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  • III. Operational Planning Elements

    The Unified or Combined State Plan must include an Operational Planning Elements section that supports the State’s strategy and the system-wide vision described in Section II(c) above.  Unless otherwise noted, all Operational Planning Elements apply to Combined State Plan partner programs included in the plan as well as to core programs.  This section must include—

    • a. State Strategy Implementation

      The Unified or Combined State Plan must include–

      • 2. Implementation of State Strategy

        Describe how the lead State agency with responsibility for the administration of each core program or a Combined Plan partner program included in this plan will implement the State’s Strategies identified in Section II(c). above. This must include a description of—

III. a. 2. B. Alignment with Activities Outside the Plan

Describe how the activities identified in (A) will be aligned with programs and activities provided by required one-stop partners and other optional one-stop partners and activities provided under employment, training (including Registered Apprenticeships), education (including career and technical education), human services and other programs not covered by the plan, as appropriate, assuring  coordination of, and avoiding duplication among these activities.

Current Narrative:

The West Virginia WDS extends beyond the core programs to include programs administered by numerous state agencies and quasi-governmental entities. With a market-based and customer-focused plan, LWDBs continue to refine and improve West Virginia’s structure for aligning core and optional programs under WIOA and other available resources to realize the state’s vision and achieve its goals. The WVWDB, which has representatives from all core and required partners, works diligently to promote alignment and collaboration across LWDBs and community organizations.

Specific collaborations among partner programs, beyond the high level strategic and planning efforts taking place through the interagency work group and WVWDB, include:

  • The DRS works extensively with education partners including Local Education Agencies (LEAs) to coordinate the provision of pre-employment and other transition services for students with disabilities. These partnerships align with the goals of reducing barriers to sustainable employment and expanding work-based learning. 
  • WIOA Youth service providers coordinate with LEAs, adult education agencies, county human service offices, county assistance office income maintenance caseworkers, EARN contractors, juvenile justice and local law enforcement agencies, local housing authorities, DRS, economic development entities and other community and faith-based organizations to ensure participants have access to all the services they need to be successful in training activities and find employment. These partnerships address the goal of reducing barriers to employment while addressing the strategy of several state goals to increase the workforce participation rate. 
  • DoHS encourages dual participation in SNAP E&T/TANF and WIOA. Case managers work directly with WIOA career specialists to provide aligned resources and avoid duplication of services. WIOA Youth are notified of opportunities to co-enroll in the TANF program and are also referred to the Adult Education program as appropriate. This work addresses goals of expanding work-based learning, increasing the labor force participation rate, reduction of employment barriers, and integration of service delivery.
  • The braiding of WIOA funded programs with other youth-directed state and local entities allows comprehensive services to be offered to all eligible low-income populations under WIOA. Available TANF funding supports WIOA year-round services and summer employment activities addressing state goals of barrier reduction and integrated service delivery. 
  • DoHS has issued 55 grants for the creation and development of Family Support Centers (FSC) across the state. These centers serve families with children up to 300% of the federal poverty level with services designed to help families overcome barriers to employment, enhance life skills, and connect with services such as SNAP E&T, ultimately enabling families to obtain self-sufficiency.
  • Adult Education applicants for services are required to describe how they will align services with local and state workforce development plans and how they will coordinate with other available education, training, and social services in the community. Strengthening the state’s vision of an integrated and innovative service delivery system.
  • Strengthening Career and Technical Education Act for the 21st Century (Perkins V) providers assist job seekers in identifying their interests and abilities and aligning skills needs with training and financial resources. Training is linked to the state’s high-demand jobs and is designed to lead to credential attainment. Credential attainment for high-demand jobs helps job seekers secure employment with family-sustaining wages.
  • The state co-enrolls all trade-impacted workers in the WIOA Dislocated Worker program to ensure all individuals receive the full range of available services and benefits to dislocated workers. Co-enrollment of WIOA/DW and TAA individuals maximizes the use of partner resources, improves the availability and consistency of services, and increases the opportunity for positive outcomes.
  • The Office of Adult Education works with staff from the West Virginia Schools of Diversion & Transition (WVSDT), the West Virginia Division of Corrections and Rehabilitation (DCR), and other education stakeholders to identify best practices to support the requirements of Section 225 of Title II.
  • WVSDT works closely with CTE, CTCS, DoHS and other partners to align its career pathways and reentry initiatives with on-going efforts in the workforce and education systems. These partnerships provide opportunities for offenders to enhance skills and earn post-secondary credentials. WVSDT has added reentry liaisons to their staff who work with individuals 30 to 90 days prior to their release date to ensure they have a career or education goal outlined and have partner connections made prior to reentry. These partnerships help work towards several state goals including increased work-based learning opportunity, barrier reduction, and service integration. 
  • DRS continues to build new and strengthen existing partnerships with the DCR, increasing and improving the agency’s involvement in reentry employment training to assist individuals with disabilities in the correctional system showing that service delivery can be innovative when integrated. 
  • WFWV is partnering with other agencies and programs that are focused on combating veteran unemployment while recognizing that the emerging needs of veterans and their families are unique. Eligible veterans are entitled to priority services. Public Law 107-288, Title 38, U.S. Code and State Legislation mandates that qualified veterans receive priority in all employment and training programs including: referral to jobs and job training programs, counseling, testing and job development assistance. Co-enrollment of veterans in core partner services is a priority.
  • DRS works to align its activities and services with other agencies, including WIOA partners. Because DRS provides services under an IPE, many alignment activities occur on the individual consumer level. DRS’ Client Services Manual Section 2501.3 requires VR counselors to assess and utilize, if appropriate, any third-party comparable benefits and services. For example, when DRS consumers choose to receive four-year and/or community college training, they must utilize grants and other non-loan resources prior to DRS providing financial support. 
  • DRS is mandated not only to coordinate services and resources with comparable services and benefits providers, but also to collect and report these data (any involvement with a comparable services benefits provider in approximately 30 service categories) to the federal Rehabilitation Services Administration at the individual consumer level. The collection, monitoring, and evaluation of these data allow DRS to ensure coordination and alignment is taking place across the state.
  • Staff members from WFWV and the WV Dept. of Economic Development participate in monthly meetings on Registered Apprenticeship Programs to ensure partners and employers are aware of their apprenticeship opportunities and the continuing successes that employers and sponsors are having with this vital learn and earn model. Encouraging LWDBs to utilize WIOA Incumbent Worker Training and Customized Training funds with other state program funds for employers to train their workforce. These key resources afford WV the opportunity to better align and leverage the WDS activities and both state and federal funding to serve individuals and employers, addressing all goals of the state’s strategic plan. 
  • SCSEP has developed strategies to improve services that includes the creation of a marketing campaign that not only disseminates information regarding SCSEP but also promotes the program at key meetings to educate organizations of the Mission and Vision. Reach out to hiring entities to discuss SCSEP, exchange information regarding eligible Older Workers with AJCs. Assist AJCs to become H.A., encourage cross training in training opportunities for enrollees, inclusion within the WIOA State Plan.  SCSEP will provide more incentives, such as drug screenings, criminal background checks for hiring entities. Develop relationship with State DoH to improve requirements for SCSEP target audience (i.e. Medicaid allotment of income). Revise goals with DOL to reflect actual program funding and increase funding to provide more training for enrollees. Increase H.A. recruitment for a variety of training opportunities (i.e., having all state agencies utilize the SCSEP program), partnering with local Correctional industries to minimize recidivism rate of seniors 55+ and finally, creating a virtual training platform to help most in need individuals. These recommendations will strengthen the SCSEP program within the State, affording not only potential and current enrollees’ opportunities, but also strengthening the organizations that work with the program. Regarding the long-term changes in the use of grantee and program operators to better achieve goals, the SCSEP network, with its sub grantees, continuously refines its expertise on the basic elements of job development by staying abreast of the many barriers that eligible enrollees face. By trying to alleviate these barriers, Sub-Grantees are continuously assessing skills of participants, revamping Individual Employment Plans, offering additional resources, preparing for exit, resume revamping through workshops and offering one-on-one interaction with SCSEP Staff. As new barriers arise, grantee staff will adapt and provide resources. 
  • The flexible funding that CSBG’s can provide gives the state an opportunity to address all goals with one partner.  Partnerships within the program help support childcare transportation, and financial literacy programs helping individuals address their barriers to employment.  These collaborations strengthen the network or resources available to job seekers, fostering a more integrated approach to workforce development.  By supporting local businesses, promoting entrepreneurship, and fostering economic growth, CSBGs create a stronger local economy, which ultimately leads to more job opportunities. The work to foster partnerships and promote community revitalization can help identify sector strategies focused on workforce development and economic growth in those communities 

