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TIMES WEST VIRGINIAN SUNDAY, MARCH 25, 2012 • WWW.TIMESWV.COM • 75¢

North Central West Virginia Energy & Industry High Technology Health Care

Education & Workforce Living Here

Whoʼs Who

Bonus Edition Vol. 112, No. 085-B

While hiring in local coal mines has slowed down recently, people in the industry are hopeful as they look toward the future. Consol Energy Inc. operates the Robinson Run, Loveridge, Blacksville, McElroy and Shoemaker mines in northern West Virginia. It also has Fola mine in the central part of the state and Miller Creek mine in southern West Virginia, said Lynn Seay, director of media relations for Consol.

— Page 3A

Coal Is Still King

When the United Hospital Center moved to a new $300 million facility in Bridgeport in the fall of 2010, it provided an opportunity for additional employment in some expected as well as unexpected ways. For one, the larger hospital requires more housekeeping staff to provide upkeep, noted CEO Bruce Carter, although the maintenance crew was not expanded by the same percentage as the hospital grew, which was from about 440,000 square feet at the Clarksburg site to 670,000 at the new location.

— Page 1C

Hospitals See Growth

SUBMITTED PHOTO

North Central W.Va. is home to The Job Creators

In the natural gas industry, especially with the Marcellus shale gas drilling boom, jobs come from companies that service the new drilling rigs, crews that bring in the materials, caterers that provide meals, and all other aspects of the work.

BY MISTY POE TIMES WEST VIRGINIAN

According to a 2009 study by the University of Utah’s Metropolitan Research Center, repairing roads and bridges generates 16 percent more jobs than building new roads for every dollar spent. Money for repairs goes directly into wages and materials as opposed to new roads, which often have a high start-up cost for buying property as well as time and money spent on planning — Page 6A

Investment in Roads

“On the Mon Power side, more familiar to the customers are the line crews and distribution people. That’s closer to about 500 who do the transmission and distribution. They’re the most familiar to our customers. You see them as meter readers or folks fixing the lines.”

That means employment for North Central West Virginians, Cerenzia said: behind the scenes and on the street.

— Page 1C

Generation of Power

FAIRMONT — Since 2008, when the “Great Recession” hit the nation and the unemployment numbers skyrocketed, there was something about West Virginia and specifically North Central West Virginia that was spared.

How did this area shelter itself from the storm?

Look at the hard numbers — in March, Marion County had a 6.5 percent unemployment rate in January, compared to 8.7 percent at the same time last year. The state’s rate is 7.9 percent, and the national rate is 8.3 percent. The rate for Monongalia County is the lowest in the state at 5 percent.

There has to be some kind of reason.

Money may not grow on trees, but the number of jobs grows when an area concentrates on economic development, takes advantage of opportunities in natural resources, and builds or rebuilds.

This section is devoted to The Job Creators. We take a look at some of the companies and their efforts to expand, the impact of hospitals and universities, coal and natural gas — as well as the companies that benefit from developing those natural resources.

If you build it, they will come — jobs, that is. Just in construction alone, whether it’s massive projects like the new Armed

SUBMITTED PHOTO

According to the 2011 “Coal Facts” publication by the West Virginia Coal Association, Marion County produced 11,368,503 tons of coal last year and had 1,200 direct employees in the industry. The estimated direct wages added up to $82 million and severance tax receipts were $2.2 million.

Forces Readiness Center on Fairmont’s East Side or the Biometrics Technology Center, an addition to the FBI’s Criminal Justice Information Services Division, or just simply repairing roads, there are large amounts of jobs that follow. According to a 2009 study by the University of Utah’s Metropolitan Research Center, repairing

roads and bridges generates 16 percent more jobs than building new roads for every dollar spent.

A major construction project just doesn’t lead to the kind of jobs where you wear a hardhat to work each day, but sustained

SEE JOB CREATORS, PAGE 2A

Job Creators PAGE 2A

SUNDAY, MARCH 25, 2012

jobs through the establishment itself. Consider West Virginia University Hospitals in Morgantown, which is planning a four-year, $280 million expansion that officials project will create 750 jobs. WVU Hospitals spokeswoman Amy Johns said those jobs will be part-time and fulltime nurses, clinical support staff, housekeeping, etc. In addition to those numbers, she added, the WVU School of Medicine is projected to hire 80 new faculty physicians, who are not employees of the hospital.

Another major project, the construction of a new USP Hazelton facility in Preston County could create up to 300 new jobs at the prison, in addition to the 500 people it currently employs.

Biosciences is sustaining 22,000 jobs in the Mountain State, making it one of the fastest-growing fields in the past five years.

Success stories, like Protea Biosciences based out of Morgantown, are making the high-technology sector a big employer.

“What started out 10 years ago, with a few workers in a small lab at WVU, has evolved into a global industry leader in the field of bioanalytics — the identification of the proteins and other biomolecules that are made by all living cells and life forms,” Protea founder Stephen Turner said. “Today, with 55 employees, more than 100 products manufactured here in West Virginia, sold to more than 400 customers around the world, Protea has great prospects for sustained, longterm growth and industry leadership.”

Then there are the jobs that are already here because of the resources that are here, too.

Time created the massive Marcellus shale reserve of natural gas that lies beneath the surface of West Virginia and other Appalachian states. We didn’t have to build it, but companies large and small are investing millions into rigs that will pull the gas trapped in the spongy stone below. And the economic impact has had a massive effect on the state’s workforce.

“Based on published reports, the direct investment in drilling alone will exceed $1.25 billion in 2012 in the Mountain State,” Dennis Xander, vice president of the West Virginia Independent Oil and Natural Gas Association, said. “That figure does not include the substantial investment in pipelines and processing infrastructure budgeted for 2012, which is expected to approach an additional $1 billion.

“We know about the obvious occupations available in the oilfield. There are drillers, truck drivers, bulldozer operators and the thousands that work for the companies that provide cementing and hydraulic fracturing services.

These folks, however, represent just the tip of the proverbial iceberg. There are thousands more working in other support functions that are not so obvious.”

But it’s not just extracting the gas that is fueling the economy — there are companies that benefit from the Marcellus shale boom, too.

For example, several companies, such as Baker Hughes, are planning expansions of their current Mountain State operations. Baker Hughes, a Texasbased oil and gas firm, announced a major expansion in North Central West Virginia.

The company intends to consolidate its operations into a site near Bridgeport, said Kathy Wagner, president of the Harrison County Chamber of Commerce.

“Baker Hughes is committed to West Virginia, where we have multiple facilities,” said company spokeswoman Pam Easton. “We purchased land in Bridgeport, where our intention remains to build a new facility once the market expands.”

And speaking of energy, the production of coal has a major impact on North Central West

TIMES WEST VIRGINIAN

CONTINUED FROM PAGE 1A

SUBMITTED PHOTO

Construction of the Biometrics Technology Center, part of the FBIʼs Criminal Justice Information Services Division, is scheduled to be complete in 2013.

The major construction project is fueling many jobs while itʼs being built, and sustaining even more once the facility is complete.

SUBMITTED PHOTO

ABOVE: Time created the massive Marcellus shale reserve of natural gas that lies beneath the surface of West Virginia and other Appalachian states. We didnʼt have to build it, but companies large and small are investing millions into rigs that will pull the gas trapped in the spongy stone below. And the economic impact has had a massive effect on the stateʼs workforce. RIGHT: MonPower, a division of FirstEnergy, displays a “now hiring” sign at its call center location on Fairmont Avenue. More than 1,700 employees work for FirstEnergy around the state, with 500 working for MonPower.

Virginia, too. Five local mines — Blacksville, Loveridge, Robinson Run, Shoemaker and McElroy — hired 504 new employees in 2011 between them. That’s 504 paychecks every week. That’s 504 trips to grocery stores, clothing stores, gas stations. That’s 504 opportunities to go to the movies, take the family out to dinner or splurge on a big-ticket item.

That’s 504 employees who are not only producing coal, but also are producing an economic impact on the communities where they live.

In Marion County alone, the West Virginia Coal Association says, there are 1,200 jobs within the mines, contributing $82 million in direct wages to our economy.

And then there’s what you do with the coal once it’s taken from the ground and processed — that’s sustaining jobs, too.

“Electricity contributes to the very health and well-being of the state’s residents because it is immediately available to hospitals, universities, public institutions and our communi-

ties,” said James Haney, president, West Virginia Operations of MonPower, the electric distribution business of FirstEnergy Inc. “Electricity makes good and higher use of the state’s natural resources like coal and natural gas, its waterways and, most especially, its people.

“And as one of West Virginia’s leading manufacturers of electricity, FirstEnergy strives through its regulated utilities, Mon Power and Potomac Edison, to provide our more than 500,000 customers here with a safe, steady and reliable flow of affordable electric power,” Haney said. “Our 1,750 West Virginia employees are committed to ensuring that happens daily.”

When you take all things into considerations, maybe it’s not such a mystery why North Central West Virginia fared so well during economic trying times over the past three years.

We are, after all, home of The Job Creators.

Email Misty Poe at mpoe@timeswv.com.

Coal hiring sees big spike in past five years TIMES WEST VIRGINIAN

BY JESSICA BORDERS TIMES WEST VIRGINIAN

FAIRMONT — While hiring in local coal mines has slowed down recently, people in the industry are hopeful as they look toward the future.

Consol Energy Inc. operates the Robinson Run, Loveridge, Blacksville, McElroy and Shoemaker mines in Northern West Virginia. It also has Fola mine in the central part of the state and Miller Creek mine in Southern West Virginia, said Lynn Seay, director of media relations for Consol.

While production has been reduced at some of the company’s mines in the country, West Virginia hasn’t been impacted too much yet and Consol is continually monitoring the domestic and international coal markets, she said.

Seay said hiring activities, which have been very busy up until this year, have been driven by the growth of the coal markets and the demographics of the coal miners. Some workers are retiring and need to be replaced.

Michelle Buczkowski, manager of talent strategies for Consol, reported that the company has hired at least 1,000 workers every year for the past five or six years. Consol brought on 1,504 new employees company-wide in calendar year 2010, and had another record year of hiring last year, with 1,551. After peaking, Consol has started to slow down.

With the coal markets and economic status, the company isn’t hiring as much now, but is still looking to fill the gaps left by the large baby-boomer population that is beginning to retire, she said. In its coal operations in 2012, Consol expects to hire a smaller number by company standards — between 500 and 800 people. All recruiting efforts are going toward its coal and gas operations.

SUNDAY, MARCH 25, 2012 PAGE 3A

In West Virginia, 75 workers were hired at Blacksville last year, bringing the total employees to 609. At Loveridge, there were 91 hires, which put the $ 1+;&8#$E$?#*6$@'&4'('.$R,,'8#$+,$T'(#&*G$9#./6"A$1.,#6:$`$!&.'('(4$ total workers at 709. Seventynine new people were brought on board at Robinson Run, !"RK#?A%?#R@ %%K<"TX!'>"?%% %%%%%%%%%%%%%%%%%%@RK making the total 619. The num!42-450L*.042%!4*5%!4:D*2C d dcA]ecAN]O NAePc bers for Shoemaker were 131 hired and 745 total, and R;@5+4C%!4*5%!4:D*2C N dOAOcVA\WO cVd McElroy hired 128 and had @5B%<92%!4*5%!4:D*2C,G%>?!, e ]AWcWAOe] cPO 1,017 workers altogether.

Mike Caputo, District 31 #5)Y%@2)+1CG%>?!, V PANNdAOee Vec international vice president of R0214%$41*2%!4*5%!4:D*2C P VA\O\ANVe edc the United Mine Workers of America, said the coal mining =+44B-%<92%R02021%!4:D*2CG%$$! \F VAeNVAWO\ ddd industry in North Central West Virginia is better than it has Z4[).%R02021G%$$! ] VAOdeANVV P]N been in a long time. @*-.)+2%#--4;0*.)L%!4*5%!4+D4+*.042 W eAWW\AP]P PcW “Right now, things are stable,” he said.

K64)20Y%!4*5SR*;%R02021G%>?!, c eAOWdAV]e PcW A lot of young miners have >2L)D)2L)2;)%!4*5%!4:D*2C dO eAOeWAWc\ e\V been hired in the past few years. <4;B-D+021%T)7)54D:)2.G%%>?!, dd NAcWdA\NP e]c “The last four or five or six #D41))%!4*5%!4:D*2CG%$$! dN NA]PcANN\ NOP years, it’s been pretty good,” Caputo said.

R*+\4+B%!4*5%!4:D*2C,G%>?!, de NAVW]APP] V]V While the mines had been R)..0B0%!4*5%!4:D*2CG%$$!%U(/V dV NAVNPAPcW NO\ hiring for a while, there’s currently a freeze and many coal R0L5*2L%'+*05%@2)+1CG%$$! dP NAeP\AN]e d\P companies aren’t bringing on >?<S(/%"D)+*.021G%$$! d\ NAN]NAWOe eP] new workers, he said. The problem is that the very mild !4*5%<07)+%R02021G%$$! d] NAOWWAPWP edP winter left a lot of coal stockWD))L%R02021G%>?!, dW dAcVOAOe] N]c piles out there, leading to cutbacks in hiring. The companies WD*+.*2%R02021%!4:D*2C,%T=#%R*::4.6 dc dAWV]AWd\ edV are waiting to see what will happen in the summer with the (45\%<92%R02021%!4:D*2CGG%>?!, NO dAWNVAPNP e\V coal they have.

Some of the mines went down to operating four days a week, which is better than layHires and total employees for CONSOL Energy’s Northern West Virginia mines in 2011: ing off people, Caputo said. He commended the coal compaLocation Hired in 2011 Total Employees nies for doing what they can to keep workers employed.

Southern West Virginia, Blacksville 75 609 however, hasn’t fared as well Loveridge 91 709 and has had some layoffs, he said. Hopefully the state will Robinson Run 79 619 have a hot summer and burn a lot of coal in order to get rid of Shoemaker 131 745 the stockpiles and put people back to work, but it’s hard to McElroy 128 1017 predict the future.

While the employment situaIn 2010 and 2011, some back into production and a lot company is also pulling more Pennsylvania started, tion is tough now, it’s not as bad as the difficult times faced unique things happened with of renovations were done, and experienced workers from its Buczkowski said.

Consol’s mining operations. 400 people were hired there talent pool to get the new 2011 was a great year for Shoemaker mine was brought over the past two years. The Bailey Mine Expansion in Consol, she said.

SEE COAL, PAGE 4A

U.&4#*6$?#*6$@'&4'('.$-+./$-+D2.('#*$E$NOdO

PAGE 4A

SUNDAY, MARCH 25, 2012

TIMES WEST VIRGINIAN

Coal

3

CONTINUED FROM PAGE 3A

I C65-

in the â&#x20AC;&#x2122;80s and â&#x20AC;&#x2122;90s. Those decades were slow for the coal industry, and not much hiring took place during about a 25year span, Caputo said. â&#x20AC;&#x153;We missed pretty much an entire generation of miners,â&#x20AC;? he said. â&#x20AC;&#x153;If you look at any of the big operations around, thereâ&#x20AC;&#x2122;s a huge age gap.â&#x20AC;?

At most mines, there are many workers in their 50s or 60s who may retire soon, as well as a huge group of miners in their 20s, Caputo said.

The West Virginia Office of Minersâ&#x20AC;&#x2122; Health, Safety and Training knows from its inspectors that some of the coal mines are cutting back because of the coal market and that the industry is pretty bleak right now, said Eugene White, deputy director of the office.

When cutbacks occur, the agency tends to see more applications for employment.

During these slow down times, the office tries to focus on the operations that are running.

The staff will revisit mines, make more contact with the miners, and do special projects.

Bill Raney, president of the West Virginia Coal Association, agreed that hiring is pretty difficult right now, especially in these uncertain economic times.

Thereâ&#x20AC;&#x2122;s still a substantial need for more workers because many miners are getting older and wanting to retire. That typical attrition is going to take place, and hopefully the young miners can move up the scale and gain more skills, he said.

For the past couple years, there have been efforts to bring on new apprentice miners, or red hats, and also to welcome back experienced miners who left the industry for some reason, Raney said.

He said the market is so soft, partly because the federal government is not issuing permits in a timely and predictable manner. Mine plans are stacked up, and companies are continuing to operate in higher-cost situations that they hadnâ&#x20AC;&#x2122;t predicted.

The mild weather in the winter was also an issue, and the cheap natural gas prices have had an impact on the demand as well, Raney said.

He said he looks at the industryâ&#x20AC;&#x2122;s future with both caution and optimism, and hopes

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for a hot summer and an export market that is as vibrant as it has been in the past year. Of course, things like the weather, the world economy and the federal governmentâ&#x20AC;&#x2122;s actions canâ&#x20AC;&#x2122;t be controlled. â&#x20AC;&#x153;Youâ&#x20AC;&#x2122;re always cautious because there are so many moving parts that are involved,â&#x20AC;? Raney said.

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resurgence of the industrial users, which will also increase the demand for coal.

According to the 2011 â&#x20AC;&#x153;Coal Factsâ&#x20AC;? publication by the West Virginia Coal Association, Marion County produced 11,368,503 tons of coal last year and had 1,200 direct employees in the industry. The estimated direct wages added up to $82 million and severance tax receipts were $2.2 million.

Monongalia County produced 9,811,654 tons of coal last year and had 1,239 direct

Harrison County produced employees in the industry. The estimated direct wages added 587,702 tons of coal last year up to $84.8 million and sever- and had 100 direct employees ance tax receipts were $2.2 in the industry.

The estimated direct wages million.

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Email Jessica Borders at jborders@timeswv.com.

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Higher education economic impact worth billions TIMES WEST VIRGINIAN

BY KATIE WILSON TIMES WEST VIRGINIAN

FAIRMONT — The state’s colleges and universities helps expand the job market in many ways.

First of all, colleges and universities create jobs just by existing. There are professors who teach the students, folks to supervise residence halls, cooks for the dining halls, and maintenance people to keep everything clean and landscaping trimmed.

While those jobs are important, it’s the other work they do that helps even more.

An economic impact study released in May 2010 by the West Virginia Higher Education Policy Commission and the Bureau of Business and Economic Research in West Virginia University’s College of Business and Economics found that the state’s four-year public colleges and universities generated $7.9 billion in business volume and 40,600 jobs in the state during fiscal year 2008, according to Amy Pellegrin, spokeswoman for Fairmont State University.

According to that study, FSU provided a total business volume impact of $423.8 million on the state’s economy. For fiscal year 2008, state appropriations to FSU totaled $20.4 million, which means that every dollar the Legislature spent on the institution turned into $20 in the state economy.

“As West Virginia’s third largest university, Fairmont State University provides significant return on the state’s investment. More than 90 percent of FSU’s students are West Virginia residents. As of the fall of 2011, FSU students hail from 54 of the state’s 55 counties.

FSU remains one of Marion County’s top employers with 418 full-time and 187 part-time employees. More than 85 percent of FSU’s graduates report that they live and work in West Virginia. Fairmont State has a long history of training the state’s teachers, and the majority of our nursing graduates contribute to the state’s healthcare workforce. The University is committed to cultivating and strengthening the educational, economic and cultural wellbeing of our region.”

West Virginia University’s research initiatives are creating products and procedures that can be used in the private sector.

As the technology is developed and the workforce is trained at the universities, companies are frequently created nearby to take advantage of the close proximity to the source.

In 2008, the state created the West Virginia Research Trust Fund, dubbed the “Bucks for Brains” initiative. The project was announced in then-Gov. Joe Manchin’s State of the State address. An initial investment of $50 million was put into the fund, to be split between WVU and Marshall.

The Research Trust is the single largest research-based initiative in the state’s history. The Research Trust is the newest incarnation of the Research Challenge grants, which were developed in 2002. That program took video lottery proceeds from the state’s racetracks and put them toward research at the universities.

The first six projects at West Virginia and Marshall universities financed by Research Challenge grants helped leverage more than $20 million in

SUNDAY, MARCH 25, 2012 PAGE 5A

The Job Creators: Higher Education

The stateʼs colleges and universities fill a big role in the stateʼs job market.

• According to a recent study, FSU provided a total business volume impact of $423.8 million on the stateʼs economy.

• Universities like WVU perform research that develops technology that can be used by governments and private industry.

• Universities also train the workforce, providing skilled labor.

• Community and technical colleges partner with industries to tailor programs to provide workers with skills they need.

• All those efforts add up to better-paying jobs for West Virginians.

external funding and start five companies with projected revenues of $124 million over five years, according to the report by the commission’s Division of Science and Research.

Two of those companies — Protea Biosciences LLC in Morgantown and Vandalia Research Inc. in Huntington — expected to hire 295 employees over the next five years, the commission said in a 2008 news release.

The money also helped lead to five patents and 10 patent applications.

In January 2012, WVU announced it had reached the target of $70 million under the “Bucks for Brains” initiative and had exhausted the state’s current available dollar-for-dollar match.

“I want to thank our donors for their incredible support over the past few years,” WVU President Jim Clements said.

“Through their generosity, in tough economic times, WVU has built a strong foundation of support for projects that directly help the state, as well as provide opportunities for undergraduate and graduate students to participate in world-class research with the highest caliber faculty and research staff at WVU. “I also want to thank all of the state and university leaders who made the program possible. Our university, and West Virginia, is a better, stronger place because of their efforts.

We have more donors ready to participate, so we are hopeful of continued support from the Legislature for this economic development and research initiative.”

According to information from WVU, from March 2008 through December 2011, the WVU Foundation received $35 million in gifts and pledges under the RTF program. The program has resulted in 160 separate endowments being created, resulting in $70 million in combined funds. The money is invested long term with the interest used to fund the various research programs and initiatives set up by donors.

“We are hopeful that the state can identify additional funding for the Research Trust initiative. The state, the university and the donor are all winners with additional RTF funds,” said Lyn Dotson, WVU Foundation senior vice president for development.

While the state’s universities are building new technology and procedures, they’re also training workers. And the state’s community and technical college system is on board with helping West Virginians move

from the classroom to the workplace.

Paul C. Schreffler, vice president for workforce development at Pierpont Community & Technical College, said educational institutions, like Pierpont, contribute mightily to the job market.

Community colleges work to fill the gaps in the workforce for employers.

“Employers need competent people with skills, knowledge and a good attitude,” he said.

There’s a wide range in the job market, from energy, industry, business and service sectors. At Pierpont, they work to identify those needs for different industry sectors. For example, there’s a core set of skills needed in the manufacturing industry, Schreffler said. So Pierpont works to develop programs around those skills so there are workers available who can do the job.

Communication between the college and industry is key, he said.

Sometimes an industry comes to Pierpont to fill a need and they respond to those needs.

In February, Pierpont President Doreen Larson and James Haney, president of West Virginia Operations for FirstEnergy, formally signed a memorandum of understanding to establish an associate of applied science degree in electric utility technology, or EUT, through the Power Systems Institute program.

Dr. Gerald Bacza, dean of the School of Business, Aviation and Technology, said Pierpont previously made a similar agreement with Allegheny Energy to develop a program that trains operators to enter the power plant industry. The fourth group of students is currently going through the Power Plant Technology program, which has been successful, and the college is excited to have another opportunity like this with FirstEnergy.

For the two-year associate degree program in EUT, Pierpont will provide the classroom and laboratory requirements and FirstEnergy will provide the technical expertise.

Each week, students will spend half their time on general education courses and the rest of their time on specific work to prepare them to become line workers or substation electricians, he said.

Cooperation between business and higher education is very important, Schreffler said.

Pierpont’s academic departments have advisory committees, in which people from business communities participate. Those contacts help shape the programs, letting the school know what skills are needed on the job. Those partners are key.

They help Pierpont and other higher education institutions focus on providing graduates who meet the needs of industry.

That means more West Virginians have better-paying jobs so they can provide for their families.

“Keeping up with changes can be difficult, but it’s a matter of building and maintaining relationships,” Schreffler said.

“The businesses tell us what the needs are and we track economic data statewide.

“Ultimately, a good-paying job is what it’s all about. And people with appropriate skills are needed to fill them.”

Email Katie Wilson at kwilson@timeswv.com.

PHOTO BY DANNY SNYDER

Dr. Doreen Larson (left), president of Pierpont Community & Technical College, and James Haney, president of West Virginia Operations for FirstEnergy Corp., sign a partnership agreement to develop an electric utility program in Fairmont.

SUBMITTED PHOTO

Fairmont State University is giving students the background they need to succeed in the workplace. According to a recent study, FSU provided a total business volume impact of $423.8 million on the stateʼs economy.

PHOTO BY DANNY SNYDER

Pierpont professor Dr. Jerry Bacza works on a project with student Kwame Govine.

Community and technical college programs, like Pierpont, help train workers for the field.

Investment into roads leads to job creation PAGE 6A

SUNDAY, MARCH 25, 2012

TIMES WEST VIRGINIAN

BY JONATHAN WILLIAMS TIMES WEST VIRGINIAN

FAIRMONT – All roads lead to Rome, or at least they used to.

The Roman legions are well remembered for conquering the better part of the known world.

What’s less well-known is that a corps of engineers traveled with the legions, building forts and defensive structures — and most importantly — roads leading back to their mother city as they traveled.

Whenever a new city fell to the Romans, it was swiftly connected to the extensive road system, hence the phrase.

Having its territories connected made it easier for Rome to keep its subjects under control, but it also opened the door for a flourishing economy, allowing merchants to travel safely and quickly between areas that had previously been separated by miles of inhospitable terrain.

In short, the Romans recognized the value of roads to keep the empire strong. West Virginians understand the same lesson, but maintaining our highways and continuing to expand will prove a challenge in the coming years.

First, it is important to note that while building roads is a job creation tool, maintaining roads has an even more positive effect on a state’s economy. According to a 2009 study by the University of Utah’s Metropolitan Research Center, repairing roads and bridges generates 16 percent more jobs than building new roads for every dollar spent. Money for repairs goes directly into wages and materials as opposed to new roads, which often have a high start-up cost for buying property as well as time and money spent on planning.

The study also showed that investing in roads and public transportation in areas with high unemployment can produce more than two and a half times the jobs that would be produced by investing in more affluent communities.

Second, poorly maintained roads actually cost taxpayers money. According to the American Society of Civil Engineers, whose last report was published in 2009, American highways receive an average grade of D minus. This leads to wear and tear on vehicles over time.

Roads degrade over time due to usage and weather. They are used in every season and seasonal maintenance is of the utmost importance.

In winter, if there is snowy or icy weather, the roads need to be cleared through plowing and dropping a mixture of salt and cinders.

In the spring, summer and fall, there’s a standard paving and repair cycle. Roads are regularly patched and resurfaced.

There’s more to road maintenance than just asphalt.

The West Virginia Department of Highways (DOH) also mows along the sides of the road, so drivers can see around the curvy West Virginia roads.

A major part of the DOH’s work is maintaining Interstate 79, which is a major artery.

These days, I-79 has more traf-

PHOTO BY DANNY SNYDER fic on it than could have been Road construction and maintenance leads to job creation and retention. Studies have predicted in the past.

“We have an astronomical shown maintaining roads is cost-efficient and leads to economic development. amount of traffic on 79,” said Greg Phillips, manager of WV The Job Creators: Road Construction DOH District Four. “It’s a gateway from Canada to Florida.”

• According to a 2009 study by the University of • Interstate 79 is a major artery and experts in the WVDOH District Four Utahʼs Metropolitan Research Center, repairing past couldnʼt predict the heavy amount of traffic the includes Marion, Harrison, roads and bridges generates 16 percent more jobs expressway sees today.

Monongalia and Preston counthan building new roads for every dollar spent.

• Roads are generally paid for through gasoline taxes, ties. Phillips said that’s about • Poorly maintained roads actually cost taxpayers but with more fuel-efficient vehicles, governments 6,000 miles of roadway to need to find alternative ways to make up the gaps money. oversee. in funding.

• Roads degrade over time due to usage and weather.

Phillips said “snowbirds” — folks fleeing cold temperatures in the northern United States and Canada — regularly use I79 to travel south because there’s less traffic on it than Interstate 95. There’s also increased truck traffic on the road for the same reason, because there are fewer delays on I-79.

SEE ROADS, PAGE 7A

PHOTO BY DANNY SNYDER

Sometimes, roads need a new coat of asphalt. Last fall, the City of Fairmont was able to pave several miles of road, including this stretch on Big Tree Drive.

PHOTO BY DANNY SNYDER

The Gateway Connector has changed the way Fairmont looks and the way people drive into town.

Roads

TIMES WEST VIRGINIAN

SUNDAY, MARCH 25, 2012 PAGE 7A

CONTINUED FROM PAGE 6A

“The amount of traffic on I79 supersedes what we ever expected,” Phillips said. “It’s one of the busiest interstates on the East Coast.”

That takes a lot of maintenance in the spring, summer and fall, and even more plowing and treating in the winter.

The DOH is mandated to keep I-79 open every day, regardless of weather.

Phillips said the state’s roads are a very importent driver of economic development and tourism.

“Hundreds of thousands of people come to look at the leaves when they change.

Hunters come from all over the world for our game,” Phillips said. “If we don’t keep the roads up and a good business atmosphere, they won’t come.”

“No one talks about good roads; they talk about bad ones,” said Delegate Mike Caputo (D-Marion). “When folks don’t remember that a part of their journey was on horrible roads, it helps in the long run, big time.”

Keeping the roads maintained is important not only to attract visitors, but also to attract businesses, who rely on well-maintained roads to ensure that they have access to consumers.

Finding the funding to even maintain what we have, though, will likely prove a struggle.

Transportation Secretary Paul Maddox testified to the state House of Delegates earlier this month that the state will be facing a budget shortfall of nearly $1 billion a year just for maintenance. That’s assuming that federal funding remains steady, which is not a guarantee.

Sen. Jim DeMint (R-S.C.) has proposed amendments to transportation bills before the Senate that would cut the federal gasoline tax of 18.4 cents per gallon down to 3.7 cents per gallon in five years. The proceeds from the gasoline tax are distributed to state transportation divisions for maintaining federal highways and infrastructure.

While DeMint’s and others’ amendments have not yet succeeded, Maddox said that there is a very real danger that West Virginia will lose some portion of federal funding. The Republican-backed H.R.7 — American Energy and Infrastructure Jobs Act of 2012 — would cut funding to the state by 20 percent if passed, he said.

The reason for the shortfall on the state level can be explained by a few factors. On average, West Virginians pay a total of 51.8 cents on the gallon when federal, state and local gasoline taxes are added and averaged, the eleventh highest in the nation according to the American Petroleum Institute.

While high, a continued rise in fuel efficiency for vehicles means that consumers are slowly but surely using fewer gallons to travel greater distances.

This cost-saving may feel great at the pump, but federal highway budgets are feeling the pinch. And raising the tax on a federal or state level, especially when gas prices are high due in part to instability in the Middle East and increased demand in growing markets like China and Brazil, borders on political suicide.

These high gas prices are yet another reason for decreased gasoline consumption and, by extension, falling highway revenues. The U.S. Energy Information Administration shows that the “weekly product supplied,” a measure of barrels of oil sold in the U.S., has PHOTO BY DANNY SNYDER indeed slipped over the last couple months. People have to The Gateway Connector was a project that was in the works for more than 10 years. The job brought many construction drive to get to work and shop jobs into town. for essentials, but they seem to be finding ways to cut down on unnecessary trips and mileage.

Once again, this decrease in miles driven and gas consumed hurts highway funding, which comes predominately from gasoline taxes.

Finally, bad weather has contributed to declining road quality. While this past winter was mild, unseasonal floods and tornadoes have wreaked havoc on West Virginia roads, particularly in Marion, Lincoln and Wayne counties this year, and years past have had freezing winters.

These weather conditions affect roads adversely. Water makes its way into cracks in the road surface and freezes, expanding and causing more damage. Rapid flooding can wear the surface of the road away and in extreme cases wash away asphalt and bridges, to say nothing of tornadoes’ devastating effects on homes, businesses and roadways.

Phillips said the storms on Feb. 29 damaged more than homes and businesses. They damaged the state's roads as well. At this time, almost all road construction projects are on hold while the DOH determines how extensive the damage was and figures out how much it will cost to repair.

Some things, like regular ditch maintenance that had already begun, were pushed back to “square one,” leaving frustrated DOH employees and equally frustrated residents.

“We’re still determining what needs to be spent on damaged roads to bring them back up to standard,” Phillips said.

"I'm real proud of our snow removal and our core maintenance staff," he said. “It’s a never-ending job and they do it very well.”

Email Jonathan Williams at jwilliams@timeswv.com.

PHOTO BY TAMMY SHRIVER

Road maintenance is just as important as building new roads. Broken pavement, like this piece of Gaston Avenue, is an example of a road in need of some new asphalt.

TIMES WEST VIRGINIAN

SUNDAY, MARCH 25, 2012 PAGE 1B

Major gas boom ...

... leads to sustainable employment

PHOTO BY DANNY SNYDER

A convoy of about 10 trucks, carrying a large horizontal drill rig plus other equipment, travels through downtown Fairmont in December 2011 on its way to Energy Corporation of Americaʼs Marcellus shale wells in Mannington.

BY JESSICA BORDERS TIMES WEST VIRGINIAN

FAIRMONT — The major boom in Marcellus shale drilling has led to new, sustainable employment in the natural gas industry.

“Certainly we’ve seen growth in the development of the Marcellus shale both in terms of the acquisition of leases and the payment of lease payments as well as increased drilling that’s occurred as companies begin to develop the fields,” said Dr. Tom Witt, director of the West Virginia University College of Business and Economics’ Bureau of Business and Economic Research.

He said there has been a clear upswing in employment in the state due to this increased activity, and the longterm projection is for job growth to continue in the natural gas industry in general.

Right now, the industry is seeing a little bit of a bump in the road and hasn’t been as strong because of the dropping price of natural gas. But additional development should continue as the industry moves into the future, particularly if there begins to be an upswing in prices, which will provide more of an incentive and increase consumption, Witt said.

He said the natural gas jobs that have been created span from trucking and technical services to professional jobs.

Many of the positions being filled are different from what the region has typically seen in the industry and are very complex in nature. Community colleges are ramping up their training programs for the actual rig operators.

For the past four or five years, Pierpont Community & Technical College in Fairmont has offered a program that trains people for an entrylevel job, called floorhand or roustabout, on the drilling rigs, said Paul Schreffler, vice president for workforce development.

“It’s an interesting job,” he said. “It’s hard work. It’s out in all weather. It’s very well paid.

“The culture is one of ... working long hours and being away from home.

It takes a more independent person to be able to do that type of work.”

Schreffler said this weeklong class, which costs $600, is offered on an asneeded basis, typically once a month.

The next session starts March 26 in Fairmont.

The class, which follows the International Association of Drilling Contractors curriculum, provides an introduction to the industry and teaches students about the language, tools and equipment, and the process, he said. It focuses on how to do the job, environmental factors, work conditions and safety.

Students also gain hands-on experience at a simulator at the Fred W.

The Job Creators: Natural Gas

Training offered through Pierpont Community & Technical College for the natural gas industry:

• IADC (International Association of Drilling Contractors) Rig Pass — A $600, weeklong class typically offered once a month providing an introduction to the industry and hands-on experience.

• U.S. Department of Labor Employment and Training Administrationʼs ShaleNET grant training: A free, threeweek training in May that will include additional skills for oil and gas work.

PHOTO BY DANNY SNYDER

Chesapeake Energy was one of more than 250 vendors that participated in the first West Virginia Oil and Gas Expo in October 2011 at Morgantownʼs Mylan Park.

Eberle Technical Center in Buckhannon. Those who complete the training receive an entry-level certificate called the IADC Rig Pass, which many companies require for a worker to go on site, Schreffler said.

He said Pierpont participated with the Community and Technical College System of West Virginia on a 2006 survey of the industry, and found that North Central West Virginia’s biggest need at the time was for floorhands. So Pierpont got involved and put the Rig Pass program in place, and close to 400 people have gone through the training.

People are typically able to get jobs very quickly after going through the program. A well site requires hundreds of people with different skill sets, and the jobs move as the rigs move from one place to another. In general, people aren’t as aware of the job opportunities in the oil and gas industry, Schreffler said.

In addition to the Rig Pass program,

Pierpont will start a free, three-week training in May that will include other skills for oil and gas work. This is part of the U.S. Department of Labor Employment and Training Administration’s three-year ShaleNET grant that will serve Pennsylvania, West Virginia, Ohio and New York.

As it works with the industry and identifies needs for sets of skills, Pierpont is also developing other programs.

“We continue to be involved with the state associations,” he said. “We work with their workforce committees and try to make sure we understand the needs of the industry, which are quite large.”

In the past, the West Virginia Oil and Natural Gas Association would often tell schools in the state about specific job skills needed in the industry, and those institutions would start programs.

But now, because of the Marcellus shale boom, WVONGA is working with schools to set up courses as fast as

PHOTO BY DANNY SNYDER

possible, said Corky DeMarco, executive director.

Just a few years ago, around 19,000 people were working directly and indirectly in the industry, but that number has grown to more than 30,000 today, he said. Even though drilling has cut back somewhat, infrastructure creation will keep things moving forward and employment will continue to increase.

“You’ve got a whole spectrum of jobs,” DeMarco said. “We’ve got jobs for all different kinds of people.”

The industry needs roustabouts, engineers, welders, surveyors, people to clear sites and everything in between, he said. Truck drivers are also in demand because of all the materials used in the drilling and pipeline process that must be transported. These positions fall into the category of industrial or vocational-technical jobs, and many pay very well and have full benefits.

While the industry has had to bring

Rayola Dougher, senior economic adviser for the American Petroleum Institute, and Michael McCown, SUBMITTED PHOTO vice president of Gastar Exploration Ltd. in Clarksburg, take a few minutes to speak before an Increased Marcellus shale drilling activity in the region informational meeting on Marcellus shale at the and state has resulted in job growth and additional training programs to fill the needs of the industry.

Bridgeport Conference Center in November 2011.

in some people from other states, companies want to employ West Virginians if possible, he said.

“We’re going to hire the local people if we can,” DeMarco said.

“There’s been quite an influx of companies that have opened operations and are drilling in West Virginia,” said Charlie Burd, executive director of the Independent Oil and Gas Association of West Virginia. “Every new company is additional jobs, and not only just direct jobs but indirect jobs, too.”

Jobs come from companies that service the new drilling rigs, crews that bring in the materials, caterers that provide meals, and all other aspects of the work, he said.

Burd said at this point, the industry has experienced an increase in the number of jobs. But with gas prices so low and companies potentially preparing to reduce operations because of their inability to cover costs, layoffs could result.

There’s no question that individuals from out of state are working in the oil and gas industry in West Virginia, just like any industry. But as the activity increases and there’s a demand for more jobs in West Virginia, the oil and gas industry wants to hire local workers, he said.

Some companies in the state have changed drastically over the years, going from having almost all out-ofstate workers to mostly local employees. Sometimes these types of jobs require a greater level of expertise, but at the same time workers are becoming more qualified to do those jobs, Burd said.

He said IOGAWV is working with the West Virginia Board of Education, the Community and Technical College System of West Virginia, and colleges and universities in the state to develop training programs for every level of work. The oil and gas industry is pretty cyclical, and IOGAWV wants to be prepared for the next level of growth in the industry.

Email Jessica Borders at jborders@timeswv.com.

Up to 400 jobs hang in balance for Highland PAGE 2B

SUNDAY, MARCH 25, 2012

TIMES WEST VIRGINIAN

BY KATIE WILSON TIMES WEST VIRGINIAN

FAIRMONT — There are many fields in the health care industry. While some doctors specialize in treating women’s issues or men’s issues, others work on the heart or the stomach. Still others treat the mind.

As with other hospital, there are a lot of jobs involved with running a mental health facility. There are folks to clean the rooms, nurses and doctors to care for patients, secretaries and cooks and orderlies. Before the facility opens, there are a lot of jobs involved, including hundreds of construction jobs.

Those are the kind of jobs that could be created if Highland Hospital receives final approval to turn the former United Hospital Center building into a mental health facility.

At the end of the first year of operation, Highland CEO David McWatters said there would be some 246 jobs at the facility. That staff would be phased in slowly and as more units open up, staff would be added.

He also anticipates some 100 educational jobs, mainly faculty and staff from area universities to train students in physicians and nursing programs.

“We believe the maximum workforce would be right around 400 jobs if we fill the facility,” McWatters said.

There are also the construction jobs to be considered. The former UHC would require some renovations before it can be converted for use as a mental health facility, he said. That includes items like upgrades to the utility system and redoing all the interior drywall with a heavier drywall material.

“There could be as many as 150 construction workers on site on a given day,” McWatters said. “The hospital is roughly 5,000 square feet, and we’d have to redo the whole inside.”

RENDERING FROM ZMM ARCHITECTS & ENGINEERS

RC General Contractors of Charleston is building Highlandʼs new hospital. ZMM Architects & Engineers designed the project.

About five years ago, Clarksburg city officials were faced with a problem. UHC was building a new facility and moving out of the old one.

While growth is a good thing, that leaves a large building sitting empty.

Enter Highland Hospital.

Highland applied for a certificate of need (CON) with the state’s Health Care Authority.

That CON is important because the project can’t go forward without it.

Fairmont General Hospital has protested Highland’s CON, appealing it twice. The most recent appeal took place in Charleston earlier this month.

Robert C. Marquardt, CEO of Fairmont General Hospital, previously has explained that he fears if Highland opens under the current CON, Fairmont General will lose revenue because of a reduced number of patients the hospital would receive through diversions from the two state mental hospitals, especially the nearby

William R. Sharpe Jr. Hospital in Weston.

Earlier in the year, Marquardt stated that Fairmont General gets about 10 diverted patients a day, and the state pays $700 a day for each patient, or about $2.5 million annually. Forensic patients are those who have been found mentally incompetent to stand trial for an incident.

McWatters, however, has asserted that enough patients exist for all facilities and that once Sharpe fills back up, Fairmont General would begin receiving the same amount of patients again.

While the CON was on hold, Highland mothballed the UHC building, and that is how it remains today.

The first hearing was held in February 2011, a year after Highland reached an agreement with UHC to purchase the building for $1. In September, the state Legislature appropriated $7.75 million to fund the diversion of forensic patients

out of the two state-operated mental health facilities. At that time, Highland changed its CON application and resubmitted it. A hearing on that request, with FGH protesting, was held in October.

In December 2011, nearly two years after Highland first applied, the CON was granted.

Marianne Kapinos, attorney for the WVHCA, said the CON was approved with some conditions, which include the standard request for revenue and expense information for the first three years as well as a request for a copy of a contract that Highland officials are negotiating with the U.S. Department of Defense for beds that can be used only for military personnel or veterans.

“There really aren’t any other conditions,” Kapinos said. “We just wrote into it that the veterans’ beds could only be used for that purpose. There was some concern on the part of other people that they might be used for something else.”

In December, FGH appealed the CON. A hearing was held March 13 at the Offices of Judges in Charleston with Martha Hill presiding. New evidence was not given but instead each side had an opportunity to clarify issues during the proceeding.

After Hill renders a decision, Fairmont General has 30 days to file an appeal if Hill upholds the CON, which Marquardt anticipates will be the case.

“I suspect we know what the outcome is going to be,” he said. “To our knowledge, there have only been three successful appeals that have been upheld in the history of the state’s CON program. You would probably come to a conclusion that the HCA ruling will be upheld most likely at this level.”

If the CON is upheld, Fairmont General will have 30 days to file an appeal, which first would go to a circuit court and, if necessary or requested, then to the state Supreme Court for a final decision.

Marquardt declined to indicate if any further appeals would be filed.

“I think we need to wait and see what the results are,” he said.

“The reason the holdup is so bad is that we can’t go to market to sell bonds to do construction work until after the entire appeal process on the CON is over,” McWatters said.

Selling the bonds could take up to nine months.

Highland is preparing to open a brand new facility in Charleston in July. It took a year to construct the new hospital and nine months to sell the bonds to investors, he said.

“Having it empty makes me nervous,” Clarksburg City Manager Martin Howe said.

“The longer it waits, there’s the fear that if Fairmont General continues the entire area will be left without the jobs and we’ll have an empty building.

It’s not just the economic

The Job Creators: Highland Hospital

Appeals and court proceedings have delayed the opening of Highland Hospital in the old UHC building in Clarksburg.

• The hospitalʼs certificate of need (CON) has been held up in proceedings for about two years.

• If the CON is granted, bonds can be sold and a $20-$30 million renovation of the building can begin.

• At full capacity, Highland Hospital could have as many as 300 jobs.

• About 100 educational positions for medical and nursing school faculty will also be available.

impact; there’s the social and health aspects of it. There’s a lot of people who need help.”

Howe said he’s as optimistic as he can be that Highland’s CON will be approved.

“It will be an overall benefit to the whole region,” Howe said. “It’s an anticipated 300 jobs with a payroll of $18 million. That will have a drastic impact, just as much or more than the oil and gas industry.”

Harrison County Chamber of Commerce President Kathy Wagner said she’s also hopeful that Highland receives the CON. “These are new jobs coming into the area,” she said. “I hope the decision goes in Highland’s best interest.”

West Virginia has two staterun mental health facilities, William R. Sharpe Hospital and Margaret MitchellBateman Hospital. Last year, the state Legislature appropriated $7,750,000 to fund the diversion of forensic patients out of the two state-operated mental health facilities into area hospitals.

Email Katie Wilson at kwilson@timeswv.com.

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Companies taking advantage of Marcellus shale boom TIMES WEST VIRGINIAN

BY KATIE WILSON TIMES WEST VIRGINIAN

FAIRMONT — For most families, it’s a job that makes the world go around. That job makes the difference between being able to provide for your family and struggling to put food on the table.

When it comes to jobs, the Marcellus shale development is predicted to be huge for the state.

Rayola Dougher, senior economic adviser for the American Petroleum Institute, said the advances in hydraulic fracturing have made drilling in the Marcellus shale possible.

Hydraulic fracturing actually began in the 1940s but it wasn’t until the past decade that technology had advanced enough for horizontal drilling, she said.

Until five years ago, Dougher said, the API was looking for ways to import natural gas from other countries.

But when the Marcellus boom began and researchers determined there was enough natural gas in the deposit to feed the country for another 100 years, the group’s focus shifted to creating industry standards and helping companies drill for gas the right way.

Starting a horizontal drilling operation is difficult and “messy,” Dougher said, with lots of heavy equipment being moved and roads that must be replaced. Once that well is in place, there’s enough gas to drill for 20-40 years, she said.

API has developed “Best Practices” for companies to follow to ensure they’re drilling safely and being good community citizens, she said.

At this time, the oil and natural gas industry supports 35,000 jobs in the Mountain State, according to information released by Just Beneath the Surface, and more than 7,000 new jobs can be created through Marcellus shale development.

Michael McCown, vice president of Gastar Exploration Ltd. in Clarksburg, said some of those jobs may be filled by out-of-state workers, but he’s OK with that.

“Thirty-five years ago, I was an out-of-state worker,” he said. “I stayed and raised my family here.”

Rob Allsop, chief of staff for Gov. Earl Ray Tomblin, said out-of-state workers are welcome for several reasons. First, as West Virginia’s population ages and retires, that leaves holes in the job market. In the next 10 years, West Virginia will need 20,000 more workers to fill that void, Allsop said.

Second, if West Virginians want their workers to be welcomed in surrounding states, this state needs to be good neighbors, he said.

Clarksburg City Manager Martin Howe said the oil and

SUNDAY, MARCH 25, 2012 PAGE 3B

The Job Creators: Baker Hughes

Oil and gas companies are making their mark on — and bringing jobs to — North Central West Virginia.

• Marcellus shale drilling has opened West Virginiaʼs already booming oil and gas market.

• Several companies, such as Baker Hughes, are planning expansions of their current Mountain State operations.

• Cities such as Clarksburg are already seeing economic benefits that higher-paying jobs bring, including increased traffic with shopping, dining out and hotel/motel stays.

• West Virginia has different types of natural gas.

gas industry has been good for his city, as well as Harrison County and the greater region.

“We’re finding these employees frequent a lot of the services and amenities throughout the community, gas stations, convenience and grocery stores, not to mention hotels and motels and restaurants,” he said.

There have even been some machine shops and car dealerships reporting increased sales and service contracts as companies look for equipment and trucks to haul it.

Out-of-state workers are certainly using those amenities, but as state residents pick up new and higher-paying jobs, they’re using those services as well.

Some companies that already have a presence in the Mountain State are planning expansions.

Baker Hughes, a Texas-based oil and gas firm, announced a major expansion in North Central West Virginia. The company intends to consolidate its operations into a site near Bridgeport, said Kathy Wagner, president of the Harrison County Chamber of Commerce.

“Baker Hughes is committed to West Virginia, where we have multiple facilities,” said company spokeswoman Pam Easton. “We purchased land in Bridgeport, where our intention remains to build a new facility once the market expands.”

According to its website, Baker Hughes has been in the business for more than 100 years and collaboration is the foundation of the company.

The company strives to listen to clients to understand their unique challenges and then develop solutions designed to help manage operating expenses, maximize reserve recovery, and boost overall return on investment throughout the life of an oil or gas asset.

With 57,000-plus employees

in more than 80 countries, Baker Hughes’ local geomarket teams work side by side with customers to engineer reliable application-specific products and services that create more value from the reservoir whether the application is deepwater, unconventional hydrocarbons or production and water management.

“We look forward to having those jobs here and working with Baker Hughes,” Wagner said.

She said the new site is planned to increase the company’s efficiency and effectiveness in the area.

Baker Hughes is one of several companies with a presence in the area who are planning expansions. Antero Resources, a Denver-based oil and gas firm, is preparing to expand here as well, Wagner said.

“Existing companies growing is just as good as new business coming in,” Wagner said.

“We’ll take that any day.”

She said gas companies are expanding to this area because the state has more “dry” natural gas.

“It’s my understanding that our area is pure dry gas,” Wagner said.

Out in areas like the state’s Eastern Panhandle, the gas is more “wet,” Wagner said, meaning there are other chemicals in the gas. Extracting and selling those other chemicals can bring in additional profits, she said.

According to Naturalgas.com, natural gas is considered “dry” when it is almost pure methane, having had most of the other commonly associated hydrocarbons removed. When other hydrocarbons are present, the natural gas is “wet.”

Right now, the cost of natural gas is down, so other areas of the state with the “dry” gas aren’t seeing as much benefit, she said. But once the price goes up, this area is poised to PHOTO COURTESY OF BAKER HUGHES see the benefits, she said.

Baker Hughes deploys an automated directional drilling assembly on a well in Canada.

According to Naturalgas.com, natural gas is a combustible mixture of hydrocarbon gases. While natural gas is formed primarily of methane, it can also include ethane, propane, butane and pentane. The composition of natural gas can vary widely.

In its purest form, such as the natural gas that is delivered to your home, it is almost pure methane. The distinctive “rotten egg” smell that we often associate with natural gas is actually an odorant called mercaptan that is added to the gas before it is delivered to the end-user. Mercaptan aids in detecting any leaks.

Ethane, propane and the other hydrocarbons commonly associated with natural gas have slightly different chemical formulas.

Email Katie Wilson at kwilson@timeswv.com.

PHOTO COURTESY OF BAKER HUGHES

Pictured is a gas well located in the Piceance Basin in the U.S. Rocky Mountain region.

LOCAL BUSINESSES

LOCAL

BUSINESSES

PAGE 6B

SUNDAY, MARCH 25, 2012

TIMES WEST VIRGINIAN

Biosciences sustains more than 22,000 jobs

PHOTO BY TAMMY SHRIVER

Lab technician Pamela Williams tests samples at the Protea Biosciences Inc. laboratory in Morgantown. Protea, the first biotechnology company to be formed in the state, is just one of many local companies that has sustained the nearly 22,000 jobs this $7.2 billion industry has created.

BY NICOLE LEMAL TIMES WEST VIRGINIAN

FAIRMONT — Anne Barth, executive director of TechConnect West Virginia, looks at major infrastructure projects throughout the country, such as the Research Triangle Project, and has one thought.

Why can’t it happen here?

She believes it can with the multitude of possibilities in an expanding bioscience industry.

“I think we’re just at the beginning and there’s a lot of potential,” Barth said.

“Infrastructure can happen anywhere. Biosciences can heal the world. It can see the world, and it can fuel the world, and it can fuel the world to develop biomass fuels, biodiesel, so to me it’s really an interesting sector. It’s really the future.”

Even Sen. Joe Manchin, DW.Va., who visited Protea Biosciences Inc. based in Morgantown, has said the laboratory could “change the health care industry and the world.”

A West Virginia University study conducted in 2006 is revealing a glimpse of its future.

According to the report released in 2008, the bioscience field was responsible for nearly 22,000 jobs and had transformed into a $7.2 billion industry within the Mountain State.

Since then, local professionals in the field have noted how the industry has sustained those nearly 22,000 jobs, with a large sum of the jobs being accounted for within Harrison, Marion and Monongalia counties.

As the need continues to grow in the industry, salaries reflect the potential in its job security. Census data indicates that new economy jobs — including biometrics, biosciences, advanced energy, and chemicals and advanced material — pay up to twice as much as service industry and 1 1/2 times as much as manufacturing.

Barth thinks those two aspects alone have stabilized the interest, if not increased it.

“They diversify the economy, and they expand the tax base as well,” Barth added.

One company in Morgantown has the products and services that allow scientists to study molecules more

The Job Creators: Biosciences

According to U.S. Census data, new economy jobs — biometrics, biosciences, advanced energy, and chemicals and advanced material — pay up to twice as much as service industry and 1 1/2 times as much as manufacturing. West Virginia has sustained 22,000 in the biosciences field.

thoroughly in order to collect more pertinent data. Started in 2001, Protea Biosciences Inc. was the first biotechnology company to be formed in West Virginia, and it’s right in the heart of Morgantown. There, the company provides innovation and expertise to support an undertaking of projects that study data with the goal of turning it into knowledge.

Alessandro Baldi, vice president and general manager of Protea, said there are 50 people employed at his location alone.

Nearly half of their employees have advanced degrees: 10 with a Master of Science degree and 14 with a Ph.D. in their respective field of study.

Looking at the industry as a pyramid, Baldi said academic research is at the top of the pyramid — the building blocks for the industry — with companies such as Mylan Pharmaceuticals at the foundation. After working in the biosciences industry since 1985, he has noted a lot of recent trends, especially with globalization, which he said has helped North America in terms of job growth.

“We are seeing that we are converging here in a lot of different sciences,” Baldi said.

“You are converging chemistry. You are converging biology. You are converging engineering. It’s all about this life science business, so it’s very active in many parts throughout the world.”

In Morgantown, Protea manufactures nearly 100 products that are sold to research companies worldwide. A solid customer base has also been established in New Jersey, due in large part to the proximity of the location.

Looking around the local area, Baldi has noted a pool of recruiting potential as well.

“I found in Morgantown, for example, it’s a very good area to recruit talents because we find here people that are coming out of WVU, Marshall

University and the University of Pittsburgh,” Baldi said. “So it’s a very good triangle to easily find excellent people. We are in a very strategic location.”

Other growing biosciences industries have established themselves to the point that they are worldwide names.

Mylan Pharmaceuticals, the largest U.S.-based manufacturer of generic pharmaceutical products in Morgantown, houses an extensive biosciences department, said Bryan Brown, executive director of the Bioscience Association of West Virginia.

“They are certainly a powerhouse in the life sciences pharmaceutical industry, and they contribute greatly to that WVU study,” Brown said.

Other opportunities for the life sciences industry are at the Mary Babb Randolph Cancer Center within the WVU Robert C. Byrd Health Sciences Center. Cancer research at all levels, including care and outreach, are provided at the cancer center.

The Center for Neuroscience integrates all neuroscience research activities across a multitude of laboratories throughout the WVU campus.

Research activities are coordinated among four primary research groups: the Sensory Neuroscience Research Center, Cognitive Neuroscience Group, Behavioral Neuroscience Group and the Neural Injury Group.

Brown said the bioscience industry is growing in large part because of the academic research, and that line of work and research doesn’t require leaving the state. So many opportunities exist within the tri-county area.

“We have researchers and graduate students at our state universities — West Virginia University, Marshall University and others — that conduct research and then worked to commercialize that research and look to take that research and convert it into a viable business opportunity.

Those projects, in addition to other research projects taking place, are the heart of research development. The discoveries that are made have potential to be converted into viable products.”

Biosciences and the life science industry is worth the investment, Brown said, especially when statistics from

recent studies speak for themselves.

“As West Virginians, we need to be in a position to promote policies that bring more intelligent research and doctor-

al students to the state to pursue their higher degree in hopes that they make these discoveries,” Brown said. “I am working with biotech companies in the state to grow their

businesses in the hopeful goal of leading a stronger, more vibrant West Virginia economy.”

Email Nicole Lemal at nlemal@timeswv.com.

Up to 300 new jobs come with Preston prison TIMES WEST VIRGINIAN

BY NICOLE LEMAL TIMES WEST VIRGINIAN

FAIRMONT — When a New Jersey facility was closed, officials were looking for a site to which they could move some of the inmates.

Among several locations for consideration was West Virginia. After scouting out a potential site for a penitentiary, it was decided that Preston County would house the new USP Hazelton facility.

Only a mile from the interstate, the location was ideal.

Hazelton had 1,000 existing acres available, which made it even better.

Now located in the mountains of Preston County and in the community of Bruceton Mills, the USP Hazelton facility is approximately 35 minutes from Morgantown, 45 minutes from Uniontown, Pa., and 45 minutes from Cumberland, Md. It consists of a high-security institution housing male inmates and a satellite camp that houses minimum-security male inmates, and also has a secure unit (SFF) that houses female inmates. The 650,000square-foot facility is comprised of one- and two-story buildings connected by a secure corridor and is arranged around a central courtyard.

Opened in 2004, the highsecurity penitentiary houses nearly 1,400 inmates. Inmate counts are done every Thursday, and according to Robbie Baylor, executive director of the Preston County Economic Development Authority, the numbers are relatively low for the penitentiary.

On the other hand, job growth is anything but low.

Construction on a new facility could create up to 300 new jobs at the prison, in addition to the 500 people it currently employs.

A Federal Corrections Institution (FCI) is anticipated to open by the end of the year, which is when job openings will be posted. The construction contract expires July 10. Lindal Construction Management from Springfield, Va., is the primary contractor.

And it’s attracting a lot of prospective employees.

“Jobs are always posted, and you may have somebody from another site wanting to come here because it’s a higher ranking position than the one they left,” said Sheila Shaney, director of the Preston County Chamber of Commerce. “We do know of some folks that have actually moved away and have just come back to the county because of their work in the prison.”

The $196 million estimated project is funded through federal money, which is a line item in the federal budget, Baylor said. Up to 1,536 inmates could be housed at the facility, which will also include a Unicorp factory.

“The federal prison is now the second largest employer in Preston County, even without the new construction, so obviously they’re bringing a lot of jobs to our area,” Baylor said.

That’s great news for Preston County, Preston County Commission President Craig Jennings said.

“It employs a lot of people, especially in the Bruceton Mills area,” Jennings said. “Of course, that is probably one of the fastest growing in the county, and it helps our tax base. The job growth there has been tremendous.”

Even now, the website almost always has job opportunities posted in a variety of specific sectors, such as medical jobs, clergy, teaching or guard jobs.

But more than that, the penitentiary is offering programs to inmates that provide real life skills, preparing them for entry back into society.

The Unicorp factories give

SUNDAY, MARCH 25, 2012 PAGE 7B

The Job Creators: USP Hazelton

• USP Hazelton in Preston County houses nearly 1,400 inmates.

• 500 employees currently work there.

• Up to 300 jobs could be created from the new Federal Corrections Institution (FCI).

“The federal prison is now the second largest employer in Preston County, even without the new construction, so obviously they’re bringing a lot of jobs to our area.”

ROBBIE BAYLOR, EXECUTIVE DIRECTOR OF THE PRESTON COUNTY ECONOMIC DEVELOPMENT AUTHORITY

inmates a chance to make textiles, and at the women’s facility, inmates are affiliated with a program called PAWS for People (Pet-Assisted Visitation Volunteer Services Inc.). Their mission is to provide elders, children and folks with disabilities an individualized therapeutic visit with their animals.

The paws4prisons SlammerDogZ program is a collaborative effort between the federal women’s prison, USP Hazelton and paws4people foundation of West Virginia and the Human Animal Bond Inc. that obtains specific dogs selected for screening for personality, disposition, temperament and trainability. The dogs are then trained to perform as educational assistance K-9 dogs or service dogs and can be used in education classrooms or when services are provided for individuals with physical, emotional or neurological disabilities.

Training is conducted by carefully selected and trained minimum security female inmates at USP Hazelton.

Inmates work under the supervision of the paws4people foundation of West Virginia and the Hearts of Gold Service Dogs but undergo a rigorous application process including a short resume. In addition, they must possess at least a GED or be within six months of completing their GED upon entry into the program, and also must have a minimum two years remaining in their sentence.

Inmates with a history of animal or child abuse or who have had a history of using a firearm do not qualify for the program.

A career day/job fair day is also held for inmates, in which the Preston County Chamber of Commerce will go in and participate in conducting mock interviews. Basic life skills are also essential. Shaney said the inmates may even need some help with their language skills.

“We just try to help them with the basic life skills, getting into how one takes care of a checking account, etc.,” she said. “We help inmates receive their GED and with whatever other everyday skills they may need a refresher or lesson.”

Those kind of efforts go a long way, Shaney said.

“I think that they are very dedicated in reaching out to the community as well as taking care of the inmates and trying to help them upon release to become productive citizens,” Shaney said.

Email Nicole Lemal at nlemal@timeswv.com.

Opened in 2004, USP Hazelton is expected to create up to 300 additional jobs with a new facility.

SUBMITTED PHOTO

PAGE 8B

SUNDAY, MARCH 25, 2012

TIMES WEST VIRGINIAN

Economic projects: It’s all about land

BY GEROGE HOHMANN CHARLESTON DAILY MAIL CHARLESTON — SHELL’S decision to look to Pennsylvania rather than West Virginia for its ethane cracker apparently boiled down to one factor: land.

It was reported that Shell wanted to put its multibilliondollar investment in Hancock County, which offered 250 acres. But Shell wanted 500 acres. The Mountaineer Casino, Racetrack & Resort occupies some of the additional acreage

that would have been needed in this state.

What a dilemma. The state depends on gambling money to meet its budget, so endangering Mountaineer Casino by forcing it to sell some property wouldn’t be an option. And locating a big chemical plant right beside a resort just wouldn’t work.

Pennsylvania didn’t have this problem. A zinc smelter currently occupies Shell’s preferred site near Monaca. The smelter already was scheduled to move.

The fact is, every time a huge project is up for grabs, West Virginia’s biggest challenge isn’t competitive taxes or political pull. It is a severe lack of large, ready sites.

In 2002, when Hyundai was looking to build its first vehicle assembly plant in the United States, West Virginia unsuccessfully tried to lure the company.

“I think the lack of a suitable site was the biggest detriment to West Virginia,” Steve Spence, director of the state

Development Office’s International Division, said at the time. Hyundai eventually settled on 1,744 acres in Alabama.

In 2006, West Virginia failed in its bid for a $1 billion, nextgeneration coal-fired power plant called FutureGen. Project managers wanted 200 contiguous acres. West Virginia offered a 397-acre site at Lakin in Mason County.

There were just two itsy-bitsy problems: W.Va. 62 and CSX’s railroad tracks, which bisect the

property. The state said the road and rail could be moved.

FutureGen’s managers said that wasn’t their idea of 200 contiguous, ready acres.

In 1996, Toyota was looking for about 200 acres for an engine factory. It looked like West Virginia might lose the plant when a farmer refused to sell his 100 acres near Milton.

The Toyota story had a happy ending when the company settled on a site at Buffalo.

Over the years Toyota has expanded its factory. At last

count, the company has invested a total of $1.3 billion at Buffalo and will have 1,200 employees there when the most recent expansion is complete.

In 2007 the state succeeded in landing the $3 billion Longview Power Station. The plant is on 272 acres north of Morgantown.

Looking ahead, the lesson seems to be: West Virginia can win if it can offer property that meets project needs. In a state where flat land is scarce, that can be a mighty big if.

State loses first cracker, hope for ‘downstream’ benefits LAWRENCE MESSINA ASSOCIATED PRESS CHARLESTON — West Virginia lost the battle to attract Shell’s multibillion-dollar chemical plant because of the costs of relocating a casino that occupies the company’s in-state choice for a site, sources told The Associated Press.

Shell announced plans earlier this month to build the so-called “cracker” plant in Monaca, Pa., about 12 miles from the West Virginia border. Two individuals with direct knowledge of the negotiations with Shell, but who were unauthorized to speak publicly about them, said the company’s preferred West Virginia location encroached on Mountaineer Casino, Racetrack and Resort.

Houston-based Shell, the U.S. subsidiary of Royal Dutch Shell PLC, is planning a facility that can convert or crack a byproduct of nearby Marcellus shale natural gas drilling into a widely used chemical compound The Mountaineer complex sits along the Ohio River in nearby Hancock County and includes a large, flat oval racetrack.

Besides the costs of building a new facility, Mountaineer would face a countywide vote on whether to permit its video slot machines and table games if it were required to relocate outside

of Hancock County. A new location may have also pushed Mountaineer into competition with one of the state’s three other racetrack casinos in Kanawha, Jefferson and nearby Ohio counties.

Emily Oberton, a Shell spokeswoman, said the company deemed several factors necessary for “a world scale petrochemical complex and potential future expansions.”

These included “good access to liquids-rich (Marcellus) shale gas resources, water, road and rail transportation infrastructure, power grids, economics, and sufficient acreage,” Oberton said in a statement. “The preferred site in Pennsylvania is near liquids-rich shale acreage and has superior transportation logistics.”

West Virginia Gov. Earl Ray Tomblin and Commerce Secretary Keith Burdette both declined to comment on any specific locations that Shell considered in West Virginia. AP has reported that Shell was looking at parcels near Mountaineer.

Tomblin did say Thursday that a company owned Shell’s preferred West Virginia site, while Burdette said securing that site for Shell would have required relocating its current occupant.

“At the end of the day, it was all about the site,” Burdette told The Associated Press.

“(The) absolute reality is that the entire region — 100 miles in any direction — is going to directly benefit from the location of those plants.”

— CHARLIE BURD, EXECUTIVE DIRECTOR OF THE INDEPENDENT OIL AND GAS ASSOCIATION OF WEST VIRGINIA

Tomblin and Burdette said they were disappointed with Shell’s decision, but the nearby location of the Pennsylvania site means West Virginians will likely help build and operate the facility.

West Virginia also is wellpositioned for the much-touted “downstream opportunities” that include jobs supplying the plant and making products from what it processes, they said.

“I believe West Virginia will benefit greatly, given the close proximity,” Tomblin told reporters.

Bill Maloney, Tomblin’s likely Republican opponent in this year’s gubernatorial election, blasted Thursday’s outcome.

“For months, Earl Ray Tomblin has said that this was his number one priority as Governor. Well, he failed,” the Morgantown businessman said in a statement. “This administration has done nothing to fix the fundamental problems that job creators face in West Virginia.”

Hancock County Administrator Chuck Svokas said he was “extremely disappointed” by the announcement.

“We’re somewhat deflated now,” he said, “and we have to figure out ... what do we do next?”

But Tomblin noted that the state remains in the running for at least one additional cracker plant. Administration officials have been negotiating with an as-yet-unidentified company that’s reviewing sites along the Kanawha River and in the Parkersburg area. Aither Chemical, meanwhile, has lobbied West Virginia officials for help building a smaller-scale cracker facility in the state. The South Charleston company is developing an alternative, less costly technology for cracking ethane molecules into ethylene.

A spokesman for Bayer Corp., which owns West Virginia industrial parks along the Ohio River, has also said his company has had discussions

with more than one company that’s interested in building a plant.

“There are other companies that are still looking to locate a cracker,” said Karen Price, president of the West Virginia Manufacturers’ Association.

“West Virginia has good sites, and the state is in good shape ...

The downstream opportunities will be there for West Virginia to grow our manufacturing base in the Northern Panhandle.”

But West Virginia aggressively sought to land Shell’s cracker.

The first bill to pass during this year’s legislative session was Tomblin’s proposal to slash property tax rates for 25 years in exchange for at least $2 billion worth of investment toward a cracker facility.

Pennsylvania offered 15 years of tax breaks, while Ohio also reportedly courted Shell with major incentives. Ohio Gov. John Kasich flew to Houston late last year. Tomblin traveled there in February after the Legislature approved West Virginia’s tax incentive.

“We worked very hard. We put together a very competitive package,” Tomblin said.

Charlie Burd, executive director of the Independent Oil and Gas Association of West Virginia, agreed that “all is not lost.” Burd pointed to a Toyota plant in Georgetown, Ky., as an

example of how a factory can spur jobs and prosperity far from its location. “(The) absolute reality is that the entire region — 100 miles in any direction — is going to directly benefit from the location of those plants,” Burd said.

Mike Dotson is a city councilman in Chester, W.Va., about 20 miles west of Monaca. He said his area is already seeing benefits from the booming gas drilling industry.

“It might be good for us being on the edge,” he said. That way, residents won’t have to deal with congestion, but could still benefit from new jobs and new customers for their local businesses. “And maybe people can still walk on the sidewalks.”

Rob Alsop, Tomblin’s chief of staff, said the administration’s goal remains harnessing interest in Marcellus shale to revive the region’s chemical manufacturing industry and spur other economic development.

He cited the legislation passed late last year setting regulations for drilling and operating wells in West Virginia’s share of this huge natural gas reserve.

“We want to see the petrochemical industry rebuild, and it’s going to take all three states to do that,” Alsop said. “We’re a step closer to that reality, and West Virginia is going to benefit from it.”

TIMES WEST VIRGINIAN

SUNDAY, MARCH 25, 2012 PAGE 1C

The Job Creators: Hospitals

United Hospital Center

• Added 100 jobs after moving from Clarksburg to Bridgeport in October 2010, from 1,800 to 1,900.

• Officials expect to add 15 physicians this summer after medical school graduation, up from previous years.

• Many new jobs concentrated in housekeeping as well as hospitalists, a growing field of physicians who only care for patients when they have been admitted to the hospital.

WVU Hospitals

• Expects to add 750 jobs after a four-year, $280 million expansion that will add 139 beds to the facility.

• The jobs are expected to be part-time and full-time nurses, clinical support staff, housekeeping, etc.

• The WVU School of Medicine is projected to hire 80 new faculty physicians.

Area hospitals see steady, major growth PHOTO BY TAMMY SHRIVER

Dr. Jessica Harvey, D.O., a hospitalist at United Hospital Center, listens to patient Eileen Altmanʼs heart during a visit. As a hospitalist, Harveyʼs job is solely to look after patients who have been admitted to the hospital who either do not have a family doctor or whose family physician does not have hospital privileges. The field is growing.

BY MARY WADE BURNSIDE TIMES WEST VIRGINIAN

FAIRMONT — When the United Hospital Center moved to a new $300 million facility in Bridgeport in the fall of 2010, it provided an opportunity for additional employment in some expected as well as unexpected ways.

For one, the larger hospital requires more housekeeping staff to provide upkeep, noted CEO Bruce Carter, although the maintenance crew was not expanded by the same percentage as the hospital grew, which was from about 440,000 square feet at the Clarksburg site to 670,000 at the new location.

“Maintenance didn’t increase as much,” Carter said. “The old building was very old. It was smaller, but it was coming apart. Everything was old and dilapidated. That takes more maintenance.

“When you get over here, everything is brand new, and it’s also now high-tech. We’ve jumped forward 30 or 40 years, with technical infrastructure systems such as heating and cooling.”

The new UHC, located off Exit 124 of Interstate 79, also allowed officials to expand the facility’s hospitalist program.

A hospitalist is an internal medicine specialist who does not have a private practice. Instead, the job of these doctors is to solely take care of patients who are in the hospital.

The speciality has taken off, Carter said, because more and more privatepractice doctors no longer want to make hospital rounds to see their patients after a long day of appoint-

day,” Carter said.

A patient can be referred from a private physician but many patients these days do not have a family doctor, Carter said. That also is an instance in which the hospitalist can keep track of those patients during a stay in the hospital.

“Some physicians feel that trying to practice inpatient medicine on a part-time basis after spending most of the day in the office is not efficient and causes some degree of delay in getting to the patient,” Carter said.

For instance, patients who are admitted to the hospital early in the day might have to wait several hours before their family doctor comes by their room to evaluate them, order tests and prescribe medicine.

With hospitalists, Carter said, “We see a decrease in the length of stay.

Doctors can start labs at 9 in the morning and come by to see the patient a second time at 4. By then, they have seen the labs and work is progressing.

“In the old model, the doctor would come in late and start running labs in the evening so there is a delay factor.”

A downside to the hospitalist setup, SUBMITTED RENDERING WVU Hospitals in Morgantown will be undergoing more serious growth in the next few years during a four- Carter said, can be a lack of continuyear, $280 million expansion that officials project will create 750 jobs. WVU Hospitals spokeswoman Amy ity, and that is something that the hospitalists must work to avoid.

Johns said those jobs will be part-time and full-time nurses, clinical support staff, housekeeping, etc.

“The hospitalist, they don’t know If a private practice physician does ing on an ambulatory basis. But they the patient, so they can have a contiments at their office seeing what they see patients at the hospital, Carter call “ambulatory” patients. still work long hours.” nuity issue,” Carter said. noted, for that doctor, “it becomes “In the old days, when Dr. Smith The hospitalists at UHC are Also, the hospitalists work in shifts, was done with appointments at 6, he round-the-clock medicine, including employed by a private group, which and so one patient might see two or being awakened all night by the nurs- is contracted by the facility. would go to the hospital and do three internists during the same hosrounds and see his patients in the hos- ing staff,” he said. “So for lifestyle “The volume here has gotten so pital stay. pital,” Carter said. “We’re seeing that reasons, many physicians found they large that we often have 60 or 70 decrease dramatically.” patients on service during the can have a modicum of life by staySEE GROWTH, PAGE 2C

FirstEnergy, Mon Power adding many local jobs to economy

BY DEBRA MINOR WILSON TIMES WEST VIRGINIAN

FAIRMONT — New name.

Old name.

The service is still the same.

You knew it as Mon Power.

Then perhaps Allegheny Power.

And then FirstEnergy.

Now the name of your local power company is back to the familiar Mon Power. But that’s all that’s changed.

“The service has not changed,” said Joe Cerenzia, communications representative for Mon Power.

“Mon Power has had a presence in this area for a long time.

