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LLOOCCAALLSSTTRRAATTEEGGIICCPPLLAANNJuly 1, 2009 June 30, 2010

Submitted by:Region 1 Workforce Investment Board

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

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

Bill Rock, Chair, Region 1 Workforce Investment Board

Melissa A. Aguilar, Executive Director

www.region1workforcewestvirginia.org

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Region 1 Local Plan2009-2010

Table of Contents

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

SECTION II: ASSESSMENT OF THE CURRENT STATE OF THE WORKFORCE

Current Employer Demands for Workers and Skills ...................................... 4 Current Worker Skills and Characteristics ..................................................... 5 Education / Training Capacity to Meet Current Demands ............................. 6 Current Resources ....................................................................................... 11

SECTION III: THE DESIRED STATE OF THE WORKFORCE

Local Area Vision, Mission, Values, and Goals ........................................... 15 Projected Employment Opportunities .......................................................... 18 Projected Workforce Needs ......................................................................... 23

The Supply Pipeline ..................................................................................... 25

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

Gap Analysis ................................................................................................ 28 Strategic Goals / Objectives / Action Strategies .......................................... 31

SECTION V: LOCAL AREA GOVERNANCE

Local Elected Officials (LEOs) ..................................................................... 39 The Local Workforce Investment Board (LWIB) .......................................... 39 Rapid Response .......................................................................................... 42 Youth Council ............................................................................................... 44

Fiscal Agent ................................................................................................. 46

SECTION VI: REGION 1 WORKFORCE WEST VIRGINIA SYSTEM PLAN

System Development ................................................................................... 50 Outreach Plan .............................................................................................. 57 Memoranda of Understandings for Core Services ...................................... 68 Services to Specific Populations .................................................................. 68 WORKFORCE West Virginia Governance .................................................. 75

SECTION VII: WORKFORCE INVESTMENT SERVICES

General Information Regarding Access to Services .................................... 77 Access to Services for Adults and Dislocated Workers ............................... 78

Access to Services for Youth ....................................................................... 84 Access to Services for Employers ............................................................... 88

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SECTION VIII: ADDITIONAL INFORMATION

Procurement................................................................................................. 92

Equal Opportunity, Affirmative Action, and Grievance Procedures ............. 92 System Measurements ................................................................................ 92 Program Planning / Budget Information Summaries ................................... 93 Public Comment ........................................................................................... 93

ATTACHMENTS

Memoranda of Understandings Documents ................................................... 94-186(Per an ICT meeting, WIBs are being allowed to continue working on MOUs to updateand use consistent language in cooperation with other local Workforce InvestmentBoards.)

Attachment A State Level Partners Memorandum of UnderstandingAttachment B Local Elected Official Agreement

Attachment C Region 1 Partners Memorandum of Understanding

Region 1 Workforce Investment Board Policy Letters .................................. 187-241

Attachment PL #01 ............................... Policy Letter #01 Priority of Service Attachment PL #03 ........................... Policy Letter #03 On-the-Job Training Attachment PL #04 .............. Policy Letter #04 Individual Training Accounts Attachment PL #05 ...................................... Policy Letter #05 Procurement Attachment PL #07 .................................. Policy Letter #07 Self Sufficiency Attachment PL #08 .................. Policy Letter #08 Grievance and Complaint Attachment PL #10 .......................... Policy Letter #10 Customized Training Attachment PL #11 .........................Policy Letter #11 Critical Skills Training Attachment PL #12 ............. Policy Letter #12 Needs-Related Payments for

................................................................................................... Dislocated Workers Attachment PL #13 ....... Policy Letter #13 Supportive Service for Adult and................................................................................................... Dislocated Workers

Other Attachments

Contributions from Mandated / Non-Mandated Partners PY07 ................. 242 Organizational Chart: Board Staff, Fiscal Agent, and One-Stop Services 249 Region 1 Workforce Investment Board Schedule of Meetings .................. 251 Performance Indicators and Goals ............................................................ 253 Program Planning / Budget Information Summary .................................... 255 Cost Allocation Plan...................................................................................264 West Virginia State Eligible Training Providers List Modified for Region 1 265 Bibliography ............................................................................................... 267

Acronyms ................................................................................................... 270

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Statement of ApprovalRegion 1 Workforce Investment Board

Local Plan

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

Local Workforce Area: Region 1

Board Contact Person: Bill Rock, Chair

Phone Number: 304-253-3611

Region 1 Local Elected Officials Region 1 Workforce Investment Board

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

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CERTIFICATION REGARDINGDEBARMENT, SUSPENSION, AND OTHER RESPONSIBILITY MATTERS

PRIMARY COVERED TRANSACTIONS

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

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

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

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

(b) Have not within a three-year period preceding this proposal been convicted of, or

had a civil judgment rendered against them for commission of fraud of a criminaloffense in connection with obtaining, attempting to obtain, or performing a public(federal, state, or local) transaction or contract under a public transaction; violationof Federal or State antitrust statutes or commission of embezzlement, theft,forgery, bribery, falsification or destruction of records, making false statements, orreceiving stolen property;

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

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

2. Where the prospective primary participant is unable to certify to any of the statements in

this certification, such prospective participant shall attach an explanation to this contractpackage.