Also, to ensure mandatory partners remain aligned to state goals and are actively involved in the progress of this plan, West Virginia has included the following statute in State Code:

WV State Code: §5B-2B-9. Coordination between agencies providing workforce investment programs, local workforce development boards and the Executive Director of WorkForce West Virginia-

(a) To provide ongoing attention to addressing issues that will build and continually improve the overall workforce investment system, the Workforce Investment Interagency Collaborative Team is hereby created. The team shall be the single state interagency source for addressing issues or concerns related to building and maintaining the most effective and efficient implementation of the federal Workforce Investment Act and the overall workforce development system in West Virginia. The team shall focus on how best to collaborate between and among the state agencies directly involved in workforce investment activities and shall develop a strategic plan to that end. The team shall serve as a forum for the board to seek information or recommendations in furtherance of its responsibilities under this article. Workforce West Virginia is the entity which shall convene the team at least monthly and shall provide administrative and other services to the team as the team requires.

(b) The team shall consist of members from each agency subject to the reporting provisions of section five of this article. Each agency shall appoint two representatives to the team consisting of the chief official of the department or division and the official within that department or division who is directly responsible for overseeing the workforce investment program or activities at the state level. A designee may be selected to represent a member appointed to the team: Provided that the designee has policy-making decision authority regarding workforce investment activities including program and fiscal issues. The team members have authority to make decisions on behalf of the agency at the level required for the team to address issues and advance system improvements.

(c) The team shall coordinate the development of a self-sufficiency standard study for the State of West Virginia. The self-sufficiency standard is to measure how much income is needed for a household of a given composition in a given place to adequately meet its basic needs without public or private assistance. Beginning on the first day of November, two thousand four, and every year thereafter, this study is to be reported to the Speaker of the House of Delegates, the President of the Senate, the Workforce Development Board and the Legislative Oversight Commission on Workforce Investment for Economic Development.

(d) Beginning the first day of January, two thousand three, in order to lawfully continue any workforce investment activities, any agency subject to the reporting provisions of section five of this article shall enter into a memorandum of understanding with the Executive Director of WorkForce West Virginia and any local workforce Development Board representing an area of this state in which the agency is engaged in workforce investment activities. To the extent permitted by federal law, the agreements are to maximize coordination of workforce investment activities and eliminate duplication of services on both state and local levels.

(e) No memorandum of understanding may be effective for more than one year without annual reaffirmation by the parties.

(f) Any state agency entering a memorandum of understanding shall deliver a copy thereof to both the West Virginia Workforce Development Board (WVWDB) and the legislative oversight commission.