“The service has always been the same. We’ve been providing reliable energy, electricity, for decades. The name changed only because there were changes in the management of the company. The corporate structure was changed.

“We went back to the name Mon Power because that’s the one everyone in this area is familiar with.

“Nothing has changed in

SUBMITTED PHOTO

FirstEnergy has close to 2,000 employees in West Virginia, including those who work at the transmission headquarters located at the I-79 Technology Park.

FirstEnergy has close to 2,000 terms of service. The people who provide the power, the line employees in West Virginia, he crews who run the generating added. facility ... none of that has “On the Mon Power side, changed.” more familiar to the customers

are the line crews and distribution people. That’s closer to about 500 who do the transmission and distribution. They’re the most familiar to our cus-

tomers. You see them as meter readers or folks fixing the lines.”

That means employment for North Central West Virginians, Cerenzia said: behind the scenes and on the street.

“On the transmission and distribution side, there are the individuals who help maintain the service lines, the main transmission lines. They also work on the substations to make sure they’re operating efficiently and correctly.

“If there are any outages, the line crews are the ones you see in the neighborhood fixing the lines and re-establishing power.

“The substation crews are maintaining the substations or constructing new ones.

“These are the employees who are more visible.

“And there are the folks in corporate headquarters. They have the regular jobs ... accounting, planning, management. And the workers in the call centers take calls from customers to resolve any problems they might have.

“They work behind the scenes

to make sure electric power is provided to our customers, both residential and commercial.”

“More importantly, Mon Power safely provides reliable electric power at low cost to our nearly 400,000 customers,” said Jim Haney, president, West Virginia Operations.

“That means that commercial customers can lower their energy bills and operate their businesses more efficiently and competitively.

“In addition, Mon Power seeks to work closely with developers on new or existing economic development projects or expansions to ensure that adequate electric supply is readily available to meet their needs.

“Mon Power also provides value-added services to potential economic development projects or expansions in terms of publicly advocating for such projects on that state and local level, and through our contacts with various state and federal agencies including the Public Service SEE JOBS, PAGE 5C

PAGE 2C

SUNDAY, MARCH 25, 2012

TIMES WEST VIRGINIAN

PHOTO BY DANNY SNYDER

Officials gathered for the groundbreaking of the new North Central West Virginia Advanced Technical Center last October, including Sen. Joe Manchin (D-W.Va.), Gov. Earl Ray Tomblin, PHOTO BY DANNY SNYDER state Community and Technical College Council Chancellor Jim Skidmore, West Virginia High Technology Consortium Foundation President and CEO Jim Estep, and state Sen. Pierpont President Doreen Larson and Jonathan Rider, owner of Rider Pharmacy, look over plans for the new North Central West Virginia Advanced Technical Center last fall.

Roman Prezioso (D-Marion).

Major construction projects creating current, future jobs

BY JONATHAN WILLIAMS TIMES WEST VIRGINIAN

FAIRMONT — Marion County is, at its heart, a deeply historic county. Many of the stimuli that spurred growth in the county have, unfortunately, been caught by the past and the county has pressed forward without them.

Rather than focus on the past, though, the county is choosing to press on with new opportunities to fuel growth.

Construction is, in many cases, the first step to creating jobs.

Building new facilities, either to replace aging buildings or for entirely new ventures, creates jobs and opportunities for construction workers and any number of professional staff.

Marion County has a number of major construction projects looming that will move the county forward. That’s progress.

The biggest change in the county, especially for Fairmont

Growth

residents, is the demolition of the State Office Complex on Adams Street. Previously known as the Arch Moore Building, the 1927 building was never renovated for modern usage and repairing the building would have cost more than the building was worth.

Emergency evacuation and plans to demolish the building displaced some 210 people and a number of agencies, which were scattered to the four winds after the building was essentially condemned. Plans began in February of 2009 to replace the building. It was just a matter of figuring out where.

In 2009, then-Gov. Joe Manchin’s budget request for a new state building was approved and state agencies began looking for a suitable location for a new state office complex. The state settled on the 400 block of Adams Street, which had fallen into disrepair and has been described as “blighted.” The Marion County

PHOTO BY TAMMY SHRIVER

State and local officials came out for the official opening of the new Marion County Convention and Visitors Bureau last fall, including Pleasant Valley Mayor Barbara Metcalfe, former Congressman Alan Mollohan, Fairmont Mayor Bill Burdick, Delegate Linda Longstreth (D-Marion), Sen. Joe Manchin (D-W.Va.) state Sen. Roman Prezioso (D-Marion), Delegate Mike Caputo (D-Marion) and CVB Executive Director Marianne Moran.

In April 2010, the county Commission worked with the Marion Regional Development acquired the Fairmont Theatre Corp. to acquire all the proper- property in the middle of the block for $200,000, which was ty needed.

CONTINUED FROM PAGE 1C

“One of the tricks in making hospitalists work is that they have to learn kind of the art of continuity. ‘How do they communicate with each other?’”

It requires, in part, a lot of documentation so the hospitalists will be able to see what their colleagues learned during their treatment of the same patient.

An advantage to seeing so many doctors, however, is that, “Maybe No. 2 picks up on something that No. 1 did not see.”

“Like everything in life, it’s a trade-off,” Carter said.

Since moving to the new location, employment has gone up by about 100, from about 1,800 to 1,900, Carter said.

Employment should continue to rise as the new hospital has experienced growth. For instance, “We went from about 47,000 visits in the ER to 54,000 a year,” Carter said.

The inpatient census has grown about 8 percent while the outpatient census has grown by 3 percent, he added.

The growth comes from all the counties surrounding Harrison County, Carter said.

Most new physicians arrive in the summer after medical school graduation, Carter said, and he expects an additional 15 doctors to be on board later this year.

“That is a high number for us, higher than normal,” he said.

UHC’s sister hospital, WVU Hospitals in Morgantown, expects to undergo more serious growth in the next few years during a four-year, $280 million expansion that officials project will create 750 jobs.

WVU Hospitals spokeswoman Amy Johns said those jobs will be part-time and full-time nurses, clinical support staff, housekeeping, etc.

In addition to those numbers, she added, the WVU School of Medicine is projected to hire 80 new faculty physicians, who are not employees of the hospital.

The expansion was announced in January and is

PHOTO BY TAMMY SHRIVER

Dr. Jessica Harvey, D.O., is a hospitalist at United Hospital Center in Bridgeport. Hospitalists are part of a growing field of physicians who take care of patients while they are in the hospital, either because the patient does not have a family physician or because many family physicians are choosing not to make rounds after they see patients at their office.

expected to create an additional 139 beds. Slated for expansion are the WVU Children’s Hospital neonatal child care unit, the emergency department and the Jon Michael Moore Trauma Center.

The expansion also will require the construction of a new and larger Rosenbaum Family House and Child Development Center, at sites on the campus that will be determined, according to a press release.

“As the population of the state continues to age, the demand for our services is going to continue to grow,” said Bruce McClymonds, president and CEO of WVU Hospitals, in a statement when the project was announced.

“And with more than 500 transferred to us each month from hospitals throughout the state, we can ensure West Virginians won’t have to leave the state to receive the highest quality health care.”

However, hospital officials might have to put these plans on hold after Monongalia General Hospital requested a hearing on WVU Hospital’s

certificate of need (CON) through the West Virginia Health Care Authority (WVHCA).

According to The Associated Press, Darryl Duncan, president of Mon Health System, stated that, “Health care reform requires a higher level of accountability than we’ve previously experienced,” and the focus must shift “from a reactionary system to one of prevention and maintenance.”

In the same report, McClymonds was quoted as saying he had reached out to Mon General over the need for more hospital beds. He also noted that more than 5,000 patients are transferred every year to WVU Hospitals, including 200 from Mon General alone in 2011.

“Every month of delay increases the likelihood of patients having to leave the state for care,” McClymonds was quoted as saying. “It also makes the project more expensive, which could put some crucial segments of the expansion at risk.”

Email Mary Wade Burnside at mwburnside@timeswv.com.

the first official step in the project. The MRDC worked with more than 15 additional property owners in the area to

obtain the remaining parcels not owned by the county or city that are necessary for the project to move forward.

Earlier this month, the county commission officially signed that project over to state ownership.

Omni & Associates, a local architectural and engineering firm, was selected to design the new building.

The new building is planned to take up most of the full block of the downtown roadway, from Madison Street to Quincy Street, directly across from the Adams Street parking garage. The complex is set to house several displaced state business offices, a retail area, space for additional parking, aesthetic greenery and a fountain.

The state is set to release an early “site package” for environmental work on the 400 block of Adams Street, as well SEE CONSTRUCTION, PAGE 3C

TIMES WEST VIRGINIAN

The Job Creators: Construction Construction is a sign of a communityʼs growth. Building projects help the local economy in many ways.

SUNDAY, MARCH 25, 2012 PAGE 3C A ribbon cutting is probably very soon on the horizon for the Armed Forces Readiness Center of the West Virginia National Guard. The state-of-the-art facility, is expected to cost around $25.7 million when complete.

PHOTO BY TAMMY SHRIVER

• New construction requires lots of workers, from bricklayers and window-installers to technology and truck drivers.

• The finished product requires a staff to run it.

• The demolition of the former state office complex, and construction of a new building in downtown Fairmont are under way.

• Construction of the North Central Advanced Technology Center at the high technology park will soon begin.

• Ground has been broken for the new East Fairmont Middle School, which will give students a nice place to learn.

Construction

as a bid for demolishing buildings on that city block this month. The bid is set to be awarded in April.

In September, about three months of environmental abatement are scheduled to begin on the block, with one full month of building demolition to follow.

It will take an estimated six weeks of grading and drainage work to get the site ready to build on after the demolition, according to the schedule provided by the state.

Marion County Commissioner Butch Tennant said that the demolition bid will include preparing the site to construct the new building.

In June, the building package itself will be released for bid, with bids being opened in August and awarded in September.

It will take approximately 20 months to construct the building, with an opening date of April 2014 if everything goes according to plan.

Another project that will create jobs and raise the county’s profile is the construction of the North Central Advanced Technology Center, which broke ground at the I-79 Technology Park in October of 2011.

This 55,000-square-foot facility will offer core classes in information technology, power plant technology, allied health, mechatronics technology and more. Other features will include a distance learning classroom, a biology and physics lab and a hands-on technology demonstration area.

Employers nationwide have complained that they are having a harder and harder time finding qualified workers.

According to Sen. Manchin, DW.Va., some 3.2 million jobs in the United States can’t be filled because employers are unable to find workers with the necessary skill sets.

“The demand is there,” he said. “If we don’t have the skill sets and the workforce, we will get behind.”

Governor Earl Ray Tomblin

CONTINUED FROM PAGE 2C

said at the groundbreaking ceremony that these technology centers are an extension of the community college system, helping to properly train individuals to thrive in a rapidlychanging workplace.

“We have a great workforce in West Virginia, very hardworking people, but they need their skills brushed up a little bit,” Tomblin said. “And that’s what we as a state and we as a community have got to offer to our citizens out there. ... As long as we continue to do what we’re doing in West Virginia, great things will happen.”

Construction on the facility is expected to be completed by summer or fall of 2013.

October also saw another groundbreaking ceremony in Marion County, this one for the construction of the new East Fairmont Middle School.

Actual construction is expected to begin in May of 2012. The new building will be located on Mason Street, where the East Fairmont Junior High’s football field is now.

According to a report published by the 21st Century School Fund in 2011, students in decrepit buildings have lower scores in English, mathematics and science testing, show lower attendance and higher suspension rates, and are less likely to graduate than students with access to newer and better facilities. The issue gained national attention in September of 2011, when President Obama asked the country “How can we expect our kids to do their best in places that are literally falling apart?”

The new building, according to EFJH Principal Christy Miller, will be state-of-the-art, with an expanded fine arts program to continue some of the opportunities that feeder schools already have in place for stdents. The new school will also allow the visual arts program to grow, and students will be able to check out books and do quality research in a media center.

Pam Wean, senior project

architect at Blackwood Associates, who designed the new facility, said that the building has been designed based on more contemporary standards as well as meeting modern code.

Unlike the current junior high, the new facility will be self-contained, with the gym and cafeteria in the same building rather than across the street.

Fifth- and sixth-graders will have their own wing in the building, separated from the seventh- and eighth-graders.

“We tried ... to make it a more exciting and more fun place to attend,” said Wean of the design decisions. The school colors of blue and gold have been incorporated into the building as much as possible. A number of modern “functional” decisions are also part of the design, such as separating “quiet spaces” where students study from predictably “noisier places.”

A ribbon cutting is probably very soon on the horizon for the Armed Forces Readiness Center of the West Virginia National Guard. The state-ofthe-art facility, which is expected to cost around $25.7 million when complete, will replace the current “Woody” Williams Armory so the 201st Field Artillery unit will have sufficient training, education and administrative space. In addition, it will serve as the home of an Army Reserve unit.

The center, being constructed on Fairmont’s East Side in the Winfield District, will feature a 29,000-square-foot arena that will provide great opportunities for the National Guard to partner with the community for things like athletic events and fundraisers.

“It’s really important in my mind for us in the military, us in the National Guard, to get out and interact with communities as much as we can,” Maj. Gen. James A. Hoyer, adjutant general for the West Virginia National Guard, said late last year.

Email Jonathan Williams at jwilliams@timeswv.com.

PHOTO BY TAMMY SHRIVER

Marion County Superintendent of Schools Gary Price (from left) addresses Mary Jo Thomas, chair of the school bond committee; Christy Miller, principal of East Fairmont Junior High School; Daniel Hopkins, study body president; and Bailey Frederick, student body vice president, during the groundbreaking ceremony for the new East Fairmont Middle School.

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FBI biometrics program, expansion means high employment PAGE 4C

SUNDAY, MARCH 25, 2012

TIMES WEST VIRGINIAN

BY DEBRA MINOR WILSON TIMES WEST VIRGINIAN

FAIRMONT â&#x20AC;&#x201D; Weâ&#x20AC;&#x2122;ve all seen it on TV. Police arrive on the scene of a crime and seemingly within minutes, evidence is collected, analyzed back in the lab and before you can say, â&#x20AC;&#x153;Book â&#x20AC;&#x2122;em, Danno,â&#x20AC;? the bad guy is IDâ&#x20AC;&#x2122;d, captured and brought in for justice.

Thatâ&#x20AC;&#x2122;s not too much from reality, thanks to advanced research and technology at the Biometrics Center of Excellence located at the FBI complex near Clarksburg.

Program manager Bill Casey appreciates the rapid turnaround in crime solving.

The 28-year veteran of the Boston Police Department also served as deputy superintendent.

One of the most interesting things he did, he said, was to represent local police with the FBI advising process. â&#x20AC;&#x153;Itâ&#x20AC;&#x2122;s one of the best-kept secrets,â&#x20AC;? he said. â&#x20AC;&#x153;The FBI has two reps from every state. All have a local and state representative.â&#x20AC;?

Want to know if a suspect has a record? To whom do these fingerprints lifted from the scene belong? And what about that lone strand of hair that always seems to be found?

Analysis of that kind of evidence used to take months. Now itâ&#x20AC;&#x2122;s a matter of minutes. â&#x20AC;&#x153;We are the FBI program for exploring DNA and advancing the use of new biometric operations. We are the forward-looking unit.â&#x20AC;?

The FBI Science and Technology Branch created a Biometric Center of Excellence to coordinate biometric and identity management activities within the FBI and partner with other U.S. government agencies.

The FBI Biometric Center of Excellence facilitates research, development, training and other activities related to biometric technologies and systems.

Through the FBI Biometric Center of Excellence, the FBI provides quality biometric services and technologies to fight terrorism and aid in investigative and intelligence efforts.

The BCOE in Clarksburg is the FBIâ&#x20AC;&#x2122;s program for exploring and advancing the use of new and enhanced biometric technologies and capabilities for integration into operations. The FBIâ&#x20AC;&#x2122;s Science and Technology Branch created the BCOE in 2007 to support its overall biometrics mission, and the BCOE supports major programs and strategic initiatives that comprise the FBI biometric portfolio of services.

The BCOE focuses its efforts on fostering collaboration, improving information sharing, and advancing the adoption of optimal biometric and identity management solutions within the FBI and across the law enforcement and national security communities. Considering the needs of today and the requirements of tomorrow, biometrics will continue to be an invaluable tool for the law enforcement and intelligence communities.

From its vast repository of fingerprints, rapid DNA, and iris and facial recognition, itâ&#x20AC;&#x2122;s easier to keep track of what he calls â&#x20AC;&#x153;the bad guys.â&#x20AC;? â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;re trying to expedite DNA processing,â&#x20AC;? Casey said. â&#x20AC;&#x153;Itâ&#x20AC;&#x2122;s not yet operational, but some day ... and this wonâ&#x20AC;&#x2122;t be science fiction ... weâ&#x20AC;&#x2122;ll be able to take DNA and process it while the person is still in custody. And one of our later projects is using facial, iris and voice recognition to identify individuals.

PHOTO COURTESY OF BIOMETRICS CENTER OF EXCELLENCE

Automated face recognition is a relatively new concept. Developed in the 1960s, the first semi-automated system for face recognition required the administrator to locate features (such as eyes, ears, nose and mouth) on photographs before it calculated distances and ratios to a common reference point, which were then compared to reference data.

â&#x20AC;&#x153;For example, epithelial cell DNA could be extracted from the air. Or you can theoretically extract DNA from the trunk of a car. Thatâ&#x20AC;&#x2122;s years out. Weâ&#x20AC;&#x2122;re just exploring whether thatâ&#x20AC;&#x2122;s feasible.â&#x20AC;?

Using these modalities helps in criminal, cyber and counterterrorism investigations.

There are a number of reasons why North Central West Virginia was chosen for the site, he said. â&#x20AC;&#x153;There are so many companies here. Itâ&#x20AC;&#x2122;s exciting to be in biometrics. West Virginia University has made a major commitment.

Many businesses in the Fairmont area are involved, too. â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;re the anchor here. We work with all the local, state and national partners the FBI works with. There are a great number of people involved in the biometrics industry as a whole and advancing biometrics.â&#x20AC;?

The BCOE also partners with the Department of Defense (DOD), Biometrics Identity Management Agency (BIMA), Department of Homeland Security (DHS), Department of State (DOS), National Institute of Justice (NIJ), National Institute of Standards and Technology (NIST), state and local law enforcement, and academia.

CITeR is a National Science Foundation (NSF) Industry/University Cooperative Research Center (I/UCRC). Its mission to advance identification technology is strongly focused in the areas of biometric systems and credibility assessment. Its portfolio of activities achieve this mission through cross-cutting research of emerging enabling technologies, interdisciplinary training of scientists and engineers, and facilitation of technology transfer to the private and government sectors through its affiliates.

West Virginia University is the centerâ&#x20AC;&#x2122;s founding I/UCRC site focusing on biometrics and related identification technology and systems. The University of Arizona is the centerâ&#x20AC;&#x2122;s second site focusing on credibility assessment systems. Clarkson

University, lead I/UCRC site since 2011, focuses on biometric vulnerabilities and intelligence.

Each CITeR University site maintains interdisciplinary collaborative partnerships with other academic institutions to effectively respond to affiliate research needs.

The presence of the FBI center in North Central West Virginia has been a boon for the area, Casey said. â&#x20AC;&#x153;Most of the employment at the center has been done. But with this newer research, more companies are moving into the Fairmont area. Weâ&#x20AC;&#x2122;ve seen them come into the area because the FBI is here.â&#x20AC;? â&#x20AC;&#x153;A new biometrics center will open on campus in late 2013 and weâ&#x20AC;&#x2122;ll move in in 2014,â&#x20AC;? said Steven Fisher, chief of multimedia productions, FBI CJIS Division. â&#x20AC;&#x153;The 360,000-square-foot facility will be in the valley across from the current building and will house all of our biometrics.â&#x20AC;?

How things have changed since he was a young police officer, Casey said. â&#x20AC;&#x153;Then, weâ&#x20AC;&#x2122;d arrest someone and bring them to a centralized facility. Weâ&#x20AC;&#x2122;d take three sets of fingerprints: one for us, one for the state police and one to the FBI. (Analysis) could take months. Theyâ&#x20AC;&#x2122;d call maybe five months later and ask, â&#x20AC;&#x2DC;Do you know where this guy is? Heâ&#x20AC;&#x2122;s wanted for some serious stuff in another state.â&#x20AC;&#x2122; â&#x20AC;&#x153;Now we can do that usually while we still have the bad guy in custody. We believe we can prevent crime. Theyâ&#x20AC;&#x2122;re not getting back on the street like they used to. â&#x20AC;&#x153;Thereâ&#x20AC;&#x2122;s a huge change in what we do with fingerprints in this country from 29 years ago.

Weâ&#x20AC;&#x2122;re able to turn around the information while the prisoner is still in custody. â&#x20AC;&#x153;People talk about CSI,â&#x20AC;?

Casey said. â&#x20AC;&#x153;Well, I can see some day in the future when the turnaround for DNA is just seconds.

We could tell if the same DNA was found at another serious crime. This could maybe prevent future crimes. â&#x20AC;&#x153;Technology is emerging as we speak. These are very exciting times.â&#x20AC;? â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;ve been here more than 20 years,â&#x20AC;? Fisher said. â&#x20AC;&#x153;We moved here to revitalize our fingerprint operations. And we did. â&#x20AC;&#x153;We went from months to minutes. We accomplished that in 1999. A few years back we realized that system needed to be refreshed. It was a natural progression beyond fingerprinting. â&#x20AC;&#x153;Here at CJIS, we have the worldâ&#x20AC;&#x2122;s largest biometrics data base,â&#x20AC;? Fisher said. â&#x20AC;&#x153;We have finPHOTO COURTESY OF BIOMETRICS CENTER OF EXCELLENCE gerprints of more than 70 million Iris recognition is the process of recognizing a person by individuals who have been arrestanalyzing the random pattern of the iris. The automated ed at one point. method of iris recognition is relatively young, existing in â&#x20AC;&#x153;In the 21st century, weâ&#x20AC;&#x2122;ve patent since 1994. become the world leader in finger-

print biometrics and will become the world leader in others. â&#x20AC;&#x153;Information must be accurate.

And you donâ&#x20AC;&#x2122;t get much more accurate than biometrics. â&#x20AC;&#x153;Information must be reliable for courts, judges and juries.

Biometrics is a great use in the criminal justice system. â&#x20AC;&#x153;And information must be timely. Weâ&#x20AC;&#x2122;re getting accurate and reliable information to our customers. Historically, law enforcement has had problems with that.

â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;ve been able to turn that around. We can get fingerprint information to our customers, no matter where they are, in minutes. And that can make all the difference in the world. â&#x20AC;&#x153;The investigatory advantages ... fingerprints at the crime scene, the use of DNA, all the things biometrics allows us to do ... has incredibly changed the whole dynamic across the nation how we ID prisoners. â&#x20AC;&#x153;And across the nation theyâ&#x20AC;&#x2122;re developing criminal leads based on work weâ&#x20AC;&#x2122;re doing in West Virginia.â&#x20AC;?

An average of 120,000 to 130,000 fingerprint checks are processed each day at the center, Fisher said. â&#x20AC;&#x153;When a police department makes arrests, theyâ&#x20AC;&#x2122;ll send us the fingerprint to see if there is a prior record.â&#x20AC;?

Theyâ&#x20AC;&#x2122;re also processed for background checks. â&#x20AC;&#x153;People weâ&#x20AC;&#x2122;re entrusting to take care of our children and our seniors â&#x20AC;&#x201D; the checks are done to make sure someoneâ&#x20AC;&#x2122;s not preying on the vulnerable.â&#x20AC;?

The agreement with WVU is â&#x20AC;&#x153;a gateway to other academic institutions,â&#x20AC;? Casey said. â&#x20AC;&#x153;Rather than go to other schools with biometrics projects, through WVU we can reach out to them and share information.â&#x20AC;? â&#x20AC;&#x153;People donâ&#x20AC;&#x2122;t think of the FBI as being a research entity,â&#x20AC;? Fisher said. â&#x20AC;&#x153;But we have Fairmont State and WVU in our backyard, so why not leverage those institutions? Theyâ&#x20AC;&#x2122;re our entry into that world of academia, with access to dozens, hundreds, of other research entities in the country.â&#x20AC;?

But when you think of the work done here and envision all those microscopes and screens and test tubes beloved on those crime-fighting TV shows, donâ&#x20AC;&#x2122;t. â&#x20AC;&#x153;People think of crime labs from TV,â&#x20AC;? Casey said. â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;re not like that. Our computer labs, we have people sitting behind computers. Itâ&#x20AC;&#x2122;s not like on the TV shows. Itâ&#x20AC;&#x2122;s more like just people in offices.â&#x20AC;?

Email Debra Minor Wilson at dwilson@timeswv.com.

The Job Creators: Biometrics

â&#x20AC;˘ Biometrics & Emerging Technologies (Technology Services): The BCOE sponsors targeted applied research and prototyping activities, facilitating the test and evaluation of emerging technologies and systems, incrementally expanding the FBIĘźs Certified Products List, and participating in standards development activities. The BCOE will champion the internal and external development of technology to accelerate the delivery of biometrics and identity management capabilities and to support multimodal system development and system interoperability.

â&#x20AC;˘ Collaboration & Information Sharing (Relationship Management Services): The BCOE focuses in two areas: 1) building and maintaining key domestic and international relationships needed to bridge the gap between promising biometric research and operational needs; and 2) engaging a team of experts to address privacy and other important legal, policy and procedural issues related to research, standards development, functionality, data management and deployment of biometric systems.

â&#x20AC;˘ Enhancing Stakeholder Capabilities (End User Services): The BCOE provides expanded training offerings and certification curriculum to law enforcement and national security partners to prepare for the emergence of new biometric capabilities. The BCOE will also provide hosting and other services (data center, system administration, continuity of operations and examiner services) for agencies that would benefit from the FBIĘźs expertise and economies of scale.

Helping Fairmont and North Central West Virginia

As West Virginiaâ&#x20AC;&#x2122;s third largest university, Fairmont State University provides significant return on the stateâ&#x20AC;&#x2122;s investment. s -ORE THAN PERCENT OF &35 S STUDENTS ARE 7EST 6IRGINIA RESIDENTS s &35 STUDENTS HAIL FROM OF THE STATE S COUNTIES s -ORE THAN PERCENT OF &35 S GRADUATES REPORT THAT THEY LIVE AND WORK IN 7EST 6IRGINIA s &35 REMAINS ONE OF -ARION #OUNTY S TOP EMPLOYERS s &35 IS COMMITTED TO CULTIVATING AND STRENGTHENING THE EDUCATIONAL ECONOMIC AND CULTURAL WELL BEING OF OUR REGION

www.fairmontstate.edu s (800) 641-5678

TIMES WEST VIRGINIAN

Jobs

SUNDAY, MARCH 25, 2012 PAGE 5C

The Job Creators: FirstEnergy CONTINUED FROM PAGE 1C

Commission of West Virginia.”

Mon Power is also involved in promoting economic growth in North Central West Virginia, he said.

“One project that is very close to ‘home’ for Mon Power is the substation we’re currently installing in the technology park where our new corporate headquarters is located to provide adequate electric service for expansions there.

“By coincidence, one of the new tenants of the park is the new North Central Advanced Technology Center for Pierpont Community & Technical College. This past January, Mon Power joined with Pierpont to initiate FirstEnergy’s Power Systems Institute at the college.

This combines hands-on training, and classroom and laboratory instruction to train the next generation of line workers and substation crews.”

Students completing the twoyear program will earn an associate of applied science degree in electric utility technology.

“Graduates can then seek employment in the electric utility industry as line or substation workers,” Haney continued.

“For the Pierpont program, the enrollment goal will be between 20 and 25 (11 substation, 14 line) new workers out of the program by 2014, some of whom may be hired by FirstEnergy.”

The merger has helped the local economy, he said.

“An obvious and important benefit of the merger has been that Mon Power is now a part of the largest investor-owned utility in FirstEnergy. That brings along with it a great deal of corporate reputational goodwill outside the boundaries of the state, while offering us the opportunity for enhanced financial support we would otherwise not have available.

“The merger has been a positive on many levels,” he said.

“Mon Power has partnered with FirstEnergy on continuing to focus on safety and reliability of supply. It has been a positive

• FirstEnergyʼs 10 regulated distribution companies comprise one of the nationʼs largest investor-owned electric systems, based on serving 6 million customers in the Midwest and Mid-Atlantic regions.

Stretching from the OhioIndiana border to the New Jersey shore, the companies operate a vast infrastructure of more than 194,000 miles of distribution line.

• FirstEnergy uses varying amounts of different energy sources — including coal, nuclear, hydro and natural gas — to produce electricity.

• It serves customers in West Virginia through two companies: Mon Power, which focuses on North Central West Virginia and the Northern Panhandle, and Potomac

PHOTO BY DANNY SNYDER

FirstEnergy, which acquired Allegheny Power, has 23,000 megawatts of generating capacity, covers 65,000 square miles of service territory and uses 20,000 miles of high-voltage transmission lines.

integration of employees and operational techniques which, in the end, will be beneficial to Mon Power customers.”

And then there’s the return to the familiar name of Mon Power.

“That has been familiar to generations of West Virginians,” Haney said. “This reference provides our customers with a comfort level knowing they are continuing to receive their electricity from a name they know and trust.”

Mon Power plays an important role in the local economy, he said.

“Our single most important role to the economic well-being of our region within West Virginia is our ability to provide safe, reliable electric power to meet the growing needs of our

customers. Studies have shown that those regions with ready access to electric power such as that provided by Mon Power are the ones who thrive economically by fulfilling not only the basic needs of residents, but also helping to control energy costs to help sustain the competitiveness of industrial and commercial enterprises in this region.

“By providing safe, reliable and cost-effective electric power to our commercial customers, they can be successful, and that will translate into economic prosperity and new employment opportunities for our region.”

Earlier this year, the Rivesville, Albright and Willow Island power plants were closed.

“These three coal-fired plants were shuttered due to MATS (Mercury and Air Toxic

Standards) issued in December,” said Cerenzia. “It would be very difficult to justify spending the money to make those retrofit improvements on those plants.”

Mon Power customers may not realize this, but they’re part of a very important player in the power game.

“West Virginia is actually an exporter of electricity,” Cerenzia said.

“We have some large coalfired power plants in West Virginia, so we’re able to provide power (to other areas).

Potomac Edison in eastern West Virginia will buy power and we provide power from plants here.”

This means one thing to local customers.

“We run very efficient generating facilities. The economy

here is strong. We’re able to continue to run those plants.

And the power will still be here at the rates we are charged based on what the PSC of West Virginia allows us to charge.

“There is oversight in that the electricity rate’s monitored by the state.

“Being an exporter of power is good in the sense that the plants are located here. We are employing West Virginians to provide that power. Those West Virginians are able to continue to work at our power stations.

“And that’s good for the local economy.”

The prime focus of Mon Power, he said, is employee safety.

“That’s paramount. But equally so, our goal is to provide safe and reliable electric power to our close to 400,000 customers.”

The merger between Allegheny Energy and FirstEnergy was a good fit, he said.

“It’s a good synergy. The electric distribution companies were close to each other. The corporate cultures were similar.

“There were no noticeable differences in Mon Power’s operations due to the merger. If anything, it was a positive influence. Now Mon Power is part of the largest investor-owned elec-

Edison, which provides to the Eastern Panhandle.

• Mon Power has about 400,000 customers over 13,005 square miles.

• FirstEnergy has close to 2,000 employees in West Virginia.

Mon Power employs about 500.

• Corporatewide, FirstEnergy serves about 6 million customers in six states.

• It has 23,000 megawatts of generating capacity.

• It covers 65,000 square miles of service territory.

• It uses 20,000 miles of highvoltage transmission lines.

• FirstEnergy has earned $47 billion in assets and $16 billion in annual revenues.

• It employs 17,000 workers.

tric utility in the country.

“That gives us substantial financial backing and a substantial amount of corporate goodwill outside the boundaries of West Virginia.

“To be a part of this larger entity will bring nothing but positives for the customers in West Virginia.

“The residential and commercial customers will see no difference in their service given the switch of Allegheny Power diverting back to Mon Power.”

While no physical construction is anticipated, an important relationship is being built.

“We’re looking forward to the institution of the partnership with Pierpont Community & Technical College and our PSI (Power Systems Institute) Program,” Cerenzia said.

“This helps provide the next generation of skilled workers as line crews and substations as well. It’s a combination of classroom and lab work at Pierpont, along with the White Hall training facility.

“The students will have the opportunity for hands-on training with working with actual equipment that they will be working with in their career, in addition to some internships.”

Email Debra Minor Wilson at dwilson@timeswv.com.

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North Central West Virginia

Energy & Industry High Technology Health Care

Education & Workforce Living Here

Whoʼs Who

Bonus Edition Vol. 112, No. 086-B

Although drilling here commenced more than 150 years ago, the state’s remaining reserves are likely greater than the volumes previously produced. The majority of what remains is trapped in shale formations lying below the sands that have traditionally produced in the Appalachian Basin. These deeper shales are thick, and are best developed using relatively new horizontal drilling techniques.

— Page 3A

Rising tide

Does coal have a solid future in clean power production?

The answer is an unqualified “Yes.” And the integrated gasification combined cycle, or IGCC, “plant of the future” holds considerable promise of being just what is needed for a clean coal future.

But first, you may ask, why do we need to use coal at all to make electricity?

— Page 1B

Today and tomorrow

PHOTO COURTESY OF THE WEST VIRGINIA DEPARTMENT OF COMMERCE

Energy and industry are fueling North Central West Virginia’s economy

Technology-driven businesses and organizations have clustered in the state, especially in the North Central region along the I-79 High Technology Corridor, including the Pratt & Whitney Engine Services company.

BY JONATHAN WILLIAMS TIMES WEST VIRGINIAN Imagine how different our lives would be without electricity. Electricity powers modern-day living and commerce. Limit its availability or take it away entirely, and business and industry grinds to a halt. Our daily routine would be interrupted.

Even our health may suffer.

Affordable and reliable electricity creates wealth and improves our quality of life. It boosts the West Virginia economy, accounting for about $2.4 billion in annual retail revenue.

— Page 6A

A powerful ally

As communities across West Virginia strive to revitalize through broad development efforts, many are faced with abandoned and underutilized properties that impede the redevelopment of the community at large. These abandoned properties, or “brownfields,” vary in size and historical usage, ranging from as small as an old gas station to as large as a multi-acre former glass factory.

— Page 5A

From brown to ‘green’

FAIRMONT — There’s some words that just go together. Peanut butter and jelly.

Rest and relaxation. Ever and after.

West Virginia and coal share one of those close relationships. It’s hard to imagine one without the other, and for a long, long time, coal was assumed to be our state’s future as far forward as anyone could see.

Today, that future is in doubt. According to the Energy Information Administration, the month-to-month power generated by coal has been down below 40 percent for the first time since 1978. Shortly before the end of his career, the late Sen. Robert C. Byrd, D-W.Va., wrote a press release about how West Virginia needs to change its approach to energy as the nation and its needs change.

Today, two years later, it is clear that West Virginia has indeed changed. The discovery of the massive natural gas reserves beneath Marcellus Shale has revolutionized the way the country looks at energy, and new approaches to coal burning and carbon sequestration have made mining just a little bit more environmentally friendly.

According to experts in their fields, West Virginia’s energy reserves, along with our current and expanding production centers, will keep our future shining just a little brighter.

The biggest change in the region is, of course, the rise of natural gas as a resource.

According to Dennis Xander, vice president of the Independent Oil and Natural Gas

SUBMITTED PHOTO

West Virginia has a long history of being a leading energy producing state, and that trend will continue with the production of coal, natural gas through Marcellus shale exploration, and wind generation. Electrical and other energy distribution are critical to our economy as West Virginia generates and exports energy to the country.

Association of West Virginia, natural gas investment could inject as much as $2.25 billion into West Virginia’s economy in 2012 alone.

The vast majority of this money, Xander said, will go into wages and salaries for workers. Not only does this represent a tremendous job opportunity for skilled laborers within the state, but bringing in business creates a boost for all aspects of the

economy. Drilling and maintaining the mines requires the help of local welders, mechanics, rental companies, and even restaurants. Workers have to eat, after all.

The state also benefits from the arrangement due to a 5 percent severence tax, said Xander. Between $70 and $120 million in state revenue will be generated annually

SEE ENERGY, PAGE 2A

Energy PAGE 2A

MONDAY, MARCH 26, 2012

CONTINUED FROM PAGE 1A

from the natural gas wells, he said.

Finally, landowners benefit from the royalties resulting from their land rights. The money from oil and gas companies that goes to landowners with wells on their land can either be saved or put back into the local economies. All things considered, it’s a pretty major cash influx for the state.

Coal, too, has a place in our energy future, according to Stephen E. Zitney, director of the Advanced Virtual Energy Simulation Training And Research (AVESTAR) Center.

According to Zitney, cleaning coal of the toxic chemicals that result from the burning process is something that we already have technology to accomplish.

However, removing the carbon dioxide (CO2), a greenhouse gas linked with global warming, requires more effort.

The AVESTAR Center, which is a part of the National Energy Technology Laboratory (NETL), trains individuals to work in the “plant(s) of the future.” The new plants are designed to separate carbon dioxide from the mix of gases released when coal is burned.

By training workers, the goal is to provide an educated workforce ready for the new plants, and a new, cleaner coal-burning future.

One way to use this captured CO2, according to Director of the WVU National Research Center for Coal and Energy Dr. Richard Bajura, is as a means of extracting more oil from conventional oil fields.

According to Bajura, who also teaches at WVU, oil companies pay about $13 per metric ton for recycled CO2 and up to $38 per metric ton for natural sources of the gas. They inject it into oil reservoirs in a process known as enhanced oil recovery, or CO2-EOR. Traditional methods for producing oil leave as much as 60 percent of the resource behind.

As worldwide demand for oil grows, so does the price. Higher

oil prices make CO2-EOR economically attractive.

The U.S. Department of Energy predicts that given “next generation” CO2-EOR technologies, the U.S. could liberate 89 billion barrels of domestic oil, the equivalent of a 12-year supply for the country. That is the conservative estimate. More optimistic scenarios predict that new CO2-EOR techniques could produce as much as 430 billion barrels of U.S. oil.

Besides the benefit of removing CO2 from the atmosphere, CO2-EOR can reduce our reliance on foreign oil, improve our balance of trade, increase our economic and homeland security, and create jobs.

Speaking of creating jobs, WV Department of Commerce Secretary Keith Burdette has written glowingly about the state of industry in West Virginia. The state is located in a particularly convenient place for industry and has a warm, welcoming climate for businesses, he said.

Part of this climate can be directly attributed to business taxes. Burdette said that the business franchise tax will be completely phased out by 2015, and the corporate net income tax may drop as low as 6.5 percent by 2014. In addition, the state’s High-Tech Manufacturing Credit assists manufacturers of certain computer and electronic components, an open invitation to high-tech manufacturers looking for a new place to set up shop.

Burdette also discusses a number of technology and manufacturing companies that have moved into West Virginia, and he is optimistic about our ability to attract even more.

One such company is right in Fairmont’s backyard. The Novelis plant in Fairmont, according to Plant Manager Sam Mann, produces aluminum parts for one out of every two cars in the United States.

Novelis, an international company with nearly 11,000 employees, provided nearly $17

TIMES WEST VIRGINIAN

million in wages and benefits to Fairmont employees and more than $1.5 million in payroll and property taxes last year.

“Our site serves as a community recycling center for all types of recyclable goods. We offer a separate drop-off area for aluminum cans and donate the proceeds from the redeemed cans to Habitat for Humanity.

The plant has started a similar matching fund program for recycled aluminum with the Marion County Humane Society,” said Mann.

Novelis was spun out of Alcan, an older facility in Fairmont. Patrick Kirby, director of the Northern WV Brownfields Assistance Center (NBAC) at WVU, said that similar projects can be completed with other old facilities as well.

“Brownfields,” in economic terms, are abandoned or underutilized facilities that may stand in the way of economic redevelopment within a community.

These facilities are often uninviting to companies, who prefer to look at “greenfields,” or completely undeveloped land.

The NBAC works with communities in North Central West Virginia to clean up the pollutants or hazardous materials that plague brownfields, transforming them into inviting facilities that companies can repurpose with minimal effort. Nearly 60 sites across the region are currently being developed for this purpose, said Kirby, including familiar local landmarks like the Masonic Temple in Fairmont and the Quality Foundry Site in Clarskburg.

And no community is complete without the power to keep these businesses going. Jim Haney, president of FirstEnergy’s West Virginia operations, said that Mon Power and PotomacEdison will continue to provide customers in the region with a “safe, steady and reliable flow of affordable electric power.”

In the last couple years, FirstEnergy has invested in major infrastructure projects

SUBMITTED PHOTO

Coal remains an integral part of West Virginiaʼs economy. While usage has been down because of a mild winter, production in North Central West Virginia is high and exporting numbers are at a record level.

like the Trans-Allegheny Interstate Line, which provides power from West Virginia to areas like Northern Virginia and Washington D.C. In the future, the company is looking at building projects in Monongalia County connecting to Greene

County, Pa. FirstEnergy is also committed to “green” energy, Haney said, by constructing its local headquarters overlooking I-79 with such energy-saving features as a reflective roof and occupancydetecting lights.

Having come full-circle back to energy, it seems clear that the state of West Virginia’s economy is bolstered by its strong energy resources and willingness to innovate its industry.

Email Jonathan Williams at jwilliams@timeswv.com.

Natural gas: Rising tide that floats all boats TIMES WEST VIRGINIAN

CHARLESTON — West Virginia has been blessed with an abundant supply of natural gas and oil.

Although drilling here commenced more than 150 years ago, the state’s remaining reserves are likely greater than the volumes previously produced. The majority of what remains is trapped in shale formations lying below the sands that have traditionally produced in the Appalachian Basin.

These deeper shales are thick, and are best developed using relatively new horizontal drilling techniques.

Based on published reports, the direct investment in drilling alone will exceed $1.25 billion in 2012 in the Mountain State. That figure does not include the substantial investment in pipelines and processing infrastructure budgeted for 2012, which is expected to approach an additional $1 billion.

But where, precisely, is this money spent?

An average horizontal Marcellus well will cost in excess of $6 million, and often considerably more, depending primarily on the length of the lateral section and the number of “stages” that are hydraulically fractured.

About 15 percent of total costs are for “tangible” goods, things like casing and the surface equipment used to operate the well.

The other 85 percent goes toward “intangible” costs, things like excavation of the site, services related to drilling the hole, cementing the casing and hydraulically fracturing the well.

These services are very labor intensive.

Although some of these intangible costs are related to the equipment and fuel used to drill, cement and fracture, the majority is attributable to wages and salaries paid to workers. And most of those workers are right here in West Virginia.

We know about the obvious occupations available in the oilfield. There are drillers, truck drivers, bulldozer operators and the thousands that work for the companies that provide cementing and hydraulic fracturing services. These folks, however, represent just the tip of the proverbial iceberg. There are thousands more working in other support

MONDAY, MARCH 26, 2012 PAGE 3A

SUBMITTED PHOTO

Based on published reports, the direct investment in drilling alone will exceed $1.25 billion in 2012 in the Mountain State.

That figure does not include the substantial investment in pipelines and processing infrastructure budgeted for 2012, which is expected to approach an additional $1 billion.

functions that are not so obvious.

Surveying and engineering firms are busy designing and permitting well sites, roads and pipelines. The record rooms in the various county clerks’ offices are “standing room only” with attorneys and land agents. Our limestone quarries are selling record quantities of crushed stone for well sites and access roads.

Countless miles of public roads are being repaired and repaved at the expense of oil and gas operators. Local companies are busy installing chain link fencing around water impoundments and surface equipment sites. Welders are all busy fabricating tanks and surface equipment, building and repairing drilling equipment and oil field trucks, and installing pipelines. Rental companies are renting light plants, portable lights, loaders, fork trucks and all types of equipment for use on well sites. Diesel and heavy equipment mechanics have all the work they can handle repairing engines that power oilfield trucks and drilling equipment.

And what about the thousands of oilfield pickup trucks on the road in West Virginia? These

trucks came from dealerships throughout the state, and every one needs to be fueled and serviced. Just think of the number of tires used in West Virginia’s oil and gas fields in the course of a year. Someone has to sell and install all those tires.

Every time a well is drilled, all disturbed land must be reclaimed.

Feed stores in areas where drilling is occurring are selling fertilizer, lime, grass seed and mulch in record quantities. And someone has to test the soil, add the lime and fertilizer, sow the seed and mulch the site once the well is complete.

Speaking of good jobs for West Virginians, much has been said about the amount of water used in the fracturing process.

The parade of tank trucks hauling water on our roads is ubiquitous. What we often fail to realize is that every one of those trucks has a driver, and those drivers earn, on average, in excess of $60,000 per year. That’s a great wage for a job that does not require specialized skills or an advanced education, aside from having a commercial driver’s license.

This knowledge should make us all a bit more tolerant when these trucks occasionally cause us to be slightly inconvenienced.

These drivers are making a good living for their families. These water trucks represent progress in West Virginia and good, solid jobs.

The demand for water trucks does not end after the well is fractured. Flowback water must be hauled to an approved disposal site, or to another well to be recycled and reused. Later, any brine water produced by the well must be hauled to an approved disposal site, thereby generating more jobs for West Virginia’s truck drivers.

Restaurants are full in most areas, and caterers report that business is brisk. The owner of a motel and restaurant in Buckhannon has repeatedly stated that their revenues are directly related to the activity in the oil and gas business. A rising tide floats all boats.

The financial benefits to West Virginia do not end when the drilling is finished and the well has been cased, cemented and fractured. More West Virginians will be employed to perform a number of tasks related to the operation of the well. These include monitoring the well to make sure maximum production is achieved, making required repairs to equipment, maintaining the access roads and hauling production water from the site to an approved disposal facility.

Unlike many states, West Virginia is in good fiscal shape today. Part of this can be traced to increased employment due to the expansion of the oil and gas industry. Increased employment means greater payroll tax revenue for the state, but also decreased social costs, such as unemployment compensation and welfare payments. Increasing revenues and decreasing expenses is a recipe for certain success.

Let’s not forget the significant taxes the state collects on the sale of oil and gas.

West Virginia charges a severance tax of 5 percent of the gross proceeds from the sale of all oil and natural gas produced and sold within the state. This is, by far, more than the severance tax charged by any other state in the

We want to be a part of the community in which we work and live.

Mike McCown Vice President-Northeast // Gastar Exploration, Ltd.

NATURAL GAS IS SHAPING OUR FUTURE. The natural gas industry in West Virginia is helping pave the way for a bright future for all of us. To learn more about how members of your community think the industry is shaping our future, visit iogawv.com.

Dennis Xander

R. Dennis Xander is the vice president of the Independent Oil & Gas Association of West Virginia, and the president of Denex Petroleum Corp., an independent oil and gas development/production company engaged in the drilling, completion and operation of Appalachian Basin oil and gas wells. Denex also owns commercial real estate in Pennsylvania and West Virginia, and has developed and owns residential real estate in West Virginia.

Xander founded Denex in 1984, and prior to 1984, was Appalachian Basin land manager for NRM Petroleum Corp., vice president of operations for Stonewall Gas Co., and manager of land, lease and right-of-way for Union Drilling Inc. He is a 1975 graduate of West Virginia Wesleyan College with a Bachelor of Arts in economics.

He is married to Linda Lemmon Xander, and the couple has two daughters, Melissa Kennedy and Kathryn Hawkins, and two grandchildren.

Appalachian Basin.

Depending on the volatile price of natural gas and oil, this severance tax will provide the state with somewhere between $70 million and $120 million annually. Generally, about 70 percent of those revenues go to education in West Virginia.

In addition to the severance tax, there is a tax of 4.7 cents per mcf (about 2 percent of gross revenues at a gas price of $2.50 per mcf) to retire the deficit in the state’s workers’ compensation fund.

The counties also levy an ad valorem tax on the assessed value of each well every year. While levy rates vary from county to county, on average this amounts to about 2 percent of a well’s gross revenue.

In other words, between these three taxes, a well operator pays about 9 percent of its gross income, based on today’s prices.

With the possible exception of coal, no other industry in West Virginia is subject to such taxation.

On top of all these taxes, oil and gas producers, like all businesses, are subject to income taxes levied by both the state and federal governments.

Let’s not forget the financial impact of the new infrastructure investments that have come or

are coming to West Virginia. The 2012 budget for new infrastructure is estimated at $1 billion.

West Virginia has enjoyed similar investments in the past few years, as companies have geared up to handle increased production from the shale. Dominion Transmission alone has committed something approaching $1 billion to new facilities in West Virginia. Caiman Energy’s investment is approaching $500 million. EQT and Columbia Gas Transmission are among many others that are expanding their systems and investing in West Virginia.

While these investments bring lucrative construction jobs, they also increase the tax base of the various counties where they operate. The pipeline and processing assets owned by these companies, like the oil and gas wells, are subject to annual ad valorem taxes based on their assessed value. The annual tax revenues on these new assets will have a significant impact on the counties where they are located.

Generally speaking, oil and gas owners receive a royalty of somewhere between 12 1/2 percent and 18 percent of the gross proceeds from the sale of all oil and gas. Based on typical expectSEE GAS, PAGE 6A

PAGE 4A

MONDAY, MARCH 26, 2012

TIMES WEST VIRGINIAN

The state of coal in West Virginia Financial benefits of coal 144 million tons produced divided by 27,892 coal jobs as noted in the 2010 Coal Facts equals a per capita annual coal production of 5,163 tons. We can then use .69 (100/144) to get our basic calculation of 19,245 jobs per 100 million tons produced. From there we can extrapolate the following data for 1 million tons of production.

Note: Jobs and other economic impact data are based on this multiplier applied to the data from the Joint MU/WVU Economic Impact Assessment Study of 2010, which used 2008 data as its baseline.

Employment: Direct

192

direct mining jobs

Indirect

250

support jobs

Induced

170

induced jobs

Total:

612

total jobs

Payroll: (note: estimates based on MU/WVU study data) Direct

$13.2 million annually

Indirect/Induced

$22.7 million annually

Total

$35.9 million annually

Total Economic Impact: $260 million annually Production Value: $86.1 million Severance Taxes: $3.8 million (annual coal severance) County Distribution: $284,418 (annual 75% distribution total) General Taxes: $4.9 million PHOTO COURTESY OF CONSOL ENERGY

Pictured above is Consol Energyʼs Robinson Run coal preparation plant. In Marion County alone, there are 1,600 coal mining jobs, and the industry is a major economic engine for North Central West Virginia.

AML Fund: Calculated using 60 percent/40 percent underground versus surface production as baseline as indicated by production data reported in 2010 Coal Facts Underground

BY BILL RANEY WEST VIRGINIA COAL ASSOCIATION PRESIDENT CHARLESTON — While the rest of the country, and the world for that matter, struggle to pull themselves from the depths of recession, West Virginia has weathered the storm.

Today, West Virginia is one of only a hanful of five states that have maintained budget surpluses over the past two years. This has been due to strong, effective leadership in the governor’s office and the state legislature who have pursued sound, fiscal policies, but the most important single factor has been the state’s coal industry.

The $26 billion coal industry and the 63,000 jobs it provides has provided a solid foundation for the state’s economy, and the

estimated $1 billion in taxes paid by the industry has provided a dependable, stable source of funds for state and local governments. The other natural resource industries have also been a big help, but the lion’s share of severance taxes ($400 million) have come from the coal that is mined by West Virginians and sold across the country and the world.

West Virginia knows how

important coal is to its economy.

So do West Virginians. In fact, most of the world recognizes the value of West Virginia coal.

Most of the world, that is, except for the federal bureaucracy in Washington, DC. Some folks in Washington treat our nation’s most abundant natural resource as a liability. This is unbelievable!

The individual states understand the importance of coal as well. They want to protect their “new wealth” industries, those that take something of “little value” and turn it into something “much-more valuable.” Coal certainly fits that definition as it is used to make electricity, steel and a wide array of by-products that are critical to our everyday life.

It is no coincidence that the five states I mentioned earlier that had and continue to have

budget surpluses are “energy states” — West Virginia, North Dakota, Arkansas, Arizona and Wyoming. The other states are running deficits ranging from small to huge. So, yes, the energy-producing states are doing everything possible to treat their natural resources, coal – oil – gas – timber – water, like assets.

The eight Appalachian states of West Virginia, Kentucky, Virginia, Alabama, Tennessee, Ohio, Pennsylvania and Maryland are producing more than one third of America’s coal.

And these eastern states account for 64 percent of the value of all coal mined in this country while employing more than 70 percent of America’s coal miners.

Although the East has been Ground Zero for the “anti-coal” attacks of this administration, there’s no excuse for the baseless shots — taken at our people,

(13.5 cents per ton) $81,000

Surface

(31.5 cents per ton) $140,000

Special Assessment: Underground

(.144 cents per ton) $86,400

Surface

( .02 per ton) $8,000

who truly are the “best coal miners” and “best coal mine managers” in the world. These professionals are doing — what they want to do — where they want to do it--right here in West Virginia — or one of the other eastern states.

These people have jobs, goodpaying jobs, but their futures are being threatened and it’s simply not fair. It isn’t fair to them and it isn’t fair to America. The coal they produce is absolutely vital to Americans everywhere. Take our coal out of the national energy equation and you’ve got a real mess on your hands! For

PHOTO COURTESY OF CONSOL ENERGY

instance, what’s the National Capitol Region of Washington and Baltimore going to do when 48 percent of their electricity comes from West Virginia coal?

If we’re ever going to rebuild this country’s economy, we’re going to have to climb on the backs of those who did it before!

The ones who provided “strong, reliable, affordable” energy when America so desperately needed it in the 1930’s and 1940s.

It was coal then — it’s coal today!

Originally printed in West Virginia Coal Facts 2011.

PHOTO BY TAMMY SHRIVER

Pictured above is a continuous mining machine at a Consol Energy mine. The coal industry At Eastern Associatedʼs Federal No. 2 mine, John Kucish demonstrates safety precautions is one of the driving forces of the stateʼs economy, helping West Virginia to survive difficult within the mine. According to figures from the West Virginia Coal Association, mining 1 milfinancial times. lion tons of coal supports 612 jobs with a $35.9 million annual payroll.

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Brownfields can be vibrant community assets again TIMES WEST VIRGINIAN

MORGANTOWN â&#x20AC;&#x201D; One of the many ways West Virginia University pursues its landgrant mission to help make lives better in the state is through an aggressive program called the Northern West Virginia Brownfields Assistance Center, a project that helps communities revitalize blighted abandoned properties for new uses that lead to positive economic development.

As communities across West Virginia strive to revitalize through broad development efforts, many are faced with abandoned and underutilized properties that impede the redevelopment of the community at large. These abandoned properties, or â&#x20AC;&#x153;brownfields,â&#x20AC;? vary in size and historical usage, ranging from as small as an old gas station to as large as a multiacre former glass factory.

Many of these blighted properties are contaminated, causing potential investors and developers to be wary of purchasing and rehabilitating the properties. Instead, they choose to develop on previously undeveloped sites, or â&#x20AC;&#x153;greenfields.â&#x20AC;?

In an effort to address these blighted properties and the issues they entail, and to encourage responsible development on the properties available because of the stateâ&#x20AC;&#x2122;s challenging terrain, communities across the state, including several in North Central West Virginia, have committed to redeveloping brownfields sites, turning contaminated liabilities into vibrant community assets.

A brownfield is defined by the EPA as â&#x20AC;&#x153;any real property whose redevelopment is prevented by the presence, or perceived presence, of a hazardous substance, pollutant or contaminant.â&#x20AC;? Examples of common brownfield sites in West Virginia include former steel mills, former glass plants, old warehouses, closed gas stations, former rail yards and even abandoned mine lands.

NBAC is a program of

MONDAY, MARCH 26, 2012 PAGE 5A

Patrick Kirby

PHOTO BY DANNY SNYDER

A West Virginia University class and the City of Fairmont are working on plans to redevelop the Beltline area of Fairmont, which includes the Helmick property, with the help of the community. The Helmick property and most of the Beltline would be considered a â&#x20AC;&#x153;brownfieldâ&#x20AC;? area, abandoned and underutilized properties that impede the redevelopment of the community at large.

WVUâ&#x20AC;&#x2122;s Water Research Institute and was created to promote economic development and environmental and public health protection through innovative redevelopment of brownfield sites in West Virginiaâ&#x20AC;&#x2122;s 33 northern counties. The center facilitates the redevelopment of brownfield property by providing training and technical assistance, coordinating site preparation efforts, engaging community stakeholders and helping communities leverage project funding.

Every community has its share of brownfields, sites that were once economic centers of the community. However, this is not necessarily a bad thing.

Restoring these sites increases the tax base and encourages future investment and development in the community. Jobs are created throughout the process, from initial site cleanup through the business activities that follow.

Redeveloping a brownfield

site, restoring it to its status as an employment center, can transform an entire community.

The Environmental Protection Agency estimates that more than 75,000 jobs have been leveraged through national and state brownfields programs since the inception of the EPAâ&#x20AC;&#x2122;s brownfields program in 1995. They also estimate that, on average, $18.29 is leveraged for each federal grant dollar spent on a brownfield.

There are solid success stories to report around North Central West Virginia. Projects in Fairmont, Shinnston and Clarksburg are shining examples of the benefits that brownfields redevelopment can have in a community. â&#x20AC;˘ The City of Fairmont has worked with NBAC on multiple brownfields sites, receiving grants from the center as well as from the EPA. The city is working to revitalize downtown buildings â&#x20AC;&#x201D; temporary brownfield sites because of the risk of asbestos, lead and mold

In the fall, Fairmont State Universityâ&#x20AC;&#x2122;s College of Science & Technology and School of Business launched a new partnership with Mobile Collaborative Education Consulting and the IBM Academic Initiative.

s 3TUDENTS AND FACULTY NOW HAVE A lRSTHAND VIEW OF CURRENT INFORMATION TECHNOLOGY INDUSTRY PHILOSOPHIES AND TRENDS s 3TUDENTS HAVE ACCESS TO COURSEWARE AND CERTIlCATION TRAINING PROGRAMS BASED ON OPEN STANDARDS AND )"- PROPRIETARY TECHNOLOGIES s &ACULTY CAN LEARN ABOUT EMERGING TECHNOLOGIES AND HAVE A FRONT ROW seat for exciting new directions in software development.

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www.fairmontstate.edu

contamination â&#x20AC;&#x201D; such as the Old Masonic Temple. The city is developing a marketing strategy for promoting the historic building to developers. This will include a website and architectural drawings that will help facilitate the redevelopment of the property. â&#x20AC;˘ The City of Shinnston is transforming a former city garage site, currently a gravel lot with a cement slab floor where the garage once stood, into a green recreational space.

Working through the NBACâ&#x20AC;&#x2122;s Foundations for Overcoming Challenges and Utilizing Strengths West Virginia program, the city held stakeholder meetings and a schoolwide visioning process with the 550 students at Big Elm Elementary school. It was through these meetings that a sense of community ownership and involvement at the site first flourished. The city has undertaken this project as part of its commitment to smart growth principles and to providing

Patrick Kirby, director, Northern West Virginia Brownfields Assistance Center at WVU, helps communities across northern West Virginia redevelop former industrial sites known as brownfields.

He helps facilitate communication between various stakeholders in order to clean up and redevelop properties, to help create jobs, increase property values and enhance the economy of the community. He is working on a Sustainable Energy Park project to create the framework for alternative energy production, including biofuels, on mine scarred lands.

Kirby was recently recognized by The State Journal as a Generation Next Class of 2011 â&#x20AC;&#x153;40 Under 40.â&#x20AC;?

Kirby earned a masterâ&#x20AC;&#x2122;s degree in public policy from WVU and received his B.S. degree in political and environmental science from Shepherd University.

opportunities to encourage healthy lifestyles for all Shinnston residents. â&#x20AC;˘ The City of Shinnston is also working with a new program at NBAC, the West Virginia Redevelopment Collaborative. Through the collaborative, the city has been matched with a Brownfields Redevelopment Team tasked with continuing the success of the cityâ&#x20AC;&#x2122;s previous efforts. The BRT is planning a major community engagement campaign that targets the youth of the city.

In addition to more traditional stakeholder meetings, the BRT is planning park day activities that will bring a unique and creative way for the perspective of the cityâ&#x20AC;&#x2122;s youth to be heard by city officials and other community stakeholders.

With the help of the BRT, the City of Shinnston will better define a vision for the future of the space and begin to implement that vision. By making such a large commitment to the involvement of youth in the process, the city will not only build more space for youth to enjoy but will also build a stronger sense of community

engagement and involvement in another generation of community members. â&#x20AC;˘ In Clarksburg, a former foundry was recently converted to accommodate expansion of a local business â&#x20AC;&#x201D; Oliverio Peppers. The Quality Foundry Site used gray iron and semisteel in its operations and produced cast iron with high nickel content. In 2006, the City of Clarksburg received a remediation grant from the U.S. EPA and later entered the site into the Voluntary Remediation Program of the West Virginia Department of Environmental Protection. In 2011, the city announced that Oliverio Peppers would be redeveloping the site as part of its operational expansion.

These exemplary brownfields projects are only a small sample of the brownfields redevelopment work happening across West Virginia. The Northern West Virginia Brownfields Assistance Center is working on approximately 60 projects across the state. To find out more about these projects or request assistance, check out the centerâ&#x20AC;&#x2122;s website at www.wvbrownfields.org.

FirstEnergy: A powerful ally for West Virginia PAGE 6A

MONDAY, MARCH 26, 2012

AKRON, Ohio — Imagine how different our lives would be without electricity.

Electricity powers modern-day living and commerce. Limit its availability or take it away entirely, and business and industry grinds to a halt. Our daily routine would be interrupted. Even our health may suffer.

Affordable and reliable electricity creates wealth and improves our quality of life. It boosts the West Virginia economy, accounting for about $2.4 billion in annual retail revenue.

West Virginia also is the nation’s second leading net exporter of electric power.

Electricity contributes to the very health and well-being of the state’s residents because it is immediately available to hospitals, universities, public institutions and our communities.

Electricity makes good and higher use of the state’s natural resources like coal and natural gas, its waterways and, most especially, its people.

And as one of West Virginia’s leading manufacturers of electricity, FirstEnergy strives through its regulated utilities, Mon Power and Potomac Edison, to provide our more than 500,000 customers here with a safe, steady and reliable flow of affordable electric power. Our 1,750 West Virginia employees are committed to ensuring that happens daily.

A tepid economy and mild winter weather have, in the short run, slackened demand for electric power in West Virginia and elsewhere in the Northeast.

However, the U.S. Energy Information Administration forecasts total electricity consumption to grow from 3,879 billion kilowatt-hours in 2010 to 4,775 billion kilowatt-hours in 2035, increasing at an average annual rate of nearly 1 percent. That’s why it is vitally important to ensure the regional electric grid remains capable of transmitting electricity from where it is generated, including power stations in West Virginia, to where it is consumed, both in the Mountain State and neighboring states.

FirstEnergy’s Trans-Allegheny Interstate Line is the most recent backbone upgrade to the MidAtlantic grid. Completed ahead of schedule in May 2011, TrAIL is a 151-mile-long, 500-kilovolt transmission line spanning Pennsylvania, West Virginia and Virginia. It transports electricity from various generating sources to provide a reliable supply of power to Northern Virginia, Washington, D.C., and nearby metro areas.

Overall, TrAIL and its accompanying substation facilities cost about $1 billion to construct. The price tag also included the construction of 250 miles of new access roads along its route. The project involved more than 4,000 workers, many of whom endured harsh weather and rugged terrain, and required more than 500 environmental and other permits.

Begun in 2006, TrAIL marked the first time in the history of the electric utility industry in the United States that such a largescale transmission project was completed in only five years.

Gas

Going forward, FirstEnergy will continue to work with regulators on future projects designed to ensure the reliable transmission of electricity to fill various needs, such as the planned construction of a new 138-kilovolt line to connect the Osage Substation in Monongalia County and the Whitely Substation in Greene County, Pa. The Osage-Whitely project is designed to reinforce the transmission system in the local area.

In addition, as we look back on the year since FirstEnergy’s merger with Allegheny Energy, we can point to many positive impacts it has had on the state.

Our West Virginia Operations Headquarters near Fairmont is home to a local management team committed to decision-making that benefits our customers and communities. This $50 million, environmentally friendly facility is the centerpiece of the company’s sizeable West Virginia presence.

The company selected Marion County as home base for its West Virginia utility operations and Mon Power subsidiary due to its central location and proximity to the FirstEnergy call center and nearby service centers.

The new building was designed in part to help manage FirstEnergy’s 20,000 miles of high-voltage power lines. System operators in the transmission control center monitor myriad conditions on the electrical grid around the clock every day of the year.

They can remotely control power flows and substation equipment.

Overlooking Interstate 79, the “green” building reflects FirstEnergy’s commitment to environmental stewardship. It features energy-efficient materials and earth-friendly innovations such as a white reflective roof that reduces the amount of heat absorbed to prevent the “heat island” effect; high-efficiency fixtures and sensors to conserve water; and lights governed by occupancy sensors and programmed control panels.

Employees with low-emission and fuel-efficient vehicles enjoy preferred parking.

FirstEnergy has also restored the traditional, trusted names of our electric utilities, Mon Power and Potomac Edison. Those names are painted on service trucks visible in neighborhoods and roadways, as well as on signs outside our facilities. And we are refining our processes to improve efficiencies throughout the company.

FirstEnergy’s sophisticated storm-restoration process, for instance, helped us more quickly repair downed power lines and get the lights back on after an October 2011 snowstorm caused widespread damage in the Eastern Panhandle. FirstEnergy can deploy line crews from any of its 10 operating companies to wherever they are needed.

In addition, external affairs managers are now deployed throughout our service areas in West Virginia to work with and assist our customers, local and state elected officials, public policymakers and other stakeholders to ensure that the needs of the

CONTINUED FROM PAGE 3A

ed production from the average horizontal Marcellus shale well, this is a substantial sum of money.

One royalty owner who has four horizontal wells on the family farm received royalties for 2011 that slightly exceeded $1 million. Where did that money go? In this case, the royalty owner bought a new truck, a tractor, lots of new farm machinery, rebuilt a barn, repaired and replaced fences and added livestock. And all that money was spent locally.

While this is an extreme example, it is certainly not unique.

There are many such cases, and many more involving royalty owners that may have only received half that amount.

Still, it is very significant. If you speak to farm equipment dealers and truck dealers in areas where drilling is very active, you’ll find that their sales are way up, and clearly attributable to increased royalties paid to oil and gas owners.

These payments often cause income tax problems for the recipient. One way to address that, for the ones who still farm, is to purchase new farm equipment as a write-off against oil

and gas income.

Development of deeper shale formations brings benefits to West Virginia in a multitude of ways. The billions being invested in new drilling and related pipeline infrastructure bring good paying jobs to the state, together with many opportunities for small businesses to provide materials and services to oil and gas developers. These wells, once completed, will have to be operated and maintained for decades into the future, which means more jobs and job stability. Taxes and royalty payments alone guarantee that a significant portion of the proceeds from the sale of oil and gas will stay right here in West Virginia.

Before oil and gas operators discovered how to tap the vast reserves of oil and gas trapped in deep shale formations, many thought West Virginia’s oil and gas reserves were virtually depleted. Some predicted the certain demise of the industry in the Mountain State.

Today, development of these shale formations is perhaps the brightest spot in West Virginia’s future, with the promise of jobs, taxes and other benefits for decades to come.

TIMES WEST VIRGINIAN

local communities are met in terms of the electric service provided by FirstEnergy and our operations throughout the state.

The merger has also provided West Virginians with new opportunities for economic growth and improvements to our communities. Being a part of FirstEnergy, a Fortune 200 company and one of the nation’s largest, investorowned utilities, Mon Power and Potomac Edison now have access to greater financial support and corporate goodwill for its operations in West Virginia.

As an example, we’ve provided an additional $500,000 to the Dollar Energy Fund to help struggling families pay their power bills. West Virginians will benefit, too, from FirstEnergy’s long association with the Harvest for Hunger program — which has raised $2.4 million over the past decade for local food pantries. We also continue our strong financial support of the United Way.

Looking ahead, FirstEnergy remains committed to providing safe, reliable electric power to meet the growing needs of our customers. As a part of this effort, we recently announced our partnership with Pierpont Community & Technical College of Fairmont to initiate our Power System’s Institute (PSI) at the school. PSI combines hands-on training and classroom instruction to graduate the next generation of line workers and substation crews for the electric utility industry.

Overall, studies have shown that regions like West Virginia with ready access to affordable electric power potentially can thrive economically since an important contributor to that success is already in place. Readily available electric power can help to ensure the quality of life of all residents and the competitiveness of industrial and commercial enterprises throughout the Mountain State.

James R. Haney

James R. Haney is president, West Virginia Operations of MonPower, the electric distribution business of FirstEnergy Inc., which provides service to more than 6 million customers in parts of Ohio, Pennsylvania, West Virginia, Virginia, New Jersey, New York and Maryland.

Haney has 32 years of service with MonPower.

He is a graduate of West Virginia University with a B.S. in electrical engineering and is a registered professional engineer in Pennsylvania, West Virginia and Maryland.

He serves as a director for the West Virginia Chamber of Commerce, Leadership West Virginia, West Virginia High Technology Consortium Foundation and Marion County Chamber of Commerce.

Haney also serves on advisory committees for the WVU Department of Computer Science and Electrical Engineering, EEI Transmission Committee, EEI Energy Delivery Public Policy Executive Advisory Committee, and the SEE Engineering and Operations Executive Committee.

TIMES WEST VIRGINIAN

MONDAY, MARCH 26, 2012 PAGE 1B

Coal can fuel a cleaner tomorrow Does coal have a solid future in clean power production?

The answer is an unqualified “Yes.” And the integrated gasification combined cycle, or IGCC, “plant of the future” holds considerable promise of being just what is needed for a clean coal future.

But first, you may ask, why do we need to use coal at all to make electricity?

The answer is fairly simple.

The United States is home to the largest accessible reserves of coal in the world. Coal is our leading domestically produced source of energy. While estimates vary, it has been projected that the United States has enough coal reserves for another 200 years. Availability and accessibility, coupled with relatively low cost—particularly in light of other energy sources— are the primary reasons why consumers in the United States benefit from some of the lowest electricity rates in the world.

Many technologies already exist that help clean toxic pollutants from coal plant emissions.

However, another air emission has recently been linked to global warming and global climate change: Carbon dioxide, or CO2. Although this gas is not in itself a problem, the everincreasing amount of it in our atmosphere is. One place we can curb CO2 emissions is from plants that produce power.

Compared to conventional power plants that burn coal in the presence of air, IGCC plants typically gasify coal with oxygen at very high temperatures and pressures, making it easier to remove CO2 from the stream of gasified coal, which is called synthesis gas or “syngas.”

Following gasification, the syngas is cleaned before being burned to produce power in a combined cycle—first from gas turbines, and then from a turbine driven by steam created from the gas turbines’ exhaust heat.

IGCCs offer many other advantages, including increased efficiency and lower cost of electricity when capturing CO2.

Another strong point of the IGCC plant is that it is fuel-flexible; it can operate on coal—our nation’s most abundant energy resource—or biomass, or nearly any other carbon-containing fuel. Syngas can also be processed to produce specialty chemicals, clean hydrogen and transportation fuels.

Dr. Stephen Zitney

PHOTO COURTESY OF THE NATIONAL ENERGY TECHNOLOGY LABORATORY

Stephen E. Zitney, Ph.D., serves as director for the AVESTARTM Center at the Department of Energy’s National Energy Technology Laboratory and oversees its research, development, training, and education programs focused on achieving operational excellence for clean energy systems. Dr. Zitney also directs process and dynamic systems research under NETL’s Regional University Alliance with Carnegie Mellon, Penn State, University of Pittsburgh, Virginia Tech, and West Virginia University. He has more than 20 years of experience in process systems engineering research and development and has won numerous awards, including four prestigious R&D 100 awards and six Federal Laboratory Consortium Awards for Excellence in Technology Transfer. Dr. Zitney received M.S./Ph.D. degrees in Chemical Engineering from the University of Illinois at UrbanaChampaign and a B.S. degree in Chemical Engineering and Engineering & Public Policy from Carnegie Mellon University.

Trainees use IGCC operator training system in AVESTAR's control room environment.

Two IGCC electric power plants are now commercially operational in the United States, and others are in the planning stage. Energy experts predict that coal gasification represents the future of clean coal technology.

However, clean CO2-capturing IGCC plants require welltrained and skilled engineers and control room and field operators.

That’s why the Department of Energy’s National Energy Technology Laboratory (NETL) launched the world-class Advanced Virtual Energy Simulation Training and Research (AVESTAR) center.

By providing hands-on, simulation-based experiential learning, AVESTAR aims to develop a qualified workforce well prepared to operate, control and manage commercial-scale power plants with carbon capture.

Planned and created by a team made up of NETL researchers, NETL-Regional University Alliance partner West Virginia University, and others, the AVESTAR center brings together state-of-the-art, real-time, high-fidelity dynamic simulators with operator training systems and 3D virtual immersive training systems into an integrated energy-plant and control-room environment. Realistic comprehensive training is provided for normal and faulted plant operations, as well as plant startup and shutdown.

PHOTO COURTESY OF THE NATIONAL ENERGY TECHNOLOGY LABORATORY

Pictured above is a transparent view of gasifier operation in AVESTAR's 3D virtual IGCC power plant.

To train both control room engineers and field operators, students are first divided into two separate classrooms—one represents the control room and the other the power plant. The control room contains the IGCC dynamic simulator, and the second room contains the 3D virtual plant. On the job, field operators who deal with the physical process equipment are out in the plant and coordinate with control room operators through communication devices. This same scenario is realistically represented by the AVESTAR center.

This is how it works. Students learning the plant’s control room sit at operator stations and interact with 2D human-machine interfaces or computer displays very much like what they would encounter in an actual plant.

Each student is typically assigned a section of the plant to operate and control: gasifier, air separation unit, CO2 capture, gas turbine or steam turbine. All students “see” the same plant because cooperation is imperative in IGCC operation.

The instructor, sitting behind the students, can begin the lesson by initiating the operating scenario of the day on the IGCC dynamic simulator. Perhaps students see a steady-state, alreadyfunctioning IGCC plant; and then the instructor triggers a malfunction. The students will need to spot the problem and react to it, deciding on appropriate action. For example, an alarm may show pressure in a tank rising too high, which means the control room students will have to open a pressure relief valve. They may even

need to contact the field operators in the virtual plant, requesting that they take action.

