HomeMy WebLinkAbout2018/12/18; (SJG); Revised Local Area Plan 2019-2020 Harr Kim "
Y •�^ r, Neil S.Gyotoku
Mayor - ��u Housing Administrator
Duane Hosaka
�g .a•;. Assistant Housing Administrator
County of Hawaii
Office of Housing and Community Development
50 Wailuku Drive • Hilo,Hawaii 96720 • (808)961-8379 • Fax(808)961-8685
Existing Housing:(808)959-4642 • Fax(808)959-9308
Kona (808)323-4300 • Fax(808)323-4301
TRANSMITTAL LETTER
December 18, 2018
TO: Allicyn H Tasaka, Executive Director
Workforce Development Council
830 Punchbowl Street, Room 417
Honolulu, Hawaii 6613
FROM: Neil S. Gyotoku
Housing Adminis rato
SUBJECT: REVISED LOCAL AREA PLAN FEBRAURY 1, 2019 -JUNE 30, 2020
COPIE&ITEMS DATE DESCRIPTION
1 Original 12/10/18 Revised Hawaii County Workforce Development Board
(HCWDB) Local Area Plan
TRANSMITTED FOR:
❑ Your information and files ® Your approval
❑ Your signature and return ❑ Your review and comments
❑Your signature and forwarding ❑ See remarks below
as noted below ❑ Filing and return (envelope enclosed)
❑ Per your request
REMARKS:
The Office of Housing and Community Development(OHCD) is transmitting, for your review and
files, the Local Area Plan (revised)for the period February 1, 2019 to June 30, 2020.
Should you have any questions please contact Alison Mukai 961-8379 or Sandra Goodale at
935-6527. Thank you.
6959w,, EQUAL HOUSING OPPORTUNITY
'HAWAI'I COUNTY IS AN EQUAL
OPPORTUNITY PROVIDER AND
EWLOnW'
Workforce Innovation and Opportunity
Act
Local Area Plan
County of Hawai'i
February 1, 2019 - June 30, 2020
Hawai'i County Workforce Development Board
50 Wailuku Drive
Hilo, Hawaii 96720
www.Hawai'icounty.gov/office-of-housing/
Phone: 808-961-8379
Email: ohcdwia@Hawai'icounty.gov
Table of Contents
Introduction................................................................. .....................................................3
PlanSubmission.................................................................................................................4
SignaturePage...................................................................................................................5
Section 1: Workforce and Economic Analysis...................................................................6
Section 2:Strategic Vision and Goals................................................................................22
Section 3: Local Area Partnerships and Investment Strategies.........................................25
Section 4: Program Design and Evaluation........................................................................38
Section5: Compliance.......................................................................................................51
Appendix:WIOA Definitions: https://Iabor.Hawai i.gov/wdc/files/2013/01/Local-Plan-Definitions-
061715.pdf
2
Introduction
These guidelines direct the first local plan submitted by your County under the Workforce Innovation and
Opportunity Act (WIOA). WIOA requires each Local Workforce Development Board (LWDB, local board or county
board) to develop and submit, in partnership with the chief local elected official, a comprehensive four-year plan
to the State.At the end of the initial two-year period of the four-year local plan, each local board shall review the
local plan and shall submit modifications to reflect changes in labor markets,economic conditions or in other factors
affecting the implementation of the plan.
The WIOA four-year plan will be effective February 1, 2017—June 30,2020.The law emphasizes the importance of
collaboration and transparency in the development and submission of the plan. Affected entities and the public
must have an opportunity to provide input in the development of the plan. The local board must make the plan
available through electronic means and in open meetings in order to ensure transparency to the public.
The LWDBs must provide leadership in assembling their plan. LWDBs also should seek broad stakeholder
involvement in the development of their local plan. Local elected officials, local workforce development board
members, core program partners and mandatory AJCH partners must be an integral part of the planning process.
WIOA encourages an enhanced,integrated system by including new core programs in its planning and performance
requirements. Eachplan will address how the LWDB will coordinate service delivery with the new core programs of
Vocational Rehabilitation and Adult Education.
Each LWDB's plan should be based on the current and projected needs of the workforce investment system, placing
an increased emphasis on coordination and collaboration at all levels to ensure a seamless system for job seekers,
including those with disabilities, and employers.The plan must include an identification of the education and skill
needs of the workforce and employment needs of the local area and include an analysis of the strengths and
weaknesses of services to address these identified needs.
The assessment must include the best available information or evidence of effectiveness and performance
information for specific service models as well as a plan to improve the effectiveness of such programs by adopting
proven or promising practices as a part of the local vision.The LWDB should provide a complete view of the system-
wide needs of the local workforce development area.
The plan must address how the LWDB will foster strategic alignment, improve service integration and ensure that
the workforce system is industry-relevant, responding to the economic needs of the local workforce development
area and matching employers with skilled workers. The local plan must lead to greater efficiencies by reducing
duplication and maximizing financial and human resources.These plan guidelines require LWDBs to address current
and future strategies and efficiencies to address the continuous improvement of HawafYs workforce system and
its focus on customer service excellence.This plan should align with the Hawaii Unified State Plan.
All plans must be submitted to:
dlir.workforce.council@Hawal'i.gov
Prior to plan submission,please ensure:
3
• The local board has reviewed and approved the plan;
• The board chair and the chief elected official have signed the signature page,and the original must be
submitted to the Workforce Development Council by mail at:
Workforce Development Council
830 Punchbowl Street, Room 417
Honolulu, HI 96813
OR
An E-signed copy sent with the plan;
• The submitted plan uses the structure and format provided;
• The plan is one continuous and searchable PDF document that includes all attachments OR a Word
document and attachments;
• Responses to all questions are accurate and concise;
• A table of contents with page numbers is included and each page of the plan is numbered;and
• Text typed with a font size of 11 and no greater than 14 points.
Process of Local Plan Submission [WIOA, Pub. L. No. 113-128, Sec. 108(d) and (e)):
PROCESS—Prior to the date on which the local board submits a local plan,the local board shall—
(1) Make available copies of a proposed local plan to the public through electronic and other means,such as
public hearings and local news media;
(2)Allow no fewer than 14 days and no more than 30 days for comments to the local board on the proposed
local plan by members of the public,including representatives of business, representatives of labor
organizations,and representatives of education,and
(3) Include with the local plan any such comments that represent disagreement with the plan.
PLAN SUBMISSION AND APPROVAL—A submitted local plan (including a modification)shall be considered to be
conditionally approved by the end of the 90-day period; unless a written determination during the 90-day period
that—
(1)deficiencies in activities carried out under this subtitle or subtitle B have been identified,through audits
conducted under WIOA Sec. 184 or otherwise,and the local area has not made acceptable progress in
implementing corrective measures to address the deficiencies;
(2)the plan does not comply with the applicable provisions of WIOA;or
(3)the plan does not align with the State plan, including failing to provide for alignment of the core programs
to support the strategy identified in the State plan in accordance with WIOA Sec. 102(b)(1)(E).
Important References
Hawai'i Unified State Plan: http://Iabor.Hawai'i.gov/wdc/reports/
WIOA PUBLIC LAW 113-128: https://www.gpo.aoy/fdsys/pka/PLAW-113publl28/pdflPLAW-
113pubi128.pdf
WIOA Definitions: https://Iabor.Hawai'i.gov/wdc/files/2013/01/Local-Plan-Definitions-061712&! f
4
The County of Hawaii and the Hawaii County Workforce Development Board submit this 2017-2020
plan to implement the Workforce Innovation and Opportunity Act of 2014.
We will operate in accordance with the plan and applicable federal and state laws, rules, and
regulations.
Workforce Development Board Chair Chief Elected Official
LFRED A OK UE) Managing Director
David S. De Luz,Jr.
NOV 8 0 2018 DEC 10 2018
DATE DATE
5
STATE OF HAWAII )
SS.
COUNTY OF HAWAII )
On this 10'"day of December,2018,before me personally appeared WILFRED M.
OKABE, to me personally known, who,being by me duly swom, did say that he is the Managing
Director of the County of Hawaii,a municipal corporation of the State of Hawaii, that the
foregoing instrument was signed on behalf of the County of Hawaii by authority given to said
Mayor of the County of Hawaii by Sections 5-1.3 and 13-13 of the County Charter,County of
Hawaii(2016), as amended, and assigned by the Mayor to the Managing Director pursuant to
Section 6-1.3(h)of the County Charter; and said WILFRED M. OKABE acknowledged said
instrument to be the free act and deed of said County
�o�fnH,Falw�ai`i.
Sipo'ii� Signaturei r t T K S 1
•••..�,
Oc
�pTABI. 0 AMBER K.S. KEPOO
Print or Type Name
Notary Public, State ofHawai`i
My Commission Expires: 04/01/22
NOTARY CERTIFICATION
Doc.Date: 12/10/18 No. of Pages. 6
Notary Name: AMBER K.S.KEPOO Third Circuit
Workforce Innovation and
Doc.Description: Opportunity Act,Local Area
Plan,County of Hawaii v`o9"���i
i
* e 18.145 ?yF=
3�y�OF HP�P�•
S- C 1 01018 "nnnaum "
Notary Signature I Date
DOCUMENT TITLE: Hawai'1 County Workforce Development Board Local Area Plan
PARTIES TO DOCUMENT: David S. De Luz, Jr., Hawa0i County Workforce Development
Board Chair; County of Hawaii Chief Elected Official
REC ND PPROVAL: A`P'PPROVVEEEAA`S TO FORM AND LEGALITY:
Housing Adminisbat&J Deputy Corporation Counsel
/
Office of Housing County of Hawaii
and Community Development
Date: DEC 0 8 2018 Date:
Section 1: Workforce and Economic
1.0 A description of the strategic planning elements consisting of:
1.1 An analysis of the economic conditions including existing and emerging in-demand industry sectors and
occupations;and the employment needs of employers in those industry sectors and occupations. (WIOA Sec.
108(b)(1)(A)l
The Big Island regional economy is still affected by the Kilauea Volcano Eruption and the aftermath of Hurricane
Lane, Hawaii County's labor market and demographic data for the region continues to reflect an uneven
recovery.
During May of 2018, Big Island experienced a lava flow eruption in Kilauea's East Rift Zone(Puna District)which
subsided in early August. People were evacuated from their homes due to the immediate threat of lava and from
the toxic sulfur dioxide and acid rain being emitted in the area. Much of the agriculture in the area was
devastated or destroyed. Many people were laid off due to the lack of tourism, loss of land, property/structures
and limited access due to lava affected areas.
The Big Island has been awarded a two-year National Dislocated Worker Grant that allows people displaced from
their employment the opportunity to be paid through the grant for up to one year. Employment opportunities
include renovation, recovery,and case management.
Large segments of the labor market such as low-income, English Language Learners,single mothers,disconnected
youth,and individuals without a post-secondary education or training continue to face significant challenges in
accessing quality employment. Putting all residents on the path to economic security through equity focused
strategies and policies to grow good jobs, build capabilities, remove barriers and expand opportunities for the
people and communities being left behind remains the guiding principle for the Hawaii County Workforce
Development Board.
From 2012 to 2017,employment in Hawaii County increased 8.7%which outpaced the national growth rate of
7.2%by 1.5%. From 2018-2022,employment in Hawaii County is projected to increase from 81,363 jobs to
84,521 an increase of 3,924 over the next 5 years and translates to 12.7%of the total statewide job gains.The
Hawaii County's growth rate of 11.7%will rank the highest in the state. Service-providing industries will be the
major source of job gains,providing over four-fifths of the total job opportunities for Hawaii County. However,
advances in goods-producing industries will boost the count upward by 17.8%versus 11.7%growth in the
services-providing sector.Self-employed and unpaid family workers will experience a modest gain of 420 jobs
which equates to 6.0%.
Annual Job
OCCUPATIONS—Bachelors Degree or Higher Openings %Growth Rate
Registered Nurses 40 1.5
General&Operations Managers 40 1.1
Accountants and Auditors 20 1.3
Secondary School Teachers 20 .4
Physical Therapists 10 3.3
Mental Health& Substance Abuse Social Workers 30 1.0
6
Social&Community Service Managers 10 1.0
Annual Job
OCCUPATIONS less than Bachelor's Degree more than High School Openings Growth Rate
Heavy Truck and Trailer Truck Drivers(CDL) 20 .9
Teacher Assistants 20 .5
Medical Assistants 10 2.7
Dental Assistants 30 1.9
Annual lob
OCCUPATIONS High School or less Openings Growth Rate
Retail Salespersons 120 1.0
Waiters&Waitresses 90 .6
me
Farrs,Ranchers&Agriculture Managers 80 .6
Source:Dept. of Labor& Industrial Relations, Research&Statistics Dice
Top Posted Occupations Jan-Dec Avg. Unique Postings
Registered Nurses 519
Physicians and Surgeons,All Other 267
Retail Salespersons 137
First-Line Supervisors of Retail Sales Workers 106
10
Source.Fmsr a43017Labor MarketAnaWecs
Industry Employment Trends
The county's largest industry division,education and health services,which consists of approximately one-fifth of
the total workforce,will create the most jobs. Higher employment counts in both subsectors,with an advance of
5%,as well as 16.7%boost in health care and social assistance, will raise the overall expansion rate to 11.8%.As a
result 28%of the total county jobs added will be attributed to this division.
