workforce system. The vision is

of a system that makes the needs of business commiserate with those of job seekers. In that

spirit, the board adopted a new name, vision, and mission for the organization and broader

system.

NAME: Virginia’s Blue Ridge Works

VISION: The ideal workforce for our world-class businesses

MISSION: We prepare job seekers for in-demand occupations to help our region’s

businesses succeed.

ii. Anticipating Industry Needs

VBRW is focused on businesses as primary customers and intends to maximize the

demand driven approaches found in WIOA. WIOA affords businesses a variety of opportunities

to ensure that workforce development is aligned with their specific needs, including

collaborating in developing strategies to use valid local program performance metrics to gauge

results. A key strategy of the VBRW is to convene and actively participate in industry sector

partnerships. These Alliances are made up of key industry representatives and education and

training entities. The goal is to facilitate dialogue that results in understanding of the needs

within the industry that leads to the creation of initiatives that will fill skills and current and

51

future talent gaps faced by the industry in each sector.

VBRW is utilizing the information and guidance on sector strategies to develop

apprenticeship opportunities, increase sector employer cooperation around critical occupational

training, develop industry-specific recruitment and retention strategies, and build industry

awareness, as well as encourage private sector resources and effort to supplement the system. In

addition, the VBRW solicits business participation in forums, roundtables, and other structured

educational activities that inform system delivery and improvements.

iii. Needs of Incumbent and Underemployed Workers

Incumbent Worker Training (IWT) is one of the services provided by the workforce

development system that is of great need and interest to the local employer community. The

potential for WIOA funding to be used for the training of existing workers creates opportunities

for the workforce development system to assist lower skilled individuals or job seekers that have

barriers to employment. By training their existing workforce and providing additional skills, the

employees in entry-level positions can progress along the career pathway into more middle and

high skilled occupations. This, in turn, leads to job openings in entry-level positions that are

easily accessible for the populations are unemployed or underemployed.

VBRW has and will continue to budget the allowed percentage of dislocated worker

funds to support the IWT program. All employers that are interested in receiving funding to

provide training to their existing workforce must first complete the Incumbent Worker Training

Application and submit it to the Board’s Business and Outreach Coordinator. Once a contract

has been completed, the Business and Outreach Coordinator will file a copy electronically, and

provide physical copies of all documentation to the Business Services Manager with the WIOA

Service Provider. Once physical copies have been received, the Business Services Manager,

52

along with other Case Management Staff will be responsible for the data input and record

creation and retention for the incumbent worker training. All WIOA Service Provider staff will

adhere to Virginia Workforce Letter (VWL) 16-05 – Incumbent Worker Training, as well as the

two Attachments to the VWL when documenting and inputting data into the labor exchange

system, the Virginia Workforce Connection. All WIOA Service Provider staff will also adhere to

VWL 14-09 in terms of timely data entry into the Virginia Workforce Connection.

In order to establish the needs of incumbent workers in the region, it will be critical to

rely on existing groups and outreach efforts to communicate employers’ needs for their existing

workforce to the system of partners. The Business Solutions Team, economic development

partners will communicate any incumbent worker needs to the VBRW staff so that analysis and

plans can be made to provide funding and training to local employers’ existing workers.

iv. Partners and Guidelines for On-the-Job Training

For on-the-job training opportunities, it will be critical to form public-private partnerships

between local employers and VBRW. The success of these programs with the region’s job

seekers is dependent on the employer recognizing their important role in the development and

execution of on-the-job training and apprenticeship opportunities. VBRW plans to strengthen

these partnerships through a renewed Business Services Team and industry sector partnerships.

VBRW is also partnering with the Virginia Department of Labor and Industry to bring an

apprenticeship consultant to the Roanoke area, which would should significantly increase the

number of registered apprenticeships in the region.

v. Standards and Metrics for Service Delivery

53

The VBRW Strategic plan includes measurable goals and metrics in the areas of business

services, job seeker services, and partner coordination. In addition to these, VBRW using WIOA

performance measures, program enrollment goals, and business services goals to measure the

performance of the WIOA provider. New customer service goals are also under development for

the soon to be opened Roanoke Works Center.

vi. Funding Aligned to Support Workforce System

VBRW has used its WIOA funding to leverage a variety of other federal grants over the

past several years. In many cases the WIOA funds are counted as match to start new programs

in the regions. VBRW has partnered with non-profits and other workforce boards to obtain the

following additional funding:

● USDOL H1-B On-The-Job Training Grant

● Virginia Financial Success Network Grant

● USDOL TechHire Grant

● USDOL Strengthening Working Families Initiative

● Southwest Virginia Rapid Response Grant

● USDOL H1-B America’s Promise Grant

vii. New Sources of Funding

The VBRW operating entity, the Western Virginia Workforce Development Board, Inc.,

is an IRS recognized 501c3 organization with the ability to solicit charitable contributions. With

this status, VBRW plans to increase fundraising activities in future years with national and local

philanthropic resources to support strategic workforce initiatives that cannot be funded by

WIOA.

54

II. Local Workforce Program System Elements

Programs/Partners Overview

i. Workforce System Programs

Youth & Young

Adults

Ages 14-24

Adults

Low-Income,

Employed, or

Laid-Off

Specialized

Populations

Veterans,

Disabled, Ex-

Offender, etc.

Businesses

Career

Planning &

Assessment

· DARS –

Vocational

Rehabilitation

· ResCare –

WIOA

· Secondary

Career & Tech

Education

· Secondary

School

Counseling

· SNAP –

Employment &

Training

· TANF –

Employment

Advancement

· TAP – YALE

Program

· VEC – Trade

Act

· VDOE –

PluggedIn VA

· DARS –

Vocational

Rehabilitation

· ResCare –

WIOA

· SNAP –

Employment &

Training

· TANF –

Employment

Advancement

· UMC – Back

on the Path

· VCCS –

Career

Navigator

· VEC – Trade

Act

· VDOE –

PluggedIn VA

· DARS -

Vocational

Rehabilitation

· Goodwill –

Prisoner Re-

Entry

· Goodwill –

Work Incentive

· ResCare –

WIOA

· TAP –

Veterans

Program

· TAP –

Virginia Cares

· VEC –

Veterans

Programs

· VCCS –

Career

Readiness

Certificate

Job Search

&

· ResCare –

WIOA

· ResCare –

WIOA

· DARS –

Vocational

Rehabilitation

· CCC –

Refugee

Resettlement

55

Finding

Employees

· SNAP –

Employment &

Training

· VEC – Labor

Exchange

· VEC – Trade

Act

· TANF –

Employment

Advancement

· SNAP –

Employment &

Training

· TANF – VIEW

· UMC – Back

on the Path

· VEC – Labor

Exchange

· VEC – Trade

Act

· Goodwill –

Prisoner Re-

Entry

· VEC –

Veterans

Programs

· CCC –

Refugee

Resettlement

·

· DARS –

Vocational

Rehabilitation

· ResCare –

Business

Services

· VEC – Labor

Exchange

· VEC –

Veterans

Programs

· DARS –

Business

Services

· VEDP - VJIP

New Jobs

Program

Training &

Credentials

Support

· ResCare -

WIOA

· Secondary

Career & Tech

Education

· SNAP –

Employment &

Training

· TANF –

Employment

Advancement

· TAP –

YouthBuild

· TAP –

YALE Program

· VEC – Trade

Act

· VCCS –

Workforce

Development

· VDOE –

Adult Education

· FreedomFirst

CU – Career

Loans

· ResCare -

WIOA

· SNAP –

Employment &

Training

· TANF –

Employment

Advancement

· TAP –

Strengthen

Working

Families

· Technical

Colleges

· VEC – Trade

Act

· VCCS –

Workforce

Development

· CCC –

Refugee

Resettlement

· DARS –

Vocational

Rehabilitation

· TAP –

Training to

Work

· TAP –

Virginia Cares

· VEC –

Veterans

Programs

· ResCare –

Incumbent

Worker

· ResCare – On-

the-Job

Training

· VDEP –

VJIP Retraining

Program

· VCCS –

Customized

Training

56

· VDOE –

PluggedIn VA

· VDOE –

Adult Education

· VDOE –

PluggedIn VA

Work Based

Experiences

· Goodwill –

Project

SEARCH

· ResCare – Paid

Internships

· TAP -

YouthBuild

· Goodwill –

Community

Work Adjust

· ResCare – On-

the-Job

Training

· ResCare –

Incumbent

Worker

· Goodwill –

School to Work

· Goodwill –

Supported

Employment

· ResCare

Business

Services

Work

Readiness &

Support

Services

· Goodwill –

GoodGuides

Mentoring

· Goodwill –

Reality Check

· ResCare –

WIOA

· SNAP –

Employment &

Training

· TAP – YALE

Program

· TANF – VIEW

· VEC – Trade

Act

· VDOE –

PluggedIn VA

· FreedomFirst –

Responsible

Rides

· Goodwill –

GoodCare

Program

· ResCare –

WIOA

· SNAP –

Employment &

Training

· TANF –

Employment

Advancement

· TAP –

Strengthen

Working

Families

· VDOE –

PluggedIn VA

· VFSN –

Financial

Literacy

· VEC – Trade

Act

· CCC –

Refugee

Resettlement

· DARS –

Vocational

Rehabilitation

· DVBI –

Vocational

Rehabilitation

· TAP –

Veterans

Program

· TAP –

Virginia Cares

57

ii. Support of State Combined Workforce Plan Strategies

Foundational Strategies

● Unify Under a Common Agenda and Shared Outcomes - VBRW has unified under a

new name, vision, mission, and goals that sets it on a path towards a more integrated

regional workforce system. The goals were developed to lead to broader community

outcomes and will measure the collaborative impact of all system partners.

