HomeMy WebLinkAboutAmended Workforce Innovation and Opportunity Act Local Area Plan 2020-2024-ADA CompliantWorkforce Innovation and Opportunity Act
Local Area Plan for Hawai i County
July 1, 2020 —June 30, 2024
Submitted by
Hawaii County Workforce Development Board
1990 Kino' ole Street, Suite 102
Hilo, HI 96720
Website: www.HawaiiCountyWDB.org
Plan Contact: Sandra Goodale, HCWDB Executive Director
Phone: 808.961.8379, Email: wioa@hawaiicounty.gov
Date submitted: 11/ 27/ 2020
1St Amendment: April 2021
q0C* 1
Table of Contents
Introduction............................................................................ .......... ......... . .......... ...J
PlanSubmission.....,...........................................,.....,......................................................... 3
SignaturePage ............. .... .... ........ .. ... ................................................................ 5
Section 1: Workforce and Economic Analysis................................................................... 6
Section 2: Strategic Vision and Goals................................................................................ 7
Appendix; WfOA DOnit ons; hilps:Jflabor,ha aii_gov/ dcffrles/2013/01ftacal-Plan-Definition5-
061715, pdf
Section 3: Local Area Partnerships and Investmefit Strategies......................................... 8
Section 4_ Program Design and Evaluation.......................................................,,....,,.....,,.. 10
Section 5: Compliance ................ ... ... ..... . ,................................................. 12
N
These guidelines direct the second four-year 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 first two-year period of the four-year local plan, each LWDB shall review
the local plan and shall submit modifications to reflect changes in labor market and economic conditions or in other
factors affecting the implementation of the plan.
The WIOA four-year plan will be effective July 1, 2020 to June 30, 2024. 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 LWDB 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 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 one-stop partners must be an integral part of the planning process. WIOA
encourages an enhanced, integrated system by including core programs in its planning and performance
requirements. Each plan will address how the LWDB will coordinate service delivery with the core partner programs
of Wagner-Peyser, Vocational Rehabilitation, Adult Education, and Career and Technical Education (Perkins).
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 barriers to employment, 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 Hawaii ' s workforce
system and its focus on customer service excellence. This plan must align with the Hawaii Unified State Plan.
Prior to plan submission, please ensure:
The LWDB 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 96$ 13
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) j:
PROCESS— Prior to the date on which the LWDB submits a local plan, the LWDB 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 LWDB 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. [ 20 CFR
679. 560 ( e)]
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
WIOA PUBLIC LAW 113- 128: https://www.gpo.gov/fdsys/ pkg/ PLAW-113pubI128/pdf/PLAW-
113pub1128. pdf
WIOA Definitions: https://Iabor.hawaii.gov/wdc/files/2013/01/Local-Plan-Definitions-061715.pdf
Code of Federal Regulations: 20 CFR 679. 560
El
Attachment 2
The County of Hawaii and the Hawaii County Workforce Development Board submit this 2020-
2023 modified local 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
t
L F. j6zD
Rossella Guardascione Name. LEE E. LORD
Managing DirectorTitle.
4/ 5/ 2021 Date: APR 2 0 2021
STATE OF HAWAII
SS.
COUNTY OF HAWAII
On this 20th day of April, 2021, before me personally appeared LEE E. LORD, to me
personally known, who, being by me duly sworn, did say that he is the Managing Director of the
County ofHawai` i, a municipal corporation of the State of Hawaii, that the foregoing
instrument was signed on behalf of the County of Hawai `i 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
2018), as amended, and assigned by the Mayor to the Managing Director pursuant to Section 6-
1. 3( h) of the County Charter; and said LEE E. LORD acknowledged said instrument to be the
free act and deed of said County of Hawaii.