Here, in AVESTAR’s virtual plant, field operator training takes place in an immersive and interactive 3D environment.

Students wearing 3D glasses can see—and hear—an ICGG plant that they can virtually walk through and examine by manipulating a virtual person with a joystick. In a situation with the pressure build-up, they may be instructed by the control room to go to a certain area of the plant and hand-release a pressure valve. As they follow directions, the changes they make are reflected to all the students in both rooms since the dynamic simulator and virtual plant are connected and running together in real-time.

The 3D virtual plant is an exciting new development for enhancing engineering education. As opposed to most engineering classes where students never see a power plant, the immersive training system allows them to both see and feel the sheer size of the plant, with its gasifiers as tall as an 8-story building.

The AVESTAR center is also focused on safe power plant operation, including emergency and hazard scenarios, to provide complete training in a risk-free environment. During development of this innovative technology, IGCC experts were consulted, who proclaimed the com-

bined dynamic simulator and 3D virtual plant to be “highly realistic.” Currently two AVESTAR centers are operational, one at NETL in Morgantown, WV, and the other at West Virginia University’s National Research Center for Coal and Energy, also in Morgantown.

While serving primarily as a training and education facility, the AVESTAR center also offers unique research opportunities in areas such as real-time plantwide optimization and advanced process control. In addition, AVESTAR enables developers of CO2 capture technologies to integrate, test, and optimize the operation of their dynamic capture models within the context of baseline power plant dynamic simulations.

AVESTAR’s IGCC training, education, and research program is only the first of several such programs being planned. NETL and its partners are continuing to build a portfolio of dynamic simulators and immersive training systems to satisfy industry’s growing need for training and experience with the operation and control of high-efficiency, near-zero emission energy plants like the IGCC. Coal can provide clean energy for our country’s future, and AVESTAR’s well-trained engineering, operator, and control professionals will be ready to help industry achieve operational excellence for next-generation clean energy plants.

Turning carbon dioxide from liability into asset MORGANTOWN — While nature releases far more carbon dioxide into the atmosphere than humans do, it is the manmade sources of CO2 that may be liable for altering Earth’s climate.

The primary human sources of carbon dioxide come from burning coal, natural gas and oil for heat, electricity and transportation.

According to the U.S. Energy Information Administration, coal and natural gas will remain the world’s primary energy sources for generating electricity and oil will continue to power internal combustion engine-driven vehicles, even advanced technology vehicles like hybrid electrics, for the foreseeable future.

Recognizing these facts, scientists have undertaken the challenge to develop carbon capture and storage, or CCS, technologies.

One of the latest research trends turns carbon dioxide from a liability into an asset.

Many of the carbon capture and storage technologies under development would reportedly increase the cost of electricity by 70 percent. Even wealthy countries would have difficulty absorbing the economic shock of a 70 percent increase.

The expense has led to a shift in thinking in the scientific community. Those who are familiar with the chemical and oil industries realize that carbon dioxide has uses that make it valuable.

Simply injecting the gas underground may be like throwing recyclables into a landfill.

Familiar uses of carbon dioxide include the fizz in soda, the active ingredient in fire extinguishers and the coolant in dry ice. CO2 also is a building block for producing pain relievers, plastics, paint and permanent press fabrics.

But perhaps the largest use for

CO2 is in the oil industry. Oil companies pay about $13 per metric ton for recycled CO2 and up to $38 per metric ton for natural sources of the gas. They inject it into oil reservoirs in a process known as enhanced oil recovery, or CO2-EOR. Traditional methods for producing oil leave as much as 60 percent of the resource behind.

As worldwide demand for oil grows, so does the price. Higher oil prices make CO2-EOR economically attractive.

The Oil and Gas Journal’s 2008 biennial survey reported that 99 CO2-EOR injection projects in the U.S. produced 240,000 barrels of oil per day, or more than 87 million barrels per year. But that is a drop in the bucket for Americans who use more than 19 million barrels of oil per day.

The U.S. Department of Energy predicts that given “next generation” CO2-EOR technologies, the U.S. could liberate 89 billion barrels of domestic oil,

the equivalent of a 12-year supply for the country. That is the conservative estimate. More optimistic scenarios predict that new CO2-EOR techniques could produce as much as 430 billion barrels of U.S. oil.

Because CO2-EOR could also provide long-term storage of carbon dioxide, researchers are investigating how CO2 is distributed underground, how to control the distribution of CO2 to release the greatest amount of oil, and how to cap and monitor the CO2 to ensure it remains underground.

They are also researching ways to lower the cost of CO2 capture to lessen the costs of oil production for the oil industry as well as decrease the costs of CCS for the electricity industry.

Besides the benefit of removing CO2 from the atmosphere, CO2-EOR can reduce our reliance on foreign oil, improve our balance of trade, increase our economic and homeland security, and create jobs.

To produce the billions of bar-

rels of oil, DOE projects that 20 billion metric tons of CO2 will be needed. To meet the demand, scientists are turning to coalfired power plants. According to statistics from the U.S. Environmental Protection Agency, electricity generation produced 2.1 billion metric tons of CO2 in 2009.

While coal-fired power generation could meet the demand, the process of capturing CO2 from existing power plants itself requires research. The typical coal-fired power plant uses air for combustion, which results in exhaust gas that contains about 79 percent nitrogen and only 1015 percent carbon dioxide with the balance being oxygen, water vapor and trace amounts of a variety of other gases. Separating out the relatively small portion of CO2 from nitrogen is logistically and economically challenging.

So scientists are rethinking how to burn the coal. Since it is the oxygen in air that causes coal to burn, scientists are exploring a

process called oxy-combustion in which oxygen is separated from air and then used to combust the coal.

Separating oxygen from air is a well-known practice in the chemical industry. The resulting flue gas is about 40 percent water and 60 percent carbon dioxide with trace amounts of other gases. Cooling the gas causes the water to condense, leaving CO2 behind. The technology holds promise for being retrofitted onto existing coalfired plants.

And the cost for this process?

A 2008 report available from the U.S. Department of Energy National Energy Technology Laboratory estimated the cost to produce electricity for several plant designs to be around 10 cents per kilowatt hour. The average price of electricity that consumers paid in 2010 ranged from 6.2 cents per kilowatt hour in Wyoming to 25.1 cents per kilowatt hour in Hawaii.

Oxy-combustion with carbon capture remains to be proven commercially and research continues not only to prove out the technology but also to lower the costs.

Much of the research for this and competing technologies for carbon capture, utilization and storage is the responsibility of the National Energy Technology Laboratory, which operates facilities in Morgantown; Pittsburgh; Sugarland, Texas; Albany, Oregon; and Fairbanks, Alaska.

NETL not only conducts its own in-house research and oversees industrial-scale demonstrations, but about three years ago the laboratory joined with WVU, Pitt, Carnegie Mellon, Penn State, Virginia Tech, and industrial partner URS to create the NETL-Regional University Alliance.

Richard A. Bajura Richard A. Bajura is a West Virginia University professor of mechanical engineering with 43 years of service to WVU. He has directed the National Research Center for Coal and Energy for 24 years.

He is active with the American Society of Mechanical Engineers Energy Committee, and is a member of the National Coal Council, the Coal Utilization Research Council, the Pittsburgh Coal Conference Advisory Board and the Fossil Energy Strategic Initiatives for Coal and Power Workgroup.

He has strong working relationships with researchers at the National Energy Technology Laboratory (NETL), having served as an Oak Ridge Associated Universities summer professor at NETL for three years.

NETL-RUA scientists are intent on ensuring that the region’s energy legacy has a sustainable future through CCUS and other fossil energy research programs.

Commerce diversity key to a stable economy PAGE 2B

MONDAY, MARCH 26, 2012

TIMES WEST VIRGINIAN

CHARLESTON — Variety adds a little spice to life — and stability to the economy.

For West Virginia, that has meant expanding beyond our familiar energy and manufacturing occupations. For the state to reach its potential, we had to cultivate new fields of endeavor while continuing our commitment to our traditional industries.

Over the past several decades, we have focused our development strategy on emerging industries that include biometrics/biomedical technology, advanced energy and distribution, automotive, aerospace, business services, chemicals and plastics, information technology, printing, tourism, fabricated metals and value-added wood products.

The effort is paying off. Since 2005, West Virginia has seen $18.3 billion in new business investments.

Fertile ground Businesses from many fields are attracted to West Virginia because of advantages such as our location within overnight distance to 50 percent of the U.S. population, productive workforce and low cost of doing business.

West Virginia has worked to create a productive business climate with a series of pro-growth tax reforms. While other states are raising taxes, West Virginia is reducing them.

The business franchise tax is being phased down and will be eliminated altogether in 2015.

The High-Tech Manufacturing Credit assists qualified businesses that manufacture certain computers and peripheral equipment, electronic components or semiconductors. The HighTechnology Business Property Valuation Act reduces the property tax valuation for equipment and tangible personal property to 5 percent of the original costs and eliminates sales tax for qualified property purchases.

In 2012, West Virginia reduced its Corporate Net Income Tax rate from 8.5 percent to 7.75 percent, saving West

Keith Burdette

PHOTO COURTESY OF WEST VIRGINIA DEPARTMENT OF COMMERCE

Above is the silhouetted image of a researcher at West Virginia Regional Technology Park in South Charleston. The site is operated by the Higher Education Policy Commission.

Technology Park tenants include firms such as Dow Chemical and Progenesis Technologies.

Virginia businesses $15 million.

Plans call for the rate to drop to 6.5 percent in 2014.

Research is essential to an innovative, technology-based economy. West Virginia is investing in building up our research talent and infrastructure.

In 2008, the state created the $50 million West Virginia Research Trust Initiative, popularly known as “Bucks for Brains.” The matching endowment program is being used to boost the research capabilities of West Virginia University and Marshall University. The Bucks for Brains dollars match the funds the universities receive from private and corporate contributors, doubling the value of qualified donations. The research is expected to generate discoveries that evolve into marketable products, business spinoffs and jobs, improving knowledge-

emerging industries have taken root.

The state’s automotive community has grown dramatically since Toyota Motor Manufacturing West Virginia opened its doors in Putnam County in 1996.

In March 2012, Toyota announced it will invest $45 million to boost production and create 80 new jobs at the West Virginia facility. The expansion, expected to be completed by July 2013, will increase employment at the West Virginia plant to 1,200 and Toyota’s total investment to $1.3 billion.

Today, West Virginia’s automotive industry includes Hino Motors Manufacturing U.S.A in Wood County, Diamond Electric and Nippon Thermostat of America in Putnam County, Growing results NGK Spark Plugs in Kanawha West Virginia’s targeted County, Allevard Sogefi U.S.A.

based economic development across the state.

In 2010, the state acquired the former Union Carbide Technology Center in South Charleston. Now known as the West Virginia Regional Technology Park, the site is operated by the Higher Education Policy Commission.

Technology Park tenants include firms such as Dow Chemical and Progenesis Technologies.

Several community and technical colleges are in the process of setting up classes on the 258acre campus as well.

The Technology Park offers a unique asset: four pilot plants.

Pilot plants allow medium-scale research and testing, a vital step in getting a new product to market.

In December 2010, Keith Burdette was appointed by Gov. Earl Ray Tomblin as cabinet secretary for the West Virginia Department of Commerce and executive director of the West Virginia Development Office.

Burdette began his public service when he was elected to the first of two terms in the West Virginia House of Delegates. In 1982 he was elected to the West Virginia State Senate. In 1989 Burdette was elected the 42nd president of the State Senate at the age of 34, the youngest Senate president in the state’s history.

The West Virginia Jaycees named him their Outstanding Young West Virginian in 1991 and in 1992 the U.S. Junior Chamber of Commerce named him one of 10 Outstanding Young Americans for that year.

Upon leaving the Legislature in 1994, Burdette formed a government relations and consulting business. Three days after the 2000 election Gov.-elect Bob Wise asked him to join the new administration where he served for three years as director of Policy and Legislative Relations. After leaving the administration in 2003, Burdette formed the Burdette Group Consulting firm.

In November 2004 the Area Roundtable hired Burdette to manage and operate the Area Roundtable and the Wood County Development Authority. He serves as president of the Area Roundtable, which is the umbrella organization for all development activities in Wood County including the work of the Wood County Development Authority and the ParkersburgWood County Development Corp.

in Wayne County, KS of West Virginia in Jackson County and STaSIS Engineering in Jefferson County.

Two high-profile companies — Macy’s and Amazon.com — chose West Virginia for their fulfillment operations.

Macy’s is nearing the completion of its $150 million fulfillment center in Berkeley County.

When fully operational, the 1.3million-square-foot fulfillment center will create 1,200 yearround jobs, as well as hundreds of seasonal positions. The center will support Macy’s and Bloomingdale’s growing online sales, preparing and shipping orders primarily to customers in the Northeast and Mid-Atlantic states.

In 2011, Amazon expanded its

footprint in the state with a new 70,000-square-foot customer service center at Kinetic Park in Huntington. Amazon will create more than 200 year-round jobs, pushing its year-round total to 499 by the end of 2014, and generate hundreds of additional jobs seasonally.

West Virginia’s technology fields are growing strong as well.

The world’s largest manufacturer of intraocular lenses, Alcon Research, is located in Huntington.

Protea Biosciences was launched in 2001 as a spinoff from WVU. Today, the company provides jobs for 45 employees.

In 2012, the international life sciences journal The Scientist SEE COMMERCE, PAGE 4B

Novelis helps make world ‘light, brighter and better’ TIMES WEST VIRGINIAN

FAIRMONT — Did you know one out of every two new cars in North America contains a part with aluminum manufactured in Fairmont? If you did not, you are probably not alone.

That is why I always tell people the Novelis plant in Fairmont is one of Marion County’s best kept secrets.

I joined Novelis in 1979, but relocated to Fairmont five years ago to assume the role of plant manager. I still hear a lot of people in the community refer to our facility as the old Alcan plant. Novelis spun off from Alcan in 2005 and we have a great story to tell.

I really want people to know Novelis.

Novelis is the world leader in aluminum rolling, producing nearly 20 percent of the world’s flat-rolled aluminum products.

We are a company with worldclass facilities and advanced manufacturing technology. With operations in 11 countries and nearly 11,000 employees, the company provides aluminum sheet and foil products for customers in transportation, packaging, architecture, electronics and printing.

As if that is not a big enough job, we are also the world leader in beverage can recycling. We recycle more than 40 billion used beverage cans each year.

In Fairmont, we have approximately 190 employees and our plant supplies more than 435 various products to 70 domestic and international customers.

These materials are primarily used in radiators, condensers, evaporators, heat exchangers, refrigeration units and even residential and commercial air-conditioning units. The facility sits on 22 acres and covers 300,000 square feet.

As a relative newcomer to the area, I have enjoyed learning about this region’s rich history and our plant’s longtime presence in the community.

Originally constructed as a brass plant in 1919, the facility was a local businessman’s attempt to leverage the demand for brass

MONDAY, MARCH 26, 2012 PAGE 3B

Sam Mann

PHOTO BY DANNY SNYDER

At the Novelis plant in Fairmont, there are 190 employees and the plant supplies more than 435 various products to 70 domestic and international customers. These materials are primarily used in radiators, condensers, evaporators, heat exchangers, refrigeration units and even residential and commercial air-conditioning units. The facility sits on 22 acres and covers 300,000 square feet.

from World War I. We do not know if it actually functioned as a brass plant, but in 1936 it was bought by four local businessmen and became Fairmont Aluminum.

The building was purchased in 1956 by Cerro and again in 1965

by Alcan. Alcan owned it for 40 years until the Novelis spinoff in 2005.

While I have told you a little about Novelis and our Fairmont plant, I still have not answered why Novelis is one of the area’s best kept secrets. The best way to demonstrate what is special about Novelis is to share some reasons why I have been with the company for 33 years: • Novelis puts its people first.

During the economic downturn, particularly the summer of 2008 when auto sales declined and our plant was operating at reduced capacity, we were able to maintain employment levels.

This will always remain one of my personal points of pride.

• Our employees are engaged in our safety culture. Our employees are diligent about

their personal safety and care for the safety and workplace conditions of their co-workers.

One of my biggest priorities as plant manager is to make sure every employee goes home safely to their family. In March 2011, our plant celebrated two years without a lost-time accident. We showed our appreciation by shutting down the facility and serving a steak dinner to all our employees on all three shifts. Last October, we also held a health and safety week that featured an open house for employees and their families to enjoy presentations by EMS professionals, a catered lunch, plant tours and a bounce house for the kids. More recently, we have established a fire brigade organized, led and comprised of our own employees. We have 15 state-certified firefighters and 27 emergency responders, all organized to work with the county emergency system.

• Novelis is a leader in sustainability. On a global level, we are setting aggressive targets for

reducing our carbon footprint and those of our customers. At the core of the Novelis sustainability commitment is the company’s target of increasing its already extensive use of recycled aluminum to 80 percent of all aluminum input material by 2020.

At Fairmont, we not only serve as a recycling drop-off location for the Fairmont community, we recycle almost everything we use. If we cannot use our own scrap aluminum, we send it to other Novelis facilities.

We are also committed to reducing our energy use. We limit running the big mills at one time and our facility participates in an interruptible power program. When there is a huge electrical draw in our power grid, particularly in the summer months when everyone is running their air conditioning, we are notified. Within two hours we will shut down some of our machinery to reduce strain on current energy demands, conserve energy and support public safety in our community.

• Novelis plays an important role in the economic health of the Fairmont economy. We provided nearly $17 million in wages and benefits to employees and more than $1.5 million in payroll and property taxes last year. While we may not be the community’s largest employer, our facility brings a lot of commerce to local businesses. In order to serve our customers that range from South America to China, we are continually receiving visitors and shipping materials in and out of the facility. We encourage all our visitors to patronize local hotels, restaurants, stores and gas stations.

• Novelis is committed to being a good corporate neighbor in the Fairmont community. Our site serves as a community recycling center for all types of recyclable goods. We offer a separate drop-off area for aluminum cans and donate the proceeds from the redeemed cans to Habitat for Humanity. The plant has started a similar matching fund program for recycled alu-

Sam Mann is plant manager for the Novelis aluminum sheet and light gauge foil facility in Fairmont. The plant supplies more than 70 domestic and international customers with products used in radiators, evaporators, heat exchangers, refrigeration units and air conditioners.

Mann joined Novelis in June 1979 as a cold mill metallurgist in Oswego, N.Y. Over his 33-year career with the company he has held several leadership positions in North America.

Prior to assuming his current role in 2006, Mann served as the can business unit technical services manager.

Mann holds a degree in metallurgical engineering from Lafayette College.

minum with the Marion County Humane Society.

Among other causes, the plant actively supports the United Way, the American Cancer Society, the Fairmont State Foundation, and local EMS and fire departments, and has assisted in projects working toward the revitalization of several area parks and recreation areas.

Novelis is proud to be a part of this community and I hope you take a sense of pride in the work we do. Together, we can pursue the Novelis vision to make the world lighter, brighter and better.

Commerce PAGE 4B

MONDAY, MARCH 26, 2012

announced its selection of Protea to receive its Top 10 Innovative Technologies award for 2011. Protea earned the award for its Laser Ablation Electrospray Ionization (LAESI) technology, described as the world’s first technology that allows real-time molecular imaging, including the molecular analysis of live cells. The company reports the invention has the potential to affect the life science industry worldwide and swell Protea’s workforce up to 1,000 in five years.

Marshall University students and professors formed biotechnology start-up Vandalia Research in 2004. Vandalia Research is the first company to successfully scale-up the polymerase chain reaction (PCR) from an analytical tool to a viable large-scale manufacturing process, enabling DNA sequences to be made more efficiently and cost-effectively.

Vandalia was awarded a $1.04 million contract with the U.S. Department of Defense for a flu vaccine technology program in 2011. The program focuses on the scale-up and pre-clinical development of a pandemic flu

TIMES WEST VIRGINIAN

CONTINUED FROM PAGE 2B

vaccine manufactured by Vandalia.

Technology-driven businesses and organizations have clustered in the state, especially in the North Central region along the I79 High Technology Corridor.

The area around Monongalia, Marion, Harrison and Lewis counties is home to a concentration of aerospace businesses such as Aurora Flight Sciences, Bombardier, FMW Composite Systems, Lockheed Martin Aeronautical Systems and Pratt & Whitney Engine Services; and biometrics/biotechnology entities such as the Biometrics Fusion Center and the Biometrics Knowledge Center.

West Virginia has one of the highest concentrations of identification-based science and biometrics technology in the country. The FBI Criminal Justice Information Services Division (CJIS), located in Clarksburg, has the fingerprints and corresponding criminal history information of more than 53 million subjects.

In November 2011, the FBI hosted a “topping off” ceremony to celebrate the placement of the final steel beam in the new

Biometrics Technology Center in Clarksburg. The $328 million center on the FBI’s CJIS’s campus is expected to be completed and operational by 2014.

Officials estimate that the facility will create about 1,200 new FBI jobs and 160 Department of Defense positions in the state.

Diversifying markets Diversifying West Virginia’s economy requires expanding our markets as well as our industries. The West Virginia Development Office’s International Division helps businesses large and small participate in worldwide trade.

Figures from the U.S. Department of Commerce show that in 2011, West Virginia exports reached a record $9 billion.

The Mountain State led the nation in rate of export growth.

Our rate of 39.5 percent more than doubled the United States’ export growth rate of 15.8 percent. Much of the growth can be credited to increased coal exports. At the same time, noncoal exports reached a record level of more than $3.6 billion.

The list of leading exports

PHOTO COURTESY OF THE WEST VIRGINIA DEVELOPMENT OFFICE

Gov. Earl Ray Tomblin (from left) presents the Governor’s Commendation for International Market Entry to Chad Davis, Zach Ziemba and Jim Wingate of Backbone Security, based in Fairmont, in June 2011 in Charleston. Backbone Security was one of two Marion County businesses to receive this honor for its growth in exporting.

included plastics, machinery, optical/medical products, organic chemicals, aerospace components, automotive components, organic cleaning preparations and aluminum.

Many people, both inside and outside the state, are beginning to realize the wide range of industries operating in West Virginia. An economy with more varied sources to generate

jobs and income has more areas of strength and more resistance to fluctuation. That’s the kind of variety that West Virginia businesses and workers need to plan, grow and prosper.

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Labor unions may still be answer to economic inequality TIMES WEST VIRGINIAN

CHARLESTON — The past has a habit of repeating itself, sometimes for the better and sometimes not.

One hundred twenty years ago the United States was living through “the Gilded Age” when industrialist factory owners were worth hundreds of millions of dollars while the average family income was $320 a year.

Men, women and children slaved six days a week, often more than 12 hours a day, in factories that regularly robbed them of lives and limbs. They earned wages that were barely enough to keep them fed and sheltered.

While idle rich wore diamonds and silk, the many workers wore rags as their reward for lives of hard work.

It was the gross economic inequality of the Gilded Age that led to the birth and rapid growth of the American labor movement because society couldn’t prosper under such economic conditions or with such complete disregard for the worth of an individual.

Unfortunately, this is no longer just an interesting historical fact.

Today our country’s income inequality is worse than it was 100 years ago.

In 1928 the top one-one hundredth of 1 percent of U.S. families averaged 892 times more income than families in the bottom 90 percent. In 2006 the same percentage of rich averaged 976 more income than America’s bottom 90 percent.

Clearly workers need a strong labor union now more than ever as our nation slides back toward the economic inequality of the past.

In 1890 the answer to economic inequality was the creation of labor unions and it’s still the answer to economic inequality today.

Labor unions give working people power to stand up to wealthy corporations that focus solely on the bottom line and not the men and women who make the profits possible. Rather than rewarding the workers for their contributions to the bottom line, these corporations spend lavishly to ensure government and legislation is skewed to favor only their best interest.

Formation of a union is the only equal footing workers can hope to have with corporations

MONDAY, MARCH 26, 2012 PAGE 5B

AFL-CIO PHOTO

An AFL-CIO member holds up a sign prior to a June 25, 2009, Washington, D.C., Health Care Rally attended by members.

AFL-CIO PHOTO

Attorney Daniel Staggers, West Virginia state Senate Majority Leader Sen. John Unger, West Virginia AFL-CIO President Kenny Perdue discuss the issues during the Eastern Panhandle Labor Council 5-cent hot dog sale in August.

and industries. When workers unite and form a union, the power of collective bargaining ensures they have the ability to negotiate for better wages, benefits and working conditions — without fear of punishment or losing their jobs.

Today, many people working full-time jobs are unable to support their families or rise above the poverty level. They fear losing what little they have if they speak up or try to fight for more just working conditions or better pay.

A union can be their voice.

A union becomes a voice for all workers who had been silent out of fear of reprisal or unemployment. Unionized workers have better wages, better benefits and safer working conditions compared with non-unionized workers in the same industry.

Union workers earn living wages with benefits, which means they

can take care of themselves, raise their families, access health care and retire with financial security whereas many non-union workers are among the working poor and depend upon government subsidies, such as food stamps, childcare waivers and Medicaid, to provide the basic necessities.

It’s been said that the United States was built by the great middle class. That great middle class was built by unions. Before unions the majority of Americans were either rich or poor, with a very small population in between the two extremes. After America embraced the labor movement and passed laws allowing unions, after decades of industry attempts to suppress workplace unions, the middle class grew and became the majority.

Here in West Virginia, families that had worked in the coal mines and lived in poverty for decades,

in one generation thanks to unionization, buy their own homes and live the American dream. It freed thousands of coal miners from the tyranny of the company store and early graves.

Belonging to a union made a vital difference in my own family. My grandfather worked dawn to dusk as a dairy farmer in Greenbrier County. My father began his working life as a coal miner and eventually became a sheet metal worker. In both fields he belonged to the union and thanks to the union he received health care coverage and wages that allowed him and my mother to provide what was needed to raise six boys and provide them with educational opportunities.

I followed in my father’s footsteps, as did three of my brothers, and became a sheet metal worker.

Union leadership positions come from and are elected by the rank and file members. Unions don’t have over-paid, out-of-touch CEOs running things. I got involved in my local union, became active in local labor councils and the years of hard work culminated in me being elected president of the West Virginia AFL-CIO, the largest labor organization in the state.

This is what participation in labor unions did for my family in just two generations, and my story is not unique. Unions have a long history of uplifting families, helping them achieve the American dream.

The West Virginia AFL-CIO is comprised of more than 575 affiliated unions and is part of the larger national AFL-CIO, which is 16.2 million members strong.

West Virginia AFL-CIO is a voice for the working people of West Virginia.

Our work embodies different fronts, from advocating on the legislative and policy levels for recognition and protection of workers’ rights to efforts to elect political leaders who will defend and fight for working people in government to projects lobbying for social justice and improvement. Our organization operates food banks, provides blood supplies, aids victims of natural disasters and connects people with drug and alcohol problems to resources and counseling.

We take great pride in our Human Resource Development

G U I D E

2012

Kenny Perdue

Kenny Perdue is president of the West Virginia AFL-CIO and chairman of the AFL-CIO Appalachian Council.

Raised in Harrison County, Perdue comes from a family of proud union workers. The oldest of six boys, he graduated from Washington Irving High School in 1970 and married his high school sweetheart Dusty Hayhurst of Anmore.

Perdue has been a member of the Sheet Metal Workers International Association since 1973 and served on the executive board of Sheet Metal Workers LU 299 from 1980 to 1989.

He also served as a member of the Harrison County Economic Development Authority and as an officer with the Harrison County Labor Council, AFL-CIO. In 1989 he was elected to the West Virginia AFL-CIO’s executive board following the retirement of his father from the board. In 1991 he was elected as the business representative for Sheet Metal Workers LU 33. In 1997 he became the secretary-treasurer of the West Virginia AFL-CIO and served in that position for seven years. In 2004 he was elected president of the West Virginia AFL-CIO after the retirement of longtime president Jim Bowen.

As of 2012, besides his duties as president of the West Virginia AFL-CIO, chairman of the AFL-CIO Appalachian Council and president of the HRDE/HRDF, Perdue serves on numerous commissions and executive boards, including the Judicial Vacancy Advisory Commission, Vision Shared Board, Governor’s Work Force Investment Council, High Mark Blue Cross Blue Shield WV, WVU Visiting Committee for Extension Services, Imagine WV, 21st Century Jobs Cabinet and Discover the Real West Virginia Foundation.

Perdue and his wife have three daughters and eight grandchildren: Tesa and her husband Tim, their children Collin and Taylor of Clarksburg; Shawna and her children Morgan and Pressley of Clarksburg; and Nicole and her husband Kerry and children Skilor, Cole, Zain and Zaven of Bridgeport. Perdue also has a son-in-law, two nephews and three brothers who are union sheet metal workers in West Virginia.

Foundation (HRDF) and Human Resource Development and Employment (HRDE). HRDF is one of the largest nonprofit organizations in West Virginia. It assists thousands of West Virginians through advocacy, empowerment and the successful administration of a wide variety of employment, occupational skill training and educational programs.

Through HRDE we administer Unity Housing programs that provide almost 800 units of subsidized housing for elderly, financially disadvantaged and disabled individuals.

Unions exemplify what can be achieved when workers unite and

work for their own interests instead of the enrichment of a few. In 2012 the mission and work of labor unions continues and expands as we try to improve the lives of workers and their families and find new ways to achieve economic equality for working people.

A democracy requires economic equality to survive and thrive. America became a great nation on the shoulders of the middle class. Labor unions strive every day to protect and ensure the middle class will survive and prosper. American democracy needs labor unions in the 21st century to keep our nation strong and free.

TUESDAY, MARCH 27, 2012 • WWW.TIMESWV.COM • 75¢

North Central West Virginia Energy & Industry

High Technology Health Care Education & Workforce Living Here Whoʼs Who

TIMES WEST VIRGINIAN

Bonus Edition Vol. 112, No. 087-B

Changing world In February 1992, the FBI formally established the Criminal Justice Information Services (CJIS) Division to serve as the hub for criminal justice information services within the FBI. The FBI had already begun the transfer of CJIS programs to their first temporary home in the U.S. Post Office building on Clarksburg’s West Pike Street, with plans for a large, modern complex to come.

— Page 3A

Mission success In 2010, the Office of Safety and Mission Assurance at NASA headquarters asked NASA’s Independent Verification and Validation Program, or IV&V, to expand its efforts and apply its expertise in support of Safety and Mission Assurance, or SMA, organizations at all levels across the agency and in support of the Office of the Chief Engineer.

— Page 1B

PHOTO BY DANNY SNYDER

Wade Linger, president and CEO of TMC Technologies in Pleasant Valley, said he remembers when the I-79 Technology Park was a field with cows grazing in it. "A lot of it, especially in the Fairmont area, is attributable to the technology business,” he said of the growth.

High-technology anchors, companies are changing the state’s economy

BY JESSICA BORDERS TIMES WEST VIRGINIAN

Monitoring weather Today, GST manages two projects in Fairmont.

The first and by far the largest is the NOAA/CLASS, or the Comprehensive Largedata Array Stewardship System. The second is the National Weather Service (NWS) project called the National Mesonet Program. Both are unique and mission critical in their own way, and both have helped make GST one of NOAA’s premier contractors.

— Page 6B

Pieces in place It was a quarter of a century ago that a small group of entrepreneurs began forming small companies in the Marion County area aimed at the socalled “high-tech” industry. This was no accident, but it certainly was an act of faith because in the 1980s North Central West Virginia, there was not much more than hope upon which to build a technology business.

— Page 6A

FAIRMONT — Economic diversification, specifically in the technology sector, has changed North Central West Virginia.

As new federal programs come to the area or expand, that has increased the contracting activity in the technology business community, said Jim Estep, president and CEO of the West Virginia High Technology Consortium Foundation in Fairmont. As a result, contractors have been able to hire more employees and grow their operations in general.

As a secondary effect, these people are shopping, buying homes and vehicles, paying taxes and sending their kids to school in local communities, he said.

Estep said the expansion of the “knowledge worker” is another important aspect of the economy and makes the region even more attractive to other industries that may be choosing a place to locate. This term refers to skilled workers, such as software engineers and data information specialists, who deal with a lot of information and data that is tightly connected with advanced technology.

“So much of what we do nowadays requires this workforce to identify and absorb enormous amounts of data and translate that data into knowledge for some economic business purpose,” he said.

Federal anchors like NASA, the FBI and the Department of Energy’s National Energy Technology Laboratory are at the

SUBMITTED PHOTO

Pictured above is the Alan B. Mollohan Innovation Center in Fairmontʼs I-79 Technology Park, the first anchor building in the park that has expanded over the years. The park is comprised of approximately 400 acres divided into four phases.

Phase One is the most prominent and is easily seen from Interstate 79. Phase Two is to the west of Phase One and is adjacent to the Marion County Industrial Park.

Phases Three and Four are to the north and are approximately 100 acres each.

core of the economy in North Central West Virginia, Estep said. These anchors have created opportunity and a reason for the technology businesses to be in the region.

“We now need to nurture this population of technology and innovation such that we can harvest from it new business ideas, new business concepts, entrepreneurship,” he said. “Whether or not we’re successful over

the next couple of decades is going to depend on how serious we are about taking advantage of this growing population of knowledge workers.”

Estep said the area was very fortunate to have had former Congressman Alan B. Mollohan and the late Sen. Robert C. Byrd SEE HIGH-TECH, PAGE 2A

High-tech PAGE 2A

TUESDAY, MARCH 27, 2012

help fund and support the growth of the technology sector in the past. Now the amount of growth will depend on the support the region receives and how it adapts to the environment.

“We are definitely at a key milestone in our evolution,” Estep said.

The bioscience industry has emerged in the region in the past five years and is really beginning to take root. Protea Biosciences Inc. in Morgantown is a prime example of this work, said Steve Turner, president and CEO of the company.

Both West Virginia University and Marshall University have well established technology transfer offices that are working with faculty to reach out to industry for the commercialization process, which is important to developing a future industry, he said.

Turner said the region has an intelligent, young and loyal labor force with a great work ethic, and the presence of higher education through WVU provides an advantage, he said.

North Central West Virginia’s location is also favorable, as it is in close proximity to major markets like Washington, D.C.,

TIMES WEST VIRGINIAN

CONTINUED FROM PAGE 1A

Pittsburgh, Pa., and Ohio.

The area’s infrastructure has been formed by various groups and thanks to the hard work, time and dedication put forth by Byrd and others, and that has created a second-generation effect where entrepreneurs are coming in and forming companies. The area has all the elements that new technology companies need, Turner said.

“I think you will see companies in our industry move here, more young entrepreneurs encouraged by what’s in place to take a risk and start companies,” he said. “People will be surprised by the robustness of the growth.”

Wade Linger, president and CEO of TMC Technologies in Pleasant Valley, said the area has grown a lot since 1992 when he came to Fairmont. He remembers when the I-79 Technology Park was a field with cows grazing in it.

“A lot of it, especially in the Fairmont area, is attributable to the technology business,” he said of the growth.

Development has occurred around the Kingmont exit of I79, and increased economic activity is also evident by the

Middletown Mall and Walmart in White Hall, Linger said.

The national economy looks like it’s starting to circulate again, but North Central West Virginia has really been doing pretty well all along, he said.

While most of the country was hurting during the economic downturn, this area has been building new businesses and housing.

“I’m really optimistic about what’s going to happen as the general economy turns back up,” Linger said.

He said the technology industry in North Central West Virginia has seen huge changes over the years. Twenty years ago, there weren’t facilities where high-tech businesses could locate, and it was difficult to obtain employees because nobody believed in the industry.

Many West Virginians were graduating from college and moving out of the state because they felt there was no job security.

Today, however, that attitude has completely turned around.

When companies win contracts, employees are available in the area to fill those needs, Linger said.

The colleges and the universities have developed new programs to support the technology industry and attract students from everywhere, he said. When federal agencies locate in the area, young people benefit as more degrees and trainings are offered.

Linger looks positively at the technology industry’s future in North Central West Virginia, especially with the opportunities presented by Marcellus shale drilling.

Norm Gundersen, vice president of Global Science & Technology’s West Virginia division, came to Fairmont two years ago.

At that time, the area was politically charged with respect PHOTO BY DANNY SNYDER to high technology because of Wade Linger (left), president and CEO of TMC Technologies leaders like Mollohan and Byrd Inc., acquired the federal contracts division of HGO who were effective in bringing Technology Inc. from Jim O’Malley, who became a vice presi- in projects and supporting small dent at TMC, in March 2011. companies, he said. While the

PHOTO COURTESY OF PROTEA BIOSCIENCES

New technology in the biosciences field is fueling the industry, which has seen massive growth in the past five years. Above, Protea Bioscience LAESI analyzes a biological sample, a process that takes just a few minutes.

situation has changed with those people gone from the political scene and with shrinking budgets, the current leaders are also very engaged in technology.

Gundersen said doing business in North Central West Virginia is very different from doing business in metropolitan areas like Washington, D.C. In Fairmont and surrounding areas, companies like GST cooperate with other local businesses and team together on projects, which is refreshing to see.

“Communication is more straight forward,” he said.

The first wave of technology came to Fairmont with the construction of the NASA Independent Verification & Validation Facility in 1993, which has been a launching pad for a number of activities in the area, Gundersen said. GST’s major contact is for the National Oceanic and Atmospheric Administration’s CLASS program, which stands for Comprehensive Large Array-

data Stewardship System and is basically an electronic library of all meteorological data.

“Bringing technology to this area has created good and highpaying jobs,” he added.

The region has seen many positive impacts from the presence of these educated workers, from community involvement and improved housing to more money coming into the area, Gundersen said.

Email Jessica Borders at jborders@timeswv.com.

TIMES WEST VIRGINIAN

TUESDAY, MARCH 27, 2012 PAGE 3A

FBI facilities grow to meet needs of changing world CLARKSBURG — For 20 years now, the FBI’s Criminal Justice Information Services (CJIS) Division and North Central West Virginia have been growing together.

In February 1992, the FBI formally established the CJIS Division to serve as the hub for criminal justice information services within the FBI. The FBI had already begun the transfer of CJIS programs to their first temporary home in the U.S. Post Office building on Clarksburg’s West Pike Street, with plans for a large, modern complex to come.

Growing together Just look around Clarksburg, Bridgeport and Fairmont, and the growth in the past 20 years is evident.

Contributing to this has been the development of the FBI’s CJIS Division that employs about 2,500 staff and 500 contracted workers. This represents approximately $225 million in salaries and benefits to employees who live in our communities. Since 1993, it is estimated that the FBI has contributed about $2.8 billion in compensation and benefits into the local economy.

These same CJIS Division employees and contractors who have helped expand the local economy have also developed CJIS programs that serve law enforcement in communities across our nation and around the world. For the past two decades, CJIS Division staff have been enhancing existing services, adding new services, and increasing opportunities for collaboration and advancement in biometric technology.

The FBI has always been flexible and innovative to meet changing needs to protect our nation, and the CJIS Division operates with that same spirit.

Three major programs combating crime and helping investigations were combined to create the CJIS Division: Fingerprint Identification, the National Crime Information Center (NCIC), and the Uniform Crime Reporting (UCR) Program. All three of these historic programs are still going strong.

The FBI’s collection of fingerprints reaches as far back as 1924. Since becoming part of the CJIS Division in 1992, the fingerprint identification program has expanded into Biometric Services, now including the research and development of other biometric measurements, such as facial features, iris, even vocal quality and human scent. In 2007, the FBI established the Biometric Center of Excellence, based at the CJIS Division, to explore and advance such technologies with collaborators from government, academia and commercial entities.

Fingerprints remain the most used biometric to identify individuals and the number of fingerprints, along with the speed they are processed, has advanced dramatically.

In the first full year of the CJIS Division (1993) the number of fingerprints processed was 8.1 million. In 2011, CJIS Division staff handled more than six times that number — almost 51 million fingerprints. Instead of days or weeks, as was common 20 years ago, criminal fingerprints submissions are now regularly processed in less than five minutes.

Created in 1929, the UCR Program continues to provide a picture of crime in the United States by collecting instances of crime reported to the FBI by

David Cuthbertson David Cuthbertson entered duty with the FBI in September 1988.

Upon completion of training at the FBI Academy in Quantico, Va., Cuthbertson was assigned to the Cincinnati Division, where he specialized in investigations of motorcycle gangs, violent street gangs and drug trafficking organizations. In May 1992, he was transferred to the Dallas Division, where he investigated Mexican drug trafficking organizations. During his last three years in the Dallas Division, Cuthbertson was assigned to the Plano, Texas, Resident Agency, where he investigated a variety of matters including white collar crime, drug trafficking and violent crime.

In May 1997, Cuthbertson was promoted to a supervisory position in the Criminal Investigative Division, Drug Section, Latin American Unit. In that capacity, he oversaw a variety of operational, administrative and liaison matters within the FBI’s Drug Program. He also provided instruction regarding criminal enterprise investigations and task force operations to law enforcement officials at the FBI Academy and in Brazil and Costa Rica.

Cuthbertson served as Acting Unit Chief of the Latin American Unit from January 1999 through May 1999, when he was promoted to serve as field supervisor of the Denver Division’s Metro Gang Task Force. In Denver, Cuthbertson assumed program coordinator responsibilities for the Organized Crime and Drug Programs, and supervised a criminal enterprise squad that was collocated with three multiagency task forces.

In June 2002, Cuthbertson was appointed Assistant Special Agent in Charge of the Chicago Division’s Criminal Enterprise Branch. In this capacity, Cuthbertson was responsible for the activities of 12 squads, and served as program manager for the Organized Crime, Drug, Criminal Enterprise and Violent Crime programs. In July 2004, Cuthbertson was given responsibility for Chicago’s International Terrorism and Domestic Terrorism Programs, including leadership of the Joint Terrorism Task Force and oversight of Chicago Division’s counterterrorism preparedness efforts.

Cuthbertson was designated an Inspector in Place (IIP) in 2003, and served as an IIP during the inspections of the Cleveland, Buffalo, Laboratory and Philadelphia Divisions.

During a subsequent temporary duty assignment in the Inspection Division, Cuthbertson authored portions of the FBI’s five-year strategic plan, 2004-09.

In August 2005, Cuthbertson was promoted to Section Chief of the Programs Development Section in the Criminal Justice Information Services (CJIS) Division in Clarksburg. In this position, Cuthbertson oversaw numerous CJIS programs and services including the National Crime Information Center, Interstate Identification Index, CJIS Advisory Processes, Foreign Fingerprint Exchange Program, CJIS Flyaway Program and the CJIS Division Intelligence Group.

In December 2006, Cuthbertson was promoted to deputy assistant director of the CJIS’s Policy, Administrative and Liaison Branch. Cuthbertson was also responsible for Uniform Crime Reporting, Law Enforcement National Data Exchange, Law Enforcement Online, CJIS budget matters and the physical infrastructure of the CJIS Division.

In 2007, Cuthbertson was named Special Agent in Charge of the FBI’s El Paso Division. In this position, Cuthbertson was responsible for all FBI operations in 17 counties in West Texas.

He also served as president of the Federal Executive Association and at the time of his transfer was vice chairman of the Executive Board of the local High Intensity Drug Trafficking Area.

In July 2011, Director Robert S. Mueller III appointed Cuthbertson to assistant director of the CJIS Division.

Cuthbertson graduated magna cum laude from William Jewell College in Liberty, Mo., where he earned a Bachelor of Science degree in business administration and economics. He was employed in private industry as a staff accountant and accounting manager prior to joining the FBI. He is married and has two children. more than 18,000 law enforcement agencies across the country. The crime statistics published annually by the UCR Program have become a trusted tool for use in law enforcement administration, operation and management. The UCR Program’s three annual Web publications (Crime in the United States, Law Enforcement Officers Killed and Assaulted, and Hate Crime Statistics, which are all available at www.fbi.gov/about-us/cjis/ucr) are also used by criminologists, government planners, the media and citizens interested in the state of crime in our nation.

Originally established in 1967, the NCIC is used daily by criminal justice agencies across the country to enter and query crime data that helps law

PHOTO COURTESY OF FBI CJIS DIVISION

Since 1993, it is estimated that the FBI has contributed about $2.8 billion in compensation and benefits into the local economy. These same CJIS Division employees and contractors who have helped expand the local economy have also developed CJIS programs that serve law enforcement in communities across our nation and around the world.

enforcement professionals apprehend wanted persons, locate missing persons, recover stolen property and identify terrorists.

NCIC transactions grew from 451 million in 1993 to 2.7 billion in 2011. Currently, the average response time is 0.0284 seconds.

Building upon the foundation While further developing the FBI’s legacy programs, the CJIS Division has added many programs and services to improve the ability of the criminal justice community to serve and protect the nation’s citizens.

For instance, Law Enforcement Online (LEO) was created in 1995 to provide a secure, Internet-based communication site for law enforcement, first-responders, criminal justice professionals, and anti-terrorism and intelligence agencies around the globe to share information and collaborate.

The National Instant Criminal Background Check System (NICS) was added in 1998 in response to the Brady Handgun Bill. NICS works with Federal Firearms Licensees to determine if prospective buyers are eligible to purchase a firearm.

The National Law Enforcement Data Exchange, or N-DEx, became operational in 2008. N-DEx allows law enforcement from around the United States to access infor-

PHOTO COURTESY OF THE FBI CJIS DIVISION

The FBIʼs CJIS Division employs about 2,500 staff and 500 contracted workers. This represents approximately $225 million in salaries and benefits to employees who live in our communities.

mation from incidents, case reports, booking and other crime reports that are not available in existing nationwide criminal justice information systems.

The value of the CJIS Division’s programs to law enforcement is evident in each instance that our shared information helps protect the public and our partners in the field.

For instance, last summer when a Florida state trooper made a traffic stop near Ormond Beach, the driver provided him with a South Carolina driver’s license. The alert trooper noticed the driver had a bank card bearing a different name. Using a rapid identification device, the trooper submitted the driver’s fingerprint via a rapid transaction that searched the Florida state system and was also sent to the FBI’s Repository for Special Concern (RISC). The RISC system returned a “red” response within 46 seconds, notifying the trooper of an outstanding warrant for the subject within the FBI’s NCIC. The driver was wanted in Georgia in connection with a murder and aggravated assault. The warrant had been outstanding for eight years.

Collaboration is key Of course, serving as a resource to law enforcement, national security and intelligence agencies is not something that the CJIS Division does in a vacuum.

The FBI relies upon the input and collaboration from our partners to ensure that we are meeting the needs of our customers.

One way this is accomplished is through the CJIS Advisory Policy Board (APB) and Compact Council, made up of criminal justice professionals who understand CJIS systems and information. The philosophy underlying the advisory process is one of shared management; that is, the FBI, along with local and state data providers and system users, share responsibility for the operation and management of all systems administered by the FBI for the benefit of the nation.

Another example of the FBI’s commitment to collaboration is our new Biometrics Technology Center (BTC), currently being built on the CJIS Division campus.

The BTC will contain 360,000 square feet of space, with 60,000 dedicated to the Department of Defense (DOD). The BTC will provide the FBI, DOD and other

collaborators with a facility to research, test and evaluate biometric technologies. Training space is also available to share biometric technologies with other law enforcement personnel, government representatives and select international partners.

The construction of the BTC is a prime example of the growth that is synonymous with the CJIS Division. Construction of the facility should be complete in 2014.

Growing into the future From the relatively small space in the Clarksburg Post Office to a 986-acre campus with multiple buildings, the CJIS Division has come a long way in 20 years.

We at the CJIS Division never forget that our best successes are fueled by collaboration with our partners. Our dedicated employees will continue to deliver effective and efficient services, and develop our programs to fight crime and terrorism.

Here in North Central West Virginia, the CJIS Division is proud to be a part of the FBI tradition, growing and changing to meet emerging threats to our nation and around the world.

Protea leading the industry in bioscience developments PAGE 4A

TUESDAY, MARCH 27, 2012

MORGANTOWN — I first visited West Virginia University in the spring of 2001, when I met a team of young scientists there who were developing new methods to identify proteins from biosamples (such as cells, tissue, blood, etc.). This is an important emerging field, one where I was looking to start a new company.

After many discussions and visits to WVU, I founded Protea Biosciences later that same year, here in Morgantown, and began to work with the WVU scientists to advance their research and turn it into commercial products.

To secure our working relationship, we made a technology transfer agreement with WVU, which was to be the university’s first with a biotechnology company.

“Tech Transfer” agreements grant a company the commercial rights to research that has been undertaken by scientists at the university, in exchange for which the licensing company pays the university’s patent expenses, thereby helping the university to obtain new intellectual property, and allowing for their technology to be commercialized (by the licensing company), at which point the circle is completed, as the company pays royalties on its sales back to the university, and generates economic development on behalf of its shareholders and the community where it is located. Tech Transfer agreements are of primary importance to the development of biotechnology companies.

What started out 10 years ago, with a few workers in a small lab at WVU, has evolved into a global industry leader in the field of bioanalytics — the identification of the proteins and other biomolecules that are made by all living cells and life forms.

Today, with 55 employees, more than 100 products manufactured here in West Virginia, sold to more than 400 customers around the world, Protea has great prospects for sustained,

TIMES WEST VIRGINIAN

PHOTO COURTESY OF PROTEA BIOSCIENCES

Protea Biosciences recently expanded its Morgantown laboratories to more than 20,000 square feet.

long-term growth and industry leadership.

Bioanalytics, the analysis of living cells and their products, is foundational science. It is essential for medical research, environmental science, forensics, oceanography, cosmetics, agriculture, food testing, biodefense and many other fields.

Our business mission is to focus on building a leading, technology-driven franchise in the bioanalytics industry. Our approach has been to in-license promising university-based research, which we have done, from West Virginia, Johns Hopkins, Virginia Tech and George Washington universities.

We then combine this technology with our own in-house research and development to create new bioanalytical products and servic-

es that we sell to pharmaceutical and academic research laboratories around the world — a market that exceeds $50 billion.

It has been the dream of modern biology to be able to identify all the biomolecules produced by living cells, rapidly and comprehensively.

All cells work the same way — they contain information, known as “genes” (our DNA), that when expressed, produces the proteins and other biomolecules that perform all the biological functions of a life form, including ours.

In humans, 25,000 genes have been identified, which code the production of the proteins (the biomolecules) that regulate our body’s functioning for our entire life. However, these 25,000 genes code for more than 2 mil-

lion forms of human proteins, of which only about 10,000 have been identified to date. Clearly, we have a long way to go before we really understand how cells work.

It is this unknown universe of the biomolecular products of living cells where the company believes its technology and services will create value, drive our growth and even launch a new era of biomedical innovation where the molecular basis of human disease will be more clearly identified, thereby leading to new treatments for disease.

Our products and services significantly improve the number of biomolecules that a researcher can identify, while reducing the time and cost of obtaining the data. Particularly in pharmaceutical R&D, this is a major need.

To that end, Protea has recently completed the development of a game-changing technology that enables the largescale identification of biomolecules, not just rapidly, but even in real time.

Known as “LAESI” (Laser Ablation ElectroSpray Ionization), our technology enables for the first time the comprehensive identification of biomolecules from living cells without any pretreatment steps — cells can be analyzed within seconds to a few minutes, all without touching the sample, which can be cells, a tissue section, tumor biopsy or biofluids such as blood, urine or spinal fluid.

LAESI’s development has been completed, and we are now launching this new bioanalytical instrument into the market. In February, we installed a LAESI at the Oak Ridge National Laboratory in Oak Ridge, Tenn.

In January, The Scientist, an international research journal of the Life Sciences industry, selected Protea to receive its Top Ten Innovative Technologies award for the year 2011 for the LAESI technology.

One of the most important areas of application for the

Stephen Turner

Stephen Turner, Protea’s founder, has 40 years of experience in the biotechnology industry, during which time he founded and served as CEO of the BRL division of Life Technologies, Oncor, OncorMed and Quorum Sciences.

He has in-licensed and commercialized technology from more than 60 universities worldwide, and has completed numerous public and private financings.

Turner is a graduate of Stanford University. In 1994 he received the Ernst & Young Entrepreneur of the Year Award for the Washington, D.C., region.

LAESI technology is the need to identify new “biomarkers” — that is, biomolecules that are associated with the onset and progression of a specific disease and thus can be used to better identify patient subgroups for more precise selection of the best treatment option, as well as to guide new pharmaceutical development for specific patient subgroups.

The largest area of biomarker research is oncology — finding new biological “targets” for aiding early cancer detection. The global oncology biomarker market is expected to grow to $5.7 billion by 2014.

Our position in the bioanalytics industry has afforded us opportunities to develop commercial partnerships with other companies. For example, in partnership with Mayoly-Spindler, a European pharmaceutical company, Protea successfully completed in 2011 a joint Phase I human clinical trial for a new drug used in the treatment of pancreatic disease. Under terms of a joint development agreement, Protea received the exclusive marketing rights for the pharmaceutical in North America, a $500 million market opportunity.

I would like to highlight that

the state of West Virginia has been a true partner in our company’s development, from funding assistance through the Jobs Investment Trust (WVJIT) and the West Virginia Economic Development Authority (WVEDA) to the support and encouragement we have received from our governor, congressional delegation and local legislators.

Our state provided early equity capital and more recently lowinterest loans that have helped us build and maintain a state-of-theart bioanalytics laboratory in Morgantown, which we have recently expanded to 20,000 square feet.

More than any other factor, I credit our company’s success to the quality of our employees.

They are smart, hardworking and loyal — always there for our company and always getting the job done. The majority of our employees are WVU graduates and West Virginia natives who, fresh out of college, are building their careers at Protea, and their families here in West Virginia.

I count it a great privilege to have the opportunity to work with them, and together build a new, major global bioscience corporation born and bred in West Virginia.

We must keep high-tech momentum going in region

FAIRMONT — For more than two decades, North Central West Virginia has seen a gradual but steady growth of technology-oriented business activity serving the various federal operations located in the region.

The growth of this evolving sector has served to provide at least a basic level of diversification for the regional economy.

This diversification to some extent helped mitigate the impact of a national recession.

The foundations of this new sector are the direct result of the longtime efforts of the late Sen. Robert C. Byrd and Sen. Jay Rockefeller to bring the federal operations to the area. Those efforts were coupled with the tireless work of Congressman Alan B. Mollohan to preserve those federal operations while recruiting businesses and building a community spirit of teaming and competitiveness.

We no longer have Sen. Byrd or Congressman Mollohan as champions in Congress, but we do have the momentum they created for our region. It is imperative that we maintain that momentum by adapting to our new circumstances and engaging with our new congressional team. The accomplishments of the newest members of our delegation, namely Sen. Joe Manchin and Congressman David McKinley, over the short time they have been in office are truly remarkable.

Few realize that our regional federal operations came under assault from Washington last year, and the future of our technology sector looked bleak.

Fortunately, our new congressional team stepped it up and came through for us.

We can once again see a plausible path forward. It is now imperative to understand that to continue forward down that path will require investment and adaptation.

While preservation of our existing federal operations is critical, attracting additional ones is important for continued growth.

One of the most important efforts our congressional delegation can undertake is the identification and recruitment of additional federal anchors to our region. Each federal anchor will

PHOTO BY DANNY SNYDER

Jim Estep (left), president and CEO of the West Virginia High Technology Consortium, is pictured with Dr. Anthony Cugini, director of the National Energy Technology Laboratory (NETL).

PHOTO BY DANNY SNYDER

Gregory Blaney (left), director of the NASA Independent Verification & Validation Facility, talks with Norman Gundersen, vice president of Global Science & Technology’s West Virginia Division, during the West Virginia High Technology Consortium Foundation’s Roundtable Luncheon in February at the Robert H. Mollohan Research Center in Fairmont.

employ staff, and just as importantly, provide contracting opportunities.

The bigger the subcontracting opportunities provided by federal anchors, the more companies that are attracted to our area to bid on them. This model can be found throughout the most vibrant regions of the United States, and it is proving itself locally. To maximize this proven economic model will take more than just our congressional resources. It will require a greater participation by the state of West Virginia in the growth

and sustainment of our regional technology infrastructure.

The technology companies are locating in our region because they want to do business with the federal centers. If we hope they will establish more than just an “outpost” operation, there must be quality facilities equipped with abundant electrical and telecommunications capacity.

There must be support for the workforce and entrepreneurs.

Our neighboring states spend millions annually to build infrastructure and recruit businesses.

West Virginia has never really

been in a financial position to compete with the magnitude of these investments, but this can at least be challenged by making smart investments.

A smart investment strategy is to leverage the resources that have started to grow throughout North Central West Virginia at locations such as the WVU Research Park, Charles Pointe, White Oaks and the I-79 Technology Park.

For example, in 2011 the I-79 Technology Park became the home of a new supercomputing center known as the Environmental Security Computing Center (ESCC). It also became the home of a new satellite mission control center for the National Oceanic and Atmospheric Administration’s (NOAA) weather satellites.

Soon you will see three very large satellite antennas being constructed in the park to provide state-of-the-art communications with a stable of next generation satellites.

The infrastructure improvements to support these new programs included a super high bandwidth telecommunications connection that operates at gigabit speeds. This type of communications infrastructure is often referred to as a “GigaPoP.” Every business in North Central West Virginia needs to understand that having a “GigaPoP” available to them can be a real game changer for our entire community. Having this capability in our region will make the I79 Technology Park more competitive as we try to recruit other programs, but it can also open up opportunities that were not considered before.

In addition to the telecommunications upgrades, a new electrical substation will be constructed at the I-79 Technology Park in 2012. Mon Power will utilize cutting-edge, power-related technology to make the new substation the most advanced resource possible.

Smart infrastructure investments by the state can leverage this existing infrastructure for a strong economic return — if, of course, they are made.

An example of a smart infrastructure investment would be to provide road and utility systems that will open up the other phas-

James L. Estep

James L. Estep has served as president and chief executive officer of the West Virginia High Technology Consortium (WVHTC) Foundation since June 2000.

Estep has led the organization through substantial growth and evolution during his tenure. The assets of the organization have grown from just over $13 million in 2000 to more than $200 million today, including the creation of five subsidiary organizations.

Estep’s efforts have included the expansion of the I-79 Technology Park to more than 400 acres and 750,000 square feet of Class A office and lab space. This expansion established a future park capacity of more than 2.5 million square feet.

The growth of the I-79 Technology Park has attracted both government and private tenants alike. The I-79 Technology Park is home to NOAA’s Environmental Security Computing Center (ESCC), which houses one of the world’s fastest supercomputers. It is also home to the collaborative effort between NASA and NOAA called the GOES-R program. This program serves as mission control for all the next generation of climate satellites.

Estep is very active in several business and technology efforts around the state. He serves as chairman of the MidAtlantic Aerospace Complex (MAAC) and is a board member for the Mid-Atlantic Technology, Research & Innovation Center (MATRIC).

Estep pursued graduate studies at WVU where, in 1993, he received a master’s degree in computer science. He is also a graduate of the West Virginia University Institute of Technology (WVU Tech) where, in 1989, he received a bachelor’s degree in computer science. In 1986, he was awarded a military science scholarship from the U.S. Army and, upon graduation from WVU Tech in 1989, went on active duty with the Army as a commissioned officer.

es of I-79 Technology Park. The I-79 Technology Park is comprised of approximately 400 acres divided into four phases.

Phase One is the most prominent and is easily seen from Interstate 79. Phase Two is to the west of Phase One and is adjacent to the Marion County Industrial Park. Phases Three and Four are to the north and are approximately 100 acres each.

If progress continues, all four phases can be full someday.

Once full, the I-79 Technology Park has a potential capacity of more than 2 million square feet of office and lab space that can support thousands of high-paying jobs.

To realize this potential will require strategic infrastructure support. At the most basic level, the I-79 Technology Park will

require road and utility infrastructure that makes the additional phases accessible and “buildable.” A second level investment might include subsurface stabilization so that pads are ready to build. It is expensive to build facilities such as the ones currently in the I-79 Technology Park because virtually every square foot has been mined. Therefore, site work requires a lot of effort to stabilize the underlying mine infrastructure.

These are the types of investments the state government must participate in fully.

I am hopeful and optimistic that the next several years will result in even more opportunity; however, real and tangible results will be dependent upon real and tangible support.

State building strong foundation for innovation TIMES WEST VIRGINIAN

MORGANTOWN — Just because you’re not leading the race doesn’t mean you can’t catch up and compete with the best.

And West Virginia University is committed to giving West Virginia every chance to compete in the 21st century economy.

While the state still lags the nation in terms of Innovation Economy activity, it is pressing ahead on numerous fronts. The goal is to bring economic diversity to the state while creating high-quality jobs and business activity.

As a major research institution, WVU has unique assets and resources that are key parts to that puzzle.

The most complete way for West Virginia to generate opportunity for its citizens is to create new innovations and inventions, nurture them through to commercial use and generate jobs and economic output. Some of these innovations will come from your friends and neighbors working in their garage, but most of this activity will come from colleges and universities, federal laboratories and research organizations.

Over the past decade, WVU has been growing its research enterprise rapidly, and the university’s new strategic plan continues to place research near the top of its goals and objectives. At the same time, new emphasis has been given to optimizing some of that research by transferring technologies to the marketplace and creating new economic value.

Led by key deans from science, technology and business disciplines, a new Innovation and Commercialization Task Force is reshaping operating practices to better help researchers connect to opportunities for commercialization. And the changes are being well received by faculty.

Another program, supported by the Benedum Foundation, has allowed WVU to reach out to business and industry to create more effective collaboration and get a better read on what market problems are seeking solutions.

Linking Innovation, Industry and Commercialization models best

TUESDAY, MARCH 27, 2012 PAGE 5A

Russ Lorince

WEST VIRGINIA UNIVERSITY PHOTO

WVU engineering graduate students Giovanni De Nunzio (left) and Zachary “Zach” Merceruio work on an unmanned aerial vehicle as part of Professor Marcello Napolitano's ongoing research.

practices at other universities, provides a range of business networking events for faculty researchers and industry partners and anticipates more formal partnerships between the university and individual businesses. In the process, the program raises the profile of innovation across campus as faculty, administrators and students learn to become more entrepreneurial.

Across the state, WVU has been helping to lead efforts to build an infrastructure to support start-up technology businesses and their unique demands. The entrepreneurs driving these enterprises need special help with intellectual property protection, product development, attracting experienced start-up managers and finding capital. Firms based on patents and copyrights face extra challenges in seeking financing, because those assets won’t qualify as collateral with traditional banks.

With leadership from WVU,

TechConnect West Virginia has constructed a forum where many state entities involved with the Innovation Economy can come together to support new activity.

The nonprofit is a coalition of professionals dedicated to growing technology-based businesses and serves mainly as a facilitator to foster collaboration and cooperation.

TechConnect is an active partner with the West Virginia Development Office and works closely with Secretary of Commerce Keith Burdette to support state efforts that promote economic diversity. The alliance, including an interface with the West Virginia Small Business Development Center, has brought new resources to the table for technology entrepreneurs.

A number of new programs to help both cutting-edge and traditional businesses is rolling out from TechConnect’s StartUp West Virginia collaboration with the West Virginia

Development Office.

A new initiative with the Innova Commercialization Group in Fairmont is titled StartUp Ventures, and provides business and technical support for early-stage technology companies. Another new effort, this one associated with the Robert C. Byrd Institute for Flexible Manufacturing, focuses on assisting manufacturing firms under the banner of StartUp Manufacturing.

Also targeted on aiding the manufacturing sector is a new partnership called the Innovation Adoption Program, which provides financial resources to existing businesses that are bringing new technological advances to their operations. A focus on applying innovation to traditional business operations assures that companies in all geographic regions and in all industry sectors receive support to aid their continued growth and prosperity.

In addition, TechConnect is

seeking to provide technology transfer support for public and private colleges and universities beyond WVU and Marshall, institutions that have their own resources. The Innovation Transfer Consortium will assist faculty researchers at other schools in exploring opportunities to take their work to the marketplace. Without such support, it becomes difficult for research work from those schools to connect with market opportunities.

WVU and TechConnect both strive to partner with various entities in the state that offer some important capacity, but have resource limitations imposed upon them. Early-stage financing is one of those areas.

The West Virginia Jobs Investment Trust, West Virginia Angel Investor Network, Innova Commercialization Group, Mountaineer Capital and Natural Capital Investment Fund have teamed together to reduce costs and focus their investments in

Russ Lorince serves as director, Economic Development, at West Virginia University, a role he assumed in December 2002.

In that capacity, he is charged with advancing WVU’s role as an economic driver for innovation-based economic development in the state.

Prior to joining WVU, Lorince worked with Allegheny Energy for 25 years, retiring as director, State Affairs.

West Virginia businesses.

To create efficiencies, the programs collaborate in assessing target companies, sharing research findings and determining which companies have real potential to grow and create jobs.

In the process, they provide mentoring and coaching to start-up firms that are seeking funding, readying them for prospective investment.

In short, West Virginia has come a long way toward building a new infrastructure to support innovation-based companies in the state. The willing collaboration among the public and private sector, along with nonprofit service providers, allows for a strong network of assets that can be brought to bear. And that cooperative environment makes it more likely every day that the state can grow its Innovation Economy with the successful firms and high-paying jobs that come with it.

Technology pieces in place in North Central W.Va. PAGE 6A

TUESDAY, MARCH 27, 2012

Wade Linger

Louis Wade Linger Jr. was born July 23, 1957 in Charleston. He graduated from Warren County High School in Front Royal, Va., in 1976.

Following graduation, Linger joined the U.S. Air Force in August 1976. He was stationed in Grand Forks, N.D., from 1976–79. He guarded B52 bombers and Minute Man Missiles. He transferred to Langley Air Force Base in Hampton, Va., in 1979, and trained as a computer programmer for the U.S. Air Force in 1980.

Linger left the Air Force to work in the private sector in 1984. From 1984–94 he worked for defense contractor ManTech International Corp. in Norfolk, Va., where he wrote and maintained computer software used by the U.S. Navy to track aircraft maintenance and parts. Linger also wrote and maintained software used to keep track of Navy pilots’ flight hours and training. Established ManTech offices were located in Chesapeake, Va., and at Fort Lee, Va. In 1992, ManTech sent Linger to Fairmont to establish an office there. He established the ManTech office and ran it until late 1994.

In 1994, Linger became the first vice president of research for the West Virginia High Technology Consortium Foundation.

There, he established and managed various grants, contracts and cooperative agreements for the 501(c)(3) organization.

In 1996, Linger created a new information technology company called TMC Technologies Inc. in Fairmont. By 2004, TMC Technologies had grown to around $10 million per year in sales, with 80 employees. The company’s primary business focus was computer software design, development and support for federal, state and local governments.

In March 2005, Linger sold TMC Technologies to Maryland-based Global Science & Technologies.

In August 2006, Linger established “Wade’s Garage” under Linger Enterprises. Wade’s Garage is a restoration shop for collectible and classic cars.

In March 2007, Linger completed his commitment to Global Science, and has worked full time at Wade’s Garage since then.

In March 2010, Linger and others established a new high-tech firm called TMC Technologies of West Virginia Corp. His role is president and CEO. In December 2010, TMC acquired Galaxy Global Corp., a 21-year-old IT services firm based in Fairmont.

Linger graduated from Warren County High School in Front Royal, Va., in 1976. He received Bachelor of Arts degree in business from St. Leo College in Florida in 1989.

He attended the “Competition & Strategy” program at Harvard Business School in 1995.

Linger has been a community leader and volunteer. He is an active member of the Marion County Chamber of Commerce, where he formerly served as chairman. He is a former Scout leader, and served several years on West Virginia University’s College of Engineering Advisory Counsel. While still owner of TMC Technologies, Linger endowed a scholarship at WVU for students pursuing a degree in biometrics. He is a member of the Board of Trustees at Valley Chapel United Methodist Church.

Linger was appointed to the West Virginia State Board of Education by then-Gov. Joe Manchin in 2008. In 2011, he was elected president of the board. Also in 2011, Linger was appointed to the West Virginia School Building Authority.

Linger has been married twice. His first wife was Bobbie Alger of Bentonville, Va. They had two children, Rhoda and Robert. Both are married. Rhoda lives in Warrenton, Va., and Robert lives in Fairmont.

Linger’s current wife is Jill (Powell) Linger, who he married in 1987. Jill is from Danville, Ky. The couple has two children, Benn and Dave. Benn is an Apple/Web developer at Seton Hill University. Dave is a student at West Virginia University.

Linger has a stepson named Daniel Westerfield. Daniel and his family live in Kentucky.

Linger has two grandchildren: Rhoda’s daughters, Molly and Maggie. He has four step-grandchildren: Daniel’s children in Kentucky, Caleb, Taylor, Lizzie and Hannah.

TIMES WEST VIRGINIAN

FAIRMONT — It was a quarter of a century ago that a small group of entrepreneurs began forming small companies in the Marion County area aimed at the so-called “high-tech” industry.

This was no accident, but it certainly was an act of faith because in the 1980s North Central West Virginia, there was not much more than hope upon which to build a technology business.

Not located in a major city where large corporations and banks are generally based, potential customers for technology businesses were sparse.

Experienced technology workers did not live here, even if they had been educated here. Modern facilities in which to house technology equipment and workers were not available.

Unlike today, there was almost nothing like that around here.

That was before NASA came here. Before the FBI facility was built. NIOSH was still in the future. Had the word “biometrics” ever been uttered in West Virginia? And as hard as it is to believe, the Internet as we know it, with the familiar “www” addressing, had not yet been invented. If you had asked someone about their Twitter account, they most likely would have slapped you. So inventing a technology industry here would not be easy, maybe not even possible.

There were, however, a couple of things to offer hope to a prospective technology business.

One thing the area had going for it was its proximity to West Virginia University and Fairmont State College. The other was the area’s connection with federal representatives who recognized the tremendous economic boost realized by geographic areas around federally funded activities such as military bases and federal government agencies such as the FBI, NOAA, NASA, etc.

So for those early pioneers of high-tech in North Central West Virginia, they had everything except experienced staff, customers, facilities and infrastructure. But that was about to change.

In the late 1980s and early 1990s, a few Washington, D.C.based technology companies began to appear in the Fairmont area. As experienced federal government contractors, companies such as EWA and ManTech knew placing operations in West Virginia made sense. Federal agencies are funded by Congress. And few locations in the U.S. had more powerful representatives than North Central West Virginia. Those companies knew there were lots of technol-

PHOTO BY TAMMY SHRIVER

Murvyn McDowell (left) and Wade Linger burn a contract that held off the reformation of TMC Technologies during a business-after-hours event in March 2010 that announced Linger was bringing back his old business.

ogy projects that did not need to be performed in any particular geographic location. And most federal project managers know that a funded project in West Virginia is better than a nonfunded project in D.C. As these companies began showing up with active and funded federal contracts in hand, they became a very important piece of the puzzle for the West Virginia-based high-tech companies. Customers! At the urging of leaders such as Congressman Alan B. Mollohan, small companies banded together to compete for subcontracts with the big companies.

Working with and mentoring small West Virginia-based companies in the world of federal government contracting was expected. Conferences such as “Teaming to Win” were created to put experienced companies, government agencies and West Virginia companies together and facilitate interaction. Many longlasting business relationships were born out of contacts made at Teaming to Win over the years.

A couple of high-tech-related advocacy groups sprung up in an attempt to give some structure to the new movement. They were known as Software Valley and the West Virginia High Technology Consortium. The WVHTC lasted until the WVHTC Foundation was formed.

Companies like EWA and ManTech benefited from the relationships with the West Virginia companies. Staffing up for high-tech projects in West Virginia was difficult, especially in the early days. By sharing

work with local companies, the recruiting efforts were multiplied. The larger companies also got kudos from their government customers for including small businesses on the projects.

Throughout this process, facilities continued to be a challenge.

In 1993, the West Virginia High Tech Foundation was created. In 1996, the WVHTCF opened the Alan B. Mollohan Innovation Center. That, combined with a few locally built office spaces, effectively ended the facilities problem for the high-tech industry in North Central West Virginia.

The existence of the Innovation Center, the NASA Facility, and the bank operations center in the business park next to I-79 had an effect beyond the basic function of providing office space. The park seemed to add a level of perceived authenticity to the industry here. Even though many local companies elected to remain “off campus” to keep expenses down, there is little doubt that convincing local college graduates to stay and work in West Virginia became a little easier.

Internship programs sponsored by NASA and the Mollohan Foundation helped connect the next generation of college graduates to local firms.

This was a major step toward ending the traditional “brain drain” for which West Virginia was known for such a long time.

As the capabilities of the West Virginia-based companies matured, so did the opportunities. With NASA, the FBI, NIOSH, DOD Biometrics, NOAA, U.S. Air Force and other federal agencies fielding facili-

ing experts in biometrics research, which helps keep Americans safe through development of effective identification technologies.

• Yong-Lak Park, an assistant professor of entomology, is studying the potential of using the spined soldier bug as a natural deterrent to that pesky MidAtlantic region intruder we know as the stink bug.

• WVU researchers won a U.S. Department of Agriculture grant to develop prevention strategies as part of a national campaign against obesity, which can help improve the quality of life for millions.

• WVU’s decade of progress in cancer research has been recognized by the National Center for Research Resources of the National Institutes of Health with a $5.5 million grant to the Mary Babb Randolph Cancer Center for biomedical research.

• Michael McCawley, a research associate professor in the WVU Department of Community Medicine, has developed a solar-powered, cellphone-enabled remote monitoring system to make sure Marcellus shale drilling sites in isolated locations are in compliance with environmental regulations, thus helping to make our most recent energy boom safer for the people of our region.

• Giovanni Piedimonte, M.D., and a research team have discovered a class of natural regulatory molecules in human cells that can help fight a respiratory virus that infects the lungs and breathing passages of between 75,000 and 125,000 infants yearly.

These are just a few of the people-oriented research projects that bring safety, health, security, transportation and economic development improvements to people across West Virginia and America.

There is another part of the effort to make a difference. The work does not stop when the research book is closed. WVU is also working hard to make sure its research finds its way into applications that make a difference.

Our Technology Transfer Office works with scientists to protect intellectual property and find avenues of support and collaborations leading to new products. A new initiative called Linking Innovation Industry and Commercialization, or LIINC, is accelerating the commercialization of research results and strengthening regional economic impact by creating new and improving traditional ties to industry.

Put the innovation, commercialization and compassion for and service to people all together and you have the research enterprise of West Virginia University.

Eleanor Roosevelt once said, “Great minds discuss ideas; average minds discuss events; small minds discuss people.”

West Virginia’s flagship institution of higher education is in the idea business — ideas that educate men and women, help society through innovation and make “a little science go a long way.”