● Embrace Technology and Data Integration Opportunities - One of VBRW’s new

core values is that “we are innovative in our approach, integrating technology and new

ways of doing things”. VBRW embraces technology and looks for ways to incorporate

new strategies with technology into daily operations. During 2017, the partners will be

incorporating several new technology-based systems to support service delivery:

○ SARA - A virtual counselor assistant that uses artificial intelligence and two-way

communications to handle a large part of the required tracking, case follow-up,

documentation and data entry. The system uses a pre-entered status change and

date to execute a series of unassisted follow-ups with consumers, counselors and

providers using two-way email, text messaging and intelligent response

mechanisms. SARA evaluates responses coming back and issues color-coded

alerts to counselors and managers accordingly while documenting case files to

ensure a complete case record.

○ Customer Relationship Management (CRM) - VBRW will be purchasing state-of-

the art CRM platform to help manage business engagement workflow processes,

match job seeker and student talent with employers, automate communications

58

and outreach, and support collaboration within and among workforce

development, education and economic development partners.

● Effectively and Efficiently Manage and Develop Resources (Human and Financial) -

VBRW strives to train and equip one-stop center staff in an ongoing learning process

with the knowledge, skills, and motivation to provide superior service to job seekers,

including those with disabilities, and businesses in an integrated, regionally focused

framework of service delivery. Center staff are cross-trained, as appropriate, to increase

staff capacity, expertise, and efficiency. Cross-training allows staff from differing

programs to understand every program and to share their expertise about the needs of

specific populations so that all staff can better serve all customers. Center staff are

routinely trained and are keenly aware as to how their particular function supports and

contributes to the overall vision of the local board.

Coordinating Strategies

● Develop and Respond to Actionable Labor Market Intelligence - The strategic

planning process highlighted several cross-cutting roles that the workforce board should

adopt in the coming five years, particularly with regard to how the board can engage and

develop partnerships. Through interviews and visioning sessions with the board, three

larger roles emerged for the board that could benefit the workforce system and larger

region: 1) convener and point of contact for workforce, 2) provider of workforce data,

and 3) promoter of the workforce system through marketing and partnerships. VBRW

will will take the lead in collecting, analyzing and disseminating regional workforce

system data, both aggregated and by locality. It will also provide regular state of the

workforce and workforce system updates to all partners and the broader community.

59

● Employ Relevant and Effective Talent Development Strategies - VBRW one-stop

centers will offer access to education and training leading to industry-recognized

credentials through the use of career pathways, apprenticeships, and other strategies that

enable customers to compete successfully in today’s global economy. They will also

provide businesses with access to the quantity and quality of talent they need and support

upskill/backfill strategies that expand job opportunities in the community.

● Transform the Workforce Service Delivery System - VBRW is committed to

transforming the regional workforce system by incorporating innovative and evidence-

based delivery models that improve the integration of education and training, create

career pathways that lead to industry-recognized credentials, encourage work-based

learning, and use state-of-the-art technology to accelerate learning and promote college

and career success.

iii. Partnership with Core Workforce Programs and Other Organizations.

Virginia’s Blue Ridge Works will work with with a variety of partner workforce

programs to created a coordinated, regional delivery system. WIOA core partners will have a

physical presence at the Roanoke Works Center (see Section 3 v.) and a voting membership on

the VBRW Board of Directors. Other workforce development programs, such as the Senior

Community Service Employment Program (SCSEP) and the Strengthening Working Families

Program, will also be co-located at the Roanoke Works Center. DARS is committed to having

staff presence, on a regular basis and ensure services are available, at the comprehensive one-

stop career center in each workforce development area. DARS is committed to providing access

through direct linkages via a variety of technologies (for example: email, telephone, text

messaging and video teleconferencing), to one-stop customers who desire it. The current DARS

60

VR business model meets clients where they are by also developing partnerships with local

school systems, community services boards, local departments of social services, and other local

service providers to enhance referrals and collaborative outcomes for the individuals we serve.

VBRW has also developed specific partnership agreements with other community-based

programs to support off-site workforce services, including Job’s Plus, TechHire, and Training to

Work. VBRW is working to develop a stronger partnership with the Secondary Career and

Technical Education (CTE) Programs. VBRW takes part in the monthly meetings of the Region

6 CTE Directors and invited the group to participate as a focus group in the development of this

plan.

iv. Collaboration with Community Colleges

VBRW has a great relationship with both Virginia Western Community College

(VWCC) and Dabney S. Lancaster Community College (DSLCC). Over half of the WIOA

training funds in the region go to support the workforce programs at these schools. VBRW has

worked over the years to partner in the development of new programs to meet the needs of

businesses and job seekers, such as the mechatronics program at VWCC. In 2015, VBRW

partnered with VWCC to apply for and implement the four year Virginia Financial Success

Program, which provides financial literacy coaching to WIOA participants. In 2016, VBRW

partnered with both community colleges to apply for the America’s Promise program to provide

enhanced training for in-demand occupations and fund a study on how Virginia’s Community

Colleges can better provide “credit for prior learning”. In the future, VBRW anticipates working

closer with the community colleges to have more frequent and coordinated outreach to area

businesses and form new training programs based upon the feedback received from them.

61

v. Coordination with Chief Local Elected Officials

VBRW meets with is Chief Local Elected Officials Consortium (CLEO) at least quarterly

to gain their feedback on direction of the workforce system. In those meetings, the CLEO also

adopts the most recent budget, makes board appointments, approves other required plans or

policies. A joint meeting of the CLEO and VBRW Board of Directors is held annually in order

to foster coordination between the groups and set annual priorities.

vi. Oversight and Monitoring of WIOA Programs

Through regular oversight & monitoring of WIOA sub‐recipients and contractors, the

VBRW assesses compliance with regulations & policies established by the WIOA, VCCS, and

VBRW as well as compliance with the terms and conditions of contracts between the Board and

operators. Monitoring activities may be conducted quarterly but at least once per year, and

appropriate corrective action is administered when evidence indicates a possible violation of one

of the aforementioned regulations or policies. The major systems of compliance review include,

but are not limited to:administrative, financial & program elements.

Compliance monitoring will be conducted by reviewing records and documents

maintained by the VBRW administrative office on each program or contract; conducting onsite

reviews of procedures, records, and documents maintained by the contractor or program

operations staff; and submitting written reports of findings, including corrective action

recommendations if appropriate. The VBRW also monitors its service provider’s performance

for any additional non‐WIOA funding sources such as grants, partnerships, etc.

vii. Sunshine Provisions of WIOA

62

VBRW provides information regarding its Local Plan available to the public through

electronic means and regularly occurring open meetings in accordance with State law. Notice of

these meetings is posted in a public place and agenda packets are made available on the VBRW

website. The Local Plan also describes the process and timeline for ensuring a meaningful

opportunity for public comment.

viii. Staffing Plans

The VBRW Board Staff currently includes a Director of Workforce Development, a

Program Specialist, a Finance Director, and an Administrative Assistant. The Board is currently

advertising to employ a Business Outreach Coordinator.