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

Bill Rock, ChairName of Certifying Official

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CERTIFICATION REGARDING DRUG-FREE WORKPLACE REQUIREMENTS

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

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

2. Establishing an on-going drug-free awareness program to inform employees about:a. The dangers of drug abuse in the workplace;b. The grantees policy of maintaining a drug-free workplace;c. Any available drug counseling, rehabilitation, and employee assistance programs,

andd. The penalties that may be imposed upon employees for drug abuse violations

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

grant be given a copy of the statement in paragraph 1 above.

4. Notifying the employee in the statement required by paragraph 1 that, as a condition ofemployment under the grant, the employee will:a. Abode by the terms of the statement; andb. Notify the employer in writing of his or her conviction for a violation of a criminal

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

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

6. Taking one of the following actions, within thirty (30) calendar days of receiving notice

under subparagraph 4b, with respect to any employee who is convicted:a. Taking appropriate personnel action against such an employee, up to andincluding termination, consistent with the requirements of the Rehabilitation Act of1973, as amended; or

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

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


Bill Rock, ChairName of Certifying Official

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EQUAL OPPORTUNITY NON-DISCRIMINATION NOTICE

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

ASSURANCE

As a condition of the award of financial assistance under WIA / ARRA from the Department ofLabor, the grant applicant assures, with respect to operation of the WIA / ARRA-funded programor activity and all agreements or arrangements to carry out the WIA / ARRA-funded program oractivity, that it will comply fully with the nondiscrimination and equal opportunity provisions of the

Workforce Investment Act; the Nontraditional Employment for Women Act of 1991; Title VI ofthe Civil Rights Act of 1964, as amended; section 504 of the Rehabilitation Act of 1973, asamended; the Age Discrimination Act of 1975, as amended; Title IX of the EducationAmendments of 1972, as amended; and with all applicable requirements imposed by orpursuant to regulations implementing those laws, including but not limited to 29 CFR part 34.The United States has the right to seek judicial enforcement of this assurance.


Palma Stafford, Equal Opportunity Officer ___________________________________Name of Certifying Official Signature

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CERTIFICATION REGARDING LOBBYING

CERTIFICATION FOR CONTRACTS, GRANTS, LOANS

AND COOPERATIVE AGREEMENTS

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

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

2. If any funds other than federal appropriated funds have been paid or will be paidto any person for influencing or attempting to influence an officer or employee ofany agency, a member of Congress, an officer or employee of Congress, or an

employee of a member of Congress in connection with this federal contract,grant, loan, or cooperative agreement, the undersigned shall complete andsubmit Standard Form-LLL, Disclosure Form to Report Lobbying, in accordancewith its instruction.

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

This certification is a material representation of fact upon which reliance was placedwhen this certification is a prerequisite for making or entering into this transactionimposed by section 1352, title 31, U.S. Code. Any person who fails to file the requiredcertification shall be subject to a civil penalty of not less than $10,000 and not more than

$100,000 for each such failure.


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SECTION I:

EEXXEECCUUTTIIVVEESSUUMMMMAARRYY

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EXECUTIVE SUMMARY

The Region 1 Workforce Investment Board (WIB) is pleased to present its Local Plan for

workforce investment for the period July 1, 2009 June 30, 2010. This local plan describes howlocal workforce development activities (through WIA / ARRA funding) will be directed over thenext year to promote effective economic, education and workforce development partnershipsthat will develop and sustain productive workers for business and thereby create prosperouscommunities for our citizens.

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

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

This Plan also describes the method used for delivery of workforce investment services,including access to services for the general population, adults and dislocated workers, youth,and employers. Included are: WIB policy on procurement, equal opportunity, affirmative actionand grievance procedures, negotiated performance measures, program planning and budget

information, and methods used by the Board to garner public comment on WIB activities.

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

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SECTION II:

AASSSSEESSSSMMEENNTTOOFFTTHHEECCUURRRREENNTTSSTTAATTEEOOFFTTHHEEWWOORRKKFFOORRCCEE

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CURRENT EMPLOYER DEMANDS FOR WORKERS AND SKILLS

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

Region 1 Workforce Investment Board Business Services Unit

The Region 1 Workforce Investment Board has developed a professional Business ServicesUnit (BSU), made up of representatives of area agencies that provide business services toemployers. This team works together collaboratively to identify and address employers needsand meet those needs through a seamless delivery of quality services while eliminatingduplication of services.

Current Employer Needs

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

Businesses constantly face the challenges of emerging technologies, fierce competitors,

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

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

The population in Region 1 is comparatively small and continues to decline. Thepercentage of residents who are 45 years and older is generally higher than the state andthe nation. If population trends continue, by the year 2010, the number reachingretirement age will outrank the number of potential entry-level workers.

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

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

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

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

Business respondents were asked to individually rank each of 19 job skills according to theirimportance with regard to their organization. Though the importance of various work skillschanges emphasis among industries, the basic skills of reading, math, listening, customer

relations, teamwork, and observation appear to maintain an importance across the region.

