Local Workforce Investment Area Profile

New York State Department of Labor

Workforce Development and Training Division

FebruaryFebruary 2005 2005 Workforce Investment Board: Town of Hempstead/City of Long Beach

GENERAL INSTRUCTIONS

The Comprehensive Three-Year Local Plan (Local Plan) must be submitted no later than June 30, 2005 in accordance with the Planning Guidelines issued by the New York State Department of Labor (NYSDOL) on behalf of the State Workforce Investment Board and the Governor, unless an extension is requested by filing Attachment A: Request for Extension to Submit Local Plan and Attachment B: Timeline for Submitting Complete Local Plan by March 15, 2005. The plan must be developed by the Local Workforce Investment Board (Local Board) in partnership with the Local Chief Elected Official(s).

PLANNING GUIDELINES

The Planning Guidelines are available and can be downloaded from New York’s Workforce Development System web site at www.workforcenewyork.com. The guidelines may be found in Technical Advisory #05-3, dated February 18, 2005.

PUBLICATION

The Local Board must make copies of the proposed Local Plan available for public comment through such means as public hearings, local news media and local websites. The general public must have access to the proposed plan and has 30 days from the date of publication in which to comment on the proposed plan. When the Local Plan is submitted for approval, any comments received in disagreement with the plan must be attached. In addition, the plan must reflect how those disagreements were addressed.

TIME TABLE

Planning Guidelines Issued: February 18, 2005 Deadline to Request Extension: March 15, 2005 Local Plans Due to NYSDOL: June 30, 2005 Extended Deadline Local Plans Due to NYSDOL: September 30, 2005 Extended Deadline for Section IIA Submission: December 31, 2005

SUBMISSION

The draft Local Plan must be received by the NYSDOL no later than 5:00 p.m. on June 30, 2005, unless an extension is requested by filing Attachment A: Request for Extension to Submit Local Plan and Attachment B: Timeline for Submitting Complete Local Plan. The Local Plan and any requests for extensions must be submitted electronically via email to: [email protected]. Simultaneously, forward the attachments with original signatures as appropriate to:

New York State Department of Labor Workforce Development and Training Division Building 12 ~ Room 450 State Office Building Campus Albany, New York 12240

Attn: Margaret Moree Local Plan

4/3/2018 Workforce Investment Board: Town of Hempstead/City of Long Beach

The required Attachments include:

Attachment A: Request for Extension to Submit Local Plan Attachment B: Timeline for Submitting Complete Local Plan Attachment C: Signature of Local Board Chair Attachment D: Signature of Chief Elected Official Attachment E. Units of Local Government Attachment F: Fiscal Agent/Grant Subrecipient Attachment G: One Stop Operator Information Attachment H: Federal and State Certifications Chief Elected Official Agreement (if applicable) Local Board By-Laws One Stop Operator Agreement

Review and approval of the Local Plan will commence upon receipt. For a local area and its board to be deemed in compliance with State policy and federal law, its Local Plan must receive State approval by September 30, 2005 or within 90 days of receipt of the Local Plan.

INSTRUCTIONS

This document has been formatted as a “fillable” Microsoft Word form. Each local area must use this form for developing and submitting the Local Plan. There are four main sections to this form, each beginning with a short narrative and followed by instructions and questions. A shaded area is provided into which the details of your response should be typed. Your response will be formatted in a different font to distinguish it from the form document.

The document IS NOT protected. Do not lock or unlock the form – if you do, it is likely that you may lose your entered information. It is recommended that you save this document to your computer as your working document using the following naming convention: “LWIA NAME - Three-Year Local Plan.” Save your document frequently during its completion.

The Local Plan document was formatted in such a way that you may click on an element in the Table of Contents and automatically be directed to that section of the plan. Directions for updating the Table of Contents are provided below.

Please note the following:

 Enter the name of your Local Workforce Investment Area in the header of the document.

 Press to move to the next field in the document. + will move back to the previous field.

 Each section of the plan must begin on a separate page. As you fill out the plan, make sure each section begins on a new page. (If you need to insert a section break at the end of a section, select Insert  Break from the menu. The Break dialog box appears. Under Section breaks types, select Next Page, and click OK.

 The Table of Contents must be updated with the new pagination that occurs as you complete the plan. Right click anywhere in the table of contents. Select Update Field from the shortcut menu. The Update Table of Contents box appears. Select the Update entire table option and click OK.

This screen will also appear when printing the document. Follow the above instructions.

Questions regarding the mechanics for completing this form may be directed to Cathy Laccetti or Pattie Tworek at (518) 457-0219. Technical assistance regarding the development of the Local Plan should be directed to your WIA Program Manager.

