HomeMy WebLinkAboutWorkforce Innovation and Opportunity Act Local Plan 2020-2024-ADA CompliantWorkforce Innovation and
Opportunity Act
Local (County) Plan
Hawaii County
July 1, 2020 — June 30, 2024
Submitted by
Hawaii County Workforce Development
Address line 1: 1990 Kino' ole Street
Address line 2: Suite 102
City, State, Zip: Hilo, HI 96720
Website: www.HawaiiCountyWDB.org
Plan Contact: Sandra Goodale
Phone: 808.961.8379, Email: wioa@Hawai' icounty.gov
Date submitted: 11/ xx/ 2020
Table of Contents
Introduction.................................................................................................................. 3
PlanSubmission............................................................................................................ 3
Signature Page 5
Section 1: Workforce and Economic Analysis................................................................. 6
Section 2: Strategic Vision and Goals 7
Section 3: Local Area Partnerships and Investment Strategies ....................................... 8
Section 4: Program Design and Evaluation..................................................................... 10
Section 5: Compliance.... 12
Appendix: WIOA Definitions: https:// Iabor. hawaii. gov/ wdc/ files/ 2013/ 01/ Local- Plan-Definitions-
061715. pdf
2
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.
All plans must be submitted no later than
4:30 p.m. (HST) on
Monday, November 16, 2020 to:
dlir.workforce.council@hawaii.gov
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 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 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/fdsVs/pkg/PLAW-113publl28/pdf/PLAW-
113publl28. pdf
WIOA Definitions: https:// Iabor. hawaii. gov/ wdc/ files/ 2013/ 01/ Local-Plan-Definitions-061715. pdf
Code of Federal Regulations: 20 CFR 679.560
4
The County of Click here to enter County and the Hawaii County Workforce Development Board submit
this PY 2020 -PY2023 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
Click here to enter NAME of Board Chair. Click here to enter NAME of CLEO
Click to enter a date. Click enter a date.
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.
Hawaii 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 Hawaii 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 upcoming months.
Since COVID-19 hit the island in March 2020, there have been 40 businesses/ employers affected in Hawaii
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
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.
Hawaii 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. Hawaii 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.
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 upcoming 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, Hawaii County' s projected growth of rate of 9. 1% 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.
Largest Industries
0 Industryobs National Average
Govemment
Accommodation and Food Services
Retail Trade -
Health Care and Social Assistance
Support and Waste Management and Remediation Services
Construction
Agriculture, Forestry, Fishing and Hunting
Other Services (except Public Administration)
Transportation and Warehousing -
Professional, Scientific, and Technical Services
Arts, Entertainment, and Recreation
Real Estate and Rental and leasing
Wholesale Trade
Manufacturing
Educational Services
Finance and Insurance
Information
Utilities
Management of Companies and Enterprises
0 5.000 10.000 15.000
2
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 occupations 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
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
z Emsi Q3 2020 Economy Overview
E-1
Top Occupation LQ
Occupation LQ
Farming. Fishing, and Forestry
Building and Grounds Cleaning and Maintenance
Military -only
Food Preparation and Serving Related
Life, Physical, and Social Science
Educational Instruction and Library
Protective Service
Construction and Extraction
Community and Social Service
Personal Care and Service
Management
Transportation and Material Moving
Healthcare Support
Installation, Maintenance, and Repair
Arts, Design, Entertainment, Sports, and Media 9 9nppnmmmmmmmmmmppnp9nmmmmmmmitP; P
Sales and Related
Office and Administrative Support
Healthcare Practitioners and Technical
Legal u,_
Architecture and Engineering ltl,l__
Business and Financial Operations -
Production K4P111__._._---
Computer and Mathematical MP1I
3
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 current 9, 074 businesses that hire
s Emsi Q3 2020 Economy Overview
E
Table 1. Occupations with the most projected job openings, Hawaii County, 2016-2026
Waiters & Waitresses„ i 400
Cashiers 360
Retail Salespersons 330
Janitors & Cleaners 310
Farmers, Ranchers, & Other Agricultural... 310
Maids & Housekeeping Cleaners 250
Combined Food Prep. & Serving Wkrs 250
Landscaping & Groundskeeping Workers 190
Stock Clerks & Order Fillers 180
Cooks, Restaurant 160
0 50 100 150 200 250 300 350 400 450
Occupation with the most projected job openings.
4
Table 2. Industries by Projected Growth
The table below shows the top 10 industries with the highest total employment change in Hawaii County, Hawaii
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 Services' 3, 340 4, 590 3. 23% 1, 250
2 Administrative and Support 41320 4, 930 1. 33% 610
Services
3 Food Services and Drinking Places 6, 640 7, 240 0. 86% 590
4 Accommodation 6, 180 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
10 Air Transportation 670 790 1. 70% 120
Source: Hawaii Dept. of Labor and Industrial Relations, Research and Statistics Uttice, Projections Program
HireNet 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
4DLIR Employment Projections for Industries and Occupations 2016-2026
5 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
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 9, 950
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 10. 7% 50 320 600
Material Moving
Personal Care & Service 3, 240 3, 830 590 18. 2% 60 260 580
Healthcare Practitioners 31200 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: https://www.hirenethawaii.com/admin/gsipub/htmlarea/uploads/Long-Term Projections-2016-2026-HawCty.pdf
HireNet Hawaii, Hawaii Workforce InfoNet, Employment Projections, Hawaii County Full Report 2016-2026
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 technician. Since
Ambulatory Health Care Services professionals perform wide ranging jobs from phlebotomy to minor
surgical procedures it is difficult to list all employment requirements. Most technicians the 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.
11
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
200 300 400 500 600 700 800 900
840Food Preparation & Serving Related 6.
Building & Grounds Cleaning & Maintenance 740
Healthcare Support ,, 740
Personal Care & Service 590
Healthcare Practitioners & Technical 0 560
Construction & Extraction 510
Transportation & Material Moving 470
Management 430
Office & Administrative Support 350
Sales & Related 1 330
Percentage Job Growth
Source: https://www.hirenethawaii.com/admin/gsipub/htmlarea/uploads/Long-Term Projections-2016-2026-HawCty.pdf
HireNet Hawaii, Hawaii Workforce InfoNet, Employment Projections, Hawaii County Full Report 2016-2026
1. 2 An analysis of the knowledge and skills required to meet the employment needs of the employers in the
12
local area ( county), including employment requirements for in -demand industry sectors and occupations.
WIOA Sec. 108( b)( 1)( B) 20 CFR 679. 560 (a) ( 2)]
To identify the kinds of skills and knowledge that individuals need to find current and future
employment, and that employer' s desire in their employees, the skills, abilities and knowledge
requirements are found on the following charts and tables. Hawaii County' s top " hard skills" and
common skills" come from data taken from Hawaii County' s job postings Emsi' s Q3 2020 Data Set. Emsi
defines hard skills as " unique (or technical skills) related to a specialty," and common skills as " human
skills which are broad statements of ability." 6
The following provides insight into the supply and demand of relevant skills by comparing the frequency
of skills present in job postings against skills present in today' s workforce.
The following section of Hawaii County' s job postings reveals five out of the top ten listed have technical
knowledge pertaining to the health care sector and retail/ sales occupations.
Top Hard Skills
Basic Life Sugport M
Merchand,sR9 —
Nursing —
caxdiopulmonxr —
Resuscitation (CPR)
Advanced CardiovascuLar .