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

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

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

CURRENT WORKER SKILLS AND CHARACTERISTICS

It is the responsibility of the Region 1 Workforce Investment Board to monitor the regionalworkforce population, including age, labor force participation rates, unemployment rates,educational attainment and levels of basic skills, per capita personal income and median incomelevels. It is important to understand the characteristics of the population that will supply thecurrent and future workforce to the local business community. Strategies used by the WIB toidentify current worker skills and characteristics have included the commission of regional

reports, the Census Report, and labor market information available through WORKFORCEWest Virginia.

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

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

The unemployment rates are generally higher than the state and the national averages, but not

alarmingly so. However, it should be remembered that unemployment rates do not account fordiscouraged workers, (i.e., individuals who are not working, and because of discouragement,are not looking for a job).

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

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

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

An in-depth presentation of data which outlines the current skills and characteristics can befound in the State of the Workforce Report prepared by Marshall Universitys Center forBusiness and Economic Research posted on the Region 1 website atwww.region1workforcewestvirginia.org.

EDUCATION / TRAINING CAPACITY TO MEET CURRENT DEMANDS

The Region 1 Workforce Investment Board has been very attentive to the diversity of training

needs of the job-seeking customer desiring to improve their skills and become job-ready. Also,there is a strong focus by the WIB to be attentive to the training requirements of the businesscustomer requiring skilled employees. The WIB strives to identify training facilities providing
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opportunities for training in workforce skills in the growth industries and occupations available inthe regional area, and make these opportunities available to all customers of the WORKFORCEWest Virginia Career Centers.

Over the previous years, Region 1 has committed the majority of its WIA / ARRA funds tooccupational training accessed through Individual Training Accounts and OJT contracts. Thestrategy of the WIB is to continue the pace of skills training, even with the reductions in thefederal allocations. Our plans continue to include leveraging other public dollars, earningprogram income that is reinvested into the WORKFORCE West Virginia Career Center system,and seeking grants from public and private foundations.

Traditional Training

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

through WIA / ARRA, as well as system-wide. The Committee evaluates both the trainingproviders and training programs to ensure quality services for the job-seeking customer and toensure that the training being provided will address identified high-growth / high-demandoccupations in the region.

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

The list includes information on the training providers, and the programs offered through theproviders which have been identified as leading to an occupation on the Targeted Sector List.Additional information available on the list includes contact information for the provider; durationof the program; cost of program; credential attainment; minimum score requirements in

WorkKeys assessment for enrollment; placement percentage of all participants; placementpercentage of WIA / ARRA participants; average wage expectation; percentage rate ofcompletion; and percentage rate of job retention after six months. A copy of the West VirginiaState Eligible Training Providers List modified for use in Region 1 is attached to this document inOther Attachments West Virginia State Eligible Training Providers List Modified for Region 1.

The WIB has developed relationships with colleges and universities, community and technicalcolleges, career and technical schools, and other training providers to provide employers withaccess to a skilled workforce. Many vocational courses of study are coupled with internshipprograms which provide attractive incentives to employers.

Memorandum of Understanding with Community and Technical Colleges

The Region 1 Workforce Investment Board has entered into a Memorandum of Understanding

(MOU) with three community and technical colleges in the Region 1 area: New RiverCommunity and Technical College; Southern West Virginia Community and Technical College;and The Community and Technical College at West Virginia University Institute of Technology.

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The intent of the MOU, and the goal of the parties to the MOU, is to collaborate in developingand carrying out effective, comprehensive, and systematic training programs for employers, jobseekers, and new / incumbent workers. The MOU also establishes an agreement between allparties, defining the roles for implementing an effective partnership designed to complement thetraining programs for residents of the 11 counties that encompass the region. The partnerscoordinate resources to prevent duplication of fund utilization and to ensure effective andefficient delivery of training services in the areas served by each partner. The MOU establishesa referral system for client response that respects the roles and mandates of each partner andfacilitates the coordination of efforts.

On-the-Job Training

The BSU promotes the use of On-The-Job Training (OJT) to local employers as a method ofproviding job-specific, on-site instruction to new employees in vocational and technical careers.In the State of the Workforce report, Region 1 employers concluded that OJT is clearly themost desirable type of training for new hires. Employers found the biggest advantage of OJT is

providing training that is very specific to what a worker needs to know to do their job. In the past,the WIB has contracted with an experienced and proven organization to provide OJT trainingservices. However, because of decreasing budgets it no longer seems feasible to contract thisprogram. Therefore, the WIB plans to work with each individual employer whereas the employerwill continue to offer training; however, the WIB will provide career counseling to the individual,ensuring an effective link between the individuals and the employer. Refer to the Region 1Workforce Investment Board Policy Letters - PL #03 On-the-Job Training for additionalinformation.

Customized Training

Employers generally prefer to promote their own workers when they are qualified for moreresponsible positions. Many assist their workers with adjusted work schedules and financialincentives to advance their technical and educational credentials. According to Region 1s

State of the Workforce report, there is substantial need for training upgrades in the currentworkforce.

The BSU promotes the services of Customized Training to area employers. CustomizedTraining provides training to employees in specific fields using specialized trainers availablethroughout the region. Employers may access qualified sources of specialized training alreadyknown to their industry.