c •' O Signature
AMBER K.S. KEPOO
N>X "%Cyr, c Print or Type Name
Notary Public, State of Hawaii
My Commission Expires: 04iOlJ22
NOTARY CERTIFICATION
Doc. Date: Undated No. of Pages: 6
Notary Name: AMBER K.S. KEPOO Third Circuit
Workforce Innovation and
Doc. Description: Opportunity Act Local Area
Plan for Hawai' i County, July 1, 2020 —June 30,
2024
J 04/ 20/ 21
Notary Signature Date I
DOCUMENT TITLE: AMENDMENT #1 to the County of Hawaii Workforce Innovation and
Opportunity Act.Hawaii County Local Area Plan 2020-2024
PARTIES TO DOCUMENT: Hawaii County Workforce Develo meet Board Chair and Mayor
RECOMMENDED APPROVAL:
Housing A ' is ajor
Office of Housing and Community
Development
iDate: `
APPROVAL AS TO FORM AND LEGALITY:
Depu Corporation Counsel
County of Hawaii
y! ` ,( 2jDate: °
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), 20 CFR 679.560 (a) ( 1) (i) and (ii)]
The Big Island regional economy is still affected by the May 2018 Kilauea Volcano Eruption. Nearly 14 square
miles of land was inundated with lava during the months -long eruption, which destroyed more than 700
structures and homes in lower Puna and displaced 3, 000 residents.
Hawai' i County' s labor market and demographic data for the region continues to reflect an uneven recovery.
Much of the agriculture in the area was devastated or destroyed and many people were laid off due to the lack
of tourism, loss of land, property, structures and limited access due to lava affected areas. And the struggle
continues amid the backdrop of COVID-19.
The County has received more than $ 300 million in state and federal funds to support the recovery and
response efforts stemming from the 2018 eruption of Kilauea volcano. Recovery funds will be used to address
several needs, such as replacing public infrastructure, housing and creating and implementing a recovery plan:
The estimated damage the eruption caused was $ 236. 5 million in damages and $ 27. 9 million in agriculture and
floriculture production, and a decrease in tourism.
The Office of Housing and Community Development received 83 million dollars in Community Development and
Block Grant Disaster Recovery funds. Which $78 million of it will be used for a voluntary buyout program. This
will have an impact on the island as construction will be impacted in a positive way to accommodate the need
for rehousing.
The Puna region of Hawaii County is located on the east side of the island and is considered a high -poverty
area. Many of our large segments of the labor market experience barriers to employment 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.
Providing residents, a 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.
Rapid Response is designed to assist with the prevention of lay-offs or staff reduction for employers. Due to the
shift in the Hawai' i County, State and National economies Rapid Response has been on high alert since March
2020 due to COVID-19 with the preliminary furloughs becoming permanent layoffs in the subsequent months.
Since COVID-19 hit the island in March 2020, there have been 40 businesses/ employers affected in Hawai' i
County and 6, 028 workers through September 2020. However, many of the workers we expected to receive at
the American Job Centers have not been required to job search during the COVID-19 pandemic and have
RI
received additional stipends along with their Unemployment Insurance checks. Many are waiting for the
benefits to expire before they want to look at education and/ or training.
Hawai' i County' s hospitality industry took an initial hit from the Kilauea Eruption of 2018 with people weary of
island visits due to the presentation of the eruption by the mainland media which provided for a slow recovery.
Due to COVID-19 the travel and tourism sectors took another major hit, including recreation and food and
beverage. Hawai' i shut down it' s ' border" as an attempt to keep the virus out. This in turn affected the airlines,
transportation (cruise ships, buses, vans, etc.,) and all other recreational areas due to social distancing and
other requirements by the CDC.
From 2014-2019, the number of jobs in Hawaii County increased 9.4% which outpaced the national growth rate
of 7. 9% a 1. 5% increase. As the number of jobs increased, the labor force participation rate increased from
54. 9% to 55. 5% for the same time period. Hawaii County' s unemployment was the highest in the State at 4. 2
percent rising to 13. 7 percent in June of 2020, which ironically was not the highest rate for Hawaii State.
The top three industries in 2019 were Education and Hospitals (State Government), Restaurants and Other
Eating Places, and Traveler Accommodations. We will see a big swing from 2020-2024 in these areas due to
COVID-19 restrictions being enforced, layoffs and pivots in these industries in order to remain viable.
Even though accommodation and food services remain unchanged in ranking, the types of work involved in this
industry and the additional qualifications sought by employers among job applicants are expected to adapt to
include added training and requirements in cleaning and disinfecting standards and other related COVID- 19
protocols. Likewise, the projected growth for the transportation and warehousing industry correlates to the
reduction in retail brick and mortar locations changing to supply chains and demand for ecommerce as it is
predicted that 100,000 retail stores nationwide will close their doors by 2025, which was is 25,000 more than
was originally predicted to close in 2026. 1
As you can see by the chart below, the County' s largest industry division is Government which encompasses
education and health services and is approximately one-fifth of the total workforce. The top five (5) largest
industries in Hawaii County are Government, Accommodation and Food Services, Retail Trade, Health Care and
Social Assistance and Support and Waste Management and Remediation Services. Hawaii County exceeds the
national average in Largest Industries' top five ( 5) categories except for Health Care and Social Assistance.