Employment growth in education,training and library occupations will fall below the countywide average of 8.5%.
Rising demand for teachers at all levels will expand the total job count by 280 positions.
In Hawaii County two industries dominating job gains, health care and social assistance and the accommodation
and food services industry,will account for 41%of the total jobs added in Hawaii County. Employment in
healthcare and social assistance sector will be the fastest growing. Healthcare and social assistance, largely
impacted by the health service demands of an aging population leads all industries with the addition of 1,450
positions. It is not surprising within this subsector,ambulatory health care services will forge ahead with growth
of 33%.
Healthcare practitioners and technical occupations will jump to almost 15%, driven by the growing healthcare
needs of an aging population. Registered nurses,with 40%of this sector's workforce, is projected to add 179 of
the total 420 job gain. Physical therapists will rise the fastest,climbing 33.3%.As a reflection of the advanced
education levels required,these occupations will enjoy the highest wages of all occupational divisions.
Healthcare support will have the largest growth rate of any major occupational group. By 2024,employment in
healthcare support occupations will improve to 2,730,which is 20.1%over the projected period.There is and will
continue to be a strong demand for home health aides, nursing assistants and medical assistants will provide 70%
of the expanding workforce.
7
Accommodation and food services will post the second highest increase of 1,160 jobs.The gain will be split fairly
evenly between accommodation and the rise in food services and drinking establishments.
Occupations with most projected job openings, Hawaii County, 2014-2024
Growth in the leisure and hospitality industry will offer another major source of employment,providing the
second largest numerical gain in jobs.Accommodation and food services, which constitutes 87%of the total
employment in this industry,will contribute the bulk of the openings. In addition to growth,job openings also
become available based on the need to replace workers permanently leaving an occupation,through retirement
or for other reasons.Openings created by economic expansion combined with replacement needs will be
responsible for an estimated 2,440 openings per year in Hawaii County during 2014-2024. Of that, 670 positions
will arise from newly created opportunities,while 1,780 jobs will result from employment separations.
The growth rates of the 20 fastest expanding occupations for the Big Island are above the average rate for all
occupations.As reflected by the increase in the healthcare occupational groups,almost half of the occupations
relate to healthcare.These include home health aides,physical therapists;medical assistants; mental health and
substance abuse social workers;medical secretaries; dental assistants;dental hygienists; registered nurses;and
massage therapists.Tourism jobs include reservation and transportation ticket agents and travel clerks restaurant
cooks,first-line supervisors of personal service workers; customer service representatives;and combined food
preparation and serving workers.
Agriculture,Aquaculture and Horticulture
Due to the recent volcanic activity,farming has taken a hit. Side effects caused by the lava flow include: loss of
land due to lava coverage and loss of crops affected by poor air quality and acid rain.The National Dislocated
Worker Grant is attempting to acquire an exemption from the federal grants to include farms/farmers in the
coverage for recovery,renovation and rejuvenation of crops. It is on the radar,but we are awaiting additional
information in order to categorize.
Long-term projections show that Agriculture-Farmers, Ranchers,&Other Agricultural Managers show a growth
of 220 jobs buy 2024 which breaks down to 20 new jobs open annually and 60 jobs open due to replacements.
This results in a 6.3%increase. However the information and reporting does not include the volcanic activity in
2018 which may cause the availability of future positions and percentages to decline or fluctuate.
8
AGRICULTURAL AREAS
HAWAII COUNTY
Canw,rWn,MauEalrya NUA KMMU Banmas.Cantle,CO .,Faegry.
Horner Pmv]
EF.PwM/.Snaap Greer Rnd,MaoWm4 Nub.Papaya.Taro,
HONOKAA Too.Spetielry Fruih Vage4bk,
Avenq Mnual R.Infall ILa1Wha use)IN 0�
Cattle,FWpa Noary PrMuar,v
Aviaye Annual Fee, 1GIrwIeIN 0
wAIMEACa..F...GYvea,MSaderear
KAMUELAI Nursery PlPdleaa,Tmgral Specialty Ferri
HILO Vegddea
Averme Annual Raaall(Maio 126 T
KAxUA4ONA a Ani .,Ban.,CNW.Flowers,
Guava,MWtlam4 Nub.Nursery
PAHOA no4WbPapeya. reirical Special
KE,ILAKEKUA FMb,workable.
Axega AmWI Raa l BraMaI 1400
Aituxupun.A.— CMk.CoIIN,
Fbeen,FuratHr Howy,so aWmu Not; Cauca,Car. F.H ulry,MwUwnu Nub
Nufery Ralutls,Veptlns., PAHALA Avereyr MnWl Raimo.lPaM4155P
Avupe An.Manlall C.I. .I]50"
NAALEHU
Source Hawai I Department of Agriculture,Agricultural Development Division,and LLS Department of Agriculture,National Agricultural Statistics Service.
Statistics of Hawari Agriculture,2011 Hawaii County Data Book 2015
Construction,Land and Resource Use,Planning and Development,Built Infrastructure
These occupations account for approximately 6X of the total employment count and will boast higher Shan
average growth of 12%.With a net gain of 510 positions.This division will record the sixth largest increase for
occupational groups.The proportion of openings due to growth will remain fairly close to the number of jobs
resulting from replacement needs. Most of the positions can be filled with high school graduates.Wages in this
field will exceed the county average, With the exception of a few positions,workers will need some form of
training.
Source:Enos://y .hiwl.cre/admin/psioub/htmlarea/uploads/Lon&TermPro ectons-2014-2024-H.a CH,pit
1.2 An analysis of the knowledge and skills required to meet the employment needs of the employers in the
local area(county),including employment requirements for in-demand industry sectors and occupations.
[WIOA Sec. 108(b)(1)(B)]
Soft Skills:The majority of island-wide employers in various industry sectors via surveys and conversations have
expressed the urgent need for soft skills.They are needed to effectively and efficiently use technical skills and
knowledge.They improve the way employees interact with their bosses,co-workers and customers,and assist in
completing their work in a timely manner.An important thing to note is that soft skills are transferable between
occupations. Employers are seeking not only the technical skills to do the job, but qualities like"excellent
communication skills", "ability to multi-task","team player"and "strong listening skills" as well.The need for soft
skill training was also identified when the Research and Statistics Office conducted a survey of approximately 225
employers in in-demand industries: Construction, Healthcare, Hospitality an Information Technology. Plans are
being made to develop soft skill training videos.
Basic Skills: Basic Skills deficient means,with respect to an individual,that the individual has English reading,
9
writing,or computing skills at or below the 8th grade level on a generally accepted standardized test or a
comparable score on a criterion-referenced test.This is a necessary factor when establishing and maintaining a
self-sufficient lifestyle. Deficiencies in basic education have become increasingly evident in many new
participants as well as current employees.This will be addressed in HCWDB performance accountability.
Job Readiness Skills:Surveys and questionnaires have indicated that many new jobseekers have lacked these
skills.Addressing the developing employment preparation skills will enhance the employment pool for
employers and will provide jobseekers the necessary tools to advance.
Occupational-Specific Skills:Our workforce at times will be required to have some skills and aptitudes in their
chosen occupations.Occupational demand and labor market supply is to be taken into account to determine the
focus for Occupational Training programs.The desired outcome of completing an Occupational Training program
is employment in a related field.
According to feedback from our hospitality industry,a complete range of employment opportunities are
available.Although some individuals may choose to become an all-around hospitality professional,others choose
to specialize in a particular function such as human resources,sales,marketing,technology or finance.
Whether person chooses to become an all-around hospitality professional or specialize in a particular function,
the opportunities in hospitality are nearly limitless for those with the right focus and drive.
Because this industry is dynamic and fast-paced,the following skills are requirements of any position in
hospitality:
Top 5 Skills
1. Customer/Guest Focused with Spirit of Aloha
2. Effective Communication Skills,Verbal and Written
3. Collaboration
4. High Attention to Detail
5. Problem Solving Ability
Technology has effected change worldwide.As reliance on technology grows by the day,technology proficiency
is quickly moving into the top required skills. From applying to a position online to submitting timesheets,to
participating in engagement surveys and more,technology is an integral piece of the guest and employment
experience.
In 2016, Kona-Kohala Chamber of Commerce completed a two year study to determine the existing and future
needs of the Kona-Kohala business community.Of the 83 responses received,the top skills required to work
successfully were:
• Customer service
• Communication
• Logic/reasoning/problem solving
• Office/administrative support
• Sales
43%of the respondents indicated the following requirements for the Kona-Kohala businesses:
Certifications:
Boat Captain Occupational Therapists
Cosmetologist PGA Certification
Driver's License Real Estate License
First Aid,CPR,AED SCUBA dive Guide or Instructor
Fitness Trainer Speech Therapists
10
Insurance License Water Utility Certification
Nursing Assistant Zumba Certification
College Degrees:
Accounting Environmental Studies
Biology Juris Doctor
Business Landscaping
Chemistry Management
Economics Medical Doctor
Education Nursing
Engineering Social Work
1.3 An analysis of the local workforce in the county,including current labor force employment(and
unemployment)data,and information on labor market trends,and the educational and skill levels of the
workforce in the county, including individuals with barriers to employment. (WIOA Sec. 108(b)(1)(C)j
According to the Hawafi State Department of Labor and Industrial Relations Research and Statistics Hawaii
County industry projections,2014-2024
• Hawaii County's employment will increase by 8.5%, and is expected to have the greatest growth among
the four counties,increasing the total job count to 80,740.
• Service-providing industries will consist of over 79%of the total positions added in Hawaii County and
will retain an 80%share of the workforce up to year 2024. From the service-providing industries,the
three largest,education/health services,the trade/transportation/utilities sector and the leisure/
hospitality will create 61%of the county's total job openings.The Profession and business services will
have a projected growth rate of 21.1%and will be growing fastest among the service-providing industries.
• Goods-producing overall growth is high above the county's average expected to be around 8.7%.Self-
employed and unpaid family workers will experience a boost of 740 jobs which equates to an advance of
9.1%.
Table 6. Population Distribution
The table below shows the counties 2017 estimated population in Hawai i.
Rank Area Name 2017 Estimated Population
1 Honolulu County, Hawaii 988,650
2 Hawai i County, Hawai 200,381
3 Maui County, Hawaii 166,348
4 Kauai County, Hawaii 72,159
source.census Hawari.gov/home/population-estimate
Table 7.Income Totals
The table below shows the most recent income information for Hawaii County, Hawaii.
Income Description Income Source Year Total
Median Family Income US Census Bureau 2017 $53,936
Median Household Income US Census Bureau 2015 $60,033
Median HUD Income HUD(Housing& Urban Development) 2018 $74,200
11
Per Capita Income BEA(Bureau of Economic Analysis) 2017 $25,827
Total Income BEA(Bureau of Economic Analysis) 2015 $677,132,900
Source Rascal)Dept of Labor and Industrial Relations,Research and Statistic's Office 08/10/2016
Source Haven Department of labor and Industrial Relations,Research and Stabsh[s Office—www hiwi arg
Hawaii employment vacancies are increasing as the unemployment rate falls.Most of the positions advertised
are located on the west-side of the island where the cost of living is higher.Many residents have to hold multiple
positions or commute across the island to meet their housing needs.
Hawaii County is home to a population of 193,680 people,from which 94.6%are citizens.The ethnic composition
of the population of Hawaii County is composed of 58,882 White residents(30.4%),44,970 Two+residents
(23.2%),41,784 Asian residents(21.6%), 24,027 Hispanic residents(12.4%),and 22,217 Hawaiian residents
(11.5%).
18.7%of the population for whom poverty status is determined in Hawaii County live below the poverty line,a
number that is higher than the national average of 14%.The largest demographic living in poverty is Female 25-
34,followed by Male 55-64 and then Female 55-64.
Table 8.Current Jobs Available
The table below shows the number of job openings advertised online in Hawaii County, Hawaii on August 24,
2016(Jobs De-duplication Level 2).
Area Name Job Openings
Hawaii County,Hawaii 2,172
Job source Online adverdsedfobs data 08/2512016
Source.Hawaii Department of labor and Industrial Relations,Research and Statistics Office
https//www.hiwi.org/vosne[/Imi/area/areasummary aspx?enc6gfjMg0Kyj18188h1NLQofDazouQ92.S MZI%o600YmzdBgOe8mWr4ki/Me
Although Hawaii County has the most land mass and the second largest population count in the State,it has
the second lowest average hourly wage,weekly wage and average annual wage of the four counties.