Customized Training services include:

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

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

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

Adult Basic Education

The WIB, in partnership with the State Department of Education, offers Adult Basic Education(ABE) programs that improve the basic literacy skills of adults. The ABE program helps satisfythe continuing education needs of adults in the current labor market. Starting with instruction inreading, writing, math, listening, and speaking, the program continues through a GeneralEquivalency Diploma (GED) Program.

ABE programs are offered within Region 1 through county Boards of Education, RegionalEducation Service Agencies (RESAs), volunteer literacy programs, faith-based organizations,community-based organizations, and correctional facility education programs. To qualify,

individuals need to be at least 16 years old and out-of-school. In the region the average age ofparticipants is between 25 and 44 years.

Based on test results and personal goals, an individual plan of study is developed for eachstudent. In addition, special needs are addressed by referral to other partners to removebarriers from completing the course of study such as day care, transportation, financial aidapplications for college, etc.

The ABE curricula include:

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

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

safety, team building, technology and multi-cultural awareness Job Readiness Skills Instruction in goal setting, career planning, personal work

attributes, employee rights and responsibilities, job search strategies and unemploymentsurvival

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

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

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

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

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

Internet WorkKeys remedial training including KeyTrain

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Occupational Rehabilitation

Disabled people make up 24% of the population of the regions age group 24 to 65. This factmakes them a significant segment of the workforce. In the same age group in the region, 33%of the disabled and 66% of the non-disabled are currently working. The economic impact ofreturning disabled workers to productive employment is too great to ignore. The WIB has foundthat individuals participating in occupational rehabilitation activities and returning to theworkforce has increased their annual earnings by 441%. During its last fiscal year, the WestVirginia Division of Rehabilitation Services returned 1,587 people to the workforce in the state,and over 300 in Region 1.

Whether acquired through birth, accident, illness, or aging, disabilities range from severe arthritisto blindness. Some face accessibility issues with workstations and others face the inability toreturn to their previous trades. Disabled workers begin with a vocational evaluation to assessthe nature and degree of disability and the extent of their job skills and capabilities. Counselors

assist workers in choosing employment which matches their aptitudes, interests, and abilities.An individualized program of education, retraining, assistive devices, and workplacemodifications maximize the disabled workers ability to return to a job.

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

Youth Career Awareness and Skill Preparedness

The WIB is sensitive to the need for youth career awareness and job training as was broughtinto sharp focus by the U.S. Department of Labor statistics. The report states 11% of West

Virginia teens (aged 16 to 19) are not attending school and are not working. The nationalaverage is 8%.

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

Guidance and counseling Adult mentoring Tutoring, study skills training Alternative educational services Occupational skill training Leadership development Summer activities Paid and unpaid work experience

Supportive services (links to community resources, child care, school or work relatedtransportation, etc.) Follow-up services

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

CURRENT RESOURCES

Programs

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

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

Non-WIA / ARRA Programs* Food Stamps Education & Training Program (FSE&T) Faith-Based Community Organizations (FBCOs) Pre-employment/Options Program Small Business Development Centers (SBDC) Veterans Services Services to Homeless Individuals Build It - Keep It - Share It Computer Program Apprenticeship Programs Womens Business Center (WBC) Adult Basic Education / Literacy Microsoft Unlimited Potential and Digital Literacy Program Entrepreneurship Program

* Program funding is used collaboratively to increase services; however, WIA / ARRA eligiblecustomers are clearly identified and tracked.

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

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

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

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

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

Technology

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

The two comprehensive centers located in Mercer and Raleigh counties are state-of-the-artfacilities that house staff representatives of the WORKFORCE West Virginia Career Center

management, contracted service providers, and representatives of many of the mandatory andoptional partnering agencies of the region.

The centers are furnished with Internet-based technology for staff use as well as customer use.Resource rooms contain all of the resources required by customers to conduct effective job-search activities, including Internet-based computers, laser-jet printers, photocopy machines, faxmachines, and telephones. The computers contain multiple software programs to assist job-seeking customers with self-directed activities such as rsum writing and cover letters,assessment of skills, and computer-based tutorials.

Other technology resources available throughout the region include:

Each of the centers has a resource library with over 350 titles covering such subjects asrsum writing, interviewing skills, job loss, computer skills, time management, pre tests,

etc. These books are available to both customers and staff, and use of the resourcematerial is promoted through the centers and during the Stepping Stones to Successorientations.

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

Through a partnership with Mission West Virginia, Adult Basic Education, area literacyprograms, and the DHHRs SPOKES/OPTIONS programs, 34 computer-learning labs havebeen made available within the region. These labs were established as community accesspoints where members of the community, both adults and students, have access tobroadband Internet and state-of-the-art computers to improve their quality of life, to aid theirstudies, or to help in the development of job skills. Region 1 uses a Mobile Workforce Development Unit to provide services to job-seeking

and employer customers throughout the region. The unit is fully ADA compliant, 100%self-contained and equipped with an eight station computer lab, Internet service, audio /

video technology, and the comfort of heating and air conditioning. Services provided inthe mobile unit include evaluation, assessment, recruitment, skills upgrades and training,seminars and workshops including:

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Digital Literacy Unlimited Potential Interview USA KeyTrain

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SECTION III:

DDEESSIIRREEDDSSTTAATTEEOOFFTTHHEEWWOORRKKFFOORRCCEE

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LOCAL AREA VISION, MISSION, VALUES, AND GOALS

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

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

Vision Statement

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

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

Guiding Principles and Values

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

The Region 1 Workforce Investment Board has adopted guiding principles and valuesthat aid and assist them in focusing on the purpose of their work as they provide theleadership, implement strategies, and forge collaborations and conversations to findsolutions to workforce, educational, and economic development issues in the region.