Although Hawaii County' s industry job growth from 2016 to 2026 will outpace the state, this will translate to
only 15 percent of the total jobs added statewide. However, Hawai' i County' s projected growth of rate of 9. 15
will be the highest among the other three counties.
1 Josh Davies, CEO The Center for the Work Ethic Development Meeting of the Minds presentation " Foresight not Hindsight"
September 9, 2020,
Z DUR Employment Projections for Industries and Occupations 2016- 2026
7
Largest Industries
f Industry Jobs l4 NabortalAverage
Atcommod3tbn anf Food Srn ccs
k" i trade
Health Gare and StxbJ sshlarce
Support and Waste Management and Remcdiatton Sc vkn
Cnrttruttlon
ARricutfrre, Foressry. FislrnrRxWHuntm --
otbof Services (e cepi Public Adminhtration)
Trarts" nation and WarchalLnQ -
FhnlessiorW Scicrmhc ant TLcty al SmKes -
Arts, Entertattment. and Recreation
Aral Estate xrd Renta! xd Leasing
Whofcsalc trade _
MaMactwn s —
EdmihoruilS 4es
Full%e and MAtK.VXC
lntontumn -
utiGtics
Mwnemem of Compares and Enterprises i
3
The Top Location Quotient ties into the types of jobs that are found in Hawaii County. Occupations with a high
LQ are important because they are generally employed by high -LQ industries and thus provide a workforce -
oriented perspective of the region' s economic base. Such occupotions are vital for the continued prosperity of
the region.
As you can see by the chart below, Hawaii County' s Location Occupations are low with the highest being over
3% in the Farming, Fishing and Forestry category. The lowest are in the Architecture and Engineering, Business
and Financial Operations, Production and Computer and Mathematics. Most of the occupations in Hawaii
County are in the service industries rather than the goods
3 Emsi Q3 2020 Economy Overview
8
Top Occupation LQ
6 Octupation LQ
Fxmir& Fedw%L dnd Forexry
uldirg and GrouMS Clearing ad Ntairm -Ke
Mihaly -0,*
Farad Prep.xarianand Serving ReLtted
Lile. Physkal, and Salol Sere
Edtranorsal ln$uuctian and Library
Pmrective service
Comtmcr on and E. trxtion
Comrnsw. ty xd So" Senice
Penn" Cze ud Scnk c
M.magem" t
T! at 4 0dian td Muctsal t-:arryt
Hdalthrxe Sspnert
Irdialtxian. MrnterN cC and Rtow
AtM Ekign,Enirns ent, Spcwmad tied
Sak Ord Relxcd
ORueidACmlrastratbeSt* pod —
Hcalftr c Prxt kmis and Tcdw" —
Lrgal —
ArdweetweandErghmr —
rimw%wdF. wKdOperations —
Peodxtion —
Ccmpsacr and Mxhcntve-
ndt I ... s
4
With the change to the current economic situation the data included below is anticipated to change
considerably by the time this plan is updated in 2022, reflecting the effects of COVID-19, closures of
retail stores and the pivot to existing businesses to fill in the gaps.
On the Big Island there are currently over 9, 000 businesses that employ most of the Big Island workers.
Emsi Q3 2020 Economy Overview
9
Table 1. Occupations with the most projected job openings, Hawai' i County, 2016-2026
Waiters & Waitresses 400
Cashiers 1 360
Retail Salespersons 1 330
Janitors & Cleaners 310
Farmers, Ranchers, & Other Agricultural... 310
Maids & Housekeeping Cleaners 250
Combined Food Prep. & Serv-ng Wkrs 250
Landscaping & Groundskeeping Workers 190
Stock Clerks & Order F: Ilers 180
Cooks, Restaurant s 160
0 50 100 150 200 250 300 350 400 450
Occupat on with the most projected fob openings.
S
Table 2. Industries by Projected Growth
The table below shows the top 10 industries with the highest total employment change in Hawai' i County,
Hawai' i for the 2016-2026 time period.