Collaborative Strategies

Expand Access to Employment, Training, and Education

VBRW will expand access for those with barriers to employment through community

partnerships. Currently, VBRW partners with the Roanoke Regional Housing Authority’s Job’s

Plus programs to expand training and employment opportunities for individuals living in public

housing. Job’s Plus provides a rent subsidy to residents willing to go to school in order to

expand their job opportunities. VBRW helps to pay for their training and services to address

other barriers. VBRW has a similar partnership with Total Action for Progress (TAP) to assist

working families in obtaining higher wage employment through the SwiftStart program. This

program focuses on lower income individuals with children. VBRW plans to continue these

partnerships and will explore opportunities to partner with Goodwill Industries of the Valleys.

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Career Pathways and Dual Enrollment

As WIOA recognizes career pathways as an approach to aligning services offered by

different programs, the VBRW will work with the partners within the Workforce System, and

local employers, to facilitate the development of regional career pathways. Local partnerships of

adult education, workforce development, community colleges, and community based

organizations, employers are essential to successful career pathways and bridge programs.

Pathway development will focus on accelerated and integrated program models that result in a

meaningful credential, and are employer-verified pathways and curriculum that focus on

preparation for college and career success.

Two new programs under VBRW, SwiftStart and Pathways to the American Dream, are

based on career pathways in Healthcare, Manufacturing, and Information Technology

occupations. They are utilizing the Department of Labor competencies model as a guide to

depict the knowledge, skills, and abilities required in an industry or industry sector on which

career paths can be developed. The model also uses research-based best-practices, open source

and cost-effective curricula, and blended learning to create a high-quality, comprehensive,

competency-based training design to address participant skill needs aligned with industry needs

as well as wrap-around services to address barriers to success.

Improve Access to Credential Attainment

Adoption of the career pathways concept informs customers when education and skill

enhancement are needed to achieve greater employment and earnings potential. As career

pathways are developed, case management staff will inform WIOA jobseekers of the stackable

credential opportunities within their field of training, and opportunities for advancement based

on current LMI information and feedback from employers. Based on industry demand and career

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pathway development, a jobseeker’s Individual Employment Plan may include training activities

that will include stackable credentialing. All partner staff will be trained to interpret and advise

center visitors (program-enrolled and others) on the need and opportunity for pursuing additional

training. Local educational institutions have periodic, regular presence in the center to offer

assessments and discuss training possibilities.

Business Services

i. Business Service Process

Business services have been formalized with an expanded cross-partner team to be

headed by the VBRW’s Business Outreach Coordinator. The team consists of the business

development representative and/or manager from each partner program in the center as well as a

board staff member and economic development representatives. The team meets bi-weekly to

share placement information, participant qualifications, needs or issues identified by business

contacts and to plan new services and activities to better serve businesses. A current team goal is

to identify or develop a single repository of business customer contact to streamline visits and

more thoroughly saturate the business community. The number of training providers on the

business services team continues to increase.

ii. Employer Engagement

Through its Target Sector Committee, VBRW will develop at least one industry sector

partnership each year. Sector Partnerships are partnerships of companies, within the same

industry sector, with educational institutions, training providers, and workforce and economic

development organizations to focus on key issues in that industry. The partnerships will be

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employer-driven, regional in scope, convened by a credible third-party, and create customized

responses to target industry needs.

iii. Meeting Employer Needs

Employer needs are being met through hiring incentives, on-the-job training stipends,

incumbent worker training, and customized training. VBRW has worked with area community

colleges to develop customized training solutions for employers and plan to increase the

frequency of this service through the new Industry Sector Partnerships.

i.v. Industry Sector Partnerships

VBRW has developed a Target Sector Committee that will lead it’s efforts to form one

new industry sector partnership each year. These partnerships will provide input regarding

career awareness, skill standards, new curricula, customized training programs, strengthening

career pathways, existing programs and incentives, and credentials. Below is a list of some of

the best practices that our partnership will incorporate.

• Include representatives from industry, labor and education in Industry Sector

Partnerships. Bringing industry, education and workforce development leaders together

has proven to be a successful strategy. Including those partners increases communication

among industry and workforce training leaders, and helps to shape partnerships that

increase access to a skilled workforce.

• Engage with employers to understanding workforce needs. Industry sector

partnerships will promote a dialogue with employers that achieves a better understanding

of workforce challenges and needed skills. Regular meetings will help both employers

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and workforce development providers better understand how they can partner to create

more relevant education and training resulting in a better prepared workforce.

• Include key decision-makers in Partnerships. Successful partnerships tend to have key

decision makers sitting at the table so that actions agreed upon can be implemented

quickly, without the lag time required for staff to get leadership on board.

• Use a longer term view and shorter term flexibility to fill employment gaps.

Identifying employer needs, developing training, recruiting students and certifying

graduates may take several years. It’s important for all stakeholders to look outside the

box by exploring creative ways of borrowing training equipment, conducting on-the-job

training, using competitive grants, leveraging venture capital, etc., to meet shorter-term

needs.

• Make better use of existing education and training institutions. Creating new training

facilities and institutions can be costly and time-consuming. Articulating employer’s

training needs through the panels has enabled existing colleges to respond with relevant

training programs. Leveraged state grant funds have helped secure additional employer

funds and in-kind support for developing these training programs with community

colleges.

• List the products and services provided by the Industry Sector Partnership. VBRW

partnerships will produce a range of products including: reports, skills gap analyses, asset

maps, skill standards, career awareness efforts, and strategic plans. Data on progress

could be captured through a survey of employers, prospective employees, educators and

partners and provide testimonials and anecdotes about how the skill panel is helping to

meet needs and develop solutions. Demonstrating success of skill panels also could

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benefit from providing narrative descriptions of products and services developed and

used.

v. Meeting the Needs of Business

The VBRW recognizes that its primary external customers are business and industry,

then jobseekers. Employers create job growth and as such must guide the workforce system.

Through the Business Solutions Team, VBRW has created a greater streamlined single point of

contact process for businesses across all workforce system. VBRW has created protocols for how

to interact with the business customer to provide consistency, established a B2B customer

relationship management system, and will seek to improve coordinated business development

across partners and communication strategies around services offered through the entire system

The key to having a workforce development system that meets the needs of businesses is to have

effective and efficient communication with all of the partners in the region’s system.

vi. Coordination of Workforce and Economic Development

Representatives of the economic development community are members on the Business

Services Team and will also take part in the industry sector partnerships. VBRW staff also take

part in the Roanoke Regional Partnership’s Developers Committee, whose purpose is to

coordinate the economic development activities in the region. The Economic Development

Focus Group convened for the development of the plan identified some of the below priorities.

• Serve as a point of contact for data, service delivery referrals, and business attraction

support to economic developers.

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• Establish a committee to regularly attend regional partner meetings, promote activities of

workforce system and address economic developer needs. These should be quarterly

meetings that could potentially be held with existing economic development meetings.

• Improve the marketing/awareness of workforce system and business services delivery.

• Explore methods of creating one data system for job seekers.

• Partner with local economic development staff to develop a regional corporate visitation

program.

vii. One Stop System and Business Services Coordination

VBRW will deliver quality business services that assist specific businesses and industry

sectors in overcoming the challenges of recruiting, retaining, and developing talent for the

regional economy. To support area employers and industry sectors most effectively, one-stop

center staff identify and have a clear understanding of industry skill needs, identify appropriate

strategies for assisting employers, and coordinate business services activities across one-stop

center partner programs, as appropriate.

VBRW will balance traditional labor exchange services with strategic talent development

within a regional economy. This includes use of market-driven principles and labor market

information that help to define a regional economy, its demographics, its workforce and its assets

and gaps in skills and resources.

Economic Development Collaboration

Representatives of the economic development community are members on the Business

Services Team and will also take part in the industry sector partnerships. VBRW staff also take

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part in the Roanoke Regional Partnership’s Developers Committee, whose purpose is to

coordinate the economic development activities in the region. VBRW will provide

entrepreneurship exploration opportunities with a specific focus on recruiting and working with

individuals that are interested and possess translatable technical skills to be makers, craftsman, or

trades-related entrepreneurs. VBRW will hold entrepreneurship workshops and startup sessions,

and make referrals to the Small Business Development Center.

One-Stop System

i. Provider Service Quality

VBRW contracts with a workforce contractor to provider WIOA Title I adult, dislocated,

and youth services in the region. The provider contract contains performance measures to ensure

the quality and quantity of their work. The measures include WIOA performance measures,

enrollment goals for each program, and service goals for business services. These goals are re-

evaluated each contract year and usually increased.