Know business and worker needs exceed their expectations

Elevate the quality of life and economic base in our community Effective business / education connections are essential A workforce investment system providing seamless service is required Encourage open and honest communication

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Be creative and innovative Always strive to improve

Goals

The implementation of the Workforce Investment Act created a shift in the planning andoversight of the workforce development system from Charleston to the Region 1Workforce Investment Board, the local governance body appointed by the local electedofficials. The intent was to move decision-making concerning workforce needs andemployment and training services to the level that could best determine those needsand respond accordingly.

While the implementation of the service delivery system and the Workforce InvestmentAct has challenged board members, board staff, and system partners, the WIB hassuccessfully implemented WORKFORCE West Virginia Career Centers and the

Workforce Investment Act, moving to levels that will impact the communities in theregion in ways needed and envisioned. The Board has become more strategic in itswork, forging collaborations and acting as convener for conversations around findingsolutions to workforce, education and economic development issues in the region. Ledby the private sector, the WIB is a unique mix of public, private, and civic representationwhich influences change in our approach to the myriad of factors that affect theeconomic, educational, and social viability of our communities.

The Region 1 area has some serious conditions that adversely affect employmentopportunities and the quality of life for too many of our families. The WIB is not so naveto think that it can tackle all of these conditions. However, the WIB is providingleadership and is reaching out to other leaders in the region and in Charleston toimplement solutions to these issues. This is a long-term challenge and one that mustbe addressed.

Guided by its vision and values, the Directors of the Region 1 Workforce InvestmentBoard have adopted key, all-encompassing goals to be accomplished over the nextyear and believe that these goals will be met through the successful implementation ofour Strategic Plan. The goals are outlined below.

GOAL 1: Increase the awareness of individuals and communities in the

region of the existing and emerging demand occupations and the

skill needs of workers.

Currently, there are some very obvious industry sectors that have current and long-term

growth projections and high demand for skilled workers. These sectors includehealthcare, travel and tourism, technology, and small business development.Automotive support and warehousing / transportation are projected to be demandoccupations in the near future.

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As federal and state funds for workforce and economic development continue to

dwindle, it will become more and more important that the WIB focuses its planning,collaboration, and funding support on those sectors that will have greater impact onemployment opportunities in our region.

GOAL 2: Improve alliances between education and business to ensure the

instructional content facilitates student learning of workplace

competencies needed by current and future employers in the

region.

There is universal agreement that the business community and education communitymust open their doors to each other if the needed synergy is to take place. Business

must have the opportunity to articulate its needs and influence curriculum andinstructional content where appropriate. Educational institutions, students, and teachersmust be given opportunities for workplace exposure and understanding.

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

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

As stated previously in this document, economic well-being is, always has been, andwill likely always be fundamentally about work and workers. Technology, service sectorgro0wth, business restructuring and globalization, and demographic changes all have

workforce and economic implications. There has never before been a time with such aneed to integrate workforce and economic development strategies and initiatives. TheWIB has seized this opportunity to impact broader community issues that are critical tothe regions future.

GOAL 4: Raise the level of service integration and quality in the regions

WORKFORCE West Virginia Career Center system.

A performance mandate to the WORKFORCE West Virginia Career Center is thedevelopment of a labor pool that meets current workforce needs. This system isintended to provide seamless access to education / training and employment services to

individuals and employers. The intent is to create a system that links workforcedevelopment and related support services from K-12 systems in the region to highereducation. The WORKFORCE West Virginia Career Center system is one of the

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flagship products of the WIB. It is important for customers to perceive this system as theprovider of quality and value-added services.

Benchmarks of Success

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

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

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

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

There is a common intake application for the WORKFORCE West VirginiaCareer Center system throughout the region.

There is at least one WIB member on the board of directors of each of the localeconomic development authorities in the region.

PROJECTED EMPLOYMENT OPPORTUNITIES

Identifying and tracking new / high growth industries and declining industries allows forbetter regional planning through a more targeted marshalling of economic andworkforce development resources. Based on the information provided through theWORKFORCE West Virginia Labor Market Information, jobs in the medical field,network systems, data communications, computer engineering, social and humanservices, and educational administration will experience the greatest growth through2014. Employment in traditional industrial jobs such as manufacturing, mining, andrailroad will stabilize or decline. Quantitative information regarding industry andoccupational projections is provided below.