Life Support (ACLS)
SellingTecMique; _
Cash Register -
Intenswe Care Unit 0
Accounting —
Customer Fupenence
2% Ori G% t3% 10% 12%
M llequencyilJob Postings fre4uerxyiiWorlsforceNol7es
N.
e Frequently Asked Questions Emsi Skills. 2020
Emsi Q3 2020 Economy Overview
13
7
8
Top Common Skills
CommunKations -
Customer service
Sales
Valid Dr iver s License
MaWenlent
Operations -
Leadership
Detail Oriented
Computer Literacy
Presentations
7044 s% 0% 044 s ] 0% 154 70 2544 30*
I rettuency in lob Postings Frpouwrxy in Workforce Profiles
Common skills that remain in demand for Hawaii County but are not necessarily reflected in public workforce
profile data include computer literacy and presents a major skills gap for the Hawaii County workforce. Based on
the information provided about half of the profiles list operations as a common skill may be an opportunity for
incumbent workers to be trained or upskilled for intracompany job postings. The data also shows that career
service workshops and one on one counseling would assist in adding those skills to Hawaii County job seekers
resume experience.
s Emsi Q3 2020 Economy Overview
14
1&
Top Common Skills
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15
While soft skills get rebranded and buzz words come out of the woodwork, a rose by any other name
still leaves the need for job seekers to be exposed to soft skills, professional or essential skills, emotional
intelligence quotient and last but not least people skills. These are sometimes harder to train than the
technical skills of the trade, but most important when interviewing for a job.
Soft Skills: The majority of island -wide employers in various industry sectors responding to surveys and
personal contact have expressed an urgent need for soft skills. Soft Skills are necessary in almost all
employment sectors and are often used as the way potential employees are evaluated. Good soft skills
can improve the way employees interact with their supervisors, co-workers and customers. Soft skills
such as being on time or completing work in a timely manner make an individual valuable to many
employers. Soft Skills are also transferrable between occupations. Many employers find that potential
candidates may possess technical skills and knowledge but lack the soft skills needed in the specific
industry. Qualities such as " multitasking" or " being a team player" are important to employers today.
Soft skills are important in the Hospitality and Health Care industries but are also valuable in Information
Technology, Construction and other sectors.
Basic Skills: Basic Skill deficiency means, that an individual has a reading, writing, or computing skill that
is below the 81" grade level on an accepted standardized test. Good basic skills are necessary to
establish and maintain a self-sufficient lifestyle as well as be a productive part of the workforce. This will
be addressed in Hawaii County' s Workforce Development Board' s performance accountability.
Job readiness Skills: Surveys and questionnaires have indicated that many new job seekers have lacked
job readiness skills. This skill gap is addressed in development of employment preparation skills to
enhance the pool of job candidates for employers.
Occupational Specific Skills —Our workforce at times will be required to have some skills and aptitudes
required for their chosen occupations. Occupational demand and the labor market supply are
considered when determining the focus of Occupational Training programs. The desired outcome of
completing an Occupational Training program is employment in related field.
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), 20 CFR
679.560 (a) ( 3)]
Click here to enter text.
16
8%
4%
6%
2%
2%.
2019 Labor Force Breakdown
Population
0 Total Working Age Population 165, 280
Not in Labor Force ( 15+) 73, 586
0 Labor Force 91, 694
Employed 89, 111
Unemployed 2, 583
0 Under 15 37, 691
HawaiiHawaii County'County' ss populationpopulation inin 20192019 waswas 202,202, 971971 withwith aa totaltotal workingworking ageage populationpopulation ofof 165,165, 280.280. 99
AsAs ofof 20192019 thethe region'region' ss populationpopulation increasedincreased byby 4.4. 8% sincesince 2014,2014, growinggrowing byby 9,9, 244.244. HawaiiHawaii County'County' ss
populationpopulation isis expectedexpected toto increaseincrease byby 3.3. 4% betweenbetween 20192019 andand 2024,2024, addingadding 6,6, 853.853. InIn 20192019 ofof thosethose notnot
inin thethe laborlabor forceforce numberednumbered 73,73, 586586 whichwhich isis 45%45% ofof thethe totaltotal workingworking ageage populationpopulation forfor thethe samesame year.year.
TheThe unemployedunemployed listedlisted aboveabove isis thethe 20192019 numbernumber ofof individualsindividuals whowho filedfiled forfor unemploymentunemployment insuranceinsurance
duringduring thatthat year.year.
HawaiiHawaii IslandIsland hashas aa largelarge segmentsegment ofof thethe populationpopulation withwith disabilitiesdisabilities andand hashas almostalmost twicetwice asas manymany
peoplepeople withwith disabilitiesdisabilities whowho areare notnot workingworking asas thosethose whowho are.are. HawaiiHawaii IslandIsland alsoalso hashas aa largelarge percentagepercentage
ofof VeteransVeterans inin theirtheir population,population, 9.9. 6% asas ofof 2019.2019.
TheThe CountyCounty ofof HawaiiHawaii isis uniqueunique inin manymany ways,ways, itit hashas thethe mostmost landland massmass andand thethe secondsecond largestlargest
populationpopulation ofof allall thethe HawaiianHawaiian Islands,Islands, thethe lowestlowest costcost ofof livingliving andand lagslags behindbehind inin averageaverage hourlyhourly wage,wage,
averageaverage weeklyweekly wage,wage, andand averageaverage annualannual wage.wage. InIn 20182018 HawaiiHawaii Island'Island' ss NativeNative HawaiianHawaiian andand otherother
PacificPacific IslandersIslanders unemploymentunemployment raterate waswas 5.5. 2% comparedcompared toto thethe overalloverall unemploymentunemployment raterate forfor thethe
CountyCounty ofof HawaiiHawaii ofof 3.3. 2%.
WIOAWIOA andand itsits AmericanAmerican JobJob CenterCenter Partners'Partners' workforceworkforce initiativesinitiatives focusfocus onon thosethose withwith barriersbarriers toto
employmentemployment inin orderorder toto helphelp themthem obtainobtain jobjob trainingtraining oror jobjob placementplacement asas wellwell asas receivereceive thethe supportsupport
servicesservices necessarynecessary toto ensureensure theirtheir success.success. ByBy reviewingreviewing thethe demographicsdemographics ofof individualsindividuals whowho areare notnot
currentlycurrently inin thethe laborlabor force,force, thethe WIOAWIOA programprogram andand itsits partnerpartner programsprograms cancan workwork onon theirtheir outreachoutreach
specificallyspecifically forfor moremore targetedtargeted results.results.
99 EmsiEmsi 20202020 Q3Q3 EconomyEconomy OverviewOverview HawaiiHawaii CountyCounty
1717
Table 4. Income Totals
The table below shows the most recent income information for Hawaii Countv, Hawaii.
Income Description Income Source Year Total
US Census Bureau 2018 56, 297Median Family Income
Median Household Income US Census Bureau 2018 56, 383
Median HUD Income HUD ( Housing & Urban Development) 2019 70, 100
Per Capita Income BEA ( Bureau of Economic Analysis) 2018 42, 449
Total Income BEA ( Bureau of Economic Analysis) 2018 8, 531, 484
Source: Hawaii Workforce InfoNet
HireNet Hawaii, Hawaii Workforce InfoNet, Demographics, Income
Table 5. Current Jobs Available
Fhe table below shows the number of job openings advertised online in Hawaii County, Hawaii on August 2020
Area Name Job Openings
Hawaii County, Hawaii 1, 606
Source: HireNet Hawaii, Hawaii Workforce InfoNet, Area Profile, Jobs, Hawaii County
Although Hawaii County has the most land mass and the second largest population count in the State, it has the
lowest average hourly wage, weekly wage and average annual wage of the four counties.
Table 6. Employment Wage Statistics Distribution
The table below shows the counties with the highest estimated average weeklv wages in Hawai' i for 2019.
