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Plan: West Virginia PYs 2024-2027
Combined Plan C

Section: WIOA State Plan Common Elements

Narrative: III. b. 6. A. iii.

Published
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—

      • 6. Program Data
        • A. Data Alignment and Integration

          Describe the plans of the lead State agencies with responsibility for the administration of the core programs, along with the State Board, to align and integrate available workforce and education data systems for the core programs, unemployment insurance programs, and education through postsecondary education, and to the extent possible, the Combined State Plan partner programs included in this plan.  The description of the State’s plan for integrating data systems should include the State’s goals for achieving integration and any progress to date.

          Describe data-collection and reporting processes used for all programs and activities, including the State’s process to collect and report data on co-enrollment, and for  those present in the one-stop centers.    

III. b. 6. A. iii. Explain how the State board will assist the governor in aligning technology and data systems across required one-stop partner programs (including design and implementation of common intake, data collection, etc.) and how such alignment will improve service delivery to individuals, including unemployed individuals

View corresponding narrative from PYs 2020-2023

Current Narrative:

The WVWDB is fully committed to the goal of aligning technology and data systems across required one-stop partner programs, making it a priority at quarterly meetings to ensure progress is being made toward the governor’s vision. WFWV, DRS, and Adult Education are using aligned technologies and data systems, and the WVWDB continues to work within the framework of the WIOA legislation and federal guidance to improve service delivery by facilitating collaboration and coordination among relevant stakeholders, including government agencies, LWDBs, and service providers. This alignment requires designing and implementing common intake processes, data collection systems, and technology platforms to streamline service delivery and improve coordination among partner programs so that individuals seeking services will experience a more seamless and efficient process when accessing resources and support. 

In conjunction with the work and recommendations of the Blue Ribbon Task Force and following the No Wrong Door Initiative, a team from West Virginia is working through the Aligned Case Management (ACM) Institute (“the Institute”).  The Employment and Training Administration Office of Workforce Investment (ETA-OWI) is working to identify opportunities for improvement in the case management system by better understanding the first-hand experience of case managers and job seekers in the nation’s workforce development system. They engaged NASWA’s Workforce ITSC to provide a replicable framework and an on-demand toolkit of resources that reflects the shared System’s case management needs. As part of that engagement, West Virginia enrolled a team in the Institute to identify problems in the current state of case management the state would like to address.

Ultimately, the mission of this Project is:

  • To identify how professional staff and customers might make optimum use of No Wrong
  • Door to improve referrals and access to the full breadth of partner services;
  • To identify actions leaders and managers should take to support optimum utilization of
  • the tool;
  • To make recommendations on action steps and resources required to support the
  • successful deployment of No Wrong Door;
  • To discuss and identify opportunities, leadership might consider following the successful
  • execution of No Wrong Door to continue the longer-term effort toward better Aligned
  • Case Management in West Virginia.

From this collaborative work, a set of recommendations will be made to the WVWDB and the Governors that includes next steps and priority in the support of a better Aligned Case Management approach in West Virginia.  The first meeting of this leadership team occurred in April 2024. 

The WVWDB employs a multifaceted approach to support the governor effectively. Firstly, committee work serves as a cornerstone, allowing for in-depth exploration and discussion of pertinent issues. These committees, composed not only of WVWDB members but also of knowledgeable professionals, analyze data, assess current goals and strategies, and propose innovative solutions to address workforce challenges.  West Virginia will be transitioning to a new Governor in 2025 so this group will be essential in advising a new Governor regarding workforce initiatives and goals included in this state plan.  

Regular quarterly board meetings provide a platform for ongoing evaluation and refinement of initiatives. The Executive Committee of the Board provides a quick turn around for decisions and responses between quarterly meetings.  

The WVWDB is currently engaged in revising its policy framework. The Governor saw a need to better outline functions of workforce partners.  The WVWDB is using this policy work to respond to the Governor’s request.  Drawing inspiration from Virginia's established policy framework, WVWDB seeks to refine its own policies, utilizing Virginia's model as a reference point. This model serves as a foundational guide for delineating the functions over which the WVWDB exercises oversight. 

  • Section 100: State Governance
  • Section 200: Local and Regional Governance
  • Section 300: One-Stop Delivery System
  • Section 400: Programs and Services
  • Section 500: Performance and Accountability
  • Section 600: Administrative Provisions