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Industry Projections 2004-2014

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

Industry 2004 2014Net

IncreaseAmbulatory Health Care Services 5,917 7,773 1856

Food Services and Drinking Places 7,653 8,907 1254

Social Assistance 2,601 3,503 902

Nursing and Residential Care Facilities 3,160 4,037 877

Specialty Trade Contractors 2,147 2,895 748

Accommodation 3,498 4,090 592

Hospitals 6,679 7,218 539

Health and Personal Care Stores 1,086 1,263 177

Construction of Buildings 1,683 1,859 176

Wood Product Manufacturing 2,302 2,468 166Educational Services 10,428 10,581 153

Truck Transportation 1,532 1,678 146

State and Local, Excluding Education and Hospitals 8,442 8,564 122

Building Material, Garden Equipment and Supplies Dealers 1,262 1,377 115

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

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

Industry 2004 2014Net

LossMining (except Oil and Gas) 3,955 3,445 -510

Food and Beverage Stores 2,608 2,115 -493

Credit Intermediation and Related Activities 1,562 1,289 -273

Utilities 529 337 -192

Furniture and Home Furnishings Stores 458 345 -113

Occupational Projections 2004-2014

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

Occupation

Base

2004

Proj

2014 Growth Replacement Total

Growth

RateHome Health Aides 752 1,107 36 10 46 3.94Network Systems and DataCommunications Analysts 66 96 3 1 4 3.82

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Brickmasons, Blockmasons,Stonemasons, and Tile Helpers 24 34 1 1 2 3.54

Medical Assistants 269 381 11 5 16 3.54

Roofers 72 101 3 2 5 3.44

Social and Human Service Assistants 517 718 20 9 29 3.34

Dental Hygienists 215 287 7 2 9 2.93

Dental Assistants 239 319 8 7 15 2.93

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

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

OccupationBase2004

Proj2014 Growth Replacement Total

GrowthRate

Meter Readers, Utilities 98 46 0 3 3 -7.28

File Clerks 191 108 0 6 6 -5.54

Shuttle Car Operators 262 151 0 7 7 -5.36

Mail Clerks and Mail Machine Operators,Except Postal Service 69 40 0 2 2 -5.31

Computer Operators 98 57 0 2 2 -5.27

Roof Bolters, Mining 338 253 0 6 6 -2.86

Loan Interviewers and Clerks 76 58 0 1 1 -2.67

Communications Equipment Operators 339 270 0 9 9 -2.25

Bridge and Lock Tenders 10 8 0 0 0 -2.21New Accounts Clerks 86 69 0 2 2 -2.18

Cutting, Punching, and Press MachineSetters, Operators, and 118 95 0 3 3 -2.14

Stock Clerks and Order Fillers 1,200 967 0 44 44 -2.14

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

Other Research Specific to Region 1

The Region 1 Workforce Investment Board has made significant investments since

December 2001 in gathering primary and secondary data on the regions workers andbusinesses, and it has used the information to set goals and strategies that guide thework of the WIB.

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Outlined below is a sampling of the research and data collection commissioned by the

WIB. This information has been utilized to further study projected employmentopportunities in the region, including projected demand occupations, projected growthindustries, and targeted industries, as well as to identify future workforce needs of theregion and the education and skills that will be needed to compete for availableemployment opportunities. The reports summarized below are available for review inthe offices of the WIB and on its website atwww.region1workforcewestvirginia.org.

State of the Workforce Report and Business Survey Analysis

In May 2002, the Region 1 Workforce Investment Board commissioned a State of theWorkforce report by Marshall Universitys Center for Business and EconomicResearch, Corporation for a Skilled Workforce, and Alliance Corporation. This reportprovided data concerning regional employees and length of employment, new hires

annually and by industry, recruitment methods utilized by employers, job skills of currentemployees and job skills foreseen as needed in the future, quality of job applicants, andeducational and training needs of current employees.

Regional Profile for Region 1

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

Labor Market Impacts of Small Business and the Shadow Economy

The Labor Market Impacts of Small Business and the Shadow Economy providedinformation on the micro-businesses (less than 25 employees) operating in the State ofWest Virginia, the effect of the shadow economy, or informal sector which is notmeasured, and their effect on economic growth in the regional area.A Forecast of Economic Activity: Selected Industries in West VirginiasWorkforce Investment Region 1

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

estimates of income in these industries and annualized employment growth for eachindustry for the period 2004 2015.
http://www.workforcewvregion1.org/http://www.workforcewvregion1.org/http://www.workforcewvregion1.org/http://www.workforcewvregion1.org/

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

In September 2003, the Region 1 Workforce Investment Board collaborated on a reportby Marshall Universitys Center for Business and Economic Research. The reportdescribes a revolutionary method to create technology-ready communities and providesan outline of a structure for fostering high technology-led economic growth in Region 1.The report includes:

Background information on issues of high technology-led economic growth,

A full model of economic growth, including a discussion of clustering, trade,human capital, private capital and public capital as well as a review of researchfindings that compare each of these factors relative contribution to growth,

A review of successes and failures in other high technology corridor projects, and

Policy and program recommendations specific to Region 1 which stimulate hightechnology-led economic growth.