For more information about the research in which WVU is involved, visit http://research. wvu.edu/.

ties and/or projects here, our companies and their employees grew in numbers and confidence.

As the industry grew, so did the support systems. Professional organizations such as the National Contract Management Association and the Society for Human Resource Management were established locally. Project Management Professional certification training became available. The Small Business Development Centers became active and knowledgeable about assisting technology start-up businesses in getting started.

Traditional business support organizations such as the Marion County Chamber of Commerce did their part as well. The chamber hosted events throughout the year that fostered collaboration and communication between high-tech businesses and the local traditional businesses. The annual Small Business Expo is one major event that comes to mind.

Local education establishments ranging from Computer Tech to Fairmont State and WVU began offering new innovative educational programs, certificates and degree programs (such as biometrics and criminal justice) to their catalogs. This in turn helped improve the pool of qualified workers for the expanding industry.

The banks were a little slower to embrace the technology industry. Unlike traditional businesses in West Virginia where a lender could attach a lien on a milliondollar piece of equipment as collateral, the assets of most hightech companies are mostly pieces of paper. How do you put a value on a contract? What kind of collateral do you really have if things go wrong? Eventually most banks saw the value in working with the high-tech industry, and figured out how to do so. Today, banks are ready and willing to finance technology businesses in this area.

Over time, all the pieces of the puzzle have been put in place here in North Central West Virginia. Whether it is existing, newly established or branches of technology companies looking for a place to land, North Central West Virginia offers an attractive combination of experienced staff, customers, facilities and infrastructure.

And did I mention quality of life? Where else can a CEO or aspiring CEO establish a company with access to all the qualities of North Central West Virginia, but without the crowding, traffic, crime and general hassles of modern, big city life? There is truly nothing like it anywhere else. It’s the best of both worlds.

Research is making a difference in everyday life

MORGANTOWN — Recently, a national organization recognized the work of a team led by West Virginia University scientist Paul Ziemkiewicz that helped improve water quality in the Monongahela River Basin.

When he told the story of how his research and the enlistment, training and deployment of an army of volunteers to monitor water quality resulted in a cleaner river, he smiled and concluded with enthusiasm that “a little science goes a long way.”

When you consider the length and breadth of the research that WVU has undertaken and how that research ends up making people’s lives better in so many different ways, it becomes apparent just how true Ziemkiewicz’s observation is and how important the university’s research enterprise remains to the continued success of the Mountain State.

But what does “research” really mean?

To many, it is another way of saying “gathering information.”

An international organization formed to stimulate economic progress and world trade called the Organization for Economic Co-operation and Development goes a bit further and defines research as “creative work undertaken on a systematic basis to increase the stock of knowledge of man, culture and society, and the use of that knowledge to devise new applications.”

That statement stands not only as a good description of research, it also explains how WVU is striving hard to elevate its research to even higher national

WEST VIRGINIA UNIVERSITY PHOTO

West Virginia University scientist Paul Ziemkiewicz, pictured above, helped improve water quality in the Monongahela River Basin with his research and the enlistment, training and deployment of an army of volunteers to monitor water quality that resulted in a cleaner river. “A little science goes a long way,” Ziemkiewicz said.

prominence and apply its results to practical application with the goal of improving peoples’ lives — making science go a long way, just like Ziemkiewicz said.

One of the major goals of the university’s new strategic plan is to “excel in research, creative activity and innovation in all disciplines.” Based on recent successes, that’s a goal we are well on the way toward meeting.

A second major goal in the plan is to “enhance the wellbeing and quality of life of the people of West Virginia.”

Basically, we are pursuing those goals by taking the approach that research is a “people sport.” It is all about work designed to increase the kind of knowledge that can, through innovation, be used to make a difference in the way people live.

If you look at WVU’s research, you can see the “people” implications and impacts.

For example: • Mining engineering profes-

sor Keith Heasley secured a significant grant from the U.S. Department of Health and Human Services Centers for Disease Control and Prevention to develop a portable seismic system for locating trapped underground coal miners — an innovation that can save lives.

• WVU researchers are part of an effort with the National Institute for Occupational Safety and Health called Project ROVER that is working to see if service dogs can help returning war veterans recover and reenter the workforce.

• Hota GangaRao of WVU’s Constructed Facilities Center developed a process that has already been used to rehabilitate nearly 30 West Virginia bridges, keeping them safe and operable at a fraction of the cost it takes to replace a bridge while saving taxpayer money and providing safer transportation.

• Arun Ross, an associate professor, is one of the world’s lead-

Fred L. King Fred L. King is interim vice president for research at West Virginia University where he guides campuswide efforts to support and grow the research enterprise across a diverse spectrum of specialties through a range of support activities from the administration of key grant awards to programs and processes that assist faculty in seeking and securing grant funding for research.

His affiliation with WVU began in 1990 when he joined the faculty of the Eberly College of Arts and Sciences as an assistant professor in the Department of Chemistry. In 1998, he became Eberly’s associate dean for research and graduate studies.

Before arriving at WVU, King was a post-doctoral research associate at the U.S. Naval Research Laboratory from 1988 to 1990.

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TIMES WEST VIRGINIAN

TUESDAY, MARCH 27, 2012 PAGE 1B

PHOTO BY TAMMY SHRIVER

Engaging young children in how exciting Science, Technology, Engineering and Mathematics (STEM) education can be is a recurrent theme during NASA events for school children held in Fairmont.

Competition key to inspiring STEM academic and career choices opment workshops targeting classroom teachers and after-school educators. The ERC trains more than 1,600 educators per year who in turn impact as many as 10,000 students through FAIRMONT — A nation’s priority the integration of various NASA must be our own. activities into their learning.

In response to the successful While these classroom activities Russian launch of Sputnik in 1957, are successful at infusing STEM into the United States infused more than a the learning environment, do they billion dollars into what we now call have a significant effect on the career Science, Technology, Engineering paths chosen by young learners? and Mathematics (STEM) educationThere is growing agreement among al programs when it passed the education, government and industry National Defense Education Act of leaders that to increase the number of 1958. individuals entering STEM majors in But today, in an era of high-stakes college for eventual employment in tests focusing on reading and matheSTEM fields, students must be both matics, many educators and policyproficient and interested in STEM. To makers fear we are falling behind our address student interest and aptitude international peers when it comes to directly, the ERC has begun coordiscientific literacy and technological nating or supporting three STEM innovation. competitions targeting middle According to the Innovate America through high school students: report, a quarter of the current U.S. RWDC, TARC and FLL. science and engineering workforce is According to the ERC program more than 50 years old, and many manager, Todd Ensign, “We believe will retire by the end of this decade. that by engaging students in rigorous At the same time, the U.S. Bureau of PHOTO BY TAMMY SHRIVER Labor Statistics projects that by 2018 Hands-on learning is the name of the game at the annual NASA Day in the Park, held in the fall at the I-79 challenges which provide sustained contact with real tools and STEM the combination of newly created Technology Park Research Center in Fairmont. experts, they will develop interests jobs and the retirement of baby (ERC), currently managed by If the U.S. is unable to fill the grow- as extensive hands-on practices can and skills which could help them boomers will create more than 3 milchoose a career in a STEM field.” lion job openings in the STEM fields. ing number of STEM jobs, others will be one of the most effective methods Fairmont State University.

In the field of K-12 education, It is clear that new entrants into the take their place. Foreign nations have to increase STEM educational oppor“STEM” has come to mean more Real World Design STEM fields are not replacing these increased their STEM graduation rates tunities and thus the numbers of than simply the fields of science, Challenge (www.realworld retirees in sufficient numbers, and to at dramatically faster rates, causing the prospective engineering students. technology, engineering and mathedesignchallenge.org) make matters worse, graduation sta- U.S. to drop from first place among matics and more accurately refers to a NASA Educator The Real World Design Challenge tistics reveal that in 2006 the relative Organization for Economic Co-operapedagogical approach that fuses these (RWDC) is an annual high school Resource Center tion and Development (OECD) percentages of students earning For more than a decade, the NASA often-separate subjects through thenations in 1995 to 14th in 2005 in percompetition run by a public-private degrees in nearly all STEM fields matic, student-centered and problem- partnership with the goal of sustainably Independent Verification and were at or below previous levels. One centage of STEM degrees awarded. based approaches.

According to a study published by Validation (IV&V) Facility in increasing the Science, Technology, reason for these low graduation rates The ERC’s mission is to infuse Fairmont has worked to increase the the IEEE, (Yilmaz, Ren, Custer & Engineering and Mathematics (STEM) is that less than 15 percent of U.S. students have the necessary prerequi- Coleman, 2010), programs offering a number of students statewide entering STEM into both formal and informal workforce. site courses to pursue STEM degrees sufficient amount of current and up- the STEM fields through its support learning environments in West Virginia through professional develof the Educator Resource Center to-date scientific knowledge as well in college.

SEE STEM, PAGE 2B

BY TODD ENSIGN NASAIV&V ERC PROGRAM MANAGER

IV&V expands Safety and Mission Assurance services FAIRMONT — In 2010, the Office of Safety and Mission Assurance at NASA headquarters asked NASA’s Independent Verification and Validation Program, or IV&V, to expand its efforts and apply its expertise in support of Safety and Mission Assurance, or SMA, organizations at all levels across the agency and in support of the Office of the Chief Engineer.

IV&V has been verifying and validating the software on NASA’s most critical missions since 1994, when it began to provide support to the International Space Station. The software engineering teams in its Independent Verification and Validation Office have provided verified and validated the software on more than 70 missions since the early 90’s. A small and talented group of civil service employees and contractors selected from across IV&V’s engineering teams now provides a wider variety of mission critical support services through its Safety and Mission Assurance Support Office, or SSO. IV&V’s SSO is integrating

and developing automated tools to facilitate effectiveness and efficiencies in performing software assurance tasks.

Developing training opportunities for NASA software assurance personnel will help the IV&V’s primary objective — increasing the probability of mission success. The SSO team works in a cross-cutting fashion

to benefit the Agency and advance the discipline of software assurance. Software assurance, as a discipline, is a planned set of a variety of activities that serve together to ensure that software processes and products conform to policies, standards, requirements and procedures established for the safety of mission critical software

and engineering systems.

Deb Stiltner, IV&V’s SSO manager, said “We are working to clarify software assurance requirements, seeking to find and apply best practices, and consulting with the missions’ SMA teams to teach them effective and efficient assurance methods. Most times we just roll up our sleeves and teach by

doing a good part of a task.”

IV&V’s SSO is currently supporting a variety of customers at NASA headquarters, Goddard Space Flight Center, Langley Research Center, Stennis Space Center and at the Wallops Flight Facility. The team is supporting software hazard analyses on specific missions; the development of center-wide software assurance and safety plans; and, also supports software classification and safety criticality analyses.

Working with the Office of Safety and Mission Assurance and the Office of the Chief Engineer, SSO has worked on the development of NASA’s NPR 7150.2A Software Engineering Electronic Handbook; provided updates to NASA’s Software Assurance Standard (NASA-STD-8739.8); and is contributing to the Institute of Electrical and Electronics Engineers, or IEEE, 1012 Standard for Software Verification and Validation.

(IEEE is the world’s largest professional association dedicated to advancing technological innovation and excellence.)

SSO has also become

engaged in mutual recognition activities between the Office of Safety and Mission Assurance and NASA’s international partners at the Japanese Space Exploration Agency and the European Space Agency. This international working group is defining and comparing the space agencies’ engineering analyses in order to recognize common activities and hence reduce duplicative work in future joint missions.

As SSO has become more and more a staple of the IV&V Program, significant future growth opportunities and added benefit to NASA and the federal government are anticipated.

SSO collects data to track the program’s performance and focus on meeting the agency’s software assurance training needs.

“Based on the positive feedback from our customers, our services, products and processes have proven successful,” Stiltner said. “We are expanding our tool set to more effectively provide assurance services that can help mitigate software hazards and assure software quality.”

STEM PAGE 2B

TUESDAY, MARCH 27, 2012

TIMES WEST VIRGINIAN

CONTINUED FROM PAGE 1B

Each team of students and their teacher receives $1 million in professional engineering software along with training, curriculum materials and access to mentors to solve an engineering challenge that is currently faced by industry.

For three years running the ERC has coordinated the RWDC in West Virginia, which engages students in designing components of a fuel efficient aircraft using 3-D CAD (computer aided design) software, testing the performance in a virtual wind tunnel, analyzing the results and producing a professional report of their findings.

Teams from across the state have attended trainings hosted by the ERC, received tens of thousands of dollars of software from corporations, and receive guidance and support from mentors at the Mid Atlantic Aerospace Complex, WVU, Marshall, Aurora Flight Sciences, DOE NETL, TASC and the Rahall Transportation Institute. These students present their work at the annual Governor’s Cup event, hosted this year at the NASA Facility in Fairmont, and the winning West Virginia team continues on to PHOTO COURTESY OF NASA IV&V the national event in Participants in the 2011 Real World Design Challenge Camp sponsored by NASA IV&V Educator Resource Center: (from left) Tyler Hampton, Dylan Kulka Washington, D.C., each April. and Andrea Hensley from Spring Valley High School and their coach, Aleksander L. Marthinussen.

Team America Rocketry Competition (www.rocketcontest.org) The Team America Rocketry Challenge (TARC) is the world’s largest rocket contest, sponsored by the Aerospace Industries Association (AIA) and the National Association of Rocketry (NAR), and is designed to encourage students to study math and science and pursue careers in aerospace.

Approximately 50 students from nine teams across West Virginia are competing along with 7,000 students nationwide who design, build and fly a model rocket that can carry a payload of a raw egg to 800 feet and back safely in a specific duration.

The ERC, with direct support of Aurora Flight Sciences and

the Mid Atlantic Aerospace Complex, has conducted a number of workshops and a threeday youth summer camp, and has sponsored team entrance fees, and hosted annual launch events to help teams qualify for the national competition.

Through the ERC-run workshops, educators and students learn rocket design principles, use of flight simulation software to determine rocket stability and flight characteristics, and how to design their own rocket components using 3-D CAD software and the ERC’s own 3-D plastic printer.

“TARC has elevated model rocketry from a hobby to a national student competition and the ERC has played a significant role in recruiting, training and

supporting new teams. In the future, we hope to offer the best team in West Virginia a chance to build an eight-foot tall rocket capable of carrying a scientific payload a mile in the air,” Ensign said.

First Lego League (www.firstlegoleague.org) Of all the STEM challenges for students, the FIRST Robotics Competition (FRC), started by Segway inventor Dean Kamen, may be the most popular and recognized in the world.

FIRST (For Inspiration and Recognition of Science and Technology) coordinates a variety of challenges each year, and FIRST Lego League (FLL) is the middle school version of this event based on the Lego NXT

Mindstorms platform. FLL engages teams of up to 10 students in building and programming an autonomous robot to score points on a scientificthemed game board, developing a solution to a real-world problem they have identified, and demonstrating their ability to work as a team guided by the FLL Core Values.

In the past four years, the ERC has trained hundreds of educators in robotics and loaned $15,000 classroom kits of robots and laptops to schools and organizations across the state.

Additionally, through a partnership with WVU Extension and the MARS FRC team in Morgantown, we worked to increase the quantity and diversity of students participating in

FLL by training and sponsoring 20 new 4-H, community and school-based teams.

“I think it is fair to say that the ERC has trained more educators in West Virginia than any other single organization, and we are continuing to expand our program as well as take on more visible leadership roles in the FIRST competitions in our state,” Ensign said.

STEM Clubs According to Ensign, “We know that engaging students through sustained real-world STEM competitions at the middle school level has the potential to inspire them to pursue careers in these fields, but I would like to see year-round opportunities available for students.”

To further this outcome, the ERC will be conducing STEM Club Summer Institutes for coaches and their students at the NASA Facility this summer.

“The goal,” Ensign said, “is for these students to meet all year long and compete in several STEM challenges.”

STEM Clubs will be expected to fully participate in First Lego League in the fall, submit GLOBE Program Science Fair projects in the winter, and the Team America Rocketry Competition in the spring.

“Thanks to funding from NASA IV&V, the ERC is going to raise the bar this year in our strongest effort yet to inspire and engage students through competitions to pursue STEM careers,” Ensign said.

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TIMES WEST VIRGINIAN

TUESDAY, MARCH 27, 2012 PAGE 3B

John C. Mears

SUBMITTED PHOTOS

In an increasingly crowded and dynamic world, biometrics are essential to national security, used primarily to verify individual identities and to identify unknown people against databases. They do so in varied ways — through access control and credentialing, through criminal apprehension, and through programs that aid commerce, cut costs and preserve our privacy. Individually and collectively, biometrics make our nation more secure — a goal to which Lockheed Martin is committed.

John C. Mears is the director of Biometric and Identity Management Solutions within the Lockheed Martin IS&GS civil operating unit.

In this position, he is responsible for program performance, segment strategy and technology plans for biometric identification and verification applications supporting the homeland security, defense and law enforcement communities.

He was chairman of the cross-corporate Biometrics Task Force from 2006 to 2010.

Biometrics are essential to national security

FAIRMONT — Everything in nature has scientific discriminators used to identify distinctive, measurable characteristics.

They’re called biometrics — for humans they include fingerprints, palm prints, facial features, iris patterns, DNA sequences, voice patterns or even body odor. They are common human characteristics that are distinctive to each individual and are an area of focus and expertise for Lockheed Martin.

In an increasingly crowded and dynamic world, biometrics are essential to national security, used primarily to verify individual identities and to identify unknown people against databases. They do so in varied ways — through access control and credentialing, through criminal apprehension, and through programs that aid commerce, cut costs and preserve our privacy.

Individually and collectively, biometrics make our nation more secure — a goal to w h i c h Lockheed Martin is committed.

Protecting our identities through verification Verification is the process by which we use biometrics along with other factors to prove we are who we say we are.

This confirmation is often done through the issuance of a “smart card” or credential that is difficult to counterfeit and contains a trusted record of biometrics associated with the owner of the card. We present the card when we want to access a building or log on to a computer system.

When presented by the user, the card is electronically accessed by a card reader device, and the user may be prompted to enter a personal identification number (PIN) and/or his biometric, such as a finger placed on an electronic fingerprint reader. The PIN and fingerprint are compared or verified against those securely stored in the smart card. If there is a match, the user is verified and access is granted.

In cyber security applications or in conducting secure online transactions, verifying identity is key to eliminating the fraud that can result from people trying to steal our identities.

A successful credentialing program example is the Transportation Security Administration’s Transportation Workers Identification Credential (TWIC). This post9/11 initiative to secure our ports equips maritime workers who require unescorted access to secure areas of ports and vessels with biometric credentials.

More than 1.9 million TWIC credential cards have been printed. This program allows the government to add a valuable layer of security and focus its energy on those they perceive as risks.

Catching the bad guys through identification So we can verify the good guys, but how do we catch the bad guys?

We can identify criminals through biometrics, such as fingerprints or DNA taken from crime scenes, which can be compared to previously collected samples that have been associated with a person.

For example, the FBI’s Next Generation Identification (NGI) program based in Clarksburg is a state-of-the-art biometric identification system that state, local and federal authorities are using to keep Americans and their families safe through fingerprints, palm prints and facial recognition.

In its first five days after going live, NGI was able to identify significantly more criminals than the legacy, fingerprintonly identification system that it will replace. In fact, NGI fingerprint identification technology greatly increased the accuracy of fingerprint searches.

In a system that routinely processes 200,000 searches a day, this makes a big difference in effectiveness and efficiency.

An important point is that biometrics used for identification of unknown suspects don’t produce a 100 percent positive result every time. Even then, however, they can be useful by allowing law enforcement to narrow the search, eliminate innocent people or develop other evidence.

Either way, it makes the search for justice more efficient and faster. The extra speed can be critical in counter-terrorism work.

Biometrics is in our DNA One might automatically think of fingerprints for identification, but another modality has been widely used for several decades and is now receiving increased attention — DNA. Lockheed Martin and our collaborator, ZyGEM Corp., have invested significant research and development effort to increase

the efficiency and speed of DNA analysis. We will soon release an instrument platform that essentially miniaturizes a DNA laboratory onto a small, single, disposable cartridge. It leverages the latest in microfluidic research to accelerate the DNA identification process to confirm individuals’ identity based on a simple DNA sample such as a cheek swab.

The platform will transform today’s DNA identification process from one that takes a lot of training, sophisticated equipment and a day to complete, into an affordable, portable process that takes about 90 minutes.

This type of DNA testing targets short regions of an individual’s DNA that can uniquely identify him and is known as “DNA fingerprinting.”

Otherwise, no medical or other personal information besides the sex of the individual can be discerned.

By employing DNA fingerprinting in concert with conventional fingerprinting, suspects are apprehended and serious criminals can be identified early in the process and kept off the streets.

The increased speed and efficiency in DNA testing for law enforcement, homeland security, intelligence and defense afforded by the new DNA analysis platform could be transformational in enhancing their national security capabilities.

Shaping the future biometrics workforce A continued focus on national security means evolving biometrics technology to keep pace with threats, both through innovating and developing the next generation of innovators.

Lockheed Martin is a member of the West Virginia Universityled Center for Identification Technology Research. Each member of this consortium funds a portion of the identification technology research agenda that the group determines each year.

The members, consisting of industry, government and academia, contribute to advancements that enhance our national security. And the work is performed almost entirely by graduate students and their professors.

Lockheed Martin is also providing scholarships to West Virginia University undergraduate students studying biometrics.

For students of all ages, and among many other educational initiatives, Lockheed Martin is sponsoring the National Science and Engineering Festival in Washington, D.C., on April 28 and 29.

Supporting science, technology, engineering and mathematics at all educational levels is strategically important to the interests — and security — of the U.S. Through our commitment to science and academia, Lockheed Martin is a leader in biometrics solutions for the federal government, working toward the goal of a safer nation.

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WVHTC Foundation explores energy concepts PAGE 4B

TUESDAY, MARCH 27, 2012

FAIRMONT â&#x20AC;&#x201D; In a speech to the nation, former President Jimmy Carter once said, â&#x20AC;&#x153;Energy will be the immediate test of our ability to unite this nation, and it can also be the standard around which we rally. On the battlefield of energy we can win for our nation a new confidence, and we can seize control again of our common destiny.â&#x20AC;?

West Virginia has long been on the front lines in this â&#x20AC;&#x153;battlefield of energy,â&#x20AC;? bringing to the fight its vast reserves of coal that have sustained our nation for many decades.

More recently, West Virginia has offered the enormous energy potential of its natural gas reserves locked in the Marcellus shale deep underground. West Virginia also has abundant wind resources that can drive windmill generators on a large scale.

In the spirit of this noble heritage, the WVHTC Foundation is seeking to join the energy battle with a number of technologies it is now exploring. Four specific energy concepts will be summarized here that make use of technologies originally developed for U.S. government projects at the WVHTC Foundation.

Capitalizing on West Virginiaâ&#x20AC;&#x2122;s enormous natural gas resources, the first concept could help improve hydraulic fracturing operations in the Marcellus shale while preserving the environment. The second concept could help stimulate marginal oil and gas wells, extending the productive life of a large number of wells. A third concept offers a high-temperature solar absorber that could allow more efficient generation of electricity in concentrated solar power plants to help lower the cost of thermal solar power. The fourth concept provides a fuel-efficient distributed-energy system with low global warming potential for commercial buildings that uses domestic natural gas combined with thermal solar energy to generate electricity and provide building temperature control.

TIMES WEST VIRGINIAN

SUBMITTED GRAPHIC

The WVHTC Foundation has been developing a concept for hydraulic fracturing of the Marcellus shale that could better confine the fractures within the relatively thin Marcellus stratum resulting in reduced fluid use and improved containment of fractures close to the wellbore.

The WVHTC Foundation concept would confine fractures entirely within the relatively thin Marcellus stratum. In doing so, smaller volumes of fracturing fluids would be required, lowering the potential risk of accidental spills at the surface, and reducing the extensive truck traffic involved in transporting fracturing fluids.

In addition, with fracture heights of less than 100 feet compared to the 1,000-foot heights of some conventional hydraulic fractures, the WVHTC Foundation system would avoid intersecting abandoned wells, or natural faults.

To help maintain adequate production levels with shorter fractures, the WVHTC Foundation method will produce greater fracture branching and more comImproved hydraulic fractur- plete coverage of formation volumes than conventional hydraulic ing in the Marcellus shale In order to collect gas efficient- fracturing methods. ly from the relatively impermeable Marcellus shale, the shale is Stimulation of marginal oil hydraulically fractured to open up and gas wells paths for gas flow to the wellbore.

Another concept that has been Common hydraulic fracturing explored at the WVHTC methods can send fractures more Foundation could help small oil than 1,000 feet above the and gas companies renew producMarcellus shale, even though the tion in mature oil and gas wells Marcellus stratum is less than 100 that have lost productivity over feet thick over most of West the years.

Virginia, western Pennsylvania According to industry statistics, and Ohio. Some have speculated there were more than 375,000 oil that these out-of-formation frac- wells and 322,000 gas wells that tures could intersect abandoned fall in this category in the United wells or natural faults in rock lay- States in 2008 with combined ers providing conduits to drinking production amounting to nearly water aquifers close to the sur- 20 percent of total U.S. producface. tion. Some estimates indicate that

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Trough systems for concentrated solar power use mirrored parabolic reflectors to focus the sunĘźs energy on a fluid-carrying absorber tube at the focal point of the curved reflector.

The WVHTC Foundation has proposed an absorber that can operate at very high temperatures for high efficiency conversion of solar heat into electricity.

as much as two-thirds of recoverable reserves remain in the ground in many of these wells.

A system for rejuvenating these wells would have an enormous economic impact even if increases are only incremental.

Moreover, production gains are made using existing wells so surface disruptions are relatively minor and the environment is preserved.

High-temperature concentrated solar absorber On other energy fronts, the WVHTC Foundation has proposed a new device for collecting the energy of the sun in concentrated solar power plants.

Concentrated solar power plants use mirrors or lenses to focus sunlight gathered over a large area onto a relatively small solar absorber, heating a fluid that flows within the absorber to very high temperatures. Electric power is produced when heat carried in the absorber fluid is used to drive special engines that turn generators. Efficiency of the process increases with fluid temperature, so high solar receiver temperatures are highly desirable.

The solar absorber proposed by the WVHTC Foundation is an advanced device that can operate at temperatures in excess of 650 degrees Celsius. This is about 250 degrees Celsius hotter than typical receiver temperatures and close to the melting point of aluminum â&#x20AC;&#x201D; hot enough that materials will glow red.

At these temperatures, concentrated solar power plants can convert a very high fraction of the concentrated solar heat into electricity, helping to make electricity from solar power plants less expensive.

Distributed energy system with low global warming potential In a grander long-term vision, the WVHTC Foundation has been exploring an energy strategy for commercial buildings that blends concentrated heat from the sun with heat from natural gas.

Combined heat from the two sources is converted into electricity in the same way that heat from concentrated solar power plants is converted into electricity.

Distributed electricity from many commercial buildings can replace a substantial fraction of the power drawn from the grid, reducing the burden on central generating stations and utility lines.

In the proposed scheme, heat from natural gas is adjusted to compensate for variations in heat from solar energy, maintaining a steady, uninterrupted supply of electricity and eliminating the need for costly energy-storage systems normally associated with solar energy. Exhaust from the system that is not used to make electricity is used to heat the building in the winter months. In the summer months, exhaust heat can power absorption coolers to provide air conditioning on hot days.

While the use of heat to provide cooling may seem paradoxical, absorption coolers running on heat from LP gas are commonly used for refrigeration and food storage in recreational vehicles.

By using exhaust heat that is normally vented to the atmosphere,

nearly all the energy from the sun and natural gas is put to good use in the proposed system, making the overall economics very attractive.

In addition, the proposed combined energy system can provide a means of leveling out power drawn from the utility grid by commercial buildings throughout the day. This measure can save commercial establishments a great deal of money in peak demand charges for electric power. The system can replace backup generators that are frequently installed in large commercial buildings so that savings in backup generator costs can be applied toward the combined energy system.

Since the proposed energy system is designed for use in relatively large commercial or industrial facilities with many employees, it is likely that large numbers

of vehicles will be parked near the facilities, especially during daylight hours. In this instance, the proposed energy system could be beneficially integrated with an electric vehicle charging system for parked vehicles as electric vehicles become more widely used.

Clean solar energy, supplemented with energy from relatively clean-burning natural gas, could then be used to charge electric vehicles while they are parked and idle at the workplace, removing this load from the grid and providing a means of injecting relatively clean domestic energy into the nationâ&#x20AC;&#x2122;s transportation infrastructure.

Carrying the vision one step further, a feature could be added that separates methane, the main component of natural gas, into hydrogen and solid carbon. The hydrogen would then be combusted to make electricity while the solid carbon is easily sequestered so there is no global warming potential.

Since the byproduct of hydrogen combustion is simple water vapor, a hydrogen-burning version of the proposed system would provide the ultimate in clean energy derived indirectly from natural gas. The solid carbon sequestered from the process could be sold as a raw material in a number of applications.

In general, a system for generating electricity with no global warming potential from the combustion of methane-generated hydrogen would be beneficial in the larger electric vehicle infrastructure of the nation. In this case, energy from hydrogen combustion would generate electricity that would be stored in electric vehicle batteries. A hydrogen transportation system with no global warming potential would be created by this means that need not deal with the formidable challenges of storing hydrogen fuel on-board a vehicle powered directly by hydrogen.

In addition, refueling infrastructure is much more easily envisioned for the proposed transportation system since the

Dr. Thomas Owens Dr. Thomas Owens is a distinguished scientist in the Advanced Technologies Group at the WVHTC Foundation.

Owens joined the WVHTC Foundation in 2004 after working many years at the Oak Ridge National Laboratory, Fermi National Accelerator Laboratory and the McDonnell Douglas Astronautics Co. Owens received his Ph.D. and M.S. degree in electrical engineering from the University of Wisconsin, and a B.S. degree from the University of California, Berkeley.

nationâ&#x20AC;&#x2122;s vast electric grid already provides the basic framework for distributing energy to electric vehicles charged by generators powered by hydrogen converted from methane.

Promising energy strategies such as these are being explored at the WVHTC Foundation to help our nation reduce its dependence on foreign oil and find wider applications for abundant domestic natural gas reserves while preserving the environment.

As former President Jimmy Carter concluded in his energy speech regarding an aggressive energy program, â&#x20AC;&#x153;It can rekindle our sense of unity, our confidence in the future, and give our nation and all of us individually a new sense of purpose.â&#x20AC;?

A leader in technology

Fairmont State University continues to be a state leader in information technology. s &35 WAS ONE OF THE lRST UNIVERSITIES IN 7EST 6IRGINIA TO OFFER CLOUD COMPUTING s #LOUD COMPUTING USES LESS ELECTRICITY AND HELPS DECREASE &35 S CARBON FOOTPRINT s 3TUDENTS CAN ACCESS VIRTUAL DESKTOPS FROM THEIR OWN LAPTOPS OR TABLET DEVICES s 3TUDENTS HAVE ACCESS TO MORE THAN COMPUTERS IN GENERAL AND WALK IN LABS ACROSS CAMPUS s #OVERAGE OF THE MAIN CAMPUS WIRELESS NETWORK HAS DOUBLED s 4HROUGH 76 $ELI AND THE 2UTH !NN -USICK ,IBRARY LIBRARY PATRONS CAN CHECK OUT E BOOKS AND AUDIO BOOKS FOR THEIR E READERS SUCH AS THE +INDLE OR .OOK

FSU continues to explore new ways to expand and improve services for students, faculty and staff.

www.fairmontstate.edu s (800) 641-5678

INNOVA supporting small-business growth PAGE 6B

TUESDAY, MARCH 27, 2012

FAIRMONT — The INNOVA Commercialization Group, an initiative of the West Virginia High Technology Consortium (WVHTC) Foundation, significantly expanded its portfolio of support for West Virginia-based entrepreneurs over the past year.

Located in the I-79 Technology Park, INNOVA’s services include entrepreneurial and business development training, individual consultation, professional service assistance, consultants and subject matter experts throughout the state and nation, and investment capital.

The past year witnessed INNOVA working with and investing in projects large and small, from the newest energy technologies to flying surveillance cameras.

In December, INNOVA announced its support of $200,000 toward the development of the latest ethane “cracker” technology by investing in Aither Chemicals LLC of South Charleston.

Aither Chemicals’ next generation technology converts ethane, a natural gas component, into ethylene, a raw material used in plastics and other end products.

The cracker plant development project is expected to create more than 2,000 construction jobs, 500 direct production jobs, and many thousand indirect jobs The INNOVA investment helps move a West Virginia-created technology closer to becoming part of a resurgent chemical infrastructure in the Kanawha Valley.

“West Virginia has long played, and continues to play, a leading role in the chemical manufacturing industry,” Guy Peduto, INNOVA director, said of his organization’s investment in Aither Chemicals.

“INNOVA is excited to help move forward this next stage of technological development, which will once again position West Virginia at the forefront of chemical innovation and allow us to reap the benefits of the readily available and large supplies of West Virginia ethane from Marcellus shale natural gas formations,” Peduto added.

Last October, INNOVA announced an investment in Air Robotics LLC, a Charlestonbased company developing a new class of unmanned aircraft systems.

Air Robotics is the world’s

TIMES WEST VIRGINIAN

PHOTO COURTESY OF INNOVA COMMERCIALIZATION GROUP

In December, INNOVA announced its support of $200,000 toward the development of the latest ethane “cracker” technology by investing in Aither Chemicals LLC of South Charleston.

only designer and manufacturer of a proprietary all-wing aircraft equipped with hyper-spectral cameras and other sensors to collect digital data from the air. The data is then processed into 3D maps and reports showing chemicals on ground and in water.

The company’s aircraft are used by a variety of industries including mining, agriculture and civil engineering. INNOVA provided Air Robotics a Department of Agriculture micro-loan that allowed the company to purchase additional equipment, followed by an investment commitment of $100,000. This investment was leveraged by an additional round of $350,000 funding in collaboration with the West Virginia Angel Investment Network.

INNOVA’s latest investment is in Heritage Equipment and Tool LLC. Heritage manufactures and sells the patent-pending Heritage Anchor Lift, a device for the installation of helical tie-back anchors and helical piles used in new construction, or for remediation to reinforce walls or to help pull bowed or buckled walls back into proper alignment and for foundation repair and management. This portable device is believed to be the only commercially available product for the installation of helical anchors in limited access spaces that replaces the dangerous and labor intensive handheld installation procedure.

“As busy as we have been, the best news is that we anticipate announcing two more major investments in just the next few weeks and we have an active

portfolio of a dozen companies we are actively preparing for investments in the near future,” Peduto said.

INNOVA is also a participant in a new capital program introduced in West Virginia — the West Virginia Capital Access Program (WVCAP). The WVCAP is designed to assist businesses that are creditworthy, but may not fit traditional lending models.

The WVCAP Seed Capital CoInvestment Fund can provide funding of up to $500,000 to assist businesses. Rates are competitive and market adjusted for risk (8-10 percent), with 1-5 year repayment terms. The Seed Capital program has a 100 percent match in which every $1 of WVCAP funding is matched by $1 of non-WVCAP capital.

INNOVA has attracted the attention of entrepreneurs and small businesses across West Virginia, where small businesses account for 97 percent of all state commerce, according to government statistics.

To date, INNOVA has worked with more than 400 companies and entrepreneurs seeking technical and/or financial assistance and has placed direct investments of more than $1.5 million into West Virginia companies.

Some highlights include: • INNOVA has become recognized as a primary source of early stage, or seed capital, in West Virginia by business and community leaders and has access to approximately $2 million in its investment fund; • INNOVA has developed and

put into place a defined and proven process for evaluating and assisting state companies, as well as for making investments in West Virginia early-stage companies. INNOVA’s vision of service might be summarized as Strategic Planning, Connectivity and Professional Assistance.

INNOVA can help a company refine its business plan and growth strategy, connect them with collaborators, if needed, who can help them advance their technology or product development and provide them with access to professional assistance (legal, financial planning, marketing), as needed, at a reduced cost and, at the proper time, invest up to $250,000.

• INNOVA works closely with the West Virginia Development Office and the West Virginia Small Business Development Center in aligning the state’s unique resources with the services INNOVA provides, thus ensuring the most comprehensive support possible.

• INNOVA also collaborates with the state’s funding groups, which include the West Virginia Angel Network, the West Virginia Jobs Investment Trust, and various venture capital organizations, in establishing a collaborative staged-investment strategy. The goal is to provide stability to a start-up by providing financial support through research and product development, prototype or proof of concept, refinement and market introduction, and company growth through microloans, early-stage funding, angel investment and venture capital.

Guy Peduto Guy Peduto joined the INNOVA Commercialization Group in April 2006.

Prior to joining INNOVA, Peduto held the position of director, Commercial Programs, at the Institute for Scientific Research Inc. While there, he developed strategies for the commercial utilization of ISR’s technology and research applications in such areas as biomedical research, education, software development, mining safety and communication, VTOL aerial vehicles, and automotive controls and diagnostics.

Peduto’s background includes 20 years of strategic planning experience with an emphasis on product introduction, leadership for early-stage and start-up companies as well as market and business development. This experience includes business formation, product development, go-to-market and market development strategies for industrial and commercial manufacturers, consumer goods, advanced research and development, health care, financial institutions, Internet start-ups and retail chains.

As a participant and contributor to West Virginia’s technology-based economic development movement, Peduto serves on the board of directors and executive committee of TechConnect WV, as a member of the West Virginia Angel Network working group, the West Virginia Development Office and the West Virginia Small Business Development Center’s Advisory Board, the I-79 Development Council and West Virginia Biometrics Initiative.

Peduto received a bachelor’s degree in business administration with a major in marketing from West Virginia University. In addition, he is a graduate of the Competitive Strategy program at the Kellogg School, Northwestern University, the Commercialization and Technology Transfer program at Carnegie Mellon University, the National Association of Seed and Venture Funds Professional Development Program, and the Venture Capital Institute. He is also a member of the Leadership West Virginia Class of 2004.

GST: Bringing NOAA, National Weather Service to W.Va.

FAIRMONT — When Global Science & Technology (GST) started to do business in Fairmont its focus was bringing work from the National Oceanic and Atmospheric Administration (NOAA) to West Virginia.

Today, GST manages two projects in Fairmont.

The first and by far the largest is the NOAA/CLASS, or the Comprehensive Large-data Array Stewardship System. The second is the National Weather Service (NWS) project called the National Mesonet Program. Both are unique and mission critical in their own way, and both have helped make GST one of NOAA’s premier contractors.

For NOAA/CLASS, System Engineer Steve Milinovich admits the task is much more than your average nine-to-five job.

Milinovich, along with nearly 50 people who work at GST’s Green River Drive division office, are on what some might say are the front-lines working with critical environmental data.

The CLASS program supports the mission of the NOAA’s Satellite and Information Service to archive and disseminate environmental data. The development of CLASS is a long-term, evolutionary process that incorporates current and new environmental data into the CLASS architecture.

Since 2001, GST has been supporting the NOAA/CLASS mission by providing highly effective, secure and reliable computing and telecommunications resources, while also identifying methods for applying information technology to improve mission performance and reduce total program costs.

GST is now part of a joint venture known as Diversified Global Partners JV LLC that is jointly owned with partner DB Consulting Group Inc. DGP was awarded the NOAA CLASS contract in 2008. The contract has a maximum ordering value of $200 million over the potential nine-

John Dahlia

PHOTO COURTESY OF GLOBAL SCIENCE & TECHNOLOGY

Global Science & Technology Systems Engineer Steve Milinovich, along with nearly 50 people who work at GSTʼs Green River Drive division office, are on what some might say are the front-lines working with critical environmental data.

year period of performance.

Milinovich knows all about it.

In fact, he’s become a kind of expert on one aspect of the system called NPP, or Suomi National Polar-orbiting Partnership satellite.

“I started working on NPP side of CLASS for GST in 2004,” Milinovich explained. “My work includes performing systems engineering tasks on the NPP/JPSS campaigns.

Specifically, I (along with other CLASS system engineers, testers and CLASS operators) worked with NASA to conduct external NPP testing including requirements verification. I supported CLASS readiness for NPP launch, which occurred in the middle of the night on Oct. 28, 2011.”

In fact, Milinovich has been so intrigued by the NPP satellite, he and his family actually got up in the middle of the night to watch the historic launch of NASA/NOAA’s newest weather vehicle.

“It was very exciting. During that day, my kids watched the

launch over and over again. I have supported post-launch activities including answering user access issues to restricted NPP data.”

Typically for Milinovich, his days working on CLASS and NPP are anything but ordinary.

He spends his time answering questions about the NPP data and attends many NASA meetings supporting the Joint Polar-orbiting Satellite System (JPSS) program and its re-baseline of NPP. Since the NPP satellite launched back in October 2011 the CLASS system has been seeing a major increase in the amount of data it receives or ingests per day.

At present, CLASS is taking in four terabytes of data every day.

Down the road, when more sophisticated weather satellites are launched, CLASS is expected to ingest petabytes of data per day. In simple terms, one petabyte is something like 6 billion books at 100 pages each.

Similar to CLASS is a smaller but equally important project called the National Mesonet

John Dahlia is a resident of Fairmont who currently works as the director of corporate communications for Global Science & Technology Inc. Previously, Dahlia served on Fairmont’s City Council and was appointed its deputy mayor. Dahlia also worked at WDTV for many years as its news director and for Main Street Fairmont as its program director.

Dahlia serves as a board member of the executive committee for the Marion County Chamber of Commerce, a member of the West Virginia High Technology Foundation Affiliate Leadership Council and a commissioner on the West Virginia Educational Broadcasters Association. He is also an adjunct professor at West Virginia University’s Perley Isaac Reed School of Journalism.

John is married to wife Gina Martino Dahlia. He is the proud father of his son, Nicolas, 7, and daughter, Sabrina, 15.

Program. Like CLASS, National Mesonet deals with data, in this case current weather information.

The National Mesonet is a network of existing non-federal surface-based observation networks (“mesonets”) located throughout the United States. The National Mesonet Program is managed in Fairmont and made up of what the company calls an “Alliance.”

This newly formed alliance brings together the most capable, experienced and knowledgeable companies and universities to leverage existing non-federal environmental observation networks to supply data to improve the prediction of high-impact, local-scale weather events.

The alliance consists of the two largest privately owned fixed-station weather networks combined with GST’s innovative mobile (vehicle-based) weather network that offer assets in and around major metropolitan areas and all across the United States. The alliance also includes state-based networks operated by universities in key areas where severe storms are most prevalent. Collectively,

the alliance adds value to the National Weather Service by extending its observation network.

“We are extremely pleased to have been selected by the government to serve our nation with such an important mission as the National Mesonet Program,” explained GST Vice President of Innovation Brian Bell. “The year 2011 will go down in history as one of the worst years when weather adversely impacted our economy and took an enormous toll on human life. With that historic perspective firmly in mind, there is heightened priority of obtaining observation data at the local scale that can help save lives, protect property and reduce economic impacts. GST recognizes the criticality of the mission and is very proud that our alliance will be providing critical observation data to the government.”

Unlike CLASS, the National Mesonet Program is being managed out of GST’s second office location in Fairmont at what the company calls its “Innovation Lab,” or ilab. The ilab is located

on the second floor of the Alan B. Mollohan Innovation Center.

The alliance is made up of member facilities in private locations and on the university campuses around the nation.

Members are: GST; EarthNetworks Inc.; WeatherFlow Inc.; Weather Telematics Inc.; University of Utah; University of Oklahoma; University of Delaware; Rutgers; The State University of New Jersey; North Carolina State University; Coastal Carolina University; Texas Tech University; University of Missouri; University of Illinois; University of Florida; University of Georgia; University of South Alabama; and Kansas State University.

Clearly, GST in Fairmont is having success working close with NOAA and the NWS. The future of CLASS and the National Mesonet Program look bright as GST continues to promote their respective success stories to audiences around the world.

Company president Chieh-san Cheng admits that projects like CLASS and the National Mesonet Program would not be possible without congressional support.

“We are grateful for the vision of former West Virginia 1st District Congressman Alan B. Mollohan,” Cheng said. “He was the first to understand the importance of both CLASS and the National Mesonet Program. He also believed these programs could indeed be managed and worked on successfully in Fairmont, a place we call the center of West Virginia’s High Tech Corridor.”

Today, congressional support continues. Current 1st District Representative David McKinley, Sen. Jay Rockefeller and Sen. Joe Manchin have collectively supported both programs as initiatives important to our nation and West Virginia.

W.Va. leading in research, technology, innovation TIMES WEST VIRGINIAN

TUESDAY, MARCH 27, 2012 PAGE 7B

West Virginia’s higher education system has made great strides in research, technology and innovation in recent years. The year 2011 was marked by concentrated efforts to generate economic growth and create opportunities for innovation related to the academic mission of our institutions.

At the center of this statewide effort is the West Virginia Regional Technology Park located in the Kanawha Valley. The park was transferred to the State of West Virginia by The Dow Chemical Company in late 2010. In celebrating one year of state ownership, significant progress has been made toward creating a new, exciting future with redevelopment and renovation efforts occurring across the Tech Park.

Beginning in Fall 2012, the Tech Park will serve as the new home to Kanawha Valley Community and Technical College. Other improvements are under way or scheduled across the 258 acre campus and occupancy is rising in the 800,000 square feet of office and laboratory space. With nearly 250 chemical work stations and four largescale pilot plants, the Tech Park has all the elements for rebirth as a powerful innovation factory. With continued support, the Tech Park can change the future of the Kanawha Valley and the State of West Virginia.

In 2000, it was unimaginable that the state would secure ownership of a research and technology facility like the Tech Park in addition to dramatically increasing research and development expenditures over the past decade. With federal grants for research nearly three times greater and the state’s annual investment in research more than doubled, West Virginia is making progress by embracing research and innovation as the primary driver of a new diverse and prosperous economy.

West Virginia has several programs that provide funding for academic research to foster the creation of additional high-technology companies. At the federal level, West Virginia is a charter member of the National Science Foundation’s (NSF) Experimental Program to Stimulate Competitive Research (EPSCoR), instituted by Congress in 1979 to build sustainable research capacity in non-traditional research states. West Virginia researchers and institutions are strong

PHOTO COURTESY OF WEST VIRGINIA UNIVERSITY

Expanded success depends upon driving research and innovation from the lab to the marketplace, where it provides new goods and services, creates jobs, generates taxes and attracts capital investment.

competitors for EPSCoR dollars and have secured grants of $9 million in both 2002 and 2006, and $20 million in 2010. In addition, West Virginia has received several smaller grants including funding through NASA and the National Institutes of Health’s IDeA Network of Biomedical Research Excellence.

In addition to securing federal funding, the State of West Virginia has made substantial investments in research. The Research Challenge Fund supports large, focused STEM research projects that may lead to research centers and economic development. The $8.4 million state investment has provided $20.5 million in external funding and $124 million in revenue over five years in addition to resulting in an estimated 300 new jobs. The Research Challenge Fund also supports grants, which provide faculty with scientific equipment for undergraduate laboratories; equipment, facilities, curriculum, or classroom instruction; and summer stipends to allow faculty to prepare research proposals. The state also funds programs to encourage students to major in STEM fields. These programs include the Governor’s School for Math and Science, the STEM Fellows Program, the Summer Undergraduate Research Experience Program, and the Underrepresented Scholars Program.

In addition to these programs, state leaders provided a one-time $10 million investment in 2007 for the Eminent Scholars Recruitment and Enhancement Program in order to increase the doctoral level workforce at Marshall University and West Virginia University. The following year, the state funded a one-time $50 million investment for the West Virginia Research Trust Fund, also known as Bucks for Brains, which provided endowments for research at Marshall University and West Virginia University. These funds are matched by private donors to assure long-term success in research at these universities. The program has been successful with West Virginia University securing more than $35 million from private donors to match its $35 million allotment from the state. Marshall University is well on its way to securing the $15 million needed for the state match. Both will provide long-term support for research.

With all of these programs working together, West Virginia has earned an excellent reputation for our research and our faculty. These assets played a role in helping the West Virginia Higher Education Policy Commission secure the five-year $20 million Bionanotechnology for Public Security and Environmental Safety grant in

2010, the largest NSF grant in state history. Although West Virginia has made momentous progress, in order to sustain this level of research and attract subsequent research funding, we must continue to graduate students in highdemand STEM fields. To help primary and secondary teachers teach the science standards needed to meet our future higher education needs, the Commission is working with the West Virginia Department of Education to develop 21st Century Science Standards. The team is working diligently in a national effort to modernize those standards. These increased standards will help build the educated workforce needed for the jobs of tomorrow.

The caliber of speakers participating in the first panel of the Science, Technology, and Research (STaR) Symposium, to be held on April 20 and 21 at West Virginia State University, is reflective of the scope and magnitude of the investments of state and federal government. The panel speakers and the companies they represent are: • Steve Turner of Protea Biosciences in Morgantown; • Justin Swick of Vandalia Research in Huntington; • Richard Niles, Ph.D. of Progenesis Technologies in Huntington; and • Jamie Miller, Ph.D. of TRAX Bio Discovery, a spin off of Mid-Atlantic Technology Research & Innovation Center (MATRIC) in South Charleston.

None of these companies existed in 2000. Yet today, they are manufacturing and selling products to worldwide markets, generating millions of dollars of revenue, employing scores of West Virginians, and showing tremendous potential for future growth. The success of these companies is a direct result of access to research funding and research infrastructure within the state.

West Virginia has been blessed with abundant natural resources. While many think of coal, natural gas, and timber, our resources also include the leaders of our state, at both local and federal levels, who recognize the need to invest in research and research infrastructure for a more innovative and productive future. In order to maintain this momentum, the state must continue to proactively invest in research in order to grow the state’s science and research enterprise.

Dr. Jan Taylor

Jan R. Taylor, Ph.D., is the director of research programs, West Virginia Higher Education Policy Commission. Taylor’s responsibilities with the Division of Science and Research include research programs and competitions, education and human resources projects, and program evaluation.

Dr. Taylor joined the West Virginia Experimental Program to Stimulate Competitive Research (WVEPSCoR) in 2003 as deputy director and senior research fellow. Before that, she served as vice president and project director of the National Institute for Chemical Studies. She has also worked in the environmental quality field for the state of West Virginia and served on the faculty of Marshall University.

Her program management experience is extensive, with past awards from the Department of the Defense, the Environmental Protection Agency, the Department of Transportation, the West Virginia Division of Natural Resources, the West Virginia Department of Environmental Protection and the Federal Emergency Management Agency (now Homeland Security). She has also managed subawards to counties, states, universities and other jurisdictions nationally.

She holds bachelor’s and master’s degrees in biological sciences from Marshall University and a doctorate in biology and systems science from the University of Louisville.

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WEDNESDAY, MARCH 28, 2012 • WWW.TIMESWV.COM • 75¢

North Central West Virginia Energy & Industry High Technology

Health Care Education & Workforce Living Here Whoʼs Who

TIMES WEST VIRGINIAN

Bonus Edition Vol. 112, No. 088-B

Major expansion project WVU Healthcare has recently announced plans for a $280 million, 139-bed expansion of West Virginia University Hospitals.

The proposed 10-story bed tower is one of the key outcomes of last year’s WVU Healthcare strategic planning process, and will help us meet the increasing demand for our services.

— Page 6A

Medical advancements As a regional medical center that is committed to patient-centered care, United Hospital Center is excited about the potential for technology to improve the quality and safety for our patients.

UHC is dedicated to enhanced information technology and the correlation to positive patient outcomes have positioned UHC as a regional leader in assuring that the highest quality comprehensive care is delivered to involve the patient as a partner in their care.

— Page 1B

PHOTO BY REBECCA DEVONO

Dr. Grant Franklin of United Hospital Center in Bridgeport shows off the technology that performs GreenLight Laser therapy, a faster and easier way to treat an enlarged benign prostate. UHC also has its own lithotripsy machine that treats kidney stones with shock-wave therapy.

Cutting-edge medical technology improves everything from diagnostics to cleaning

BY MARY WADE BURNSIDE TIMES WEST VIRGINIAN

Community support For every community hospital in the United States, the emphasis is on “community.” No matter how a hospital defines its community, these are the people for whom the hospital assumes the responsibility for providing hospital services.

Community hospitals are a part of the community, but are not apart from the community.

Successful community hospitals not only immerse themselves in the community, but the community is immersed in the hospital.

— Page 7A

Next generation Throughout the course of America’s history, military leaders have depended upon the successes and mistakes of their predecessors as well as ever-changing tools and technologies to determine what tactics they will use in modern warfare. Other factors such as location and environment can help shape the strategy and methods used in a specific conflict.

— Page 1B

FAIRMONT — In this day and age, technology can help in every facet of medicine, from robots that assist in surgeries to a robot that can thoroughly clean a room with ultraviolet rays after a patient has been discharged.

At United Hospital Center in Bridgeport, the latter — the IRS 3200 — sterilizes a room and kills bacteria such as Clostridium difficile (C. diff) and Methicillin-resistant Staphylococcus aurues (MRSA).

“We have three of them — one in surgery and one in each tower,” said CEO Bruce Carter. “After we discharge a patient we do the terminal cleaning.”

The machines, which sort of resemble the robot R2D2 from the “Star Wars” movies, are closed inside a room without an attendant present.

“We have to seal the room — close the door and seal the door and everybody has to be out of the room,” Carter said. “We don’t allow anybody in the room. It automatically turns itself on and off. It kills 100 percent of those bugs in the room. It gets all those crevices and surfaces that are almost impossible to do by hand.”

As for robotic surgery, that is taking place, including at WVU Hospital’s Ruby Memorial Hospital, said Tom Jones, CEO of West Virginia United Health System, which owns several hospitals in the state, including UHC and WVU Hospitals in Morgantown with branches in Parkersburg, Martinsburg

PHOTO BY REBECCA DEVONO

Dr. Jennifer Knight learned about diaphragmatic pacemakers when she did a fellowship at the University of Maryland. The device allows a quadriplegic to breathe without a ventilator at least some of the time.

and Charles Town.

And a robotic unit is being obtained for UHC, Jones added.

Robots are just one example of how technology and medicine go hand in hand in North Central West Virginia.

Another is the fact that most area hospitals have converted or are in the process of converting health records to an electronic system.

“We’re all becoming paperless,” Jones said. “I think that’s pretty high-tech. It really helps a physician know what’s going on at all times and it eliminates errors.”

West Virginia United Health System is spending “hundreds of millions of dollars” in order to install electronic record systems at their hospitals, he said.

SEE HEALTH CARE, PAGE 3A

Health care TIMES WEST VIRGINIAN

â&#x20AC;&#x153;And weâ&#x20AC;&#x2122;re putting doctors on it that we employ,â&#x20AC;? Jones said. â&#x20AC;&#x153;Doctors at home can look at a patient record at home just like heâ&#x20AC;&#x2122;s in the hospital.â&#x20AC;?

Electronic health records also have helped the lives of nurses, said Sharon Boni, the dean for the School of Nursing and Allied Health Administration at Fairmont State University. â&#x20AC;&#x153;That allows you to chart by exception, so you only designate whatâ&#x20AC;&#x2122;s different, not if everything is normal,â&#x20AC;? Boni said.

Electronic health records are supposed to reduce a nurseâ&#x20AC;&#x2122;s time spent on that task by half, she said.

However, â&#x20AC;&#x153;There is a steep learning curve. And the thing that affects nursing education is that each of our local hospitals has done a different form of electronic medical records. So when we send students, they have to be trained and it can take anywhere from four to 16 hours in order to learn the hospitalâ&#x20AC;&#x2122;s system.â&#x20AC;?

That specifically has affected how many places a student nurse is sent to train, Boni said. â&#x20AC;&#x153;We try to keep them in a few hospitals because they lose so much clinical time learning another system,â&#x20AC;? she said. â&#x20AC;&#x153;We canâ&#x20AC;&#x2122;t give up that much time for them to learn another system.â&#x20AC;?

Technology also is aiding nurses in the form of smartphones, either their own or ones issued to them, that allow them to look up information bedside. â&#x20AC;&#x153;Itâ&#x20AC;&#x2122;s a good thing to happen for nurses, so they can get drug information or medical information or lab results, whatever they need, they can get it at the bedside.â&#x20AC;?

Technology can save lives in many forms. At Fairmont General Hospital, money is being raised for a new digital mammography machine, which officials hope to have by the end of the year.

Although Fairmont General currently has two mammography machines, one is out of commission, while the one that works uses film that must be developed.

That means the procedure takes more time and only about two women can be screened per hour, instead of the four that can be examined with the digital mammography machine.

Also, said Dr. John Leon, the president of Radiological Physician Associates, the X-ray group that covers Fairmont General, the detection of a digital mammography machine is better for younger women, who tend to have denser breasts. â&#x20AC;&#x153;The penetration is better with digital mammography and itâ&#x20AC;&#x2122;s also better for detecting tiny calcifications,â&#x20AC;? Leon said. â&#x20AC;&#x153;Micro-calcifications, if they are clustered and have a certain appearance, they are suspicious for cancer. So itâ&#x20AC;&#x2122;s good to see these micro-calcifications and determine if they are suspicious and see if a biopsy is warranted.â&#x20AC;?

Technology can make lives easier for the patients in many ways. UHC, for instance, purchased a lithotriptor, a machine that treats kidney stones with shock waves that break up the stone.

Before they did that, area patients prone to kidney stones sometimes would call ahead to area facilities to see when a mobile device that traveled around would arrive on a truck. â&#x20AC;&#x153;The patients that have the kidney stones would be medicated for pain and monitored until the machine would come,â&#x20AC;? said Paul Carter, director of surgery at UHC. â&#x20AC;&#x153;Or because they would know where the truck was going to be, they would go to the doctor in those areas and get the stones treated right away. â&#x20AC;&#x153;And if they became too sick before the machine would come, we could go in and do a treatment with a laser to remove the stones, which is a more risky surgery.â&#x20AC;?

UHC urologist Dr. Grant Franklin treats his patients with the lithotriptor. Another hightech device he has at his disposal is the GreenLight Laser, used to treat an enlarged prostate.

Previously, that condition

WEDNESDAY, MARCH 28, 2012 PAGE 3A

CONTINUED FROM PAGE 1A

PHOTO BY REBECCA DEVONO

UHC urologist Dr. Grant Franklin and director of surgery Paul Carter show off the facilityĘźs lithotripsy machine that breaks up kidney stones with shockwave therapy. The hospital invested in a permanent lithotripsy machine so doctors would not have to rely on a mobile unit that required patients to wait for treatment.

was treated with a procedure known as a transurethal resection of the prostate, or TURP. â&#x20AC;&#x153;The TURP was a bloody mess and it required hospitalization for several days,â&#x20AC;?

Franklin said. â&#x20AC;&#x153;The laser, you put the scope in and itâ&#x20AC;&#x2122;s like coring out an apple. You vaporize the tissue. Itâ&#x20AC;&#x2122;s a wonderful technology and people go home the same day. There is very little blood loss and short recovery time.â&#x20AC;?

Finally, technology can give patients independence. Dr. Jennifer Knight, a graduate of Fairmont State who went on to West Virginia University School of Medicine, is now a trauma surgeon at WVU Hospitals.

When she had a patient who was rendered a quadriplegic after a car accident, she was able to improve his quality of life by introducing a new technique to the area that had been used elsewhere, including on Christopher Reeve.

The diaphragmatic pacemaker helps the patient breathe while not tethered to a ventilator, providing independence. â&#x20AC;&#x153;It runs with a similar idea of a pacemaker to your heart,â&#x20AC;?

Knight said. â&#x20AC;&#x153;A good way to understand your heart muscle is that it runs from electrical stimulation. When the electrical stimulation is disrupted or not consistent, the pacemaker can help the heart contract more regularly.

â&#x20AC;&#x153;A spinal cord injury interrupts the connection of the brain to the diaphragm and this is why quadriplegics cannot breathe without a ventilator.

There is no damage to the diaphragm. Itâ&#x20AC;&#x2122;s to the connection. So the pacemaker is placed in the diaphragmatic muscle and it supplements that stimulation. It becomes the connection, and it stimulates your diaphragm to breathe like your brain used to. It allows your diaphragm to contract.â&#x20AC;?

Knight knew about the pacemaker after doing a fellowship

at the R. Adams Cowley Shock Trauma Center at the University of Maryland and convinced hospital officials to allow her to implant the device in the quadriplegic patient.

WVU Hospitals had to go through the Food & Drug Administrationâ&#x20AC;&#x2122;s (FDA) Institutional Review Board to be approved, which took place in April 2010. Most recently, Knight said, the device has been approved for patients who have amyotrophic lateral sclerosis (ALS).

The device does not neces-

sarily allow the patient to get off of a ventilator for good but it can provide time away from being tethered to a machine. â&#x20AC;&#x153;But any time you come off a ventilator, the amount of freedom you have during that time is significant,â&#x20AC;? Knight said. â&#x20AC;&#x153;There are some patients who have a pacemaker in place who will require some help to breathe, and there are other patients who will come off a ventilator and never need a ventilator again.â&#x20AC;?

Email Mary Wade Burnside at mwburnside@timeswv.com.

Liz looks forward to the day she helps her first patient.

Liz Boord Kingmont Associate of Science degree in Nursing

4HE DAY HER NEPHEW WAS BORN INSPIRED ,IZ "OORD TO PURSUE HER DREAM AT &AIRMONT 3TATE 5NIVERSITY 3HE WAS ALLOWED TO BE THE lRST TO BATHE THE NEW BABY BOY h4HE NURSES WERE SO COOL v SHE SAYS &OR THE lRST TIME ,IZ SERIOUSLY CONSIDERED SWITCHING CAREERS )N A LETTER WRITTEN FOR HER NEPHEW S BABY BOOK SHE WROTE h!T ONLY A FEW MOMENTS OLD YOU TOUCHED ME IN SUCH A WAY AS TO CHANGE MY ENTIRE WORLD 9OU INSPIRED ME TO TAKE A LEAP OF FAITH AND GET ON WITH MY LIFE v

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Preparing for trends in health care industry PAGE 4A

WEDNESDAY, MARCH 28, 2012

J. Thomas “Tom” Jones

J. Thomas “Tom” Jones has been involved in West Virginia Healthcare since 1973.

He currently serves as the President/CEO of West Virginia United Health System, which is composed of West Virginia University Hospitals in Morgantown, United Hospital Center in Clarksburg, and West Virginia University Hospitals-East, which is composed of City Hospital in Martinsburg, and Jefferson Memorial Hospital in Ranson. It is the largest health care system in West Virginia. He previously served as CEO of Genesis Hospital System, CEO at St. Mary’s Hospital both in Huntington, and as Chief Operating Officer of Wheeling Hospital in Wheeling.

He received a BS degree in Business Administration from West Virginia University and a Masters in Hospital Administration from the University of Minnesota.

He currently serves on the board of the West Virginia Hospital Association and is a past chair. He also serves as the West Virginia Delegate to the AHA Regional Policy Board III, and as vice chair of Premier’s Governance and Group Purchasing Committee. He is a Diplomate of the American College of Healthcare Executives.

He has had extensive involvement in West Virginia business and economic development organizations. He has served as chair of the West Virginia Higher Education Policy Commission, Chair of the West Virginia Roundtable, Chair of the Huntington Chamber of Commerce and Huntington Area Development Corporation, vice chair of the Wheeling Chamber of Commerce, vice chair of Advantage Valley, and as a board member of the West Virginia Chamber of Commerce.

He currently serves as chair of the I-79 Planning and Development Council, Chair of the West Virginia Chamber of Commerce Health Issues Committee, treasurer of the Morgantown Chamber of Commerce, as a board member of the West Virginia Economic Development Foundation, Discover the Real West Virginia Foundation, and West Virginia Education Policy Commission. He was recognized in 1999 for Who’s Who in West Virginia Business.

TIMES WEST VIRGINIAN

MORGANTOWN — The health care industry has been in a state of rapid change for almost 30 years.

However, with the advent of more serious health reform efforts, the economic slowdown, which has increased the number of uninsured patients and reduced investment returns, and the new generation of health care workers, change in this decade may herald the most radical changes ever seen in health care.

There are a number of trends emerging in the health care industry.

Reduced government payments and a move from feefor-service to capitation One of the key aspects of health reform has been to expand health insurance for many of the 50 million Americans currently without coverage. In doing so, the government hopes to ultimately save money by encouraging patients now covered by insurance to see doctors before a condition gets out of hand, thus reducing expensive hospitalizations and medications. It will also allow the government to stop paying additional money to those hospitals that currently see a “disproportionate share” of patients without insurance because they will now have coverage.

In addition, the government is planning to “bundle” all the various Medicare payments it makes to doctors, hospitals, home care agencies and other providers for a patient’s hospi-

tal admission and subsequent discharge into a single payment that is made to a group of those same providers, who agree to provide the care for that single payment amount.

The money is then distributed within the group according to who provided what service to that patient. The group is incentivized to carefully consider the best combination of services to treat the patient and avoid waste or duplicated effort.

Ultimately, the government

METRO CREATIVE PHOTO

and private insurance companies want to borrow a concept from HMOs known as capitation. Under capitation, a group of doctors, hospitals and other providers would agree to care for a group of patients for a fixed monthly payment from the insurer. The provider group would try to ensure that the patients they serve receive exactly the right care they need and focus on prevention of complications that lead to hospitalization in order to provide quality care.

Partnering between health insurance companies and health providers Health reform has encouraged hospitals and doctors to work together with insurance companies to form organizations to prepare for capitation and other mechanisms whereby the government will pay more to health providers who can demonstrate they provide the highest quality of care for patients, while doing so in an

Impact of health care reforms on insurance industry ST. CLAIRSVILLE, Ohio — The Patient Protection and Affordable Care Act (PPACA) began taking effect on Sept. 23, 2010. Several provisions had an immediate impact on both the health insurance industry and consumers alike.

Some of these provisions include the following: • Adults with Pre-Existing Conditions — Permits eligible adults with pre-existing conditions to join temporary high-risk pools beginning in 2010. These plans will be superseded by the health care exchanges in 2014.

To be eligible one must be a U.S. citizen, national or “lawfully present” in the U.S. You must have been uninsured for at least six months and denied insurance due to a pre-existing condition.

• Elimination of Annual and Lifetime Limits — Prohibits both individual and group health plans from imposing lifetime limits on benefits. Plans may only impose annual limits on coverage as determined by the Secretary of Health and Human Services. Insurers cannot terminate coverage except in cases of fraud.

• Dependent Coverage — Provides dependent coverage for eligible children up to age 26 for all individual and group policies.

Eligible dependents can include married children and the child does not need to be financially dependent, reside in the parent’s home or be a full-time student.

The child of a dependent child (grandchild) is not required to be covered.

• Children with Pre-Existing Conditions — Prohibits health insurance companies from imposing pre-existing condition exclusions in children’s coverage.

• Preventive Care — Requires qualified health plans to provide first dollar coverage for certain preventative services and recommended immunizations.

• Medical Loss Ratio — Another provision that impacts the health insurance industry that takes effect in 2011 is the minimum Medical Loss Ratio reporting. The Medical Loss Ratio (MLR) is an insurer’s total medical claims expense divided by the premium collected to cover their medical expenses.

Much has been made of some health insurers’ profits being excessive even though the five largest for-profit health insurance carriers had a profit margin of 3.2 percent in 2010. The new MLR provision dictates how much an insurer’s premium will be expected to pay medical claims on behalf of their subscribers.

Basically, the law states that

METRO CREATIVE GRAPHICS PHOTO

When the Patient Protection and Affordable Care Act (PPACA) began taking effect on Sept. 23, 2010, several provisions had an immediate impact on both the health insurance industry and consumers alike.

for Individual and Small Group subsidize older, unhealthier plans (currently two-50 employ- groups that would have lower ees) an insurer is expected to premiums as a result of the pay 80 percent, or 80 cents of every premium dollar on health care claims. For Large Group health plans (currently groups with 50-plus employees), that number is set at 85 percent, or 85 cents of every premium dollar on health care claims. If a plan spends less than the minimum requirements on medical claims (as reported to their state or states of operation), insurers will be expected to refund any excess profit amounts to their customers.

All these provisions have already taken effect, and arguably have benefited consumers without putting an undue burden on health insurance carriers.

However, to make “Obamacare” sellable, all the “goodies” seem to have been front-loaded into the bill. Many onerous provisions are set to kick in after this fall’s election.

A health insurer’s ability to medically underwrite the price of their products will be taken away on Jan. 1, 2014. An insurer, when asked to quote a premium price for group health coverage, will no longer be able to ask any medical questions of the applicants, no longer be able to require a minimum number of participants to qualify for group coverage, or no longer be able to factor in the gender of an applicant (much like a life insurance company can). As a health insurer, we will only be able to use ages, geographic location and tobacco use as underwriting factors.

The end result for consumers will be mixed.

For insureds and those in group coverage, the younger, healthier groups will be required to pay much higher premiums to

insurance risk subsidy. For example, in today’s market, a young healthy enrollee’s premium is $200 per month, while an older unhealthy enrollee’s premium is $500. After Jan. 1, 2014 they both will be paying $350.

So the question is, how many of the younger enrollees will continue coverage rather than pay a paltry IRS penalty for not carrying health insurance? The more that decide to opt out, the higher the average premium will climb due to a lack of “premium subsidy” from that population.

Starting the first plan year ending after Sept. 30, 2012 every Group Health Plan (including Self-Insured group plans), and all Individual Plans must pay $2 per covered member per year to fund a $2.9 billion government study regarding patient outcomes. This will be SEE REFORMS, PAGE 5A

SEE TRENDS, PAGE 5A

E. David Mathieu Jr.

E. David Mathieu Jr., a resident of Wheeling, received his B.S. degree in business administration from West Liberty University, and received his M.B.A. from West Virginia University.

Since 1989, Mathieu has served as vice president of marketing for the Health Plan of the Upper Ohio Valley Inc., an HMO and health insurance company with more than $500 million in annual revenues.

Prior to that, Mathieu was the director of marketing, South Florida, for MetLife Healthcare Network of Florida Inc. Mathieu has also been an adjunct professor with West Virginia University, teaching classes in the Master of Health Administration program, and a guest lecturer for Wheeling Jesuit University.

Mathieu is a former two-term board member of the Ohio County Board of Education, a position he was elected to in May 2000.

Trends TIMES WEST VIRGINIAN

CONTINUED FROM PAGE 4A

efficient manner. Such arrangements are now being called “accountable care organizations.”

Even before the latest reform efforts, hospitals and insurance companies were already working more closely together to contain health care costs and keep premiums lower with the savings split between the organizations. Few have gone to the extreme of actual ownership, like Highmark Blue Cross Blue Shield of Pennsylvania’s acquisition of West Penn Allegheny Health System, but more moves like that in the future are not out of the question.

More emphasis on wellness, prevention and treatment of chronic disease The U.S. health care system has largely been curative in nature. You get sick. If you are sick enough, you go to the doctor or hospital, and you get treatments to make you better.

Increasingly, the patient is being asked to do more to take responsibility for his own health. For example, insurance copayments and deductibles have increased for doctor visits and hospitalizations.

In addition, there is a “carrot-and-stick” approach being seen more often, particularly from large employers. If you lose weight, don’t smoke or quit smoking, exercise or engage in other health improving activities, you get a discount on your health insurance premium or get rewarded in some other way. However, if you are overweight or use tobacco products, not only do you not get an incentive, you may actually pay more for your insurance coverage than anyone else.

Thanks to risk factors like tobacco use and obesity, many individuals suffer from ongoing, chronic diseases, like diabetes, heart disease, and asthma and other lung ailments.

Researchers have found that if patients with these diseases are frequently contacted about their risk factors for progression of their conditions — keeping weight down, monitoring blood sugar levels and blood pressure, etc. — their complications are reduced, and their time spent in the hospital is reduced as well.

Such “disease management” techniques are used by insurance companies, hospitals and

other health providers.

Integration of hospitals and doctors A number of factors are encouraging hospitals and physicians to join together in an integrated fashion, either by the hospital owning physician practices or physician groups owning hospitals.

In previous generations, doctors were often in private practice, working long hours in the office seeing patients and doing paperwork before going to see their patients in the hospital.

They could make a very good living, but their lives were constantly busy and schedules unpredictable.

The newer generations of physicians often want to be able to have predictable vacation time and a relatively regular work schedule. Also, the cost to start up a new office practice can be very expensive on top of medical school loans already piled up. Many younger physicians are opting to work for hospitals or in very large physician groups in order to maintain a more predictable lifestyle than physicians in private practice often have.

The move of the government toward bundling of payments and other measures are also prompting doctors and hospitals to seek to work together.

New, powerful information technology (IT) systems are allowing physicians and hospitals to streamline the collection of patient information and to share that information in real time. The electronic health record is a powerful tool allowing treatment of patients in a more coordinated, efficient and safer manner.

systems spread investment risk across a number of facilities that are mutually responsible for meeting the debt obligations. Large systems that are performing well also have higher bond ratings, meaning it costs a lot less to borrow money.

Hospitals in systems can reduce their costs through greater purchasing power for anything from hospital supplies and equipment to insurance coverage. Best practices in treating patients can be shared between system members, improving patient quality and safety. Systems can also centralize services like laundry and laboratory and save resources for all its members.

The only certainty in health care is that change is inevitable. My organization, West Virginia United Health System, is addressing each of these trends proactively. While you cannot always predict change, you can prepare for it responsibly.

Reforms

added to one’s premium as a pass-through.

The main Health Care Reform (HCR) Tax will begin on Jan. 1, 2014. This will be a new tax on insurers and will be added to the consumer’s premium as a pass-through as well.

The new tax will be based on an insurer’s total amount of net premiums for individual and group business. Calculated on today’s premiums, this tax will put $8 billion in the federal coffers in 2014. A realistic estimate is that the cost of this tax will add at least 1.25 percent to premiums.

Beginning in 2018, the government will impose a Cadillac Tax on plans whose benefits are deemed too rich by government officials. The Cadillac Tax is a 40 percent tax on employers whose health care premiums exceed $10,200 for individual coverage, and $27,500 for family coverage. Towers Watson consulting firm suggests at current benefit levels, 60 percent of employers will face the tax in

Growth of health systems Many hospitals built the bulk of their facilities more than 20 years ago. Those hospitals may need major renovation or complete replacement of their facilities.

While it was easier in the past for hospitals to generate bonds to borrow money for such projects, the global economic slowdown has made investors more cautious about lending money to smaller and/or stand-alone hospitals.

Investors want more assurances that they will receive a good return.

