Located in:
- 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—
- b. State Operating Systems and Policies
The Unified or Combined State Plan must include a description of the State operating systems and policies that will support the implementation of the State strategy described in section II Strategic Elements. This includes—
- b. State Operating Systems and Policies
III. b. 4. B. Previous Assessment Results
For each four-year state plan and state plan modification, provide the results of assessments of the effectiveness of the core programs and other one-stop partner programs and Combined State Plan partner programs included in the Unified or Combined State plan during the preceding 2-year period (i.e. the 2-year period of the plan modification cycle), in accordance with methods described in 4(A). Describe how the State is adapting its strategies based on these assessments.
Current Narrative:
Program Year 2022 Annual Report provided here:
https://drive.google.com/file/d/1GKP4eeHtPO3ZLFVqKG-6JZ2yCUZ7MuSD/view?usp=sharing
Program Year 2021 Annual Report provided here:
2021 - 2022 Workforce Development Report for West Virginia provided here:
https://drive.google.com/file/d/1D3PgfE8xbrOd5c29iuFvlZ04ZF6NHKMv/view?usp=sharing
Report compiled biennially. 2023-2024 report not yet finalized.
West Virginia's WDS continuously adapts its strategies based on ongoing assessments and reviews of performance to ensure alignment with evolving economic conditions and workforce needs. These assessments involve comprehensive evaluations of factors such as labor market trends, industry demands, demographic shifts, and the effectiveness of current programs and initiatives. Based on these assessments, the WDS identifies areas for improvement and adjusts its strategies accordingly.
One key aspect of adaptation is identifying high growth sector strategies for high-demand occupations within the state's economy. By analyzing labor market data and conducting industry assessments, the WDS can prioritize training and education programs that align with these sectors, ensuring that job seekers are equipped with the skills needed for available employment opportunities.
Moreover, assessments help identify gaps in service delivery and areas of inefficiency within the WDS. This information allows for the reallocation of resources, restructuring of programs, or implementation of new initiatives to address these gaps and enhance service delivery to job seekers, employers, and other stakeholders.
The findings from annual reports, assessments, and the Department of Labor's Monitoring Report highlight the need for West Virginia to establish a unified and shared vision for workforce services provided to individuals and employers. This entails developing a cohesive framework that outlines the goals, priorities, and strategies of the WDS, ensuring alignment and collaboration among various stakeholders. Creating a shared vision requires fostering collaboration and coordination among various agencies and organizations involved in workforce development. This involves breaking down silos, sharing resources and information, and leveraging partnerships to maximize impact and avoid duplication of efforts.
Engaging stakeholders by soliciting input and feedback from across the WDS, including government agencies, employers, educational institutions, community organizations, and LWDBs, is essential for ensuring that West Virginia’s shared vision reflects the needs and priorities of all parties involved. This process includes the collaborative nature of the WIOA Combined Plan, rotating WVWDB meetings across the state to allow local workforce partners to participate and highlight areas, and the implementation of a No Wrong Door approach for all employers, workers, and job seekers. Effective communication and transparency are essential for building trust and buy-in among stakeholders. By having the Workforce Resiliency Office as the Governor’s voice in workforce activities and with workforce partners, West Virginia communicates the shared vision clearly and consistently, keeping stakeholders informed about progress, challenges, and opportunities. This shared vision allows for enhanced coordination, effectiveness, and accountability within the WDS, ultimately leading to improved outcomes for individuals, employers, and the state's economy.
The establishment of clear and measurable goals is crucial for defining the direction and focus of the WDS. The goals of expanding work-based learning; reducing barriers to sustainable employment; investing in high-growth strategies for key industries; and integrating and innovating service delivery are relevant for all workforce partners and individuals in West Virginia, creating a shared vision for all parties to work toward together.