Targeted Industries

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

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

Targeted Sector Annual Openings in

Region 1Automotive / Transportation 201Business & Administration Services / Trade 466Construction 82Agriculture / Forestry 11Healthcare 313Manufacturing 17Services 428Entrepreneurship Unlimited

This list may not meet the needs of all individuals within the region because each clientserved through the system has unique needs and abilities, and there may becircumstances where training would be appropriate in other occupations. Upon request,the Region 1 Workforce Investment Board may provide a waiver on an individual basis

for the funding of training in occupations not contained on the Targeted Sector List.

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PROJECTED WORKFORCE NEEDS

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

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

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

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

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Based on projections of growth industries, various levels of training and education willbe required of the existing workforce in order to meet projected needs. Required

educational levels will be met through undergraduate / graduate degrees, vocational /technical training, and specialized short-term training certifications. Some industriesmay be best served through on-the-job training methods.

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

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

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

Of the industries projected as high growth industries within the next 10 years, three ofthe industries are in the health field, requiring 2-4 years of vocational and / orprofessional training. All of the growth industries will require workers who have higherlevel basic skills, thinking and learning skills, solid work foundations, and life copingskills in order to succeed.

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

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

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Because of much discussion on occupational growth and true industry projections ofsustainability for the region, the Region 1 Workforce Investment Board commissioned a

new study to be completed during the 2010 Program Year. Almost six years later afterthe original mentioned study was completed, our region has diversified and is nowbeginning to create a different class of worker as well as business environment. OurBoard must be able to understand the needs of the demand sectors as well as prepareits workers for jobs that are both projected to grow as well as sustain themselves.

The Board has chosen five existing industry clusters in which research must be done:1 Information Technology2 Healthcare3 Protective Services4 Construction/Heavy Equipment5 Manufacturing

The research in each industry should focus on several goals (not in any particular

order):

Identify growth potential per industry throughout the region, both for existingcompanies as well as those wishing to enter into the industry as a job seeker orentrepreneur.

Identify ways to efficiently use limited economic / workforce developmentresources to broaden growth and promote a healthy sense of competitiveness(possibly also looking at vertically-integrated clusters as well as horizontally-integrated clusters)

Analyze and identify industries, that if grown and expanded, would createdemand for other related industries or other entrepreneurial ventures

Develop suggestions on how to properly balance the retention of currentindustries with the development of new entrepreneurial cultures, given the cultureof the workforce as well as the new economy worker that will be needed

Evaluate the current pipeline vs. the demand pipeline for each industry, bothrelated to demand of jobseekers as well as the need for new entrepreneurialventures

For each industry, analyze the climate for opportunity versus necessityentrepreneurs

Lastly, Entrepreneurship is the 6th cluster. Because of the fact that entrepreneurshipand the meaning of entrepreneurial venture is misunderstood, the Board needs to naildown a common path as to how true entrepreneurship spurs growth and exactly whatventure is considered entrepreneurial. And of course, the EAI venture as well as theconcept paper would support this effort as well.

This study will allow the region 1 Workforce Investment Board to begin strategizing for anew local plan of delivery for the upcoming next decade.

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SECTION IV:

AANNAALLYYSSIISSAANNDDSSTTRRAATTEEGGIICCPPLLAANNNNIINNGGFFOORRAACCHHIIEEVVIINNGGTTHHEE

DDEESSIIRREEDDSSTTAATTEEOOFFTTHHEEWWOORRKKFFOORRCCEE

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Gap Analysis

Population by Age

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

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

Although the region and the state have a larger proportion of older population comparedto the nation, the number of potential entry-level workers should exceed the number of

potential retirees between the years 2000 to 2010, everything else equal. However,after year 2010, the regions and states potential retirees will outnumber the potentialentry-level workers, again holding all else constant. Various areas of employment mayexperience shortages in the near future due to limited choices resulting from a smallerpool of available workers. A smaller pool of available workers may cause competitionamong employers for skilled workers, which in turn could cause requirements forinflated salaries that may adversely impact employers.

Median Age

County Year 2000Fayette 39.6Greenbrier 41.6McDowell 40.5

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

Population Changes

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

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

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Unemployment Rate by County

County 2000 (Oct)Percentage 2006 (Oct)Percentage 2007 (Oct)Percentage 2008 (April)PercentageFayette 5.6 4.2 4.4 4.6Greenbrier 4.9 4.5 4.4 5.6McDowell 8.7 6.8 7.0 5.7Mercer 4.1 4.0 4.0 4.0Monroe 4.3 4.4 4.1 4.2Nicholas 5.8 4.4 4.5 4.4Pocahontas 5.8 6.0 6.0 11.0Raleigh 5.3 3.8 4.1 3.9Summers 5.5 5.2 5.2 4.9Webster 6.4 5.0 5.2 5.6Wyoming 6.5 4.9 5.6 4.6Region 1 5.4 5.2 4.6 4.6

Educational Attainment of Population 25 Years and Over

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

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

degree or higher increased during this same period.

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

Percent of Population Without High School Diploma by Age

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

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

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

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

Actions to Date:

BUSINESS SERVICES UNIT

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

identify and address employers needs and meet those needs through a seamlessdelivery of services, while eliminating duplication of services.