Total Average Average AnnualAverage Hourly Average WeeklyRank Area Name preliminaryEmployment Wage Wage Wage
1 457, 610 22. 07 1, 104 45, 900 N/ AHonolulu County,
Hawai' i
2 32, 460 20. 55 921 42, 750 N/ AKauai County, Hawai' i
3 76, 300 20. 30 929 42, 220 N/ AMaui County, Hawai' i
4 Hawaii County, 18. 94 888 39, 410 N/ A
Hawaii
69, 130
Assumes a 40 -hour week worked the year round.
Source: HireNet Hawaii, Hawaii Workforce InfoNet, Employment and Wage Data, Occupation Data, Occupational Employment and Wage Rates ( CES)
There was an estimated 10,020 employed and 554 unemployed in 2018. Hawaii County had the second lowest
unemployment rate of Native Hawaiians & other Pacific Islanders in the state.
Table 7. Emolovment Status of Native Hawaiians & Other Pacific Islanders Alone. State & County. 2018
State of Hawaii Honolulu County Hawaii County Maui County Kauai County
Total 112,112, 003003 74,74, 265265 18,932 14,358 4,438
Civilian labor force 69,69, 731731 46, 652 10, 574 8, 899 3, 152
Employed 64, 351 42, 623 10,10, 020020 8, 604 2,2, 903903
UnemployedUnemployed 5,5, 380380 4,4, 029029 554554 295 249
1818
1 -
g=d=
1 -
g=g=
5% 3%
1% 0%
7%
4%
8%
4%
7.7% 8.6% 5. 2% 3. 3% 7.9%Unemployment Rate 1 1 1
Source: U. S. Census Bureau, 2019 American Community Survey 1 -Year Estimates, S2301
https:// data. census.gov/cedsci/table?text=S2301& g=0400000US15.050000&tid=ACSSTlY201S.S2301&moe=false& hidePreview=true
Table 8. Employment Status by Disability Status, State and County, 2018
State of Hawai' i Honolulu County Hawai' i County Maui County Kauai County
Total with Disability 66,355 39,663 15,162 9,049 2,460
In the labor force 30,402 19,156 6,152 4,501 572
Employed 28,503 17,925 5,846 4,139 572
Unemployed 1, 899 1, 231 306 362 0
Not in labor force 35, 953 20, 507 9, 010 4, 548 1, 888
Source:Source: U.U. S.S. CensusCensus Bureau,Bureau, 20192019 AmericanAmerican CommunityCommunity SurveySurvey 1 -YearYear Estimates,Estimates, S2301S2301
https://https:// data.data. census.census. gov/gov/ cedsci/cedsci/ table?table? text=text= S2301&S2301& g= 0400000US15.0400000US15. 050000&050000& titi d= ACSSTlY201S.ACSSTlY201S. S2301&S2301& moe=moe= false&false& hihi dePreview=dePreview= truetrue
TableTable 9.9. VeteransVeterans Status,Status, StateState andand Countv,Countv, 20192019
State of Hawai' i Honolulu County Hawaii County Maui County Kauai County
Civilian population 18+
years 1, 069, 329 724, 082 157, 951 130, 856 56, 425
Civilian veterans 90,368 8.5 63,914 8.8 15,175 9.6 6,854 5.2 4,425 7.8
source:source: U.U. S.S. censuscensus bureau,bureau, ZUlyZUly AmericanAmerican communitycommunity surveysurvey 1 -YearYear tsumates,tsumates, szlUIszlUI
h ttos://ttos:// data. census. qov/ cedsci/cedsci/ table? g= veteran& g= 0400000US15, 15. 050000& tid=tid= ACSSTI Y2019. S2101 & hidePreview=hidePreview= falseh data. census. qov/ table? veteran& 0400000US15, 15. 050000& ACSSTI Y2019. S2101 & false
TheThe followingfollowing imagesimages showshow thethe breakdownbreakdown ofof HawaiiHawaii County'County' ss educationaleducational attainmentattainment inin 2019.2019. TheThe piepie chartchart
loreferslorefers toto thethe residentsresidents ageage 2525 andand olderolder andand doesdoes notnot includeinclude currentcurrent highhigh schoolschool students.students. SinceSince anan increaseincrease inin
credentialcredential attainmentattainment remainsremains aa prioritypriority underunder WIOA,WIOA, thethe processprocess ofof conductingconducting outreachoutreach toto engageengage thethe 11,11, 742742
individualsindividuals whowho dodo notnot holdhold highhigh schoolschool diplomasdiplomas continuescontinues toto bebe aa mainmain concernconcern forfor HawaiiHawaii County'County' ss workforceworkforce
developmentdevelopment initiatives.initiatives.
EducationalEducational AttainmentAttainment
ConcerningConcerning educationaleducational attainment,attainment, 18.18. 5% ofof HawaiiHawaii County,County, HIHI residentsresidents possesspossess aa BachelorsBachelors Degree (Degree ( 0.0. 3% belowbelow thethe nationalnational
average),average), andand 10.10. 1% holdhold anan Associate'Associate' ss Degree (Degree ( 2.2. 0% aboveabove thethe nationalnational average).average).
of Population PopulationPopulation
LessLess ThanThan 9th9th GradeGrade 2.2. 7% 3,3, 934934
00 9th9th GradeGrade toto 12th12th GradeGrade 5.5. 4% 7,808
HighHigh SchoolSchool DiplomaDiploma 31.31. 8% 46,46, 138138
00 SomeSome CollegeCollege 22.22. 4% 32,32, 407407
0 Associate' s Degree 10. 1% 14, 609
Bachelors Degree 18.5% 26,878
Graduate Degree and Higher 9. 1% 13,137
1010 EmsiEmsi Q3Q3 20202020 EconomyEconomy OverviewOverview HawaiiHawaii CountyCounty
1919
The following list of post -secondary institutions with campuses in Hawaii County and their total 2019 graduates
provides insight into the educational pipeline for the county. 11 The chart, however, does not include information
on online postsecondary institutions or out-of-state postsecondary institutions with students located in Hawaii
County. This date remains of interest for the purpose of Hawaii County' s efforts towards increased credential
attainment and WIOA performance monitoring.
In 2019, there were 1, 496 graduates in Hawaii County, HI. This pipeline has grown by 1% over the last 5 years. The highest share
of these graduates come from Liberal Arts and Sciences/ Liberal Studies, Pharmacy, and Pharmacy.
Graduate Trend (2015 -
School Total Graduates (2019) 2019)
University of Hawaii at Hilo 895
Hawaii Community College 587 I----
Mauna Loa Helicopters 14
Certifxate • Associate's • Bachelor's • Master's or Higher
ThisThis chart on underemployment for Hawaii County in 2019 shows the amount of job postings seeking a specific
education level in relation to the educational attainment of the local area population. 12 Hawaii County' s largest
posting of jobs (about 70%) require no formal education (26%) or a high school diploma or equivalent (43%).
Underemployment
0 Jobs Requiring Ed. Level air Population at Ed. Level
No Formal Education Required
High School Diploma or Equivalent
Some College. Non -Degree Award -
Associate's Degree ,
Bachelor's Degree
Graduate Degree and Higher -
0% 10% 20% 70% 409-
11 Emsi Q3 2020 Hawaii County Economy Overview
12 Emsi Q3 2020 Economy Overview, 2019 Hawaii County
20
Looking forward -Changes due to COVID-19
While we are still navigating our way in, around and through the impacts of COVID-19 in our daily lives,
and this is true for our workforce development initiatives in Hawaii County. The industries and their
sectors have been hit hard with furloughs and closures. A new class of employees and businesses are
being developed -essential and non-essential in the wake of COVID-19. A " new normal" and
unprecedented" have become part of our vocabulary and our way of life and/ or business. Prior to
COVID-19 the unemployment rate was low, and employers were fighting for employees, now they are
fighting for their livelihood. The education system is changing, the focus is vocational, where one learns
a trade where they can earn while they learn versus paying out tuition and being further in debt when
you come out with your degree and still need to gain experience before you would be considered for a
job in your field. Community colleges and university enrollments are down and so is enrollment for first
generation college students.13
The County of Hawaii' s program and its AJCH partner programs need to rethink, innovate and refocus on the best
way to meet the needs of the employers to provide a skilled workforce, the best way to provide jobseekers and
incumbent workers with those skills employers' needs and increased employability. Business as usual has become
a thing of the past.