Rank Industry 2016 2026 Total Annual Total 2016 -
Estimated Projected Percent 2026
Employment Employment Change Employment
Change
1 Ambulatory Health Care 3, 340 4, 590 3. 23% 1, 250
ServiceS6
2 Administrative and Support 4,320 4,930 1.33% 610
Services
3 Food Services and Drinking 6, 640 7, 240 0. 86% 590
Places
4 Accommodation 6, 1.80 6, 760 0.89% 580
5 Social Assistance 2, 680 3, 130 1. 56% 450
6 Educational Services 6, 920 7, 290 0. 52% 370
7 Specialty Trade Contractors 2, 060 2, 300 1. 07% 230
8 Food and Beverage Stores 2,310 2,510 0.85% 200
9 Construction of Buildings 1, 380 1, 510 0. 88% 130
DLIR Employment Projections for Industries and Occupations 2016-2026
Ambulatory care or outpatient care is medical care provided on an outpatient basis, including diagnosis, observation,
Consultation, treatment, intervention, and rehabilitation services. This care can include advanced medical technology and
procedures even when provided outside of hospitals.
10
10 Air Transportation 670 790 1. 70% 1201 1 1
Source: Hawaii Dept. of Labor and Industrial Relations, Research and Statistics Office, Projections Program
Hire Net Hawaii, Hawaii Workforce InfoNet, Labor Market Facts, Questions on Industries in Your Local Area, What industries are predicted to have the most future job openings
In
Hawaii County' s employment is projected to advance by 9. 1 percent from 77, 890 in 2016 to 85,010 in 2026,
with the creation of 7, 120 new jobs. On an annual basis, this .9 percent increase equals 710 new jobs resulting
from change. About 5, 070 job openings are expected to arise due to transfers and another 4, 160 due to exits.
The total number of annual job openings is approximately 9, 950.
Table 3. Occupational Employment and Growth, Hawaii County, 2016-2026
Employment Change Average annual Openings
Occupation 2016 2026 Net Percent Growth Replacements Total
Total, All Occupations 77, 900 85, 010 7, 120 9. 1% 710 5, 070 91950
Office & Administrative 10, 380 10,730 350 3. 4% 40 640 1, 220
Support
Food Preparation & 9, 180 10,020 840 9. 2% 80 900 1, 690
Serving Related
Management 7, 890 8, 330 430 5. 5% 40 260 660
Sales & Related 6, 710 7, 040 330 4. 9% 30 530 1, 000
Building & Grounds
Cleaning & Maintenance 5, 730 6,470 740 13. 0% 70 390 830
Construction & Extraction 4, 830 5,340 510 10-5% 50 320 540
Transportation & 4, 430 4,900 470 103% 50 320 600
Material Moving
Personal Care & Service 3, 240 3, 830 590 18. 2% 60 260 580
Healthcare Practitioners 3, 200 3, 750 560 17. 4% 60 90 240
Technical
Healthcare Support 2, 680 3, 420 740 27. 8% 70 160 410
Installation, 2, 640 2, 900 260 9. 8% 30 160 290
Maintenance, & Repair
Protective Service 2, 270 2, 390 120 5. 5% 10 130 260
Production 2, 040 2, 200 150 7. 5% 20 150 260
Business & Financial 1, 740 1, 900 160 9.4% 20 110 180
Operations
Farming, Fishing, & 1, 500 1, 550 60 3-7% 10 170 230
Forestry
Source httos.// www.hirenethawaii,com/ admin/ FtsiquublhtmiareaLploadsIL-TermPro' ectiogs• 2016. 2026-HawCty-pd(
HlreNet Hawaii, Hawaii Workforce InfoNet, Employment Projections, Hawaii County Full Report 2t} 16. 2026
Data for projected growth points can be viewed in two ways, number of openings, and percentage
change in job openings. Ambulatory Health Care Services are projected to have an employment change
of 1, 250 jobs in the years between 2016-2026. Since this industry is not tourist dependent it could be
seen as one that will have the projected number of openings regardless of outside factors. Ambulatory
Health Care services are services that would be performed by health professionals and technicians.
Since Ambulatory Health Care Services professionals perforin wide ranging jobs from phlebotomy to
minor surgical procedures it is difficult to list all employment requirements. Most technicians in the
11
health care arenas are required to complete either some specialized schooling or on the job training.
Most Health Care Professional require at least an associate degree and may require as much as an
advanced degree such as an M. D., D. O. or DPT.