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

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

Currently, in 2009, the BSU continues to operate under the direction of the Region 1Workforce Investment Board. It has internalized OJT operations, shares a commonintake form for training services with the Governors Guaranteed Workforce Program,

has incorporated a shared employee with Small Business Development, operates asuccessful fee for service initiative, and continues to align itself with businesses acrossthe region.

Rapid Response services, especially due to the recent recession of the economy hasalso been at the forefront of its services to both employers and dislocated workers.

Goal 2: Improve alliances between education and business to ensure the

instructional content facilitates student learning of workplace

competencies needed by current and future employers in the

region.

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Action Steps:

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

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

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

Actions to Date:

The Region 1 Workforce Investment Board has taken several steps towards

achievement of the action steps outlined above, including;

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

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

Development of a Memorandum of Understanding with all regional communityand technical institutions wherein agreement was reached to partner together in

developing and carrying out effective, comprehensive, and systematic trainingprograms for employers, job seekers, and new / incumbent workers and establishan agreement between all parties, defining the roles for implementing aneffective partnership designed to complement the training programs for residentsof the 11-county area.

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

2009 and 2101 brings ongoing research on demand occupations, employerneeds, and targeted industries that will allow for growth horizontally andvertically, with particular interest on entrepreneurial ventures.

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

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Action Steps:

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

Promote community awareness of successful workforce board / economicdevelopment collaborations

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

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

Actions to Date:

The Region 1 Workforce Investment Board has created the Economic Development

Committee as a sub-committee of the Board. The areas of responsibility of thecommittee are stated as follows:

Define economic development drivers from the workforce platform Link economic development strategies to more and better jobs

Define business customer skill demands and employer needs

Identify employer training needs Identify resources available to support the delivery system for a highly skilled

workforce

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

economic stability.

Tasks that have been assigned to committee members are:

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

Develop Workforce Investment Board supported incentives that encourage jobcreation

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

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

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

In September, 2003 the Region 1 Workforce Investment Board collaborated on areport by Marshall Universitys Center for Business and Economic Research,titled, High Technology Corridors Program: I-64, Beckley, WV to White Sulphur

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Springs, WV Growth Assessment and Recommendations. The reportdescribes a revolutionary method to create technology-ready communities, and

provides an outline of a structure for fostering high technology-led economicgrowth in the Region 1.

In 2004/2005, Region 1 Workforce Investment Board collaborated with theRegion 1 Healthcare Consortium, consisting of 16 hospitals and over 50healthcare related organizations and educational institutions, to commission astudy and publish the findings in a report titled, Understanding the Supply andDemand Alignment of Region 1 Registered Nurses. The report providesprojections of industry demand in the nursing field, and outlines a CareerMigration Path from entry level positions through administration. This reportguides the consortium in its efforts to ensure an available, skilled workforce.

In 2005, established the Womens Business Center which nurtures leadership,independence and entrepreneurship in women in West Virginia through trainingand counseling. One-on-one counseling is offered by appointment and at nocharge to existing business owners and women thinking about going into

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

In 2004, the Workforce Investment Board began hosting two Small BusinessDevelopment Centers which provide free, confidential management assistance tocurrent and prospective business owners. The SBDC program deliverscounseling, by appointment at no charge. Counseling in all aspects of businessmanagement includes, but is not limited to: preparation of business plans,evaluation of business ideas, developing outreach plans and outreach strategies,cash flow analysis, financial projections, and loan packages. Training workshopsand seminars for business owners and employees as well as prospectivebusiness owners are offered throughout the 11-county region at low cost to

participants. The goal of the SBDC is to stimulate and support small business inWest Virginia. The Region 1 Small Business Development Centers are locatedat the Raleigh County WORKFORCE West Virginia Career Center in Beckleyand the Nicholas County WORKFORCE West Virginia Career Center inSummersville.

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

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

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

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

nationally recognized program.1 In 2009, new research began on industry cluster initiatives.

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Goal 4: Raise the level of service integration and quality in the Regions

WORKFORCE West Virginia system.

Action Steps:

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

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

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

Build stronger collaborations and levels of awareness between theWORKFORCE West Virginia system and other local community entities. In 2007, the Workforce Investment Board began restructuring the one-stop model

and began implementation of a Transformational Series to more effectivelyintegrate the services and partners.

Actions to Date:

The vision and goals of the Region 1 Workforce Investment Board have been sharedwith all one-stop partners. The manager of the system provides monthly updates to theWIB Committee responsible for the operation of the centers, providing information onthe activities of the Centers as they address the specific vision and goals of the WIB.The WIB continues to commission data and reports on the state of the region as relatesto workforce issues. These reports are reviewed by WIB members and staff, and

recommendations are implemented to address workforce needs of both the employercommunity and the job seeker. Implementation of specific strategies and / or programshave included addressing the career-readiness of youth, individuals with disabilities, thedislocated worker, employees affected by declining industries and occupations andaddressing the needs of employers who require a higher-skilled workforce in order toexpand their businesses.

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

As a direct result of the efforts to raise the level of service integration and quality in theregional workforce system, the National Workforce Association (NWA) presentedRegion 1 WORKFORCE West Virginia Career Centers with t