Forty-two percent of all jobs lost in recent layoffs will be permanent. 15 million jobs nationwide will not be
coming back. Employment is now being redefined, 6 out of 10 workers are working remotely and 2/ 3 of them
have bachelor' s degrees. Long-term " permanent positions are being replaced with crowd sourcing/ hiring, flexible
workforce jobs, gig jobs and part-time work as cost saving measures for employers. 14
We need infrastructure for high-speed internet access in all parts of the island, we need devices available for
participants so they can have hands on digital literacy and take classes. The hardest to serve, has become even
harder to serve because the inequality gap is widening. Computers have destroyed 3, 508 jobs, but they have also
created 19, 263 jobs. Repetitive jobs are the ones that will be replaced first.
We need to work with employers in Hawaii County on skills -based hiring, focus on learning for jobs that are
coming and or already here. Google and Coursera have free scholarships for skills training, employers are starting
to value Google certificates in lieu of degrees. The HCWDB needs to figure out how to revolutionize
apprenticeship programs onto the outer islands. Instead of career counselors we need career navigators who can
look at the life span of a job and figure out strategically what the next moves are (education, training, etc.). We
need assistance from Workforce Development Council in figuring out what entrepreneurial programs are available
in Hawaii to assist artists, chefs, etc., to learn how to open their own businesses. So far, we have not been able to
find a program that works in Hawaii County or for that matter the State.
Hawaii County' s workforce data further confirms the drastic effects of COVID-19 on the local area' s labor force.
The following charts demonstrate the decrease labor force participation rate paired with a rise in unemployment
13 Josh Davies, CEO of The Center for the Work Ethic Development Meeting of the Minds presentation " Foresight not Hindsight" September 9, 2020.
14 Josh Davies, CEO of The Center for the Work Ethic Development Meeting of the Minds presentation " Foresight not Hindsight" September 9, 2020.
21
I
claims as a result of the initial March 2020 lockdown. 15
Labor Force Participation Rate Trends
Timeframe
2015
2016
2017
2018
2019
January -March 2020
April 2020
May 2020
June 2020
Labor Force Participation Rate
56. 22%
57.43%
57. 25%
56.04%
55. 16%
54. 96%
53. 22%
51. 86%
51. 51%
15 Emsi Q3 2020 Economy Overview Hawaii County
22
0
Unemployment Rate Trends
Hawaii County, HI had a June 2020 unemployment rate of 13.66%, increasing from 4.34% 5 years before.
4,
o"
a
D
7016 % 017 201£ i 2019 In' 1," Iy ApA h1, ry I I' F
l/' T' Ir % 020 2020 20120 2020
Tkneframe Unemployment Rate
2015 4.34%
2016 3.60%
2017 2.82%
2018 3.02%
2019 3.45%
January -March 2020 3. 24%
April 2020 23.34%
May 2020 22.33%
June 2020 13.66%
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
in 1. 2., including individuals with barriers to employment, and the employment needs of employers. [ WIOA Sec.
108(b)( 1)( D) & 108 (b)(7), 20 CFR 679.560 (a) (4), 20 CFR 679.560 (b) (8)]
23
Activities
Access to eligible
education and training
programs
Work experience
Job Search and placement
assistance
Career counseling
Support Services
Provider employers with
qualified labor pool
Program Outreach
Basic Career Services:
Skills assessment
Intake
Labor market
information
Job search
activities
Career Exploration
instruments/ tools
Individual Career
Services:
Counseling
Testing
Job readiness
workshops
Short-term job
readiness modules
Assessment
instruments
Training Services:
On the Job training
OJT)
Individual Training
Accounts ( ITA' s)
Capacity to Provide Services:
Strengths
Ability to partner, leverage
resources to stretch
funding
Awareness of local
business needs
Locally based
Local Labor Market
Information
Outreach coordinator for
employers and businesses
Outreach is focused on
employers and
participants
Job search workshops
Job Matching
Promotes the hiring of
person with disabilities
through a business
leadership network
30 years of employment
and training expertise;
Active one-stop
consortium partner and
support
Expensive institutional
knowledge
Provider is one of the few
entitles to execute OJT
agreements
Weaknesses
Technology
Transportation
Limited Resources and
Funding
Career counseling focus
used to be social/ case
workers
Short on Eligible Training
Providers due to the
elimination of program
reporting waivers
Amount of time it takes to
build sector relations
ETP Recertification process
seems too cumbersome to
be timely and be
responsive to industry
demands
Capacity to Provide Services: Our Adult and Dislocated Worker Provider, Goodwill Industries of Hawaii, Inc.
plays and active role in preparing individuals the challenges of unemployment and possible job change. They
support career pathways and allow the participant to choose their own path based on their skills, knowledge
and interests. This accomplished by allowing them to complete short-term certification, and job readiness
24
programs to enhance their existing skills. The capacity to provide services is increased because of braided
resources with partners such as Adult Education, Vocational Rehabilitation, Temporary Assistance for Needy
families (TANF) and the Community College. Goodwill Industries has a wealth of experience and knowledge
and creates innovation strategies to bring together industry leaders with government agencies, non -profits
and other resources to collectively address workforce issues.
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), 20 CFR 679. 560 ( b) ( 8)]
Activities I Strengths I Weaknesses
Skills assessment Retention and persistence Services to in -school youth
Access to eligible Dedicated Employment decrease under WIOA
education and training Counselors Technology gaps
programs Ability to partner, leverage Transportation
Work Experience resources to stretch High turnover of
Job search and placement funding participants
assistance Awareness of local Lack of follow through
Career counseling business needs from the participants side
Support services Locally based
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
Capacity to Provide Services:
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
ncluding: individuals with disabilities, Native Hawaiian, English as a Second Language learners, immigrants,
ndividuals with a history of alcohol or substance abuse, individuals previously or currently incarcerated, public
housing residents, young parents, homeless, at -risk, disabled or economically disadvantaged youth.
Fhe Youth Service Provider has and will continue to develop strong working relationships with numerous local,
tate and Federal agencies including Hawaii County Workforce Development Board ( HCWDB), Office of Youth
ervices, Department of Human Services, Office of Community Lands, Department of Health, Internal Revenue
ervice, Department of Vocational Rehabilitation, University of Hawaii ( UH) Hilo and UH Community Colleges,
Naipahu Community School for Adults.
25
1. 6 Identify successful models and best practices for youth workforce activities relevant to the local area.
WIOA Sec. 108( b)( 9), 20 CFR 679. 560 ( b) ( 8)]
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
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.
Section 2 responses should be made in collaboration with the members of the local workforce development
board and other community stakeholders.
2. 1 Describe the LWDB' s strategic vision to support the local area' s economic growth and economic self-
sufficiency. This must include goals for preparing an educated and skilled workforce in the local area, ( including
youth and individuals with barriers to employment), and goals relating to the performance accountability
measures based on performance indicators described in 20 CFR 677. 155( a)( 1). [ WIOA Sec. 108( b)( 1)( E), 20 CFR
679.560 (a) ( 5)]
The HCWDB' s vision allows for the local workforce system to be flexible and open to the future trends of
the workforce and workplace by providing a fluid and adaptable workforce development system that
supports our economy as it diversifies, recovers and grows through our employers.