VBWR conducts an annual review and formal monitoring of WIOA programs, center

operations, and operator compliance with required and optional activities. Information is used to

evaluate future program service providers, new or re-chartered centers, and continued

designation as comprehensive center. Ongoing training opportunities are provided for center staff

and management, as well as other optional partners.

ii. Access to Services

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Social media, internet based intake, and in-person orientation bring the best of all worlds

to outreach, intake and orientation for customers. Traditional methods are in place to reach

potential customers through ads, community presentations, flyer distributions at local community

sites, and participation in job fairs and other community events. Center information is made

available at off-site locations of all the partners. Signs at the centers are to be updated with the

new Virginia’s Blue Ridge Works brand.

iii. Disability Services

VBRW is committed to promoting services for individuals with disabilities and

integrating those into the operations of the Roanoke Works Center. The new center will meet all

federal ADA standards for accessibility and will use the same processes for all customers,

including individuals with disabilities for selecting participants for all programs, including

training programs, and Individual Training Accounts (ITAs). The Department for Aging and

Rehabilitative Services (DARS) will have a staff member located at the center to provide

services to individuals with disabilities. Auxiliary aids and other necessary devices will be

available at the center. The new VBRW website will have a page dedicated to services for

individuals with disabilities and will promote the integrated services that they can receive by

visiting the Roanoke Works Center.

The VBRW Workforce Center and Services Committee is charged overseeing

operational and other issues relating to the provision of services to individuals with disabilities.

This includes issues relating to compliance with Section 188 and applicable provisions of the

Americans with Disabilities Act of 1990 (42 U.S.C. 12101 et seq.) regarding providing

programmatic and physical access to the services, programs, and activities of the One-Stop

delivery system. The VBRW Board staff coordinates with the Committee and the Blue Ridge

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Independent Living Center and DARS to provide appropriate training for Center staff on

accommodations to, and finding employment opportunities for, individuals with disabilities.

iv. Role of One-Stop Partners

VBRW is working on a one-stop infrastructure agreement that will apply to the new

Roanoke Works Center that will open in Summer 2017. There are two partners that are currently

operating under an interim cost allocation plan within a temporary center. Partners that will be

part of the new center agreement are as follows: the Virginia Employment Commission,

Virginia’s Blue Ridge Works (VBRW), the Department for Aging and Rehabilitative Services,

Virginia Western Community College, Region 5 Adult Education, Goodwill Industries of the

Valleys, and Total Action for Progress. See the diagram below for a list of the programs that the

partners provide.

v. One-Stop Partner Services

Youth & Young Adults

Ages 14-24

Adults

Low-Income, Employed, or

Laid-Off

Specialized Populations

Veterans, Disabled, Ex-

Offender, etc.

Career

Planning &

Assessment

· DARS – Vocational

Rehabilitation

· ResCare – WIOA

· VEC – Trade Act

· VDOE – PluggedIn VA


Rehabilitation

· ResCare – WIOA

· VCCS – Career Navigator



· DARS - Vocational

Rehabilitation

· ResCare – WIOA

· VEC – Veterans Programs

Job Search &

Finding

Employees

· ResCare – WIOA

· VEC – Labor Exchange


· ResCare – WIOA

· VEC – Labor Exchange



Rehabilitation


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Training &

Credentials

Support

· ResCare - WIOA


· VCCS – Workforce

Development

· VDOE – Adult Education


· ResCare - WIOA

· TAP – SWIFTStart Program


· VCCS – Workforce

Development

· VDOE – Adult Education



Rehabilitation

· TAP – SWIFTStart

Program


Work Based

Experiences

· ResCare – Paid Internships

· ResCare – On-the-Job Training

· ResCare – Incumbent Worker

Work

Readiness &

Support

Services

· ResCare – WIOA



· ResCare – WIOA

· TANF – Employment

Advancement

· TAP – SWIFTStart


· VFSN – Financial Literacy


· CCC – Refugee

Resettlement


Rehabilitation

vi. Workforce Center Operator

The operator for the region’s comprehensive, one-stop workforce center is ResCare

Workforce Services. The affiliate center in Rocky Mount, VA is operated by Franklin County

and the center in Covington, Virginia is operated by the Virginia Employment Commission.

vii. Comprehensive Workforce Center

The VBRW region has one comprehensive workforce center located in Roanoke, VA.

The Roanoke Works Center has currently has the following co-located partners: the Virginia

Employment Commission, Virginia’s Blue Ridge Works (VBRW), the Department for Aging

and Rehabilitative Services, Virginia Western Community College, Region 5 Adult Education,

Goodwill Industries of the Valleys, and Total Action for Progress.

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viii. Affiliate Workforce Centers

The VBRW region has two affiliate centers, located in Rocky Mount and Covington, VA.

The Franklin Center in Rocky Mount includes the following partners: the Virginia Employment

Commission, Virginia’s Blue Ridge Works (VBRW), the Department of Aging and

Rehabilitative Services, Franklin County Adult Education, and Virginia Western Community

College. The Covington Works Center includes the Virginia Employment Commission and

VBRW. The Covington Works Center partners are considering longer range plans to add more

partners and possibly a larger center location in cooperation with Dabney S. Lancaster

Community College. VBRW is also considering a part-time presence at the New Castle Library,

in Craig County, Virginia. This co-location will be dependent upon the completion of a planned

expansion to the library.

ix. Staff Training

It is imperative that workforce staff are proficient in all areas of process and procedure

related to case management and customer relations. To properly manage both client and business

relations, a proper understanding of workforce practices is essential. All staff will be required to

maintain current knowledge of all workforce practices and policies. All staff, upon hire, will be

trained on state and local policies and given copies of those policies. Annually, all staff will

review policies in a training environment. Additionally, when new state or local policies are

created or policies are modified, all staff will be trained on the new or changed policies. All

training of policy and procedure will be documented in the staff file.

x. Use of the Virginia Workforce Connection

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The technical and practical aspects of the Virginia Workforce Connection is essential

knowledge for staff to properly manage client cases, business needs and monitor performance.

The system requires timely and accurate entry of information. Therefore, it is essential that all

staff not only understand how to accurately and timely enter data, but also why it is important.

All staff, upon hire, will be trained on the use of Virginia Workforce Connection system.

Training will be documented in the staff file. Additionally, all staff will be trained on proper case

management techniques and the process and importance of timely data entry. Quality assurance

practices will be in place to ensure that proper and timely data entry is occurring.

xi. Measuring Staff Performance

In order to ensure that targets are achieved, those targets must be identified and

understood. In addition, each staff member must understand their contribution to achieving those

goals. To ensure high quality customer service and performance by staff, monthly progress will

be tracked. Staff are to be informed of their progress and performance improvement plans

created when necessary. Proper training on customer service and the performance elements will

be conducted with all staff and documented in their file. All staff, upon hire, will be trained in

the area of customer service and performance elements. Additionally, monthly updates and

periodic training throughout the year will be conducted as needed.

xii. Center and Staff Certification

The need for staff certification is imperative to ensure that workforce practices are

followed. Ensuring that staff are certified allows for a high quality experience for clients and

businesses. A staff member will be assigned to be the Learning Coordinator. They will be

responsible for knowing the requirements of Virginia Workforce Center certification and

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communicate those requirements to all staff. They will ensure that all requirements are met and

that reporting is completed and documentation is placed in the staff file. They will track progress

and maintain certification status. They will be responsible to ensure that the necessary

requirements to maintain certification are met. DARS counselors are professionally trained

(generally with a master’s degree, certified rehabilitation counselor or certified vocational

evaluator). DARS is committed to participating in the Virginia Workforce Development System

and other cross trainings as needed

Adult and Dislocated Worker Services Provided

i. Access to Core Services

With the removal of the mandatory tier of services (core, intensive, and training) in the

new WIOA legislation, VBRW sees the opportunity to evaluate and revise the customer flow in

the Roanoke Works Center to make it easier and more efficient for the region’s job seekers to

access training services. The customer flow that has been in place since the establishment of the

previous comprehensive One Stop Center in 2008 will be revisited to ensure that there is a no

wrong-door philosophy for individuals to gain access to training services and that

they have access to basic and individualized career services for their job search needs. VBRW

and the partner agencies in the workforce development system envision the following process for

registration and assessment within the One Stop Centers:

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VBRW will work to implement an integrated customer flow designed to respond to customer need in addition to program requirements. Staff-assisted services will be emphasized and Center services will be continuously promoted and provided until the customer’s goal has been achieved. The integrated flow will include three major functions: talent engagement, talent development, and talent employment.

Based on regional labor market information, a functional team designed to provide services to employers will also be implemented to assist in the alignment of Center services with the needs of business, as well as to develop employment opportunities for Center jobseeker customers.

