Strategy Description:

While there are various efforts underway at the county, state and federal levels to improve workforce development programs, this area is so important in raising the economy and the overall quality of life in the region that it merits further attention. The strategy focuses on how to use existing labor resources more effectively and to integrate private companies more thoroughly and effectively into the training system.

In addition, there is an awareness of the need to expand the interpretation of "workforce development/investment" to include "quality of life" issues beyond employment and training. This broader interpretation of workforce development relates to the region’s ability to attract and retain a quality labor force that can meet the needs of industry. Components related to workforce and quality of life include education, housing, healthcare, transportation, and non-traditional child and/or adult care. Other components might include on-site wellness programs, volunteer incentive programs, etc. Responses to these needs might be from a broad community entity or industry-specific.

New data developed by the Knight Foundation released in September 2001 should be included into the resources needed to move forward this strategy.

Key Components:

• Endorse the current Workforce Investment Board programs.

Support the programs of the WIB including the two Centre County Career-Link Centers and monitor the program’s successes closely. Continue to advocate for greater alignment of workforce resources and support of regional efforts from state funds not currently earmarked for the WIB.

The Workforce Investment Act is scheduled for reauthorization by Congress in 2003. If the programs are successful, advocate for the continuance of the program at the federal level and to increase funding as appropriate. If the programs are successful, efforts should focus on enhancing the programs in the region through local resources or sponsors.

• Encourage use of existing resources and private incentives.

Since there is already in place a complete system (the Workforce Investment Board of Central Pennsylvania) to analyze employment and deliver training services, there is no need for additional bureaucracy to support this effort. If anything the overall goal for the region should be to use existing resources more effectively and to integrate private companies much more thoroughly into the workforce development system. The concepts discussed below could be integrated into existing programs:
 
• Link training programs to target marketing and business recruitment (see Strategy 17: Target Industry Analysis), perhaps using incentive programs to reward companies in target sectors for expanding.

• Develop a "satellite" training center for technology training, perhaps connected with the one of the target industries, possibly under the PSU aegis and with strong county backing.

• Develop programs to encourage home-based employment (see Strategy 26: Agricultural Diversification Promotion).

• Create a strong incentive program for private sector participation in work force development programs.

• Reallocate training funding to channel funds as private training grants rather than for program support, encouraging companies to do more of their own training or obtain training through private suppliers.

• Create "vouchers" for individuals to obtain training where they would like, from public or private sources in the area.
• Establish entrepreneur programs (see Strategy 20: Entrepreneurial Development).

• Work closely with public/private partnerships, organizations, or industry to enhance or create a "healthy work environment" for the region. Many issues beyond salary and training are key to a healthy workforce such as affordable housing, access to healthcare, recreational options, workplace enhancements, etc.
• Utilize current human resource agencies and innovative industry or private entities to identify needs and issues.

• Determine collaborative ways to meet the needs and to share information to make the resources available across the workforce.

• Determine the indicators for this strategy that will add "quality of life" issues.

This regional program should address the full spectrum of workforce issues. Since many employees commute across the region, a regional approach to certain issues such as health care, housing, and transportation is critical. Other issues related to training or on site needs may be industry sector or individual business specific.

Implementation:

Effective action will require close cooperation among training providers, local school systems, private businesses, and economic development professionals. The Central Pennsylvania Workforce Development Corporation (Lewisburg) and the Central Pennsylvania Workforce Investment Board should be the central actor in the process of strengthening this effort. Private entities for certain industry sectors can also provide training as it is identified, for instance the CCCVB will be developing a series of workshops for "hospitality training."

Close cooperation will also be required to meet other "healthy" employee needs. The key will be information sharing between the existing resources as well as the acceptance and recognition of individual efforts to meet the needs.

Indicators:

• Number of jobs created
• Sectoral distribution of jobs
• Average wage of new jobs
• Unemployment rate

There are federal funds currently allocated for the management and delivery of training programs. Local workforce resources can be further enhanced by cooperative efforts between the WIB and local and regional entities, such as CBICC. These cooperative efforts should focus on needs and identify cooperative strategies to address these needs.

Should the WIB not receive continued support, the region will need to provide training in the future. If this comes in the form of new federal/state programs, the region should act immediately to secure these programs. If not, the region should explore and support new ways to provide for a well-trained workforce as an internal program.

It is assumed that current or future human resource funding could be used to meet some of the "quality of life" needs and benefits. In other cases, organizational, industrial, or individual support from the community will fill these niches.