As a result, many of the smaller hospitals are joining larger systems. Multi-hospital

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WEDNESDAY, MARCH 28, 2012 PAGE 5A

CONTINUED FROM PAGE 4A

2018. To avoid this onerous tax, companies will be faced with benefits cuts to reduce premiums, or choose to get out of the business of providing health insurance for their employees.

PPACA also calls for the formation of state health insurance exchanges beginning Jan. 1, 2014. These exchanges were modeled after the Massachusetts exchange. Interestingly enough, none of the large, national insurers have chosen to participate in the Massachusetts exchange.

The state can now lay claim to having the highest health insurance premiums in the U.S. and are experiencing physician shortages and an uptick in emergency room visits even though most people have health coverage.

The premise of the exchange is that a consumer can log into the exchange website and enter their age, Zip code, tobacco use status and income (to see if they are eligible for a federal premium subsidy). In a matter of seconds, they have at their disposal

a myriad health care options and premiums associated with each benefit plan and health insurance carrier.

One might summarize the theory behind health reform and the exchanges as “requiring” everyone to purchase health insurance so that younger subscribers will subsidize older subscribers, males will subsidize female subscribers, taxpayers will subsidize non-taxpayers, and most of all, healthy subscribers will subsidize unhealthy subscribers.

As a footnote, on March 12 the Congressional Budget Office revised and released new financial projections from 2013 extending through 2022 for PPACA, and the results are as critics expected. The 10-year cost of the law’s core provisions to expand health insurance coverage has now ballooned to $1.76 trillion, a far cry from President Barack Obama’s pledge that it would cost “around $900 billion over 10 years” when the bill was moving through Congress.

PAGE 6A

WEDNESDAY, MARCH 28, 2012

TIMES WEST VIRGINIAN

New beds, new jobs at WVU Hospitals

PHOTO SUBMITTED BY WVU HOSPITALS

The expansion project at WVUH will take nearly six years to complete. Construction of the 10-story bed tower will begin in early 2014 and be completed in approximately two years. In the next 18 months, roads will be relocated, a parking garage will be constructed and new facilities for the Rosenbaum Family House and Child Development Center will be constructed.

Bruce McClymonds Bruce McClymonds is WVU Hospitals’ president and chief executive officer. He has served in that role since 1997.

Prior to his appointment, McClymonds served as the Hospital’s chief operating officer (19951996) and chief financial officer (1989-1994).

McClymonds is responsible for all aspects of the Hospital’s operations and plays a significant role in strategic plan development and implementation. He has also played a critical role in the organization’s various managed care activities.

Prior to working at WVU Hospitals, McClymonds spent nine years in the healthcare specialty group at Price Waterhouse in Pittsburgh.

He also served as the chief financial officer of a community hospital in the Pittsburgh area.

McClymonds received his bachelor of science degree in accounting from Grove City College and is a certified public accountant.

He serves as a lecturer in WVU’s Masters of Public Administration program.

MORGANTOWN — WVU Healthcare has recently announced plans for a $280 million, 139-bed expansion of West Virginia University Hospitals. The proposed 10story bed tower is one of the key outcomes of last year’s WVU Healthcare strategic planning process, and will help us meet the increasing demand for our services.

WVU Healthcare’s mission is to improve the health of all West Virginians and those in the region through excellence in patient care, education and research. To accomplish that mission, we must be able to accommodate and provide access to all patients who need the specialty health care services, which, in many respects, are only available at WVU Hospitals (WVUH) in Morgantown.

The demand for health care services at WVUH has continued to increase over the past several years. One way to measure the extent of that increased demand is to understand that on average, nearly 500 patients are transferred from other hospitals in this region and throughout the state to WVUH each month.

For the equivalent of about 80 days in 2011, WVUH could not immediately accept patient transfers from other hospitals.

The impact of this expansion project will be significant in many respects, including the following: • The addition of 139 patient beds, including a significantly expanded and urgently needed 15 more beds for critically ill infants in

WVU Children’s Hospital’s Neonatal Intensive Care Unit (NICU), to bring the WVUH total to 670 beds.

• The development of a new and much larger emergency department. WVUH treats nearly 4,000 patients annually in the region’s only Level I trauma center and this new emergency department will enhance our ability to deliver those services.

• With the construction of the new tower, Rosenbaum Family House and the Child Development Center (the onsite day care facility) will grow by 20 percent at new locations on campus.

• The addition of approximately 750 new WVU Healthcare employees. The jobs will be in nearly every category — nursing, housekeeping, clinical support staff, etc. Add to that about 100 additional faculty physicians. At nearly 6,000 employees, WVU Healthcare is already one of the largest employers in the state of West Virginia.

The bed expansion project at WVUH will take nearly six years to complete.

Construction of the 10-story bed tower will begin in early 2014 and be completed in approximately two years. In the next 18 months, roads will be relocated, a parking garage will be constructed and new facilities for the Rosenbaum Family House and Child Development Center will be constructed.

In addition, a new morgue and anatomical pathology facility will be constructed in the WVU Research Park.

Following completion of the bed tower, internal renovations to Ruby Memorial Hospital will take nearly two years to complete.

We have our financing in place and can build this project without seeking state funds or extraordinary rate increases. Our financial plan-

ning includes continuing to provide the same high level of care to people with limited resources as we do for those with good insurance coverage.

In the end, the ability of WVU Healthcare to better meet the health care needs of all West Virginians and those from the

surrounding region will be substantially enhanced. Our collective ability to better achieve the vision of improving the health of all West Virginians will be significantly improved.

For more information about WVU Hospitals plans for expansion, see WVUHealth care.com.

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Gov. Earl Ray Tomblin (from left); Bruce McClymonds, president and CEO of West Virginia University Hospitals; and WVU President James Clements, who is also chairman of the board of WVU Hospitals, announce a $280-million expansion project during a press conference in January.

Community has come together to meet needs of FGH TIMES WEST VIRGINIAN

Robert C. Marquardt After more than 20 years as a career hospital administrator at a Michigan hospital and a master’s degree from Yale University, Robert C. Marquardt was selected as president and chief executive officer of Fairmont General Hospital in the summer of 2009.

He was previously the CEO of Saint Catherine Medical Center Fountain Springs in Ashland, Pa. A native of St. Joseph, Mich., Marquardt was CEO of Memorial Medical Center of West Michigan for nearly 21 years. He left that position to head up Hilo Medical Center in Hilo, Hawaii, where he spent eight months before taking the job at Saint Catherine Medical Center, a job he has had for about a year and a half.

Marquardt became interested in hospital administration as a teen volunteer during high school. He earned an undergraduate degree in business management and economics at Oakland University in Rochester, Mich., and a master’s degree in public health and hospital administration from Yale University.

WEDNESDAY, MARCH 28, 2012 PAGE 7A

FAIRMONT — For every community hospital in the United States, the emphasis is on “community.” No matter how a hospital defines its community, these are the people for whom the hospital assumes the responsibility for providing hospital services.

Community hospitals are a part of the community, but are not apart from the community.

Successful community hospitals not only immerse themselves in the community, but the community is immersed in the hospital.

As a community hospital, Fairmont General Hospital is no exception. The hospital is governed by a Board of Directors. The board is comprised of nine members of the community, all of whom volunteer their time. These board members volunteer approximately 1,370 hours per year attending board and board committee meetings and preparing for those meetings.

FGH is privileged to have a very active auxiliary and volunteer service. There are 153 volunteers who provide more than 13,595 hours of service per year. All the community members who volunteer their services and expertise do so without much fanfare or publicity.

Another increasingly active group of community volunteers fits that description as well.

These are the members of the Board of Directors of the Fairmont General Hospital Foundation. There are 22 members of the foundation board.

However, to support the foundation board’s activities, it has been organized into six committees, each with its own fundraising focus. The foundation board, together with its committee members, total 69 community members.

Beginning in 2010, the foundation board embarked on a planning process to assess its fundraising activities and evaluate the potential for increasing philanthropic efforts to the foundation. According to the

Association for Healthcare Philanthropy, the average hospital in the country raised approximately $1.7 million in philanthropic support in 2010.

In that year, the FGH Foundation raised approximately $60,000.

While our community is neither large nor affluent, the foundation board thought we could do better.

The board focused on an important community health need — increasing the access to timely detection of breast cancer. It noted two facts: 1.)

While the incidence of breast cancer in Marion County was approximately the same as the state and national averages, the death rate due to breast cancer was 8-25 percent higher than the state and national averages, according to the Centers for Disease Control (CDC). 2.)

Fairmont General Hospital’s mammography equipment was aging and could not offer stateof-the-art capabilities.

The foundation board set a goal to raise $500,000 by September 2012 to replace existing mammography technology with state-of-the-art digital mammography equipment.

As of this writing, the foundation has raised 54.2 percent of its goal. Almost 400 members of the community have made donations to the project.

While segments of the Fairmont General community mirror the national giving experience, one portion of that community — Fairmont General employees — deserves special recognition. Nationally, approximately 18.7 percent of hospital employees participate in health care philanthropic events. To date, 65.6 percent of the donations to the campaign have come from Fairmont General’s employees.

To the community and with the community, Fairmont General Hospital is making a difference in the lives of community members who are touched by the impact of breast cancer.

NOW OPEN BRIDGEPORT & FAIRMONT

WE TREAT INJURIES AND ILLNESSES FOR ALL AGES.

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+ JUST WALK IN. + ALWAYS A PHYSICIAN ON SITE. + MOST INSURANCE ACCEPTED BUT NOT REQUIRED. + X-RAYS, LABS, EKGs, IVs, MINOR SURGERY.

We’re delighted to serve North-Central West Virginia with many easy-to-reach locations. With no appointments necessary and convenient hours, we’re here for you and your family delivering the best urgent care, fast. So you can quickly get on with the rest of your day.

SUBMITTED PHOTO

Radiological Physician Associates, a group of radiologists that began at Fairmont General Hospital in 1968, present the FGH Foundation with a $50,000 donation toward the purchase of a new mammography machine. From left are: Whitney Rae Hatcher, FGH Foundation coordinator; Robert Marquardt, Fairmont General CEO; Dr. John Leon, FGH radiologist and president of RPA; Sam Marandi, RPA; Frank Pulice Jr., foundation director; and Ron Hinkle, foundation chairman.

SUBMITTED PHOTO

From left, celebrating Consol Energy’s $20,000 donation to the Fairmont General Hospital Foundation, are foundation board chairman Ron Hinkle, hospital CEO Robert C. Marquardt, Consol Energy’s Dennis Ewedosh, foundation corporate gifts chair Allen Staggers, foundation director Frank Pulice Jr. and foundation coordinator Whitney Rae Hatcher.

The

Future of HealthCare Is Here United Hospital Center is one of the most technologically advanced hospitals in the United States with innovations that integrate medical advances, diagnostic services, and information systems.

Our dedication to increasing services and recruiting quality physicians is ongoing. Our commitment to providing quality, compassionate care to the people of our community is reflected in the medical specialties available at UHC today . . . as well as those to come.

Open Every Day Just Walk In

Cardiology Emergency Services Endocrinology/Metabolism ENT & Audiology Family Medicine Gastroenterology Neurology Neurosurgery & Spine Oncology Orthopaedics Pain Management Pulmonology Rheumatology Sleep Disorders Urology

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Technology improves patient care at UHC

TIMES WEST VIRGINIAN

WEDNESDAY, MARCH 28, 2012 PAGE 1B

BRIDGEPORT — These days, technology is everywhere, and nowhere is it more pervasive than in the hospital setting.

As a regional medical center that is committed to patientcentered care, United Hospital Center is excited about the potential for technology to improve the quality and safety for our patients.

UHC is dedicated to enhanced information technology and the correlation to positive patient outcomes have positioned UHC as a regional leader in assuring that the highest quality comprehensive care is delivered to involve the patient as a partner in their care.

New technology in the following areas: emergency department, cardiac, radiology, surgical suites, patient rooms and nursing areas, round out the scope of work for IT that keeps specialists busy.

PEAK PlasmaBlade For decades, surgeons have relied on scalpels to precisely cut tissue. However, scalpels do not control bleeding.

Electrosurgical devices have been used to cut efficiently and control bleeding but can cause extensive thermal damage to surrounding tissue. The PHOTO COURTESY OF UNITED HOSPITAL CENTER PlasmaBlade offers the preciA Toshiba Titan MRI unit is now conveniently located in UHC rather than part of a mobile unit. This MRI has a large bore (70cm) and it is significantly sion of a scalpel, the bleeding control of a traditional electro- quieter than other systems on the market. surgery device and produces no potential for even greater precibetter lighting for the surgeons Center — brings innovative thermal damage to tissue. sion, offering fine field-shaping while using less electricity and technology to a centralized Bruce Carter location to continue UHC’s capabilities with sharp field emitting less heat.

In-house medical equipAdditional equipment in sur- commitment to state-of-the-art edges defined by two banks of ment Bruce Carter has served 40 dual-focused leaves that can A Toshiba Titan MRI unit is gery is custom designed booms, cancer treatment. as president of United be positioned with accuracy. which offer the most advanced UHC’s new linacs possess now conveniently located inHospital Center for 24 The linac cone-beam CT space management for the oper- several modern features, includhouse rather than part of a years. ating rooms. The anesthesia and ing electronic imaging of treat- feature allows the radiation mobile unit. This MRI has a Carter, along with other therapist to do simple CT scans large bore (70cm) and it is sig- equipment booms deliver 360- ment sites, which replaces the key staff, successfully degree positioning efficiency use of film cassettes. with linac for day-to-day comnificantly quieter than other moved the old hospital to covering more than 16 feet Elekta Synergy equipment parisons of patient positioning, systems on the market. the new United Hospital and stereotactic cones give the Another service, also located around the entire surgical field was the first linear accelerator Center on Oct. 3, 2010. to bring 3D image guidance doctor an additional treatment in-house as opposed to a mobile for multiple high definition The new facility has 292 method for small tumors. unit, is the Lithotripsy. This sys- video displays, data communi- into the treatment set-up private rooms, state-ofVolumetric Modulated Arc tem is one of the most modern cations, equipment and servic- process. The linacs are the-art equipment and equipped with imaging tools Therapy, another feature of the es. lithotripters available today. employs more than 1,900 that help clinicians visualize linac, can in some cases The new video integration Apart from being designed for associates. the treatment of the entire spec- system will permit the surgeon tumor targets and normal tissue replace Intensity-Modulated He received his bachelor’s degree in political science Radiation Therapy to treat to put almost any video image and their movement between trum of calculi in the urinary from Newark State College, Union, N.J., and a master’s oddly shaped tumors in a fracon any one of three high defini- and during treatment. tract, this system can be degree in health and hospital administration from Xavier employed for a variety of other tion monitors that are located Until recently, the full poten- tion of the time.

University, Cincinnati, Ohio. endourological therapies such On a green note, the previon the equipment booms. tial of non-invasive stereotactic Before joining the UHC staff, he served as the chief as cystoscopy, ureteroscopy, ous equipment had to stay up radiosurgery and stereotactic ureteral stenting and executive officer of Riverview Hospital in Noblesville, Increased accuracy radiation therapy for small-field and running 24 hours a day, transurethral resection. but with these linacs the power Along with convenience, the lesions and other indications Ind. will be turned off at the end of Radiation Oncology with tight tumor margins was Presently, Carter is serving on the Harrison County each treatment day and the Surgery suites Department — located wholly limited due to organ motion Chamber of Commerce Board, Executive and Nominating All of the surgery suites have within the Cecil B. Highland Jr. uncertainties.

Committees.

LED surgical lights that provide & Barbara B. Highland Cancer A Beam Modulator offers the SEE UHC, PAGE 3B

Health care needs shift for ‘new’ veterans

Keith Gwinn Keith Gwinn was appointed by Gov. Earl Ray Tomblin as the first Cabinet Secretary of the West Virginia Department of Veterans Assistance (WVDVA).

Prior to the agency’s elevation to a cabinet level office, Gwinn served under Gov. Joe Manchin as the director of the Division of Veterans Affairs.

Before beginning his service with state government in 2000, Gwinn served in the U.S. Navy from 1974 through 1994.

He is a lifetime member of the American Legion and Veterans of Foreign Wars, and currently serves on the Teays Valley Volunteer Fire Department.

He is a Huntington native who holds degrees in electronic technology and business management from Tidewater Community College and Mountain State University.

Gwinn has two daughters who are enlisted in the U.S. Army and one son who resides at home.

CHARLESTON — Throughout the course of America’s history, military leaders have depended upon the successes and mistakes of their predecessors as well as everchanging tools and technologies to determine what tactics they will use in modern warfare.

Other factors such as location and environment can help shape the strategy and methods used in a specific conflict. Additionally, the goals and expectations of our leaders and citizens are constantly evolving and there are countless other elements that influence a service member’s deployment experience.

Due to these many variances, each era of veterans in our country has returned home with unique needs and issues.

Our newest generation of veterans is no exception. They are returning from Iraq and Afghanistan with memories that bear little resemblance to those of their fathers and grandfathers who were in Vietnam, Korea and other conflicts. Instead of a guerrilla warfare type of fighting in the jungle, for example, these young men and women have been dodging roadside bombs in the desert.

As always, the current conflict has exposed service members to a specific culture, landscape, hostilities and overall environment — hence, a whole new realm of emotional and physical issues.

On top of that, many of these individuals have deployed multiple times (an experience uncommon to previous generations) and the country they are returning to is different economically and socially than it was in earlier years. In some cases it’s quite different from the place they left

PHOTO BY DANNY SNYDER

The newest generation of veterans are returning from Iraq and Afghanistan with memories that bear little resemblance to those of their fathers and grandfathers who were in Vietnam, Korea and other conflicts.

behind just months prior.

Many Americans are struggling through this recession, but there is no denying that a large number of issues we face as a population are more prevalent among veterans.

At a time when unemployment in the U.S. is hovering around 8 to 9 percent for the general population, it is topping 20 percent for veterans aged 20 to 24. Perhaps this, when coupled with issues of homelessness, suicide and substance

abuse, is among the greatest obstacles for newly returning service members. It’s as if all of these problems come hand in hand and are of a cyclic nature, often rooted in post-traumatic stress disorder (PTSD) and traumatic brain injuries (TBI); therefore, each of these concerns must be addressed both individually and collectively.

In response to the staggering unemployment numbers, the federal government passed in November the VOW to Hire

Heroes Act, which helps fund training for returning service members as they transition into the civilian workforce. It also provides employers who hire veterans incentives with a tax credit of up to nearly $10,000. In addition, many service members take advantage of the Post 9/11 GI Bill, which offers a variety of educational benefits that include college, apprenticeships, on-thejob training and other nondegree programs.

West Virginia has gone a step

further by establishing a partnership between several agencies that are committed to helping veterans and military families.

This alliance created the website www.wvmilitaryconnection.org, which serves as a one-stop shop for military members in need of employment and other services, as well as for employers and other providers who may be trying to reach the veteran community. Links provided on the site are not just for job searchers; in fact, they provide resources spanning the realm of homelessness, health care and legal assistance, among other things.

Our state hosts outreach programs as well that target veterans who may not have access to a computer or who may be hard to reach due to other factors such as emotional or physical impairments.

One such program employs a number of social workers overseen by the West Virginia Department of Veterans Assistance (WVDVA) who visit veterans throughout the state with information and advice related to issues as small as needing a ride to the doctor and as big as applying for federal VA benefits. These social workers often function as the link between the veteran and the entity that can help them with specific issues. Often they refer vets and their families to one of the WVDVA’s field offices whose sole purpose is to assist veterans in obtaining state and federal benefits.

However, the network of organizations and individuals working to help veterans expands far beyond the field offices.

SEE VETERANS, PAGE 3B

TIMES WEST VIRGINIAN

WEDNESDAY, MARCH 28, 2012 PAGE 3B

WVU’S Health Sciences Center transforming lives MORGANTOWN — As an academic health system based in a public university, we are reminded every day of the obligations we have to contribute to the health of our state and the nation, to offer education and advancement to students whose opportunities would otherwise be limited, and to add to the body of knowledge that helps everyone more completely understand our world and our lives.

In 2012, West Virginia University and 105 other landgrant universities across the United States are celebrating the 150th anniversary of the Morrill Act of 1862. This law, more than any other, helped Americans show the world how science and education can benefit an entire nation. Our public land-grant universities paved the way for research-based activities that conquered hunger and disease, created new technologies and industries, and educated millions of Americans who contributed toward our country’s successes.

Our vision, at the Health Sciences Center, is that we will take the lead in transforming lives and eliminating the health disparities that affect West Virginians. This is a forwardlooking mandate that is fully in step with our university’s historic mission.

We are the state’s only comprehensive academic health science center. That means we train the next generation of caregivers and researchers in all the health professionals; we contribute to the discovery of new knowledge that builds a better tomorrow for West Virginians and beyond; and we provide health services to tens of thousands of people on our campuses and in their communities.

In the 21st century, our challenge is to identify and address the issues that most matter to the people we serve. WVU has recommitted itself to improving the health of the people of West Virginia, and we at the Health Sciences Center are at the center of that effort.

Our continued success will require that we develop new ways to work across our many health disciplines, that we use both our public funds and our privately-developed resources

UHC

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The West Virginia University School of Dentistry is nurturing and expanding research and service projects across the state that contribute to enhanced access to oral health services. Above, a student teaches a young child the value of brushing teeth during the annual childrenʼs health fair.

effectively and efficiently, and that we make conscious and Dr. Christopher C. Colenda informed decisions based on how best to achieve our misChristopher C. Colenda, sions and serve the public. We M.D., M.P.H., is the chancelare engaged in a multi-year lor for health sciences at West effort, across all our schools and Virginia University. institutions, to identify our best Dr. Colenda, a geriatric strategic opportunities, direct psychiatrist, has been an acaresources toward concrete goals, demic physician and adminisand hold ourselves accountable trator at several universities, to our students, our patients and and is dean emeritus of the the people of our state. medical school at the Texas Each of our schools is pursuA&M Health Science Center. ing strategic initiatives as a part He serves on the Liaison of this process: Committee for Medical Education and the Executive Board of • The School of Dentistry is the National Board of Medical Examiners, and is treasurer of nurturing and expanding the American Board of Psychiatry and Neurology. research and service projects Colenda is a graduate of the Medical College of Virginia and across the state that contribute to the Johns Hopkins Bloomberg School of Public Health and enhanced access to oral health Hygiene. He is widely published in the field of clinical services. research and health services research and policy.

• The School of Nursing, one of the top 100 nursing programs in the country, is developing nursing in our state’s hospitals, expanding services to people innovative research and scholar- community health programs, across the state in partnership with WVU Healthcare, and has ship efforts that will have a clinics and other care settings.

• The School of Medicine is been consistently ranked by US direct impact on the practice of

News and World Report as one of the top 10 leading medical schools in rural health and among the nation’s leaders in primary care. Beyond primary care and service to rural health care, the faculty of the school make significant contributions to the discovery of new knowledge, and through their efforts, WVU Healthcare offers a comprehensive array of specialty medical care that enables our patients access to state-of-theart diagnostic and treatment services.

• The School of Pharmacy is developing innovative educational programs that will allow its graduates to provide patients with more comprehensive and coordinated health services, and possesses one of the few pharmaceutical health services research groups in the nation.

US News recently moved the school upward substantially in its rankings, placing it 26th

among all pharmacy programs in the country.

The School of Public Health — still in development — is designing educational programs, setting research priorities and establishing a network of professionals across the state, all with an eye toward addressing West Virginia health issues.

Our commitment to the public’s health has always been part of the mission of WVU Health Sciences. West Virginia’s public health statistics, while improving, remain near the bottom of national rankings in many areas.

Preventable causes of illness result in a lower quality of life for citizens, higher health costs and shortened lifespans.

Arrayed against these challenges is an aging public health workforce — half are approaching retirement.

WVU has invested its research resources in areas that are of particular importance to the health of West Virginians.

Among the many research programs found on the “hill,” we are making significant discoveries in neuroscience, cancer, cardiovascular medicine, pediatric allergy and pulmonary disease, disease prevention research, trauma care, intervention studies to improve the quality of life and quality of care for some of our most vulnerable patient populations, the outcomes of pharmaceutical treatment, and the like.

In addition, we are investing new resources and faculty positions in clinical and translational science research — research that is focused on effective treatments and tactics that can have immediate impact on the health of West Virginians and others.

The activities of the Health Sciences Center and our health care affiliates have an economic impact as well. Together, these activities generate nearly a billion dollars a year in direct activity, and an estimated $2.2 billion in total economic impact — 4 percent of the state’s economy.

You can track our progress on our Strategic Plan website, http://www.hsc.wvu.edu/HSC20 20. We welcome feedback on these activities from everyone concerned with the future of our Health Sciences Center and the health of West Virginia.

CONTINUED FROM PAGE 1B

linacs will turn on automatically each morning in time to warm up for patient treatment.

War against HAIs UHC is the first hospital in West Virginia and the third in the eastern United States to utilize a special mobile system to fight health care associated infections.

HAIs, as they are called, eliminate pathogens in patient rooms that even thorough cleaning will not get. This makes UHC light years ahead in the war against HAIs. The machine, an IRS 3200m, is a mobile system that applies a calibrated UV-C dose of ultraviolet light to selected rooms to aid in the destructions of multidrug resistant pathogens such as staph by destroying their ability to multiply.

Treatment is fast and chemical free, which means immediate access to areas after treatment.

There is also a Web-based data tracking, schedule and management program to help meet compliance requirements. Operation of the IRS 3200m is simple and automatic, which assures low cost per treatment.

Patient satisfaction Computerized Provider Ordering Entry (CPOE) is an electronic order system that allows physicians/providers to send prescriptions to the pharmacy easily and accurately. CPOE eliminates handwritten orders and avoids the need for clarification between providers and pharmacists, thus decreasing implementation time.

This system is also used for radiology orders and lab orders. In fact, UHC conducted a study to observe how much time was saved, and determined that the CPOE system saves patients approximately 30 minutes of waiting time for each order placed.

Latest technology On the nursing units, the HillRom NaviCare Nurse Call System has the latest technology and is designed to enhance caregiver efficiency at the point of care. It will also help increase efficiency to workflow and documentation and has a staff tracking and reporting system that will help locate staff when they are needed.

Many nurses carry wireless phones that allow physicians to

return calls directly to their patient’s nurse. Nurse call alerts and patient alarms will also be sent via these phones. When a patient would like to speak to a nurse, this allows for faster communication.

A state-of-the-art Centralized Monitoring Technology Room is also used to ensure a quick response to patient alarms. This allows for 24-7 dedicated viewing of all monitored patients’ heart rhythms.

High-tech devices All patient rooms are private with 32-inch high definition TVs. The televisions display a new LodgeNet Patient Education System that is exclusive to UHC in North Central West Virginia.

Each patient room has an electric/lift chair and select rooms have a ceiling-mounted patient lift to help with lifting the patients.

UHC has been designed with patient safety and privacy in mind and to enhance the healing process, which is reflected throughout the facility. It is as upto-date as any hospital of its size anywhere in the world. More importantly, it is designed to stay that way by being able to adapt to new innovations of the future.

AP PHOTO

Recent veterans from current conflicts have been exposed to a specific culture, landscape, hostilities and overall environment — a whole new realm of emotional and physical issues.

Veterans

For example, there are numerous organizations throughout the country and within West Virginia that are joining the federal effort to end homelessness among veterans by 2015. The Veterans Home in Barboursville has the capacity to house approximately 40 more individuals and the Roark Sullivan Lifeway Center in Charleston has an excellent program for veterans.

Recently, there has also been a focus on those who are at-risk of becoming homeless and a push to take preventative measures through programs like HUD-VASH (Housing and Urban Development–Veterans Affairs Supportive Housing).

Clearly, it’s imperative that veterans find employment and a place to live, but that’s just the tip of the iceberg. The key is to target the root of the problem, PHOTO COURTESY OF UNITED HOSPITAL CENTER which increasingly appears to All of the surgery suites at UHC have LED surgical lights that provide better lighting for the be connected to PTSD, TBI and substance abuse. Likely, these surgeons while using less electricity and emitting less heat.

CONTINUED FROM PAGE 1B

conditions impact things like the high rates of divorce and suicide among young vets. It is estimated that approximately 18 veterans commit suicide each day and divorce rates have increased 42 percent throughout the wars in Afghanistan and Iraq.

As with many other groups, though, the challenge is connecting those in need of assistance with the appropriate services. When that connection is not made, or when it doesn’t come fast enough, the problems are perpetuated.

A variety of barriers contribute to the communication gap including a lack of adequate information upon separation from the military followed by feelings of denial, anger and even inadequacy or inferiority on the part of the veterans.

Many who need help never seek it.

On the other side of the problem are things like budget cuts,

shortages of manpower and a lack of coordination among government, private and volunteer organizations constricting our ability to unify efforts, raise awareness and effectively meet the needs of veterans.

As with most things, there is no easy solution or quick fix to the challenges facing our veterans, and there will always be gaps in service. However, there are countless resources out there and a state overflowing with people searching for ways to show their support.

If you are a veteran who needs assistance, or even if you just want to learn more, contact the West Virginia Department of Veterans Assistance at 304-558-3661 or www.veterans.wv.gov. If you are not a veteran, but know one who might benefit from one of our programs, encourage them to seek help or reach out to someone on their behalf before it’s too late.

Affordable Care Act is helping West Virginians PAGE 4B

WEDNESDAY, MARCH 28, 2012

CHARLESTON — The Affordable Care Act, what opponents call “Obamacare,” was passed two years ago.

Today it is making health care more affordable for thousands of West Virginians, and will help many more in the near future.

Before passage of the Affordable Care Act, senior citizens faced a coverage gap in Medicare’s prescription drug coverage known as the “doughnut hole.” While in the doughnut hole, Medicare patients were totally responsible for expenses of their prescription drug costs up to $3,600 even though they continued to pay a monthly premium for drug coverage.

Under the new reform law, more than 1,100 seniors in Marion County saved nearly $750,000 while in the doughnut hole last year. Most of this savings came from a 50 percent reduction on brand-name drugs that was paid for by brandname drug manufacturers, and not by taxpayers.

Throughout the rest of West Virginia, the savings have been just as impressive. More than 36,000 West Virginia seniors on Medicare saved $23.5 million on their prescription drugs in 2011 under the Affordable Care Act. Nationally, the average Medicare member saved slightly more than $600 in prescription drug costs. All together, more than 3 million seniors saved $2.2 billion in prescription drug costs last year thanks to the Affordable Care Act. These savings will grow each year over the next nine years, when the doughnut hole will be eliminated altogether.

Eliminating the doughnut hole will provide seniors with greater security knowing that their prescription coverage will be there when they need it.

The Affordable Care Act is also helping seniors with preventive measures. The Act has eliminated deductibles and copayments for cancer screens

and other preventive measures.

There is no longer a financial barrier to seniors getting their flu shots, mammograms, pap smears, colorectal screenings and cholesterol screenings.

These and many more preventive measures are now free to Medicare members.

Almost 250,000 West Virginia Medicare members received one or more of these free preventive measures in 2011. The Affordable Care Act’s renewed emphasis on prevention is getting America back to the wisdom of Benjamin Franklin, who said: “An ounce of prevention is worth a pound of cure.”

It is not just seniors who are benefiting from the Affordable Care Act. Insurance companies are now prohibited from denying a child coverage because he has a pre-existing condition such as asthma, nor can insurance companies issue a policy that will provide coverage for everything but what that child needs coverage for the most: his existing medical condition.

Young adults are now able to stay on their parents’ health insurance policy until age 26.

An estimated 8,100 young West Virginia adults stayed on their parents’ policy in 2011. Thanks to this provision, the number of uninsured Americans in this age group is actually declining, and more young adults and their parents have the peace of mind knowing that in case of emergency or illness they have health insurance coverage.

Insurance companies can no longer place a lifetime limit on benefits. This reform will not impact many West Virginians, but for cancer survivors and others with high health care needs it can be a life saver.

For example, a Parkersburg man was receiving chemotherapy when the Affordable Care Act was being considered. His wife, who carried the health insurance for the family, received a letter from her insurance company notifying her

TIMES WEST VIRGINIAN

Perry Bryant

Perry Bryant was born in Texas, and grew up mostly in Dayton, Ohio, and Lynn, Mass.

He has a degree in sociology from Fairmont State University and did graduate work in public administration at West Virginia University.

He retired after 20 years of service from West Virginia Education Association, and founded West Virginians for Affordable Health Care.

WVAHC is a membership and grant-funded organization, and is governed by an all-star Board of Directors.

Bryant has written a number of reports on the Affordable Care Act, including “The Affordable Care Act: Moving Forward in West Virginia.”

that her husband was about to reach his lifetime limit on benefits, and when he did the insurance company would no longer cover him.

She hid the letter from her husband fearing that he would quit his chemotherapy, since the family would be totally responsible for these expensive treatments. Thankfully, she received another letter from her insurance company a few weeks later stating that because of the Affordable Care Act the insurance company could no longer place a lifetime limit on benefits and that her husband would continue to be insured and receive the treatment he needed.

Cancer survivors across West Virginia are realizing the benefits of the Affordable Care Act and gaining security knowing that insurance companies cannot drop them simply because they have high health care costs.

The Affordable Care Act is also containing the administrative cost of insurance companies. The act requires insurance companies to spend more money on paying claims and improving quality, and less money on marketing, executive salaries and other administrative costs.

Last year, Highmark Blue Cross Blue Shield West Virginia realized it was spending too much on administrative costs, and would exceed the limit established by the Affordable Care Act. So it reduced small businesses’ premiums by 75 percent for the month of December. One small businesswoman told me that her employees with a family plan saved about $200 thanks to this provision of the Affordable Care Act. These early reforms in the Affordable Care Act are helping West Virginians now, but the real benefits will begin in 2014.

On Jan. 1, 2014, Medicaid will be expanded and cover all West Virginians under age 65 who earn less than 138 percent of the federal poverty level.

That equates to an annual income of $25,000 for a single mom with two children.

Currently, parents only qualify for Medicaid if they earn less than 35 percent of the federal poverty level — about $6,100 a year — unless they are disabled or pregnant. The Medicaid expansion will provide coverage to an estimated 120,000 low-income adults in West Virginia.

Those West Virginians who

earn too much to qualify for Medicaid and lack employersponsored health coverage will receive tax credits to assist them to purchase private health insurance policies in the newly created health insurance exchange. A health insurance exchange is a marketplace where private insurance companies sell policies that have been screened and approved by the exchange board. In West Virginia the exchange board includes state agencies and representatives of consumers, the insurance industry and medical providers.

This same exchange board will establish a separate exchange just for small businesses. Businesses that employ 50 or fewer employees can purchase health insurance through this exchange. Using the exchange is an option for small businesses, not a requirement.

The only people who are required to use the exchange are members of Congress and their staffs.

The exchange, however, will give small employers the same purchasing clout that large employers enjoy and allow them to easily compare different insurance options to find one that best fits their needs and the needs of their employees.

The promise of the exchange is in holding down costs while increasing the value of health insurance. Increased value in health insurance means more wellness programs, effective chronic disease management programs, and health promotion programs so that West Virginians can become and stay healthier.

Expanding health insurance coverage to almost all West Virginians is one of the most important provisions of the Affordable Care Act. Being uninsured is more than an inconvenience. The American College of Physicians found that uninsured Americans “live sicker and die earlier” than insured Americans. The prestigious

Institute of Medicine found that 18,000 Americans die prematurely each year because they lack health insurance.

This national statistic translates into an estimated four West Virginians dying each week because they lack health insurance coverage.

A friend and neighbor of mine was one of these “statistics.” Les was a talented writer and journalist. After working for years at one of the state’s major newspapers, he decided to start his own business. As a sole proprietor, he did not qualify for the small business rates, and an individual policy was both expensive and, frankly, covered very little. Although he worked his entire life and played by the rules, Les became one of the uninsured.

One day, Les fell and broke his ribs. Like so many uninsured, he put off seeking treatment until his illness had advanced. In Les’ case, he developed pneumonia and was admitted to a local hospital, where he spent weeks in the intensive care unit.

Ultimately, the doctors could not cure the pneumonia, and Les died in the hospital.

No American should die from broken ribs.

We as a society have a moral obligation to ensure that all Americans have access to health care. The Affordable Care Act is providing senior citizens with vastly improved prescription drug benefits, removing the financial barriers to cancer screens and other preventive measures, providing young adults with health insurance coverage, ending some of the worst practices of the insurance industry, and will expand health insurance coverage to virtually all West Virginians in the near future.

It is time to put partisan bickering behind us, and to join together to implement the Affordable Care Act and provide quality, affordable health care to all Americans.

Childrenâ&#x20AC;&#x2122;s hospital meeting the needs of families TIMES WEST VIRGINIAN

MORGANTOWN â&#x20AC;&#x201D; WVU Childrenâ&#x20AC;&#x2122;s Hospital has a special mandate to improve the health of children in this state.

We fulfill that promise in three interconnected ways by providing state-of-the-art pediatric medical and surgical care, by preparing future pediatricians, and by conducting cutting-edge research on childrenâ&#x20AC;&#x2122;s health issues.

Our mission has never been more urgent. West Virginiaâ&#x20AC;&#x2122;s 378,000 children lead the nation in poor health and suffer disproportionately in percent of low birth weight babies and teen birth rates. According to the 2011 Kids Count database, West Virginia ranks 44 in a statewide profile of 12 indicators of child well-being.

At WVU Childrenâ&#x20AC;&#x2122;s Hospital, we believe that by advancing childrenâ&#x20AC;&#x2122;s health we can transform the stateâ&#x20AC;&#x2122;s health care and economic destiny.

Putting children first means making sure no child in West Virginia has to leave our state for care.

WVU Childrenâ&#x20AC;&#x2122;s Hospital serves patients from every county in West Virginia and surrounding areas at the hospital and outpatient clinics in Morgantown and at seven outreach clinics throughout the state. Physicians, nurses and other health professionals care for more than 7,000 children and mothers in the hospital; there are more than 120,000 outpatient visits each year.

Located on the sixth floor of WVU Healthcareâ&#x20AC;&#x2122;s Ruby Memorial, WVU Childrenâ&#x20AC;&#x2122;s Hospital is a hospital within a hospital consisting of four separate units: a 29-bed Maternal Infant Care Center (MICC), a 39bed Level 3 Newborn Intensive Care Unit (NICU), a 19-bed Pediatric Intensive Care Unit (PICU), and a 29-bed general pediatric unit that houses a brand new three-bed protective environment area to meet the needs of our children with cancer.

WEDNESDAY, MARCH 28, 2012 PAGE 5B

Cheryl Jones Cheryl Jones, RN, MSN, CNAA, is director of the West Virginia University Childrenâ&#x20AC;&#x2122;s Hospital.

PHOTO BY TAMMY SHRIVER

To support the WVU ChildrenĘźs Hospital, patients and family members design holiday themes to be featured on cards. In 2009, the late Brogan Raddish, a former patient of the hospital, designed this angel-themed card, one of many designs the girl drew during the years she participated in the Cards of Hope event.

We offer a continuum of care from minor injuries to serious illness. In fact, we are the stateâ&#x20AC;&#x2122;s only hospital offering certain specialties, including pediatric cardiothoracic surgery and pediatric neurosurgery. We also have the only micro-preemie nursery in West Virginia, which cares for tiny newborns at the edge of life.

We have grown substantially over the past five years, adding more than 40 specialists, recruited from the countryâ&#x20AC;&#x2122;s

best academic medical centers, to care for a wide variety of conditions. WVU clinician scientists are advancing knowledge in diseases most prevalent among West Virginiaâ&#x20AC;&#x2122;s children, including obesity, asthma and diabetes.

Meeting the needs of families from all over the state requires many staff and volunteers. WVU Childrenâ&#x20AC;&#x2122;s Hospital has more than 60 physicians, 30 specialized medical caregivers, more than 400

nursing staff and approximately 135 volunteers. WVU Childrenâ&#x20AC;&#x2122;s Hospital is the first and only Magnet-certified hospital in West Virginia, indicating the highest quality of nursing care. The facility provides more than $2 million in charity care and uncompensated care each year.

Because more and more families choose us to care for their children, WVU Childrenâ&#x20AC;&#x2122;s Hospital is at or near capacity almost every day. We donâ&#x20AC;&#x2122;t

ever want to turn away a sick child or mother with a highrisk pregnancy who needs care.

In order to better serve patients and families, we must expand both inpatient and outpatient facilities. We must build an addition to the existing hospital to expand crucial services and create a separate, visible WVU Childrenâ&#x20AC;&#x2122;s Hospital entrance. The new facilities will make it easier for families to find us and allow us to expand access to care.

Our children are our future.

Itâ&#x20AC;&#x2122;s that simple. Every dollar we invest in West Virginiaâ&#x20AC;&#x2122;s children will determine their future â&#x20AC;&#x201D; and ours.

A healthy, educated generation of children is our best opportunity to fuel the stateâ&#x20AC;&#x2122;s economic engine and ensure its future.

If you are interested in learning more about WVU Childrenâ&#x20AC;&#x2122;s Hospital and our expansion campaign, call 304598-4346.

Knee Pain?

At Mon General, our orthopedic specialists use the latest treatments to help eliminate your pain. We offer arthroscopic knee, shoulder, ankle and wrist surgery, total joint, hip, and knee replacement, and care for sports injuries.

Mon General features one of the largest groups of orthopedic surgeons of any hospital in the State of West Virginia and currently performs approximately 3,600 orthopedic procedures annually, including knee and hip replacements.

Our specialists focus on how you're feeling, not just your diagnosis. We use the latest innovations for faster recoveries and are with you from start to ÂżQLVK )URP FRQVXOWDWLRQ WR UHKDELOLWDWLRQ LW V DERXW seeing you as more than a patient. It's recognizing who you are.

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www.mongeneral.com Mountainstate Orthopedic Associates (304) 599-0720 Mountaineer Orthopedic Specialists (304) 594-0456

Impact of technological advances on nursing PAGE 6B

WEDNESDAY, MARCH 28, 2012

FAIRMONT — The work setting for nurses, regardless of their practice setting or area of expertise, has undergone rapid technological changes in the past 10 years. Technology to improve quality and patient safety, reduce errors, increase efficiency, decrease time-consuming and redundant paperwork, and enhance communication has had significant impact on health care and nursing practices.

Technological inventions including: wireless communications, real-time location systems, delivery robots, workflow management systems, wireless patient monitoring, electronic medication administration with bar coding, electronic medical record documentation systems with clinical decision support and alarm device integration are some of the newest and most adopted technological advancements being used in local hospitals. These technologies help health care teams organize work, incorporate evidence-based practices into their patient care and communicate with their intra-professional colleagues in order to provide safe, effective, high-quality and timely patient care.

Wireless communication systems use portable telephone handsets and wearable badges in order to consolidate communication efforts. These devices allow call transfers, intra-professional conferencing, broadcasts and the ability for nurses to view and respond to critical patient information immediately.

In an emergency situation, a nurse can receive patient information directly from the cardiac telemetry monitor technician about a patient. If the nurse is unable to respond to the emergency, the technician can immediately contact another nurse.

The nurse, attending physician, telemetry technician and other needed staff can then be placed in a phone conference to determine the best plan of action.

This eliminates the need for the nurse to be paged, to walk to the

TIMES WEST VIRGINIAN

Sharon Boni

PHOTO COURTESY OF FAIRMONT STATE UNIVERSITY

The nursing programs at Fairmont State have reached a peak of excellence and are recognized for their quality throughout West Virginia.

nurses’ desk to answer the call, to walk to the patient room to assess the patient, to call the physician, etc. The nurse can respond directly from the patient’s bedside and continuously provide care and assess the patient’s response.

Real-time location systems are used to locate equipment, patients and staff. Resources to be tracked are fitted with small tags that communicate with transmitters and detectors located throughout the hospital or facility. Thus, if a nurse needs an IV pump, the nurse can type in which type of pump is needed and the system will display where the pump is being stored.

This prevents multiple calls to various departments or search-

ing in rooms to locate the needed equipment.

Likewise, nurses, staff and patients who need to be accessible or safe can easily be tracked to their exact location.

Delivery robots can handle many of the fetch-and-deliver tasks for nurses or staff. Robots are used to deliver medications from the central pharmacy to the various units, as well as to deliver charts or lab specimens to the necessary labs or offices. The robots are proving to be reliable and cost-effective, freeing up nurses to spend more time at the patient bedside.

Workforce management systems collect information from multiple sources and integrate them into a single display. These

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are most suitable for highlighting key patient and bed management information. The tracking boards provide staff and nurses real-time information about which beds are available, which patients are fall risks, which patients have pending lab work or which patients are scheduled for certain procedures and at what time.

Wireless patient and bed monitors allow nurses to continuously monitor their patients without needing direct bedside assessment. Continuous physiologic data, including vital signs, cardiac perfusion data, oxygen saturation and ECG monitoring can be obtained, recorded and trended. The nurse can be immediately notified if the set parameters

are not sustained. Or the patient’s bed or chair can be monitored to alarm if the patient is at risk for falling.

These systems provide for patient safety and allow for patient independence.

The electronic medication administration with bar coding systems was developed to minimize “adverse drug events.” A hand-held scanner quickly identifies and verifies the “five rights” checklist of medication administration: patient, dose, time, route and medication. This system helps prevent illegible drug information, drug interactions, allergies and duplicate orders.

SEE NURSING, PAGE 7B

Mary Sharon Boni, Ph.D., M.S.N., B.S., R.N., has served as dean of the School of Nursing and Allied Health Administration at Fairmont State University and as a professor of nursing since 2006.

Prior to her employment at FSU, Boni was associate dean for Student Services, School of Nursing, at Excelsior College in Albany, N.Y. Her career also includes teaching nursing at West Virginia Wesleyan College, West Virginia University and Alderson-Broaddus College.

She earned a Ph.D. with an emphasis in cardiovascular nursing from the Catholic University of America in Washington, D.C.; a Master of Science in nursing from West Virginia University; and a Bachelor of Science with a major in nursing from Alderson-Broaddus College.

Her staff nurse positions include the following: Health South Rehab Hospital; Mountain Hospice; St. Joseph’s Hospital in Buckhannon; Davis Memorial Hospital; Broaddus Hospital; Memorial General Hospital; St. Mary’s Hospital in Rochester, N.Y.; Wheeling Hospital; and Dr. Joseph Reed’s office.

Nursing TIMES WEST VIRGINIAN

Electronic medical records significantly decrease the amount of time and increase the accuracy of documentation by the nurse. The nurse routinely completes for each patient admission and discharge assessments, medication administration record, progress notes, care plans, vital signs and patient teaching charts. Templates and various menus standardize charting information and can capture information in real time at the bedside through use of bedside monitors, handheld tablets, wireless laptops or electronic notebooks. Information can be automatically pulled and recorded in several entries in the record, which decreases repetition and the possibility of errors.

These technologies have provided for increased collaboration among health care team members with increased efficiency and safety of patient care.

However, these technologies often promote increased challenges for schools of nursing.

Many hospitals have developed their own systems or have purchased one of the manufactured systems. Thus, equipment, electronic medical records, medication administration systems and communication systems vary among the area’s hospitals and health care facilities.

Nursing faculty and students must be trained and checked off on each facility’s systems, which may require up to 16 hours of education before the student or faculty can be permitted to participate in clinical experiences.

This has restricted the variety of clinical settings that students can experience.

Technology has greatly impacted the breadth, depth and approaches to nursing education.

Much emphasis is now placed on interactive learning, technologically competent students, incorporating nursing informatics into the curriculum, distant education, Web-based education and simulated learning experiences. Faculty members of Fairmont State University’s School of Nursing and Allied Health Information have

WEDNESDAY, MARCH 28, 2012 PAGE 7B

CONTINUED FROM PAGE 6B

embraced the new technologies in nursing practice and education.

All the nursing courses are Web-enhanced through the Blackboard platform. Students interact through online discussions and can view PowerPoint presentations online.

The LPN-ASN nontraditional program is offered via WIMBA and Blackboard, allowing synchronous online classes and live instructor-student interaction without the students having to drive to the main campus. Half of the RN-BSN courses are offered online in order to facilitate the RNs’ work schedules.

Additionally, learning resources for students include electronic textbooks, videos that demonstrate nursing skills, standardized testing and a plethora of support learning resources.

For example, because the halflife of medical knowledge is now about 2 1/2 years, having updated information in the clinical area is essential for all nurses. Students and instructors now have access to lab information, drugs and medical diagnoses on their phones or other electronic portable devices.

Connie Moore, an Abelina Suarez Professor of Nursing, selected as her project for the prestigious professorship to develop a Nursing Simulation Laboratory.

With support from FSU, the state of West Virginia, the Fairmont State Foundation, the Ruby McQuain Foundation, WVU Hospitals, United Hospital Center and Fairmont General Hospital, the School of Nursing has a state-of-the art Simulation Center. The center includes six training stations featuring adult simulators, a child simulator, an infant simulator and a birthing simulator. The Simulation Center also includes a fully-equipped conference and debriefing room.

Simulation experiences provide nursing students with critical hands-on training at no risk to patients. Well-designed simulations set the stage for students to work with authentic prob-

PHOTO COURTESY OF FAIRMONT STATE UNIVERSITY

Fairmont State University formalized its relationship with Woosong University in Daejeon, South Korea, in December 2011.

Dr. Sharon Boni, dean of the School of Nursing and Allied Health Administration (left); Dr. Maria Rose, FSU interim president (center); and Dr. Anna Hyun-Joo Lee, head of the Nursing Program at Woosong University, signed the agreement. The signing of the memorandum of understanding officially formalized the growing relationship between the two universities. FSU also has agreements with Namseoul University and Ansan College in South Korea.

PHOTO COURTESY OF FAIRMONT STATE UNIVERSITY

Students in FSUʼs School of Nursing and Allied Health Administration can participate in reallife situations to help increase their skills and support team building and critical thinking through the Simulation Center. The Simulation Center houses life-sized robotic mannequins that simulate body functions.

lems, synthesize data, make clinical decisions and reflect on their practice.

The state-of-the-art simulation lab provides crucial hands-on experience to better prepare nursing students for the daily

challenges they will face in the health care field. Students enjoy this kind of learning environment and have commented that “this is an effective way to learn,” “this helped to build my confidence” and “it helps to

work with a group.”

Simulation experiences are used in all nursing programs and most courses.

Technology has also helped the School of Nursing to develop and maintain partnerships

with schools of nursing in three South Korean colleges and universities: Ansan, Namseoul and Woosong. The global exchange program has been wonderful to enhance the cultural diversity in each of our programs.

In an age of global society with ever-changing health care needs and systems, learning another culture, interacting with people from another country and seeing how national health care is delivered provides valuable insight into transcultural nursing and how to better meet the needs of all patients.

In conclusion, technology affects every realm of nursing and health care. Future technology will continue to be more computer-based and automated with the continued focus on improving patient safety and care delivery outcomes.

Fairmont State University’s School of Nursing and Allied Health Administration will continue to prepare the state’s nursing workforce to stay current and competitive.

THURSDAY, MARCH 29, 2012 • WWW.TIMESWV.COM • 75¢

North Central West Virginia Energy & Industry High Technology Health Care

Education and Workforce Living Here Whoʼs Who

TIMES WEST VIRGINIAN

Bonus Edition Vol. 112, No. 089-B

Middle skills Despite the current economic conditions, there are high-skill, high-wage jobs available across the nation, including West Virginia. “Middle skill” jobs are occupations requiring an educational level less than a four-year degree but more than a high school diploma. These jobs comprise half of the American workforce, and those wanting to pursue one of these occupations will most likely attend a community and technical college.

— Page 4A

Creating ‘firsts’ Fairmont State University is a place where teaching and learning matter and every student can “be First.”

More than a slogan, the phrase “be First” reflects the university’s mission and values of scholarship, opportunity, achievement and responsibility. By “be First,” we mean FSU provides students with chances to create their own “firsts” based on their personal goals.

— Page 5A

PHOTO BY DANNY SNYDER

North Marion High School teacher Tom Myers helps ninth-graders analyze their groupʼs roller coaster. In his classroom, which is one of several Innovation Zone classrooms at the school, students are challenged to be more critical thinkers and take more ownership over the learning process. At NMHS, students and teachers are embracing the changes and noting a significant decrease in absences and failures.

Education on all levels is about training a workforce

BY NICOLE LEMAL TIMES WEST VIRGINIAN

Workforce training North Central West Virginia, and especially Marion County, played a significant role in maintaining a low unemployment rate during the past year. While the recession substantially impacted numerous counties south of us, Marion County actually saw a reduction from this time last year. The most recent numbers released in March place Marion County at a 6.5 percent unemployment rate in January.

— Page 3B

Research = Innovation Research has never been more important to our future — the future of our state, our nation and our world. That became even more clear to me last year when the U.S. Secretary of Commerce Gary Locke invited me to serve on the National Innovation Advisory Board. In our final report, the board named three pillars on which innovation is built and called for federal government investment in these areas.

— Page 2A

FAIRMONT — In an economy that has seen the ups and downs of job growth, and in a world where college graduates are expected to be more versatile and adaptable to change, education is taking on more of a level of prominence than it ever has.

Starting from the kindergarten classes at a small school, teachers and administrators are doing what they can to prepare their students.

But Marion County Schools Superintendent Gary Price believes it must start at home as well. Something as simple as purchasing a toy with a learning component for a child and playing with her is a start.

“Parents should get involved in the education of their child as early as possible,” Price said. “That gives the student a strong set of basic skills, sets the expectation that the child will work to achieve, and the home environment that the child is expected to achieve at a high level.”

And some of those parents are seeking a different educational experience for their children. Known as a parochial school, Fairmont Catholic School is not considered to be a private Catholic school. At a parochial school, tuition costs are kept low with financial assistance and support from the supporting churches.

Fairmont Catholic principal Richard Pellegrin describes parochial schools as a gift from church members, the clergy and school personnel to the community and credits the model of Catholic parochial education for improving the educational system in the United States. Rigorous courses, competitive academics, smaller classroom size, greater parent involvement and even school uniforms have been factors in this success.

TIMES WEST VIRGINIAN FILE PHOTO

State Superintendent Jorea Marple reads to students at Jayenne Elementary to highlight the importance of literacy and reading as part of the national Read for the Record initiative.

School uniforms symbolize that every student is created equal in the image of God and allows for more focus on academics and less on fashion or finance.

“Parents choose parochial education not for the bragging rights of saying, ‘My child goes to private school,’ but rather thinking, ‘My faith community has given me this beautiful gift, and I will humbly and graciously accept their desire to help me raise my children in our faith and under the veil of love for the Lord,’” Pellegrin said.

Education sectors — such as the smaller Christian schools — have remained stable in spite of the economy, according to Monongalia County Schools Superintendent Frank Devono. Approximately 10 percent of his county’s eligible student population attends the different parochial schools, private schools or home schooling, he said, and that number has stayed consistent from year to year.

SEE EDUCATION, PAGE 2A

Innovation grows from academic research PAGE 2A

THURSDAY, MARCH 29, 2012

MORGANTOWN — Research has never been more important to our future — the future of our state, our nation and our world.

That became even more clear to me last year when the U.S. Secretary of Commerce Gary Locke invited me to serve on the National Innovation Advisory Board.

In our final report, the board named three pillars on which innovation is built — basic research, education and infrastructure — and called for federal government investment in these areas.

It confirmed that innovation creates jobs, saves lives and solves society’s critical problems.

The report also confirmed that innovation grows from academic research. Many of our modern technologies and medical advances were born in universities across this nation.

Research is the engine of progress for our society, and it is likewise the engine of progress for our state.

For that reason, research is also the thrust of WVU’s strategic vision.

Across the country, states are investing hundreds of millions of dollars in research to make their state economies competitive in the 21st century and to help our nation regain its world leadership in innovation and technology.

It is essential that West Virginia take part in this knowledge revolution.

The people of West Virginia benefit directly — and immediately — from WVU research.

Research creates jobs, attracts businesses, increases the tax base, and improves health care and education. A study by the WVU Bureau of Business Research shows that every dollar the state invests in WVU generates $40 in the state economy. Beyond these immediate returns on the investment, WVU is helping the state of West Virginia develop national and even international niches in several areas that diversify our economy:

Education

TIMES WEST VIRGINIAN

James P. Clements, Ph.D.

PHOTO COURTESY OF WEST VIRGINIA UNIVERSITY

Justin Legleiter conducts research in WVU's chemistry research lab in Clark Hall.

• Biometrics WVU is the Federal Bureau of Investigation’s lead academic partner in biometrics research.

WVU provides biometrics research support to the FBI and its law enforcement and national security partners and serves as the FBI liaison to biometric researchers nationwide.

WVU is also the founding — and the lead — university in the Center for Identification Technology and Research, a National Science FoundationIndustry/University Research Center.

• Biomedical sciences, including biomedical engineering and nano-technology Capping a decade of success in cancer research, the National Institutes of Health awarded a five-year, $5.5 million research grant to WVU’s Mary Babb Randolph Cancer Center.

WVU cancer researchers, under the leadership of WVU alumna Dr. Laura Gibson, have published more than 300 scientific papers in peer-reviewed journals, and their contributions have changed science and benefited thousands of lives. Our Mary Babb Randolph Cancer Center gives West Virginians access to the most innovative cancer treatments available through clinical trials.

• Energy WVU took the lead on the advanced coal research component of a United States-China Clean Energy Research Center.

The combined United StatesChina Advanced Coal Technology project is worth about $50 million over five years.

Also, researchers from WVU and the National Energy Technology Laboratory in Morgantown received the “Oscar of Innovation” for their work on a new technology that could vastly improve the performance of solid oxide fuel cells as a new source of clean electricity.

WVU’s research program also helps the university fulfill our land-grant educational mission.

We’re preparing students for a career landscape that could look drastically different 10, five or even two years from now. The Department of Labor predicts that today’s students will hold up to 14 jobs by the time they turn 38, so we need to produce graduates with strong critical thinking skills who can adapt to quick changes.

In this era of globalization, our nation and state must make a major investment in science, technology, engineering and mathematics education to avoid falling behind. Countries like

CONTINUED FROM PAGE 1A

Trinity Christian School, a small Christian school in Morgantown, offers financial assistance when it’s needed.

Doing so has allowed it to maintain its numbers.

“We have a very good financial assistance program for those families who need that, because it’s the desire of our board that no child be turned away because of financial need,” admissions director Beth Barrill said. “So as a Christian family desires their child to have a Christian education, we would hope they would look to Trinity to possibly enroll their child.”

No matter where a child attends school, it’s a priority to focus on the ever-changing landscape of the workforce, local college administrators said.

In higher education, it is becoming more essential to understand how a business operates and what their expectations are for recent college graduates.

Pierpont Community & Technical College President Dr. Doreen Larson believes the best employees are the ones who possess technical, hands-on abilities with the ability to adapt and grow.

That’s why Pierpont offers a Pierpont-Business partnership.

Without the necessary skill sets for the opportunities a student may want to pursue, it presents challenges.

“That’s what a community college brings to the partnership with business,” Larson said.

“Community colleges benefit from the partnership because our students are seeking a collegelevel education with the understanding that there will be employment as an outcome.

Without the partnership, a disconnect remains between college curriculum and employment, and businesses will be challenged to recruit entry-level workers with strong foundational skills.”

And ultimately, the goal is to keep students in West Virginia, she continued.

“The concept of community colleges is still very new in West Virginia. As businesses learn about our ability to respond, to flex, to partner and to connect, they will be pleasantly surprised

PHOTO BY DANNY SNYDER

Fairmont State University Athletic Director Rusty Elliott (center) and Fighting Falcon athletes visit Jayenne Elementary to stress the importance of learning. Education, from grade school to the university, is about training the workforce of the future.

to find how we are structured, particularly in West Virginia, to provide a pathway for immediate employment and also lay a foundation for further degree attainment, all the while keeping our talented and hardworking people in West Virginia.”

At Fairmont State University, several steps have been taken in developing the school’s academic programs to meet the needs of a constantly changing world.

FSU plans to offer the state’s first master’s degree in architecture, a move that would help keep college graduates within West Virginia. Even installing motionactivated occupancy sensors in classrooms to help cut electricity costs is a focus as the university continues to make gains in becoming more innovative.

Retraining the workforce to meet high-demand jobs that require a specific skill set is also necessary.

James Skidmore, chancellor for the Community and Technical College Commission, noted a recent report prepared for the Southern Governors’ Association that shows middle-skill jobs are essential to the state’s economic growth potential.

These skilled technical jobs require more than a high school diploma but less than a four-year degree and can be found in several sectors, including construction, energy and information technology. However, employers are having difficulty finding potential employees with those skill sets to fill the positions.

According to the report, 51 percent of U.S. jobs fall into this category, but only 43 percent of Americans have the required skill sets, with West Virginia trailing even further behind.

Academic research can also contribute to solving the world’s dilemmas, and generous donations along the way make this possible.

Earlier this year, Benjamin M. Statler, a longtime West Virginia University benefactor, donated $34 million to the university’s engineering school. James Clements, WVU president, described the gift as a way to help advance the university’s strategic goals, including the building of a world-class energy research program, while also providing students with a top-notch educational and research experience and allowing students to pursue advances in research.

But what it really comes down to are a child’s first few steps into a school, West Virginia Superintendent Jorea Marple said.

Prior to academic research, high school students need to be more prepared than ever before to enter the workforce. In order to compete in the global market, Marple is looking at the education system in West Virginia from an innovative standpoint. Children graduating from high school should be bilingual, and ideally she would like to see foreign languages included in the curriculum starting as early as pre-kindergarten. This will allow for more opportunities within West Virginia.

“West Virginia would be open for business, businesses would come here, if they knew we were teaching foreign language starting in pre-kindergarten,” she said during the West Virginia Foreign Language Teachers Association annual conference last October at Fairmont State.

Email Nicole Lemal at nlemal@timeswv.com.

China and India are already committed to producing students who are ready to lead in these fields.

At WVU, we’re proud that the number of undergraduate STEM degrees awarded has increased by an annual average of 12 percent from 2005 to 2010 with an accumulated increase of 59 percent. WVU is also partnering with WVU 4-H programs and the public school system to engage more children in STEM activities.

WVU students are emerging ready to take on the challenges of the 21st century, thanks in part to their involvement in research and their exposure to researchers of global stature on the WVU faculty.

The United States has long played a leading role in solving the world’s problems, and our graduates will show that we are still capable of doing so.

Research and innovation fuel everything we do at WVU — from educating our state’s future leaders, to improving our state’s economy, to saving the lives of West Virginians. As the state’s flagship research university, this is a mission that our highly talented faculty, staff, students and research partners are committed to and pursue with great pride.

Jim Clements is West Virginia University’s 23rd president. WVU is the flagship university of West Virginia, with an internationally diverse student body of more than 33,000 undergraduate and graduate students across approximately 200 degree programs in the University’s 13 constituent colleges, two divisional colleges, and multiple healthcare sites.

In addition, Dr. Clements chairs the boards of the WVU Research Corporation, the West Virginia United Health System, and the WVU Hospitals. In total, WVU and its affiliates represent a $2.3 billion enterprise and employ more than 18,000 people. WVU and its affiliates are currently undertaking more than $600 million of capital improvements.

Regionally, he is a board member of the National Energy Technology Laboratory Regional University Alliance. He is chair of the Implementation Committee of the Power of 32, a visioning initiative across 32 counties in Maryland, Ohio, Pennsylvania, and West Virginia. In the state, he recently cochaired the WV Higher Education Policy Commission’s Diversity Initiative Council, currently co-chairs the WV Higher Education Policy Commission’s College Completion Task Force, as well as serves on the board of the West Virginia Business Roundtable.

On a national level, he is active with national higher education organizations such as the Association of Public LandGrant Universities (APLU) and the American Council on Education (ACE). He is currently the co-chair of the APLU Energy Forum and has recently been appointed to the ACE Commission on Leadership. Clements was the only university president selected to join a 15-member Innovation Advisory Board to the U.S. Department of Commerce. He was also nominated and participated in the 81st Joint Civilian Orientation Conference through the U.S. Department of Defense. Before coming to WVU, Dr. Clements served as provost and vice president for academic affairs at Towson University, the second-largest public university in Maryland.

Prior to becoming provost, he served as Towson University’s vice president for economic and community outreach, and as the Robert W. Deutsch Distinguished Professor and chair of the Department of Computer and Information Sciences.

Dr. Clements earned a B.S. in computer science and an M.S. and Ph.D. in operations analysis from the University of Maryland Baltimore County (UMBC), as well as an M.S. in computer science from Johns Hopkins University. The fourth edition of his project management textbook was published in four languages and used in multiple countries; the fifth edition was recently released. At WVU, Dr. Clements is a tenured professor in the Statler College of Engineering and Mineral Resources’ Lane Department of Computer Science and Electrical Engineering.

He is married to Beth Clements, and they have four children - Tyler, twin daughters Hannah and Maggie, and Grace.

West Virginia higher education: The path forward TIMES WEST VIRGINIAN

CHARLESTON — The past year has been an exciting time of considerable achievements for the West Virginia Higher Education Policy Commission and its member institutions due to the dedication and commitment to improve access, increase student support, and invest in state-level financial aid and innovations centered around college completion.

It was a year met with significant progress toward the goals and objectives outlined in Charting The Future, the statewide master plan for higher education. This five-year plan, now in its final year of implementation, guides the state’s efforts in five focal areas including access, cost and affordability, economic growth, innovation, and learning and accountability. Through these key areas — and over the course of the master planning cycle — the state’s four-year public colleges and universities have embraced and promoted public accountability and access to education for all West Virginians by creating linkages with civic, community and corporate partners.

As a result of these efforts and sustained support from the governor and the Legislature, significant investments have been made for the future of the state and its people.

During the 2010-11 academic year, approximately $89 million was awarded to students through statewide financial aid.

Approximately 35,000 students received state-funded financial aid, a 22.2 percent increase from the previous academic year. With these continued investments, a college education has remained affordable for the state’s citizenry.

In an effort to ease the burden on students and their families, West Virginia is one of a few states dedicated to providing equal funding in both merit- and need-based financial aid.

With the PROMISE Scholarship Program, eligible West Virginians are provided with up to $4,750 for tuition and mandatory fees at public or notfor-profit, independent institutions in the state. PROMISE Scholarships are awarded to ris-

THURSDAY, MARCH 29, 2012 PAGE 3A

PHOTO BY DANNY SNYDER

Cynthia Hudok, financial aid director at Fairmont State University and Pierpont Community & Technical College, stands in front of the list of high school financial aid nights the schoolsʼ financial aid staff attended this winter. High schools regularly host the nights so students and parents can get information from the experts about the kind of financial support available and needed to attend college.

ing college freshmen who meet rigorous educational standards.

Recent changes to the program allow students to receive PROMISE funds during the summer, which encourages degree completion.

The West Virginia Higher Education Grant Program is the state’s need-based financial aid program. In 2010, approximately 20,800 students received this grant. Through a $4 million increase in state appropriations during the 2011 legislative session, the maximum student award amount increased from $2,100 to $2,400 for the state’s neediest students.

Students in West Virginia can also apply for other state student financial aid sources including the Engineering, Science and Technology Scholarship Program and the Underwood-Smith Teacher Scholarship Program.

State financial aid is also available to adult learners through the Higher Education Adult PartTime Student (HEAPS) Grant Program, which provides funding for qualifying part-time adult students to attend public institutions in West Virginia. During the 2009-10 academic year, approximately $2.8 million was provided to eligible students, with an average award of $946 per student.

Recently, a workforce develop-

ment component was added, which allows students that demonstrate financial need and who are enrolled in an approved program to receive aid for the cost of the program up to $2,000.

At the federal level, undergraduate students may be eligible to receive a Federal Pell Grant, which provides need-based assistance to eligible full- or part-time students. During the 2011-12 academic year, the maximum award amount was $5,550. Currently, 43.6 percent of West Virginia students meet the criteria to receive this grant, which can be used in conjunction with other financial aid sources including state financial aid programs.

The Commission remains committed to maintaining the accessibility and affordability of a college education for all West Virginians. Nationally, West Virginia has one of the lowest tuition levels, and, thanks to strong investments in financial aid programs, our state ranks fifth in the nation with respect to total aid dollars per student.

However, students borrow an average of $4,663 per year in student loans. Eliminating financial barriers to postsecondary education is — and will continue to be — a top priority.

In addition to focusing on the affordability of a college educa-

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tion, the Commission is committed to facilitating college completion efforts through initiatives such as the College Completion Task Force, co-chaired by first lady Joanne Tomblin and West Virginia University President James Clements.

This 16-member group has collaborated to develop recommendations to guide the state in efforts to improve college completion and success. The work of this group was driven by recent job and graduation projections.

According to a Georgetown University study, West Virginia must produce an additional 20,000 college graduates by 2018 in order to meet projected workforce needs and maintain our economy at its current level.

To meet these needs, attention has been directed toward the state’s adult learner population.

This statewide effort has been — and will continue to be — led by the state’s public colleges and universities with funding from the Lumina Foundation for Education through DegreeNow, an initiative focused on reenrolling adults. In fact, there are nearly 200,000 West Virginians who have completed some college, but have not earned a postsecondary degree. In order to attract these students, institutions have hosted campus workshops, created flexible schedules, and designed new courses and programs in order to respond to the needs of busy adults.

These institutional and statewide efforts, through the Regents Bachelor of Arts degree, are aimed at increasing enrollment numbers, graduation rates, the state’s educational attainment levels, and most importantly, answering the call to produce a skilled, educated workforce for the jobs of today — and tomorrow.

In 2012 and beyond, the state’s higher education system will continue its commitment to fulfilling the public service mission by educating current and future students, while simultaneously striving to provide financial aid opportunities and ensure a college education is an affordable and attainable goal for all West Virginians.

Paul L. Hill

Dr. Paul L. Hill serves as chancellor of the West Virginia Higher Education Policy Commission.

Prior to becoming chancellor on an interim basis beginning in January 2012, Dr. Hill served as the commission’s vice chancellor for Science and Research, a position he began in 2007. As such, Hill oversaw the receipt and administration of more than $50 million in federal research funding and $76 million in state research investment.

He served as executive director of the West Virginia Experimental Program to Stimulate Competitive Research (WVEPSCoR), a state infrastructure program of the National Science Foundation (NSF), and helped create and manage a number of competitive research programs with academic institutions throughout the state, including: the West Virginia Research Trust Fund, commonly known as “Bucks for Brains,” the West Virginia Research Challenge Fund, and the West Virginia Eminent Scholars initiative.

He formerly held a position at West Virginia University in Research and Economic Development and served as adjunct faculty in biology at the University of Charleston.

Before joining WVEPSCoR in 2001, he was chairman and CEO of the U.S. Chemical Safety Board, appointed by President Bill Clinton and confirmed by the U.S. Senate.

Hill has more than 25 years of experience in academic research, grant administration, public policy and management, and has held CEO positions in state, federal and private organizations. In addition, Hill is active in numerous state and federal committees, boards and commissions, including: the West Virginia Science and Research Council; West Virginia Commission on International Education; EPSCoR Program Directors Council (past chairman); national EPSCoR/IDeA Foundation Board (chairman); EPSCoR 2030 Workshop (project chair); Mid-Atlantic Technology, Research and Innovation Center (MATRIC) Board of Directors; Hawaii EPSCoR State Committee; Iowa EPSCoR State Committee; Hawaii EPSCoR Monitoring and Assessment Panel (past chairman); A Vision SharedWest Virginia Technology-Based Economic Development (TBED) Council; Marshall University Research Corp.; West Virginia Commission on Science, Technology, Engineering and Mathematics Graduate Education; and West Virginia University College of Engineering Visiting Committee (2004-07).

He has been a U.S. delegate to the Organization for Economic and Community Development in Europe and served on both the New York City Environmental Protection Council and the U.S. EPA’s Council on the Clean Air Act. Hill was an invited participant in the development of the NSF EPSCoR 2020 Report and has provided congressional testimony on science and technology policy on numerous occasions. He is a member of the American Association for the Advancement of Science (AAAS), the Association of University Technology Managers (AUTM), and the Coalition on the Public Understanding of Science (COPUS).

A native West Virginian, Hill holds degrees from Marshall University (B.S. and M.S.) and the University of Louisville (Ph.D.) in biology and chemistry. He studied at the University of Louisville’s Systems Science Institute, where his research emphasis was environmental chemistry and ecological systems.

Demand for â&#x20AC;&#x2DC;middle skillsâ&#x20AC;&#x2122; training high PAGE 4A

THURSDAY, MARCH 29, 2012

CHARLESTON â&#x20AC;&#x201D; Despite the current economic conditions, there are high-skill, high-wage jobs available across the nation, including West Virginia. â&#x20AC;&#x153;Middle skillâ&#x20AC;? jobs are occupations requiring an educational level less than a four-year degree but more than a high school diploma. These jobs comprise half of the American workforce, and those wanting to pursue one of these occupations will most likely attend a community and technical college.

By 2018, two-thirds (63 percent) of all jobs and 90 percent of the higher paying jobs will require post-secondary education; therefore, high school students and adults wanting to move into higher paying jobs need to plan on attending a community college. The studentâ&#x20AC;&#x2122;s future and West Virginiaâ&#x20AC;&#x2122;s economic viability depend on it.

West Virginiaâ&#x20AC;&#x2122;s community and technical colleges provide individuals the opportunity to prepare for â&#x20AC;&#x153;middle skillâ&#x20AC;? jobs through the completion of skill sets, certificates and associate degrees. These programs are offered at the lowest tuition rates of all higher education institutions.

Pierpont Community & Technical College, one of 10 colleges in the system, is the college that provides comprehensive community and technical college education to North Central West Virginia.

The West Virginia Community and Technical College System (WVCTCS) has responded to the demand for â&#x20AC;&#x153;middle skillâ&#x20AC;? jobs by implementing more than 100 new certificate or associate degree programs during the past three years. These programs prepare graduates for high-wage, highskill jobs in a variety of occupa-

TIMES WEST VIRGINIAN

PHOTO SUBMITTED BY PIERPONT COMMUNITY & TECHNICAL COLLEGE

Students in the Oil and Gas Floorhand Training Program at Pierpont Community & Technical College get some hands-on experience with equipment theyâ&#x20AC;&#x2122;ll use once they get their certification from the college.

tional areas.

For example, manufacturers are experiencing difficulty finding individuals with the necessary skills to fill highly technical jobs that require advanced skills.

In response to this demand, the WVCTCS is implementing four new mechatronics programs, one of which is located at Pierpont Community & Technical College. Mechatronics technicians are multi-skilled professionals keeping todayâ&#x20AC;&#x2122;s sophisticated technical manufacturing equipment operating.