Table 13. Employment Wage Statistics Distribution
The table below shows the counties with the highest estimated average weekly wages in Heenan)for the 1st quarter,2014.
Total Average •Average Hourly Average Weekly •Ave rage Annual
Rank Area Name Employment Wage Wage Wage preliminary
I Honolulu County, 460,520 $2235 $994 $46,488 N/A
Hawari
2 Kauai County,Hawaii 28,990 $2260 $904 $47,008 N/A
3 Maui County,Hawaii I 71,819 $19.15 $766 $39,832 N/A
Xawafi County, $22.11
Hawaii
'Assumes a 40-hour week worked the year round
Source'Hawal'I Dept ollabor and Industrial Relations,ResearcM1 anti StahznZs Office,QCEW Program'08/25/2017
There were 9,792 employed and 1,352 unemployed in the time period 2012 to 2016. Hawaii County had the
highest unemployment rate of Native Hawaiians&other Pacific Islanders in the state.
12
Table 14. Employment Status of Native Hawaiians&Other Pacific Islanders Alone,State&County,2012-2016
State ofT Hawaii Kauai
Hawaii Honolulu County County. Maui County County
Total 93,073 60,557 16,919 11,189 4,389
Civilian labor force 64,8061 42,282 11,144 8,1731 3,189
Employed 57,721 37,691 9,792 7,281 2,939
Unemployed 7,085 4,591 1,352 892 254
Unemployment Rate 10.9% 10.9% 12.1% 10.92% _ 7.8
Saurte Xaxmrl Ceportmcnt of Lobo[ontllntlusnial pelotionA Nesear[M1 onp5(otist¢s Off c,
A total of 34%of persons with disabilities were employed, while 10%were unemployed. Hawaii County had the
highest percentage of 64.27%were not in the labor force statewide.
Table 15. Employment Status by Disability Status, State and County, 2014
I'1 Honolulu County Hawaii County Maui CountyrKaualTotal with Disability 1 43,447 13,209 6,808
In the labor force i 2 19,674 4,488 3,631
Employed 26356 18,279 4,013 3,265785
Unemployed 2,4761 1,395 475 366240
Not in labor force 37,199 23,773 8,721 3,177 I 1,528
Soum U.S.Censor Burz 1016Amerimn Comm-tysrvey I Yea,Esnmare Cisim
Hawaii County has a large aging workforce population.Workforce strategies need to take into account for the
baby boomers whom are preparing to retire.
Table 16.Civilian Labor Force Status 45+Years,State and County, 2014
8tateof Hawal'i Honolulu County Hawaii Maui County Kauai County
County
Total population 16+years 1,137,804 796,215 155,423 129,671 56,405
45,years; 593,455 399,641 89,775 71,494 32,484
Civilian labor force: 322,246 218,535 44,382 41,215 18,067
Employed 310,086 211,463 41,765 39,408 17,403
Unemployed 12,160 7,072 2,617 1,807 664
Source:U.S Census Oureoµ2014Amen[on Commumry5urwy I Year Esnmut ,82301
Hawaii County has the second largest civilian veteran population in the State.Compared to the statewide
population,overall veterans have a higher percentage of college attendance.
Table 17.Veterans Status, State and County, 2010-2014
State of Hawaii Honolulu County Hawai'i County Maul County Kauai County
# % # % If % # % # %
Civilian population 18+
years 1,075,468 --- 736,721 -- 156,433 -- 129,592 --- 55,652 --
Civilian veterans 106,123 9.8 77,698 10.5 14,985 9.6 7.1 4205 7.6
Source:U S Census OurwµAme Commuo,ry Su,uey 2012,OPO2
1.4 An analysis and description of adult and dislocated worker workforce development activities, including type
and availability of education,training and employment activities. Include analysis of the strengths and
weaknesses of such services,and the capacity to provide such services, in order to address the needs identified
13
in 1.2. [WIOA Sec.108(b)(1)(D)& 108(b)(7)]
Activities Strengths Weaknesses
• Access to eligible • Ability to partner, • Technology
education and training leverage resources to • Transportation
programs stretch funding • Limited Resources and
• Work Experience • Awareness of local Funding
• lob search and placement business needs • Career counseling focus—
assistance • Locally based vs.social workers
• Career counseling • Local Labor Market • Short on Eligible Training
• Support services Information Providers due to the
• Provide employers with • Outreach Coordinator for elimination of program
qualified labor pool employers and businesses reporting waivers
• Program Outreach • Outreach is focused on • Amount of time it takes to
• Basic Career Services: employers and get build sector
• Skills assessment participants partnerships
• Intake • Job search workshops • Staffing vacancies
• Labor market • lob matching • ETP Recertification
information • Promotes the hiring of process seems too
• lob search activities persons with disabilities cumbersome to be timely
• Career exploration through a business and responsive to
instruments/tools leadership network industry demands.
• Individualized Career • 30 years of employment • 1 AJCH location for the
Services: and training expertise; entire island
• Counseling • Active AJCH consortium
• Testing partner and support
• lob readiness • Extensive institutional
workshops knowledge
• Short-term job • Provider is one of the few
readiness modules entities to execute OJT
• Assessment instruments Agreements
• Training Services:
• On the lob Training
(OJT)
• Individual Training
Accounts(ITA's)
• Braiding of funding for
additional services
Capacity to Provide Services:As supporters of career pathways, participants are allowed to choose their path
based on their skills, knowledge and interests.This is accomplished by allowing them to complete short-term
certification training programs and enhance their existing skills.The capacity to provide service is increased
because of braided resources with partners such as Adult Education,Vocational Rehab(VR),and Temporary
Assistance for Needy Family(TANF)and the Community College.WDD creates innovative strategies to bring
together industry leaders with government agencies, non-profit resources to collectively address workforce
issues.
14
1.5 An analysis and description of youth workforce activities, including activities for youth with disabilities.
Include analysis of the strengths and weaknesses of such services,and the capacity to provide such services.
[WIOA Sec. 108(b)(1)(d)and 108(b)(9)]
Activities Strengths Weaknesses
• Skills assessment • Retention and persistence • Services to in-school
• Access to eligible • Dedicated Employment youth decrease under
education and training Counselors WIOA
programs • Ability to partner, • Technology
• Work Experience leverage resources to • Transportation
• Job search and placement stretch funding • High turnover of
assistance • Awareness of local participants
• Career counseling business needs • Lack of follow through
• Support services • Locally based from the participants side
• Provide employers with • Local Labor Market
qualified labor pool Information
• Program Outreach • Extensive community
collaboration and
outreach
• Job matching
• Promotes the hiring of
persons with disabilities
through a business
leadership network
The current Youth Service Provider,Goodwill Industries of Hawaii,delivers high quality education,case
management,employment,acculturation,financial, life, literacy and social skill services to diverse consumers
including: individuals with disabilities, Native Hawaiian, English as a Second Language learners,immigrants,
individuals with a history of alcohol or substance abuse, individuals previously or currently incarcerated, public
housing residents, homeless, at-risk,disabled or economically disadvantaged youth.
The Youth Service Provider has and will continue to develop strong working relationships with numerous local,
State and Federal agencies including Hawaii County Workforce Development Board (HCWDB),Office of Youth
Services, Department of Human Services,Office of Community Lands,Department of Health, Internal Revenue
Service, Department of Vocational Rehabilitation, University of Hawaii (UH) Hilo and UH Community Colleges,
Waipahu Community School for Adults.
1.6 Identify successful models and best practices for youth workforce activities relevant to the local area. [WIOA
Sec. 108(6)(9)]
Workforce services are comprehensive and flexible and specifically meet the unique needs of each youth.Ongoing
intensive case management,training opportunities,support services,and mentoring opportunities are central
facets of the program design.The youth are provided with activities and a variety of options to improve individual
educational and skills competencies and make effective connections with employers.
Program utilizes the elements of the WIOA youth program and engages youth in healthy behaviors and empowers
them with tools to reduce unhealthy risk behaviors.The program creates a caring environment where youth feel
15
valuable,worthwhile,and motivated to develop educational and employment skills allowing the youth to reach
their full potential.
The Youth provider takes advantage of its in house resources.This provides an opportunity to the youth
interested in gaining work experience(marketing, merchandising,financial transactions and inventory to name a
few)while in a familiar environment.The youth are compensated for their hours, held accountable and gain the
necessary skills required to allow them to gain experience employers are looking for, allowing them to be
successful in the business community.
Program participants include at risk youth, low-income persons, immigrants, refugees, individuals with mental
illness and other disabilities, and people who are highly challenged (including homeless, reintegrating individuals,
and individuals with a history of alcohol and drug abuse.The core ideology of this program is that all youth
program participants, regardless of their past or barriers, have the potential and abilities to achieve success.
GoalsSection 2: Strategic Vision and
Section 2 responses should be made in collaboration with the members of the local workforce development
board and other community stakeholders.
2.1 Provide the local board's strategic vision and goals for preparing an educated and skilled workforce in the
local area,(including youth and individuals with barriers to employment). [WIOA Sec. 108(b)(1)(E)l
Change is happening,the HCWDB envisions the need to be flexible and open to the future trends of the workforce
and workplace.Size,composition,and skills of the workforce;the nature of work and workplace arrangements;
and worker compensation will all need to be taken into account.
HCWDB's WIOA Vision:
Provide a fluid and adaptable workforce system that meets the needs of employers and jobseekers
supporting a vibrant economy.
HCWDB Goals:
1. Enhance and rebrand the A1CH Centers
o Provide outreach and engagement of employers,addressing their needs
o Coordinate and align seamless service delivery system
o Focus on quality of service and an enriched customer centered design
o Focus on sector strategies and establish career pathways that will integrate education and
training,and move skilled job seekers into growth industries.—particularly with our WIOA-
designated target populations (this should include support for wrap around services from
mandated,secondary and tertiary AC partners)
o Establish a support system for emerging industries
o Establish a support system for at-risk employers and industries in our local economy
o Ensure our AICs are provided the technical guidance and support needed to proficiently serve
businesses and job seekers
2. Create greater access for vulnerable populations with employment barriers-
o Serve the public as not only a resource for employment, but as a solution/empowerment center
where basic barriers to employment can be resolved
3. Address geographic challenges
o Enhance outreach programs
16
o Research and identify enabling technology
4. Pilot youth programs and coordinate a youth development system
o Coordinate existing community structures and resources that enhance and support opportunities
for your development
o Promote leadership development via exposure to positive role models and mentors
o Promote youth development programs and activities that ensure that youth thrive and become
empowered
5. Become more data driven
o Sets expectations
o Provides accountability
o Denotes anticipated results
o Provides guidance that allows the program to be success oriented
o Identify industry clusters and industry resources
o Use data to identify workforce necessities
o Identify employer needs to guide the effective use of resources
o Assist with identifying career pathways and labor markets
6. Strengthen Partnerships/Efficiency focused
o Provide coordinated and aligned services.
o With the State's assistance add additional resources to the AICH so that additional resources may
be accessed at the same visit
o Multiple access to the same services/training/assistance.
o Collaboration for a positive relationship with all workforce stakeholders.
o Connect Youth to the workforce system.
*Barriers to employment includes limited English language and or cultural barriers,low literacy levels, low
Income,long-term unemployment,single parents including pregnancy.
2.2 Describe how the local board's vision and goals align with and/or supports the vision of the Hawai i
Unified State Plan:
"All employers have competitivety-skilled employees,and all residents have sustainable employment
and self-sufficiency." fhttps://Iabor.Hawal'i.gov/wdc/files/2018/04/Unified-State-Plan-2018.pdf] pg.
87
The HCWDB supports the State vision by agreeing to support the alignment of workforce investment,education,
and economic development systems in support of a comprehensive,accessible, high-quality workforce
development system.This will increase the prosperity of workers,employers,and economic growth throughout
our community.WICA is quality-focused,employer-driven,customer-centered and tailored to meet the
workforce and economic development needs of our local area.
HCWDB aligns with the State's vision of wanting to minimize slack in the labor market,and supply suitable living
wages,for all Hawaii s residents.
2.3 Describe how the local board's vision and goals contribute to each of the Unified State Plan goals:
a.To provide coordinated,aligned services.
b.To prioritize services to vulnerable populations with barriers to employment as described under WICIA,
including veterans,unemployed workers,youth with disabilities,homeless individuals and Native Hawaiians,
which are currently of critical concern to the state.
c.To develop sector strategies and a career pathways system that will integrate education and training,and
17
move skilled job seekers into growth industries.
d.To fully engage employers in the workforce development system to address the talent shortage.
The Hawaii Unified State Plan includes a number of strategies under each goal. It is up to the discretion of the
local board to determine what strategies best ft their local needs.(pgs.77-79)
The HCWDB's Career&Business Committee,quantify and prioritize industry needs and skills gaps.As principal
conveners, HCWDB will gather employer/industry input via focus groups,informational forums,and
questionnaires,etc.The AJCH will serve as the implementation arm of broader workplace and workforce priorities
set forth by our WOO.