Food preparation and serving related occupations, the second largest occupational group, will expand
by 840 positions over 10 years, leading all other major groups. Adding to that gain, openings generated
by job transfers and workers exiting the labor force, will outpace all other occupational groups, for a
combined total of 1, 690 annual openings.
Three of the larger -sized occupations, combined food preparation and serving workers, waiters and
waitresses, and restaurant cooks, will produce 60 percent of the job openings. Since no work
experience or formal educational credential is required for many of these positions, jobs in this field are
typically considered entry level. The yearly median wage of $30,420 for this group ranks near the
bottom.
The projected average annual growth in the Food Preparation and Serving Related occupations are and
will be in great demand throughout the upcoming years, with the pivot being from dine in to take out
accommodations including preparing the food to delivering the services. Some restaurants may use
third party vendors for delivery to keep up with demand.
Table 3. Projected Average Job Growth by Industry, Hawai' i County, 2016-2026
12
Youth:
The Youth Program administered by our service provider, Goodwill Industries of Hawaii, Inc. has a strong history of
outreach to those youth with barriers to employment. These barriers include but are not limited to disconnected
youth, individuals lacking economic opportunity and juvenile offenders. Their goal is to prepare youth for a
successful future with education, training, mentoring and other services. Goodwill has a keen awareness of those
with barriers to employment and strives to services them.
The American Job Center has a weekly presence of an Out -of -School Youth Case Manager on site beginning in
November 2020. Our strategy is for the American Job Center to work in greater partnership with our Youth
Program by keeping the lines of communication open between those working in the Youth and Adult programs to
facilitate greater service to customers and a larger number of referrals.
Individuals with Disabilities:
Individuals with disabilities are important to our outreach efforts. While working closely with DVR we are able to
connect individuals with disabilities with the services of the American Job Center. We are also working in
collaboration with DVR to provide monthly coverage at the American Job Center. Some strategies include continual
networking with our partners, ongoing awareness of opportunities for our partner programs, DVR and the
American Job Center to interweave our programs and services and a presence of the American Job Center at
community events where DVR may also be present.
Veterans:
Veterans receive priority of service. Often Veteran experience one or more other barriers to employment so
intense outreach is needed to be sure that we are meeting the needs of our veterans. Our strategy consists of
outreach as well as facilitating greater communication with Veterans organizations to drive more Veteran
customers to the American Job Center. We also continue to attend Veteran events and connect with Veteran
organizations in the community that can assist us in services our Veterans.
Homeless:
Homeless people face multiple barriers to employment and training opportunities. Often the homeless are difficult
to reach due to lack of email and phones. In collaboration with our community partners we are able to outreach to
the homeless through community programs. Some strategies include continual networking with our partners,
ongoing awareness of opportunities for our partner programs, Homeless Agencies and the American Job Center to
interweave our programs and services and a presence of the American Job Center at community events where
Homeless Agencies may also be present.
4.2 Describe how the LWDB will facilitate the development of career pathways, consistent with the Career
Pathways Definition. (WIOA Sec. 108( b)( 3), 20 CFR 679. 560 ( b) ( 2) ( ii)]
HCWDB has initiated career pathways discussions with the Hawaii State Community College System and Hawaii
County' s AJCH 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 system designs need to be formalized at
every level of career pathway development.
The AJCH 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 -
45
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 Committee. The Committee is developing a
statewide career pathways system that will align with the Career Technical Education and postsecondary career
pathways system. Collaboration is essential, and counties should be able to benefit from the state coordination in
order to be successful.
Career Technical Education has activities that serve both Youth and Adults and provide integrated education and
vocational training. It fosters competency -based learning. Activities include each student moving through a
program of study which focuses on employability skills. During this time students work experience and earn
industry -recognized credentials.
One strength of Career Technical Education is that it is integrated from K-12 to postsecondary and it utilizes career
pathways, career counseling and individual career plans. There are multiple enter and exit options though the
community college, such as industry recognized credentials, certificates, degrees or transfer to baccalaureate
degrees. Another strength is industry involvement in career pathways development and a system vetted with
employers. Clear sequence of coursework as well as curricula and instructional strategies that instill work readiness
are also strengths as well as curricula competency -based rigor and contextualization.
Career Technical Education does have some weaknesses, including the fact that once a state career pathway
system is adopted, it may require adjustments to transition clients from other partners. Some incoming clients may
also require remediation and client access to the system may be a challenge because of cost and time. Limited
staffing and funding is also an issue.