These technicians have a combination of knowledge encompassing electrical, mechanical, instrumentation and automated systems, all necessary skills in todayâ&#x20AC;&#x2122;s high-performance manufacturing work environment. To be competitive in the world economy, West Virginiaâ&#x20AC;&#x2122;s manufacturing companies must have skilled people for their jobs.

West Virginia has a long history of being a leading energy producing state, and that trend

will continue with the production of coal, natural gas through Marcellus shale exploration, and wind generation. Electrical and other energy distribution are critical to our economy as West Virginia generates and exports energy to the country.

To keep our position as a leading producer of energy, we must have a skilled workforce to support these industries. Like other sectors, much of this workforce falls into the â&#x20AC;&#x153;middle skillâ&#x20AC;? category. Electrical Distribution Technology, Power Plant Technology, Wind Energy Technology and other supporting technologies are programs offered through the WVCTCS that support the energy sector.

The Marcellus shale natural gas exploration taking place in North Central West Virginia is expected to increase the demand for â&#x20AC;&#x153;middle skillâ&#x20AC;? jobs in a number of areas. Individuals need to prepare now to move into these jobs.

In addition to the need for mechatronic technicians, these

counties are experiencing growing needs for power plant technicians, information technology workers and other â&#x20AC;&#x153;middle skillâ&#x20AC;? professionals. The WVCTCS, in collaboration with Pierpont Community & Technical College, is investing in new facilities and programs to support these and other growing sectors of the economy in North Central West Virginia.

This past fall, the WVCTCS and Pierpont Community & Technical College broke ground on the North Central Advanced Technology Center. Located in the I-79 Technology Park in Marion County, the new facility will have more than 55,000 square feet devoted to delivering technical and allied health education and training programs to meet the employment demands of the region.

The Advanced Technology Center curricula will be based on the modularization model with each course being subdivided into areas of specialization. This model provides opportunities to upgrade skills in specific areas while also allowing students to complete a full program by completing all modules. To ensure that the centerâ&#x20AC;&#x2122;s programs prepare participants with the skills to meet industry needs, programs and training modules will be developed in cooperation with employers.

All industries vital to West Virginiaâ&#x20AC;&#x2122;s economic future will demand a skilled workforce that has the skills to master technology and adapt to change as technology advances. If the state of West Virginia is not successful in providing a pipeline of skilled individuals to fill the â&#x20AC;&#x153;middle skillâ&#x20AC;? jobs desperately needed by employers of our state, we cannot compete in a highly competitive global market, and many

James Skidmore

James Skidmore serves as chancellor of the West Virginia Council for Community and Technical College Education, the statelevel coordinating board of community and technical colleges. Prior to this position, he served as vice chancellor for Community and Technical College Education.

A West Virginia native from Braxton County with more than 28 years of experience in higher education, Skidmore has served in positions at what now are known as West Virginia University Institute of Technology, West Virginia State University, and the West Virginia Board of Regents.

He has been involved with the state-level administration of community and technical college education since joining the central office staff in January 1986.

Skidmore has also been involved in the implementation of Senate Bills 547, 653, 703 and 448, and House Bill 3215, all recent legislation that set the new direction for community and technical college education in the state.

In addition to his duties in the central office, he serves on numerous statewide committees dealing with workforce development, economic development and other issues relating to community college education.

of our citizens will not advance into a higher quality of life.

The WVCTCS wants all West Virginians to know a real opportunity exists for a better quality of life, and the American Dream can still become a reality through the attainment of higher levels of education and increased workplace skills offered through our community and technical colleges.

Pierpont Community & Technical College and the nine other colleges in the system are poised to provide our citizens an opportunity to be successful in the workforce and give our employers the skilled workforce they need and deserve.

! ! # !

Middle Skill Programs

Chemical Process Technology Cyber Security Drilling Technology Physical Therapy Technology Electrical Distribution Power Plant Technician Welding Technology Mechatronic Technology Respiratory Technology Aviation Maintenance Technology Surgical Assistant Technology Renewable Energy Technology Diesel Technology Health Management Technology

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TIMES WEST VIRGINIAN

THURSDAY, MARCH 29, 2012 PAGE 5A

Shifts at FSU meet the needs of changing world FAIRMONT — Fairmont State University is a place where teaching and learning matter and every student can “be First.”

More than a slogan, the phrase “be First” reflects the university’s mission and values of scholarship, opportunity, achievement and responsibility.

By “be First,” we mean FSU provides students with chances to create their own “firsts” based on their personal goals. All students should have the chance to expand their horizons. At FSU, we take seriously our commitment to give our students exactly what they need to be successful in our changing global economy.

With roots reaching back to the creation of the first private normal school in West Virginia in 1865, Fairmont State has a long history but also remains modern with unique programs.

FSU has stayed successful and vibrant over these almost 150 years because the university continues to adapt and change with the times.

Our “first” priority is the needs of our students. We want our students to be equipped to enter the workforce as highly-qualified and wellprepared employees, but we also want to prepare them for lifelong learning. We want to see the university grow, but we don’t want to grow beyond our capacity. We need to grow strategically.

With our upcoming accreditation visit from the Higher Learning Commission, we are in the process of taking a hard look at all our programs and academic offerings. If you know a college student, you already know their dependence on technology and how that affects their expectations of the world. In fact, a 2011 study by McCann Worldgroup revealed that 53 percent of those polled who were ages 16 to 22 said they would rather give up their vision or hearing or another of the five senses rather than their online social networks.

Not only do we anticipate this shift in social interaction, FSU continues to explore new ways to expand and improve information technology services for students and mobile technology in the classroom.

PHOTO SUBMITTED BY FAIRMONT STATE UNIVERSITY

With roots reaching back to the creation of the first private normal school in West Virginia in 1865, Fairmont State has a long history but also remains modern with unique programs.

FSU was one of the first universities in West Virginia to offer cloud computing, which is convenient for users and the environment because it helps decrease our carbon footprint. Students can access virtual desktops from their own laptops or tablet devices. Students have access to more than 200 computers in general and walk-in labs across campus. Coverage of the main campus wireless network has doubled. Through the West Virginia Deli and the Ruth Ann Musick Library, library patrons can check out e-books and audiobooks for their e-readers such as the Kindle or Nook.

The university and the Bound for Success Bookstore on campus have recently partnered with the Marion County Chamber of Commerce and other local businesses to provide coupons and promotions through a free app called Qponomics, which is available for mobile phones. FSU has its own free app called Mobile Falcon, which offers quick links to useful information to help stay connected.

FSU’s mission as a studentfocused institution carries over to our physical facilities we share with Pierpont Community & Technical College.

The upcoming consolidation of all student services into the

W e s t F a i r m o n t M i d d l e

new Turley Student Success Center will help our students, especially first-generation college students, to have the tools they need to succeed in higher education in one convenient location.

In addition to Turley Center renovations, several other construction projects are under way or will soon be under way, including HVAC (heating and cooling system) renovations in HuntHaught Hall and Hardway Hall and installation of an external elevator at the Ruth Ann Musick Library to improve accessibility to parking.

In September 2011, the West Virginia Higher Education Policy Commission held a series of public forums across the state to help begin building its new master plan. FSU was selected by former Chancellor Brian Noland to host the forum on innovation because he viewed the university as a leader in innovation. Our faculty and staff work hard to make sure our academic programs stay current and incorporate technology.

• The School of Nursing and Allied Health Administration has developed a state-of-the-art Nursing Simulation laboratory that includes six training stations featuring adult simulators, a child simulator, an infant simulator and a birthing simulator. The center

allows students to participate in real-life situations to help increase their skills and support team building and critical thinking. Students are assigned roles and must respond to the simulators, which are life-sized robotic mannequins that simulate body functions.

• Our quickly growing National Security and Intelligence Program is the first of its kind in the state and leverages new and emerging technologies in support of U.S. national security and law enforcement communities. Recent visitors to the Open Source Intelligence Exchange (OSIX) lab have included Secretary of State Natalie Tennant and Maj. Gen. James A. Hoyer, adjutant general for the West Virginia Army and Air National Guard.

• FSU values its faculty and staff for their expertise and the role they play in creating a positive and rewarding environment for our students. The Faculty Merit Foundation of West Virginia named Dr. Gregory P. Noone, assistant professor of political science and law and director of the National Security and Intelligence Program, as runner-up for its prestigious Professor of the Year Award. Dr. Noone is very deserving of this honor because of his outstanding mentoring of his students, his exemplary teaching and his dedication to excellence at FSU. • A new partnership with the IBM Academic Initiative means that FSU faculty and students in business and science and technology have access to first-class learning opportunities to prepare them for today’s competitive marketplace. Students in the School of Business taking part in the Academic Initiative recently had the opportunity to travel to New York City, see parts of Wall Street that are usually closed to the public, participate in interviews for a documentary and interview for jobs in Manhattan.

• Another way FSU meets the needs of its students is by exposing them to diverse viewpoints and cultures that may be different from their own. The number of

Dr. Maria C. Bennett Rose After being part of the Fairmont State family for more than 20 years, Dr. Maria C. Bennett Rose became the university’s president on April 15, 2011.

Prior to her appointment, she served as provost and vice president for Academic Affairs and as a faculty member. Dr. Rose has taught developmental writing, developmental reading and study skills and has coordinated the campus-wide peer tutoring program. Rose served as director of Retention and vice president of Academic Services.

Working with the FSU School of Education’s Professional Development School initiative, she serves as the liaison for White Hall Elementary School.

She was a member of the Governor’s Council on Literacy during the administrations of Gaston Caperton, Cecil Underwood and Bob Wise. As a member of the council, she served as chairwoman of Public Outreach and worked on many family literacy projects.

Rose authored and served as the principal investigator for the Fairmont State Title III Strengthening Institutions grant. She received national recognition as Outstanding First Year Student Advocate, which was presented by the National Resource Center for First Year Experience and Students in Transition.

Rose served on a task force for the Higher Education Policy Commission Adult Learner initiative and is currently serving on the commission’s College Completion Task Force.

Rose received her Bachelor of Arts degree in education from Fairmont State College and a Master of Arts degree in reading from West Virginia University. From WVU, she also earned an Ed.D. in curriculum and instruction with an emphasis on family and community literacy issues as they relate to higher education. In addition, she earned a Developmental Educator Certification through the Kellogg Institute of Appalachian State University. international students attending FSU continues to grow, especially now that the university has exchange agreements in place with three higher education institutions in South Korea and the University of Calabria in Italy.

Over spring break, a group of students traveled to Canada to gain their first international experience to prepare for their global futures. Another group of Honors students traveled to Western Europe as part of a course designed to show students the interconnections of the global community. In July 2012, the Frank and Jane Gabor West Virginia Folklife Center will host

another of its Roads to Appalachia study and travel abroad experiences, this time to explore Northern Ireland and our state’s Scotch-Irish roots.

In this world of change, some things will never change. I look forward to helping further FSU’s mission of providing opportunities for individuals to achieve their professional and personal goals and discover roles for responsible citizenship that promote the common good.

I am proud to be part of the Fairmont State family and to ensure that FSU is a place that provides the best educational experience for all students.

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TIMES WEST VIRGINIAN

THURSDAY, MARCH 29, 2012 PAGE 1B

We have to change how we think about education

PHOTO BY DANNY SNYDER

PHOTO BY DANNY SNYDER

The average four-year graduation rate in West Virginia increased from 74.2 percent to 77 percent from 2002-2009, according to the report released by the childrenʼs advocacy group Americaʼs Promise Alliance, founded by former Secretary of State Colin Powell. The 77 percent rate was 26th among the states and compares to the national graduation rate of 75.5 percent.

Jorea M. Marple Jorea M. Marple took over as West Virginia’s 27th state superintendent of schools on March 1, 2011.

As superintendent, Marple oversees West Virginia’s public school system, which includes 55 individual school districts, serving about 282,000 students in preschool through 12th grade.

Marple, who has a doctorate in education administration from West Virginia University, has more than 35 years of experience as a classroom teacher, reading specialist, university instructor, principal, assistant county superintendent, county superintendent, assistant state superintendent and deputy state superintendent. She earned her bachelor’s degree in elementary education at Fairmont State and a Master of Arts in reading from WVU. She also is a published author on effective school leadership. Marple has experience in West Virginia schools in Marion, Monongalia, Greenbrier and Kanawha counties.

As a principal at Tiskelwah Elementary School in Kanawha County, she helped students significantly improve their standardized test scores, which earned Tiskelwah a National Blue Ribbon School distinction. As an assistant state superintendent and deputy state superintendent, she has helped guide the state’s journey to create a responsive and accountable 21st century school system.

Her responsibilities have included working to create the state’s 21st century learning program, “Global 21: Students deserve it. The world demands it.” The plan, which has garnered West Virginia national and international attention, includes increased rigor and relevance and incorporates real-world learning and performance skills, such as problem solving and creative thinking, into state standards.

Marple also has been involved in the state Department of Education’s work with pre-K programs, school technology implementation, school leadership development programs, reading initiatives and teacher quality efforts.

On the international front, Marple has been selected to participate in the Global Education Leaders Program. Based in London, the program’s goal is to develop in-depth, sustainable transformation practices beyond the simple exchange of ideas.

Nationally, Marple served as a leader within the National Urban and Suburban School Association. She was invited to participate in both the Columbia and Harvard universities’ superintendent academies. She has worked with the U.S. Department of Education, Partnership for 21st Century Skills, Council of Chief State School Officers, other state departments of education, the State Educational Technology Directors Association, the National Association of Test Directors, the National Association of Special Education Teachers and the National Staff Development Council. She also has been honored as a YWCA Woman of Achievement.

Marple and her husband, Darrell V. McGraw Jr., live in Charleston.

They are the parents of two adult children.

West Virginia author Anna Smucker speaks to a class at White Hall Elementary School about the writing process. Reading sections from her book “No Star Nights,” Smucker inspired students to start writing their own books, which will be published this month.

CHARLESTON — U.S. Secretary of Education Arne Duncan has called education “the most important economic issue of our time.”

As America’s population grows more diverse and our economy becomes increasingly global, West Virginia and other states have to change how they think about educating their children. Schools must adapt to prepare children for success in the interconnected world of the 21st century.

Today’s borderless economy is characterized by ever-changing market demands, increasingly sophisticated technology and a need for a more thorough knowledge of business rather than narrow job tasks. Scientific discoveries, sophisticated technologies and the rising influence of China, India and Eastern Europe over the past 30 years have produced a new world where what you know has become more important than where you live.

Remaking our educational system to meet these growing needs and better serve students requires bold changes. That’s why in West Virginia we have abandoned the “good enough is good enough” mentality. Our challenge is to develop children who are adaptive and innovative and who can live in this complex economy, in this state, in this nation and this world.

Over the next three to five years, the West Virginia Department of Education will maintain a steadfast focus on three goals the West Virginia Board of Education has for all our children: Goal 1: To meet or exceed state, national and international curriculum standards that incorporate acquisition of 21st century skills.

Goal 2: To develop the personal

skills and dispositions of wellness, responsibility, cultural awareness, self-direction, ethical character and good citizenship.

Goal 3: To graduate from high school prepared for post-secondary education and career success through personalized pathways and guidance.

These goals form the framework for the West Virginia Department of Education’s planning, budgeting, internal staff monitoring and accountability for results. We are reaching these goals by focusing on four key priorities.

1. Assuring we have great teachers who are honored, supported and rewarded because being an educator is a tough job.

2. Providing greater flexibility to schools to encourage innovation.

3. Persuading all parents, agencies, community and business leaders, and legislators that they have an important role in improving our schools.

4. And most importantly, effectively serving the personal learning needs of each student.

Personalized learning is where I believe we can have the greatest effect and promote long-lasting change in our schools as we prepare them to be global citizens and communicate with the world.

When we personalize learning, we transform schools into places where kids want to be because their needs as well as their interests are being met by an expanded curriculum from preschool to high school. We want our children to want to come to school to discover what they are good at, not be discouraged because the limited curriculum only tells them what they can’t do well.

No doubt student learning is complex. It is affected by many factors, including prior learning, family

background, poverty, classroom and school culture, learning disabilities and other factors, which is why it is important that we personalize learning.

Many of our students in West Virginia face obstacles their peers in other states just don’t. There are 150,000 children, more than half of the children in public schools, who qualify for free and reduced lunch and about 85,200 children live in homes where they don’t know where they will get their next meal. It’s difficult to concentrate on school work when you think your school lunch may be your last meal of the day. We are making great strides with our Universal Meals Pilot and other child nutrition programs, but other challenges remain.

With all children, we want to respect where they are, and we want to see improvement and growth.

Every one of the 280,000-plus students in our public schools has unique talents and abilities that we have an obligation to recognize and enhance.

This commitment to individual student success must be the cornerstone of everything we do in public education. Regardless of race or economic status, all students deserve a first-rate holistic education, rich in the study of social studies, science, literature, geography, civics, mathematics, the arts, technology, career and technical education and foreign languages, physical activity and wellness, and technology fluency.

Such emphasis on educating the whole child will better prepare them for college and career success.

Future careers in business, government, science, health care, law enforcement, defense and national security all require greater internaSEE MARPLE, PAGE 5B

It’s easier when we all speak same language

FAIRMONT — How often have we heard that education is the key to a better life?

Typically, when we hear that statement we think of college graduates working in offices, managing teams, wearing suits.

But there are different types of college programs and different types of college graduates.

Many community college graduates do experience a better life, a good salary and good working conditions, but they are often not in offices, management or wearing suits. They are fixing machines and airplane engines, programming computers, cooking, teaching young children, and they work in doctor’s offices, utility offices, with mining and gas companies and so much more.

The point is that these are graduates who love to get their hands into things, learn by doing and provide direct help to the community.

There is critical need for community college graduates with “hands-on” skills and the need for these skilled individuals will continue to grow rapidly. The

Dr. Doreen Larson

PHOTO BY DANNY SNYDER

Local and state dignitaries break ground at the Robert H. Mollohan Research Center in the fall for the North Central Advanced Technology Center. Located at the I-79 Technology Park, this facility will have more than 55,000 square feet of space.

regions that can provide employees with these skills are the regions that will not only recover from the economic downturn, but thrive thereafter.

America is facing more than one jobs crisis. Most of us are familiar with one of them:

unemployment. Many people we know are out of work or underemployed, struggling to make ends meet in a tough economy.

But did you know there are literally thousands of jobs going unfilled because employers can’t

find workers with the right skills?

These jobs often require training beyond high school, but not necessarily a four-year degree. You may hear them referred to as “middle skills” jobs.

SEE LARSON, PAGE 5B

Dr. Doreen Larson was selected as the second president of Pierpont Community & Technical College in June 2010.

As president, she is focusing on regional partnerships, veterans’ education, increased graduation rates, workforce training and program advancement.

Dr. Larson has been successful in securing millions of dollars in funding to expand and develop multiple programs and facilities including a math and writing tutorial center, fire suppression system at the RCB Aerospace Center, mechatronics program, LPN program in Braxton County, and an expansion of the North Advanced Technology Center in the Marion County high-tech area. Recently, she partnered with FirstEnergy to provide education and training for line and substation workers.

Larson holds a Ph.D. in special education from Kent State University, a master’s in education from John Carroll University, and graduated summa cum laude from Cleveland State University with a bachelor’s degree in special education.

Larson is proud to say that her three sons and her husband all began their higher education at a community college. She resides in Fairmont with her husband, Len, and their standard poodle, Jack.

Parents have major role in education, too PAGE 2B

THURSDAY, MARCH 29, 2012

FAIRMONT â&#x20AC;&#x201D; There are dozens of studies that point to a variety of factors considered key to the academic development of a student. Some point to the importance of the teacher, others the leadership of the principal, and others the economic level of the home.

I have always felt those that credited the home environment were the most accurate.

Some studies have gone so far as to point to the academic achievement of the mother as having the most impact on the academic path a child might take.

Again, due to the fact that students spend 70 percent of their waking hours away from school, it is the mother who typically gives the early academic training, helps students with homework and sets the standard of academic expectation in the home.

That is not to discount the importance of the father in the childâ&#x20AC;&#x2122;s academic achievement, but the father is actively involved SUBMITTED PHOTO in far fewer families than the East Park Elementary Title 1 teacher Tori Keener and her son mother. When the father does get Cooper enjoy the festivities at the Dr. Seuss night held earli- involved, the student is in a famier this month. ly setting that truly values education.

For maximum impact, parents should get involved in the education of their child as early as possible. Yes, it is important to start preparing your child for the rigors of school while still a toddler.

That gives the student a strong set of basic skills, sets the expectation they will work to achieve, and the home environment that the child is expected to achieve at a high level.

Parents donâ&#x20AC;&#x2122;t have to â&#x20AC;&#x153;have schoolâ&#x20AC;? at home, but there are numerous opportunities to making learning a fun part of all activities, including during their normal playtime. Parents can pick toys that also have a learning component where children have the opportunity to learn colors, letters, numbers and sort shapes. Donâ&#x20AC;&#x2122;t just hand your child toys, but spend some amount of time playing with your child and talking about the charPHOTO BY TAMMY SHRIVER acteristics of the toys or games.

Exactly how does an involved Michael Herlihy waves to his parents in the stands at East parent help the academic Fairmont Highâ&#x20AC;&#x2122;s 2010 graduation ceremonies.

Innovation in Education 7HEN THE &35 0ROFESSIONAL $EVELOPMENT 3CHOOLS 0ARTNERSHIP lRST RECEIVED FUNDING IN "ARBARA /WENS $IRECTOR 0$3 0ARTNERSHIP #LINICAL %XPERIENCES REALIZED IT HAD POTENTIAL TO PROVIDE VALUABLE CONNECTIONS 'RADUATE STUDENTS WORKING IN THE 0$3 OFlCE REPEATEDLY TOLD /WENS THEY MISSED CLASSROOM INTERACTION WHILE EARNING THEIR MASTER S DEGREES h) THOUGHT HOW GREAT IT WOULD BE IF WE COULD SEND OUR GRADUATE STUDENTS INTO THE CLASSROOMS AND THEN BRING THOSE CLASSROOM TEACHERS TO &AIRMONT 3TATE TO WORK WITH THE 0$3 PROGRAM v SHE SAID 4HE IDEA BECAME A REALITY -ARION #OUNTY 3CHOOLS TEACHERS $EBBIE *OHNSON OF 7HITE (ALL %LEMENTARY AND -ARY *O 3WIGER OF &AIRVIEW -IDDLE 3CHOOL BEGAN WORKING FOR THE PARTNERSHIP IN THE FALL -ASTER OF %DUCATION STUDENTS 'ABRIELLE "EECH 2OSE ,EVELLE AND (EATHER 3HELTON SOON JOINED THE 0$3 PROGRAM AS THE lRST GRADUATE STUDENTS TO RUN A CLASSROOM WHILE EARNING THEIR MASTER S DEGREES 4HE EXPERIENCE HAS GIVEN THE GRADUATE STUDENTS A LEG UP ON THEIR COMPETITION "EECH SAID

www.fairmontstate.edu s (800) 641-5678

TIMES WEST VIRGINIAN

Gary L. Price

Gary L. Price, 58, of Mannington, is married to Jacquie, a medical secretary of Consultants Associates.

The couple has two children, Kris of Buckeye, Ariz., and Tiffany of Charles Town.

They have four grandchildren: Izzy and Jaxon of Buckeye, Ariz., and Lincoln and Logan of Charles Town.

Price has 37 years with the Marion County Board of Education as a teacher, teaching principal, assistant principal, principal, assistant superintendent and now superintendent.

He is a member of Union Valley Baptist Church, Flat Run, and a member of Sharing and Caring Cancer Support Group.

He is a graduate of Fairmont State, with a degree in elementary education, where he played football and was a member of the Tau Kappa Epsilon fraternity, and has a degree in education administration from West Virginia University.

achievement of their child?

Studies show that an actively involved parent will provide students with better school attendance, increased motivation and better self-esteem, which lead to better grades, higher test scores, higher graduation rate, lower rate of suspension, decreased involvement in drugs and alcohol, and fewer instances in violent behavior.

A positive academic home environment can offset other negative factors, such as a low socioeconomic status. Studies have shown that parents can have twice the effect on a studentâ&#x20AC;&#x2122;s achievement as the socioeconomic status. The more that parents are involved, the more the effect of their participation.

Parents can participate in a variety of positive ways in their childâ&#x20AC;&#x2122;s academic progress. The higher the level of parent involvement in advocacy, decision-making, fundraising, volunteerism and in reinforcing instruction, the better the outcome for student achievement.

What is the most important key in parent involvement?

Parent expectations.

If parents expect and demand academic performance from their

child and the school, that leads to positive parent involvement in the entire schooling process.

Schools can encourage and support student behavior and learning, but it is the parents who have the biggest impact on the attitude the child takes toward the school setting, the expectation that good behavior is expected and demanded, and the expectation that the student will do everything possible to achieve at a high level, including completing homework and preparing for tests.

Parents must believe that it is important for them to be actively involved. Parents must believe that their involvement will have a positive impact on their childâ&#x20AC;&#x2122;s education. Parents must support the attitude that the school and individual classroom is a positive environment that deserves respect and support.

It is difficult, if not impossible, for teachers and schools to promote a positive attitude in the student if that student comes from an environment that disrespects and undermines the mission of the school, the discipline expectations and the importance of academic achievement.

But what are parents to do? â&#x20AC;˘ Parents should establish a daily family routine. Parents should provide a space and quiet time for study, assign household chores to build responsibility, insist on a reasonable bedtime and be aware of your childâ&#x20AC;&#x2122;s nutrition. â&#x20AC;˘ Monitor out-of-school activities. Set limits on the amount of time and content of TV programs, games, computer activity (especially social media), afterschool activities and supervised care. â&#x20AC;˘ Model the value of learning, self-discipline and hard work.

Have conversations with your children about their work at school. Reinforce the idea that achievement comes from hard work, not blaming others for lack of achievement. â&#x20AC;˘ Have high expectations for academic achievement. Parents must have realistic but high expectations for academic achievement, behavior and participation in extra-curricular activities. Encourage special talents and supporting classmates in their achievements as well. â&#x20AC;˘ Encourage continued progress in school. Maintain a warm, supportive relationship with your childâ&#x20AC;&#x2122;s school. Show an interest in homework. Have discussions about student achievement relating to career choices and options. Celebrate successes. Stay in touch with teachers and other appropriate school staff. â&#x20AC;˘ Demonstrate the importance of reading at home. Have reading material at home for all members of the family. Parents should model reading for enjoyment as well as reading for information.

Marion County Schools is committed to encouraging parent participation. Schools must initiate activities that encourage and involve parents, because we believe the home environment can have a strong influence on a childâ&#x20AC;&#x2122;s academic performance.

Parents need information on how to help and it is Marion County Schoolsâ&#x20AC;&#x2122; responsibility to help provide them with that information and guidance.

TIMES WEST VIRGINIAN

THURSDAY, MARCH 29, 2012 PAGE 3B

Marion County center of workforce training FAIRMONT — North Central West Virginia, and especially Marion County, played a significant role in maintaining a low unemployment rate during the past year.

While the recession substantially impacted numerous counties south of us, Marion County actually saw a reduction from this time last year. The most recent numbers released in March place Marion County at a 6.5 percent unemployment rate in January, compared to 8.7 percent at the same time last year.

This has had a positive impact on the Region VI Workforce Investment Board and its available training programs.

The Region VI Workforce Investment Board is centrally located in Marion County to serve 13 regional counties with federal Workforce Investment Act dollars. Much of our funding is designated to serve those workers who have been laid off from their jobs.

This has been the first time in many years that we have been able to provide regional training scholarship opportunities for all interested laid-off workers who qualify. Eligible workers are able to receive up to $6,000 in Workforce Investment Act Scholarships for training that leads to a new demand occupation. There are more than 230 approved training programs that include, not only Marion County, but schools throughout the state.

Often it is a difficult decision for laid-off workers to begin a new career. The transition is made seamless through the help of counselors and partner agencies through each of the four WorkForce West Virginia Centers located in Fairmont, Morgantown, Clarksburg and Elkins. Sometimes this means training for a new career at age 40, 50 or 60. The lower unemployment rate has made is possible to serve more eligible jobseekers.

Employers are a main concern for the Workforce Investment Board, and providing services to them is a priority.

This year there has been an increase in the availability of specialized training programs that exist for an employer who is hiring a new worker. Any employer who has a job opening and plans to hire a new worker can access programs such as Customized Training or On-The-Job Training. Our emphasis is to transfer skills that laid-off workers may have to a new career.

Additional services through both WorkForce West Virginia and Region VI Workforce Investment Board include: free labor law posters, Federal Bonding programs, Veterans’ Services, WorkKeys profiling, as well as recruiting, screening and referrals for new hires. All these specialized services are provided at no cost to the employer.

During this time when the recession has impacted many workers and their families, the Workforce Investment Board has looked to our greatest resource to plan for the future.

In Marion County, as well as surrounding areas, that resource is our youth. We have assumed a responsibility to implement innovative programs that are designed to motivate and encourage area youth to choose careers that will place them in a position to be gainfully employed in a demand occupation.

As part of that initiative, we have focused our attention on a pilot project that was inspired by current Marion County Chamber of Commerce youth leadership programs. Youth Today Leaders Tomorrow is working with high school juniors and seniors at each of the three high schools in Marion County. Funded through the Region VI Workforce Investment Board, it includes partnerships with the Marion County Board of Education, RESA VII, Marion County Chamber of Commerce and Fairmont WorkForce West Virginia Center.

Through the program, we hope to empower these stu-

Barbara J. DeMary

PHOTO COURTESTY OF WORKFORCE WEST VIRGINIA

Youth Today Leaders Tomorrow recently took a field trip to Pierpont Community & Technical Collegeʼs Oil and Gas Program at Fred Eberle Technical Center in Buckhannon. Students received knowledge of a simulated work day in the oil and gas industry, as well as information on other careers that support this industry. The hands-on experience afforded each with a realistic picture of what it is like for an actual day on the job.

PHOTO SUBMITTED BY PIERPONT COMMUNITY & TECHNICAL COLLEGE

Locally, some of the state’s workforce training funds go to students entering programs at institutions like Pierpont Community & Technical College.

dents to take steps to become the future leaders, workers and business owners in our community.

The youth spend their faculty senate days, as well as most of their spring break, involved in activities that are directly related to the current job market.

The most recent endeavor included a field trip to Pierpont Community & Technical College’s Oil and Gas Program at Fred Eberle Technical Center in Buckhannon. Students received knowledge of a simulated work day in the oil and gas industry, as well as information on other careers that support this industry. The hands-on experience afforded each with a realistic picture of what it is like for an actual day on the job.

Educating our youth about this expanding industry ultimately prepares them to make career choices that will lead to high-paying and permanent jobs.

In April, students will participate in the Build It Keep It Share It program at Pierpont Community & Technical College’s Veterans’ Square facility. Exploring the IT field they will actually take apart and rebuild a laptop computer that is theirs to keep.

Also during April, they will travel to Randolph County to explore Green Careers through the Wind Turbine Projects.

In addition to the hands-on career experiences, curriculum will be introduced to supplement the project’s goals of youth transitioning from high school to vocational/college training and the world of work. Included are setting career goals, job-hunting skills (resume writing and applying successful interview techniques), and team building.

Region VI Workforce Investment Board takes very seriously the challenge to work

with area youth to assist in providing information and experiences that will make them an employable and viable member of our community. It is an

opportunity to partner with area educational programs to reach out to interested youth.

Unique workforce programs are a strength of Marion County.

We are always seeking ways to train individuals in demand occupations. Currently our county is part of a tri-state Department of Labor Grant to provide free training in the oil and gas industry. Three training providers within the state have been selected and include: Pierpont Community & Technical College, Stanley Technical Center and West Virginia Northern Community College. Training is targeted to begin in May 2012.

By looking ahead and tapping into available resources, our low unemployment rate is a tribute to not only the area educational resources but to employers who believe in the strength of our local workforce.

Marion County has been extremely fortunate to not have been impacted by large company closures that have occurred in other parts of the state. We are truly one of the best places to live and work.

Region VI Workforce Investment Board encourages any employer, laid-off worker or youth who would like to learn more about our services to contact us at 304-368-9530.

Barbara J. DeMary is executive director of the Region VI Workforce Investment Board (WIB) in West Virginia.

As a workforce professional and educator with extensive experience in managing workforce development programs, her background includes chartering and managing the first One-Stop Center in West Virginia’s Region VI WIB, developing and supervising the first Adult Education Center in Charles County, Md., serving as past chairwoman of the Marion County Chamber of Commerce and a member of the Board of Directors for the Marion County Chamber of Commerce, Region VI Planning and Development and Fairmont Community Development Partnership.

DeMary and the Fairmont WorkForce West Virginia Center was awarded the WorkForce West Virginia Outstanding Literature Award for OneStop marketing accomplishments, and was awarded the Outstanding Adult Educator Award for the state of Maryland.

She has presented at various West Virginia workforce development conferences on disability awareness, adult education, specialized youth programs and OneStop best practices. Other recent presentations include the National Association of Workforce Boards Conference in Washington, D.C., and the Texas Workforce Conference.

DeMary holds a Bachelor of Arts in sociology from Fairmont State University. She has also attended Mountain State University for graduate work in strategic leadership and Marshall University’s graduate program in adult education.

A former resident of Mercer County, she resides in Marion County with her husband, Gary. They have one daughter, Mekell.

Parochial schools offer well-rounded education PAGE 4B

THURSDAY, MARCH 29, 2012

FAIRMONT — In order to understand the important role that parochial schools play in our community, one must make the clear distinction that parochial school is not private school.

Although there are private Catholic schools, Fairmont Catholic is not one of them; ours is a parochial Catholic school. A private school, Catholic or otherwise, is an independent entity in terms of financing. Simply put, in a private school, tuition is the primary source of income and must cover all costs associated with a child’s education.

Education cost increases are directly proportional to tuition increases; if you can afford to pay the tuition and fees, you are welcome at a private school.

Conversely, a parochial school is an extension of a larger entity, generally a local church, and does not stand alone.

Webster’s dictionary defines parochial as “of or relating to a church parish.” The supporting parish (in our case, the three supporting parishes) along with the school have a vested interest in spreading the good news of Jesus Christ. This is accomplished by teaching the youngest members of our religious community, our children, within the context of the academic setting, to promote continued faith formation, morality and social justice.

In other words, this is our mission; it is the shared mission and the sole reason for the existence of parochial schools today.

The parochial school mindset is that all children within our parishes have a right to a faithbased education, regardless of financial ability, and everyone in the faith community will contribute to and share in the responsibility of this mission.

Tuition costs in a parochial school are kept low as the direct result of the financial contributions of the supporting churches; their support benefits both students who are church members and those who are non-members alike. Parochial schools are, in fact, a gift from church mem-

TIMES WEST VIRGINIAN

PHOTO COURTESY OF FAIRMONT CATHOLIC

The parochial school mindset is that all children within our parishes have a right to a faithbased education, regardless of financial ability, and everyone in the faith community will contribute to and share in the responsibility of this wonderful mission.

bers, the clergy and school personnel to the community, and it is through the direct result of their stewardship that it is possible for a parochial school to exist for centuries after its cornerstone was set.

While specific information on construction of the first parochial school in this country is unclear, it is often credited to Franciscan priests in present-day St. Augustine, Fla., in 1606, with a clear and simple desire: “to teach children Christian doctrine, reading and writing.”

However, the growth of the parochial school system from this point on was fueled with the fire of need.

In early America, the population was largely Protestant and very devout in faith; this fact is exemplified by our Founding Fathers who wove the fabric of their new democracy of the people, by the people and for the people with the same golden threads of the commandments given to Moses by the Lord.

Unfortunately, the same great forefathers who fought so hard for freedom often overlooked the fact that freedom was for all — not just the ones who looked,

acted and worshipped the same way they did. The perceived inequalities soon overflowed to teaching anti-Catholic sentiment in the classroom.

Though tolerated for some time, the need to combat this mentality became ever more pressing with the influx of immigrant laborers from the largely Catholic countries such as Ireland, Italy and Poland during the 19th century.

The early beginnings of the parochial Catholic school system were plagued with backlash, discrimination and even the murder and bloodshed of clergy; through it all the need and mission remained steady and clear — to teach the catechism, to spread the good news and to educate the children.

We are all called to spread the word of the Lord, no matter what our particular religious beliefs; we are called to be disciples and missionaries of the Lord. How better to do this than to educate our young ones in an atmosphere where the Lord is always welcome and always present, an atmosphere where all are created equal regardless of socioeconomic level, gender,

ethnicity, faith or family ties?

Great sacrifices have been made and continue to be made today for parochial education; however, neither the clergy, nor the parish, nor the teachers see their mission efforts as sacrifice, but as an investment in the future.

The model of Catholic parochial education has led to improvements of all education in our country. Positive educational reforms in public education such as school-based management in lieu of district-based management, values education, rigorous courses, competitive academics, increased homework, smaller class size and greater parent involvement have been based on the successful model set forth by parochial schools. Even school uniforms aid in the success of education: On the spiritual level, uniforms are symbolic of the belief that we are all created equal and in the image of God, while on the literal level, uniforms remove socioeconomic boundaries, allowing more focus on academics and less on fashion or finance.

Parents choose parochial edu-

cation not for the bragging rights of saying, “My child goes to private school,” but rather thinking, “My faith community has given me this beautiful gift and I will humbly and graciously accept their desire to help me raise my children in our faith and under the veil of love for the Lord.”

Just as the church fulfills her commitment to teaching the dignity of the person through education, parents who choose parochial school for their children see it as a tool in fulfilling their commitment to developing a deeper sense of faith, hope and love in their children.

Although the vast majority of parochial schools are Roman Catholic, other denominations and religions are increasingly developing and investing in parochial school systems of their own out of need.

We no longer live in a time of acceptable anti-denominational rhetoric, but we do live in a time when morality is no longer clearly right or wrong; life is now lived in the gray area. We are no longer held accountable for actions or choices, crimes can be justified, and “it is not my responsibility” often echoes through the land. Thus the new need has evolved.

We cannot educate youth without teaching morals that are rooted in the Lord’s word. If children are raised without accountability, we are simply educating the next delinquents of society.

Parochial schools are not merely teaching core subjects and religion — they are teaching values, traditions, social justice, respect for creation, and respect of all life, born and unborn.

Through daily study and reflection on morality and conscience, the underlying message taught to the youngest of our faith communities is this: Your beliefs do not make you a better person; your actions do. We are teaching that our actions have consequences and we are all held accountable regardless of circumstance. Not everyone will get a trophy, but everyone will be loved, and everyone will

Stephanie Tomana Stephanie Spears Tomana, the daughter of Deborah Elliott Spears and Louis Spears, is a graduate of North Marion High School, West Virginia University and Fairmont State College.

Tomana holds degrees in biology and secondary science education.

Tomana has taught middle school courses in life, earth, physical and general sciences and religion at Fairmont Catholic School since 2004.

In addition to teaching, Tomana coaches cross country and track and field for the Maroon Knights, is a faculty sponsor of the National Junior Honor Society, writes the school newsletter, and teaches the high school Faith Formation class at her parish.

She and her husband Christopher Tomana reside in Idamay where they raise their two daughters, Sophia and Lillian, in their hometown and in the church where Christopher’s grandfather settled after emigrating from Poland three generations ago: St. Peter the Apostle. The Tomanas’ oldest child attends Fairmont Catholic School.

have the opportunity to live in the Lord.

Parochial schools are teaching all of this while strengthening the bonds of community.

Larson

Marple

TIMES WEST VIRGINIAN

THURSDAY, MARCH 29, 2012 PAGE 5B

CONTINUED FROM PAGE 1B

In West Virginia, as elsewhere around the nation, making people aware of these opportunities, giving them access to appropriate training and helping them connect with potential employers will be a key to the state’s future economic health.

Pierpont has been offering “middle skill” training in some areas and has been working hard to connect with area businesses so we can align our programs with the needs of employers. We can then work side by side with employers to set up the appropriate training and help individuals become qualified for goodpaying, local employment.

A recent example of this type of connection is Pierpont’s collaboration with FirstEnergy to offer training that will lead to an Associate of Applied Science in electric utility technology. This program will launch this year and help provide FirstEnergy with the skilled labor it needs while also providing the training individuals will need to find employment as line workers or substation electricians in the area’s electric utility industry.

It’s exciting to be part of this type of partnership, and you might ask why this doesn’t happen more often in higher education. Early in my career, I learned that the failure to connect has to do with the different “languages” that businesses and education sometimes speak.

Bear with me as I provide a light-hearted definition of terms that compares the language of business to that of a college.

As business and education work to form partnerships, perhaps a Business to Education/Education to Business translation dictionary might be helpful. Here is a somewhat tongue-in-cheek beginning for such a dictionary.

• “No” Translation Business: “Bring me back an option.”

Education: “No.” • “Soon” Translation

CONTINUED FROM PAGE 1B

PHOTO BY KATIE WILSON

GST Program Manager Paul Heppner (right) shows Pierpont Community & Technical College President Dr. Doreen Larson the ins and outs of the BriefNet system, while GST Vice President W.Va. Division Norman Gundersen (back right) and GST Director of State Programs Cannon Wadsworth look on. GST has made BriefNet, a system to track weather for pilots, available to Pierpont and Fairmont State University students at the Robert C. Byrd National Aerospace Center in Bridgeport.

Business: “Tomorrow is too late.”

Education: “Next academic year.”

• “Plan” Translation Business: One page with bottom line summary.

Education: Alignment with mission, vision, strategic priorities, curriculum approval, budget review, accreditation documents (well, you get the picture.)

• “Recruitment” Translation Business: Coordinated marketing materials, events, applicant tracking and yield analysis.

Education: Open house.

• “Resources” Translation Business: Whatever it takes.

Education: We have none.

• “Change” Translation Business: Way to survive.

Education: The end of all we know.

• “Team” Translation Business: Strategic group of decision makers.

Education: Taskforce of the training subcommittee of the workforce committee of the advisory council on industry relations.

Again, I offer these examples as a tongue-in-cheek look at how business and education sometimes talk past each other rather than with each other. Both business and education have much to learn from the other, and partnering can help bring out the best in both. Colleges can learn to do a better job of collecting data and making databased decisions. Businesses can learn to look at long-term employee growth through continuing education.

Businesses are seeking good employees with skills in basic writing, math and critical think-

ing, something a general education can provide. They also seek good employees with technical skills and the ability to tackle hands-on tasks.

At Pierpont, we have focused on talking with employers and listening to their needs. We understand that those needs are not static. They will change over time — sometimes quickly. By working together we can help adjust our training to meet the current and future needs of employers and, in so doing, provide the right training to help our students find employment.

The “middle skills” job gap is a very real threat to our state and national economies. It’s a very real problem for the unemployed who find themselves available, but not qualified, for good-paying jobs.

Together, both business and education can partner to close that gap and make sure our

workforce is properly trained, gainfully employed and contributing to the common good.

Through business/education partnerships, we can make sure that people get on a good track.

Maybe they will take the courses because they want a job; maybe they will end up with a job because they were interested in the program and took the courses. Either way, the partnership leads to better employment, better employees and better communities.

Let’s close with one final term translation: • “Success” Translation Business: Providing a quality product that meets a need and creates value.

Education: Providing quality training that meets a need and creates value.

Yes! We can talk the same language.

tional knowledge and skills, including problem solving, collaboration and creativity that a holistic curriculum can teach.

Workers who possess such 21st century skills are more valuable to their employers.

That is one reason the West Virginia Board of Education already has taken steps to incorporate 21st century learning into the classroom with the addition of world-class rigor to core subjects. The 21st century learning plan is called “Global21: Students deserve it. The world demands it.” It makes an important change to align state standards with national and international standards.

The steps we are taking in West Virginia will help prepare students by deepening their core knowledge, honing their 21st century skills, developing their personal work habits and dispositions, and strengthening their post-secondary contextual knowledge. Personalized learning is how our schools will meet these academic needs and more rigorous standards.

However, for our schools to be successful, teachers, parents, legislators and community leaders alike must nurture relationships with our children.

Nurturing relationships helps children maintain confidence in their own abilities and skills.

When children believe adults they admire believe in them and won’t ever give up on them, they learn to never give up on themselves.

It sounds simple, but it is as true in preschool as it is in high school; what you do and say to children makes a difference.

We owe it to our students to believe in their individual talents and to make sure every school delivers a holistic curriculum that honors the whole child. It will take all of us working together to truly change students’ lives. I am confident that with continued hard work, the 2011-12 school year will be a successful one for public education in West Virginia.

PAGE 6B

THURSDAY, MARCH 29, 2012

TIMES WEST VIRGINIAN

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North Central West Virginia Energy & Industry High Technology Health Care

Education & Workforce

Living Here Whoʼs Who

Bonus Edition Vol. 112, No. 090-B

Nestled in the foothills of West Virginia, Marion County is a beautiful and thriving community located along the I-79 Corridor.

Known for its salt-of-the-earth people, charming towns and rolling countryside, Marion County is made up of 10 small towns and communities, all with their own special story.

— Page 1C

Strong community

When given the topic I was to write on, I decided to try and put a positive spin on the word “outdated.” This became a harder task than anticipated, as the more I thought on what the word actually meant, the darker it became.

I soon realized that I did not care for the word and actually placed it among the top five words a Main Street director should never utter, along with “no” and “can’t.”

— Page 4A

Main Street thriving

PHOTO BY DANNY SNYDER

Pictured above is the new Marion County Convention & Visitors Bureau and Marion County Parks and Recreation headquarters, located in a prominent position along the new I-79 Gateway Connector.

There’s something special about living in North Central W.Va.

BY DEBRA MINOR WILSON TIMES WEST VIRGINIAN

Opportunities to enjoy, learn about and participate in the arts abound in North Central West Virginia. All year, locally produced and professionally produced events and exhibits can be found throughout the region, which has a rich heritage of music, art and theater. Our local colleges and universities and community-based organizations value the arts and provide venues and opportunities for citizens and students.

— Page 4B

Arts and entertainment

They came back on March 15. They came back, just at dawn, as they had for centuries. The buzzards (turkey vultures) came back to Hinckley, Ohio, population 6,753.

During the week the town was astir, hosting 50,000 visitors who came to welcome back the buzzards and spend Buzzard Sunday — the first Sunday after the 15th — that starts with a pancake and sausage breakfast.

— Page 1B

A rich history

FAIRMONT — “What a great place to live.”

A lot of people say that about where they live.

But life in North Central West Virginia, while slow-paced, offers so many unique gifts that many people could not imagine living any place else.

First, there’s just the physical beauty.

The counties of NCWV (Marion, Monongalia, Lewis, Taylor and Doddridge) are, to the east, the gateway to the rugged Appalachian Mountains and the entrance to the gentle Ohio Valley to the west.

In between are enough state parks, lakes, historical sites, educational institutions, shopping, cultural events, and fairs and festivals to keep even the most discriminating person active and happy.

One of the more important aspects to life in NCWV is faith.

“When you have a living faith in God the Lord,” says Pastor Roger Thrower of New Hope Foursquare Church in Fairmont, “it calls you to live for a higher purpose in life. A purpose beyond just yourself.”

When Marion Countians pitched in to help neighbors after last month’s floods, this is what they did, he said.

“I think that is part of the spirituality of this area. People pitch in for a cause greater than themselves. That fuels the community spirit, the spirit of the people’s faith, the spirit of giving.

“This redemptive faith is the over-arching gift of kindness that pervades this cul-

PHOTO BY TAMMY SHRIVER

In this quiet community, full of the best beauty nature has to offer, many generations have called North Central West Virginia home.

ture. I believe that gift from God has given this region the values of our faith.

“This is the spiritual shoe leather of living out one’s faith. It doesn’t matter the denomination. Values are instilled in people’s hearts. The Bible truly stands for the love of God. Serving man. Loving your neighbor as yourself. This is what the quality of faith produces.

“Anybody who is a regular church-goer understands the sacrificial giving of it, especially accented this time of year, when we celebrate the crucifixion and the resurrection. This is a common theme that believers embrace and seek to emulate.

“When people turn around at the end of their lives, they wish they had given more.

There are a lot of good-hearted people who want to see others do well. I think

that’s a reflection of our faith in God. “When people pitched in to help with the flooding, that was a wonderful example of generosity of the spirit, walking the walk. Helping your fellow man is a big part of the expression of your faith.”

North Central West Virginia is also home to a rich history, says Dora Grubb, president of the Marion County Historical Society.

“The future depends on the past,” she said. “This area is one of the early settlements. We were part of western Virginia at one time. Many of the things people read about in the history books took place here.”

Early Marion County also was home to

SEE LIVING, PAGE 2A

PAGE 2A

FRIDAY, MARCH 30, 2012

Living here some of the “better settlements” of the time, she said.

“They were very active for that time period. Rivesville was probably the most prominent town around. People have to remember the county was not formed until 1842. Things they read that they think happened in Monongalia or Harrison counties may have happened here.”

Early families like the Morgans, Pricketts and Flemings expanded and grew across the nation, she said.

Future presidents often had strong ties to the area.

“Morgan Morgan came from landed gentry in Wales and came to America to make his fortune. Important people had ties here. Col. William Haymond and George Washington were both surveyors and friends. Both served in the British Army when they were young. And when the Revolutionary War broke out, Washington appointed Haymond to command Pricketts Fort.

“James Madison owned property in present-day Mannington.

“This was a very thriving, populated area. They were small, but considered centers of the area. Rivesville was offered the chance to become the county seat because it was larger than any other place in Marion County.”

Marion County also played a pivotal role in transportation, she added.

“This was one of the first places the railroad went directly through. The Beverly Turnpike came through Fairmont.”

This helped the coal, gas and oil industries to boom, she said.

Mannington was a training center during the Civil War, housing hundreds of recruits and instructing them on warfare.

And don’t forget Marion County’s famous sons and daughters who have helped forge a deep sense of pride in the county.

TIMES WEST VIRGINIAN

CONTINUED FROM PAGE 1A

PHOTO BY TAMMY SHRIVER

Fairmont was the hometown of Rock ʼn Roll Hall of Famer Johnnie Johnson, known widely for his collaboration with Chuck Berry and the songwriter for such hits as “Johnny B. Goode.” The city hosts the annual Johnnie Johnson Jazz and Blues Festival each summer, as pictured above, with the festival moving to the Heston Farms Winery in 2011.

“Probably no other county has had more famous people, for its size, anywhere,” she said.

It’s hard to name them all.

Mary Lou Retton. Woody Williams. Johnnie Johnson.

The Watson family. Dean Edwards, “the fastest man alive,” she added.

“You can go on and on. The list is phenomenal.”

The architecture of Marion County’s businesses and pri-

vate homes is breathtaking.

The bustle of life was thriving, she said.

And yet, must of this is lost on local folks, she added.

“People travel hundreds of miles to see things that we have

right here. Pricketts Fort is outstanding. Yet many locals say they’ve never been there.

Valley Falls is under-appreciated.

“And then there’s the courthouse itself. It’s considered one

of the most beautiful in the United States.”

Marion County has also enjoyed a robust business history.

SEE LIVING HERE, PAGE 3A

Living here TIMES WEST VIRGINIAN

Mannington was home to the Bower pottery, the largest in the world at one time. OwensIllinois placed one of its five major headquarters here. The Rivesville power station in its heyday was one of the largest in the nation, she said.

Fairmont once boasted a theater that saw Broadway productions, “like in New York,” she said.

“You could write a book on what Marion County has. This was once an opulent town.

There’s no reason why we cannot become that way again.

People need to realize that what we have here cannot be found in many states.”

And history buffs find many treasures here.

Rivesville, settled in the 1690s, was one of the earliest settlements in the area.

Remains of prehistoric creatures have been found in the county.

“We need to take pride in our area,” Grubb said. “You can grow only if you take pride in where you live.”

Marion County, along with the rest of the region, boasts of fine recreation opportunities.

Hikers, bikers and walkers enjoy the miles and miles of rail trails — West Fork River Trail (nearly 19 miles), the Harrison County trail (six miles) and the Morgantown system (45 miles).

Boating, camping and picnicking are available at Pricketts Fort, Valley Falls, Tygart Lake and Watters Smith state parks.

“The local people don’t realize they’re here as much as they should. They host weddings at Valley Falls. At Pricketts Fort, you can picnic and there’s a boat ramp. And part of the rail trail there is paved.”

If you like entertainment, you’ll relish the fun at the Mannington District Fair, Feast of the Seven Fishes, Johnnie Johnson Jazz Festival, Italian Heritage Festival, Mountaineer Balloon Festival and more.

FRIDAY, MARCH 30, 2012 PAGE 3A

CONTINUED FROM PAGE 2A

It’s all for the asking, said Marianne Moran, director of the Convention & Visitor’s Bureau of Marion County.

“The newest thing I’m most thrilled about is Heston Farms Winery and Distillery. They have tours and tastings, and you can tour the site. But they also have entertainment every day.”

Music is also heard weekly at Sagebrush Round Up on Bunner Ridge.

With warm weather, thoughts are turning to summer, and what says summer more than swimming? MCPARC’s 12th Street and Wave pools, plus Mannington’s pool at Hough Park, will provide more than enough wet fun to last all summer.

No matter what your tastes, wants and needs are, you can satisfy them here in North Central West Virginia.

“There’s a small-town feel here. Crime is low. The pace of life is slower,” she said.

“There’s a lot to do here. It’s an easy drive for a lot of the Northeast.

“And with gas prices the way they are, I see more and more people in West Virginia doing smaller vacations in the state.”

Hidden gems in Marion County include the Round Barn and West Augusta Historical Society Museum in Mannington.

If you want to make a getaway to parts north, south, east and west, the region’s many U.S. highways, plus Interstate 79, will get you there.

Going a little farther? Book a flight at one of the region’s three airports in Fairmont, Morgantown or Bridgeport.

Craving some education?

Sign up for classes at West Virginia University, Fairmont State University or Pierpont Community & Technical College.

And on the day you observe your faith, the region offers many choices.

Email Debra Minor Wilson at dwilson@timeswv.com.

PHOTO BY TAMMY SHRIVER

The Mannington Fair, which draws thousands of county residents and people from across the region, is the oldest fair in West Virginia and the second-largest fair by annual attendance.

North Central West Virginia is known and recognized for its rich history. Historian JoAnn Lough stands in front of a marker designating the foot of the old suspension bridge part of the Civil War Trail because it was the site of the Battle of Fairmont.

PHOTO BY DANNY SNYDER

We’d All Like To Save on Car Insurance Academy of the Arts Building on a tradition of high quality community instruction in music, the Academy for the Arts, launched by the Fairmont State University School of Fine Arts, has expanded to include instruction in theatre, art, and dance. The Academy helps beginners prepare to step into the spotlight for the first time and gives advanced students a place to hone their skills and shine.

Summer classes and camps begin in May 2012.

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-ORNING AND AFTERNOON CAMPS CAN BE combined for a day-long experience.

Discounts, including a family discount, are available for multiple camps or music lesson enrollments.

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Main Street is not an ‘outdated’ concept PAGE 4A

FRIDAY, MARCH 30, 2012

MANNINGTON — When given the topic I was to write on, I decided to try and put a positive spin on the word “outdated.” This became a harder task than anticipated, as the more I thought on what the word actually meant, the darker it became.

I soon realized that I did not care for the word and actually placed it among the top five words a Main Street director should never utter, along with “no” and “can’t.”

Its definition, in this context, meant “to dispose of or no longer find useful.” In a current disposable society I do not believe any town or city, regardless of size, can afford to give up on its communities. You see, for someone to see potential in something she first has to find value in it.

Main Street organizations across the nation find value in their businesses, people, government and historic buildings.

Businesses find value in each customer who steps through their door; in return, customers find value in a personal smile and service that only small businesses provide. Local residents find value in the safety and trust in a community where everyone knows their neighbors.

Neighbors and organizations along with local governments find value in preserving our historic buildings that have potential to house viable businesses.

Main Street’s job in retrospect is to recycle those things communities have found to be of no value and to assist them in recognizing potential in something they may have been quick to dispose of. All communities possess different personalities. It is ideally up to us, the owners of those communities, to decide how we want to be perceived.

Putting our best foot forward in how we are viewed is crucial to our growth and success.

The Main Street concept is a national movement that has spanned three decades and taken root in more than 2,000 communities — a movement that has spurred $49 billion in reinvest-

TIMES WEST VIRGINIAN

Rana Taylor

PHOTO BY DANNY SNYDER

There are many initiatives of Mannington Main Street that bring people to the cityʼs downtown, including its annual OctoberFest.

ment in traditional commercial districts, galvanized thousands of volunteers, and changed the way governments, planners and developers view preservation.

Over the past 30 years, the National Trust Main Street Center has overseen the development of a national network of coordinating programs that today includes 37 statewide programs, seven citywide programs and two regional programs.

These coordinating programs help cities, towns and villages revitalize their downtown and neighborhood business districts.

Coordinating program staff help build the capacity of local Main Street programs, expand the network of Main Street communities, provide resources and technical assistance, and work with the National Trust Main Street Center to explore new solutions to revitalization challenges and respond to emerging trends throughout the nation.

In 2010 Main Street communities across the nation poured

$51.1 million back into their communities in improvements through public- and privatesourced funding. They also rehabilitated 221,775 historic buildings that are currently serving as functioning, viable spaces within progressing communities.

Pretty impressive for small-town initiatives.

For every $1 donated to a Main Street program, $16 is reinvested back into communities. That’s a valuable investment, if you ask me.

Through previous years many communities have suffered due to economic hardship. Through the years we have seen major changes in our downtown.

Unfortunately, global issues become personal issues, which tend to hit smaller communities very hard. Through this hardship many small businesses did not make it and many are still barely hanging on.

It is important to our way of life that we all make the Main Street concept a mindset.

Imagine the impact we would have on our communities if we each just pick one small business to spend $20 in each month. The local economic impact would be phenomenal.

West Virginia has 13 National Certified Main Street communities, many of which have been in existence for a decade or more.

This year Mannington Main Street is celebrating 20 years of service to its community. Our organization has been fortunate; our lasting success would not be possible without the continued support of the state, county and city governments as well as our volunteers who have dedicated an amazing amount of hours.

In the past, our Main Street communities have seen their share of trends, but unlike those bell-bottoms you once loved but that lost their style, the Main Street “style” became a trend that actually stuck.

Why? Mostly because its approach has become a triedand-true method of producing

sustainable communities.

The Main Street four-point approach is tailored to meet local needs and opportunities. It focuses on four interdependent committees comprised of local volunteers who work in the following four key areas: • Design: Enhancing the design and appearance of downtown through historic preservation.

• Organization: Building an effective, volunteer-driven, managed downtown organization, guided by professional staff.

• Promotion: Establishing promotion strategies that bring people to downtown.

• Economic Restructuring: Revitalizing downtown businesses through restructuring local economies.

Many communities have strengths in different areas, but a balance of success in all four of these points is crucial in determining a community’s success.

So the response to “Is the Main Street concept outdated?”

Rana Taylor is the program manager for the Mannington Main Street Organization as well as the elected council-at-large for the City of Mannington.

Taylor began as board president for Main Street in 2004. She received awards in 2004 and 2005 from previous Gov. Joe Manchin for her volunteer efforts as well as for her leadership as board member of the Main Street Organization.

She has received recognition on local and national levels for her preservation efforts and advocacy in implementation of the Main Street approach.

is that as long as we continue to honor our historical treasures, our mom-and-pop stores, and find pride in our communities, the Main Street concept is here to stay.

Luckily, we can’t easily throw away the deteriorating railroad depot in the center of town and we can’t pack up the local bakery in a box and shove it under our beds only to bring it out when we think it’s popular to use again.

To me, the Main Street concept is a priceless asset, a structured mindset and a reminder that our communities are only as valuable as we view them. As a stakeholder, I’m afraid I simply can’t afford to dispose of the community in which I live, work and play. Can you?

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Activity or simple relaxation: State parks have it all TIMES WEST VIRGINIAN

BY HOY MURPHY WEST VIRGINIA DEPARTMENT OF COMMERCE

CHARLESTON — When it comes to things to do and places to go, state parks and forests in West Virginia offer activities, facility improvements and vacation options.

“From a new campground at Little Beaver State Park, birds of prey programs scheduled across the state or additional cabins for a vacation anytime of year at Blackwater Falls, parks and forests are open and gearing up for 2012,” says Sissie Summers, programming services administrator with the state park system.

New Cabins at Blackwater Falls Thirteen four-bedroom cabins at Blackwater Falls are the newest addition to the park system.

“The new cabins are on the north side of the park and meet the expectations of visitors looking for home away from home,” says Rob Gilligan, park superintendent.

Complete with dishwasher, washer/dryer, microwave and additional amenities, these units can be rented year-round.

“There are families that have come to Blackwater for years and the original cabins on the south side are as popular as ever. There is a comfortable feeling of coming home and regardless of the new units, some folks are very content with tradition,” Gilligan says.

Blackwater Falls now has 39 cabins, the 54-room lodge with restaurant, indoor pool and fitness center, 65-site campground, nature center, hiking trails and the scenic view of the falls.

For information about Blackwater Falls, call 304-259-5216.

Birds of Prey Three Rivers Raptor Center is scheduled to present the “Wings of Wonder” programs at state parks and forests across the state.

In 2012 guests and visitors are invited to attend and learn about birds of prey in West Virginia. The program is free to attend.

“We receive very positive comments and sincere thanks from people about the birds of prey program. Both children and adults can appreciate that raptors are very amazing birds,” says Summers.

Parks include: Tygart Lake (May 4), Blackwater Falls (June 24), Bluestone (June 29), Holly River (July 6), Greenbrier State Forest (July 7), Watoga (July 21), North Bend (Aug. 11), Blennerhassett Island (Aug. 12) and Tomlinson Run (Aug. 25). Additional areas will be added as scheduled.

Camping is Cool Twenty-nine areas in the state park system have campgrounds.

“Camping is one of the best outdoor traditions a family or individual can enjoy. The price remains reasonable in an age of fluctuating prices and there are options of where to go,” says Summers.

The newest campground is at Little Beaver. A 46-site campground features some with electric and water, and other sites with water only.

“Twelve sites are currently able to be reserved,” says Erik Evans, superintendent. “The lake and fishing, biking and hiking, and now camping, expands our outdoor recreation and activities. This will be our first full season with a campground at the park.”

Little Beaver is easily accessible from Interstate 64: Take Exit 129A and go two miles south on W.Va. 307. Little Beaver fills a missing niche in camping in the Raleigh County area.

Parks and forests with campsites available to be reserved include: Babcock, Beech Fork, Blackwater Falls, Bluestone, Camp Creek, Canaan Valley, Cedar Creek, Chief Logan, Holly River, Little Beaver, North Bend, Pipestem, Stonewall, Tomlinson Run, Twin Falls, Tygart and Watoga state parks.

State forests with campsites available to be reserved include: Coopers Rock, Greenbrier, Kanawha and Kumbrabow.

Areas with first-come, firstserved sites are: Audra and Moncove Lake state parks, and Cabwaylingo and Seneca state forests. Wildlife management areas with campsites include Berwind Lake, Bluestone, Panther and Plum Orchard Lake.

Most areas with reservable campsites also have some firstcome, first-served sites. Mailed reservation applications are accepted from Feb. 15 through March 14. Beginning March 15, reservations may be made by phone or in writing. On April 1 reservations are accepted via write-in, phone or walk-in.

All campground reservations, open dates and use guidelines are online at www.wvstateparks.com.

Cass Scenic Railroad Cass Scenic Railroad opens for the 2012 season on Memorial Day weekend.

“Trains begin running every day,” says trainmaster Fred Bartels.

There is a trip to Bald Knob, the third-highest point in West Virginia, at noon every day except Mondays. Trips to Whittaker Station, about halfway up Cheat Mountain, run every day from Memorial Day weekend through Oct. 28, with the exception of eight mid-week days in September.

Evening trains at Cass Scenic Railroad include 15 Bluegrass Bar-B-Que evenings, nine scheduled Ribs and Rails, a Harvest Day and a Halloween Train. Evening trains include a meal and entertainment. They require advanced reservations and depart at 5:15 p.m.

Renovated company houses at Cass are rented year-round. Call 304-456-4300 for details and information.

Outside and Active Hiking and biking at parks and forests are outdoor favorites.

There is no charge to enter stateoperated parks and forests.

“A picnic lunch and a hike on your own or joining a park naturalist on a scheduled hike is a nice day outside,” says Summers.

Birding and eagle watches are becoming increasingly popular as bird watching interest escalates across the nation.

Biking is an option on most state park trails. The North Bend Rail Trail and Greenbrier River Trail are longer-length options for hikers, bikers or equestrian travel. Geocachers frequently place approved caches in parks and forests.

“There are some minimal guidelines to place caches. When everyone maintains caches properly, it keeps them accessible and current for anyone geocaching,” Summers says.

There are more than 60 caches located within the state park system.

Disc golf Disc golf is coming to several state parks in 2012 and 2013.

“Our disc golf is popular,” says Jeff Layfield, superintendent at Greenbrier State Forest.

The 18-hole course at the forest was made possible by the generous contributions of local residents and volunteer efforts.

“It is park system support in its highest form,” says Layfield.

“It’s giving back to places that have served as reunion sites for families for generations and by people who recognize the need to expand options for outdoor recreation.”

Stonewall Resort also currently has disc golf. Other areas planning installation of disc golf are Pipestem Resort and Tomlinson Run. Disc golf enthusiasts will welcome these courses as they come on board.

The West Virginia State Parks system has 49 areas.

From resorts with lodges, golf and major conference facilities to quiet campgrounds and cabins, West Virginia’s parks and forests offer vacation spots within a reasonable drive, with affordable overnight rates, activities and outdoor recreation.

FRIDAY, MARCH 30, 2012 PAGE 5A

Valley Falls

Coopers Rock

Pricketts Fort

Tygart Lake PHOTOS COURTESY OF THE WEST VIRGINIA DEPARTMENT OF COMMERCE

PAGE 6A

FRIDAY, MARCH 30, 2012

TIMES WEST VIRGINIAN

A new facility, the same mission for CVB FAIRMONT — On Feb. 1, the Convention & Visitors Bureau of Marion County finally was able to move into the new Visitor Center located off Exit 136 of Interstate 79. It truly is a dream come true.

Before we get into the future, I think we need to look at the past.

The original CVB was housed with Marion County Parks and Recreation on Monroe Street since its inception in 1986 until 1996, at which time the CVB moved into office space in the Marion County Chamber of Commerce building. The CVB remained there until we outgrew the space and moved to Mountain Gate Office Complex in White Hall in the spring of 2008.

While all the previous locations met the needs of the CVB at the time, none of them were ideal as we always felt we needed to be along I-79 to allow easy access to visitors. The location of the new Visitor Center is located immediately off Exit 136 of I-79, allowing visitors to easily access our facility to pick up information on Marion County and West Virginia.

While our location has changed, our mission remains the same — to promote Marion County as a group tour, meeting and vacation destination. We spend approximately $150,000 annually advertising our area in various print publications, Internet ads, radio, television and social media outlets. We also currently have a billboard near our exit, as well as the TODS informational signs through the West Virginia Department of Highways.

We actively promote all our tourism-related businesses and attractions, which include Pricketts Fort State Park, Valley Falls State Park, Marion County Historical Society Museum, West Augusta Historical Society’s Round Barn and Old Schoolhouse Museum, the Telephone Museum, Sagebrush Round Up Country Music Shows, Heston Farm, Heston Farm Winery & Distillery, Valley Worlds of Fun, Coal Country Mini-Golf, our rails to trails systems, pools, city and county parks, fairs, festivals and other special events, various heritage sites, conference and meeting facilities, motels, restaurants and retail stores.

Motel occupancy continues to grow and we are pleased to have a new property open this past year, Holiday Inn Express in Pleasant Valley. We are also pleased that a new attraction opened this past year, Heston Farm Winery & Distillery, also located in Pleasant Valley. These two tourism-related businesses are doing well and are a welcome addition to our list of businesses to promote to visitors.

The CVB works closely with our tourism businesses and attractions to help them advertise to potential visitors through our advertising co-op program. The CVB purchases various ads in different media and then we coop some of the ad space out to the local businesses, thereby stretching advertising dollars to reach more people. This program has been very successful and has given area businesses the opportunity to advertise in places they could never afford on their own.

We also produce 50,000 copies of an annual Marion County Visitors Guide, which contains information and photographs of places a tourist may want to visit. This guide is

PHOTO COURTESY OF MARION COUNTY CVB

The new Visitor Center has a conference room that will hold up to 20 people classroom style, and the CVB is offering the space for rent for a nominal fee for business meetings.

Marianne Moran Marianne Moran has served as director of the Convention & Visitors Bureau of Marion County Inc. since 1993.

She has served as secretary, vice president and president of the West Virginia Association of Convention & Visitors Bureaus and the Southeast Tourism Society Board of Directors and Advisory Council. She currently serves on the West Virginia Tourism Commission; Mon River Trails Conservancy Board of Directors; Main Street Fairmont Promotion Committee; and the PR/Membership Committee of Pricketts Fort Memorial Foundation.

She is also a 1994 graduate of Leadership Marion, 2005 graduate of Leadership West Virginia, 2007 graduate of Southeast Tourism Society’s Marketing College; and a member of the South Fairmont Rotary Club of Fairmont, the Women’s Club of Fairmont, Elks Lodge No. 294, and Preceptor Beta Chapter of Beta Sigma Phi. mailed to every person who requests information about our area, and also is distributed at various travel and trade shows, welcome centers and local tourism-related businesses. The guide is also downloadable on our website.

Our website, www.marioncvb .com, received more than 1 mil-

lion hits in the past year. The information contained on the site mirrors the information in the Visitors Guide. The guide is also downloadable from the website, as well as our Marion County video.

The website also contains a section whereby fairs, festivals and special events can submit their event information to our calendar of events section. This section is the most viewed area of our site.

The CVB also has had a mobile website for about a year, which allows people to view our visitor information from their smartphone or other mobile device.

Robert Tinnell, of Allegheny PHOTO COURTESY OF MARION COUNTY CVB Image Factory, recently pro- The annual Marion County Visitors Guide contains information and photographs of places a duced our new Marion County tourist may want to visit, like the McTrail, a rail trail for walking or biking. video, which was unveiled on March 2. This is the second video Tinnell has produced for us and we believe it beautifully showcases what our area has to offer for residents and visitors alike. We encourage you to view it on our website and feel free to share it with others.

The new Visitor Center has a conference room that will hold up to 20 people classroom style and we are offering the space for rent for a nominal fee for business meetings. The CVB has drafted a contract agreement and we encourage people to contact us for additional information at 304-368-1123, or via email at info@marioncvb.com.

We also have a glass display case in the new facility where we will display items from local retail stores to entice visitors (and residents) to shop locally.

For information on the requirements to submit an item for the display case, contact the CVB. Tourism continues to grow in Marion County and all of West Virginia. We encourage our residents to also visit and support all our local businesses so that this growth continues. And we also encourage our residents to stop by and see us at the Visitor Center, Monday through Friday, 8:30 a.m. to 4:30 p.m., and on Saturdays from Memorial Day through Labor Day, 10 a.m. to 2 p.m. Or give us a call — we are here to serve you.

PHOTO COURTESY OF MARION COUNTY CVB

The Marion County Convention & Visitors Bureau actively promotes tourism-related businesses and attractions, including the West Virginia Three Rivers Festival, which is held each year at the end of May in Fairmont.

Tourism is $4.3B industry in West Virginia TIMES WEST VIRGINIAN

CHARLESTON — When one thinks of taking a break from the stress and concerns of everyday life, often the first thought is, “Where should I go?”

When that happens, we in West Virginia are not surprised that those who have vacationed here in the past decide to come back, and the reasons are as diverse as the locations, events and people who are at the ready to greet newcomers and welcome back friends.

The tourism industry is an integral part of the economic stability of our state and essential in advancing the belief that West Virginia is a fantastic place to revive one’s spirits, enjoy the great outdoors, discover our talented artisans, explore our history and culture, find adventure and experience the warmth and hospitality of her people. Behind each of these opportunities you will find individuals, companies, organizations and whole communities that place their professional focus on sharing and showcasing West Virginia as “the” destination location.

And who are West Virginia’s tourism professionals? The list is a long one. It includes everyone who owns or works at a golf resort, river rafting company, camp grounds, cabin rental, bed and breakfast, hotels and motels, state parks, performance centers and historic sites. Add in restaurants, cafes and shops of all kinds along with a large helping of annual fairs, festivals and community events, and you will begin to understand the tremendous impact tourism has on our state and why we look forward to welcoming each and every visitor. Every industry professional a visitor encounters, as well as those who work behind the scenes, willingly takes on the responsibility and more importantly demonstrates the pride in their contribution to making every West Virginia experience a memorable one.

Recent research confirms the positive view that visitors have of our great state, and that it is a place that has strong travel appeal and worthy of repeat visits.

Travel-related spending in West Virginia has resulted in $4.27 billion being infused into our economy. Of that, $582 million is generated for state and local tax revenue. In addition, the industry required the employment of 44,400 of our fellow citizens.

All three numbers have trended upward from previous reports and continued growth is anticipated.

This spending creates employment opportunities in the accommodations and food service industries, along with the arts, entertainment and recreation. The individuals who hold these jobs welcome visitors to Mountain Creek Cabins, help select the proper gear for an outdoor adventure at Cheat River Outfitters, serve a fine wine from Heston winery, enhance your dining experience while at Café Bacchus, show you to your seat for a performance by the West Virginia Public Theater, and fluff your pillow for a good night’s sleep at the Gillum House Bed & Breakfast.

The revenue generated by visitor spending supports families while also keeping our shops, restaurants and other venues invigorated. Businesses on Main Street continue to develop because they are supported by travel spending. A new energy and vitality permeates communities, which has an undeniably positive impact on our own perception of our hometowns and our enjoyment of them. In turn, visitors are attracted to towns and communities that encourage participation and generate excitement in local events with their own unique identity.

Building on this momentum, businesses and communities work to increase their connection to visitors, and visitors will return to the places that made them feel truly welcomed.

Mountaineer Country collectively refers to the seven counties of Monongalia, Marion, Preston, Doddridge, Harrison, Taylor and Barbour. While each has its own local flavor, together they offer a tempting feast for a variety of tastes.

Coming up on April 16–17 will be the Tri State Pro Am Golf Tournament at Lakeview Resort in Morgantown. An Open Invitational administered by the West Virginia PGA, amateur golfers will play two rounds with a pro golfer on this beautiful and challenging course, while enjoying fantastic views of our mountains and Cheat Lake.