The HCWDB's vision and goals contribute to each of the Unified State Plan Goals in the following ways:
a. The HCWDB has been and will continue to coordinate and align services by providing businesses and job
seekers a high quality A1CH center that connects them with a full range of workforce services.Aligning the
Local Area Plan and the State Unified Plan goals by having the AJCH partners coordinate their services will
ensure that seamless service will be provided. Meetings held with core partners and other key service
providers on a monthly basis to discuss successes,challenges and solutions to achieving coordinated-
aligned service will assist with this process.
b. HCWDB continues to improve and target workforce services to individuals lacking economic opportunity
through the following program priorities:
• Disconnected youth (school drop-outs,juvenile offenders, and those that have aged out of
foster care,and pregnant or parenting teenagers)
• Re-entry population
• Veterans
• Individuals with disabilities
• Individuals with barriers to employment such as low income,cultural and language barriers and
literacy issues
• Native Hawaiians
C. In order to develop sector strategies and career pathway systems that will integrate education and
training and move skilled job seekers into growth industries,the HCWDB is working on enhancing and
rebranding the AJCH.The A)CH will have the support of the Career and Business Committee which will
identify and promote sector strategies,engage employers and assist with developing career pathways. In
accordance with the State goals,the HCWDB will use economic data, industry clusters and industry
resources to determine growth and align policies and funding streams across education,workforce,and
economic development systems and all levels of government to focus public resources on the training
that moves workers into industries with high-quality jobs that lead to betterfinancial outcomes and
longer job tenures for workers. HCWDB and the AJCH will work closely with the Community College to
identify education and training needs. Programs will need to be developed to meet those needs.
d. To fully engage employers in the workforce development system to address the talent shortage the
Career and Business Committee and the AJCH Operator will coordinate and implement effective strategies
to address the engagement of sector partnerships/employers to promote our workforce development
system. In alignment with the State plan,they will focus on short-and long-term goals aligned with
industry needs,developed with industry input and sustained through industry oversight and participation.
18
2.4 Describe how the local board's goals relate to the achievement of federal performance accountability
measures to support local economic growth and economic self-sufficiency. [WIOA Sec. 308(b)(1)(E)]
All of the local board's goals are designed to achieve the federal performance accountability measure and to
support local economic growth and self-sufficiency by allowing participants to have an environment that is
nurturing to their needs,partners that can assist with the economic,educational,training and employment needs
that are currently measured at the federal and state performance levels.The AICH allows for easy access and
referral hand offs that make it easier for the participants to remain focused on their goals and complete the
process. Bringing the employers into the mix allows them a"finish line"to cross when they've completed their
education and training and employment during follow up.The focus for the HCWDB is"their success is our
success."
One caveat is that the wage in Hawaii is low and the cost of living is high so that an individual making$49,450 is
considered to be "low income"statewide.A family of four earning up to$70,650 is also considered"low income"
statewide. "Very low income"for a person living in Hawaii is considered$44, 150.As of this year,minimum wage
is now$10.10—but at$21,000 before taxes,anyone working a full-time minimum wage job is considered way
below"very low income" status by HUD requirements.
Housing experts say these figures highlight the growing demand for affordable housing development statewide at
all price points—from"very low income" ranges to workforce or working professional salary ranges.
Cu11118hr 2018 Hawaii News Naw.
Section 3: Local Area Partnerships and Investment Strategies
Many of the responses below,such as targeted sector strategies,should be based on strategic discussions with
the local board, partners,and stakeholders.
3.1 Taking into account the analysis in Section 1,describe the local board's strategy to work with the
organizations that carry out core programs to align resources in the local area,in support of the vision and
goals described in Question 2.1. [WIOA Sec. 308(b)(1)(F)]
The County has developed a WIOA Phase I MOU with the 12 mandated partners.The County is currently
negotiating cost-sharing agreements and other requirements of the Phase II MOU to be executed in the first
quarter of 2019.The parties to the Phase I MOU are as follows:
Migrant Farm Workers–Maui Economic Opportunity(M EO)
WIOA Title I Adult, Dislocated Worker,Youth–Goodwill currently has the Youth contract and the County is
working on a contract for the Adult and Dislocated Worker.
WIOA Title 11 Adult Education and Literacy–Waipahu Community School for Adults.
WIOA Title III Wagner-Peyser–State of Hawaii Workforce Development Division(WDD)
WIOA Title IV Vocational Rehabilitation–State of Hawaii Department of Vocational Rehabilitation(DVR)
Carl D. Perkins Career Technical Education–Hawaii Community College
Title V Older Americans Act–Hawaii County Senior Training and Employment Program (STEP)
Native Indian/Alaskan/Hawaiian American Act–Alu Like
Housing and Urban Development–Office of Housing and Community Development(OHCD)
Unemployment Insurance–State of Hawaii Department of Labor and Industrial Relations(DLIR UI)
Temporary Assistance to Needy Families–State of Hawaii Department of Human Services(DHS)
Hawaii County's Strategic Initiatives to implement and align resources of the partners.Strategic Business
19
Engagement—The HCWDB leads thee ngagement of its partners to work with businesses and support their
immediate and future talent and training needs.Certification of the AJCH and addition of affiliate locations to
accommodate the needs of the entire island.
Career Pathways—through strong coordination with business,industry,education,training and other partners,
the HCWDB ensures that training credentials and education coursework are aligned with employer-validated
competencies that result in career pathways.
Representatives from WIOA core programs serve as members of the HCWDB board.Additionally,area directors
and managers of the same program partners work with other workforce stakeholders through the American lob
Center Hawaii(AJCH). Local Board representation allows for formal input on the direction of the workforce
activities,service integration,and implementation of area wide workforce development initiatives.
The One Stop is located in Hilo, at 427 Kilauea Avenue, B-30. Programs located at the One-Stop include: Disability
Employment Initiative,Wagner Peyser,Veterans,Workforce Innovation and Opportunity Act(WIOA)Adult and
Dislocated Worker Program and occasionally National Farmworker Jobs Program.The AJCH Staff and partners
cross trained to understand program opportunities and resources available to assist client's based on their needs
and eligibility.
The workforce system is a multitude of private and public agencies, programs,and services.AJCH Stakeholders
and other community partners, provide awareness of the WIOA programs,mandated partner programs,
community resources and tools available.Continually strive to build strategies to share information related to
agency functions, programs, services and in turn, meet the needs of the One Stop customers in the most
comprehensive manner possible.
3.2 Identify the programs/partners that are included in the local workforce development system. Include,at a
minimum,organizations that provide services for Adult Education and Literacy,Wagner-Peyser,Vocational
Rehabilitation,Temporary Assistance for Needy Families,Supplemental Nutritional Assistance Program,and
programs of study authorized under the Carl D. Perkins Career and Technical Education Act of 2006. [WIOA Sec.
108(b)(2)]
WIOA Section 121(b)(B) Programs and Activities Agency/Organization
Office of Housing and Community
Programs authorized under Title I—Adult/DW
Development(OHCD)
Alu Like, Inc./Goodwill Industries
Programs authorized under Title I—Youth of Hawai i, Inc.
Alu Like, Inc.
Programs authorized under Title I—Native American Programs
Programs authorized under Title I—Migrant&Seasonal Farmworker Maui Economic Opportunity, Inc.
Programs (MEO)
Hawaii Department of Labor and
Programs authorized underthe Wagner-Peyser Act Industrial Relations(DLIR)-
Workforce Development Division
(WDD)
20
Waipahu Community School for
Adult Education and Literacy Activities authorized under Title II Adults
Division of Vocational
Programs authorized under Title I of the Rehabilitation Act of 1973 Rehabilitation (DVR)
County of Hawaii Senior Training&
Programs authorized under Title V of the Older Americans Act of 1965 Employment Program(STEP)
Hawaii Community College
Career&technical education programs at the postsecondary level (HawCC)
authorized under the Carl D. Perkins Career and Technical Education Act
of 2006
Hawaii Department of Labor and
Activities authorized under Chapter 2 of Title II of the Trade Act of 1974 Industrial Relations-Workforce
Development Division(WDD)
Hawaii County Economic
Employment and training activities carried out under the Community Opportunity Council(HCEOC)
Services Block Grant Act
County of Hawaii Office of Housing
Employment and training activities carried out by the Department of and Community Development
Housing and Urban Development (OHCD)Section 8
Unemployment Insurance (UI)
Programs authorized under State unemployment compensation laws
Unable to locate and identify
Programs authorized under Section 212 of the Second Chance Act of 2007 Programs authorized under the
Second Chance Act of 2007 locally
Department of Human Services
Programs authorized under Part A of Title IV of the Social Security Act-
Temporary Assistance to Needy Families(TANF)
Table 19.AICH Services
These tables identify many of the services offered by our WIOA Mandated AJCH Partners.
Alu Like DHS DVR HawCC HCEOC MEO HC STEP ul WCSA WD
Basic Career Services - -
Outreach X x x x x x x x x X X
21
Intake X X X X X X X X X X X
Orientation to services X X X X X X X X X X X
Initial assessment of skill X X X X X X X X
levels
Eligibility certification X X X X X X X X
Job search& placement X X X X X X X
assistance
Career counseling X X X X X X X
Provision of labor market X X X X X
information
Information regarding filing % X X X X X X
UI claims
Assist in establishing
eligibility for X X X X
Welfare-to-Work
Assist in establishing
eligibility for financial X X X X X
assistance for training
Provide information
relating to supportive X X X X X X X X X
service
Provide performance and
cost information relating to X X X X X X X X X X
training providers&
services
AW
Uke DHS DVR HawCC HCEOC MEO Sufi STEP UI WCSA WOD
Individual/Follow up Services
Comprehensive&specialized X X X X x X
testing&assessment
Development of an individual X X X X X X %
employment plan
Group counseling X X X X
Individual counseling&career X X X X X X X X
planning
Case management for seeking X X X X % X
training services
Short term pre-vocational X X X X X X
services
Work experience in the private X X X X X X %
or public sector
22
Tryout employment x x x x
Follow up services x x X x X x
Alu DHS DVR li. CC HCEOC MED OHCO STEP UI WCSA WOO
um Sec 8
Training Services
Occupational skill training X X X X X X X X X
On-the-job training X X X X X X
Programs that combine training
w/related instruction; X x X X X x X X
cooperative education programs
Training programs operated by X X X x
the private sector
Skill upgrading&retaining X x X X X X X X X
Entrepreneurial&small
business development technical X X X x x X X
assistance&training
Job readiness training X X X X X X X X x
Adult basic education,GED
attainment, literacy training& X X X X X X
ESI-training
Customized training conducted
with a commitment by an
employer or group of employers X x X X x X x X
to employ individual upon
completion
Educational &tuition assistance X X x X X X
Al. OHS DVR HawCC HCEOC MOO OHCD STEP UI WCSA WDD
Like Seca
Activities for Youth
Improving educational&skill x X x X x
competencies
Adult mentoring X X x
Training opportunities X X x X X X
23
Supportive services X X X X X X
Incentive programs for X X X
recognition&achievement
Opportunities for leadership,
development,decision-making, X X X X
citizenship&community service
Preparation for post-secondary
education,academic&
occupational learning, X X X X
unsubsidized employment
opportunities
Tutoring,study skills training and
other drop-out prevention X X X X
strategies
Alternative secondary school X X X X X
services
Drop-out prevention activities X X X X X
Summer employment
opportunities that are directly X X X X X
linked to academic and
occupational learning
Paid &unpaid work experience,
including internships&job X X X X X X
shadowing
Occupational skill training X X X X X
Leadership development X X X
opportunities
Follow up services X X X
Comprehensive guidance and
counseling,which may include X X X
drug&alcohol abuse counseling
&referral
Information& referral X X X X X X X X X X X
Alu OHS DVN HawOC HCEOC MEO OHM SEEP OI WCSA WDD
Like Se a
Other activities
Job development&employment X X X X X X X
outreach
Supportive services X X X X X X X X
3.3 Describe efforts to work with partners identified in 3.2 to support alignment of service provision to
contribute to the achievement of the Unified State Plan's goals and strategies. [WIOA Sec.108(b)(2)]
24
HCW DB's AJCH partners continue to meet monthly to jointly address the numerous services needed,as well as,
align and coordinate services being provided to the community. In addition the AJCH meets to:
• Enhance a united delivery system among partners,focusing on services rather than programs
• Focus on continuous improvement of a seamless delivery system
• Develop a common referral process for all partners to use
• Hold staff trainings as needed to enhance performance
In alignment with the Unified State Plan the AJCH partners provide seamless service delivery to employers and
participants.They will follow the guidelines of the state plan and they will support the State's goals that:
• Services are delivered"seamlessly" so that participants are unaware that the services provided at the
AJCH are being delivered by multiple agencies and through multiple funding streams.