4. 3 Describe how the LWDB 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( b)( 3), 20 CFR 679. 560 (b) ( 2) ( iii)]
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 to these credentials.
For WIOA Titles i 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,
46
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 upon in the
Memorandum of Understanding.
4.4 Describe the actions or activities the LWDB will take toward becoming or remain a high -performing board
that is strategic and has a high impact on the local economy and communities.
WIOA Sec. 108( b)( 18), 20 CFR 679. 560 ( b) ( 17)]
i ne county ooara actions which allow it to remain a high-pertorming board consist of a superior level of
involvement, commitment and professionalism from the board members. The board also possesses a solid
commitment to the effectiveness and continuous improvement criteria developed by the Workforce Development
Council to assess the one-stop centers, guide one-stop infrastructure funds and understand the roles and
contributions of the one-stop partners.
The county board works in effective committees to strengthen the board' s overall function in areas such as
oversight. The oversight committee is especially important in guiding the use of one-stop infrastructure funds
and assessment of the one-stop center. The board is educated on and updated on changes that impact the one -top
and its function and are an important and welcome part of the workforce development team for Hawai' i County.
Members of the county board strive to be an active partner and to bring to the group their personal expertise and
extensive community connections and resources.
4.5 Describe one-stop delivery system in the local area, consistent with the One -Stop Center Definitions
including:
a. How the LWDB will ensure the continuous improvement of eligible providers of services through the
system and ensure that such providers will meet the employment needs of local employers, workers
and jobseekers. (WIOA Sec. 108(b)( 6)( A), 20 CFR 679.560 (b) ( 5) ( i)]
Hawaii County' s current AJCH is located at 427 Kilauea Avenue, Unit B-10 Hilo Hawaii 96720. Currently our AJCH
houses Wagner-Peyser, the Senior Community Service Employment Program, WIOA adult and dislocated worker
programs.
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 and Youth Program -Monitor and review Adult, DW, and
Youth program performance, budgets and expenditures.
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3. Eligible Training Providers ( ETP) -Review and assess the eligibility of training vendors and offerings,
monitor ETP performance, ensure Federal, State and County compliance.
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 supportservices 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
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 !_WDB 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), 20 CFR 679.560 (b) (5) (ii)]
The AJCH can 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.
Days have been set up for non -collocated partners 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. COVID has
changed the delivery model but the services are still being offered virtually through PowerPoints and other means.
Teleconference and video conference are being utilized for areas that also have the same technology available. This
has proven especially valuable during the COVID-19 pandemic.
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 individuals with disabilities, including
providing staff training and support for addressing the needs of individuals with disabilities. [WIOA Sec.
108( b)( 6)( C), 20 CFR 679.560 (b) ( 5) ( iii))
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
48
outreach and employment assistance. Staff and employers provide 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 software
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.
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 and AJCH staff are trained on ADA, EEO/ AA during their employee orientation.
The County ADA Coordinator and Equal Opportunity Officer provides training as part of staff professional
development for the AJCH and program staff at a minimum of once per year. More if we have new partners move
into the AJCH.
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.
WIOA Sec. 108(b)(6)(D), 20 CFR 679.560 (b) (5) (iv))
Currently MOU has been executed.
By providing businesses and job seekers a high quality AJCH 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
under WIOA and by one-stop partners. [WIOA Sec. 108(b)(21), 20 CFR 679.560 (b) (20))
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.
The AJCH understands the need to support the State Unified Plan by having Hawai' i' 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.
WIOA, Wagner Peyser, RESEA and STEP all use the HireNet system which allows multiple programs to access a
49
participant records making it easier to coordinate services.
4. 6 Describe the process and criteria for issuing individual training accounts. [ WIOA Sec. 108( b)( 19), 20 CFR
679. 560 ( b) ( 18)]
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: $ 5, 000 lifetime limit. 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 and reviews expenditures on a monthly basis. HCWDB' s
Oversight Committee can review all approvals on a quarterly basis. This is based on WIOA encouraging training and
supplying a skilled workforce for in -demand industries. WIOA customers are expected to make regular progress
toward employment plan milestones, including training goals and this 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
accounts; and how will the LWDB ensure informed customer choice in the selection of training programs,
regardless of how the training services are to be provided. [WIOA Sec. 108(b)(19), 20 CFR 679.560 ( b) (18)]
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 LWDB 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 ( Business Services Team), 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 A) CH partners are working with WDC on a statewide Business Services Framework Plan.