The HCWDB' s goals reflect those of the Workforce Development Council.
1. To provide coordinated aligned services to clients through the American Job Center(s).
2. To develop sector strategies and career pathways for the system in demand industries
integrating education and training and move skilled job seekers into high demand industries and
growth industries that will diversify the economy.
3. To engage employers in the workforce development system.
26
4. Prioritize services to vulnerable population with barriers to employment including veterans, such
as limited English language and or cultural barriers, low literacy levels, low income, long-term
unemployed and underemployed, single parents including pregnancy and youth with or without
disabilities.
5. To increase access to employment services for clients in remote areas.
2. 2 Describe how the LWDB' s vision and goals align with and/ or supports the vision of the Hawaii Unified
State Plan:
All employers have competitively -skilled employees, and all residents seeking work or advancement
have sustainable employment and self-sufficiency."
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 job seekers, employers, and
economic growth throughout our community. WIOA is quality -focused, employer -driven, customer -
centered and tailored program designed to meet the workforce and economic development needs of
our local area.
2. 3 Describe how the LWDB' s vision and goals contribute to each of the Unified State Plan goals:
a. To provide coordinated, aligned services to clients through the American Job Centers.
b. To prioritize services to vulnerable populations with barriers to employment as described under WIOA.
c. To develop sector strategies and a career pathways system for in -demand industries.
d. To engage employers in the workforce development system.
e. To increase access to employment services for clients in remote locations.
The Hawaii Unified State Plan includes a number of strategies under each goal. It is up to the discretion of the
LWDB to determine what strategies best fit their local needs.
A. To provide coordinated and aligned services
a. The HCWDB has been and will continue to coordinate and align services by providing
businesses and job seekers a high quality AJCH 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.
i. Focus on getting additional core partners into the AJCH for a seamless transition
for participants.
ii. Focus on continuous improvement —through surveys and feedback figure out
what' s working and what needs to change. Keep the fluidity of the process by
implementing changes right away.
27
iii. Continue staff development and partner program trainings
iv. HCWDB continues to improve targeting workforce services to vulnerable
populations with barriers to employment for individuals lacking economic
opportunity through the following program priorities: which includes but is not
limited to homeless, disconnected youth, high school drop -outs, juvenile
offenders, and those that have aged out of foster care, and pregnant and
parenting teenagers, re-entry populations, veterans, individuals with disabilities
and those that are low income, have cultural and language barriers and literacy
issues and Native Hawaiians.
v. All core partners continue to be advocates for anyone entering the AJCH.
Conversations are the first step to figuring out the right path. Referrals are tracked
so the participant is not lost along the way.
vi. Continue working with community partners to provide additional outreach
through their programs whether it be meal delivery, financial literacy or tax
services.
vii. Celebrate the milestones, successes and work on overcoming challenges as a team.
B. To prioritize services to vulnerable populations with barriers to employment as described under
WIOA including unemployed and underemployed workers, veterans, youth with disabilities,
persons experiencing homelessness and Native Hawaiians the HCWDB will:
a. Develop a network with our core partners and community partners who already have
connections in the community with businesses already working with the vulnerable
populations so that more can be included.
b. Work on getting the features and benefits and incentives message into the community
and out to businesses for employing these vulnerable populations.
c. Engage board members and core program partners to assist in finding solutions.
d. Develop policies to put these populations first when it comes to the WIOA program.
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 AJCH will have the support of the Business Engagement
Committee which will:
a. Identify and promote sector strategies, engage employers and assist with developing career
pathways. In accordance with the State goals,
b. 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 better financial outcomes and longer job tenures for
workers.
c. 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. The AJCH will have the support of the Business Engagement Committee which will identify
and promote sector strategy.
D. To engage employers in the workforce development system the HCWD will:
a. Enhance the AJCH brand by getting the features and benefits out into the community for
28
referrals, partnerships and wrap around services.
b. The AJCH will have the support of the Business Engagement Committee which will
identify and promote sector strategies, engage employers and assist with developing
career pathways. In accordance with the State goals, the HCWDB and the AJCH will work
closely with the Community College to identify education and training needs and
opportunities. Programs will need to be developed to meet those needs.
c. To fully engage employers in the workforce development system the One -Stop Operator
and the Business Services Team 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 term and
long term needs.
2. 4 Describe how the LWDB' s goals relate to the achievement of federal performance accountability measures
to support local economic growth and economic self-sufficiency. [WIOA Sec. 108(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 AJCH allows for easy access and referral handoffs 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, training and employment during
follow up. The focus for the HCWDB is " their success is our success."
HCWD was part of the negotiation process this year. We' ve look back to where we come from and are
looking forward to what we can achieve through continuous improvement through monitoring and
feedback.
Many of the responses below, such as targeted sector strategies, should be based on strategic discussions with
the LWDB, partners, and stakeholders.
3. 1 Taking into account the analysis in Section 1, describe the LWDB' s strategy to work with the organizations
that carry out core programs and required partners to align resources available to the local area to achieve the
strategic vision and goals described in Question 2. 1. [ WIOA Sec. 108( b)( 1)( F), 20 CFR 679. 560 ( a) ( 6)]
The Memorandum of Understanding ( MOU) is used to as an essential tool for establishing an integrated
and effective local workforce delivery system that produce the skilled workers businesses in the local
area and regional economies require.
The MOU has been executed and its purpose is to establish a viable framework in which the HCWDB and
29
Partners will be able to provide one-stop services for employers, their employees, those seeking
employment, and other interested parties within the County of Hawaii. By participating in the MOU,
resources can be aligned within Hawaii County and the State.
The purpose of the AJCH is to two -fold:
1 to create a seamless system of service delivery that will enhance access to the individual
programs' services while improving long-term employment outcomes for both job seeker and
employers; and
2 to ensure that workforce development activities are provided by one-stop partners and are
accessible at not less than one physical center, thus giving access to a continuum of workforce
activities
VISION/ MISSION OF THE AJC is to connect businesses with community members to facilitate
educational, employment and career development opportunities and provide high quality services to
support business growth, economic prosperity and stability with Hawaii County.
The co -located partners at the AJCH include WIOA Title I, Wagner Peyser, Senior Community Service Employment
Program, Reemployment and Services and Eligibility Assessment, and on occasion the National Farmworker Jobs
Program, Job Corp, Department of Vocational Rehab and Family Self -Sufficiency Program ( HUD).
The Partners meet on a regular basis to ensure that this service delivery system is implemented, and successful
service integration is improved upon on a regular basis using the AJCH Certification guidelines as a starting point
and continuous improvement and reduction in duplication of services.
The One -Stop Operator:
Manages daily operations;
Coordinates Partner responsibilities,
Ensures State requirements for center certification are met and maintained,
Ensures that career services outlined in WIOA sec. 134( c)( 2) are available and accessible
Ensure that HCWDB policies are implemented and abided by
Ensure that staff are properly trained by their formal leadership organization and provided technical
assistance, as needed
Continue to integrate systems and coordinate service for the center and its Partners, placing priority on
customer service
Provide and contribute to reports regarding center activities
Identify and facilitate the timely resolution of complaints, problems, and other issues
Communicate with Partners
Evaluate customer satisfaction data and proposing service strategy upgrades
The HCWDB negotiated a cost-sharing formula in FY19 with each core and mandatory partner that supports a
coordinated service delivery strategy to ensure effective and efficient services to jobseekers and employers. This
is contained in the Infrastructure Funding Agreement (IFA).