• The Comprehensive RICH Center provides labor market information,employment services,access to
HireNet Hawaii and assistance with resumes,Veterans assistance,access to the W IOA Adult and
Dislocated Worker programs and information regarding AJCH partner programs,and additional resources
available within the community.
• Comprehensive MICH Centers serve as a primary location for employers and job seekers where they
receive service provided in a seamless, integrated and efficient manner.
• The MICH connects job seekers to the services they need to address their skills gaps:All work-related
programs and services are either offered on-site or services are easily accessible through the AICH
Centers.
• Local employers and employer organizations in addition to the RICH partners are active participants in the
improvement of the local AIC.
3.4 Describe the local board's plans and strategies for, and assurances concerning,maximizing coordination of
services provided by the State employment service under the Wagner-Peyser Act and services provided in the
local area through the one-stop delivery system to improve services and avoid duplication of services. (WIOA
Sec. 108(b)(12)]
The Wagner-Peyser(WP) Program,a principal deliverer of Basic Career Services,will be central in serving as a
triage for Hawaii County's American Job Center(AIC). Its premier labor exchange component will initially
determine the level and type of employment services needed.All Core Partners,as well as other partners in the
AJCH will coordinate its resources to avoid duplication and,at the same time,ensure seamless transitions of
service.
WP also delivers the Reemployment Services and Eligibility Assessment(RESEA) Program that targets
Unemployment Insurance claimants through a series of assessments and workshops to reduce their length on
Unemployment Insurance.This RESEA Program will also serve as a key feeder to our WIOA Partners in our
America's Job Center System.
All services and transactions are recorded in our HireNet Hawaii System operated at every AJC in the State of
Hawai i.Through this integrated Case Management System,WP and W IOA staff will have access to prior and
intended services to avoid any duplication of effort.
3.5 Describe how the local board will coordinate the workforce investment activities with providing Adult
Education and Literacy activities(under Title II)and describe how the local board will carry out a review of local
applications submitted under Title 11 Adult Education and Literacy,consistent with the local plan and the State's
provided criteria. (W IOA Sec. 108(b)(13)]
Waipahu Community School for Adults is a strong member of the Board.Their Adult Education and Literacy
program includes a variety of courses for adult learners,with integrated programs and services in the areas of
25
basic education, Hawaii Adult Community School Diploma,family literacy,citizenship,workforce education and
life enhancement.They are located in Hilo and Kailua-Kona.As a core partner of the A)CH they provide guidance
and support to the other partners.
In re-authorizing Title II,the Adult Education& Family Literacy Act(AEFLA),the bill places emphasis on ensuring
State and local providers offer basic skills, adult education, literacy activities, and English language acquisition
concurrently or integrated with occupational skills training to accelerate attainment of a high school diploma or its
recognized equivalent and post-secondary credentials. Making sure these skills are solidly in place for all students
is a priority for Hawai i s adult education program. Furthermore, Hawai is adult education program will utilize a
statewide career pathway approach for adult learners to support transitions to post-secondary education or
training and employment opportunities.
It is essential for adult educators to work closely with workforce development stakeholders in the State,including
State and local workforce boards.To help in achieving a seamless statewide workforce development system,the
adult education program will provide activities contextually and concurrently with workforce preparation and
training activities for a specific occupation or occupational cluster for the purpose of educational and career
advancement.
3.6 Describe how the local board will coordinate workforce investment activities carried out in the local area
with economic development activities carried out in the State,and promote entrepreneurial skills training and
microenterprise services. [WICA Sec. 108(b)(5)]
The Hawaii County Business Resource Center provides a free County service to enhance local economic
development.The program was developed by Hawaii County's Research and Development(HCR&D).The Hawaii
County Entrepreneurship Program connects participants to leaders from Hawaii County's business community,
financial institutions,government agencies,and business development organizations to provide personal
guidance and valuable connections to resources that will help their new businesses thrive.
The Small Business Administration run through the University of Hawaii also provides workshops and sessions to
help those looking to start a small business. W ICA also focuses on entrepreneurial opportunities for participants.
The board continues to look for skill training and microenterprise opportunities for the Big Island.
3.7 Describe how the local board will coordinate education and workforce investment activities with relevant
secondary and postsecondary education programs and activities to coordinate strategies,enhance services,and
avoid duplication of services. [WIOA Sec. 108(b)(30)]
Education partners are included in the Workforce Development Board's various committees to give input on how
the Department of Education and University of Hawaii can coordinate their strategies and tactics which are
congruent with the local board's strategies. Having the education partners on the committees will provide better
communication to avoid duplication of services.
Any workforce initiatives with the University of Hawaii such as Workforce Summits will include members of the
Hawaii County Workforce Development Board in the planning process.
In alignment with the State Unified Plan,DVR is collaborating with Adult Education and Literacy from the
Department of Education(Waipahu Community School for Adults),Workforce Development from the University
of Hawaii Community Colleges and the Workforce Development Division from the Department of Labor to
improve access to postsecondary credentials for individuals with disabilities. Workforce Development will identify
employer needs in our county.VR will meet with those employers to ascertain the work skills and training needed
to qualify for employment with the companies; not limited to"entry level positions." If postsecondary training is
26
available,VR will provide financial and case management support. If customized postsecondary training is needed,
VR will work with Adult Education to develop postsecondary training.
3.8 Describe how the local board will coordinate workforce investment activities with the provision of
transportation, including public transportation and other appropriate supportive services in the local area.
[W IOA Sec. 108(b)(11)]
With so many rural locations in Hawaii County,transportation had been a large hurdle to address.
The County of Hawaii Mass Transit Agency Hele-On bus service preovides island-wide commuter and limited
fixed-route service to the Big Island of Hawaii. Hele-On offers fixed-route transit service in the Hilo and Kona
areas Monday through Saturday and limited commuter services to the South Kohala Resort(SKR)areas seven days
a week.All Hele-On buses are ADA accessible.All bus operators will make ADA call outs to assist in identifying
locations along the route.
The County of Hawai'i s Mass Transit Agency also offers a shared ride taxi program within the urbanized Hilo area
with discount ticket books available for sale at the Mass Transit Agency and the Mo'oheau Bus Terminal.
The Hawaii County Mass Transit Authority(MTA)offers Hele-On Koko'o paratransit service to complement its
current intra-Hilo and intra-Kona fixed route bus system. It is an advanced reservation,origin-to-destination
service for persons with disabilities who are unable to use the regular fixed Hele-On bus service within the Hilo
and Kona areas.
Technology can offer great assistance and new alternatives need to researched.
3.9 Based on the analysis described in Section 1.1-1.3, identify the populations that the local area plans to focus
its efforts and resources on,also known as targeted populations.
AJCH gives priority of service to individuals with barriers to employment, including individuals with disabilities;
displaced homemakers; low-income individuals; Indians,Alaska Natives,and;older individuals;ex-offenders;
homeless individuals;youth in foster care; English language learners; low-literate individuals; individuals with
cultural barriers;farmworkers; individuals within two years of exhausting TANF benefits;single parents;long-term
unemployed;veterans, as well as, Native Hawaiians and the homeless who will be considered our targeted
populations which are currently an acute concern in our state and county.
3.10 Based on the analysis described in Section 1,identify one to three industries where a sector partnership(s)
is currently being convened in the local area or there will be an attempt to convene a sector partnership and
the timeframe.
The HCWDB is currently convening with the Tourism/Hospitality sector. It has been identified that there are
hundreds of job vacancies in the hotels and resorts on the west side of our island in which they find difficult to fill.
Many feel that they have depleted their local job applicant resources.The Board is taking steps to assist.Our A1CH
has doubled the size and relocated their East Hawaii job fair in order to accommodate west-side employers.
Discussions have been started with Hawaii Mass Transit Agency to look into transportation and commuting
solutions.Collaborative discussions and meetings have been convened with University of Hawaii at Hilo and the
hotel industry regarding a possible student exchange program.
3.11 Based on the analysis described in Section 1,describe the local investment strategy toward targeted
sectors strategies identified in 3.10 and targeted populations identified in 3.9.
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The local investment strategy toward the targeted populations in the hospitality industry are being addressed by
27
all of our AJCH Partners.The week prior to the annual Job Fair the partners host a lob Readiness Workshop.There
they support the targeted populations with resume writing,application assistance, interviewing skills,and dress
for success information to prepare participants for the Job Fair.This will be very beneficial to both the job seekers
and the employers.
3.12 Identify and describe the strategies and services that will be used to:
a. Facilitate engagement of employers,including small employers and employers in in-demand industry
sectors and occupations,in workforce development programs in addition to targeted sector strategies;
b. Support a local workforce development system described in 3.2 that meets the needs of businesses;
c. Better coordinate workforce development programs with economic development partners and
programs;
d. Strengthen linkages between the AICH delivery system and unemployment insurance programs.
This may include the implementation of incumbent worker training programs,on-the-job training programs,
work-based learning programs, apprenticeship models,customized training programs,or utilization of effective
business intermediaries and other business services and strategies that support the local board's strategy in
3.1. [W IOA Sec. 308(b)(4)(A&B)j
a. HCWDB will facilitate engagement of employers, including small employers and employers in in-demand
industry sectors and occupations,in workforce development programs in addition to targeted sector
strategies with its network of employer advisory groups. It will convene industry focus groups to dissect
the multitude of work place and workforce needs for each industry.Business advisory partners will
include, but not limited to: E.and W. HI Business Leadership Networks,Workforce Development Employer
Committee, Kona-Kohala Chamber of Commerce, Hawaii Island Chamber of Commerce,Japanese
Chamber of Commerce, Kanoelehua Industrial Area Association,State Advisory Committee on Agriculture,
Healthcare Workgroup, Big Island Contractors Association,etc.Specific sector strategies will be developed
relative to workforce needs,skills gaps,optimizing industry pipelines from K-20,work place wellness and
enhancements,safety and regulatory requirements,etc.
Work to reestablish the East Hawaii Business Leadership Network(BLN). The goal of the BLN is to share
best practices on hiring,promoting and accommodating individuals with disabilities. BLN members also
collaborate with other organizations from across the country to present workshops on job
accommodations,customized employment,and other topics.
b. Support a local workforce development system that meets the needs of businesses with our businesses as
our primary customers,demand-side approaches will dictate the level, type and duration of job training
modules. Industry-recognized certificates will accompany successful completion of industry-designed
modules.At its foundation will be industry's voice in the design of training curricula.
There is a current and growing framework of employer networks established in our community to address
immediate as well as long-term business demands.All career and training services will be driven to
address industry needs through career pathways that lead to higher education,industry recognized
credentials,and better paying, more highly skilled jobs.Targeted careers include but not limited to:
Science,Technology, Engineering and Math (STEM), including information technology, aerospace and
astronomy,construction trades,diversified and sustainable agriculture;energy and "green"occupations
across all industries; hospitality, healthcare and allied services.
c. In order to better coordinate workforce development programs with economic development partners and
programs, Hawaii County WDB will continue to work in close partnership with economic development
28
entities such as: Hawaii County Research&Development Department, Hawai'i Island Economic
Development Board),and the Hawaii State Department of Business&Economic Development&Tourism.
Its primary purpose is to better coordinate workforce demographics and availability with prospective
developers to maximize employment opportunities and economic activities in Hawaii County.
J. HCWDB strengthen linkages between the AICH delivery system and unemployment insurance programs
by having both the WDD and UI services delivered from a central clearinghouse: 1990 Kino'ole Street.
The principal reemployment program, RESEA(previously mentioned)has a working MOU between the
Department of Labor&Industrial Relations two sister divisions. Both divisions will continue to share
facilities and complement staff efforts to reduce the length of unemployment for each U.I. Claimant.
HCWDB's work-based,contextualized modules provide invaluable, hands on experience as part of our
participant's career pathway. Key work-based modules include:on-the-job training modules in the private sector;
paid and unpaid work experience in the public and private sectors; apprenticeship opportunities that go well
beyond apprenticeship tracks in traditional trade occupations, and customized training programs utilizing the
invaluable resources of worksites,supervisors and industry supervisors converted to customized training
instructors.
Incumbent Worker Opportunities will be made available based on: 1) needs of an emerging industry;and 2)the
compatibility of the incumbent worker.
Employer Engagement Strategies
a. HCWDB will convene meetings with business organizations,community leaders and policy-makers to provide
labor demographics, benefits and initiatives targeted to strengthen workplaces;educate business owners
with latest Labor Laws,Americans with Disabilities Act Amendments,etc.
b. Implement employer informational forums to share WIOA Programs and Services by Core Partners; plan in
partnership with workforce-driven consortia including, but not limited to:AICH,Workforce Solutions,
Business Leadership Network,and Going Home Hawaii.
c. Convene Think Tanks between Economic Development and Workforce Development Entities to better align
proposed economic activities with anticipated workforce needs;formalize a partnership that can present a
comprehensive and unified plan to address:workforce availability and screening,education and training
capacity, Empowerment and Enterprise Zones, permitting and zoning processes,available tax credits for
hiring particular target groups, coordinated marketing approaches to prospective businesses.
d. A Business Services Committee,under the direction of the Hawaii County Workforce Development Board,
will specifically target emerging sectors throughout Hawaii Island and ascertain sector needs relative to
work skills and skills gaps of our workforce.
e. As mentioned in Section 3.4, the Wagner-Peyser RESEA Program will ensure that a nexus between the
unemployment insurance claimant and our AJC system is clearly delineated.