For those looking for a creative touch with the added bonus of our lush state parks as a backdrop, you can choose from a Historic Arts Workshop on Bobbin Lace on April 21-22 at Pricketts Fort State Park in Fairmont or a Spring Fling Knitting Retreat at Tygart Lake State Park on April 27-29.

The offerings for the outdoor enthusiasts and athletes will make choosing as challenging as the events themselves. You can select from the Run the Rock Coopers Rock 10K on March 31 at Coopers Rock State Forest in Bruceton Mills.

The entire family can participate or cheer on their favorite cyclist at the Big Bear Lake Mountain Bike ClassicWVMBA on April 22 where racers will face an extremely fast and technically challenging course.

If long-distance sports appeal to you then the MORE!gantown Multisport Triathlon Camp event is the place to be April 20-22 in Morgantown. Experienced athletes, newbies and anyone interested in the sport of triathlon, duathlon, adventure racing and other multisport activities will have the opportunity for expert hands-on learning experiences, lectures and coached training sessions.

This is just a sampling of the many events and activities that create greater enticement to visit and re-visit our beautiful state.

In addition to all the wild and wonderful ways to enjoy West Virginia, we look forward with great anticipation to the state’s 150th birthday in 2013 and we want everyone to come join the celebration. You can get a headstart on the excitement by checking out http://wvtourism. com/minisites/civilwar.aspx.

There under the banner “A State Born ... from a Nation Torn” you will find videos specific to Mountaineer Country and the rest of the state, along with a wealth of information on the many events that shaped our history.

Just by stepping outside our own front door, we are indeed fortunate to live in the midst of so many opportunities to celebrate West Virginia and we want to encourage everyone to get out and explore.

To further solidify the region’s appeal, West Virginia as a whole is located within 500 miles of more than half of the United States population.

Accessible by two major interstates, visitors can easily reach the North Central portion of our state by car for a weekend or getaway vacation.

When businesses and community members work together to display what makes us special and tourism professionals in all areas continue to set the bar higher to offer the best West Virginia experience possible, it becomes abundantly clear that tourism is a powerful economic engine for our state.

Collectively these efforts give all of us the opportunity to highlight the impact of tourism both statewide and especially locally.

This is what transforms new visitors into friends who come back again and again.

Whether visiting for the first time or the 10th time, native born or lover of all things wild and wonderful, finding your West Virginia is as close as a call to 800-CALLWVA or a visit to www.wvtourism.com.

FRIDAY, MARCH 30, 2012 PAGE 7A

Jacqueline Proctor

PHOTO COURTESY OF THE WEST VIRGINIA DIVISION OF TOURISM

Mountaineer Country collectively refers to the seven counties of Monongalia, Marion, Preston, Doddridge, Harrison, Taylor and Barbour. While each has its own local flavor, together they offer a tempting feast for a variety of tastes. In Marion County, for example, history is a draw, including Pricketts Fort and the living history of the settler days.

Jacqueline Proctor is the deputy commissioner for the West Virginia Division of Tourism.

In support of the mission of the division to work in partnership with the private sector tourism industry, Proctor, along with a talented and experienced staff of tourism professionals, works to cultivate a world-class travel and tourism industry through creation of jobs, stimulation of investment, expansion of current tourism businesses and promotion of a positive state image, thereby improving the way of life for West Virginians.

Prior to joining the division, Proctor handled public relations, media and communication issues for Gov. Earl Ray Tomblin as his director of communications.

Proctor began her career in public service to the state of West Virginia when she joined the West Virginia Division of Culture and History. Beginning as director of arts, she quickly moved on to become that division’s deputy commissioner and communications manager, a position she held for four years. There she assisted in the management of the daily operations of the division, its five sites and the state museum as well as being responsible for the brand, press and media needs of the agency.

Proctor has an extensive background in media and network broadcasting following a career with the Disney/ABC Television Network.

TIMES WEST VIRGINIAN

Embracing our past

FRIDAY, MARCH 30, 2012 PAGE 1B

PHOTO BY TAMMY SHRIVER

When you visit the reconstructed Pricketts Fort in Marion County, you will find historical interpreters dressed in 18th century frontier clothing and involved in activities that would have been found on the Virginia frontier at the time: farming, spinning, weaving, carpentry, blacksmithing, and repairs to buildings, tools and weapons, as well as other activities.

“For of all sad words of tongue or pen, The saddest are these: It might have been!”

— FROM “MAUD MULLER”

BY JOHN GREENLEAF WHITTIER

We must not just celebrate our rich history, but preserve it for the future (1807-1892)

FAIRMONT — They came back on March 15. They came back, just at dawn, as they had for centuries. The buzzards (turkey vultures) came back to Hinckley, Ohio, population 6,753.

During the week the town was astir, hosting 50,000 visitors who came to welcome back the buzzards and spend Buzzard Sunday — the first Sunday after the 15th — that starts with a pancake and sausage breakfast.

Is it just a gimmick (that works) to attract tourists? No, the buzzards’ return is a part of the town’s history — the story is fascinating and contributes to the area’s sense of itself.

Thinking about little Hinckley, Ohio, brings to mind the rich heritage of Fairmont, Marion County and the Upper Monongahela Valley — of its people, places and happenings — a heritage much of which is waiting to be re-discovered and celebrated by us and the thousands of visitors we would attract.

David Morgan (1721-1813), one of Col. Morgan Morgan’s sons, settled here in 1771 with thousands of acres in the Rivesville and Fairmont areas.

He divided what is now Fairmont acreage among three

men he believed would be worthy settlers. Morgan asked in return “... that the recipients not keep slaves, be a friendly neighbor, not mistreat livestock, support the county militia, accept no gifts from Indians and keep tight fences.”

His 361-acre “River See” included the now Fairmont Farms and down to where the rivers meet. Later returned to him, he built a log house on it that, still lived-in, stands in Fairmont Farms. Morgan laid off 39 acres for a town in the now 14th Street area. In exchange for land, he asked the Pettyjohn brothers to establish a trading post, mail drop and ferry, at the point where the rivers meet. It became known as Pettyjohn.

Here also was located the area’s first surveyor’s office, first office of a justice of the peace (appointee David Morgan), first military headquarters (muster and drill grounds), first sawmill and Fairmont’s first industry — a salt-making plant at present day Saltwell Street off Country Club Road.

It is one of Marion County’s most historic areas, important to pioneer, “modern day” industrial and Civil War histories.

Along with Pettyjohn are the

JoAnn Lough JoAnn Lough is a speech communication and theater professor emerita of the Fairmont State University School of Fine Arts.

A longtime resident of Fairmont, Lough has degrees from Fairmont State College and West Virginia University. She pursued doctoral studies at the University of Pittsburgh with advanced studies at West Virginia University, McGill University and Tulane. In 2006, Fairmont Honorary Doctorate of Fine Arts.

SUBMITTED PHOTO

History re-enactors place flowers on the grave of Francis and Julia Pierpont at the historic Woodlawn Cemetery.

estates of the coal barons, the Watsons and Hutchinsons, the factories of the Beltline, and the B&O Railroad bridge, a major Confederate objective of the Battle of Fairmont. April 29, 1863, the Confederates fought to blow up the B&O Railroad Bridge. It took all day, but they succeeded, helping to cut Union supply lines to the South. By September, the bridge was back in operation.

The current rehabilitation of the Beltline area will no doubt utilize its historic importance.

What an upscale loft apartment building the old box factory could be! Parking and shops underneath, a river view, private marina and a park dedicated to the area’s history.

Morgan’s second parcel of land included Coal Run Hollow.

Given away and sold once, it finally was sold to Boaz Fleming, a Revolutionary War veteran, who in 1787 with his wife Elizabeth Hutchinson and 1-yearold daughter Clarissa, led 40some settlers from Milford, Del., to settle in this valley. He had been encouraged by Morgan.

Boaz carried with him a pear sapling that he planted near his cabin at now Madison and Adams. In 1818, he laid off 85 one-half acre building lots for a town to serve as a county seat for a hoped-for new county. The pear tree then was in Hull Alley near the now entrance to Eastview Apartments (Fairmont Hotel). Its dead remains were

Her teaching career began at Rivesville High School and continued at Fairmont State until her retirement in 1997. Active both in the teaching of speech and theater, she served as department chair and director of theater. Her directorial credits include 22 summer productions and 36 productions during the regular semesters. Along with directing, she guided students in box office, public relations, properties, makeup, stage management and costuming.

The plays she selected to direct included “true stories,” historically based dramas, stories with historical settings and period plays/musicals — such as “Man of La Mancha” (the Spanish Inquisition), “The Crucible” (the Salem witch trials), “The Lark” (Joan of Arc), “Camelot” (musical based on King Arthur), “Belle Lamar” (Belle Boyd and the Civil War), “Leave It to Jane” (1917 Jerome Kern musical) and “Hamlet” State awarded Lough an (Shakespearean tragedy).

Like drama, the exploration of “history” is to her an explo-

finally removed in the 1930s.

The town knew its meaning and had “saved” it.

We “remember” Boaz Fleming and David Morgan. We live in a place they selected. We follow the streets Boaz mapped out and named. He named the town Middletown in honor of Middletown, Del., where he met, courted and married his wife. We changed that in 1843, but we are in our “new” county of Marion with Fairmont (Middletown) as the county seat as Boaz intended. Sadly, Boaz didn’t live to see it.

Birthdays are days good for remembrance and celebration.

Boaz Fleming’s birthday is Jan. 3, 1758. A remembrance at his Woodlawn graveside or the

wearing of plaid on this Scotsman’s day would serve.

Planting pear trees throughout his town with a pear blossom festival in spring would serve.

Fairmont’s birthday is Jan. 19, 1820. The year 2020 is Fairmont’s bicentennial. Will there be a celebration with “2020 Vision,” using a pear tree to symbolize Boaz, Fairmont and faith in the future?

January marks the birthdays of Marion County (1842) and Francis H. Pierpont (1814), the Father of West Virginia. Perhaps all four birthdays could be celebrated with a large annual party — “A January Jubilee” — in the Marion County Courthouse.

SEE HISTORY, PAGE 2B

ration of life — vibrant and dramatic. She comments, “Go to the ‘records’ — our memories and the memories of others — yesterday and down through the years. It is the only way we can find out and know who, where and why we are. From knowing when to bake a birthday cake to knowing why there is a West Virginia, it’s all the same. To find the answers, we explore our lives to know ourselves.”

Glenn D. Lough, her father, was a professional writer of history and fiction. He wrote the greatly popular “Now and Long Ago, A History of the Marion County Area.” Much of her writings, one-woman shows and other presentations are based heavily upon his research.

In recent years, she has been selected as one of the 2006 Dominion Post 100 Most Influential People, a 2006 West Virginia History Hero, 2010 Marion County Tourism Person of the Year, and the 2012 Fairmont State Student Affairs Hall of Fame Distinguished Citizen Award.

PAGE 2B

FRIDAY, MARCH 30, 2012

History

TIMES WEST VIRGINIAN

CONTINUED FROM PAGE 1B

That last parcel of Morgan’s land, reaching to Buffalo Creek, is greatly historic. In pioneer times the Windmill Park site was called “the point” or “fire point.” Huge fireplaces were built 15 miles apart on the highest points from Fairmont to Fort Pitt. When there was trouble the fires burned signaling the news. This area includes three cemeteries: Woodlawn, on the National Register of Historic Places, Evergreen, and the City Cemetery, one of the oldest in the Upper Monongahela Valley. Signage to point the way is needed.

Veterans from all wars are buried in our county: many from the Revolutionary War and more than 700 from the Civil War. A Civil War Sesquicentennial project to mark these Civil War veterans’graves is in progress.

Fairmont has six Civil War Trails markers. One is in Coal Run Hollow, which is the end of the Beverly-Fairmont Turnpike.

That five-block stretch is much like it was when it was finished in 1852. It was used by the Confederates to get to the B&O Railroad Bridge during the Battle of Fairmont. The Hollow needs maintenance, natural plantings, better street lighting and a walkway.

Fairmont’s being on the Civil War Trails helps being placed on the Civil War Heritage Trail, but ongoing activities, such as tours, entertainment, etc., are needed to meet their requirements. We don’t have these, so we are missing out on Civil War Sesquicentennial visitors.

West Virginia was born of the Civil War and Marion County is a “County of State Makers.” It should be a West Virginia Day destination. It is the home of Francis H. Pierpont, governor of the Restored State of Virginia (1861-68) and the “Father of West Virginia”; Waitman T. Willey, the first U.S. senator from West Virginia, born in Farmington and raised in Rivesville; Daniel Polsley, lieutenant governor to the Restored State of Virginia, born and raised at Polsley Mills (East Fairmont); and the Rev. William R. White,

PHOTO BY TAMMY SHRIVER

Royal Watts (from left), Gladys Miller, Dora Grubb, Gina Wagaman and JoAnn Lough, members of the Marion County Historical Society, blow out the candles for Marion County’s 170th birthday. Grubb made the birthday wish for a year of continued prosperity for Marion County and the historical society.

first West Virginia State Superintendent of Schools.

Waitman T. Willey’s home still stands in Morgantown, but we demolished Pierpont’s home that stood where the Fairmont-Marion County Transit Authority stands on Quincy Street. We have no statue of Pierpont, although his statue stands in Statuary Hall in the U.S. Capitol. In fact, Marion County has no statues of actual people.

With our rich state and Civil War history, we are now planning to demolish the pre-Civil War structures (on National Register) that stand at the Quincy Street end of the 400 block on Adams Street. The fact that Fairmont was a part of the “Underground Railroad” has not caused an archeological dig to be planned for the Hermosilla Market site.

Rumors abound that this was a stop for escaped slaves.

Apparently the planners think residents and tourists would prefer a fountain to observing archeologists dig for “heritage treasure.”

The planners seem proud that in that same block they are demolishing the last theater in Fairmont — a theater that is listed on the National Register of Historic Places because it has been deemed historic through a series of local, state and national

reviews. We are demolishing a historic theater in the face of Preserve America’s efforts to save our nation’s theaters.

In addition, the coal boom brought in the “new pioneers.”

There are 13 counties in the southern part of the state that are listed as a National Coal Heritage Area, preserving their coal history, welcoming visitors and gaining financial support.

What about this area’s coal heritage? It’s stunning. Yet we are not in a National Coal Heritage Area. Shouldn’t we be? To start with, our first rail shipping mine — the beginning of Consolidation Coal Co. — is in the center of “downtown” Fairmont and the Watson Building in the center of town was Consolidation Coal headquarters. The list goes on and on.

Add saving and celebrating the ethnicity of our people. The celebration of our ethnicity has been a success with the Feast of the Seven Fishes. We need the recipes, letters, photographs, handwork, clothing, tools, lunch buckets, etc., of all of our ethnic groups and a repository for their safekeeping and study. We need to be a part of a National Coal Heritage Area.

There are other vestiges of our heritage that still exist and need to

be designated, used and/or celebrated with signage, pictures and drawings; guided tours; re-enactments; dramatizations; music; banquets; festivals; etc.

A starting list includes the ruins of the Monongahela Railroad, important to our coal and railroad history; Palatine Park, situated on hallowed ground with its own story; Everest Drive honoring Test Pilot Pete Everest — the “fastest man alive”; the city’s newly purchased Merchant Street parking lot with its double history; the story of East Fairmont, Palatine and Polsley’s Mills; Bellview once Buffalo Station; the homes of Fuzzy Knight, Hollywood Oscar nominee, and of our four West Virginia governors; site of the 1st Century AD mound; and then there is Butcher School.

Also we can support what we have already proudly preserved and developed, such as Pricketts Fort; Fairview Old-Fashioned Fourth of July; Mannington’s Round Barn, Victorian home tours, museum and log house; Bunner Ridge Sage Brush Round-up; district fairs; Monongah Fest and mine disaster remembrances; the Highgate Carriage House; the Telephone Museum; Thomas W. Fleming Home (Woman’s Club); the Civil War re-enactors; West Virginia Gabor Folklife Center at Fairmont State; the Civil War Trails markers; Woodlawn Cemetery Historic District; Julia Pierpont Day; Three Rivers Festival; Chenoweth Barrackville Covered Bridge; Farmington mine disaster remembrances; the county courthouse; former sheriff’s home (Historical Society Museum); and jail.

March 15 the turkey buzzards flew back to Hinckley, Ohio, and a town of 6,753 has preserved a part of its heritage and in sharing, it brightens its local economy.

Will we preserve our almost overwhelming rich heritage and then share it with visitors for our economic well-being?

“For of all the sad words of tongue or pen, The saddest are these: It might have been!”

PHOTO BY TAMMY SHRIVER

Porter Stiles, a local historian and Civil War re-enactor, poses in an era uniform with two sabres crossed in front of him.

SUBMITTED PHOTO

JoAnn Lough presents a living history interpretation of Julia Pierpont, wife of the governor of the Reformed State of Virginia Francis Pierpont, during the first graduation at Pierpont Community & Technical College in 2008.

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The light of the church challenges darkness TIMES WEST VIRGINIAN

FRIDAY, MARCH 30, 2012 PAGE 3B

“You are the light of the world.

A city that is set on a hill cannot be hidden. Let your light so shine before men, that they may see your good works and glorify your father in heaven.”

— Matthew 5:14, 16

FAIRMONT — The power of Christian light-bearers will answer to the deepening darkness of our culture.

Did you know?

As you walk up the steps to the building that houses the U.S. Supreme Court, you can see near the top of the building a row of the world’s law givers and each one is facing one in the middle, who is facing forward with a full frontal view ... it is Moses and he is holding the Ten Commandments.

Did you know?

As you enter the Supreme Court courtroom, the two huge oak doors have the Ten Commandments engraved on each lower portion of each door.

Did you know?

As you sit inside the courtroom, you can see the wall, right above where the Supreme Court judges sit, a display of the Ten Commandments.

Did you know?

There are Bible verses etched in stone all over the federal buildings and monuments in Washington, D.C. Did you know?

James Madison, the fourth president, known as the “Father of our Constitution,” made the following statement: “We have staked the whole of all our political institutions upon the capacity of mankind for selfgovernment, upon the capacity of each and all of us to govern ourselves, to control ourselves, to sustain ourselves according to The Ten Commandments of God.” Did you know?

Every session of Congress begins with a prayer by a paid preacher, whose salary has been paid by the taxpayer since 1777.

Did you know?

Fifty-two of the 55 founders of the Constitution were members of the established Orthodox churches in the colonies.

Did you know?

Thomas Jefferson worried that the courts would overstep their authority and instead of interpreting the law would begin making law an oligarchy — the rule of few over many.

How then have we gotten to the point that everything we have done for 220 years in this country is now suddenly wrong and unconstitutional?

Let’s put it around the world and let the world see and remember what this great country was built on — the Holy Bible and belief in God! Christian America has changed its mind about sin. When calling sin that which the Bible calls sin, it’s an intolerant slam against civil rights. Biblical righteousness is considered a cultural phobia.

The shift in America has taken place before our eyes. Media have promoted it. Courtrooms have ruled it. Many biblically illiterate people have embraced it. Some pulpits have espoused it.

Politicians have campaigned for it.

In “The Dawn’s Early Light” Joseph M. Stowell quotes Daniel Yankelovich from his book “New Rules: Searching for Self-fulfillment in a World Turned Upside Down” with a penetrating metaphor. He observes: “According to the geological theory of plate tectonics, giant ‘plates’ undergird the earth’s surface and keep it stable and rigid.

Sometimes these immense geologic formations, grinding against one another beneath the surface of the earth, shift their positions.

Their movements may be slight, but the plates are so massive that along their fault lines even slight shifts cause volcanoes and earthquakes on the surface.

Increasingly in years, our studies of the public show the ‘giant plates’ of American culture shifting relentlessly beneath us.”

• The Supreme Court rules on Christmas manger scene.

• Former Justice Blackmun: America to be ruled as a secular state.

• Everything can be taught in our taxpayer-funded educational system except God and the Bible.

• Abortionists and Sodomites control many of our politicians.

• Our little children in the womb are slaughtered by the hundreds of thousands.

What used to be wrong is

Umojah Voices of Joy has traveled throughout West Virginia, Pennsylvania and Ohio. The choir is composed of 30 choir members and four musicians.

SUBMITTED PHOTO

right; what used to be right is now wrong. We watch and wonder in an upside down world. We as Christians have been marginalized. We feel disenfranchised, threatened, intimidated, fearful, angry and confused.

Where do we go from here?

We can and should fight for the cultural soul of America ... knowing that to gain our legalized values back for this country is empty when our culture has no heart for them.

Christian America has had our day in the sun. Today, a true biblical consensus is gone in our land. We have fought for, but lost our culture.

Is this the time we refocus our strategy as Christians and as a church? We have fought through legislation and politicizing as though revival comes through government power.

The most powerful weapon we have against the darkness of our culture is the individual proclamation of the light Jesus talks about.

A personal expression of righteous living is the answer for our times. It involves a commitment to thinking and living from a biblical point of view.

While we have fought to regain or keep the soul of American Christian culture through legislation, we have allowed the light of our lives to grow dim against the invading darkness.

• There is no difference in divorce rates between professing believers and non-believers in our country.

• So many of our Christian leaders have been found living double lifestyles.

• We’ve not lived biblical Christianity when it comes to success, prosperity, purpose of life and relationships.

• We are addicted to peace, comfort and lack a heart of compassion for our enemies.

In “The Dawn’s Early Light,” Stowell writes, “In his book ‘Twilight of a Great Civilization,’ Carl Henry observes: ‘Our generation is lost to the truth of God, to the reality of divine revelation, to the content of God’s will, to the power of his redemption, and to the authority of his word. For this loss it is paying dearly in a swift relapse to paganism. The savages are stirring again; you can hear them rumbling and rustling in the tempo of our times.’”

Whether we regain the spiritual soul of this country is secondary to the pressing need to have believers in Christ demonstrate the uncompromising light of a righteous life.

Matthew 5:16 — “Let your light so shine before men, that they may see your good works and glorify your father in heaven.”

To refocus our strategy to address the darkness of our day will take courage. It takes courage to stand for righteousness when you see you are outnumbered, rejected and isolated.

It takes courage to live right when so many high-profile people tell us we are wrong.

When Joshua was about to enter a hostile environment in the land of Canaan, God spoke to him in Joshua 1:7-9.

Joshua 1:8, 9 — “This book of the law shall not depart from your mouth, but you shall meditate in it day and night, that you may observe to do according to all that is written in it. For then you will make your way prosperous, and then you will have good success.

“Have I not commanded you?

Be strong and of good courage; do not be afraid, nor be dismayed, for the Lord your God is with you wherever you go.”

His courage was found in living according to God’s laws of righteousness with the guarantee of God’s presence and power.

Authentic Christianity has been planted in hostile environ-

PHOTO BY TAMMY SHRIVER

“Don’t thank me,” the Rev. John Vannoy of Grantsville tells home owner Juanita Hamilton after members of the American Baptist Men Disaster Relief team help clean her flood-stricken home on Bartrug Road during the early March flooding in the area. “The thanks go up there,” he said, gesturing toward heaven. Her son, Johnnie, stands in the background.

ments and thrived in the middle of opposition. The examples are many: • Abraham living among the Canaanites.

• Jesus came to an apostate Judaism and the corrupt Roman Empire.

• The New Testament Church was planted in wicked cities: Ephesus, Corinth and Rome.

We in Christian America have enjoyed 200 years of acceptance by our culture ... yet there are few places where the work of Christ exists and thrives in friendly climates. All biblical metaphors for the believing community suggest contrast and conflict: Light/Darkness Evil/Good Peace/Warfare We as believers here in America cling to the usual privilege of living with the support of our culture. Historical and modern times demonstrate that the church rarely thrives in cultures

that support our values of righteousness.

There is a call from God to courage and persistence. It takes time for the light of our personal righteousness to penetrate the darkness. We win in the end.

Praise the Lord!

Righteousness ends with God’s approval and reward.

Unrighteousness always ends with terrible consequences. Think about the outcome of godlessness.

Proverbs 14:12 — “There is a way that seems right to a man, but its end is the way of death.”

The more wicked the culture the more devastation, despair and death will be realized.

• AIDS and venereal disease • The value of life decreases • The breakdown of the family • Financial pressure • Addictions • Where pleasure abounds, happiness is an elusive dream • And business suffers, no work ethic

Godlessness equals devastating consequences.

Galatians 6:7-8 — “Do not be deceived, God is not mocked; for whatever a man sows, that he will also reap. For he who sows to his flesh will of the flesh reap corruption, but he who sows to the spirit will of the spirit reap everlasting life.”

(2 Timothy 3:1-9, Psalm 37:12) In contrast, courageous righteousness pays positive dividends.

(Psalm 1, 2 Timothy 3:10-17, 1 Peter 2:11-12) As we continue living in righteousness, the quality of our lives, families, finances and relationships become a more powerful statement than political power or legislated morality. The world will see how different we are and begin to desire what we have in Christ.

In Daniel 3, three young Hebrews committed themselves to undaunted righteousness ... it led to the fire. It also led to the king glorifying God and dismantling the darkness of idolatry.

Joseph in Egypt and Daniel in Babylon showed courageous persistence in righteousness that made profound statements for God in dark pagan cultures.

Matthew 5:16 — “Let your light so shine before men, that they may see your good works and glorify your father in heaven.”

The light Jesus referred to was authentic righteousness. We all have common agreement about the wrongness of homosexuality, abortion, drugs, violence and illicit sensual fulfillment. But where we have yielded to our culture is in these areas of success, prosperity and purpose of life.

• How we view people and handle our relationships • Our goals for peace and comfort • Our heart of compassion for

The Rev. Ray Crabtree Ray L. Crabtree has been lead pastor at Trinity Assembly of God for 37 years, currently serving with seven staff pastors. He serves within his denomination as an Executive Presbyter, which involves supervising 73 churches.

His vision for the church is that the members and adherents would be God’s love touching the people of North Central West Virginia.

He and his wife, Gladys, have been married for 46 years. They have two daughters and sons-in-law, Eric and Theresa Teets of Sarasota, Fla., and Michael and Janel Hawley of North Port, Fla., and three beautiful granddaughters, Arielle, Makayla and Lydia.

the lostness of the most aggressive supporters of evil in our society Will we allow the word of God to cleanse our minds and redefine these areas? (Psalm 11:1-7) Will we the church dare to challenge the deepening darkness with the light of pure biblical righteousness coming from the lives of our people?

Faith reminds us of our most priceless possession.

GRACE LUTHERAN CHURCH

110 CLARKSBURG STREET MANNINGTON, WV (304) 986-2957

FIRST BAPTIST CHURCH

300 Gaston Avenue Fairmont, West Virginia

Phone 366-4667 Rev. Matt Holbert Sunday Worship • 8:30 am & 11:00 am Sept. - May • 8:30 am & 10:00 am June - Aug. Sunday School All ages 9:40 am Sept.-May

Easter Sunrise Service..............................7:00 AM Easter Breakfast........................................7:45 AM Sunday School (All Ages)..........................9:30 AM Sunday Morning Worship.........................10:30 AM Wednesday Bible Study.............................6:30 PM Youth, Mens & Womens Ministries H.I.S. Food Miistries

MANNINGTON CHURCH OF CHRIST Handicapped Accessible

706 East Main Street • Phone 986-2924 Evangelist, Mike Reese

Services: Sunday Morning Bible Study.................9:00 a.m.

Sunday Morning Worship....................10:00 a.m.

Sunday Evening Children’s Bible Time..6:00 p.m.

Sunday Evening Worship......................6:00 p.m.

Wednesday Evening Bible Study...........7:00 p.m.

Live Internet Streaming of all services at www.manningtoncoc.com

Pastor, Greg Roth

Location: Take the East Fairmont Exit #139 off I-79 Turn Right onto Rt. 73 Take First left toward Mt. Sunday School 10:00 a.m.

Harmony Evangelistic Service 6:30 p.m.

Thursday 7:00 p.m.

Turn Left onto Viola Bible Study/Youth Road Turn Left into second Bishop L.C. (Chris) Gillespie, Sr., driveway Pastor

Call for a Home Bible Study

North Central W.Va. rich with opportunities in arts PAGE 4B

FRIDAY, MARCH 30, 2012

FAIRMONT — Opportunities to enjoy, learn about and participate in the arts abound in North Central West Virginia.

All year, locally produced and professionally produced events and exhibits can be found throughout the region, which has a rich heritage of music, art and theater. Our local colleges and universities and communitybased organizations value the arts and provide venues and opportunities for citizens and students.

Besides providing ways to explore our creativity, expression and talent, the arts play a significant role in building the economy.

Organizations such as the Convention & Visitors Bureau of Marion County, which has a new home along the Gateway Connector, help us promote the arts to attract tourists to our area.

According to a recent article in The State Journal, the tourism and hospitality industry has become the state’s second largest. A recent economic impact study conducted for the West Virginia Division of Tourism by Dean Runyan Associates of Portland, Ore., states that West Virginia generates $4.27 billion in travel spending. Tourist activity in Marion County generated $67.7 million in direct tourism spending.

No matter the season, arts patrons can find something to enjoy in our county and our region. Throughout the academic year, Fairmont State University and other area colleges and universities offer a wide variety of plays, musicals, art exhibits and concerts.

Colleges and universities have active theater programs that take advantage of West Virginians’ love of hearing a good story.

Each theater program has a different mission and, as a result, the offerings are varied. In each case, however, these programs are training students in the arts of the theater, from being on stage, being back stage and engaging in the promotion and business of theatrical produc-

TIMES WEST VIRGINIAN

Peter Lach Peter Lach, dean of the School of Fine Arts at Fairmont State University since 2002, holds Bachelor of Arts and Master of Arts degrees from DePauw University and a Master of Fine Arts degree from the University of Iowa.

PHOTO COURTESY OF FAIRMONT STATE UNIVERSITY

From the Collegiate Singers to the Guitar Ensemble and the African Drum Ensemble, the FSU Department of Music offers a wide variety of performances throughout the year. Admission to most concerts is free and open to the public.

tion. Audience support makes the experiences real. FSU’s Masquers theater group offers shows for audiences of all ages.

FSU’s Town and Gown

Players provide opportunities for the community to be part of a show, combining student and community talent. The annual summer production at Pricketts

Fort Amphitheater has become a tradition and is looked forward to as something in which the university and the community take pride, filling the

amphitheater to overflowing. A Town & Gown Youth Company production during the school year has featured local junior and high school students and a

summer production features youth of all ages.

Fairmont State has sponsored a visit from the American Shakespeare Center, which has performed for local school audiences, conducted workshops for students and the public and a minimum of three public performances of Shakespeare’s plays as well as other playwrights from the same era. WVU offers wonderful productions through its Creative Arts Center.

Of course, several local producing organizations are also active in North Central West Virginia.

North Central West Virginia is home to several galleries featuring art by local artists. These include the Appalachian Gallery, Morgantown Art Association, Monongalia Arts Center and Zenclay Gallery in Morgantown.

In addition, there are several festivals that feature arts and crafts.

FSU’s James Brooks Gallery in Wallman Hall, under the direction of Curator Marian Hollinger, features the work of local and regional artists.

For those who have difficulty getting to a campus to see art, SEE ARTS, PAGE 5B

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Arts

FRIDAY, MARCH 30, 2012 PAGE 5B

PHOTO COURTESY OF FAIRMONT STATE UNIVERSITY

The Academy for the Arts is dedicated to providing students with quality training and exposure to the arts. Leigh Ann Bolyard of Fairmont is one of the music instructors for the Academy.

CONTINUED FROM PAGE 4B

Fairmont State has a virtual gallery that can be accessed online. The gallery features current and past exhibits, a talk by the artist or docent and also lesson plans developed by FSU students and faculty that could be used by public school teachers.

To view the virtual gallery, visit www.fsugallery.com.

Throughout the year, various ensembles such as choirs, jazz bands and chamber groups perform regularly. The West Virginia Symphony Orchestra performs twice a year at FSU, and the Pittsburgh Symphony appears at West Virginia University.

Summer is ideal for outdoor concerts around Marion County.

Pricketts Fort State Park hosts concerts during the summer in its amphitheater. A new venue for live music is Heston Farm Winery and Pinchgut Hollow

Distillery. And don’t forget the Sagebrush Round-Up or the Johnnie Johnson Blues and Jazz Festival.

One of FSU’s strategic goals is to cultivate and strengthen the educational, economic and cultural well-being of our region.

For decades, FSU has provided opportunities for the campus and the community to learn about the arts together through its many Town & Gown theater productions and the former Community Music Program.

The School of Fine Arts is pleased to be able to grow and increase our offerings to add instruction for the community and young people in other areas of the arts. Our newly launched Academy for the Arts is dedicated to providing students with quality training and exposure to the arts. The academy uses FSU

facilities and highly qualified instructors drawn from FSU faculty and area teachers. The Academy for the Arts is integral to the university’s long-standing identification with its community.

The academy strives to help beginners appreciate and train in the arts, and also gives exceptional students a place to shine and find opportunities for advanced study.

This summer, week-long, halfday, non-residential courses are planned in the following areas: show choir, creative writing, studio art, acting for teens, beginning clogging (the basics of modern-day percussive dance), intermediate and advanced percussive dance, modern dance, folk dance and French. Summer offerings also include private music instruction on the main campus in Fairmont and at the Gaston

PHOTO COURTESY OF FAIRMONT STATE UNIVERSITY

The FSU production of “The Elephant Man” reached the finals in the Region 2 competition of the Kennedy Center/American College Theatre Festival in January 2012. Bruce McGlumphy of Burton, shown here in a scene from the play, was one of six FSU students nominated for the Irene Ryan Acting Award.

Caperton Center in Clarksburg.

To view a class calendar and schedule and pricing, visit http://www.fairmontstate.edu/sch ooloffinearts/academy-arts or contact Geoffrey Steele, assistant to the dean of fine arts, at 304367-4144 or gsteele1@fairmont state.edu.

The arts continue to enrich our lives, broaden our minds and boost our economy. Thank you for all that you do to support the arts in North Central West Virginia.

For more information about events of the School of Fine Arts, visit the Fine Arts Tatler: The Blog at http://fineartsfsu.word press.com or visit https://www. facebook.com/FSUfinearts. For the latest information on things to PHOTO COURTESY OF FAIRMONT STATE UNIVERSITY do in Marion County, visit the This image is from the collaborative installation art project, CVB of Marion County website “Reflections: Homage to Dunkard Creek,” that was on disat www.marioncvb.com. play at FSU in February 2012.

Folklife lies at heart of cultural heritage PAGE 6B

FRIDAY, MARCH 30, 2012

FAIRMONT — Originally the primary means of communicating and recording the beliefs of a people, storytelling informs, teaches and entertains.

Storytelling lies at the heart of cultural heritage, for it reflects the attitudes and traditions of the folk. The word folklore itself comes from “folk,” the people, and “lore,” knowledge. It is through the power of story that our personal culture is perpetuated.

The Frank and Jane Gabor West Virginia Folklife Center on the campus of Fairmont State University and Pierpont Community & Technical College is dedicated to the identification, preservation and perpetuation of our region’s rich cultural heritage, through academic studies, educational programs, festivals and performances, and publications.

Support of storytelling, the most natural of art forms, is one of the ways that the Folklife Center fulfills its mission. In fact, the 2010-11 double issue of Traditions: A Journal of West Virginia Folk Culture and Educational Awareness focuses on storytelling. Stories can be found in familiar and strange places — in the chatter of children at play and in school assignments, amid the dark shadows down hollows and deserted houses on country roads, in photographs at windows, in song lyrics and across the old Irish Sea to Ulster. From traditional mountain tellers to professional and local talkers, all embrace the power of the “oral word among us.” (Copies of the issue are available for sale at the Folklife Center by calling 304367-4403.)

The Folklife Center has been proud to support the Mountain State Storytelling Institute, held

TIMES WEST VIRGINIAN

PHOTO COURTESY OF FAIRMONT STATE UNIVERSITY

Noel W. Tenney, cultural specialist for the Folklife Center, works on a display about the coal industry on display in the new Great Room of Cultures at the Folklife Center.

on campus and organized by Dr. Francene Kirk of the School of Fine Arts. The 2011 institute focused on “Finding Story” in resources and personal experience and shaping those stories into “tellable” tales. Master teachers included Bil Lepp and Kate Long.

We also have hosted the West Virginia Storytelling Guild and honored that group in 2009 with The Traditions Salute Award.

The beginnings of the guild go back to a dark and stormy night in 1995 when a group of West Virginian storytellers gathered in Jaynes Hall on campus and decided to organize a support group for those who share the love of story.

When we think of storytelling, we tend to think of people who stand up in front of audiences, but we try not to narrow the term. Important storytelling happens within families and com-

munities. Oral history is a form of storytelling. Museum displays tell stories through their artifacts. Storytelling is a process to teach and to learn. Dr. Francene Kirk teaches our course, “Art of Storytelling in Theory and Practice.”

It’s fascinating to see what stories live among a people.

Many of our state’s first settlers were Anglo Celtic Germanic people whose culture was rich with stories. People moved into the area with industry and brought along their stories. The Great Room of Cultures on the second floor of the Folklife Center celebrates these roots, telling the story of “A People Upon the Land” through artifacts and exhibits.

In July, the Folklife Center is sponsoring a study and travel abroad program called Roads to Appalachia through Northern Ireland. We will concentrate on understanding the historical background of the early Lowland Scots to Ulster, whom we call the Scotch-Irish. It was this group that immigrated to the back country of Appalachia from the early to late 1700s. We will also study the conflict era of the 20th century in Northern Ireland, learning how the conflict arose and how reconciliation is coming about in recent times.

Conflict and struggle constantly perpetuate oral history, and our state was created out of PHOTO COURTESY OF FAIRMONT STATE UNIVERSITY the struggle of the Civil War. Complex and multilayered, The Frank and Jane Gabor West Virginia Folklife Center is West Virginia has a rich history located on the shared main campus of Fairmont State of stories and storytelling. In University and Pierpont Community & Technical College.

Dr. Judy Prozzillo Byers A native of M a r i o n County, Dr. Judy Prozzillo Byers is known for her work as a folklorist, workshop director, English education consultant and storyteller.

Byers is director of the Frank and Jane Gabor West Virginia Folklife Center on the campus of Fairmont State University and Pierpont Community & Technical College. At FSU, she is the Abelina Suarez Professor, senior level, folklore studies for the College of Liberal Arts.

Byers is executrix for the folklore estate of the late Dr. Ruth Ann Musick, an eminent collector of Appalachian folklore, and is the archivist for this vast collection, which includes the holdings of the West Virginia Folklore Society, housed at the Folklife Center.

Byers teaches “Introduction to Folk Studies,” “Folk Literature,” “Appalachian Literature and Film” and “Folklore Application.” She is coeditor of “Traditions: A Journal of West Virginia Folk Culture and Educational Awareness,” “Folk News” and “Hillchild,” publications of the Folklife Center, and has co-directed, along with Noel W. Tenney, four West Virginia Humanities Council Summer Seminars on Folklore for Teachers.

Byers earned her undergraduate degree from Fairmont State and her master and doctorate degrees from West Virginia University. She completed post-graduate studies at the International Folklore Institute, Indiana University, Bloomington, and observed educational drama throughout the British schools.

Her dissertation analyzed the folkloric-creative dramatics based approach to the teaching of language arts.

In 2000, she was named one of Fairmont State’s Alumni of Achievement for her work in developing folklore studies.

Byers taught in Marion County public schools for 13 years and was named West Virginia Teacher of the Year in 1977. She has been a guest instructor for various folk cultural courses. She was the recipient of the

Toastmaster’s International Recognition Award in Public Speaking and Storytelling in 1989.

Her chief research interest is West Virginia folklore. When she was a child, Musick began to collect the folktales of her family. Later, Byers studied with her at Fairmont State and with Dr. Patrick Gainer at WVU. In 1973 she worked with these folklorists to revive the West Virginia Folklore Society and became its treasurer and associate editor of the West Virginia Folklore Journal. Among her publications are “Folklore and Literature” in Mountain Heritage, ed. B.B. Maurer, and “Introductions” to Green Hills of Magic, ed. Ruth Ann Musick, as well as “The Greenbrier Ghost,” ed. Dennis Deitz and co-produced “The High Gate Story: WV Coal Estate,” preservation video. She has also contributed biographies about Ruth Ann Musick to the West Virginia Women’s Commission’s Missing Chapters: Part II, West Virginia Women; Comstock’s West Virginia Heritage Encyclopedia; and the new WVHC’s WV Encyclopedia; besides “Comparative Study of Missouri Folklore and WV Folklore” for Missouri Folklore.

Judy P. Byers, John H. Randolph and Noel W. Tenney co-authored “In the Mountain State: A West Virginia Folklore and Cultural Studies Curriculum” for the West Virginia Humanities Council. This educational tool was distributed statewide to West Virginia schools and libraries.

This team has also produced seven audio cassette recordings. For their heritage efforts The Hill Lorists were the recipients of the National Storytelling Association Southeastern Region Educational Award in 1998.

In August 2002, Byers received Fairmont State’s first named professorship when she was selected as the Abelina Suarez Professor of English. In February 2003, she was named Professor of the Year by the West Virginia Merit Foundation of West Virginia.

She serves as chair of the Assembly of Literature and Culture for the National Council of Teachers of English, on the Board of Directors for the Appalachian Studies Association and is affiliated with the Appalachian Teaching Project of the Appalachian Regional Commission (ARC).

Byers helped develop the student exchange program between the University of Calabria in Italy and FSU. She has been inducted into the Hall of Fame for the College of Human Resources and Education at West Virginia University.

fact, we can see West Virginia’s history emerge through the stories that grew out of the birth pains of industry, the isolation of our geography and the atmosphere created by this isolation.

Think of patchy mountain fog, lonely hilltops and deep valleys.

Our state’s environment sets the tone for many of the stories we have.

New and sudden changes in industry — from lumber to the railroad to coal — changed the face of the land and the lives of its people. Progress resulted, but also happiness and tragedy.

Because of these factors, many of West Virginia’s stories survived as supernatural legends told as a way to deal with tragedy. The most prominent type of these legends is ghost lore. Today, Dr. Ruth Ann Musick’s name is synonymous with the tales of West Virginia, and I believe she has inspired others to go out and find their stories. Today, as was her wish and our dream, her unpublished folklore estate is housed at the Folklife Center.

Dr. Musick, who taught English, math and folklore at Fairmont State for more than 20

PHOTO COURTESY OF FAIRMONT STATE UNIVERSITY

Bil Lepp is one of the storytellers featured at the Mountain State Storytelling Institute at Fairmont State.

years, was the primary female folklore scholar to preserve and perpetuate the cultural heritage of West Virginia, mainly through the recording of supernatural legends. She helped to revive the West Virginia Folklore Society in 1950 along with Dr. Walter Barnes of Fairmont State and Dr. Patrick Gainer of West Virginia University. From 1951 to 1967, Musick served as the editor of the society’s quarterly “West Virginia Folklore Journal,” which has evolved into “Traditions.” She also collected, researched and published four major folktale collections: “Ballads, Folk Songs, and Folk Tales from West Virginia;” “The Telltale Lilac Bush and Other West Virginia Ghost Tales;” “Green Hills of Magic, West Virginia Folktales from Europe;” and “Coffin Hollow

and Other Ghost Tales.”

In June, Dr. Francene Kirk will direct an operetta called “Mountain Mother Goose,” with music written by former FSU professor Dr. Alice Moerk, who based her work on Musick’s collection of children’s folklore.

My husband, Dr. George Byers, has written lyrics for some of the featured songs.

In my “Introduction to Folklore” and “Folk Literature” classes, I tell my students that we are all part of the story and we all have a story. Alex Haley, the Pulitzer Prize-winning author of “Roots,” once said that every time an older person dies, it is like a small library has burned. We have lost those stories.

You have to capture your own narrative. Every one of us is a storyteller.

LOCAL

BUSINESSES

LOCAL BUSINESSES

TIMES WEST VIRGINIAN

FRIDAY, MARCH 30, 2012 PAGE 1C

‘Spend a Day or Spend a Lifetime’ FAIRMONT — Nestled in the foothills of West Virginia, Tina Shaw Marion County is a beautiful and thriving community locatTina Shaw is a lifelong ed along the I-79 Corridor. resident of Marion County.

Known for its salt-of-theShe joined the Marion earth people, charming towns County Chamber of and rolling countryside, Marion County is made up of 10 small Commerce in 1998 as the towns and communities, all Director of Business with their own special story.

Development, after serving The center of a three-city as their chairwoman in 1997. region that boasts a population She moved into her current of more than 200,000, Marion position of president of the County offers the friendly chamber in August 2003. atmosphere and close commuShaw is a member of nity spirit of a small town Fairmont Rotary, president of the Marion County Boys & while embracing the exciteGirls Club, current president of the Marion County United ment of the area’s evolution Way, a member of the WVHTC Foundation Affiliate into a prosperous and vibrant Leadership Council, a member of the West Virginia 21st-century community.

Association of Chamber of Commerce’s Executives, a memAs the county embraces the ber of the American Association of University Women, and past, it is being fueled by the serves on the Boards of Seven Stories Theatre Co. and growing technology movement Fairmont General Hospital Foundation. that is providing well-paying She is a graduate of Fairmont State College. She and her jobs to local residents along husband reside in Fairmont and have four sons. with attracting new families to the area. Guided by federal, state and local partners, development opportunities continue to grow within the county that SUBMITTED PHOTO values integrity, innovation, Marion County recently celebrated the dedication of the Alan B. Mollohan Gateway hard work and mutual respect.

Connector. This new, four-lane highway leads traffic from Interstate 79 directly to downtown Not afraid of hard work, the Fairmont and then on to all parts of the county. people of Marion County hold themselves accountable for the success of the community.

Partnerships have been the key to attracting new businesses and residents. A community that works together to grow and promote itself is a community that stays on the cutting edge of progress.

Part of the success of Marion County has been a combination of quality education, quality housing, excellent health care, well-planned infrastructure, a variety of recreational activities and a safe environment.

Having all those in place has been a plus for the county and SUBMITTED PHOTO has given us the opportunity to Marion County is home to one of the stateʼs finest courtSUBMITTED PHOTO diversify the economy. houses. The Marion County Commission has continued As the county embraces the past, it is being fueled by the growing technology movement that is providing well-paying jobs to local residents along with attracting new families to the area, like FirstEnergyʼs new transmission headquarters at the I-79 Technology Park.

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PAGE 2C

FRIDAY, MARCH 30, 2012

TIMES WEST VIRGINIAN

SUBMITTED PHOTOS

Embracing the past while promoting the future is a recurrent theme in Marion County. Above left, the Technology and Engineering Building on the shared campus of Fairmont State University and Pierpont Community & Technical College is where students are learning hands-on, high-technology and engineering skill sets to prepare them for the ever-changing global marketplace. Above right is the Greater Fairmont Womenʼs Club, a historic structure that the nonprofit organization is working to renovate and revitalize.

Shaw

CONTINUED FROM PAGE 1C

Speaking of economy, the lifelong residents of Marion County have lived through many changes, watching the area go through many phases of development. Coal mining remains a staple in the region; however, a shift has occurred to technology- and servicebased industries. Both those sectors are a driving force that fuels Marion County and the opportunities in those fields grow each day. For that reason, health care and education are two key areas that residents of Marion County are seeing opportunities for the future.

With new opportunities comes the need for new education. Because we have the organizations and educational facilities that can train our workforce, new companies looking to relocate find Marion County very attractive.

Our government and community leaders have had much success blending past strengths and accomplishments as they plan for the future. In Marion County, we have become diligent in providing citizens with the best amenities and services that allow us to build on the quality of life.

I have always believed that supporting your community is like supporting your family.

The residents provide for their community, connect in their community, sacrifice for their community and in turn, the community supports them.

Marion County is unique because we believe in ourselves. Supporting each other has played a key role in developing Marion County as a 21stcentury community. Visitors, new residents and new businesses quickly learn that we continue to strengthen ourselves by supporting each other. Where we shop, where we eat and have fun is what makes Marion County home.

Investing in ourselves is the best way to make our money work for us.

For prospective businesses and residents, the Marion County Chamber of Commerce is the first stop. We provide an enormous amount of information and when meeting new visitors and residents, we have the opportunity to “sell” our community. And Marion County is an easy “sell.” We

encourage these prospects to drive around the county and see the new construction, a sign of growth; new infrastructure, a sign of growth; new schools, a sign of growth; and new parks/residential amenities, a sign of growth.

And if the measure of a good community is how well it takes care of its own, then Marion County ranks high on that one.

Our residents and businesses continually reach out to those in need through the many charitable organizations and agencies. A culture of giving is a staple in our community and can be attributed to the strength of our local churches, nonprofits and religious organizations.

There is a place for everyone to belong and get involved.

Marion County recently celebrated the dedication of the Alan B. Mollohan Gateway Connector. This new, four-lane highway leads traffic from Interstate 79 directly to downtown Fairmont and then on to all parts of the county.

Communities across the state would love to have this stateof-the-art highway with its specially designed traffic circles, walking and biking paths, covered bus stops and playground; however, it came to Marion County! It is truly our gateway into the community and visitors to the chamber are amazed at the ease of exiting Interstate 79 and coming into the county.

Because of Interstate 79, people who live and/or work in Marion County have access to major shopping centers, professional sporting events, numerous cultural events and major airports. And as we all know, today we live in a global society and these amenities are very important to new businesses and residents. In Marion County, we are fortunate that our national, state and local leadership had the foresight to plan for this type of infrastructure.

The future looks bright and as we welcome new residents and businesses into Marion County, we must also pay tribute to the hardworking citizens and the businesses that believed in this community and built it into a place that we can all be proud to call home and encourage visitors to come and “Spend a Day or Spend a Lifetime.”

SUBMITTED PHOTO

The high-technology sector of Marion County continues to grow with development of the I-79 High Technology Park.

The first building constructed there was the Alan B. Mollohan Innovation Building, which led to hundreds of millions of dollars worth of investment in the park by government and private entities.

TIMES WEST VIRGINIAN

FRIDAY, MARCH 30, 2012 PAGE 3C

Marion County is a great place to ‘play’ FAIRMONT — The Marion County Parks and Recreation Commission (MCPARC) was formed in 1977 with the mission of administering a system of public parks and recreation, promoting public interest in recreation and cooperating with other agencies to foster and promote recreational activities.

MCPARC has grown tremendously since inception to include 10 parks, 17 miles of rails to trails, a campground at Curtisville Lake, 12th Street Pool and the Poor Farm BMX Park. MCPARC continues to operate one of the most popular and well-attended pools in North Central West Virginia, the MCPARC Wave Pool, along with provided year-round programming for residents of all ages (see our website www.mcparc.com for program and facility information).

MCPARC works closely with a number of organizations to help foster and support youth athletics throughout the county.

MCPARC maintains one of the premiere Little League complexes in the state at the Mary Lou Retton Youth Park that is also home to youth football in the fall.

MCPARC also manages the “Just for Kids” Soccer Complex that has six fields available for the Marion County Youth Soccer Association. MCPARC also recently created and sponsored a senior softball league at East Marion Park that is expanding into its second season.

The rails to trails system in the county has seen steady use since construction. MCPARC has been able to secure state and federal funding to improve trailheads, pave the majority of trails and renovate the Meredith Tunnel that was constructed in 1917.

Since all of the upgrades to the trail system, MCPARC has seen an increase in not only trail-users but also in events and programming along the trails.

Parks and recreation is fun and enjoyable, but it goes beyond just fun. It is fundamental to the quality of life of people, communities and our society as a whole.

Tony Michalski

PHOTO BY DANNY SNYDER

You can look at any of the local playgrounds and see children engaging in a variety of play that benefits both their physical health and their developmental and sociological skills.

Joseph Lee, the father of the American playground movement, said, “Play for adults is recreation — the renewal of life; for children it is growth — the gaining of life.”

When one looks at the many parks, facilities and programs offered by MCPARC and sees adults on our trails and children coming together for athletics or on playgrounds, it is easy to see what Joseph Lee means by his quote. You can look at any of

our local playgrounds and see children engaging in a variety of play that benefits both their physical health and their developmental and sociological skills.

During an era of time when children and adults alike are constantly drawn to sedentary forms of entertainment with video games, social networking and 200 channels on TV, the importance of physical activity cannot be overlooked. For instance, an estimated 600,000

deaths annually in the United States from heart disease, diabetes and colon cancer could be prevented if one-half of the sedentary people would become physically active on a regular basis (Powell and Blair, In Press).

MCPARC facilities and programs offer an alternative to a computer screen or television and encourages young and old

alike to become physically active. Research indicates that physical fitness in children relates to development of a positive self-concept (Folson-Meek, 1991).

MCPARC strives to be one of the best recreation agencies in the state through expanding programming and the wide variety of facilities that we maintain.

MCPARC works every day to

Tony Michalski was born and raised in Marion County and graduated from Fairmont Senior High School. He obtained a Bachelor of Science degree from West Virginia University in parks and recreation administration with an emphasis on natural resources.

Michalski began his career as a park ranger in the Delaware State Park System and was hired as the assistant director of MCPARC in 2000. After serving for 12 years as the MCPARC assistant director he became the director on Jan. 1, 2012.

Michalski is active with the West Virginia Parks and Recreation Association and is currently a board member and conference chairperson for the WVRPA. Michalski is married to local attorney Holly Turkett-Michalski, and is a proud parent of a 14-yearold daughter and an almost 2-year-old son. provide, preserve and protect parks and open spaces to enhance the desirability of our county as well as contributing to the safety and health of our residents.

I would like to invite the public to stop by the new MCPARC office at 1000 Cole St. next to East Marion Park to learn more about what MCPARC has to offer.

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MCPARC maintains one of the premiere Little League complexes in the state at the Mary Lou Retton Youth Park that is also home to youth football in the fall.

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Joseph Lee, the father of the American playground movement, said, “Play for adults is recreation — the renewal of life; for children it is growth — the gaining of life.”

The Marion County Parks and Recreation Commission maintains two pools — the 12th Street Pool and the East Marion Wave Pool — for families to enjoy in the summer months.

PHOTO BY DANNY SNYDER

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Marion County is all about quality of life PAGE 4C

FRIDAY, MARCH 30, 2012

FAIRMONT â&#x20AC;&#x201D; Marion County is a great place to locate and open a new business. In todayâ&#x20AC;&#x2122;s wired world, it is possible more than ever to choose where you want to live instead of where you have to work.

Marion County is still that place where your kids can bike to the local ice cream shop and there are still family-owned businesses and restaurants with that hometown atmosphere.

One of the great things that has happened to Marion County in the past year was the opening of the Gateway Connector.

Providing an improved highway link between downtown Fairmont and Interstate 79, the Fairmont Gateway Connector is a multiphased economic development and transportation project that alleviates congestion while focusing on treasured community landmarks.

Green spaces, walking/bike paths and a unifying theme maximize the visual connection and provide a â&#x20AC;&#x153;gatewayâ&#x20AC;? leading into the economic center of Marion County from I-79.

Following that gateway and traveling south on I-79 will lead you to a vibrant, national technology organization driven by knowledge, excellence and innovation with West Virginia values and global capabilities.

The West Virginia High Tech Foundation has recently completed construction on its latest addition to the Technology Park.

It is a vision that offers an opportunity for West Virginians to have fulfilling and rewarding employment and for technology businesses, especially small businesses, to prosper, now and in the future.

To enable this new economy, the WVHTC Foundation will become known globally as one of the premier technology parks on the East Coast of the United States. It will become a key facilitator of a vibrant technology workforce that fuels the technology business growth of West Virginia well into the future.

From assisting the War on Terror with biometrics to under-

TIMES WEST VIRGINIAN

PHOTO BY TAMMY SHRIVER

County Commissioner Randy Elliott (from left), former Congressman Alan B. Mollohan and Commission President Butch Tennant share a moment during a recent event. Tennant says he is proud to have served as president of the county commission this past year, and along with the other commissioners is happy to report the area has experienced significant growth and also kept its core values.

standing our environment by using unmanned vehicles, the High Tech Consortium develops and sustains innovative systems that enable our government customers to execute complex missions to research, develop, test and evaluate new technologies.

As a high school student, you value your friends, and parting from those friends may be difficult to think about. The good news? In Marion County, you donâ&#x20AC;&#x2122;t have to leave those friends and family.

Fairmont State University and Pierpont Community & Technical College share a 120acre main campus in Fairmont.

They serve 7,450 students and provide students with the opportunity to find their future from more than 145 skill sets, certificates, associate degrees, bachelorâ&#x20AC;&#x2122;s degrees and graduate pro-

grams. There is no denying the fact that people who have a college degree are more valued and sought after in the job market compared to those who have just passed high school.

Although undeveloped at this point, Marion County can also be proud of Palatine Park. It provides a beautiful riverfront property situated along the east bank of the Monongahela River in the downtown area. This park provides the perfect place for peaceful walks and access to the river for boating and other water sports.

It is the home of the Three Rivers Festival, an event put together for the entire family starting in March with the Queen and Teen Queen pageants, and getting under way in May. When the festival begins it offers everything from re-enactments to bands to rides for kids

of all ages.

The park is also the home of Fourth of July celebrations with famous bands and musical entertainers.

You donâ&#x20AC;&#x2122;t have to go far to partake in other recreation opportunities in Marion County, including two pools. Wave-Tek is a fun pool that alternates between still water and waves about every 10 minutes. You can rent inflatable tubes and bring your own floats. Thereâ&#x20AC;&#x2122;s also the newly refurbished 12th Street Pool.

Poor Farm BMX Park offers an area for riders of all ages and skill levels to be able to ride their bicycles in a safe, familyoriented environment. Poor Farm BMX is the home track to many of the nationâ&#x20AC;&#x2122;s fastest BMX racers.

A great place for fishing is Curtisville Lake, which offers

695 acres of lush scenery.

Around the 30-acre lake there are hiking trails and picknicking.

A new ADA-accessible fishing pier has recently been added to the lake. The lake is periodically stocked by the Department of Natural Resources and the fishing is good. Activities include: non-motorized boating, hiking, biking, fishing and leisure activities.

Another great place recently acquired by the Marion County Commission is the Guyses Run Fishing Park near Colfax. The old Eastern Peabody Coal property has excellent fishing opportunities and unlimited recreational potential.

MCPARC, along with WVU and the Marion County Commission, is planning major infrastructure improvements to turn this naturally beautiful park into a top-of-the-line community fishing park.

Other recreational activities in Marion County can be found at Mary Lou Retton Park, rail trails, disk golf course and, for the animal lovers, Marion County offers the first dog park on a four-acre, off-leash area dedicated to the dogs and their owners for their enjoyment. The new park, called FIDOâ&#x20AC;&#x2122;s Backyard, features a doublegated entry, separate fenced-in areas for smaller dogs and larger dogs, benches, a wooded area and a nearby picnic area.

Pricketts Fort State Park is a nice attraction, as is Valley Falls. â&#x20AC;&#x153;Thereâ&#x20AC;&#x2122;s a lot riding on itâ&#x20AC;? in Marion County. Looking out for our seniors and other citizens, the Fairmont-Marion County Transit Authority prides itself on providing clean, safe and efficient service throughout Marion County. The agency has traveled more than 500,000 miles a year, which translates to about 1,600 miles a day.

I am proud of the role the Marion County Commission has played, and despite a bleak national economy the county has accomplished a lot this past year.

I am proud to have served as president of the county commis-

Burley â&#x20AC;&#x153;Butchâ&#x20AC;?

Tennant Burley â&#x20AC;&#x153;Butchâ&#x20AC;? Tennant is the president of the Marion County Commission. He is a graduate of East Fairmont High School and attended West Virginia University. He is a former member of the U.S. Army Reserves 201st Field Artillery unit. He is married to Jacqueline Tennant and has two children. He retired from Westinghouse/Philips Lighting. He was the recipient of the 1995 Pop Warner Volunteer of the Year award. He is the former vice president of the I.U.E. and is a member of the VFW No. 629. Before being elected to the commission, Tennant was a member of Fairmont City Council and was a member of the Marion County Parks and Recreation Board. He currently serves on the Governorâ&#x20AC;&#x2122;s Statewide Drug Prevention Taskforce.

sion this past year, and along with the other commissioners we are happy to report the area has experienced significant growth and also kept its core values.

We invite you for a visit, and even more so, to stay. Become part of Marion County. We have a tremendous amount of assets to offer you, your family and your business. This is truly that place youâ&#x20AC;&#x2122;ve heard about, where quality of life is everything.

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TIMES WEST VIRGINIAN

FRIDAY, MARCH 30, 2012 PAGE 5C

SATURDAY, MARCH 31, 2012 • WWW.TIMESWV.COM • 75¢

North Central West Virginia Energy & Industry High Technology Health Care Education & Workforce Living Here

Who’s Who

TIMES WEST VIRGINIAN

Educator of the Year Gregory Noone wears numerous hats.

First of all, he comes from a family that focuses on service. He’s an assistant professor of political science and law at Fairmont State University. He is director of Fairmont State’s National Security and Intelligence program. And he says he is thrilled to have been selected as the Times West Virginian’s Educator of the Year for 2012.

— Page 5A

Public Servant of the Year Kelley Moran is a dedicated police officer. He wanted to get into police administration for many years, and 21 years ago he joined the City of Fairmont police force. “I either wanted to be a police officer or have a career in the military,” he points out now.

He says he attended Fairmont State and became involved in the criminal justice program there. From that time on he was hooked.

— Page 4A

Senior of the Year Oce Smith, who has been writing for the Times West Virginian for more than 50 years, has been selected as the newspaper’s Senior Citizen of the Year. It’s an honor Smith deeply cherishes.

He serves in so many ways for so many people. For many he serves as a historian. For others he serves as a link with the past.

And for everyone, he serves as a friend.

— Page 7A

Volunteers of the Year Lynda Sago chairs the committee that hopes to bring about renovation to the entire East-West Stadium complex.

The committee already has purchased a new scoreboard, sandblasted the exterior of the stadium and renovated the restrooms.

That’s a good start. But the group is not finished. It has major plans if it can get the help that is needed.

— Page 3A

Youth of the Year Last summer a tragedy struck East Fairmont High School’s 2011 graduating class.

Jacob Bower, who was a firstyear student at the U.S. Military Academy at West Point, died during a summer training exercise. It was a tragedy that devastated the entire town. Bower had been an honor student at East Fairmont and a first-class athlete. No one could believe this had happened.

— Page 6A

Bonus Edition Vol. 112, No. 091-B

Ben and Jo Statler are Times West Virginian’s People of the Year

BY JOHN VEASEY TIMES WEST VIRGINIAN MORGANTOWN — Had Ben and Jo Statler been planning for any length of time to present the West Virginia University Engineering and Mineral Resources School a check for $34 million?

Was it something to which they had given a lot of thought?

The Statlers say it was probably all of the above.

And because of their generous gift to West Virginia University, the Statlers have each been named the Times West Virginian’s People of the Year.

Largest single gift At any rate, $34 million is the figure they came up with in January for the businessman, philanthropist and alumnus to pledge to the university. That’s the largest single gift commitment ever made to the university and to a college. The presentation was made at a special ceremony at the Erickson Alumni Center.

Eleven million dollars of the donation will qualify for a match from the state Research Trust Fund, making the total value of the naming gift $45 million.

“It wasn’t a spur-of-the-moment decision,” Ben Statler said when discussing the presentation that made the College of Engineering and Chemical Resource Center only the third college at WVU to be named after a benefactor. The school has been named the Benjamin M. Statler College of Engineering and Mineral Resources.

“As I told everyone,” Statler said, “when we did our initial pledge, we knew SUBMITTED PHOTO then we wanted to do something with the Ben and Jo Statler presented the West Virginia University Engineering and SEE STATLERS, PAGE 2A

Mineral Resources School a check for $34 million last year, making them the single-largest donor and the Times West Virginian People of the Year.

Consol, Brock are Business of the Year

BY JOHN VEASEY TIMES WEST VIRGINIAN MORGANTOWN — Jimmy Brock never dreamed he would wind up in the coal mining industry.

He grew up in the coal mining community of Middlesboro, Ky. Back then, in the 1970s, many men went straight to the mines, where the money was probably better than anywhere else.

Consol had a mine about 18 miles away — in Tackett Creek, Tenn. Brock was giving tennis lessons one summer and was asked if he would be interested in going to the mines. “I told her that perhaps next year I might.

So the next summer I came back and started working at Tackett Creek, Tenn.

“Then I worked the next summer as a summer student. Then I went on full time at the mine,” Brock said. “I was the only one in my immediate family to

PHOTO BY REBECCA DEVONO

“I consider myself a coal miner today,” said Jimmy Brock, chief operating officer for coal operations for Consol Energy. “Iʼve been underground three times this week.”

become a coal miner.”

In 2010, Jimmy Brock was named chief operating officer of coal for Consol Energy. And Brock and his company have been selected as the Business of the Year by the Times West Virginian.

A year with UMWA Brock went with the United Mine Workers of America for about a year. “I learned all sorts of valuable things,” he said. “There were lots of people in the town there if you were lucky enough to get a job there, which I was.

“I still go back to Middlesboro on occasion, as my parents live there,” he says.

“I worked at the Mathews mine from 1976. I started full time in 1979. I worked there until SEE BUSINESS, PAGE 3A

Statlers PAGE 2A

SATURDAY, MARCH 31, 2012

college of engineering. And we wanted to definitely do something with ‘Bonnie’s Bus.’ That’s the bus named in honor of Jo’s mother, Bonnie Wells Wilson, who died of breast cancer. A mammography machine is in the bus touring the roads of West Virginia. We wanted to do what we could to help the women of West Virginia. We’ve done more than 2,000 mammographies thus far.”

Statler says “we have also provided two endowed chairs at the cancer center — one for clinical work and one for research work.”

Contributions made The Statlers have also made some contributions through the WVU Alumni Center.

Statler says it was kind of vague, but they also supplied funding for the new scoreboards — the basketball scoreboard at the Coliseum and the football scoreboard at Milan Puskar Stadium.

“We wanted to make them available for both the WVU Coliseum and the football stadium with those ribbons around them.”

But he says there were a few people internally who didn’t want to do it then.

“John Beilein was the coach when we first started talking about it,” he said.

The Statlers wanted to do things that would help the university. “We just didn’t want to be doing something just to be doing something.”

Statler said “we kept insisting that they didn’t pare it down.”

“All those things you can look at, quantify and keep going forward.”

He acknowledged that “we’ve been studying this two or three years. ... We’ve worked through two or three presidents,” he said, referring to Mike Garrison, interim president Peter Magrath, and cur-

TIMES WEST VIRGINIAN

CONTINUED FROM PAGE 1A

rent WVU president Jim Clements.

Statler says he believes the WVU engineering school should be the premier engineering school in the country.

“With three professorships, we intend to go out and get world-class guys,” he stated.

“This could be very, very beneficial to the state, not just the university. It’s kind of focused on energy, but we’re not just doing it for energy.”

He says “it’s kind of independent from the university.

Many things we need solutions to involve more than just the university, or the engineering school or the law school.”

WVU PHOTO

Feeling of gratitude Ben and Jo Satler, who gave $34 million to West Virginia University, are applauded for their endowment at a recent event.

Statler says the gift has given them a feeling of gratitude.

“People ask us, ‘Did you ever think you would be doing something like this?’ I say, ‘No, who would?’”

He enjoys telling that he and Jo met at the Camp Muffley 4H Camp between Morgantown and Fairmont. “We were going steady at 14,” he says. “We met at junior high. We got married at 18. Our first home was at the Andy Morrison Trailer Shop atop Stewart Street in Morgantown. We were as proud of that home as any of our three homes now.”

Statlers praised Clements praised the Statlers.

“This is an extraordinary gift from extraordinary people,” Clements said. “Ben and Jo Statler’s ties to WVU go back to their childhoods when they met in 4-H and through their many gifts, these ties will go on forever.

“From health care to athletics to academics, the Statlers have been extremely generous in helping WVU help others.

“The College of Engineering and Mineral Resources is already outstanding on many fronts and this gift will truly

Experienced & Qualified • Marion County Chief Circuit Court Judge - January 2012 • Marion County Circuit Court Judge August 2011. Appointed by Governor Tomblin and recommended by the Judicial Review Commission as one of five finalists from a group of nine applicants.

• Chairperson, WV State Bar Commission Judicial Independence 2010-2011.

• Mediator (1987-2011). Mediated over 2000 cases.

• Arbitrator (2005-2011. The American Arbitration Association.

• Hearing Officer, West Virginia Department of education (1989-2000).

• Hearing Examiner for West Virginia Ethics Commission, 2009.

• Hearing Examiner, Pro Tempore, West Virginia Department of Human Rights (1990).

• Founding Partner - Manchin & Aloi, 19832011, Fairmont, WV

WVU PHOTO

The College of Engineering and Chemical Resource Center is only the third college at West Virginia University to be named after a benefactor. The school has been named the Benjamin M. Statler College of Engineering and Mineral Resources.

take the college to the next level and benefit the students, faculty and staff in countless ways. On behalf of a very grateful university community, I extend our heartfelt thanks to

Ben and Jo Statler for their incredible support of excellence in our academic mission.”

Clements said that “as we celebrate the 150th anniversary

Respected & Honored • President, WV State Bar (2002 - 2003).

First and only lawyer in Marion County to serve as President since Hershel Rose served in 1968 - 1969.

• President, Association for Conflict Resolution (2009-2010). A National/ International Association of Professionals in Conflict Resolution.

• President, Marion County Bar (1996-1997).

• AV Rated, Martindale Hubbel - Only 5% of the lawyers in Marion County have this rating.

• American College of Civil Trial Mediators Only lawyer in West Virginia to be a member.

• Selected to The Best Lawyers of America and Super Lawyers of America • West Virginia State Bar Certificate of Merit (2008).

• 2001 Member of the Year - West Virginia Association of Justice.

• 1997, Pro Bono Attorney of the Year, WVU College of Law, Appalachian Center for Law and Public Service.

• WVU College of Law. Only member of his class to receive both “Order of the Coif” (top 10%) of class) and “Order of the Barristers” (Outstanding Advocate).

of the land-grant university, this gift will help us to fulfill our land-grant promise of changing lives through education and changing the world through innovation.”

The gift includes funds for the new advanced engineering research facility to be built on the Evansdale campus.

Email John Veasey at jcveasey@timeswv.com.

Community Leader • Past President of the United Way of Marion County.

• Past President of South Fairmont Rotary and Charter Member.

• Past President of Family Service of Marion and Harrison County.

• Past President of Action Marion and Leadership Marion Graduate.

• Co-Chairperson, with Dixie Yann, of the Marion County Needs Assessment 1990.

• Den Master, Pack 32, Boy Scouts of America (1993-1997).

• Vice-Chairperson of Board of Directors, North Central West Virginia OIC (Opportunities Industrialization Center), 1990-1994.

East-West Stadium Committee Volunteers of the Year TIMES WEST VIRGINIAN

BY JOHN VEASEY TIMES WEST VIRGINIAN

FAIRMONT — Lynda Sago chairs the committee that hopes to bring about renovation to the entire East-West Stadium complex.

The committee already has purchased a new scoreboard, sand-blasted the exterior of the stadium and renovated the restrooms. That’s a good start.

But the group is not finished.

It has major plans if it can get the help that is needed.

Dr. John Leon has been perhaps the No. 1 person on the hardworking committee.

“Dr. Leon is a dedicated volunteer whose commitment to making a difference in the lives of children and teens throughout Marion County is to be commended,” Sago says. “He represents the true meaning of the volunteer spirit ... I am most impressed with his strong work ethic, problem-solving abilities and logic he brings to the committee’s quest.

“John is about our community spirit, teamwork and a commitment to honor the past and imagine the future at East-West Stadium,” Sago said.

“Dr. Leon's willingness to cooperate and help others is a true example of what it means to volunteer ... to change Marion County to make it a better place for both young and old.”

The new high-tech scoreboard will be used for all sports at the stadium and Sago, Leon, Andy Neptune and Nancy Bickerstaff, for their volunteer efforts in the project, have been honored as the Times West Virginian’s Volunteers of the Year.

Committee selected carefully Sago admits she carefully selected her committee after receiving names of key community leaders.

“We tried to bring in some community members,” she says.

A valuable recommendation was from Fairmont Senior High School principal Chad Norman, who suggested Dr. Leon and Bickerstaff.

“Dr. Leon was instrumental in the scoreboard project. How much pride he takes in the community and the spirit in which he attacks problems and his commitment to the students and to the community — you can tell when someone has passion about the work they do because that passion certainly comes true. He does set an example.

“True volunteers are doers ...

John really thought outside the box.

“He and Andy Neptune actually formed a sub-committee.

John and Andy were indeed the driving factor behind the scoreboard. John certainly meshed the business world and Andy the education arena with his savviness.

“When the committee brought up the fact they would like to explore the scoreboard project we approached Andy Neptune to see if he would chair the sub-committee.”

From that point forward, Leon and Neptune started meeting.

“John worked with the businesses. He and others put together a packet for businesses,” Sago said. “He led the sales team, contacting businesses.

And in the end, John Leone almost single-handedly made things happen.”

‘Our big idea’ Sago, Leon and Co. have a big idea they hope to pull off.

“We’re trying to get what we call a transformational gift — a million dollars,” Leon said.

“We would love to have a company to donate this for naming rights. ... It would be something like ABC Field at East-West Stadium.”

He said two major things need to be done — the stands and the seating. “We would like to take out all the existing bleachers ... put a new surface down. That turf is near the end of its life.”

Leon said “it’s exceeding the projected life of the turf.”

“We have more than 180 events there each year. We really are trying to do that. ... We want to get people like the Statlers, who gave all that money to the WVU Engineering School, to give to their local high school and the university.

SATURDAY, MARCH 31, 2012 PAGE 3A

knew the local folks would bring it in a lot quicker than someone in California,” he said.

“He got us in touch with a company called Watch Fire.

They came in, gave us a big presentation. We put that in the far corner of the stadium at first. Once we established that, we started looking at prices of what could be attainable, what could be very nice to have ... the ultimate we could push this project.

“I remember the John Marshall people telling me how they were running the cameras.

Theirs was so close to the highway. I learned you couldn’t put them close to the highways.

“We were going to be able to use Fairmont Senior High School students and East Fairmont High School students in the broadcasting part. It PHOTO BY DANNY SNYDER would be more than just the Marion Countyʼs leading volunteers are shown above. From left are Dr. John Leon, Lynda Sago, Nancy Bickerstaff, Andy time ticking off and a buzzer sounding at the end of each Neptune, Gary Price and Frank Moore. quarter.

