High Country Workforce Development Board
468 New Market Boulevard
Boone, NC 28607
(828) 265-5434
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Strategic Plan Update, 2008 - 2011
Building an adaptive workforce system to meet the demands of a globally competitive economy
The High Country Workforce Development Board is committed to building a skilled workforce that supports regional
business competitiveness. The Southern Growth Policies Board 2007 Report on the Future of the South describes
key challenges for the region, including the increasing demand for skilled workers in the global knowledge economy
and an ever-widening skill and academic achievement gap among today’s youth. The Board’s 2008-2011 Strategic
Plan Update sets the stage for advocacy and engagement around three broad goals that respond to these issues.
Our Values
The High Country Workforce Development Board invests in services to our communities with both passion and
compassion. We achieve our mission by setting and reaching meaningful goals while relentlessly striving to
improve services. We demonstrate our values through strong leadership, relationships, vision, imagination,
and unquestionable trust.
The Challenge
Between 2008 and 2011, jobs in the High Country’s seven-county region are expected to grow by 6%*. Yet by
all accounts, the demand for skilled workers outpaces supply in key industry sectors. The anticipated increase in
retirements as baby boomers leave the labor market intensifies the necessity to produce a workforce whose skills
match needs of business.
* Economic Modeling Specialists, Inc.
Our Response
The High Country Workforce Development Board’s strategic plan update builds on our earlier State of the High
Country Workforce Report and supports the NC Workforce Commission’s 2007 State of the North Carolina
Workforce Report. These and other findings remind us that our region must have skilled and productive people,
highly competitive businesses, and innovative ideas for continued success. Our goals and strategies are designed
to support regional business competitiveness by effectively aligning workforce resources to produce a skilled workforce.
Shared Vision
Having a shared vision is essential if our business, government, educational, and community leaders hope to meet the
economic challenges that face us. The consistent message from these leaders is that a skilled workforce is one of our
top priorities in achieving and maintaining global economic competitiveness. The High Country Workforce Development
Board has established three standing committees, each of which is accountable for one of the plan’s three goals. By
aligning our efforts with the NC Workforce Development Commission’s strategic goals and partnering with the broader
community, the Board will engage key stakeholders in achieving our mission.
The High Country Workforce Development Board’s 2008-2011 Strategic Plan Update provides the framework for
how we will achieve our mission. We need you, our community leaders, to help us carry out this plan. Our values and
priorities will guide us as we join you in continuing to build the region’s workforce skills and economic capacity.
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2008 - 2011
Goals and Strategies
Realizing our vision of a world class workforce for our region’s businesses
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Goal 1
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What do we want to accomplish?
Develop strategies which supply a qualified workforce to target industry sectors.
Committee: Quality Assurance
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What will success look like?
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Key business and industry sectors guide the design and delivery of workforce services to meet
specific needs and look to the High Country Workforce Development Board for support on significant
regional and multi-regional workforce issues.
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Businesses have confidence in the skills and work readiness of candidates referred from the public
workforce system, such as JobLink Centers, as evidenced by increased use of the system.
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Education and training institutions deliver training that meets local labor market demands to allow
the region’s residents to be prepared for and hired in high demand, high growth, family- sustaining
industry sectors.
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Locally significant measures are in place to determine system success and consistent quality of
demand-driven service.
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Goal 2
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What do we want to accomplish?
Maximize opportunities for the emerging workforce to obtain academic and skill competencies required by employers.
Committee: Youth Council
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What will success look like?
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Active collaboration with local secondary and post-secondary education systems is in place, as evidenced by
participation on Youth Council, Board workgroups, and in specific events such as summits, on-going partnerships,
and joint efforts.
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The number of WIA youth entering post-secondary education or other credential training is increased.
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Career awareness of students, parents, educators, and other decision-makers regarding emerging career
opportunities is enhanced.
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Participation of youth in school-to-work exposure connections is increased.
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Goal 3
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What do we want to accomplish?
Align resources to promote and support a seamless and effective workforce system for businesses and for the
emerging, incumbent, and transitional workforces.
Committee: Executive
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What will success look like?
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There is an increase in awareness of system services and recognition of the value of those services,
as evidenced by participation in public events, use of system services, increased participation by
new partners in JobLink Centers, and increased use of JobLink Centers by businesses and citizens.
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The High Country Workforce Development Board demonstrates active support of policies that promote
business competitiveness, self-sufficiency, life-long learning, and work readiness.
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Public officials and other key policy makers are informed about specific workforce needs of job seekers and
businesses, and engage the Board in policy-making decisions.
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A seamless regional workforce system exists with a clear point of contact for businesses and the incumbent
workforce, transitional workforce, and emerging workforce.
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