3.13 Does the local board currently leverage or have oversight of funding outside of WIOA Title I funding or
county general funds to support the local workforce development system?Briefly describe the funding and
29
how it will impact the local system. If the local board does not currently have oversight of additional funding,
does it have future plans to pursue them?
The HCWDB coordinates Pell Grant and other financial aid resources for training and education through regular
AICH meetings,education of direct line staff and proper referrals. Coordination with partner agencies is
encouraged,with the permission of the participants.
Section r • Design and Evaluation
Many of the responses below,such as career pathways and individual training accounts,should be based on
strategic discussions with the local board,partners and stakeholders.
4.1 Describe how the local board,working with the entities carrying out core programs,will coordinate
activities and resources to provide high quality,customer-centered services and expand access to employment,
training,education,and supportive services for eligible individuals, particularly eligible individuals with barriers
to employment. [WIOA Sec. 108(b)(3)]
The HCWDB will work with its partners to expand access to employment,training,education,and supportive
services for eligible individuals, particularly for individuals with barriers to employment as defined in WIOA
Section 24(A)-(M). Coordinated services allow for expansion access to training, education and career
development for participants of any of our core and other required partner programs.AICH houses,to the extent
possible,theWIOA core and other required partners. This gives adequate representation and all customers are
served.
Individuals with Barriers to Employment:For the most part, all individuals enrolled in the WIOA Adult, Dislocated
and Youth Programs will have one or more barriers to employment.
Native Hawaiian:
The Adult, Dislocated Worker and Youth programs can co-enroll and coordinate funding and services to provide a
high quality,customer centered service that allows expanded access to employment,education and supportive
services for eligible individuals with barriers to employment.They will also work with Waipahu Community School
for Adults for English language learners and basic skills deficiencies.
Ex-Offenders:Going Home Consortium is a comprehensive prison-to-community reentry initiative that provides
Hawaii Island men and women released from correctional institutions with reintegration support into community
life through employment,training and appropriate supportive services. It is a community-based group of non-
profit service providers,government agencies,faith-based groups, businesses,volunteers and formerly
incarcerated persons that collaborate to assist those in need. Hawaii Community College provides innovative
educational modules and Workforce Development Division offers employment and training services in addition to
a network of support from 20+service organizations.
Going Home Reentry Initiative:Our Wagner-Peyser merit staff serves as the Secretary on the Going Home
Consortium Board and is an advocate of the AJCH partners and their programs.
Youth:Our Youth Provider collaborates with resource partners and agencies for referrals,community outreach,
enrollment and co-enrollment,educational development to provide services to at-risk youth.They have
established relationships and continue to create opportunities that allow for exposure and support of the 14
elements of WIOA. DOE Title I area Middle and High Schools in addition to Waipahu Community School for Adults
-Hilo and Kona Campuses, Hawaii Community College and EDvance for Post-Secondary Education and Vocational
30
training.They have also partnered with Family Court,YWCA Teen Court, BISAC, Ke Ala Pone,Tobacco Coalition
and Hawaii Police Department for comprehensive guidance, counseling,fitness and health.
Individuals with Disabilities: Department of Vocational Rehab(DVR)works with W IOA program providers along
with other agencies to assist with the needs of the disabled. DVR also works with employers for placement.
Hawaii Department of Vocational Rehabilitation and the Workforce Development Division has implemented a
2016 Summer Youth Program placement with services expanded to year round.
Veterans:WDD and its Local Veterans Employment Representative serves with an active network of veteran
service providers to assist all veterans—but particularly with veterans with substantial employment barriers.The
Local Veterans Employment Representative (LVER) is recognized as one of the best in our State and has solid
relationships with the key veteran advocacy groups here on the Big Island.This would include the Vet Center,Vet
Clinic, DVA(Disabled Veterans),the new veterans services rep.at Hawaii Community College, HOPE Services
Homeless Veterans Initiative,and other local chapters The LVER has established a veterans newsletter that he
sends to veteran jobseekers,employers,and community stakeholders Although we serve all veterans, his specific
charge is to assist the SBE(significant barriers to employment)Veterans.
Homeless:Through the AICH the HCWDB convene strategic meetings with employment and training providers,
housing experts, landlords,and human service providers to ensure the full continuum of services is offered to this
population.
AICH Partners, Hawaii County Economic and Opportunity Council, Hawaii County Office of Housing and
Community Development,along with additional community based organizations are working together to provide
the Statewide Homeless Initiative Program.The program is to assist homeless or at-risk of becoming homeless by
providing financial assistance for rental move-in security deposit,utility deposit, rent and/or utility back
payments.
The Homes at Ulu Wini,built by the County of Hawaii Office of Housing and Community Development, provides
96 two-bedroom units,24 transitional housing for homeless families,71 affordable housing dedicated to low-
income families and one unit for the resident manager.The housing facility offers on-site social services,including
employment and life skills training, mental health services,counseling and childcare.
The Office of Housing and Community Development are engaging with our Community Alliance Partners(CAP).
The CAP is a consortium of private and government agencies working together to address the needs of individuals
and families who are unstably housed or experiencing homelessness.The CAP can provide valuable information
on understanding the characteristics of homeless jobseekers in the local community and their employment
experiences,successes,and challenges is important to supporting the development of performance measures
that take into account the factors that can influence employment success over time.
The Office of Housing and Community Development is engaging conversations with the local HUD-funded
employment services to understand the following:Characteristics,employment needs and interests of people
experiencing homelessness, and what employment services homeless jobseekers in the local community are
accessing workforce programs and support services offered through HUD-funded employment services.
4.1.a. Describe the local area's outreach strategies to increase enrollment of individuals with barriers to
employment.Address each of the categories listed in 4.1
Native Hawaiian:
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The County works closely with WIOA Section 166 grantees to ensure that Native Americans,Alaskans and
Hawaiians in the service areas are provided equal access to AJCH programs and services.Through the connection,
with Alu Like the MICH is able to conduct outreach to the region's Native American,Alaskan and Hawaiian
communities,and have regular dialogue with them on ways the County MICH system may best meet the
workforce needs of these communities.
Ex-Offenders:
We have an established relationship with the CEO of Going Home Hawaii as well as Consortium board members,
the Department of Public Safety and Goodwill Case Managers who are in charge of the furlough program. This
helps us enroll participants for the services they need and are eligible for from WIOA. We also provide support
services,job search assistance and outreach to employers to help them see the benefits of providing jobs to
individuals in this category.
Youth:Youth on public assistance are a top priority for the County.We work with TANF on outreaching to these
youth to provide them with opportunities to avoid future reliance on public assistance. It is the County's plan to
establish a uniform strategy with stronger linkages for this population to access WIOA services.
Individuals with Disabilities:To increase the number of individuals with disabilities who are served and placed in
employment by our system,the County is identifying and implementing best practices and proven strategies for
disability recruitment and hiring.Strategies include posting job announcements on accessible web-based "job
boards"that specialize in identifying qualified individuals with disabilities,in disability-related publications,and
with specific disability organizations.Other strategies include:centralizing all resources for people with disabilities
in one location; promoting the availability of reasonable accommodations; publicizing the County's commitment
to hiring those with disabilities.
Veterans: Providing priority of services and educating any organizations that deal with veterans is how we provide
outreach for this population.
Homeless:AJCH Partners,Hawaii County Economic Opportunity Council,Office of Housing&Community
Development,along with other community based organizations are working together to provide the Statewide
Homeless Initiative Program.The program is to assist those who are homeless or at-risk of becoming homeless by
providing financial assistance for rental move-in security deposit, utility deposit, rent and/or utility back payments
In addition to the outreach offered for each group we are working on effective employer engagement as part of
the workforce development outreach system.Employer engagement is paramount in determining the needs of
business and industry and establishing regional and local strategies and providing individuals with barriers the
tools and responsibilities they need to succeed.Given the diverse economic and geographical characteristics of
the region and the unique opportunities and challenges within the Big Island,partnering with business and
providing outreach on both sides of the spectrum allows for success to the businesses and the individuals.
4.1.b.Describe the local area's outreach strategies to increase enrollment in Title I Youth and Adult programs.
By providing outreach to the other categories we will ultimately increase enrollment in Title I Youth and Adult
programs.
4.2 Describe how the local board will facilitate the development of career pathways,consistent with the Career
Pathways Definition. (WIOA Sec. 108(b)(3)]
HCWDB has initiated career pathways discussions with the Hawaii State Community College System and Hawai i
32
County's MICH Employment&Training System.Additional collaboration will take place with all three Complex
Area Superintendents of the Department of Education in Hawaii County. First,a common definition of"career
pathways' needs to be firmly established.Second,stronger crosswalks between and among educational
institutions and training providers need to take place. Lastly,seamless systems design need to be formalized at
every level of career pathways development.
The AICH offers Wagner-Peyser labor exchange and informational services in addition to basic services to adult,
dislocated workers,individuals with disabilities,veterans,young adults, native Hawaiians, mature workers,ex-
offenders,etc.
Career Pathways will be used at all levels.Career clusters and career pathway exposure expands opportunities
and career possibilities. Career pathways provides standards that meet business and industry requirements.This
allows for seamless transitions from academic and technical skills to a satisfying career.
HCWDB continues to align their programs with the Workforce Development Career Pathway System. Enhancing
partnerships and continually collaborating with WIOA core programs and American Job Center Partners,Career
and Technical Education programs,Temporary Assistance for Needy Families(TANF) programs, postsecondary
institutions and other partners in the community throughout the workforce.
The Workforce Development Council has appointed a Career Pathways Task Force(CPTF)of which HCWDB is a
member.The CPTF is developing a statewide career pathways system that will align with the Career Technical
Education and postsecondary career pathways system. Collaboration is essential.
4.3 Describe how the local board will utilize co-enrollment,as appropriate,in core programs and improve
access to activities leading to a recognized postsecondary credential(including a credential that is an industry-
recognized certificate or certification, portable,and stackable)to maximize efficiencies and use of resources.
[WIOA Sec. 108(6)(3)]
With clearly recognized shortages of funds relative to the populations needing to be served, HCWDB will ensure
that co-enrollment of participants in all applicable programs will be optimized so industry-recognized credentials
are available to those who aspire these credentials.
For WIOA Titles 1 and III,the state workforce agency will fund outreach,employment assistance,case
management,and staff supervision through state merit staff funded through Wagner-Peyser labor exchange and
career services; Reemployment Assistance programs;Veteran's Employment and Training programs, including
those for Disabled Veterans; Registered Apprenticeship;Agricultural Outreach;Work Opportunity Tax Credit;and
Foreign Labor Wage Certification programs through formula and dedicated funds.The HCWDB will fund outreach,
employer assistance,case management and staff supervision of the local area WIOA funding streams(Adult,
Dislocated Worker and youth)and other grants.All of these activities will move HCWDB toward the strategic
goals.These activities will be aligned across the Core Programs through avenues defined during the first two years
of the implementation of this local plan,such as cross-training, referrals,co-enrollment,coordinating resources
as agreed in eventual Memorandum of Understanding.
Local boards will be asked to answer the following question(4.4)at a later date after additional federal guidance
and final regulations are released by the USDOL.
4.4 Describe county board actions to become and/or remain a high-performing board,consistent with the
factors developed by the Workforce Development Council.These factors have not been determined but will
include effectiveness and continuous improvement criteria for local boards to assess one-stop centers,
33
guidance on one-stop center infrastructure funds,and roles and contributions of one-stop partners[WIOA Sec.
108(b)(18)]
Will describe after additional federal and state guidance has been established.
4.5 Describe one-stop delivery system in the local area,consistent with the One-Stop Center Definitions
including:
a. How the county board will ensure the continuous improvement of eligible providers of services through
the system and ensure that such providers meet the employment needs of local employers,and
workers and jobseekers. [WIOA Sec. 308(b)(6)(A)]
Hawaii County's current AJCH is located at 427 Kilauea Avenue,Unit 8-10 Hilo Hawaii 96720.Currently our AJCH
houses Wagner-Peyser
The HCWDB has created the following standing committees to enhance our WIOA AJCH responsibilities:
The Program Oversight Committee ensures that the contracted vendors are meeting the expectations as outlined
in each contract's scope of services.This committee also provides information for planning, operational oversight
and other issues relating to program delivery systems as well as make recommendations to the HCWDB and/or
Executive Committee.These will include vendors for the following programs:
1. AJCH - Monitor AJCH Partner activities to include: review and assess cost sharing methods and partner
referral processes and ensure AJCH partner Memorandum of Understanding(MOU) compliance.