HCWDB' s Business Services Team 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, WIQA Service Providers and AJCH 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 statewide is a must.
4.9 Describe how the LWDB 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]. [ WIQA 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 WIQA Dislocated Worker, Wagner Peyser, Unemployment Insurance
Division, Department of Human Services, Department 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 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 AJCH partners conduct joint orientation and enrollment sessions for the affected workers
on the employer' s site at the earliest convenience. Those eligible and interested in program services are referred to
the respective AJCH partners and services are provided. HCWDB will ensure gains and re-employment, re-entry
wage rates and retention rates are all measurable and quantifiable. In the past year the number of WARN letters
and companies needing Rapid Response has skyrocketed. A Rapid Response Assistance has been hired and Rapid
Response activities have been converted a virtual platform due to COVID-19.
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4.10 Describe the direction given by the LWDB to the one-stop operator to ensure priority for adult career and
training services will be given to recipients of public assistance, other low-income individuals, and individuals who
are basic skills deficient consistent with WIOA sec. 134(c)(3)(E) and 20 CFR 680.600. [20 CFR 679.560 (b) (21)]
The LWDB has directed the one-stop operator to ensure priority for adult career and training services be given to
recipients of public assistance, other low-income individuals, and individuals who are basic skills deficient. Many of
the individuals who use the services of the one-stop are on public assistance, are low income, have basic skills
deficiency or have a combination of these factors. The staff of the one-stop is trained to ask the right questions to
determine if individuals fit into these categories and to determine how best the staff can assist them in meeting
their employment and training goals. The staff is also updated on the criteria for individuals to fit into the above
categories.
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.
5. 2 Describe the competitive process and criteria (such as targeted services, leverage of funds, etc.) to be used
to award subgrants and contracts for WIOA Title I Adult, Dislocated Worker, and Youth activities; provide the
names of contracted organizations, and the duration of each contract. [WIOA Sec. 108( b)( 16), 20 CFR 679.560
b) ( 15))
The competitive process used to award the HCWDB' s sub -grants and contracts for local workforce activities under
WIOA Title were following HR5 103D, and by the rules of the State and County of Hawaii.
A competitive bid process using a Request for Proposal ( RFP) 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 RFP 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: AJCH 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:
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Background and Summary on Organization
o Vision,
o Mission,
o Purpose
o Goals
Management Plan
o Experience and Capability
o Commitment and Collaboration
o Policies and Procedures
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 to Goodwill Industries of Hawaii, Inc. September 24, 2019 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. We are in the process
of extending the contract for another year pending approval of Hawaii County' s Annual Plan.
The Adult/ Dislocated Worker contract was awarded to Goodwill Industries, Inc. August 212020 for a 10 month
term ending on June 30, 2020 and has been extended for another year effective July 1, 2020 to June 30, 2021 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.
We plan to procure our American Job Center Operator through Workforce Development Council as they are
looking to procure a one-stop operator for the entire state. After trying to procure it independently with poor
responses after multiple releases.
53
5. 3 Provide a current organization chart as Attachment B that depicts a clear separation of duties between the
board and service provision.
See Attachments
5. 4 Provide a current roster of the LWDB 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 Attachments
1 5. 5 Provide the policy and process for nomination and appointment of board members demonstrating
compliance with WDC Policy/ WIOA Bulletin No. 04-15.
Members of the HCWDB have been and shall be 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
WIOA Bulletin No. 04-15 (SN 04), as Attachment D. See http://labor.hawaii.gov/wdc/files/2013/01/SN-04-
WIOA-04-15-Attmt-2-Cert.-Request.pdf
See Attachments
5. 7 Provide the name, organization, and contact information of the designated equal opportunity officer for
WIOA within the local area.
Tasha Hoggatt,
Equal Opportunity Officer and ADA Coordinator
County of Hawaii
Department of Human Resources
101 Pauahi Street, Suite 2
Hilo, HI 96720
808) 961-8361 TTY (808) 961-8619
Fax: ( 808) 961-8617
tasha. hoggatt@hawaiicounty. gov
5. 8 Identify the entity responsible for the disbursal of grant funds described in WIOA section 107( d)( 12)( B)( i)( III).