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All Center customers, including Unemployment Insurance claimants, will be provided with the opportunity to know their skills, improve their skills, and obtain the best job possible with their skills. The goal is that all jobseekers that enter a Career Center will leave as better job candidates because of the value-added services received. DWS and the WDB will create and implement a system where adults move easily within the labor market, continuing to further their education and training over a lifetime to advance in their careers.

The Career Center customer flow will include a first-visit, standardized initial skills assessment, easy access to a wide range of skill development services, and the opportunity to improve their employment opportunities through skill upgrading, skill validation, and credentialing.

The following basic career services will be provided to all individuals seeking services in the

one-stop delivery system, including:

● Unemployment Insurance Assistance

● Job Search and Job Placement Assistance

● Career Counseling

● Labor Market Information

● Job Search Workshops, Interviewing Techniques and Resume Writing Assistance

● Access to Internet for Job Search and Posting Resumes

● Veterans Assistance Information

● Trade Adjustment Assistance Information

● Trade Readjustment Benefits Information

● Out-of-Area Job Search Assistance

● Career and Aptitude Assessment

ii. Access to Employment, Training, and Supportive Services

VBRW is working to develop a robust work based training program and has a goal to

support at least 100 work based training opportunities per year. This training will be provided

through on-the-job training stipends, incumbent worker training, and customized training.

VBRW has worked with area community colleges to develop customized training solutions for

employers and plans to increase the frequency of this service through the new Industry Sector

Partnerships.

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VBRW works with 10 eligible training providers in the region to provide a supply of job

seekers with in-demand credentials. The primary providers are Virginia Western Community

College and Dabney S. Lancaster Community College. Others also include private technical

colleges, community organizations, and employers.

iii. Self-Sufficiency

WIOA allows that local workforce boards may consider developing priority of service

guidelines that reflect the special needs of their local area, as long as those guidelines do not

outweigh the federal mandate to serve public assistance recipients and other low-income

populations. In the spirit of the law, VBRW has determined that there exists in our local area a

sizeable group of individuals that lack economic self-sufficiency, commonly referred to as the

working poor. The working poor earn just enough to be above the federal poverty guidelines,

public assistance requirements or any other financial assistance; however, they do not earn

enough to achieve economic self-sufficiency. This group may also lack the necessary skills for

advancement with their current employer which may cause them to remain in dead end jobs

without the opportunity to acquire new skills to become qualified for higher skill level job

openings.

To better serve the total adult population in Area 3, the VBRW has determined that

individuals who are a member of a family that is above the Lower Living Standard Income Level

(LLSIL) guidelines but not in excess of 175% of current guidelines may receive WIOA career

services/training as an established priority service group. VBRW will allow all adult participants

who are employed to be determined eligible under this provision.

iv. Hard to Serve Populations

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VBRW has not defined additional hard-to-serve populations with additional barriers to

employment beyond the Area’s Priority of Service Policy.

Rapid Response Coordination

The Rapid Response system is a key partner with employers who are closing, facing

reductions in force, or are experiencing challenges to sustaining operations. While these

activities will continue to be a focus for the Rapid Response Unit in the Commonwealth, layoff

aversion is becoming a growing area of emphasis. VBRW will continue to work with the Rapid

Response Coordinator in the region to ensure that the activities related to layoff aversion and

rapid response events are coordinated and aligned with a broader regional strategy.

The region’s Rapid Response Coordinator assigned to the area will also sit on the

Business Services Teams and will provide information to the team on business visits, inquiries,

upcoming WARN notices, or conversations with employers in the VBRW region. As a member

of this team, the Rapid Response Coordinator will adhere to the business services plans for

outreach and services. As the Rapid Response Coordinator is a contact for those businesses filing

WARN notices with the Commonwealth, they will serve as one of the many entry points to

services provided through the workforce development system.

Youth Services Provided

i. Youth Services Strategy

VBRW is currently, through the youth contractor, implementing a multi-tiered, comprehensive

approach in individualized youth workforce development activities. Activities include

assessment and provision of education, training, and employment services by integrating core

WIOA services with supporting services and enhancing service approaches by co-enrolling

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eligible youth in other successful workforce based programs. The VBRW is continually

developing its capacity to serve individuals by expanding its programs and partnerships.

ii. Youth Program Elements

VBRW uses a competitive procurement process to select the WIOA Youth Program

Operator, which is responsible for the delivery and coordination of the fourteen youth program

elements under WIOA. Many of the elements are provided in-house through the One Stop

Centers or by Operator initiated programs, but some, including tutoring, financial literacy, and

occupational skills training, are provided by other partners within the workforce development

system. The competitive procurement process includes a Request for Proposals (RFP) release at

a maximum of every three years. Contracts are awarded to organizations that submit successful

proposals that are approved by the CLEO. The contracts that are developed are one year

contracts with the possibility of two one-year extensions, which are evaluated on an annual basis

by the Board and Council. Successful providers of youth services will adhere to the scope of

work outlined in the RFP and the response provided by the organization chosen to operate the

WIOA program as well as demonstrate success in meeting performance goals for the WIOA

Youth Program as set forth in the provider’s contract.

WIOA Youth specialists provide participants with a comprehensive assessment, involve

them in their own development, offer job readiness skills and career counseling, maintain

ongoing contact, and hold youth accountable for results. The WIOA Youth Program is also able

to provide tutoring services for those that need additional assistance. The WIOA Youth

specialists provide soft skills training workshops to help prepare young adults for the workplace

and other opportunities. Topics include: appropriate and professional behavior; job readiness

skills and positive work habits; career exploration, including high demand industries; personal

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financial management; networking and resume building; and the benefits of higher education and

certifications. Below is a description of the VBRW approach to providing the 14 youth program

elements.

Program Element Activities

Tutoring, study skills

training

Basic Skills, ESL, and GED instruction (individual and

classroom), study skills; Collaboration with universities and

community colleges, as well as community based educational

organizations to find the right resources for Youth to provide

remedial services for areas of academic deficiency as related to

industry expectations.

Alternative secondary

school instruction or drop

Direct referral to drop-out recovery programs, co-enrollment and

coordination of educational activities.

Paid and unpaid work

experiences

Provision of paid and/or unpaid work experience in healthcare

and construction, Summer Earn & Learn; Participation in

workforce activities will occur once clear career goals have been

identified and youth has met identified benchmarks outlined in

their Individual Service Strategies; There will be a liaison

between the youth and employer to monitor and encourage the

work experience.

Occupational skills

training

Certification programs tied to targeted industries

Education offered concurrently and in blended education and

work readiness activities and blended sector training and

education.

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Leadership development

opportunities

Activities related to peer mentoring of new OSY enrollees,

participating in tobacco prevention awareness and volunteering

with elementary school program; Community service, peer-

centered activities, and other positive social behavior exercises;

Training in soft skills.

Support Services Gift card incentives, training tuition, test and certification fees,

work clothing and equipment, bus passes; Connecting youth to

worksite mentors.

Adult Mentoring Recruiting and training adult mentors with to serve as career

coaches; Mentor will be someone the youth is interested in, who

is just in their corner, and who has life, work, or personal

experience to provide motivational support.

Follow-up Services Making monthly contacts with participants, employers, social

media, school visits, etc. to ensure youth is receiving services

until they are stable in the workplace per WIOA requirements

Comprehensive guidance

and counseling

Academic planning, career exploration, academic preparation

workshops.

Financial Literacy

education

Holding workshops; Collaboration with local financial

institutions to provide financial literacy training, credit

counseling, and other services provided by qualified community

partners; partner with Junior Achievement, Maryland CASH, and

Montgomery County Coalition for the Advancement of Financial

Education.

Entrepreneurial skills

training

Holding workshops; Connecting youth with appropriate

opportunities to develop and manage their own business

enterprise

Labor Market and Providing information on area new businesses and job openings,

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Employment Information periodically review high demand occupation trends and industry;

Youth will participate in a series of activities to assist them in

making career choices based on local demand, their unique skill

sets and their strengths; Career Fairs and job postings.