Continuous improvement will be priority when it comes to having a high quality customer centered AJCH.
2. Adult Program/Dislocated Worker(DW)Program-Monitor and review Adult and DW program
performance,budgets and expenditures.
3. Eligible Training Providers(ETP)- Review and assess the eligibility of training vendors and offerings,
monitor ETP performance,ensure Federal,State and County compliance.
YOUTH COMMITTEE: Provides information to and assist the vendor(s)with planning,operational oversight and
other issues relating to the provision of services to youth.This committee will also make recommendations to the
HCWDB and/or Executive Committee regarding:
1. In-School Youth Program
2. Out-of-School Youth Program
3. Youth plans and preparation
4. Youth services
5. Funding priorities
6. Youth Service Providers
AJCH partners have been working diligently together for many years and have effective open lines of
communication.The AJCH Operator coordinates regular structured monthly meetings for all partners to come
together to report on their programs as well as to improve program services through a collaborative effort to
increase employment,education,training and support services through an employer driven approach.Continuous
improvement strategies will be developed through feedback received from work based learning program
recommendations from business partners and jobseekers.
WIOA service providers are contracted to meet or exceed the primary indicators of performance. HCWDB tracks
34
program performance on a quarterly basis and compares local follow-up information with exit data.This allows
HCWDB and the program operators to predict/project performance well before the Workforce Development
Council(WDC)certified results are made available. Regular follow-up assistance to exited participants can identify
possible negative outcomes,allowing case managers ample opportunity to intercede before final performance
results are established and reported.To ensure HCWDB staff and program operators remain focused on
performance and stays the course of the vision, mission and goals set by the Board.
Once the new WIOA performance protocols and practices are finalized, HCWDB will provide training to program
operations staff. More frequent oversight will be required to ensure program operators are properly trained in
concept,application,and entry of performance—related data.
b. Describe how the local board will facilitate access to services provided through the one-stop delivery
system, including in remote areas,through the use of technology,and through other means. [WIOA
Sec. 108(b)(6)(B)j
The AJCH is able to connect with the partners not co-located in the AJCH via telephone and email, resource
material is available on site and AJCH staff members have been trained in partner programs. Partners schedule
appointments to meet with participants either at their location or at the AJCH for convenience and one stop
shopping.
We set up days to be at specific site locations around the island to meet with participants and to do program
outreach.We usually have a booth/table and access to laptops and internet in order to allow people to file UI
claims,sign up for HireNet,and inquire about available programs.
We also have the ability to teleconference and video conference to areas that also have the same technology
available.
c. Describe how entities within the one-stop delivery system, including one-stop operators and the one-
stop partners,will comply with WIOA section 188,if applicable,and applicable provisions of the
Americans with Disabilities Act of 1990 regarding the physical and programmatic accessibility of
facilities,programs and services,technology,and materials for individualswith disabilities, including
providing staff training and support for addressing the needs of individuals with disabilities. (WIOA Sec.
108(b)(6)(C)j
The AJCH and partners comply with all provisions included in the American with Disabilities Act.In addition,the
Division of Vocational Rehabilitation provides assistance at our AJCH.An employment specialist offers business
outreach and employment assistance.Staff and employers are able to be provided training and technical
assistance to include, but not limited to disability awareness,compliance with Americans with Disabilities Act,
Vocational Rehabilitation services, recruitment and hiring of persons with disabilities,as well as,support for
current employees with disabilities.
Reasonable accommodations have been provided to individuals with disabilities.ADA Ramps are accessible on the
exterior of the buildings along with a wheelchair accessible table.Special accommodations are provided for the
blind and hearing impaired.At the comprehensive AJCH there is an ADA computer with Dragon Speech program
that turns talk into text for the sight impaired that allows them to hear what is being typed.There is a large print
keyboard for easier typing and a magnifier for those that need accommodations for reading materials that are not
on the computer.
35
Signs, Posters, Notices on Equal Employment Opportunities(EEO)/and Affirmative Action(AA)and/or Complaints
System are posted on the bulletin boards at the front of the office by the entrance.This information is also
handed out by the youth,Adult and Dislocated Workers program service providers at orientation.
Program staff are also trained on ADA, EEO/AA during their employee orientation.
d. Describe the roles and resource contributions of the one-stop partners and if memoranda of
understanding or resource sharing agreements are used, provide a summary of those agreements.
[W IOA Sec. 108(b)(6)(D)]
Currently memoranda of understandings have been extended. MOUS will continue to be developed throughout
this year to include updated responsibilities and cost allocations.
By providing businesses and job seekers a high quality AICH center that connects them with a full range of
workforce services, having the AJCH partners coordinate their services will ensure that seamless service will be
provided.
e. Describe how one-stop centers are implementing and transitioning to an integrated technology-
enabled intake and case management information system for core programs and programs carried out
by one-stop partners [WIOA Sec. 108(b)(21)]
The state university and community college system is working on a Single Sign On registration system for core
partners. It will include,but is not limited to work history,educational history and employment goals.Core
partners will include assessment results which may include educational functioning and job readiness levels.Job
seekers and employers will be able to access the electronic job bank on the data base,as well.
In alignment with the Unified State Plan, Hawai'i's Workforce Development System uses a standardized record
data collection by means of a Virtual One-Stop(VOS)data and participant information system (PIS).The system
will be WIOA compliant related to data and information collection and maintenance.The system will collect all
new required performance data as well as the new employer engagement data.
The RICH understands the need to support the State Unified Plan by having Hawafi s Workforce Development
System use a standardized record data collection by means of a Virtual One-Stop(VOS)data and participant
information system (PMIS).The system will be WIOA compliant related to data and information collection and
maintenance.The system will collect all new required performance data as well as the new employer engagement
data.
f. What is the local area's policy on language access for participants with limited or no English language
proficiency?
The policy is currently being written and at this time, English language learners are enrolled in the program and
are given ESL courses until their level of understanding is proficient enough to assist with getting them employed.
We currently do not have a maximum on the number of times they can take an ESL course but we do ensure they
are working on continuous improvement.
g. What is the local area's affirmative outreach strategies for underserved populations?
In addition to the outreach offered for each group we are working on an effective employer engagement as part
of the workforce development outreach system. Employer engagement is paramount in determining the needs of
business and industry and establishing regional and local strategies and providing individuals with barriers the
tools and responsibilities they need to succeed. Given the diverse economic and geographical characteristics of
the region and the unique opportunities and challenges within the Big Island. Partnering with business and
providing outreach on both sides of the spectrum allows for success to the business and the individuals.
36
4.6 Describe the process and criteria for issuing individual training accounts. [WIOA Sec. 108(b)(19)]
It is the policy of HCWDB to coordinate the use of WIOA and other program funds to pay training costs for eligible
participants.The HCWDB board has set guidelines for the distribution of training funds:$2,500 per 12 months, no
more than$5,000 per 24 months—with the understanding that some vocational and educational training services
may require additional funding for certifications.The Adult and Dislocated Worker Program Operator, has the
authority to determine if funding is available and if a waiver should be granted to meet the training needs.
HCWDB's Oversight Committee is able to review all approvals on a quarterly basis.This is based on WIOA
encouraging training and supplying a skilled workforce for in-demand industries.W ICA customers are expected to
make regular progress toward employment plan milestones, including training goals and is a requirement for
continuation of funding.
4.7 If training contracts are used, how will the use of such contracts be coordinated with individual training
ccounts;and how will the local board ensure informed customer choice in the selection of training programs,
egardless of how the training services are to be provided. [WIOA Sec. 108(b)(19)]
Currently training contracts are not used by HCWDB.Training services are critical to the employment success of
many adults and dislocated workers. Using data analysis and employer feedback HCWDB continues to strive to
provide the in-demand employment training opportunities needed in the local area. HCWDB will be seeking new
training alternatives too.One option may be to recruit training services on a contracted basis that meet in-
demand occupations that are most in need.
4.8 Describe the process utilized by the local board to ensure that training provided is linked to in-demand
industry sectors or occupations in the local area,or in another area to which a participant is willing to relocate.
[WIOA Sec. 134(c)(3)(G)(iii)]
HCWDB,through its Employer Engagement/Sector Strategies Committee,will establish in-demand industry sector
or occupations in Hawaii County and ensure that the appropriate training(and access to this training)directly
complements the needs of its in-demand industries.The make-up of our island State and the necessity to
commute between and among islands, Hawaii County WDB will work closely with WDC in considering Intra-State
travel as part of a labor market jurisdiction.Travel and associated relocation costs will be considerations in
formalizing one's Individual Employment Plan.
The HCWDB and AJCH partners are working with WDC on a statewide Business Services Framework Plan with Dr.
Kim Payton. Payton is an organizational psychologist who facilitates group discussions regarding the development
of county and statewide business services plans.
HCWDB's Career and Business Committee will develop a system of education,training and supportive services
based on the workforce needs of an industry and local employers.This committee will also make
recommendations to the HCWDB and/or Executive Committee.
1. Career Pathways
• Identify priority industry sectors and the career pathways within them.
• Implement system alignment and partnering strategies.
2. Business Development and Marketing
• Convene stakeholders to achieve the goals of the strategic plan.
• Engage businesses/employers
• Coordinate with education entities as needed.
3. Sector Strategies
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• Collaborating with employers and industries to identify what qualifications are needed to hire
qualified employees
• Addressing skill and education gaps by developing specific action plans
• Recommending better support programs and resources serving employers and workers.
Along with aligning with the State Unified Plan to:
• Build stronger networks between firms and among education and training partners to identify high-
priority skill gaps and in-demand sectors;
• Review and provide feedback on HIDOE and UHCC's standards and assessments,academic and career
technical content and work skills;
• Increase high quality,work-based learning opportunities for secondary and postsecondary students
that lead to industry recognized credentials;
• Identify new industry-recognized credentials or work-based programs that give companies confidence
in skills of new hires and provide workers with more mobility;
• Develop opportunities for professional development training for teachers,school/job counselors,
training providers,etc.;
• Identify policies and/or strategies to sustain the model.
Consequently,WIOA Service Providers and AICH partners will include potential relocation expenses as an integral
part of one's Career Pathway. HCWDB is concerned with the possibility of individuals leaving the State for training
not offered in Hawaii.There is often a possibility that they will not return to the islands.Occupations that
produce the potential of higher earnings within the designated areas of in-demand industry sectors,occupations
in the local area and state wide is a must.
4.8 a. Has the local area issued an Eligible Training Provider(ETP) Polity?Provide the link to the polity.
At this time the HCWDB has not issued an ETP Policy. It is expected to be written first quarter of 2019 based on
the reissue of the ETP Bulletin provided by WDC and the processes and procedures for the AICH staff and WIOA
Adult and Dislocated Worker program service provider.
4.9 Describe how the local board will coordinate workforce investment activities in the local area with rapid
response activities carried out in the local area(as described in section 134(a)(2)A). [WIOA Sec. 108(b)(8)]
The Workforce Development Division-Hawaii Branch, has been the local deliverers of Rapid Response Services for
the past several decades.WARN Notices, initiated by affected employers,are communicated to the state Rapid
Response Coordinator,who in turn, initiates an appropriate Rapid Response Unit that provides early intervention
activities for affected employees. Under the WDC's direction, coordination of services with Office of Housing and
Community Development are established with WIOA Dislocated Worker,Wagner Peyser, Unemployment
Insurance Division, Dept.of Human Services, Dept.of Health-Mental Health,and other services deemed
appropriate for the affected labor force.
Workforce Development Council staff coordinates the statewide and local rapid response activities for companies
scheduled for shutdowns. Upon receiving a written notice from the affected company, local staff awaits for
direction from the WDC Rapid Response Coordinator to make contact with the employer to immediately arrange
an orientation for staff and management.With the general oversight of the HCWDB,WDD, Unemployment
Insurance Division,and appropriate AICH partners conduct joint orientation and enrollment sessions for the
affected workers on the employers site at the earliest convenience.Those eligible and interested in program
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services are referred to the respective AICH partners and services are provided. HCWDB will ensure gains and re-
employment, re-entry wage rates and retention rates are all measurable and quantifiable.
Section . r .
5.1 Attach as Attachment A, the document signed by the Chief Local Elected Official (Mayor)designating the
local workforce development board as the local (county)WIOA administrative entity.
See attached
5.2 Describe the competitive process and criteria (such as targeted services, leverage of funds,etc.)to be used
to award sub grants and contracts for W ICA Title I Adult, Dislocated Worker,and Youth services; provide the
names of contracted organizations,and the duration of each contract. (WIOA Sec. 308(b)(16))
The competitive process used to award the HCWDB's sub-grants and contracts for local workforce activities under
WIOA Title were in compliance with HRS 103D
htto://reco rds.co.Hawai'i.hi.us/webli n k/1/doc/69713/E I ectronic.aspx).