WIOA Sec. 108( b)( 15), 20 CFR 679. 560 ( b) ( 14)]_
The funds are disbursed through the County of Hawaii Office of Housing and Community Development
OHCD)
54
5. 9 Provide the negotiated local levels of performance to be used to measure the performance of the local area
by the LWDB. [ WIOA Sec. 108( b)( 17), 20 CFR 679. 560 (b) ( 16)]
PY 2020 and PY 2021 State -level Negotiated Performance Levels2'
Performance Indicator PY 2020 PY 2021
Adult Program
Employment 2nd Quarter After Exit 55. 0% 56.0%
Employment 4th Quarter After Exit 64. 0% 69. 0%
Median Earnings 2nd Quarter After Exit 5, 450 5, 200
Credential attainment rate 65. 0% 70. 0%
Measurable Skill Gains 50.0% 70. 0%
Dislocated Worker Program
Employment 2nd Quarter After Exit 58.0% 75. 0%
Employment 4th Quarter After Exit 68. 0% 75. 0%
Median Earnings 2nd Quarter After Exit 7, 400 6,577
Credential attainment rate 68. 0 69. 0%
Measurable Skill Gains 50. 0% 69. 0%
Youth Program
Employment, Education, or Training 2" d Quarter 55. 5% 75.%
After Exit
Employment, Education, or Training 4th Quarter 54.0% 71. 0%
After Exit
Median Earnings 2nd Quarter After Exit 3, 700 4, 000
Credential attainment rate 63. 1% 0 61. 0%
Measurable Skill Gains 50. 0% 65. 0%
5. 10 Describe indicators used by the LWDB to measure performance and effectiveness of the local fiscal agent
where appropriate), eligible providers under WIOA Title I, and the one-stop delivery system in the local area.
WIOA Sec. 108(b)(17), 20 CFR 679.560 (b) (16)]
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 and formal
program monitoring is completed at least once a year. The Program Oversight Committee is responsible to monitor
and review performance of the AJCH, Adult and Dislocated Worker and Youth programs. All Committee Chairs
provide reports at Board meetings. The Office of Housing and Community Development and board staff monitors
all service providers continuously by reviewing performance reports, constant communication site visits, and
annual or bi-annual monitoring program monitoring.
20 U. S. Department of Labor, Employment and Training Administration, May 26, 2020
V Revision April 2021
55
5. 11 Provide copies of executed cooperative agreements which define how all local service providers, including
additional providers, will carry out the requirements for integration of and access to the entire set of services
available in the local one-stop delivery system. This includes cooperative agreements as defined by WIOA
107( d)( 11) between the LWDB 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. Include
these copies as Attachment 1. [ WIOA Sec. 108( b)( 14), 20 CFR 679. 560 ( b) ( 13)]
Attachment I MOU the 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. The MOU also clarifies 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 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.
The AJCH Partner MOU signature pages are included as Attachment I -See Attachments
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. 108( b)( 20), 20 CFR 679. 560
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.
Under normal circumstance, great efforts would be 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
56
organizations, University of Hawaii at Hilo, County of Hawai' i 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
Hawaii, 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 October 14, 2020
until November 28, 2020. it provided information on how to receive, view and make comments regarding the plan.
HCWDB members and AJCH 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 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 LWDB' s Bylaws as Attachment F
2) The LWDB' s Conflict of Interest Policy as Attachment G
b) State any concerns the LWDB has with ensuring the compliance components listed below are in place
prior to November 16, 2020. 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
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
See Attachments for F and G. Other policies and documents and were provided at time of monitoring in
July 2020.
57
5. 14 Describe how the LWDB complies with the requirements of Hawai`i' s Sunshine Law on open meetings and
meeting records (HR5 §92) and WIOA 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 LWDB agenda and minutes for the last two fiscal years ( 2018 & 2019).
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?
All members of the Hawai' i County Workforce Development Board are notified of meetings via email at least 3
weeks prior to the meeting date. The email addresses of guests and members of the public, who have
indicated that they would like to be notified of future board meetings, are also included in the email
notifications.
As of July 1, 2019, approved meeting agendas are posted to the Hawai" i Calendar
https:www.hawaiicounty.gov/our-county/county-calendar) and at the County Clerk's office and minutes six
calendar days prior to the Board meeting.
3. Minutes are posted to the county website (httr)s:// www.hawaiicounty.gov/ departments/office-of-
ortunit -act-wioa-tunt ro ram) within 40 days after the meeting is held.
4. Attachment H is included.
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 is disseminated by the Purchasing
Department of Hawaii County through the purchase. com website.
58