“People are going to higher “The students were very education now with some of enthused to be working with the their gifts and overlooking high project. Both principals — Mr. schools,” Leon said. She said Norman and Mr. Nuzum — the transformational gift will be were very excited as well.” huge.

“To replace the bleachers and Expensive project replace and repair all the conNeptune called it a pretty crete work comes with a pretty expensive project. hefty price tag,” Sago said.

“Initially we were thinking of “We’re trying to break it down where to put the scoreboard. into smaller chunks. Basically Those pillars were so heavy and it’s going to cost close to $1 so long they had to do core million to do all the work in drilling. We learned if they had that stadium. to remove the old scoreboard, it “If we don’t get a million would have affected the strucdollar gift, we could break it ture of the rock wall that goes down to four gifts at $250,000 a around the stadium.” year.”

He said the committee’s goal Sago says “if we get our corwas to get it up before the last porate sponsor, the million game “but we ran into some would cover total replacement weather and it kept pushing it of the seats. ... Everything back.” we’ve done to this point has “But J.D. Signs did some been through grants and donareally serious work. So we tions.” started targeting the East-West She says Gary Price, who “We were a little bit upset invest over a period of time. place to go. But when we first game to have it ready.” was named to the committee about the timing initially. It was That’s how we found it to be starting talking signs, we were And the new scoreboard was before he was superintendent of such a big project.” talking about the signs like they in place for the final game of successful.” schools, has great people skills.

Leon was pleased that stuNeptune had a previous part- have up near Muriale’s. the football season.

“He’s a people person, and that dents were involved with the nership with J.D. Signs at North “I figured if we could bring Email John Veasey at is good on a project of this scoreboard operation.

Marion. “I knew that was the J.D. (J.D. Wyatt) in on this we jcveasey@timeswv.com. magnitude,” Sago says.

“They worked with the software. It is really good experiPlans begin ence for those kids,” he said.

Leon said the meetings startThe group wanted it to be a ed last January. student-driven activity so each “That’s when we formed an school chose three to four stuEast-West Stadium renovation dents from their journalism procommittee,” Leon said. “I was duction classes. Those students working on some grants. I start- dubbed themselves the Easted last January. The board of West Stadium production crew. education got involved. Lynda Was funding hard to get?

Sago was appointed to head our “Four years or so ago, I committee. Nancy Bickerstaff wrote a grant to the Bowers and I were named the commu- Trust to resurface the track,” nity members of the committee. Leon said. “I did it again and “Frank Moore was named. we used that for renovation of So was Gary Price, and this was the restrooms. I wrote a grant prior to him being named the next year for money to superintendent. We were look- clean the exterior of the stadiing at ways to renovate the um. I had hoped to sand-blast it. entire stadium.”

We got a firm out of Pittsburgh Leon said he had thought it who basically agreed to do half would be neat to get a digital of it. scoreboard.

“Then I talked to Gary Price “That didn’t work out,” he about it, and we ended up doing said. “But we got J.D. Signs the entire stadium.” involved. They brought in He said that in addition to the information about a company scoreboard, Bickerstaff spearthat makes these scoreboards. headed the renovation of the That’s when we got Andy press boxes, the restrooms and Neptune involved. He had the concession stands. worked with J.D. Signs.”

Price gets involved “They worked up a drawing Neptune explained that Gary of it,” Neptune said.

“We put the plans together ... Price came over to his office to we had people assigned to discuss the project. “I had been sales. In 4-6 weeks, we ended in charge of the scoreboard up getting the sponsors we project at Husky Field for needed.

North Marion,” he explained.

“The initial estimate was They were looking at ideas of $200,000.” how to organize a committee to Leon said he asked for get folks involved to put a new $20,000 over five years. “Then scoreboard in.

“We were structuring a team we took them to the bank and got backing. We’re not using together,” Neptune said. “It was amazing. From start to finish, it any public money.”

Leon added that there are 12 took us probably less than six sponsors and “we have room months. We probably got startfor three more. With the extra ed near the end of the last money, we’ll use that for addi- school year. We started moving tional renovations at the stadi- pretty fast when school started in the fall.” um.”

He said those meetings also Sponsors include Dick Moore Insurance, MVB Bank, included Sago. “We started Joe’s Cars — I-79 Honda structuring the committee. We Mazda, First Exchange Bank, all got together. We decided to Wilson Ford, Craig Hatfield, start looking at how we did it at DDS, Fairmont State North Marion.”

Neptune says “the way I did University, Edward Jones, The Landing Dental Spa, Dan Cava, it at North Marion, I got a comFairmont Federal Credit Union mittee together that could raise some money. I learned that you and Dr. John Leon, M.D. just didn’t go up to people and ask for $10,000.”

Debut ‘a great night’ Neptune said “when we startLeon said the annual EastWest game was “a great night” ed the North Marion project, I for demonstrating the new figured we would get $5,000 scoreboard, adding that it was from this committee and that exciting to see the replays on committee. We learned that people wanted a chance to the board.

Kelley Moran is Public Servant of the Year PAGE 4A

SATURDAY, MARCH 31, 2012

BY JOHN VEASEY TIMES WEST VIRGINIAN

FAIRMONT — Kelley Moran is a dedicated police officer.

He wanted to get into police administration for many years, and 21 years ago he joined the City of Fairmont police force.

“I either wanted to be a police officer or have a career in the military,” he points out now.

He says he attended Fairmont State and became involved in the criminal justice program there. From that time on he was hooked.

“It was a way for me to stay in the area and do the type of work I wanted to do,” he says.

Kelley Moran, a dedicated police chief, is the Times West Virginian’s Public Servant of the Year.

A PB graduate “I graduated from Philip Barbour,” he says. “My dad was a postal service worker.

Before Philip Barbour, I was at Anne Arundle County, Md. “I attended East Park School and Miller Junior High here in Fairmont. I was born here. I’ve been here my whole life except when I was in Philippi, Martinsburg and Maryland,” he points out.

Moran has 34 men in the Fairmont Police Department under him.

“We are budgeted for 36,” he says. “We currently have 34 and we’re in the process or hiring two more police officers.”

He said people stay on “for 20-something years or leave after one year. It has been a challenge keeping qualified candidates.”

“I have one who might be 50 years old. My youngest is 23.”

Moran said the key to being a good police officer is having the ability to communicate with others and get along with others.

“You either help the police department or you want a police officer who will be kind,

TIMES WEST VIRGINIAN

courteous and polite in their dealings with the public,” he added.

But has the drug task force outlived its usefulness?

“They are just as busy as ever,” Moran replied.

Multiple problems It sometimes seems that Fairmont has more crime than neighboring cities Morgantown and Clarksburg. But does it?

“Prior to having Project Safe Neighborhood,” Moran says, “it seems like we had multiple problems here on a daily basis.

But following the arrests by the drug task force and the Neighborhood Watch, it seems the people who were causing many of the problems have left.

“I’d like to develop a program where we could keep these kids from being involved in criminal activity later in life.”

Moran said Fairmont’s biggest crime is nighttime burglary and drug sales.

“They are stealing whatever they can get,” he said.

“Prescription drug theft is very common. It continues to get worse every year. Most people have unused or leftover pharmaceutical drugs in their house. Over the past year, we’ve done four drug turn-ins.

Each time we’ve had one of these, we’ve turned in more than 100 pounds of pills. Every single time. The next one will be April 28.

“If they can’t find prescription medications, they’ll steal a purse on the way out the door.”

Moran says that “if you don’t know somebody, don’t let them in the door.”

Root of problem “Drugs and alcohol are involved in a large number of the crimes we investigate in the Fairmont Police Department,” Moran says. “It was really bad a couple of years ago. But the calls for service have gone down. And we’ve increased our drug unit. They’ve made more arrests in the past two years.”

Moran says Fairmont has one K-9 unit — a drug dog — “and we are taking on a second this year.”

Marion relatively safe He described Fairmont and Marion County as being “a relatively safe community.”

“Yes, we have crime that is similar to any other city, based on our population. It’s about average nationwide.”

Moran says the Erin Keener death probably ranks as the most challenging he has coped with over the years.

“It probably would not have been a crime if the car had remained on the scene,” he said. “It became a crime when it left the scene.”

He was speaking of the young woman who, after walking out of an East Fairmont lounge, was struck and killed by a car that has never been located.

“You feel like you have the information and the evidence, but you just don’t have enough for a conviction.”

PHOTO BY DANNY SNYDER

Kelley Moran, a dedicated police chief, is the Times West Virginianʼs Public Servant of the Year.

“They are excellent at sniffing out the drugs,” he said.

Moran also described how effective the drug task force has been.

“I was on it for seven or eight years in the ’90s. We’ve arrested a lot of people. We put a lot of people in jail for a large amount of time. It decreases

your crime overall. These individuals are not just involved in selling drugs but also acts of violence, theft-related crimes, gun-related crimes.”

Thankful for support Moran has three children — Hayden, 11; Emily, 8; and Noah, 4.

“I’d like to thank the men and women of the police department, and I’d like to give special recognition to a couple of officers — Lt. Steve Shine for his work in the detective division the past two years, and Sgt. Doug Yost for his work with the drug task force, and Cpl. Donnie Neal for his work with the Marion County school system and the DARE program, and Sgt. John Murphy for his administrative work with the police department.

“I’d also like to thank the community for the support they have provided the police department,” the chief said.

“They have been our eyes and ears, and without them we would not be able to solve crimes.”

Email John Veasey at jcveasey@timeswv.com.

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In 2010, Jimmy Brock was named chief operating officer of coal for Consol Energy. And Brock and his company have been selected as the Business of the Year by the Times West Virginian.

about 1989. I came out of the ranks there. I was the section foreman. Then a shift foreman.

Then I left the Mathews mine and went to our Buckhannon mine in 1990 as a shift foreman.”

Brock went to Island Creek in 1995, where he was a longwall coordinator.

“Then I went back to Kentucky as a general mine foreman at the Mill Creek operations. I was there about a year.

This was probably 1996 or ’97,” he recalled.

“Then I came to the Humphrey mine in Monongalia County. I was brought up to run the continuous miners.”

CONTINUED FROM PAGE 1A

“I think it was in the year 2000. I went to the Dilworth mine in Pennsylvania in 2003,” he continued with a lengthy resume. “From there I went back to the Robinson Run mine as superintendent and stayed until 2005.”

That’s when Brock received a promotion.

“I was promoted to vice president of the Northern West Virginia Coal Mines,” he says.

“That’s all the mines in this area.

“Then I was promoted to senior vice president of Northern Appalachian Coal. That’s northern West Virginia, the Ohio Valley and eastern coal mines in Utah. I didn’t go there. But I Still an underground miner was responsible for it.”

Brock was asked when he left Then he was promoted to underground mining. chief operating officer of coal in “I consider myself a coal 2010. miner today,” Brock answered.

“I’ve been underground three Helps worthy projects times this week.”

Brock, who has resided in When did Brock go into Morgantown since 1998, gives administration? much of his time to worthy proj“I was at the Humphrey mine ects in his area. in 1999,” he said. “I was pro“I give time to universities,” moted to superintendent of that he said. “Last week I spoke to a mine. And then I went to the group of professors and graduate Robinson Run mine. students on coal safety declassi-

fication. We do that when my schedule’s open.”

He said Consol is involved in West Virginia Public Theatre.

“Personally I take a great interest in communities in which we work, where values are taught and lessons are learned.

They provide great structure for future employees.”

Brock sees coal having a definite future in the nation.

“If we want to continue our present standard of living,” he says, “coal will always be a natural. There will be other fuel services come about. But I believe coal and natural gas will always be the fuel services for the foreseeable future. They are the key indicators for economic growth.

“We try to have a balance and share it with the communities where we operate,” he said.

“And I’ll never apologize to anyone for working in the coal industry. I think people take it for granted and don’t understand the vital role that coal plays to provide them the standard of living they are used to.”

Email John Veasey at jcveasey@timeswv.com.

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TIMES WEST VIRGINIAN

SATURDAY, MARCH 31, 2012 PAGE 5A

Greg Noone is TWV Educator of the Year

BY JOHN VEASEY TIMES WEST VIRGINIAN FAIRMONT — Gregory Noone wears numerous hats.

First of all, he comes from a family that focuses on service.

He’s an assistant professor of political science and law at Fairmont State University. He is director of Fairmont State’s National Security and Intelligence program.

And he says he is honored to have been selected as the Times West Virginian’s Educator of the Year for 2012.

“I am thrilled. This means a lot to me, especially coming from Marion County,” he said.

“Marion County really does value education.”

Visits Ivory Coast Normally, when one calls a local educator, that educator can get back to you in a day or two.

Noone was traveling on the Ivory Coast when he was contacted by telephone. In reality he was in Côte d’Ivoire, which is a country in West Africa. While few Americans are that familiar with it, Côte d’Ivoire is a fairly large country with an estimated 20 million inhabitants.

Noone was still attempting to shake a bad cold he picked up in Côte d’Ivoire.

“Usually when I go a week without showering, I call it camping,” he says. “We’re very fortunate to have been born in America. If I were a king I would make every American have to go and live somewhere else for six weeks (so they would appreciate America more).”

In addition to his law degree, Noone holds a master’s degree in international relations and a doctorate in political science and international relations.

Finishing book He is currently working on a book.

“I’m finishing a draft on a textbook a colleague and I are doing. It is my first textbook.

I’ve done dozens of articles but

SUBMITTED PHOTO

PHOTO BY DANNY SNYDER

Fairmont State Universityʼs Dr. Greg Noone wears a lot of hats, from being the coach of the universityʼs rugby team to teaching political science classes and serving in the Navy Reserves. Now, Noone has been named Times West Virginianʼs Educator of the Year.

it’s my first textbook. It’s on the law of war.”

Noone and his wife, Diana, both teach at Fairmont State.

“We actually share an office,” he says. His wife joined the faculty in 2004 and he came aboard in 2007.

The Noones have three children — Eleanor, Virginia and Gregory.

Noone says his classes usually fill up fairly quickly.

“We have such wonderful students here at Fairmont State. I really like the kids we have here.”

Dr. Noone says he travels a lot with his job.

“In my capacity in the Navy as a Navy JAG and some of the work I do in public international

law and policy, we’re involved in war crimes and peace negotiations and things like that,” he said.

Another honor Noone was selected as Fairmont State’s representative for Professor of the Year — an honor for whom the winner has yet to be announced.

“Fairmont State University is incredibly proud that Gregory Noone has been selected as one of the five finalists for West Virginia’s 2011 Professor of the Year,” Interim President Maria Rose said. “It is an honor to have a Fairmont State faculty member selected from such a distinguished pool of nominees.”

Noone is a native of

Brockton, Mass., and he entered the Navy after graduating from college. He has been a member of the U.S. Navy for more than 20 years. Today he is better known as Capt. Noone and is the commanding officer of the Naval Reserve International and Operational Law Unit.

And talk about traveling.

Noone has been in 75 countries, helping developing democracies form their laws.

“I was ready to be a lawyer,” Noone says about his days following law school. “I didn’t want to carry someone else’s briefcase. I wanted to get into court right away, which I did.”

Noone remained on active duty with the Navy for more than 10 years.

Greg Noone is pictured above in Cuba. “In my capacity in the Navy as a Navy JAG and some of the work I do in public international law and policy, weʼre involved in war crimes and peace negotiations and things like that,” he said.

DIILS keeps him busy It is his work with the Defense Institute of International Legal Studies that has taken Noone all over the world.

The unit goes to developing democracies to help them establish their laws. He’s worked in Rwanda helping to train the 39 prosecutors who survived that country’s genocide, and he’s worked with the post-Taliban government in Afghanistan, helping to form that country’s constitution.

Noone has been to Africa several times, including the Sudan, and more recently the Congo.

The DIILS unit assembles a team to work with developing countries on the kinds of help each country needs. One country may need help with human rights laws and another may be

focusing on political corruption laws.

Noone notes that while the group brings their expertise, it is also diplomatic. And when the team leaves the country, the people it helped don’t just have information, but also have a face, a connection, with the American military.

And Noone isn’t just a Navy lawyer. He’s a Navy fan.

“The Navy has given me everything,” he says. “If you had asked me 20 years ago if I’d have a Ph.D. in international relations, or if I’d been to 75 countries, there is no way the answer would have been yes. ...

From my friends to my wife to my experiences, it’s all driven by the Navy. I have no complaints.”

Email John Veasey at jcveasey@timeswv.com.

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SATURDAY, MARCH 31, 2012

TIMES WEST VIRGINIAN

Brown, Gorman Youth of the Year for Bower Power Campaign

BY JOHN VEASEY TIMES WEST VIRGINIAN

FAIRMONT — Last summer a tragedy struck East Fairmont High School’s 2011 graduating class.

Jacob Bower, who was a first-year student at the U.S. Military Academy at West Point, died during a summer training exercise. It was a tragedy that devastated the entire town. Bower had been an honor student at East Fairmont and a first-class athlete. No one could believe this had happened.

The students at East Fairmont wanted to do something — anything — as a tribute to Jacob Bower. But what to do was the problem.

Two students — Mollee Brown and Evan Gorman — emerged and came up with the idea that caught on. And how it caught on!

Everyone must remember that this was summertime. Kids were not in school. They were working and on vacation and doing the things high school students do in the summer months.

Because of their dedicated efforts, Mollee Brown and Evan Gorman and PHOTO BY TAMMY SHRIVER the Bower Power Campaign have been Mollee Brown and Evan Gorman started the T-shirt project in memory of the selected as the Youth of the Year in late West Point cadet Jacob Bower. The students sold around $8,000 worth Marion County by the Times West of shirts.

Virginian.

a couple of football games we sold shirts.”

They noted that Bower’s grandparents helped out and his parents, Dean and Ginger, came by also. “We ended up selling around 2,500 shirts,” Gorman said. “We made around $8,000. We did not expect that.”

Brown mentioned two highlights of the T-shirt sale that impressed her.

“I had several parents of students at West Point want to buy them,” she said.

“We sold to cadets’ families at West Point and people who used to live in Fairmont. We sold them to people living in 24 states.”

She said at the first football game, the team retired his number. “And we gave the check (for the shirts) to Dean and Ginger,” said Brown, who plans to attend Marietta College in Ohio.

Shocked at turnout How many shirts did Gorman believe they could sell?

“I honestly didn’t know,” he said. “I thought we could sell some in the community. But things just grew ... I never thought it would grow to the figure it did.”

He said students could apply for the Jacob Bower scholarship for which the money is being used. “It’s for graduating seniors,” Gorman said. eration above that did a plaque. We were when he heard of Bower’s passing.

He admitted he was shocked at the Thinking what to do “Mollee called me. We got together. We number of people who came out for the “The oldest generation and my parents trying to decide what we could do.”

Gorman remembered his thoughts both wanted to do something to honor candlelight ceremony at East-West did the flowers,” Brown said. “The genJake.”

Stadium a couple of nights after Bower’s “We were talking about ways to get death. the community involved,” Brown said.

“That just shocked me,” he said. “The “Jacob’s parents decided right away they entire community seemed to be brought would like to do a scholarship. One of us together. I was really surprised how came up with the idea of making Tclose we all came together. If more peoshirts. We decided that we were going to ple had come to us, we probably would make the T-shirts ... and use a quote that have ordered and sold even more of the Jacob used in his graduation speech. We shirts.” did the shirts in West Point colors — black and gold — and we used his footStudents get along ball number, 88, on them.”

Principal David Nuzum said the teens Gorman said they went to Winner’s had parents and grandparents helping Choice and came up with the design. them.

“We got the design for the front but “I think they were taken aback by the couldn’t decide about the back,” he said. response of the community. It certainly “Then we came to the school and has transcended with the community. announced that students could sign up And we see these shirts at all three high for the shirts there. I think we received schools.”

1,000 orders the first day. We had two Nuzum said “this shows you how the sign-up days after that. We were orderstudents at all three schools really get ing as many shirts as we had the money along and take care of one another.” for and we were taking orders for more.”

He added that “the Husky family of North Marion’s student body presented Shirt sale continues us with a check for $2,000 for the Bower “This was at the beginning of Scholarship.”

PHOTO BY TAMMY SHRIVER A bagpiper plays during the funeral of fallen West Point Cadet Jacob August,” Brown said. “The last day we Email John Veasey at Bower, who died in late July during a training exercise. sold shirts was in September, and then at jcveasey@timeswv.com.

Oce Smith is Senior Citizen of the Year TIMES WEST VIRGINIAN

SATURDAY, MARCH 31, 2012 PAGE 7A

BY JOHN VEASEY TIMES WEST VIRGINIAN

FAIRMONT — Oce Smith, who has been writing for the Times West Virginian for more than 50 years, has been selected as the newspaper’s Senior Citizen of the Year.

It’s an honor Smith deeply cherishes.

He serves in so many ways for so many people. For many he serves as a historian. For others he serves as a link with the past.

And for everyone, he serves as a friend.

And he does all of this after suffering an aneurysm back in 2009. That aneurysm has him in the Arbors at Fairmont. And he keeps his weekly column going even though he is bed-ridden.

Through the help of a lawyer friend, Smith’s “Just Observin’” column appears almost every week on our editorial pages.

He calls himself the “Irregular Columnist.” And he winds up all his columns with the term “mitzpah.” What do those terms mean? Well, read on and SUBMITTED PHOTO you’ll find out.

Oce Smith (center, seated), the sergeant-at-arms for the West Virginia House of Delegates for the past 45 years, Knew about skeletons Smith says that years ago, when he was introduced in Charleston, they would say he knew where all the skeletons were buried in Charleston because he helped bury most of them.

He was listed among the top five “recognizable” individuals in the state, in a group that included A. James Manchin, Robert C. Byrd and Don Nehlen.

At one time he had acquaintances in every county in the state.

Junior high writer This isn’t bad for a man who started out writing for the Fairmont Times when he was in junior high school.

“I started by keeping stats for Coach Art Lewis at WVU. I was paid a dollar and a half a game. I would turn them in to Bill Evans, who was sports editor of the Times then.

“I started covering the City Softball League when they played at Jim Black Field,” Smith recalls.

He remembers the first time he went to Dunbar High School, a segregated school, to cover a game. He admits he was scared to death. Dunbar was playing Kelly Miller in basketball that night, he says.

“I did it all by myself,” he says. “I was

was honored earlier this month on the House floor with the title of Sergeant-at-Arms Emeritus. Though he will hang up his legislative duties and retire at the end of 2012, Smith will keep the emeritus title for the rest of his life. He is pictured with Speaker of the House Rick Thompson (front, left) and House Clerk Greg Gray (front, right), as well as Delegates Linda Longstreth (from left, rear), Tim Manchin and Mike Caputo, his wife Carol and his son, Oce III.

scared to death. I figured if I messed that one up, my career was over. I wanted to be a sports writer. Happy Belmear (the Dunbar coach) told me to come into the gym. I had to walk in the snow from the old newspaper office up to Dunbar High.

It took me about five tries before I could walk in. When I walked in Happy could tell I was a little backward.

“He said, ‘Now, boys, I want you to meet the Grantland Rice of West Virginia. If you don’t play right with him, you’re not going to get a thing in the Fairmont Times.’ When I walked back in the snow, I thought I was Grantland Rice.”

That was the beginning of his career.

Didn’t get involved Smith says that at that time Louis Hall and Ed Helmick taught school at Barrackville and Harry Hall was county commissioner.

“Young people didn’t get involved in politics in those days,” he says. “They introduced me to Sen. M.M. Neely. He said, ‘You come and get me at a certain time in the car.’ I said, ‘Senator, I don’t even have a driver’s license.’ He said,

‘You let me worry about that.’

“Then they took me to Charleston to be the first head legislative page. It just went from there. I was in late high school then.

“I got to writing more news stories and obits and an editorial once in a while.

Bill Evans said I liked history and politics. I forget whether it was Bill or Bob Mollohan who said I was a premier Democrat with an internal link to Charleston.

“Larney Gump and John W. Pence were good about letting me take off from school, but I always had to make it up.”

Smith said Sen. Neely could be the kindest and most ingratiated old man you could ever find. “But if something were wrong, he would just be livid, cursing like a longshoreman and throwing his hands all around. He would say the world is in a reprehensible condition when a young whippersnapper who has promised to keep an appointment for which he would be compensated with pure imperial U.S. coinage does not show up. I would say they wouldn’t let me out of college and the

next day it would be over.”

Met eight presidents Smith says he has met eight presidents.

“I met Eisenhower and I knew Truman after he was president. Kennedy I probably knew the best of all. I met Johnson, met Carter, met Nixon, met Reagan and I met Bill Clinton several times. I don’t think I ever met the last two.

“I met Mrs. Bush — Laura — over at Thelma Shaw’s one time. Thelma insisted that I come over, which I did.”

Served the longest Smith has served as sergeant-at-arms of the Legislature for 45 years — the longest anyone in the country has ever served.

“And I worked with the Legislature 15 years before that. It was 55 or more years,” he says.

“I haven’t been there for more than a year,” he says, noting that he had worked occasionally on Capitol Hill in the Senate. “Down here it’s all been in the House.”

Smith, a resident of the Arbors at

“Strength Of Teamwork” homefindersplus.com

Fairmont, was taken by the Marion County Rescue Squad earlier this month for a surprise appearance before the House of Delegates where he was honored with the title of Sergeant-at-Arms Emeritus, a position he will hold for life.

“The greatest gentleman I ever worked with was Jennings Randolph. The most colorful was Matt Neely, and probably he or Arch Moore was the most powerful.”

Smith misses being in Charleston.

“I think about it every day,” he says. “I could mentally do it, but not physically.”

He says his door keeper colleague has retired. “I might give it up after this year,” he says. “They call me every few days to check on me.”

Smith says when he started out, he made a pledge “to do everything I could to help the town of Barrackville, the city of Fairmont and the county of Marion. I never got it all done,” he says sadly.

“It’s been a good run,” Smith says.

“It’s been a helluva run. I just miss it so much. I think about it all the time.”

Smith says he loves the state, the county, Fairmont and the town of Barrackville. “It’s been my life,” he says.

He was a Realtor here for 20 years.

Oce and Carol have a son, Oce III, and two grandchildren, Oce IV and Joseph David.

The personal touch And how about those personal things — such as being “the Irregular Columnist” and “mitzpah.” “‘Mitzpah’ is an old biblical name of a spot in the Holy Land where the Easterners would meet — going east and west for a cone of salt and back. And they would get together at night, and sing and dance and have a big time. Then the next morning, they would get together and holler ‘mitzpah,’ which meant, ‘May you go in peace’ and ‘God be with you’ and so forth.”

He says an old friend of his in Charleston, Rat Thom, brought his attention to that 40 years ago “and I just picked it up.”

Smith blamed this writer for the Irregular Columnist designation, something he had never known previously.

“When I first started getting bylines, I might write once a week or once a day.

And you told me I was very irregular, so I picked it up and became the ‘Irregular Columnist.’ It’s not so irregular anymore, but I picked it up.”

Email John Veasey at jcveasey@timeswv.com.

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TIMES WEST VIRGINIAN

SATURDAY, MARCH 31, 2012 PAGE 1B

United Way of Marion County

Marion County Commission

Tennant

Elliott

The Marion County Commission is in charge of governing the general business of the county, which includes such tasks as creating ordinances, making proclamations and collecting taxes and fees.

The group meets every Wednesday at 10 a.m., with every fifth meeting scheduled at 7 p.m. Wednesday.

The commission can be contacted at 304-367-5400.

Ward

President Burley “Butch” Tennant

Randy Elliott Guy Ward

Thompson

Ford

Bradley

Parr

Shaw

Thomas

Sides

Rider

Finegan

Holbert

Larson

Morgan

Rose

Balenger

Farley

Samuels

Fairmont General Board of Directors

Bonasso

Daristotle

The purpose of the Fairmont General board of directors is to ensure the deployment of the organization’s resources in ways that protect and advance the interest of stakeholders.

Fairmont General Hospital board of directors usually meets at 4:30 p.m. on the fourth Monday of every month in the Hamilton Conference Room at the hospital, with the exception this year of May 21 and Dec. 17, the third Mondays.

Dobbs

Elliott

Fox

Members of the board of directors are not elected but appointed. Contact the Fairmont General executive office at 304-367-7225.

Patrick Bonasso, MD, secretary Joedy Daristotle, MD Rev. Wesley Dobbs Randy Elliott, treasurer David J. Fox Mike Martin, chairman Toni Nesselrotte, vice chair John Panza Robin Smith, DC

Martin

Nesselrotte

Panza

Smith

Fairmont Housing Authority

Melanie Thompson Ryan Ford Dale Bradley Chris Parr Tina Shaw Mary Jo Thomas Kim Sides Jonathan Rider The Rev. Mary Ellen Finegan Pastor Matt Holbert Doreen M. Larson Ruth Ann Morgan Dr. Maria Rose Toni Balenger Nancy Farley Tiffany Samuels It is the duty of the United Way of Marion County’s board of directors to manage the affairs of the corporations, to adopt policies and procedures for the government of the corporations, to secure the appointment of committees as it deems desirable for carrying out the object of the corporations, to establish the goal for the annual campaign, to arrange for the raising of the funds and to con-

trol the distribution of the funds collected, to submit to the membership a complete report of activities, to enforce the contractual agreements entered into, to supervise and direct the general work and administration of the corporation, approve and order payment of all bills and expenses, and order the disbursement of funds to member agencies.

The board is elected by the membership of the United Way.

The elections take place at the annual membership meeting in January.

The board of directors meetings are held on the fourth Tuesday of each month at 8 a.m. at the Marion County Chamber of Commerce conference room.

The board of directors can be reached by calling the United Way of Marion County office at 304-366-4550.

Salvation Army Advisory Board Johnston

Yaremchuk

The purpose of the Fairmont Housing Authority board of directors is to make certain all functions within the Housing Authority are running as they should.

The board meets the fourth

Buckland

Dooley

Latusek

George Johnston, chairperson Marcella Yaremchuk, vice chairperson Larry Buckland Deborah Dooley Theodore Latusek Jr.

Wednesday of each month at the administrative office at 103 12th St., Fairmont.

The board can be reached at 304-363-0860.

Administrator: executive director John Martys.

Walker

Board

Haught

The Fairmont Water Board oversees public infrastructure within city limits dealing with water. The city manager serves as one of the board members and the other two are appointed by council.

Veasey

Budd Sapp, chairman of the Advisory Council Diane Walker Decker

Shaw

Pethtel

The Salvation Army advisory board advises the director of social services.

The board meets monthly at the Poky Dot. Board members are nominated and voted on. Call the Salvation Army at 304-366-2601.

Fairmont Water Board

Jim Decker Dave Shaw Jay Rogers

Sapp

Yaremchuk

Thomas Board Brandi Haught Chad Pethtel

John Veasey Rocky Manchin * Marcella Yaremchuk

Rogers

Barrackville Town Council Marion County Board of Health

Hall Elliott

Conaway

Fast

Newbraugh

Stafford

For more information, call 304-366The Marion County Board of Health oversees all health-related 3360.

Randy Elliott, president issues within the county. Members are John Conaway appointed by the Marion County Betty Fast Commission.

The board meets six times a year, Bradley Newbraugh typically in the water filtration plant or Leonard Stafford the sewage treatment plant.

Govind Patel, MD Patel

Doyle

Meeks

The Barrackville Town of each month in the town Council is in charge of gov- hall.

For more information, erning business within the Town of Barrackville. This call 304-366-9372. includes such duties as creMayor Donna Hall ating ordinances and colRecorder Jim Doyle lecting taxes and fees.

Roy Meeks III Members are voted into Bob Hollandsworth office every two years by Dewey Ice the citizens of Barrackville.

Steve Higgins The group meets at 7 p.m.

Mark Bolyard the first and third Tuesday

Hollandsworth

Ice

Higgins

Bolyard

Grant Town Council Monongah Town Council

Riggs

Thompson

The Grant Town Council is in charge of governing business within the Town of Grant Town.

This includes such duties as creating ordinances and collecting taxes and fees.

Members are voted into office every two years by the citizens of Grant Town. The group meets at 6 p.m. the first and third Tuesday of each month in the town hall.

Jordan

Kuretza

For more information, call 304-278-7381.

Mayor Robert Riggs Jr. Recorder Melanie Thompson Mike Jordan, water commissioner James Moose, street commissioner * Robert Tuttle * Maryann Kuretza

Harris

McCombs

The Monongah Town Council is in charge of governing business within the town of Monongah. This includes such duties as creating ordinances to collecting taxes and fees.

Members are voted into

* - Not Pictured

Carr

office every two years by the citizens of Monongah. The group meets at 6:30 p.m. the second and fourth Monday of each month in the town hall.

For further information, call 304-534-3365.

Parker

Mayor Donald J. Harris Recorder Patricia McCombs Zac Brown * Sanford Carr William Davis * Charles Parker Harry Rogers *

PAGE 2B

SATURDAY, MARCH 31, 2012

TIMES WEST VIRGINIAN

Farmington Town Council

J. Sanders

V. Sanders

The Farmington Town Council is in charge of governing business within the Town of Farmington. This includes such duties as creating ordinances and collecting taxes and fees.

Roach

Fairmont City Council

B. Sanders

Members are voted into 304-825-6442. office every two years by the citizens of Farmington. The Mayor Donna Costello * group meets at 6:30 p.m. the Jon F. Sanders third Monday of each month in Valerie Sanders the town hall.

Isabelle Roach For more information, call Barrie Sanders

Pleasant Valley Council

Metcalfe

Ge. Boyles

Ga. Boyles

The Pleasant Valley of each month in the municCouncil is in charge of gov- ipal building. erning business within the For more information, City of Pleasant Valley. This call 304-363-2400. includes such duties as creating ordinances and col- Mayor Barbara Metcalfe lecting taxes and fees.

George Boyles Members are voted into Gary Boyles office every two years by Charles Ledsome the citizens of Pleasant Denny Westfall Valley. The group meets at Margaret Garrett 7 p.m. the third Wednesday Chad Nuzum

Ledsome

Westfall

Burdick

Garcia

Mayor: Bill Burdick Deputy Mayor: Robert Garcia Robert Gribben Robert Sapp Deborah Seifrit Chuck Warner Daniel Weber Robin Smith Ronald Straight City Manager: Jay Rogers City Clerk: Janet Keller

The Fairmont City Council is the governing authority of the city and employs a city manager, who executes laws and administers the govern-

Gribben

Sapp

Seifrit

Warner

Weber

Smith

Straight

Rogers

Keller

ment for city council.

They are voted on by the citizens of Fairmont every four years. They meet the second and fourth Tuesday of

each month at 7 p.m. at the Fairmont Public Safety Building.

For more information, call Sue Colvin at 304-366-6211.

Fairmont Parks Commission Garrett

Nuzum

Worthington Town Council Smith

Demus

Burley

The Worthington Town Council is in charge of governing business within the Town of Worthington. This includes such duties as creating ordinances and collecting taxes and fees.

Members are voted into

Basnett

Hulsey

office every two years by the Nick Demus Jr. citizens of Worthington. The Andrew Burley group meets at 7 p.m. the third Doris J. Basnett Tuesday of each month in the Gerald Pulice * town hall.

Roger Shumate * For more information, call Mayor Sandra Hulsey 304-287-2238.

Recorder Regina Humphries *

Weber

The Fairmont Parks Commission is a nonprofit group that provides custody, supervision, control, administration, operation, maintenance and management of the parks within the City of Fairmont.

The commission consists of seven members, not more than three members of council.

The group tentatively meets the third Thursday of

Sapp

each month in the city managerâ&#x20AC;&#x2122;s conference room.

Members are appointed by city council.

For more information, call 304-366-6211.

Robin Smith Dan Weber Bob Sapp Scott Sears Joe Manchin IV Michael Uram Phillip Burton

Sears

Manchin

Uram

Burton

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TIMES WEST VIRGINIAN

SATURDAY, MARCH 31, 2012 PAGE 3B

Fairmont Board of Zoning Appeals

The Fairmont Board of Zoning Appeals only hears matters of appeal.

The group deals specifically with the zoning ordinance. It can authorize exceptions to the rules and, since the city changed the zoning code to add conditional uses, the group can hear and decide whether conditional uses are permitted or not. Members meet the first Thursday of each month at 7 p.m. at the Public Safety Building. Members are appointed by city council.

For more information, call 304366-6211.

McClung

Duane Blackwell * Mike Burkovich * Rich Wood

Six

Wood

Kevin McClung John Six James Williams *

Fairmont Arts and Humanities Commission

Turchin

Steele

Sanford

Bowyer

Oâ&#x20AC;&#x2122;Connor

Byers

Meade

Montgomery

Reed

Dunn

Fairmont Parking Authority Eddie Snider Chuck Warner Karen Gribben Nick Cinalli * Snider

Warner

The Fairmont Parking Authority maintains, operates, manages and controls all paid public parking areas and their

Feltz

Gribben

Members are appointed by facilities within the city. The authority also has the power to city council.

For more information, call lease parking spaces to compa304-366-6211. nies and businesses.

Garcia

Wharton

Straight

Oliver

Members are appointed by The Fairmont Arts and Humanities Commission is city council.

For more information, call responsible for advising the city manager and council on steps to 304-366-6211. stimulate and encourage the Linda Turchin study and presentation of the Amanda Steele performing and creative arts Rhonda Sanford and to foster public interest and support for arts in the city.

Fairmont Police Civil Service

The Fairmont Police Civil Service Commission conducts testing for entrance exams, gives promotion exams within the department and acts as the administrative board for hearings and grievances.

They meet as necessary,

Fairmont Planning Commission

By West Virginia code, a planning commission is intended to promote the orderly development of a cityâ&#x20AC;&#x2122;s jurisdiction.

The planning commission serves in an advisory capacity to the city that created it and has certain land planning.

The commission meets at 7 p.m. on the third Wednesday of each month. Members are appointed by city council.

For more information, call the Fairmont Planning and Building Department at 304-366-6211.

Michael Foy James Nichols John Pitman Paul E. Parker III

Joe Feltz Rob Garcia James Wharton Ron Straight William Oliver

Faith M. Bowyer John Oâ&#x20AC;&#x2122;Connor Judy Byers Charlotte Meade Sue Montgomery Mary L. Reed Kathy Dunn Jack Hussey *

and members are appointed by council.

For more information, call Janet Keller at 304366-6211.

Susan Riffle David A. Roth Donald C. Chapman *

Riffle

Roth

Rivesville Town Council

Foy

Nichols Dorsey

Pitman

Parker

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The Rivesville Town Council is in charge of governing business within the Town of Rivesville. This includes such duties as creating ordinances and collecting taxes and fees.

Members are voted into

Crites

Beatty

office every two years by the citizens of Rivesville. The group meets at 6:30 p.m. the second and fourth Tuesday of each month in the town hall.

For more information, call 304-278-5301.

Hershman

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PAGE 4B

SATURDAY, MARCH 31, 2012

TIMES WEST VIRGINIAN

Fairmont Sanitary Sewer Board

The Fairmont Sanitary Sewer Board oversees public infrastructure within city limits dealing with sanitary sewer.

The city manager serves as one of the board members and the other two are appointed by the board itself.

The group meets the fourth Thursday of each month at 10 a.m. at the Fairmont Water Filtration Plant.

J. Peale Davidson Tom Mainella Jay Rogers

Davidson

Mainella

Rogers

Marion County Parks and Recreation Commission

Cimaglia

Brookover

Walton

Hines

Burton

Garcia

Hackett

Shaw

White

Ford

Fairmont ICC Board of Appeals

The Fairmont International Code Council Board of Appealsâ&#x20AC;&#x2122; role is to interpret the code and modify it if necessary, and give the person who violated the code an opportunity for a right to appeal.

The group meets the second Thursday of each month if there is business for the agenda.

Members are appointed by city council.

For more information, call 304366-6211.

Baldwin

Key

Daniel Baldwin John Sanford * Rebecca Key

Henderson

Ray Henderson James Webb *

The Marion County Parks and Recreation Commission (MCPARC) oversees the countyâ&#x20AC;&#x2122;s recreational parks.

The group meets on the third Monday of each month and can be contacted at 304-363-7037.

Mike Cimaglia Robert Brookover Richard Walton Frank Hines J. Phillip Burton

Robert Garcia Richard Hackett Dave Shaw Craig White Jay Ford

Fairmont Renaissance Authority Fairmont State Athletic Association

Higinbotham

Parker

Fantasia

Wood

The mission of the Fairmont Harper Meredith Building.

Renaissance Authority, the cityâ&#x20AC;&#x2122;s For more information, call urban renewal authority, is to look at Fairmont City Planner Kathy places within the scope of the city Wyrosdick at 304-366-6211, ext. 318. limits that have become disinvested, rundown neighborhoods, under-utiPete Higinbotham lized businesses and property areas.

Diane Parker The private-public partnership could Gina Fantasia then repackage failing urban areas to Richard Wood attract new development.

Bob Gribben The URA meets quarterly at the J. Fran Warner

Gribben

Warner

Fairmont Historic Landmark Commission

Matthews

Grubb

Long

James Matthews Bill Grubb Donna Long JoAnn Lough

The Fairmont Historic Landmark Commission consists of five members appointed by council. Initial appointments consist of one year, two years and three years and after that a term of three years.

Lough

Fairmont Historic Preservation Review Commission

The mission of the Fairmont State University Athletic Association is to raise scholarship money for student athletes at Fairmont State University.

Boards are elected by the members through nominations. Typically, the association meets once a month at the Alumni Center. The full board meeting is held twice a year.

Floyd P. Stiles (president) Geno Guerreri (first vice president) Dave M. Koren (second vice president) Mike Arcure Mary C. Clark Kenneth Dean Rusty Elliott Nick Fantasia Jay Ford Jarrod Furgason Craig Jennings Bobbi Mohrman Dr. Don Moroose Chris Pallotta Charles Reese Dr. G.H. â&#x20AC;&#x153;Buddâ&#x20AC;? Sapp J.E. Snider Franc Stern Michael B. Stern Robert â&#x20AC;&#x153;Buckâ&#x20AC;? Thompson Raymond L. Thompson Terri L. Washenitz Jim Youngblood

Fairmont State Presidentsâ&#x20AC;&#x2122; Leadership Council

Grubb

Blood

The Fairmont Historic Preservation Review Commission is made up of nine members appointed by council.

After their initial terms, members are appointed to three-year terms.

Chrislip

Sprowls

Scaffidi

Bill Grubb Pieter Blood Ron Chrislip Alex Haill * George Sprowls Patricia Pagen * Sandra Scaffidi Sandra Vaughan * Kevin McClung

McClung

Fairmont Building Commission

Reynolds

The role of the Fairmont Building Commission is to act as a borrowing agent for the City of Fairmont. Governing agencies form building commissions because state law pre-

Wise

Martin

vents them from going into debt that exceeds their fiscal year.

Members are appointed by city council.

For more information, call 304-366-6211.

Retton

Rob Reynolds Jeff Wise Glenn Harman * James R. â&#x20AC;&#x153;Dickâ&#x20AC;? Martin Allen Retton

Mannington Park Board

Stafford

Liller

Watson

The group meets the second The Mannington Park Board oversees the operation and Thursday of each month in the maintenance of the townâ&#x20AC;&#x2122;s town hall. parks.

Trowbridge

Katy Stafford, president Betty Liller Randy Watson Jami Trowbridge

The PLC is comprised of a group of volunteers who understand and know the mission, purpose and goals of FSU. The programs are designed to teach participants about Fairmont State and its programs and to encourage volunteers to share their expertise and opinions on PLC matters as appropriate.

Further, it is the goal of the PLC to advise Fairmont State leadership as requested and to act as an advocate on behalf of the institution.

The group meets annually at a location to be determined in early spring.

The contact person for this council is Frederick G. Fidura, interim vice president for Institutional Advancement, at 304-367-4009.

Jim Ashton Gregory N. Brand Donna J. Brand Frank Gabor Jane Gabor Leyna Gabriele Aaron Hawkins Thomas F. Hoffman James Kettering Jr Maria C. Rose Doreen Larson Gary LeDonne Gayle C. Manchin Blair Montgomery Jerry Moore Kevin Niewoehner Deborah S. Phelps John A. Raley Anthony Sansalone E. Robert Smith Lou Spatafore Raymond T. Stamps Marvin Stewart Ralph W. Stewart

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!.$ ./7 25.3 4(% /#534 6% ,/#!4)/. (% (/,$3 (%2 !34%2 %24)&)#!4)/. &2/- -!24 !. %47/2+ !.$ )3 !,3/ ! !34%23 %24)&)%$ 02!9 !. %#(.)#)!. ).!,,9 /. 4(% ,%&4 )3 33)34!.4 !.!'%2 !.$ ,/4)/. 30%#)!,)34 !4)3(! 2)34/. 7(/ (/,$3 (%2 !-"!33!$/2 &2/- -!24 !. %47/2+ !.$ (!3 %.*/9%$ 7/2+).' !4 )/. ). 4(% 5. 3).#%

(% )/. . (% 5. 4%!- /& &)&4%%. 02)$%3 4(%-3%,6%3 /. %$5#!4).' #,)%.43 !"/54 4(% "%.%&)43 /& 3-!24 4!..).' !.$ 4(% )-0/24!.#% /& 3+). #!2% !.$ -!).4%.!.#% 4/0 "9 !.$ -%%4 )- -"%2 )3( !.$ 4(% 2%34 /& 4(%)2 4%!- 4/ 3%% 7(9 )/. . (% 5. #!. "% 9/52 2%42%!4 #,/3% 4/ (/-%

! $ #

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LIVE, LAUGH, TAN

! !

',!33 7!3 34!24%$ ).

"9 6%,9. !.$ 4(% ,!4% %.% !24). /$!9 3/. ),, ,%&4 3%26%3 !3 02%3)$%.4 !.$ 3/. /" 2)'(4 3%26%3 !3 6)#% 02%3)$%.4 ,!33 (!3 (!$ ! 0!24 ).

4(% #/.3425#4)/. /& -!.9 !2%!

"5),$).'3 ).#,5$).' 9,!. (!2 -!#%54)#!,3 (%34.54 )$'% (52#( !.$ 4(% )'( %#( /.3/24)5- (%9 30%#)!,):% ). #534/&2!-).' !.$ (!6% 2%#%.4,9 !$$%$ ! ,!2'% 3%,%#4)/. /& !.4)15%3

A Marion County landmark for 25 years, Joeâ&#x20AC;&#x2122;s Cars has been in business since 1987.

Fairmont has come to expect clean cars and personal treatment from Joeâ&#x20AC;&#x2122;s Cars. This is what Joe and Nancy Romeo accredit their success to.

Owner Joe Romeo says. â&#x20AC;&#x153;Our customers are our biggest investment and advertisement.â&#x20AC;?

Our other employees include Mike Uram Sales Manager, and John Jones - Detail Specialist.

Joe & Nancy also own I79 Honda/Mazda and together, they employ of 30 Marion County residents. They are also strong supporters of education and sports in the local area.

800 EAST PARK AVE. FAIRMONT

304.366.8482 Mon-Fri 9-6 â&#x20AC;˘ Sat 9-3 â&#x20AC;˘ After Hours Appt.

www.joescarswv.com Jonathan Rider (left), owner of Rider Pharmacy is very excited to have added Pharmacist Matt Fletcher (right), to the Rider family on January 2, 2012. The business which was established in 1967 is now celebrating its 45th anniversary and feels that Matt will bring an even greater customer service and consultation to our current Pharmacy Staff.

The business strives to bring new products and services to the community and improve itself. Rider Pharmacy is thankful for the support of all its customers and employees.

MIKE URAM - SALES MANAGER â&#x20AC;&#x2122;S JO E R O M EO

Joeâ&#x20AC;&#x2122;sCARS

E-OWNED QUALITY PR O FA I R M N T

TIMES WEST VIRGINIAN

SATURDAY, MARCH 31, 2012 PAGE 5B

BUSINESS Honor Roll Shaw

DeMary

Bonafield

Fantasia

Branch

Brown

Haney

Ice

Dahlia

Larson

Marion County Chamber of Commerce

The Marion County Chamber of Commerce is a volunteer organization that focuses on the economic well-being and quality of life in Marion County and North Central West Virginia. The chamber is dedicated to businesses in Marion County, helping new ones get started and growing the existing ones.

The nomination committee receives the names of individuals who are interested in joining the board of directors, and the membership votes. The board meets bimonthly at various locations.

Contact the chamber at 304-3630442.

Tina Shaw, president Cynthia Bonafield Chuck Branch James Brown John Dahlia Barbara DeMary Nick Fantasia James Haney Alan Ice Doreen Larson George Levitsky Joey Madia Robert Marquardt Nathan McVicker Doug Nuzum Butch Osborne Chris Parr Shirly Roets Jay Rogers Kevin Rogers Maria Rose Brent Skidmore Lou Spatafore Alan Staggers Melanie Thompson Chip Vanalsburg Jennifer Wade Jennifer Weist

Levitsky

Madia

Marquardt

These area business leaders have shown a steadfast commitment to the community by offering their products and services year after year. Theyâ&#x20AC;&#x2122;re proud of this achievement and look forward to serving this community for many more years to come.

Since 1840

Since 1896

Since 1904

Mt. Zion Cemetery & Mausoleum

SHINNSTON PLUMBING CO.

Funeral Homes

â&#x20AC;&#x153;A Peaceful Country Settingâ&#x20AC;?

McVicker

Nuzum

Parr

Roets

Osborne

J. Rogers

Spatafore

Staggers

Since 1931

Since 1938

HOOD AGENCY INC.

$''

))(3,0* 3( 33$0*(' 60(3$. (37,&(4 (37,0* .. $,5+4 ,3(&513

,&+$(. $710$31.$ 888 3144)+ &1/

Nagowski

Wyrosdick

Pellegrin

Kim Ice Kathy Wyrosdick Amy Pellegrin Barbara Bonasso Heather Berardi Sharon Swearingen Bill Burdick

Bonasso

304-366-4050

$+')(- / 3 $+')(-

Since 1946

Since 1947

Since 1959

10' 0463$0&( *(0&9

& , $" $& )# & !' #

+,)( &$2 +/$ 1

#+$, &&)-- 3 +% &&)-- 3 1 &&)-- - !!

$ (, $( # +" 1%(35 3(9 3 + ( !.( + & *& (($(" ' % , $- ,$ + !)+ -#), 1). &)/

Thompson

64,0(44 : 10',0* : 006,5,(4 : 651 : 1/( : ,)( 3162 0',7,'6$. ($.5+

Weist

$',410 5 1805180 $,3/105

Since 1965

Since 1979

Say-Boy Restaurant

#("'%+ ( %!#"'

# ' & ## %# &' "

3(0( (0564 155,( 18(3 $0&9 1679

) .,- / (.

Since 1984

Since 1987

Berardi

Burdick

candidates to be approved.

Main Street Fairmont meets the third Monday of the month in the conference room of First Exchange Bank in Fairmont.

Contact Main Street at 304366-0468.

Moroose

; $/,.9 $,3 $3( (05(3<

+,004510 #"

Bajus

Fairmont Firemanâ&#x20AC;&#x2122;s Civil Service Commission Members are appointed The Fairmont Firemanâ&#x20AC;&#x2122;s Civil Service Commission by city council and meet as conducts testing for necessary. For more inforentrance exams, gives pro- mation, call 304-366-6211. motion exams within the William Harris ° department and acts as the Don Moroose administrative board for Scott Robertson hearings and grievances.

Since 1959

People are recommended to the board who might have an interest in preserving/revitalizing downtown Fairmont, and the nominating committee/selection committee then brings forth the slate of

Skidmore

)+" (-)0( / $+')(-

Swearingen

))(3,0* $ 8,'( 4(.(&5,10 1) $3 36&- ,3(4

$,3/105 7(

6451/ ,&563( 3$/,0* (8 &3((04 &3((0 (2$,3 ,33134

Each local Main Street program establishes a broad-based governing board that includes a variety of representatives from the community. The board guides policy, funding and planning for Main Street.

(" % #!

Jackson

,0&(

Since 1902

'$/4 5 : 1805180 $,3/105

Wade

,0&(

304-363-3130

0463$0&( ,0$0&,$. (37,&(4

Pitman

Vera Sansalone, executive director Sandra Scaffidi Pitman, volunteer assistant director Cliff Jackson Melissa Nagowski Cindy Bajus

304-592-2010

,0&(

..(0 +$2(.

$45 $,0 5 3,'*(2135

304-366-0810

)' $# ( $$ # , #

Main Street Fairmont

Ice

,0&(

(*$3/1 +$2(. (&10' 5 ,7(47,..(

&&& " "# $

' ) '

Rose

&&& ! $ ! "

13' +$2(.

10(4 +$2(.

1.6/%,$ 5 160539 .6% ' $,3/105 $,3/105

! " # ' "#

!" ! " "$!

K. Rogers

Ford

#' & ($&' #& $ + % (% " + " #%

Vanalsburg

Sansalone

1840 â&#x20AC;˘ 1896 â&#x20AC;˘ 1900 â&#x20AC;˘ 1902 â&#x20AC;˘ 1931 â&#x20AC;˘ 1938 â&#x20AC;˘ 1946 â&#x20AC;˘ 1947 â&#x20AC;˘ 1959 â&#x20AC;˘ 1959 1965 â&#x20AC;˘ 1979 â&#x20AC;˘ 1984 â&#x20AC;˘ 1987 â&#x20AC;˘ 1993 â&#x20AC;˘ 2006 â&#x20AC;˘ 2011

Robertson

"# ! % $

! #

304-366-8482 &&& " !"&%

Since 2006

Since 1993

! #

#

Since 2011 B&L Heating & Cooling LLC Your satisfaction is our #1 priority!

- &' +% & # - &(' ! ' &* - & '( " ( ' $& #'( !! ( $# %!#"' # #% "'#*"

304-680-7641

BUSINESS Honor Roll

PAGE 6B

SATURDAY, MARCH 31, 2012

TIMES WEST VIRGINIAN

Marion Regional Development Corp.

Shaffer

Fantasia

Prezioso

McDaniel

Schmidt

Wilfong

Elliott

Holmes

Skidmore

Rogers

Chamber of Commerce Executive Committee

Dahlia

John Dahlia Nick Fantasia Alan Ice George Levitsky Butch Osborne Jay Rogers Lou Spatafore Jennifer Wade Jennifer Weist

Fantasia

Ice

Levitsky

Osborne

Rogers

Spatafore

Wade

Weist

The Marion County Chamber of Commerce The members are selected from the full board Executive Committee meets monthly at the by the chairman of the board.

Chamber Office, 110 Adams St. in Fairmont.

Contact the chamber at 304-363-0442.

Region VI Workforce Investment Board

Tennant

Spatafore

The Marion Regional Development Corp. creates business parks and developing sites so job creation can occur in the area. The board consists of a cross-section of various industries and also has some designated seats.

A nominating committee identifies individuals from the different sectors and the membership holds an election.

Larson

MRDC usually meets the second Wednesday of the oddnumbered months at various locations in Fairmont.

Contact MRDC at 304-3336732.

Rose

Sharon Shaffer, executive director Nick Fantasia Sen. Roman Prezioso Bruce McDaniel

Staggers

Gerry Schmidt Kevin Wilfong Randy Elliott William Holmes Brent Skidmore Jay Rogers Butch Tennant Lou Spatafore Dr. Doreen Larson Maria Rose Allen Staggers

Marion County 911 Board

The Region VI Workforce Contact Region VI at 304Investment Board Full Board 368-9530. was established to plan and implement a system to coordiBarbara DeMary, nate the skills local job-seekers executive director are obtaining with the skills Donald C. Black that local employers want for Michael E. Bombard their businesses.

Michael K. Callen The full board holds quarterConnie Carpenter ly meetings in September, Jan Derry December, March and June at Sam Eichelberger the Clarion Inn in Fairmont.

Claudia George The board consists of 13 counLeroy Hunter ty commissioners and the mayCatherine W. Jones ors from Marion, Harrison and Dr. Doreen Larson Monongalia counties, and Phil Leinbach those elected officials designate Michael N. Manypenny George Marshall the other members.

William McDonnell Robert H. Mollohan Diane C. Parker Douglas J. Parsons Kimberly Pitzer Judy R. Pratt Sen. Roman W. Prezioso Jr. Jerry Ragen P. Michael Reed Cheri Satterfield Peter Silitch Lori Turner Hollis C. Vance Vickie L. Vance Katherine Wagner Rosemary Wagner Allen Wilson Guy Ward

Fairmont-Marion County Transit Authority

Ledsome

Ward

Carpenter

White

Bledsoe Levitsky

Riggs

Moran

McIntire

The Marion County 911 can be contacted at 304-367Board is an advisory commit- 0915. tee to the county commission Carolyn Ledsome on how the 911 center should Commissioner Guy Ward operate.

Sheriff Joe Carpenter The group meets the third Lloyd White Wednesday of each month and

Petsko

Barry Bledsoe Bobby Riggs Chief James Emerick * Chief Kelley Moran Chris McIntire Sergeant Geoffrey Petsko

Morgan

The Fairmont-Marion County Transit Authority board determines the organization’s mission and purpose.

The members select the general manager, support the general manager and review his performance, focus on organizational planning, oversee and monitor resources, enhance the organization’s programs and services through advocacy, and serve as a court of appeals if appropriate.

The board generally meets the third

Carpenter

Hatfield

Monday of each month at the authority’s office at 400 Quincy St. in Fairmont.

Contact the authority at 304-3668177.

George Levitsky, general manager Raymond Morgan Jeff Carpenter Carrol Hatfield Chris Smith Nina Moore

Smith

Moore

WV High Technology Consortium Foundation

Vandalia Redevelopment Corp.

Vandalia Heritage Foundation works in conjunction with its sister organization Vandalia Redevelopment Corp.

With its commitment to “Economic Revitalization through Redevelopment,” Vandalia Redevelopment Corp. complements Vandalia Heritage Foundation’s mission of “Economic Revitalization through Historic Preservation.” Vandalia Heritage Foundation Burum Kuhns and Vandalia Redevelopment Corp. are partnering on a significant neighborhood stabilization throughout North Central West Virginia.

Contact Vandalia at 304-368-1555. project and other redevelopment efforts in Wheeling.

Jeffrey S. Burum The foundation board appoints the board of Laura Kurtz Kuhns the Vandalia Redevelopment Corp., which David Satterfield * meets regularly at various project locations

Mannington Main Street

Taylor

Williams

Haught

Garcia

Taylor

Cross

Contact Main Street at 304Mannington Main Street is a nonprofit, volunteer-driven 986-2037. organization dedicated to ecoRana Taylor, nomic development and hisprogram manager toric preservation in Becky Williams Mannington.

Carol Haught The members head the Bob Garcia organization’s four main comJim Taylor mittees, and anyone who is Mellisa Cross interested in Main Street can Becka Smith * be a part of it. The board meets the third Tuesday of the Jim Rigsby * month at 6 p.m. at City Hall.

Haney

The West Virginia High Technology Consortium Foundation’s Board of Directors is charged with endorsing the organization’s operational and financial strategies, developing directional policy and appointing, supervising and remunerat-

Blake

Green

Estep

Contact the WVHTC ing senior executives and ensuring the accountability of the Foundation at 304-366-2577 or organization.

304-363-5482.

The board identifies and elects its own members and meets James R. Haney quarterly, generally in the Alan Dr. Frank W. Blake B. Mollohan Innovation Center Michael I. Green in the I-79 Technology Park.

James L. Estep

LOCAL

BUSINESSES

BUSINESSES

TIMES WEST VIRGINIAN

SATURDAY, MARCH 31, 2012 PAGE 1C

Marion County Democratic Executive Committee

Marion County Republican Executive Committee

Biafore

Napple

Core

Pearse

Swisher

Ezelle

Bledsoe

De Rosa

Sabak

Hawkinberry

Webb

Angelino

Feltz

Garcia

Cain

Hamilton

Drennen

Nuzum

Ice

Snodgrass

J. Oliver

Shields

Sears

Corley

Cosco

Wolfe

Urich

Kovach

Heston

Rankin

C. Reed

The Marion County Republican Executive Committee has 19 members and five officers. The committee meets monthly, except in December.

Members are elected by the voting public in elections.

For more information, call Andrew Sabak at 304-612-4520.

Williams

Starn

Mullett

Kandice Nuzum Giulia Ice Tom Snodgrass Glenn Langdon * Tara Langdon * Charles Reed Rebecca Polis * JoAnn Williams Rick Starn Chuck Mullett

Nadine Williams Ezelle Barry Bledsoe Agnes Mathilde De Rosa Ron Southern * Sharon Layne * Andrew Sabak Kim Hawkinberry Carolynn Hamilton Phil Reed * Will Drennen

Marion County Board of Education

Elliott

Stafford

The Marion County Democratic Executive Committee has 28 members and five officers.

The committee meets monthly except in December.

For more information, call chairwoman Belinda Biafore at 304-3661042.

Belinda Biafore Yolanda Napple Barbara Core Ron Pearse Vern Swisher Mike Webb Rose Angelino Patty Feltz Rick Garcia Carol Oliver * Jack Oliver

Leonard

Sturm

Basnett

Simms

B. Gribben

Kathryn Shields Scott Sears Jesse Corley Janice Cosco Chris Wolfe Doris Urich Joe Kovach Shirley Heston Mark Rankin Randy Elliott Julie Stafford

Cianfrocca

K. Gribben

Mike Angelucci * Donna Costello * Doris Basnett Donnie Leonard Bob Gribben Karen Gribben Dave Sturm Meg Cianfrocca Dave Cain Cynthia Ray *

Crescenzi

A county vote determines the members of the Marion County Board of Education. Their purpose is to serve the schools in Marion County.

They meet on the first and third Monday of the month at 6

Murray

Pellegrin

p.m. at one of the following locations: their main office at 200 Gaston Ave., the Barnes Learning Center or East Fairmont High School. Special sessions are sometimes held on different days and times if necessary.

Saunders

Dr. Babette Simms Janet Crescenzi Mary “Sis” Murray Richard Pellegrin The Rev. James Saunders

Fairmont State Foundation

Convention & Visitors Bureau of Marion County

Moran

Pellegrin

Cinalli

Walton

Marianne Moran, executive director Amy Pellegrin JR Blaniar Richard Walton Melissa May Phil Daniel The Convention & Visitors Bureau of Marion County promotes the area as a group tour, meeting and vacation destination.

The chairman of the board appoints a nominating commit-

May

Blaniar

Yoho

Bennett

Miller

Wade

Gabor

Hawkins

Kidwell

Larson

LaDonne

Myers

Phillips

Rogers

Rose

Schmidt

Stewart

Daniel

Garrett

Martin

Eva Yoho Kris Cinalli Tracy Jenkins * Margaret Garrett Madaline Martin Robert “Bob” Sapp John Provins tee that seeks candidates from the hospitality and tourism industry, and the four motel taxing authorities select one member each to fill positions on the Board of Directors, and the slate of candidates is presented and

Pellillo

Sapp

Provins

elected by majority vote.

The board meets the first Wednesday of each month at 3 p.m. at the CVB offices at 1000 Cole St., Suite A, Pleasant Valley.

Contact the CVB at 304-3681123.

Fairview Town Council

The Fairmont State Foundation is an independent, not-for-profit corporation organized for the purpose of stimulating major, voluntary, financial support from alumni, parents, friends, corporations, foundations and others for the benefit of Fairmont State University and Pierpont Community & Technical College.

Thomas Watkins Yann The foundation can be reached at John Myers Kimberly Pellillo 304-534-8786, 301 Adams St., Suite Rebecca Phillips (president) 501, Fairmont, WV 26554.

Donald Reynolds * Gary Bennett The full board is required by the David Riggleman * (vice president) bylaws to meet two times a year, and Kevin Rogers the executive committee meets Tracy Miller (secretary) Dr. Maria Rose Jennifer Wade (treasurer) monthly at the Foundation Office.

Gerard Schmidt Frank Gabor The bylaws of the organization Marvin Stewart Aaron Hawkins direct appointment procedures and Mary Jo Thomas Robert Kidwell terms of service.

Cannon Wadsworth * Dr. Doreen Larson Melissa Watkins Gary LaDonne Dixie Yann Dr. Jamie Moore *

Region VI Local Elected Official Board

H. Tuttle

The Fairview Town Council is in charge of governing within the town of Fairview.

This includes such duties as creating ordinances to collecting taxes and fees.

Members are voted on by the

Mercer

citizens of Fairview.

The group meets at 7 p.m. on the second and fourth Monday of each month at the town hall and can be contacted at 304449-1642.

Knotts

Mayor Arley Simmons * Recorder Heather Tuttle Ted Tuttle * David Tuttle * Dave Mercer Johnny Knotts James Ammons

The Region VI Local Elected Official Board assists in the planning and oversight of all programs and services funded through the Workforce Investment Act (WIA) of 1998, One-Stop Centers, or other grants.

The board, which consists of elected officials in the region, holds quarterly meetings in

September, December, March and June at various sites in the region.

Contact Region VI at 304368-9530.

Eldon Callen Mike Taylor Craig Jennings Brian S. Kennedy Jerald E. Evans

Thomas Fealy Phil Hart Teresa Frame Bernie Fazzini Jim Manilla William Burdick Tony Veltri Mike Rosenau Creed G. Pletcher Patsy Trecost II

PAGE 2C

SATURDAY, MARCH 31, 2012

TIMES WEST VIRGINIAN

Fairmont State Board of Governors

West Virginia University Board of Governors

Tucker

Stanton

Mild

Jacques

Myers

Payne

Dailey

Flaherty

Rogers

Cappellanti

Palotta

Tarasuk

Towns

White

Yann

Lewis

Lane

Vest

Griffith

Wilmoth

This group is responsible for the approval of the financial, educational and business policies of Fairmont State University.

Regular meetings will be held at least six times a year, with board committees prior to the board meeting. Meetings are held in the third floor conference room of the Falcon Center and will begin at 2 p.m.

At times the Caperton Center in Clarksburg or the Robert C. Byrd National Aerospace Education Center in Bridgeport may host meetings.

Contact the board by visiting the Office of the President at 222 Hardway Hall or calling 304-367-4151.

Ron Tucker (chair) Shirley Stanton (vice chair) Robert Mild (secretary) Scott Ullom * Matthew Jacques John D. Myers Mark Palotta H. Skip Tarasuk Jr Bryan Towns Frank Washenitz * Jack Robert “Bob” White Dixie Yann

PC&TC Board of Governors

The West Virginia University Board of Governors is responsible for the control, supervision and management of the financial, business and education policies and affairs of West Virginia University.

Regular meetings of the West Virginia University Board of Governors will be held at least six times per year at the Erickson Alumni Center in Morgantown.

Nine members of the board are appointed by the governor and three members are elected by constituency groups that they represent (faculty, classified staff and students). At the next regular meeting they will elect a new secretary to serve until the election in June.

The board of governors can

Clark

J. Robert “JR” Rogers Ellen S. Cappellanti Dr. Lesley Cottrell * Diane Lewis Raymond J. Lane Dr. Charles M. Vest Dr. Robert K. Griffith William D. Wilmoth Dixie Martinelli * Jason Bailey * William O. Nutting Edward Robinson Dr. Thomas C. Clark

Nutting

be reached by writing to: Special Assistant to the Board of Governors, West Virginia University Office of the President, P.O. Box 6201, Morgantown, WV 26506.

Andrew A. “Drew” Payne III (chair) James W. Dailey II (vice-chair) Thomas V. Flaherty (secretary)

Robinson

Mannington City Council Griffin

Jones

Stose

Weaver

Garcia

Aman

Hamilton

The objective of the Pierpont Community & Technical College board is to determine, control, supervise and manage the financial, business and educational policies and affairs of the institution.

Meetings are held on the first and third Tuesday of the month at various

Shaffer

McConnell

times (either 2 p.m. or 11:30 a.m.)

Appointed members are elected by faculty and staff for a two-year term.

Chairman, vice chairman and secretary are elected by student government every year.

Primary contact is James Griffin at ffirg1@aol.com or 304-631-9963.

Thomas Stose (faculty representative) Linda Aman Kyle Hamilton Sharon Shaffer

James E. Griffin (chair) Beverly Jones (secretary) Barbara Hendrey * (student representative)

Tucker

Mainella

Earl W. McConnell Jeff Tucker L. Eugene Weaver Rick Pruitte

Crouch

Thomas Mainella, The Marion County treasurer Rescue Squad conducts business for the rescue Scott Crouch, secretary Lloyd White squad, which includes going over finances and reports.

Dr. Jason Misenhelder, MD The group typically Deborah Seifrit meets the third Tuesday of Brandon Riggs * each month and can be conGlen Satterfield * tacted at 304-363-6277.

Barry Bledsoe Josh Shuttlesworth * Bill Bickerstaff, president Michael Angelucci II *, administrator

White

Misenhelder

Seifrit

Bledsoe

Fairmont Community Development Partnership

Gribben

Burdick

Davison

Rogers

Nallen

Skidmore

Swisher

Luthy

DeMary

Sansalone

The Fairmont Community Development Partnership is involved in the community and development and partners with different organizations. A major interest of this nonprofit organization is neighborhood revitalization, which takes the form of both affordable and market-rate housing and commercial development.

The board is elected by the membership at the annual

meeting as vacancies occur.

Individuals can be nominated by the board itself or independently nominated.

The board meets the fourth Monday of February, April, June, August, October and December at the partnership’s office at 109 Fairmont Ave., Suite 2, in Fairmont. The executive board meets the other months.

Contact the partnership at 304-366-7600.

Smith

Starsick

The Mannington City Council is in in the city hall and can be contacted at charge of governing business within 304-986-2700. the City of Mannington. This includes Mayor Robert Garcia such duties as creating ordinances to Christina Dunigan collecting taxes and fees.

Larry Smith Members are voted on every two Terry Starsick years by the citizens of Mannington.

Rana Taylor The group meets at 7 p.m. on the Becky Williams first and third Monday of each month

Taylor

Williams

Pruitte

Marion County Rescue Squad

Bickerstaff

Dunigan

Bob Gribben, executive director Bill Burdick Asa Davison Jay Rogers Charles Nallen Brent Skidmore Debbie Swisher Ned Luthy Barbara DeMary Vera Sansalone

Proud to serve Marion County “ I appreciate all the support I’ve received while serving Marion County as your County Commissioner.

I look forward to your support in the up coming election.”

www.voteforguyward.com Paid For By The Candidate

TIMES WEST VIRGINIAN

SATURDAY, MARCH 31, 2012 PAGE 3C

Vandalia Heritage Foundation

Kemp

Nutting

Burum

Kuhns

Rooney

The Vandalia Heritage Foundation is a nonprof- the annual meeting, meets regulary at various it organization that works to provide the following project locations throughout Vandalia’s coverage areas of expertise to communities throughout area, which is North Central West Virginia. northern West Virginia: historic preservation; planContact Vandalia at 304-368-1555. ning and design; restoration, renovation and adaptive reuse; project management and administraDr. Emory Kemp tion; community and economic development; Betty Woods “Snookie” Nutting public/private partnerships; planning and redevelJeffrey S. Burum opment; and strategic real estate services.

Laura Kurtz Kuhns The board of directors, elected every year at Tom Rooney

Fairmont State Alumni Association

Fantasia

Thomas

Brown

Phillips

Clark

Feltz

Jenkins

Pulice

Sapp

Fazalare

Gabor

Jones

McAteer

Murphy

Snyder

Fairmont Community Liaison Panel

B. Craig

Martin

K. Craig

McDaniel

Fantasia

McIntire

K. Gribben

Metcalfe

R. Gribben

Parks

The Fairmont State Alumni Director of Alumni Relations Association, founded in 1873, Emily Swain at 304-367-4015. is the official organization representing graduates of President: Nick L. Fantasia Fairmont State University.

Vice President: The association is led by an Mary Jo Thomas elected, unpaid volunteer board Secretary: Nancy Brown consisting of graduates of Treasurer: Fairmont State. The purpose of Delbert “Butch” Phillips the Fairmont State Alumni Mary Clark Association is to unite its memDede Feltz bers in an effective organiza- Edmund A. “Joe” Jenkins tion dedicated to the advanceCheryl J. Maxwell * ment of Fairmont State.

Dave Morris * The alumni association board Frank Pulice Jr. of directors meets monthly and G.H. “Budd” Sapp can be contacted through the Mike Stern *

Amie Fazalare Frank R. Gabor John Jones Tim McAteer Angela Cable Murphy Chad Riley * Ellen McAteer Snyder George W. Yost Yost

Marion County Library Board Rogers

Sapp

Shaffer

Tennant

Thompson

Yann

Wilson

Wood

Wyrosdick

Yaremchuk

Anderson

Jackmore

Lamarre

Deitzel

Newman

Bass

The Fairmont Community Liaison Panel serves as a forum for open discussion between members of the Fairmont community and representatives of the West Virginia Department of Environmental Protection, the U.S. Environmental Protection Agency and ExxonMobil regarding the Fairmont Coke Works Site.

The panel meets at the Fairmont State University Falcon Center and fosters interaction, the exchange of facts and information, and the expression of individual views of participants, leading to consensus input. Through the panel, those overseeing and

performing the work seek direct and meaningful input regarding the cleanup of the site and its return to productive use.

The board members were selected through research and interviews conducted within the community and recommendations from the community.

For more information, contact Mary Green of Ann Green Communications at 304-7467700.

Beverly Craig Keith Craig Nick Fantasia Karen Gribben Robert Gribben Jim Martin

Bruce McDaniel Chris McIntire Barbara Metcalfe John Parks Jay Rogers Robert F. Sapp Sharon Shaffer Butch Tennant Mark Thompson Roger Wilson Richard Wood Kathy S. Wyrosdick Marcella Yaremchuk Robert J. Anderson Bob Jackmore Michael Lamarre Mark Tampoya * Carrie Deitzel Eric Newman Thomas L. Bass

Marion County Planning Commission

Wilfong

Flowers

Antoluv

McCray

Boyers

Shaw

Stafford

Corley

Wolfe

Ward

The Marion County Planning Commission performs various landuse planning duties within the county, including the submission of project funding applications and the issuance of permits.

The group meets the third Thursday of each month at 7 p.m. and can be contacted at 304-3675341.

Kevin Wilfong Bryan Flowers Thomas Antoluv Alice McCray Bernie Boyers Jack Talkington’s seat open Dave Shaw Julie Stafford Jesse Corley Chris Wolfe Guy Ward Richard Walton

Walton

Conaway

The Marion County Library Board typically meets the fourth Thursday of every month and can be reached at 304-366-1210.

Phillips

McLain

Dixie Yann, president Luella Conaway, secretary Becky Phillips, trustee Frank McLain, new trustee