A competitive bid process using a Request for Proposal (REP)was submitted for the WIOA Adult and Dislocated,
and Youth services.The Hawaii County Workforce Development Board(HCWDB),through the Hawaii County
Office of Housing and Community Development solicited separate proposals from qualified service providers to
provide comprehensive employment and training programs to Adult and Dislocated Workers and In-School and
Out-of-School Youth in the County of Hawaii.
The RFPs were developed on the basis of the WIOA Public Law and demonstrated success in the delivery of Adult
and/or Dislocated Workers services involved comprehensive work readiness and employment training programs
and services to prepare program participants for a successful transition into workforce and the goal of attaining
self-sufficiency by addressing individual barriers to employment.
The youth REP was to prepare economically disadvantaged youth facing serious barriers to employment by
providing coordinated services focused on the development of the individual for sustained self-sufficient
employment.This youth program focuses on service those most in need of service,with priority given to at-risk
youth,runaway and homeless youth,youth in foster care(particularly those aging out of foster care),court
involved youth,children of incarcerated parents and migrant youth.
The applicants were expected to connect to intermediary and partnering organizations that provide strong links to
the job market,education,and a youth services delivery system including:RICH Operator and partners,local
employment agencies,local education agencies,secondary and post-secondary schools.The proposals were
scored based upon the following weighted evaluation criteria:
• Background and Summary
o (Organization vision, mission, purpose and goals)
• Management Plan
o Experience and Capability
o Commitment and Collaboration
o Policies and Procedures
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o Personnel
o Organizational Structure
• Program Plan
o Transition
o Eligibility
o Outreach and Intake
o Service Areas
o Process
• Assessment
• Service Strategy
• Program Elements(Youth only)
• Performance Measures and Evaluation
o Anticipated Outcomes
o Assessment Service Level Summary
o Transition out After Completion of Program
• Financial
o Costs/Budget
o Justification
o Leveraging
o Financial Management
o Internal Fiscal System
o Audits/Financial Report
o Cost per Participant
The Youth WIOA contract was awarded August 1,2015 for a one year term with the exclusive option for the
Board to extend any contract awarded under this RFP for up to three (3)additional one(1)year terms upon
execution of a supplemental agreement by both parties.The contract has been extended for another year
effective August 4,2016 through July 31,2017.
The Adult/Dislocated Worker contract was awarded March 1,2016 for a 10 month term ending on December 31,
2016 with the exclusive option for the Board to extend any contract awarded under this RFP for up to three(3)
additional one(1)year terms upon execution of a supplemental agreement by both parties.The Board recently
voted to extend the contract for program year 2016.The County of Hawaii took over December 1, 2017 while
working on acquiring a new provider.
We plan to procure our American lob Center Operator once we have the Adult and Dislocated Worker provider on
board.We will work with the Workforce Development Council regarding the best way to procure the One-Stop
Operator.
5.3 Provide an organization chart as Attachment B that depicts a clear separation of duties between the board
and service provision.
See attached
5.4 Provide a roster of the local board as Attachment C, including the name,title,organization,of each board
member, and the category that each member represents. [WIOA Bulletin No.04-15]
See attached
5.5 Provide the policy and process for nomination and appointment of board members demonstrating
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compliance with WDC Policy/WIOA Bulletin No.04-15.
Members of the HCWDB have been and shall he nominated by local business organizations, business trade
associations or local labor federations and appointed by the Chief Local Elected Official in compliance with WIOA
Section 107 and consistent with the requirements of the State.
5.6 Provide the completed Local Workforce Development Board Membership Certification Request included in
WICA Bulletin No.04-15(SN 04),as Attachment D.See http://Iabor.Hawal i.gov/wdc/files/2013/Ol/SN-04-
W IOA-04-15-Attmt-2-Cert.-Request.pdf
See attached
5.7 Provide the name,organization,and contact information of the designated equal opportunity officer for
WIDA within the local area.
Julie Rawlins
Equal Opportunity Officer/ADA Coordinator
Department of,Civil Services
County of Hawai i
101 Pauahi St,Suite 2
Hilo, HI 96720-4224
Phone:(808)961-8361 TTY: (808)961-8619
Fax: (808)961-8617
E-mail:jrawlins@Hawai'icounty.gov
5.8 Identify the entity responsible for the disbursal of grant funds. [WIOA Sec.108(b)(15)]
County of Hawaii Office of Housing and Community Development is responsible for the disbursal of grant funds
or Department of Finance, Hawaii County.
5.9 Indicate the negotiated local levels of performance for the federal measures. [WIOA Sec. 308(b)(17)]
Adult/Dislocated Worker and Youth Programs Negotiated Performance
PY 2018 PY 2019
W IOA Adult
Employment 2nd quarter after exit 65.6% 67.6%
Employment 4th quarter after exit 61.9% 63.9%
Median earnings in the 2nd quarter after exit $5,100 $5,350
Credential attainment rate 49.0% 51.0%
WIOA Dislocated Worker
Employment 2nd quarter after exit 71.0% 74.0%
Employment 4th quarter after exit 67.2% 69.2%
Median earnings in the 2nd quarter after exit $6,476 $6,776
Credential attainment rate 64.0% 66.5%
W ICA Youth
Education or training activities or employment
In the 2nd quarter after exit 56.0% 59.0%
Education or training activities or employment
In the 4th quarter after exit 52.9% 55.9%
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Credential attainment rate 58.1% 61.1%
Wagner-Pevser
Employment 2nd quarter after exit 530% 55.0%
Employment 4th quarter after exit 56.0% 58.0%
Median earnings in the 2nd quarter after exit $4,965 $5,114
5.10 Describe indicators used by the local board to measure performance and effectiveness of the local fiscal
agent(where appropriate),contracted service providers and the one-stop delivery system, in the local area.
[WIOA Sec. 108(b)(17)]
WDC provides orientation for the HCWDB and explains their roles and responsibilities as board members.
The HCWDB also receives a WIOA funding dashboards which include the Administrative,Adult, Dislocated
Worker,and Youth budgets/balances to review at every meeting.Service providers submit monthly reports.At
the Youth Committee meetings all reports are reviewed and monitored.The Program Oversight Committee is
responsible to monitor and review performance of the AICH,Adult and Dislocated Worker programs.All
Committee Chairs provide reports at Board meetings.The Office of Housing and Community Development
monitors all service providers continuously by reviewing performance reports,constant communication and site
visits.
5.11 Provide a description of the replicated cooperative agreements,as defined by WIOA 307(d)(11), in place
between the local board and the Department of Human Services' Division of Vocational Rehabilitation Services
with respect to efforts that will enhance the provision of services to individuals with disabilities and to other
individuals, such as cross training of staff,technical assistance, use and sharing of information,cooperative
efforts with employers,and other efforts at cooperation,collaboration,and coordination. [WIOA Sec.
108(6)(14)]
Our cooperative agreement is seeking to shift public resources to be aligned with newly established policies
that make competitive integrated employment a priority for partner agencies when serving people with
disabilities. It is to clarify roles and collaboration amongst partners in order to increase individuals with
significant disabilities with obtaining integrated competitive employment.Goals include:
• Leverage resources between partner agencies and eliminate service replication.
• Provide training on customized employment and employer engagement to build capacity which is
defined by the"process of developing and strengthening the skills,instincts,abilities,processes,and
resources that organizations and communities need to survive, adapt,and thrive in the fast-changing
world."
• Work with employers to identify competitive integrated employment opportunities with career
pathways that lead to retention and promotion.
• Increase employer engagement and measure effectiveness in serving employers.
• Establish a cooperative agreement with the state Medicaid agency and state agencies that serve
individuals with disabilities, regarding eligibility for home and community-based waiver programs and
coordination.
• Coordinate with assistive technology programs and services.
• Expand partnership with the Ticket to Work and Self-Sufficiency program.
The HCWDB will endeavor to work with organizations including the state departments of; Human Services,
Division of Vocational Rehabilitation, Department of Health, Department of Education and the University of
42
Hawaii and other entities to contribute to the development of business-led network focused on human capital
and talent management investment for all persons including those with disabilities.
5.12 Describe the process for getting input into the development of the local plan in compliance with WIOA
section 108(d)and providing public comment opportunity prior to submission. Be sure to address how
members of the public,including representatives of business, labor organizations, and education were given an
opportunity to provide comments on the local plan. If any comments received that represent disagreement
with the plan were received, please include those comments as Attachment E. (WIOA Sec. 308(6)(20)]
The local board has processes and timelines, consistent with section 108(d)to obtain input into the development
of the Local Area Plan and give opportunity for comment by members of the public, including representatives of
business, representatives of labor organizations,and representatives of education to submit to the local board
comments on the proposed local plan.
Great effort has been made to receive input into the development of the Hawaii County Workforce Development
Board Local Area Plan. Meetings were held and discussions had to gather input from but not limited to; HCWDB,
local chambers of commerce,industry sectors, local unions,community based organizations, University of Hawaii
at Hilo,County of Hawaii Mass Transit Agency,County of Hawaii Department of Research and Development,
WIOA Core Partners,Alu Like, Division of Vocational Rehabilitation and Services for the Blind, Hawaii Community
College, Hawaii County Economic Opportunity Council, Maui Economic Opportunity,Office of Housing and
Community Development,Senior Training and Employment Program, Unemployment Insurance Division Waipahu
Community School for Adults, Department of Labor and Industrial Relations Workforce Development Division,
Goodwill Industries of Hawaii,Career and Technical Education Department of University of Hawai i,and the
Department of Labor and Industrial Relations Workforce Development Council.
OHCD submitted a request for comments announcement to the Hawaii Tribune Herald and West Hawaii Today
newspapers.The proposed Local Area Plan was available for public review and comment from November 5, 2018
until November 19,2018. It provided information on how to receive,view and make comments regarding the
plan.
HCWDB members and A1CH Partners were notified via email that the draft plan is being made public and are
encouraged to review and comment on the plan through any of the aforementioned venues or at the prior
meetings.A meeting with the HCWDB is being scheduled for November 15,2018 to review comments and
approve the plan.
5.13
(a)Attach the following to the Local Board Plan:
(1)The Local Board's Bylaws as Attachment F
(2)The Local Board's Conflict of Interest Policy as Attachment G
(b)State any concerns the local board has with ensuring the compliance components listed below are in
place prior to October 31,2016.Copies of documents are not required at this time but may be requested
during monitoring.
• Administration of funds
• Agreement between all counties and other local governments,if applicable,establishing the
consortium of local elected officials
• Agreement between the Local Elected Officials and the Workforce Development Board
• Code of Conduct
• Approved Budget
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• Memorandum of Understanding and/or Resource Sharing Agreements,as applicable
• Required policies on the following topics
o Financial Management including cost allocation plan, internal controls,cash management,
receipts of goods, cost reimbursement,inventory and equipment,program income,travel
reimbursement,audit requirements and resolution,annual report, property management, debt
collection, procurement,allowable costs
o Program Management including equal opportunity for customers, supportive services, needs
related payments,file management,eligibility,self-sufficiency criteria, individual training
accounts,layoff assistance, priority of services,grievance for eligible training providers list,
transitional jobs,stipends,training verification/refunds
o Risk Management including records retention and public access, public records requests,
monitoring,grievance, incident,disaster recovery plan
o Board Policies including board appointment,board resolutions
a) See attached
b) At this time we have received permission from the Workforce Development Council to extend our
current Memorandum of Understanding and Resource Sharing Agreements(cost allocations plan)
until we receive more descriptive guidance form them which is expected to arrive by the end of this
year.
5.14 Describe how the Local Board complies with the requirements of Hawai i s Sunshine Law on open
meetings and meeting records(HRS§92)and W ICA Sec. 107(e):
(a)Who is notified of meetings and how are they notified?
(b)Where are meeting notices(agenda)posted?
(c)Where are the meeting minutes posted? How does the public access meeting minutes?
(d)Attach as Attachment H the local board agenda and minutes for the last two fiscal years(2014&2015).
(e)How will information regarding the designation and certification of one-stop operators,and the award
of grants or contracts to eligible providers of youth workforce investment activities be available to the
public?
a) Board members and individuals who request notification of meetings are notified via email three (3)
weeks prior to the meeting date to give adequate time for preparation for the meeting.They are sent a
reminder email with a copy of the agenda and previous meeting's minutes one (1)week prior to the
meeting.
b) Meeting notices are filed with the County of Hawaii Office of the County Clerk at least six(6)days prior to
the meeting date as required under Sunshine Law. Notices are then posted at 25 Aupuni Street, Hilo,
Hawaii as well as on the County of Hawaii website: www.Hawai'icountv.gov/office-of-housing/.
c) Meeting minutes are posted on the County of Hawaii website.The public can request a copy of the
meeting minutes from the Office of Housing and Community Development.
d) Please see Attachment H
e) Information regarding the designation and certification of A)CH operators,and the award of grants or
contracts to eligible providers of workforce investment activities are presented to the public through a
Notice of Award which is posted on our County website as well as on the Public Purchase website
(providing free government bid notifications for government agencies).
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