Activities that help youth

prepare for and transition

to post-secondary

education and training

College tours, academic planning, academic preparation

workshops; Ongoing supportive and developmental services;

regular contact with youth, mentoring, and career pathway

coaching; Social media will be utilized to stay connected with the

youth and partners to maintain communication and promote

support

iii. Access to Program Elements

VBRW will provide opportunities that include all 14 program elements for youth to

improve their educational attainment, to prepare for and succeed in employment, and to develop

their potential as citizens and leaders. Supportive services are integrated into the program

elements for youth to help them succeed. Assessments are key to determining which program

elements will be recommended to the youth to maximize their potential, develop their talents,

and help guide them toward self-sufficiency. An Individual Service Strategy (ISS) will be

developed for each youth participant that documents which program elements will utilized. The

ISS documents the youth’s short and long term goals as well as activities and services to attain

those goals. The ISS will also identify any barriers to employment and what supportive services

will be provided to help overcome the barriers.

iv. Program Design Elements

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VBRW’s Youth Services Strategy will focus solely on the participant’s barriers to

employment and which of the fourteen elements will be used to address those barriers and assist

the participant enter education and/or achieve employment. The Individual Employment Plan

assesses the participant’s job search skills, work experience, barriers to employment and more

and allows the case management staff to document the activities and outcomes achieved through

the program.

v. Recruit and Retain Out-of-School Youth

Primary sources of recruitment have shifted to accommodate the older, out-of-school

demographic. Secondary schools now directly refer students who are leaving school voluntarily

or involuntarily to the youth program. VBRW provides information to school guidance

counselors to distribute to youth who have graduated but are not employed or in post-secondary

education. Guidance Counselors now must report on these students for one year post-graduation

and their contact provides a good venue for our services to be presented to youth. By

coordinating efforts prior to the end of the school year, the workforce development system

programs are able to provide information and enroll youth prior to them falling through the

cracks. Social media is being used to effectively recruit and retain youth in the program.

vi. Youth Income Guidelines

Due to the large number of low income youth in the VBRW region, youth that do not

meet the WIOA income requirements cannot be enrolled. However, if they live in a US

designated census tract that has more than 30 percent poverty, they can be enrolled.

vii. Coordination with Other Programs

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VBRW coordinates with Job Corps outreach specialists that continue to do work in the

comprehensive and affiliate One Stop Centers. Job Corps is an excellent training option for

youth that are interested in trade occupations and all workforce development partners refer youth

to the agency when appropriate. VBRW will continue to encourage the coordination of Job

Corps and the WIOA Title I programs, to leverage funding and provide appropriate training to

the region’s youth participants.

VBRW also coordinates youth services with Virginia Western Community College,

Dabney S Lancaster Community College, the City of Roanoke’s Forest Park Academy, the

Region 5 Adult Education Program, the Total Action for Progress YouthBuild Program, the

region’s Career and Technical Schools, and the Goodwill Goodguides program.

viii. Compliance with Labor and Safety Regulations

Any activity that is subject to child labor and safety regulations, such as Work

Experience, Internships, or On-the-Job Training activities are monitored to be compliant with

applicable regulations. All employers that participate in work based training opportunities

through the WIOA Youth program are required to adhere to manuals that have been developed

for the programs. Youth participants must also have supervision on-site at all times and the

employer must sign off that this will be adhered to for the duration of the activity. Youth

participants that are in-school at the time they participate in work based learning activities are

limited further on the hours that they work during the week to ensure that school activities are

not affected by employment. Work site visits are conducted by VBRW staff on a monthly basis

to not only speak with work site supervisors about progress made by the participant and to speak

with the participant to ensure regulations and rules are being followed.

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iv. Pay for Performance

VBRW has chosen not to execute pay-for-performance contracts for youth services at

this time.

Supportive Service Provision

Supportive services may be provided only to WIOA clients who are participating in

WIOA programs and who are unable to obtain supportive services through other programs. No

program operator may provide supportive services funded by a WIOA program until other local

area programs (which generally provide the supportive service needed by the client) have been

contacted. If a non‐WIOA program is capable of providing the supportive service needed by the

client, a referral will be made by the program operator. However, if alternative resources cannot

be found, then supportive services may be provided using WIOA funds, if it is necessary to

enable eligible individuals to participate in program activities under WIOA. Supportive services

may include such services as:

● Transportation;

● Child care;

● Assistance with the purchase of uniforms for occupational skills training, or appropriate

work attire for work activities;

● Training/work‐related tools, and other reasonable expenses required to keep a participant

in intensive services or training, or

● Other program activities – for example, auto repairs, test fees, rent, etc.

Training Services

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i. Use of Contracts

VBRW has not traditionally entered into customized training contracts, as a majority of

the training has been provided through ITA’s with established programs from eligible training

providers. In the future, VBRW plans to partner with area community colleges and employers to

do more customized training. Before entering those agreements, the customized training policy

will be updated to clarify the relationship with the participants ITA.

ii. Informed Participant Choice

Once an Individual Employment Plan has been developed, all participants on the Adult

and Dislocated Worker programs that are interested in training activities through WIOA are

distributed a list of providers and programs in the region that administer training or educational

activities that lead to the occupation or pathway of their choice. The providers and programs that

will be given to the participant will only include those that have been approved for the Virginia

Eligible Training Provider List (ETPL). This list will include the provider name, the cost of the

program, and performance information, if any, that has been gathered. This information can all

be found on the Virginia Workforce Connection, the system of record for the Commonwealth,

and participants will be directed there to conduct research on the best provider and program of

their choice.

Collaboration with the Community Colleges

VBRW has a great relationship with both Virginia Western Community College

(VWCC) and Dabney S. Lancaster Community College (DSLCC). Over half of the WIOA

training funds in the region go to support the workforce programs at these schools. VBRW has

worked over the years to partner in the development of new programs to meet the needs of

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business and job seekers, such as the mechatronics program at VWCC. In 2015, VBRW

partnered with VWCC to apply for and implement the four year Virginia Financial Success

Program, which provides financial literacy coaching to WIOA participants. In 2016, VBRW

partnered with both community colleges to apply for the America’s Promise program to provide

enhanced training for in-demand occupations and fund a study on how Virginia’s Community

Colleges can better provide “credit for prior learning”. In the future, VBRW anticipates working

closer with the community colleges to have more frequent and coordinated outreach to area

businesses and form new training programs based upon the feedback received from them.

VBRW will also work with them to form Industry Sector Partnerships, leveraging their

curriculum advisory committees and other employer outreach efforts.

Collaboration with Education

VBRW currently coordinates with secondary schools in the provision of youth programs

and access to specialized training resources. VBRW staff attend monthly meetings of the

regional Career and Technical Education (CTE) directors to share information and resources.

The directors were part of a focus group for the development of the local plan and supported

activities to better educate middle school students regarding the opportunities in technical

occupations. They also promoted the better development of soft skills in young people and the

promotion of co-op programs and career pathways.

Collaboration with Adult Education & Literacy

The Region 5 Adult Education Program is a key partner in the Roanoke Works Center

and they help adults improve their skills in reading, writing, mathematics, language acquisition

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and assist adult non-native English speaking students in communicating effectively in English.

Adult Education services are also provided at VBRW affiliate offices at the The Franklin Center

in Rocky Mount and the Covington Works Center. The services at The Franklin Center are

provided by the Franklin County Adult Education Program.

Under WIOA, Adult Education Programs have been required to expand its services,

however additional funding was not appropriated to support such expansion. In order for the

organizations providing Title II services to be successful, it will be necessary for those

organizations to have access to training dollars through Title I WIOA programs. Integrated

education has been a proven successful model in the region and Adult Education providers are

poised to implement these training programs, such as Plugged In VA. By adding the

organizations that administer Title II to the Virginia Eligible Training Provider List, they will

have access to training funds to further expand these successful programs. It will also be

important to make sure that all financial resources are being leveraged, and that costs for

programs that lead to credentials are affordable for not only the individual, but also for the

programs supporting those individuals.

As required in WIOA, VBRW will review applications of adult education and literacy

providers for Title II funding to determine their consistency and alignment with the local

workforce development board plan. In its review, the VBRW Workforce Board will consider the

following factors:

● Demonstrates its participation on the local workforce board, especially in carrying out

activities related to the development and implementation of career pathways in the local

area;

● Describes a plan for fulfilling its responsibilities as a one-stop partner;

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● Aligns adult education and literacy activities with the objectives and activities of the local

workforce plan and the One Stop Career Center, including concurrent enrollment in Title

I and Title II programs under WIOA, as appropriate;

● Demonstrates a plan and strategies for effectively working with workforce partners

identified by the state’s combined plan to share resources; contribute to regional

education and training efforts, including career pathways programs.

Priority of Service

As required by WIOA, priority of service will be given to recipients of public assistance and

other low‐income individuals and their dependents. The Poverty Guidelines and the Lower

Living Standard Income Level, as published by the U.S. Department of Labor annually, are to be

used in determining low income status. Additionally, veterans and eligible spouses, including

widows and widowers are to receive priority of service under The ‘Jobs for Veterans Act’ of

2002. Individuals that fall into the following categories and their spouses are covered under the

veteran’s provision:

a. Any veteran who died of a service‐connected disability;

b. Any member of the armed forces on active duty who, at the time of the spouse’s

application, is listed in one or more of the following categories and has been so listed for

more than 90 days:

i. Missing in action;

ii. Captured in the line of duty by a hostile force; or

iii. Forcibly detained or interned in the line of duty by a foreign government or power.

iv. Any Veteran who has a total disability resulting from a service‐connected disability;

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or

v. Any Veteran who while a disability so evaluated was in existence.