30
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), 20 CFR 679. 560 ( b) ( 1) ( i)]
WIOA Section 121( b)( B) Programs and Activities Agency/ Organization
Programs authorized under Title I — Adult/ DW
Goodwill Industries of Hawaii, Inc.
Alu Like, Inc./ Goodwill Industries
Programs authorized under Title I — Youth of Hawaii, Inc.
Alu Like, Inc.
Programs authorized under Title I — Native American Programs
Maui Economic Opportunity, Inc.Programs authorized under Title I — Migrant & Seasonal Farmworker
MEO)
Programs
Hawaii Department of Labor and
Industrial Relations ( DLIR) -
Programs authorized under the Wagner-Peyser Act
Workforce Development Division
WDD)
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)
Hawaii Department of Labor and
Industrial Relations ( DLIR) -
Programs authorized under Title V of the Older Americans Act of 1965 Workforce Development Division
WDD) Senior Community Service
Employment Program ( STEP in HC)
Hawaii Community Collegeawai' i
Career & technical education programs at the postsecondary level
authorized under the Carl D. Perkins Career and Technical Education Act
of 2006
Hawaii Department of Labor and
Industrial Relations -Workforce
Development Division ( WDD)
Activities authorized under Chapter 2 of Title II of the Trade Act of 1974
Hawaii County Economic
Employment and training activities carried out under the Community Opportunity Council ( HCEOC)
Services Block Grant Act
31
Employment and training activities carried out by the Department of
Housing and Urban Development
Programs authorized under State unemployment compensation laws
Programs authorized under Section 212 of the Second Chance Act of 2007
Programs authorized under Part A of Title IV of the Social Security Act -
Temporary Assistance to Needy Families ( TANF)
TableTable 10.10. AJCHAJCH ServicesServices
TheseThese tablestables identifyidentify manymany ofof thethe servicesservices offeredoffered byby ourour WIOAWIOA MandatedMandated
Alu Like DHS DVR HawCC HCEOC
Basic Career Services
Outreach X X X X X
Intake X
Orientation to services X X X X X
Initial assessment of skill
X X X X levels
Eligibility certification X
Job search & placement
X X X X
assistance
Career counseling X X X X
Provision of labor market
X X X information
Information regarding filing
UI claims
Assist in establishing
eligibility for X X X
Welfare -to -Work
Assist in establishing
eligibility for financial X X X X
assistance for training
County of Hawaii Office of Housing
and Community Development
OHCD) Section 8
Unemployment Insurance ( UI)
Going Home Hawaii Programs
authorized under the Second
Chance Act of 2007 locally
Department of Human Services
AJCHAJCH Partners.Partners.
HCD SCPSE WDD
MEOMEO UIUI WCSAWCSAOSeC 88
X X X X X X
X X X X X X
X X X X
X
X X
X X
X
X
3232
Provide information
relating to supportive X X X X X X X X
service
Provide performance and
cost information relating to X X X X
training providers &
services
Alu HCD DHS DVR HawCC HCEOC MEO SCSEP UI WCSA WDDOSec 8
Follow LikeIndividual/up Services
Comprehensive & specialized
X X X X
testing & assessment
Development of an individual
X X X X X
employment plan
Group counseling X X
career
X X X X X X X
planning
Case management for seeking
Individual counseling &
X X X X X
training services
Short term pre -vocational
X X X X
services
Work experience in the private
X X X X X
or public sector
Tryout employment X X X
Follow up services X X X X X
Alu DHS DVR HawCC HCEOC MEO OHCD SCSEP UI WCSA WDD
Like Sec 8
Training Services
Occupational skill training X X X X X X X
X X X XOn-the-job training
Programs that combine training
w/ related instruction; X X X X X
cooperative education programs
Training programs operated by X X X
the private sector
Skill upgrading & retaining X X X X X X X
33
Entrepreneurial & small
business development technical
assistance & training
X X X X X X
Job readiness training X X X X X X X
Adult basic education, GED
attainment, literacy training &
ESL training
X X X X
Customized training conducted
with a commitment by an
employer or group of employers
to employ individual upon
completion
X X X X X
Educational & tuition assistance
X X X X
Alu
Like
DHS DVR HawCC HCEOC MEO OHCD
Sec 8
SCSEP UI WCSA WDD
Activities for Youth
Improving educational & skill
competencies
X X X X X
Adult mentoring X X
Training opportunities X X X X X
Supportive services X X X X X
Incentive programs for
recognition & achievement
Opportunities for leadership,
development, decision-making,
citizenship & community service
Preparation for post -secondary
education, academic &
occupational learning,
unsubsidized employment
opportunities
Tutoring, study skills training and
other drop-out prevention
strategies
X
X
X
X
X
X
X
X
X
X
X
X
X
34
X
Alternative secondary school X X X
services
Drop-out prevention activities X X X
Summer employment
opportunities that are directly X X
linked to academic and
occupational learning
Paid & unpaid work experience,
including internships & job X X X X
shadowing
X X XOccupational skill training
Leadership development X
opportunities
Follow up services X X
Comprehensive guidance and
counseling, which may include X X
drug & alcohol abuse counseling
referral
Information & referral X X X X X X X X X X X
Alu DHS DVR HawCC HCEOC MEO OHCD SCSEP UI WCSA WDD
Like Sec 8
Other activities
Job development & employment
X X X X X
outreach
Supportive services X X X X X X
3. 3 Describe how the LWDB will support the strategy and goals identified in the Unified State Plan and work
with the entities carrying out core programs and other workforce development programs (partner identified in
3. 2), including programs of study authorized under the Carl D. Perkins Career and Technical Education Act of
2006 ( 20 U. S. C. 2301 et seq.) to support service alignment. [ WIOA Sec. 108( b)( 2), 20 CFR 679. 560 ( b) ( 1) ( ii)]
The HCWDB ' s AJCH partners 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 need to enhance performance
In alignment with the Unified State Plan the AJCH partners provide seamless delivery to employers and
participants. They will follow the guidelines of the state plan and they will support the State' s goals:
Services are delivered seamlessly so that participants are unaware that the services provided at the
AJCH are delivered by multiple agencies and through multiple funding streams.
35
The Comprehensive AJCH Center provides labor market information, employment services, access to
Dislocated Worker programs and information regarding AJCH partner programs, and additional
resources available within the community.
Comprehensive AJCH Centers serve as a primary location for employers and job seekers where they
receive service provided in a seamless, integrated and efficient manner.
Jobseekers are moved through career pathways using sector strategies promoting in -demand industries
Outreach is done at the AJCH level where they can find services to assist with their immediate needs,
barriers to employment, homelessness, Veterans, disabled youth, pregnant and parenting youth,
3. 4 Describe the LWDB' s plans, assurances, and strategies for maximizing coordination, improving service
delivery, and avoiding duplication of Wagner-Peyser services and other services provided through the one-stop
delivery system. [ WIOA Sec. 108( b)( 12), 20 CFR 679. 560 ( b) ( 11)]
In the AJCH Standard Operating Procedure Manual the Wagner-Peyser (WP) Program, a principal deliverer of
Basic Career Services, is central in serving as triage for anyone coming through its doors. Wagner Peyser' s 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 their 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
Hawaii. Through this integrated Case Management System, WP and WIOA staff have access to prior and intended
services to avoid any duplication of effort.