Applicants who are determined to be basic skills deficient will also receive priority of

services under WIOA. The term ‘‘basic skills deficient’’ means that a youth l has English

reading, writing, or computing skills at or below the 8th grade level on a generally accepted

standardized test OR a youth or adult that is unable to compute or solve problems, or read, write,

or speak English, at a level necessary to function on the job, in the individual’s family, or in

society.

Incorporation of Technology

VBRW embraces technology and looks for ways to incorporate new strategies with

technology into daily operations. During 2017, the partners will be incorporating several new

technology-based systems to support service delivery:

● SARA - A virtual counselor assistant that uses artificial intelligence and two-way

communications to handle a large part of the required tracking, case follow-up,

documentation and data entry. The system uses a pre-entered status change and

date to execute a series of unassisted follow-ups with consumers, counselors and

providers using two-way email, text messaging and intelligent response

mechanisms. SARA evaluates responses coming back and issues color-coded

alerts to counselors and managers accordingly while documenting case files to

ensure a complete case record.

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● Customer Relationship Management (CRM) - VBRW will be purchasing state-of-

the art CRM platform to help manage business engagement workflow processes,

match job seeker and student talent with employers, automate communications

and outreach, and support collaboration within and among workforce

development, education and economic development partners.

In future years, VBRW plans to invest in an integrated case management technology.

The vision is for a system that informs customer service throughout the customer’s interaction

with the integrated system and allows information collected from customers at intake to be

captured only once. Customer information is properly secured in accordance with personally

identifiable information guidelines, and facilitated as appropriate, with the necessary memoranda

of understanding or other forms of confidentiality and data sharing agreements, consistent with

federal and state privacy laws and regulations. Data, however, would be shared with other

programs, for those programs’ purposes, within the one-stop system only after the informed

written consent of the individual has been obtained, where required.

VBRW would also like to expand its offering of virtual services. The one-stop delivery

system can expand its reach by delivering robust virtual services and increasing the accessibility

of those services through community partners, such as libraries, community and faith-based

organizations, and other partners.

Efficient and Effective Service Delivery

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Under WIOA, partner programs and entities that are jointly responsible for workforce

and economic development, educational, and other human resource programs collaborate to

create a seamless, customer-focused one-stop delivery system that integrates service delivery

across all programs and enhances access to the programs’ services. Through the one-stop

centers, these partner programs and their service providers ensure that businesses and job seekers

have access to information and services that lead to positive employment outcomes.

VBRW Works Centers strive to provide efficient and effective service delivery in the

following ways:

i. Provide Excellent Customer Service to Job Seekers, Workers, and Businesses.

● Reflect a welcoming environment to all customer groups who are served by the one-stop

centers. All one-stop center staff are courteous, polite, responsive, and helpful to job

seekers, businesses, and others who contact the one-stop centers, either in person or by

telephone or e-mail. Moreover, one-stop center staff are sensitive to the unique needs of

individuals with disabilities and are prepared to provide necessary accommodations.

● Develop, offer, and deliver quality business services that assist specific businesses and

industry sectors in overcoming the challenges of recruiting, retaining, and developing

talent for the regional economy. To support area employers and industry sectors most

effectively, one-stop center staff identify and have a clear understanding of industry skill

needs, identify appropriate strategies for assisting employers, and coordinate business

services activities across one-stop center partner programs, as appropriate.

● Improve the skills of job seeker and worker customers. One-stop centers offer access to

education and training leading to industry-recognized credentials through the use of

career pathways, apprenticeships, and other strategies that enable customers, including

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those with disabilities, to compete successfully in today’s global economy. They provide

businesses with access to the quantity and quality of talent they need and support

upskill/backfill strategies that expand job opportunities in the community.

● Create opportunities for individuals at all skill levels and levels of experience by

providing customers, including those with disabilities, as much timely, labor market, job-

driven information and choice as possible related to education and training, careers, and

service delivery options, while offering customers the opportunity to receive both skill-

development and job placement services.

● Provide career services that motivate, support, and empower customers, including

individuals with disabilities, to make informed decisions based on local and regional

economic demand and effectively attain their personal employment and education goals.

● Value skill development by assessing and improving each individual’s basic,

occupational, and employability skills.

ii. Innovative and Effective Service Design.

● Use an integrated and expert intake process for all customers entering the one-stop

centers. Frontline staff are highly familiar with the functions and basic eligibility

requirements of each program, and can appropriately assist customers and make

knowledgeable referrals to partner programs, as needed and as appropriate given the

authorized scope of the program.

● Design and implement practices that actively engage industry sectors and use economic

and labor market information, sector strategies, career pathways, Registered

Apprenticeships, and competency models to help drive skill-based initiatives.

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● Balance traditional labor exchange services with strategic talent development within a

regional economy. This includes use of market-driven principles and labor market

information that help to define a regional economy, its demographics, its workforce and

its assets and gaps in skills and resources.

● Ensure meaningful access to all customers. One-stop centers must be physically and

programmatically accessible to all customers, including individuals with disabilities. In

so doing, one-stop centers use principles of universal design and human-centered design,

such as flexibility in space usage; the use of pictorial, written, verbal, and tactile modes to

present information for customers with disabilities or limited English proficiency;

providing clear lines of sight to information for seated or standing users; providing

necessary accommodations; and providing adequate space for the use of assistive devices

or personal assistants. One-stop centers use assistive technology and flexible business

hours to meet the range of customer needs.

● Include both virtual and center-based service delivery for job seekers, workers, and

employers. Both methods of delivery support the talent needs of the regional economy,

although each may better serve different customers with different levels of service needs

at any given time. The one-stop delivery system can expand its reach by delivering robust

virtual services and increasing the accessibility of those services through community

partners, such as libraries, community and faith-based organizations, and other partners.

● Incorporate innovative and evidence-based delivery models that improve the integration

of education and training, create career pathways that lead to industry-recognized

credentials, encourage work-based learning, and use state-of-the-art technology to

accelerate learning and promote college and career success.

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iii. Integrated Management Systems and High-Quality Staffing.

● Reflect the establishment of robust partnerships among partners. The one-stop center

operator facilitates an integrated, co-located partnership that seamlessly incorporates

services of the core partners and other one-stop center partners.

● Organize and integrate services by function (rather than by program) when permitted by a

program’s authorizing statute and as appropriate, and by coordinating staff

communication, capacity building, and training efforts. Functional alignment includes

having one-stop center staff who perform similar tasks serve on relevant functional

teams, e.g. Skills Development Team, Business Services Team. Service integration

focuses on serving all customers seamlessly (including targeted populations) by

providing a full range of services staffed by cross-functional teams, consistent with the

purpose, scope, and requirements of each program.

● Develop and maintain integrated case management systems that inform customer service

throughout the customer’s interaction with the integrated system and allow information

collected from customers at intake to be captured once. Customer information is properly

secured in accordance with personally identifiable information guidelines, and facilitated

as appropriate, with the necessary memoranda of understanding or other forms of

confidentiality and data sharing agreements, consistent with federal and state privacy

laws and regulations. Data, however, would be shared with other programs, for those

programs’ purposes, within the one-stop system only after the informed written consent

of the individual has been obtained, where required.

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● Develop and implement operational policies that reflect an integrated system of

performance, communication, and case management, and use technology to achieve

integration and expanded service offerings.

● Use common performance indicators to ensure that federal investments in employment

and training programs are evidence-based, labor market driven, and accountable to

participants and taxpayers. Center performance is transparent and accountable to the

communities and regions served; data entry staff are trained and understand the

importance of data validation, data collection processes, and the importance of accurate

reporting.

● Train and equip one-stop center staff in an ongoing learning process with the knowledge,

skills, and motivation to provide superior service to job seekers, including those with

disabilities, and businesses in an integrated, regionally focused framework of service

delivery. Center staff are cross-trained, as appropriate, to increase staff capacity,

expertise, and efficiency. Cross-training allows staff from differing programs to

understand every program and to share their expertise about the needs of specific

populations so that all staff can better serve all customers. Center staff are routinely

trained and are keenly aware as to how their particular function supports and contributes

to the overall vision of the local board.