3. 5 Describe how the LWDB will coordinate WIOA Title I workforce investment activities with Adult Education
and Literacy activities (under Title II) and describe how the LWDB will carry out the review of local applications
submitted under Title II consistent with WIOA sections 107( d)( 11)( A) and ( B)( i) and WIOA section 232. [ WIOA
Sec. 108( b)( 13), 20 CFR 679. 560 ( b) ( 12)]
Waipahu Community School for Adults (WCSA) 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 basic education, Hawaii Adult Community School Diploma, family literacy, citizenship, workforce
education and life enhancement and understand that literacy and numeracy are fundamental skills necessary for
workforce success. They are located in Hilo and Kailua-Kona. As a core partner of the AJCH 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
36
recognized equivalent and post -secondary credentials. Making sure these skills are solidly in place for all students
is a priority for Hawaii' s adult education program. Furthermore, Hawaii' s 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.
In doing so Title I, Title II and Carl Perkins programs may braid funding for integrated education and training
programs such as iCAN in which WCSA may conduct academic instruction in the context of a specific occupation
or occupation cluster, as well as the National Work Readiness Certificate curriculum, while the AJCH may provide
work -based learning opportunities for participants to experience the workplace environment in the occupation
cluster of their interest and obtain training on the job or apply classroom learning to the job.
The AJCH will work closely with the WCSA Transition Coordinators to identify students whose career plan is to
pursue post -secondary education and if they are eligible, they can receive an Individual Training Account ( ITA) to
enroll with the CCs or other ETPs.
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. WIOA also focuses on entrepreneurial opportunities for participants.
The board continues to look for skill training and microenterprise opportunities for the Big Island.
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
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.
37
3. 6 Describe how the LWDB will coordinate local workforce investment activities with regional economic
development activities carried out in the local area, and how the LWDB will promote entrepreneurial skills
training and microenterprise services. [ WIOA Sec. 108( b)( 5), 20 CFR 679. 560 ( b) ( 4)]
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. WIOA 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 LWDB will coordinate relevant secondary and postsecondary education programs and
activities with education and workforce investment activities to coordinate strategies, enhance services, and
avoid duplication of services. [ WIOA Sec. 108( b)( 10), 20 CFR 679. 560 ( b) ( 9)]
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. DVR 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 available, DVR will provide
financial and case management support. If customized postsecondary training is needed, DVR will work
with Adult Education to develop postsecondary training.
38
3. 8 Describe how the LWDB will coordinate WIOA Title I workforce investment activities with the provision of
transportation, including public transportation and other appropriate supportive services in the local area.
WIOA Sec. 108( b)( 11), 20 CFR 679. 560 ( b) ( 10)]
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 provides island -wide commuter and limited fixed -
route service to the Big Island of Hawai' i. 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 Hawaii' 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 be 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.
Prior to COVID the HCWDB was 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.
Now the HCWDB is looking at a way to transfer the skilled workers of the hospitality industry over to the
growth industry of healthcare. The Board' s role in this effort is to develop and align workforce and
economic priorities that will be reflected in the implementation of the career pathways model. After
sector priorities are determined by LMI and economic development priorities, sector partnerships are
39
established based on the determined sector priorities to drive the career pathway efforts to be
implemented throughout the workforce development system. Each sector partnership includes industry
leaders as well as education, workforce development, economic development, and community
organizations, and is intended to identify a set of key priority issues for each respective industry. Having
identified these key priority issues, career pathways services are now being developed among workforce
partners to support movement of jobseekers into employment in these industries. Currently, Healthcare
is the industry -led, education and public sector -supported partnerships.
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.
Retirement risk in Hawaii County is high. The national average for an area this size is 58, 175 people 55 or
older, while here 72, 021 on the Big Island. 16 Meaning many of them will need additional healthcare due
to their age which is part of the reason Healthcare is predominantly shown as a top existing, growing
and posted industries and there is a demand for nurses as there seems to be a shortage nationwide and
in -demand skills specific to those types of jobs. WIOA and it' s AJCH Partners can assist by getting the
Community Colleges and Eligible Training Providers to assist with the occupational training.
The HCWDB continues to support current sector partnerships and ensure that future sector partnerships
will include industry leaders along with education, workforce development, economic development and
community organizations. Each sector partnership will have a set of key priority issues identified by the
target industry. Once key priority issues are identified, career pathway services will be developed among
workforce partners, including the HCWDB, to support movement of jobseekers into employment in
these industries.
The populations identified in section 3. 9 of this plan will receive priority of service for sector strategy
efforts in order to move these individuals into sustainable employment and self- sufficiency. Outreach
efforts of the entire workforce system will target these populations.
WDC' s committees are a necessary part of the overall Career Pathway System. The career pathway
system will integrate with the sector strategy approach and the HCWDB will continue to actively engage
with all of the committees, but in particular, the Employer Engagement committee and develop a Career
Pathways and Sector Strategies committee whose goal is to establish training and educational strategies
to develop and improve the skills and knowledge of employees and job seekers based on employer
requirements.
ie Emsi 3Q 2020 Economy Overview, Population Characteristics
40
3. 12 Identify and describe the strategies and services that will be used to:
a. Facilitate engagement of employers in workforce development programs, including small employers
and employers in in -demand industry sectors and occupations;
b. Support a local workforce development system described in 3. 2 that meets the needs of businesses in
the local area;
c. Better coordinate workforce development programs and economic development;
d. Strengthen linkages between the one-stop delivery system and unemployment insurance programs;
That may include the implementation of initiatives such as incumbent worker training programs, on-the-job
training programs, customized training programs, industry and sector strategies, career pathways initiatives,
utilization of effective business intermediaries, and other business services and strategies designed to meet the
needs of local employers. These initiatives must support the strategy described in 3. 1. [ WIOA Sec.
108(b)(4)(A&B), 20 CFR 679.560 (b) ( 3) ( i -v)]
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 entities such as: Hawaii County Research & Development Department, Hawaii Island
Economic Development Board, and the Hawaii State Department of Business & Economic Development
Tourism.
The primary purpose is to better coordinate workforce demographics and availability with prospective
developers to maximize employment opportunities and economic activities in Hawaii County.
d. HCWDB strengthen linkages between the AJCH 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.
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.
41
b. Develop a Shared Language —Learning the language of employers is key to identifying their needs and
determining how workforce development can be an effective partner.
c. Use Business Principles to Drive Partnerships -Businesses are interested in partnerships with workforce
development systems that understand market-driven principles and respond to clear needs.
Influencing Employer Culture —Employer engagement can change he way employers see jobseekers and
thus expand opportunity to many others.
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.
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.
g. 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.
h. 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
entities such as: Hawaii County Research & Development Department, Hawaii 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.
i. HCWDB strengthen linkages between the AJCH 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.
j. 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.
42
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 policymakers 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: AJCH, Workforce Solutions,
Business Leadership Network, and Going Home Hawaii.
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, and 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 LWDB 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 how it will
impact the local system. If the LWDB does not currently have oversight of additional funding, does it have
future plans to pursue them?
The HCWDB does not currently have oversight of non-WIOA funds to support the local workforce development
system. OHCD has provided some general funds to establish and support the one-stop with some Cares Act
funding. At this we do not have a grant writer on staff, but it is something HCWDB could investigate for additional
funding. The HCWDB is not set up as a non-profit entity so some grants may be out of reach.
Many of the responses below, such as career pathways and individual training accounts, should be based on
strategic discussions with the LWDB, partners and stakeholders.
43
4. 1 Describe how the LWDB, 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), 20 CFR 679.560 (b) ( 2) ( i)]
Individuals with Barriers to Employment
Native Hawaiian 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 AJCH 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 AJCH 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 Temporary Assistance to Needy
Families (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. Youths who
have dropped out of high school, are low income,
have had contact with the judicial system, are
pregnant or parenting, are disabled, are in foster care,
are out of school youth, have language barriers or are
on public assistance are also considered to be a top
priority for 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
44
A) -(
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 and placing a Department of Vocational
Rehabilitation Counselor at the American Job Center
on a monthly basis to promote the programs and
familiarize the AJCH partners with their services.