● Staff the center with highly trained career counselors, skilled in advising job seekers of

their options, knowledgeable about local labor market dynamics, aware of available

services inside and outside the one-stop center, and skilled in developing customers’

skills for employment success.

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Fiscal Agent

i. Designated Fiscal Agent

As designated by the Chief Local Elected Official Consortium, the Roanoke Valley-

Alleghany Regional Commission (RVARC) is the Fiscal Agent for the Virginia’s Blue Ridge

Works (operating as Western Virginia Workforce Development Board, Inc.). As the fiscal agent,

the RVARC provides financial services, is the employer of record, benefits administrator, and

other services as defined in the fiscal agent agreement.

ii. Timely Expenditure of WIOA Funds

VBRW Board staff ensure the timely expenditure of funds in partnership with the WIOA

One Stop and Program Operator. During the budgetary process, the Board staff review

current year allocations, carryforward funds, and projected expenditures for the year. During the

year, the Finance Director and Program Specialist ensure that funds are spent on a first-in-first-

out basis when possible, but also analyze the proper program year to categorize expenditures

toward. The expenditures are monitored on a monthly basis during the reimbursement process

and discussions are held with the WIOA Program Operator to analyze budget versus actual

amounts. When funds are not spent in a timely manner, the WIOA Program Operator and Board

staff work together to come up with solutions for how to increase the level of spending,

including transferring funds, the creation of new programs, or additional staff in different

programs.

iii. Competitive Process to Award Grants and Contracts

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VBRW follows the City of Roanoke’s local procurement process, as the City is the

Grant Recipient of WIOA funding for Local Workforce Development Area 3. In terms of the

WIOA One Stop and Program Operator for the Adult, Dislocated Worker, and Youth programs,

VBRW uses a competitive procurement process which outlines the statement of work, funding

allocations, and general terms and conditions for program. This procurement process occurs at at

least every three years, with each contract being awarded for one year with the possibility of two

one year extensions. A Request for Proposals (RFP) is released detailing the parameters of the

grant and technical assistance conferences are provided to potential bidders.

Procurement

VBRW follows the City of Roanoke’s local procurement process, as the City is the

Grant Recipient of WIOA funding for Local Workforce Development Area 3. In terms of the

WIOA One Stop and Program Operator for the Adult, Dislocated Worker, and Youth programs,

VBRW uses a competitive procurement process which outlines the statement of work, funding

allocations, and general terms and conditions for program. This procurement process occurs at at

least every three years, which each contract being awarded for one year with the

possibility of two one year extensions. A Request for Proposals (RFP) is released detailing the

parameters of the grant and technical assistance conferences are provided to potential bidders. A

general list of organizations that have submitted in the past, partners in the workforce

development system, economic development leaders, and local government staff is used

to distribute the RFP announcement. The notification is also sent to partners at the state level

organizations, such as VCCS, VEC, DARS, and Department of Education. This process also

applies to other discretionary grants that are received from VBRW that require competitive

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legal public notification in newspaper(s) of record. Below is a list of the primary actions taken

during the procurement of a WIOA One-Stop and Program Operator:

● Release of Request for Proposal for Services

● Bidders’ conference

● Deadline for submissions

● Technical Review of Proposals

● RFP Committee Review and Rankings

● RFP Committee Meeting

● Finalists announced, invited for interviews

● Interview Format & Questions Provided to Firms

● Proposal interviews

● Recommendation presented to Board for action

● Work plan development and contract negotiation

● Draft Final Work Plan

● Finance Committee Reviews Budget

● Executive Committee Reviews Workplan

● CLEO Consortium reviews Executive Committee Recommendation

● Board approves final contract including work plan, budget, terms and conditions.

iv. Leverage of WIOA Funding

VBRW has used its WIOA funding to leverage a variety of other federal grants over the

past several years. In many cases the WIOA funds are counted as match to start new programs

in the regions. VBRW has partnered with non-profits and other workforce boards to obtain the

following additional funding:

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● USDOL H1-B On-The-Job Training Grant

● Virginia Financial Success Network Grant

● USDOL TechHire Grant

● USDOL Strengthening Working Families Initiative

● Southwest Virginia Rapid Response Grant

● USDOL H1-B America’s Promise Grant

The VBRW operating entity, the Western Virginia Workforce Development Board, Inc.,

is an IRS recognized 501c3 organization with the ability to solicit charitable contributions. With

this status, VBRW plans to increase fundraising activities in future years with national and local

philanthropic resources to support strategic workforce initiatives that cannot be funded by

WIOA.

Performance

Below is the local levels of performance under WIOA for Fiscal Year 2017.

Adults LWDA 3

Negotiated

Level

Employment 2nd Quarter after Exit 77.0

Employment 4th Quarter after Exit 85.0

Median Earnings 2nd Quarter after

Exit

$5,500

Credential Attainment within Four

Quarters after Exit

61.0

Dislocated Workers


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Median Earnings 2nd Quarter after

Exit

$7,600


Quarters after Exit

64.0

Youth




Quarters after Exit

68.0

Quality Assurance

VBRW is committed to having a high-performing workforce development board and as

part of the development this local plan, it has also developed a new 5 year strategic plan for the

workforce system. VBRW also has a record of performance over the past 2 years that has shown

its commitment to quality in WIOA services and its overall programming. Below are the three

factors that the Commonwealth of Virginia has identified for designation as a local workforce

area:

● Performed Successfully - For the past two years the VBRW has met or exceeded almost

all WIA common measures as reported by the Commonwealth of Virginia. VBRW looks

forward to the transition to new measures under WIOA that more strongly integrate

credentials and business services.

● Sustained Fiscal Integrity - VBRW has maintained fiscal integrity and has never

received a finding by the Secretary of Labor regarding mis-expended funds provided

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under WIA or WIOA. VBRW staff continue to monitor on a weekly? basis expenditures

and budgets to ensure fiscal integrity.

● Local Planning Regions - The VBRW region is well established and coordinates with

other partner entities, such as the Planning District Commission, Regional Economic

Partnership, and community colleges.

Public Comment Period

VBRW provided a 14-day review period for all partner programs and the general public.

The Draft Local Plan was posted to the website and emailed to a list of over 50 stakeholders for

review and comment.

A variety of organizations were involved in the development of the local plan, including

board members, businesses, education providers, workforce system partners, economic

development, and other community organizations. Below is a list of the groups that participated

through interviews, surveys, and focus group meetings.

Education and Training Partners:

● Adult Education

● Dabney Lancaster Community College

● Junior Achievement

● Roanoke City Public Schools

● Roanoke College

● Roanoke County Public Schools

● Roanoke Higher Education Center

● Roanoke Technical Education Center

● Salem City Schools

● The Franklin Center for Advanced Learning and Enterprise

● Virginia Western Community College

Business Partners:

● Advance Auto

● Boxley Materials Company

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● Carilion Clinic

● Carilion Franklin Memorial

● Craig/ Botetourt Electric Corporation

● Dynax America Corporation

● Firefly

● Friendship Retirement

● Graham White Manufacturing Company

● HHHunt

● Hometown Bank

● Medical Facilities of America

● Optical Cable Corporation

● Salem Tools, Inc

● West Rock

● Woods Rogers PLC

Economic Development Partners:

● Alleghany Highlands Economic Development

● Blue Ridge Crossroads Economic Development Authority

● Botetourt Chamber of Commerce

● City of Roanoke Economic Development

● City of Salem Economic Development

● Franklin County Economic Development

● Roanoke County Economic Development

● Roanoke Regional Chamber of Commerce

● Roanoke Regional Partnership

● Roanoke Valley Alleghany Regional Commission

● Town of Vinton Economic Development

● Virginia Economic Development Partnership

● Virginia Jobs Investment Program

Workforce System Partners:

● City of Roanoke Human Services

● Commonwealth Catholic Charities

● Department of Social Services - Roanoke

● Freedom First Credit Union

● Goodwill Industries of the Valley

● Rescare, Inc.

● Roanoke Redevelopment and Housing Authority

● Total Action for Progress

● United Way of Roanoke Valley

● Virginia Blue Ridge Works (Western Virginia Workforce Development Board)

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● Virginia Board of Workforce Development

● Virginia Employment Commission, Covington

● Virginia Employment Commission, Roanoke

III. Public Comments Received

VBRW received comments from four individuals regarding the draft plan. None of the

comments were in disagreement with the plan, they were either clarifications or grammatical

corrections.

IV. Attachments

See following pages.

virginia’s blue ridge works local workforce plan · programs/partners overview 54 collaborative...

Documents