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.
Others:Others:
TheThe HCWDBHCWDB willwill workwork withwith itsits partners,partners, includingincluding thosethose aboveabove asas wellwell asas WIOAWIOA AdultAdult andand DislocatedDislocated WorkerWorker
programs,programs, Wagner-Wagner-Peyser,Peyser, UnemploymentUnemployment Insurance,Insurance, CareerCareer andand TechnicalTechnical EducationEducation PerkinsPerkins programs,programs, JobJob
Corps,Corps, NationalNational FarmworkersFarmworkers JobJob Program,Program, SeniorSenior CommunityCommunity ServiceService Program,Program, CommunityCommunity BlockBlock GrantGrant andand
FamilyFamily Self-Self-sufficiency,sufficiency, AdultAdult EducationEducation andand FamilyFamily Literacy,Literacy, TradeTrade AdjustmentAdjustment AssistanceAssistance Program,Program, andand
TemporaryTemporary AssistanceAssistance toto NeedyNeedy FamiliesFamilies toto expandexpand accessaccess toto employment,employment, training,training, education,education, andand supportivesupportive
servicesservices forfor eligibleeligible individuals,individuals, particularlyparticularly forfor individualsindividuals withwith barriersbarriers toto employmentemployment asas defineddefined inin WIOAWIOA
SectionSection 24 (24 ( A) -( M).M). CoordinatedCoordinated servicesservices allowallow forfor expandedexpanded accessaccess toto training,training, educationeducation andand careercareer
developmentdevelopment forfor participantsparticipants ofof anyany ofof ourour corecore andand otherother requiredrequired partnerpartner programs.programs. AJCHAJCH houses,houses, toto thethe extentextent
possible,possible, thethe WIOAWIOA corecore andand otherother requiredrequired partners.partners. ThisThis givesgives adequateadequate representationrepresentation andand allall customerscustomers areare
served.served.
TheThe HomesHomes atat UluUlu Wini,Wini, builtbuilt byby thethe CountyCounty ofof HawaiiHawaii OfficeOffice ofof HousingHousing andand CommunityCommunity Development,Development, providesprovides
9696 two-two-bedroombedroom units,units, 2424 transitionaltransitional housinghousing forfor homelesshomeless families,families, 7171 affordableaffordable housinghousing dedicateddedicated toto low-low-
incomeincome familiesfamilies andand oneone unitunit forfor thethe residentresident manager.manager. TheThe housinghousing facilityfacility offersoffers on-on- sitesite socialsocial services,services, includingincluding
employmentemployment andand lifelife skillsskills training,training, mentalmental healthhealth services,services, counselingcounseling andand childcare.childcare.
TheThe OfficeOffice ofof HousingHousing andand CommunityCommunity DevelopmentDevelopment areare engagingengaging withwith ourour CommunityCommunity AllianceAlliance Partners (Partners ( CAP).CAP).
4545
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 in conversations with the local HUD -funded
employment services to understand the following: characteristics, employment needs and interests of people
experiencing homelessness. Also, of interest is what employment services homeless jobseekers in the local
community are accessing, including workforce programs and support services offered through HUD -funded
employment services.
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( 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 Hawaiians:
Through our connection with Alu Like we have been able to coordinate outreach and services for those in the
Native Hawaiian population to assist them in enrollment in training programs. The coordination of benefits with
those already serviced through Alu Like can provide a greater amount of assistance to those who need it. Some
strategies include continual networking with our partners, ongoing awareness of opportunities for our partner
programs, Alu Like and the American Job Center to interweave our programs and services and a presence of the
American Job Center at community events where Alu Like may also be present.
Ex -Offenders:
Increasing enrollment in training programs for ex -offenders is an important mission for the County. These
individuals may be in need to updated training to make it possible for them to reenter the workforce after
incarceration and it is important that we make our services known to them. Much of the outreach to ex -offenders
is done through our partner, Going Home Hawaii. We are also involved with many civic organizations and
network with those who work specifically with those to have barriers to employment. Some strategies include
continual networking with our partners, ongoing awareness of opportunities for our partner programs, Going
Home Hawaii and the American Job Center to interweave our programs and services and a presence of the
American Job Center at community events where Going Home Hawaii may also be present.
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.
46
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 -
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.
47
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 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, 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
48
as agreed in eventual 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)]
The county board actions which allow it to remain a high -performing 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 as well as in effective committees to strengthen the boards 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-
stop and its function and are an important and welcome part of the workforce development team for Hawaii
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 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.
3. Eligible Training Providers ( ETP) -Review and assess the eligibility of training vendors and offerings,
49
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 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
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 LWDB 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.
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. COVID has changed the delivery model but the
services are still being offered virtually through PowerPoints.
We also can teleconference and video conference to 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
50
Division of Vocational Rehabilitation provides assistance at our AJCH. An employment specialist offers business
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 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.
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.
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 Hawaii' 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
51
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
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 bases. 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 AJCH partners are working with WDC on a statewide Business Services Framework Plan.
52
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
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 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). [ 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
53
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 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.
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 in compliance with HRS 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
54
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:
Background and Summary
o Organization vision, mission, purpose and 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
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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.
5. 3 Provide a current organization chart as Attachment e 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
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:// Iabor. hawaii. gov/ wdc/ files/ 2013/ 01/ SN-04-
W I OA-04-15-Attmt-2-Cert.-Req uest. pdf
See Attachments
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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)
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 LeveIS17
Performance Indicator PY 2020 PY 2021
Adult Program
Employment 2nd Quarter After Exit 55. 0% 55. 0%
Employment 4th Quarter After Exit 64. 0% 64. 0%
Median Earnings 2nd Quarter After Exit 5,450 5,450
Credential attainment rate 65. 0% 65. 0%
Measurable Skill Gains 50. 0% 50. 0%
Dislcoated Worker Program
Employment 2nd Quarter After Exit 58. 0% 58. 0%
Employment 4th Quarter After Exit 68. 0% 68. 0%
Median Earnings 2nd Quarter After Exit 7,400 7,400
Credential attainment rate 68. 0 68. 0
Measurable Skill Gains 50. 0% 50. 0%
Youth Program
Employment, Education, or Training 2nd Quarter 55. 5% 55. 5%
After Exit
Employment, Education, or Training 4th Quarter 54. 0% 54. 0%
After Exit
Median Earnings 2nd Quarter After Exit 3, 700 3, 700
17 U. S. Department of Labor, Employment and Training Administration, May 26, 2020
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Credential attainment rate 63. 1% 0 63. 1% 0
Measurable Skill Gains 50. 0% 50. 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.
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 I. [ WIOA Sec. 108( b)( 14), 20 CFR 679. 560 ( b) ( 13)]
Attachment I MOU 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.
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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. b Center Partner MOUS are d
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 ( b) ( 19)]
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
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 Hawaii, and the Department of Labor and Industrial Relations Workforce
Development Council.
However Due to COVID —virtual meetings were not able to be held in a timely manner with all the parties usually
consulted for input was taken from the AJCH Certification process, partners were
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.
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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.
5. 14 Describe how the LWDB complies with the requirements of Hawaii' s Sunshine Law on open meetings and
meeting records ( HRS § 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 Hawaii 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.
0
2. As of July 1, 2019, approved meeting agendas are posted to the Hawaii 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 (https:// www.hawaiicounty.gov/ departments/ office-of-
housing/workforce-innovation-and-opportunity-act-wioa-program) withing 40 days after the meeting is held.
4. Attachment H is included.
5. 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.
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