I. Local Workforce Investment Area Profile I-1

II. Strategic Planning II-1

Section II-A - Local Area Strategic Planning Process II-2 1. Economic Environment and Key Workforce Issues II-2 2. Engaging Community Partners in Workforce Solutions II-3 3. Aligning Service Delivery II-3 4. Measuring Achievement II-4 Section II-B - Local Area Strategic Planning Progress II-5 1. Summary of Progress II-5 2. Aligning Service Delivery II-9 3. Measuring Achievement II-11

III. Integration of WIA Compliance with Strategic Planning III-1

Subsection 1 III-3 1. Local Plan Submission III-3 2. Governance and Board Composition III-3 3. Fiscal Agent and Grant Subrecipient III-8 4. Direct Services & Infrastructure Plan III-8 Subsection 2 III-11 1. Selecting and Certifying Operators III-11 2. Contracting for Service Providers III-11 3. Priority of Service III-12 4. Self-Sufficiency III-13 5. Supportive Services and Needs-Related Payments III-14 6. Grievances and Complaints III-15 7. Youth Services III-16 8. WIA Adult and Dislocated Worker and Wagner-Peyser Services III-27 9. WIA IB & Title III PY05 Performance and System Indicators III-41 10. Local Monitoring III-44 11. Open Meetings III-45 12. Public Comment on Local Plan III-46

IV. Required Certifications and Documents IV-1

ATTACHMENT A: REQUEST FOR EXTENSION TO SUBMIT LOCAL PLAN IV-2 ATTACHMENT B: TIMELINE FOR SUBMITTING COMPLETE LOCAL PLAN IV-3 ATTACHMENT C: SIGNATURE OF LOCAL BOARD CHAIR IV-4 ATTACHMENT D: SIGNATURE OF CHIEF ELECTED OFFICIAL IV-6 ATTACHMENT E: UNITS OF LOCAL GOVERNMENT IV-8 ATTACHMENT F: FISCAL AGENT/GRANT SUBRECIPIENT IV-9 ATTACHMENT G: ONE STOP OPERATOR INFORMATION IV-10 ATTACHMENT H: FEDERAL AND STATE CERTIFICATIONS IV-11

V. Review Process V-1

I. Local Workforce Investment Area Profile

By its very composition, the Local Workforce Investment Board (Local Board) facilitates a partnership approach to meeting the needs of business, providing career opportunities for workers, and assuring meaningful education and employment experiences for youth. Board composition should align with an approach to workforce development which recognizes workforce development as an economic development tool.

The Workforce Investment Act (WIA) requirement to develop a Comprehensive Local Plan (Local Plan) offers Local Boards the opportunity to re-evaluate their current system’s delivery of employment and training services in light of economic shifts, new initiatives, new mandates, and its vision for the economic and workforce development of the area. In accordance with the flexibility granted to the states, this planning guidance is provided to assist local areas in the development of a three-year plan. Creating a meaningful three-year plan is an opportunity for the Local Board to reprioritize and incorporate changes into a local system that will guide and inform the delivery of services over the next three years. The Local Plan is the key to supporting strategic activities that will result in achieving a workforce system that provides high quality services to its business and job-seeking customers.

Strategic planning for your local area should also include a regional focus. To the extent that local areas share similar population trends, emerging or declining industries, education resources, transportation needs and other economic or workforce challenges or to the extent that regional planning efforts could result in the sharing of labor market information or the provision of services across boundaries, it will be beneficial to include a regional outlook and perspective in this plan development.

Planning strategically for the future requires an assessment of the previous five-year plan and how effective the plan was in accommodating the needs of the current workforce system. The evolution of the local workforce system through the previous five-year plan is the foundation for determining how the local area will move forward in providing services, meeting performance standards and meeting the economic and workforce challenges of the communities it serves.

Complete the Profile by including both data elements and narrative statements in the following table to present a clear picture of the state of your local workforce area and One Stop system.

4/3/2018 1 Workforce Investment Board: Town of Hempstead/City of Long Beach

Local Workforce Investment Area Profile

1. Provide an overview of the current population in your local workforce investment area:

# 791,386 Population (Total, all ages) # 512,126 Population of labor force age (15-64) # 93,625 Population age 15-24 (Emerging labor force) # 163,219 Population age 0-14 (Children)

Comment on the challenges that have emerged as a result of population shifts and trends and the changing demographics and characteristics of the local workforce.

Our community, like countless others across the Nation, is experiencing a "jobs revolution" that requires citizens to participate in life-long learning activities. In an era when global competition, rapidly emerging technology and homeland security concerns are converging to demand the most highly skilled workforce in history, we are experiencing a population growth rate that lags behind job growth rate, changing demographics and a shortage of qualified post secondary and technical school graduates. The resulting "skills gap" threatens local business growth and economic prosperity. The Town of Hempstead/City of Long Beach Local Workforce Investment Area (LWIA) is located within the Long Island Region. In an area adjacent to New York City, the Island is comprised of two counties, Nassau and Suffolk, whose combined population is 2.8 million. Ours is a diverse population, as is evidenced by the comparison of our area to major American cities in terms of the percentage of minority groups within our population. For example, African-Americans represent 14.8 percent of our population, while Hispanics comprise 11.5 percent, and Asian and Pacific Islanders population are now 4.5 percent. On Long Island, the number of foreign-born local residents rose nearly 50% between 1990 and 2000. The median age of our residents is 39.7, with 33.5% over the age of 50. In fact, according to NYSDOL R&S, the number of new jobs created over the last five years is more than double the amount of persons added to our population. In 2004, our local workforce system conducted a survey to determine the number of different native languages spoken by significantly large population groups within our Region. The survey revealed that some twenty-five different languages are spoken. The Long Island population is not only becoming more diverse, it is also aging. This subject was addressed in the Long Island Index 2005 with the following quotation: “Long Island is losing its young adults by five times the national rate.”

Describe how the One Stop system will respond to these challenges.

Charged with the responsibility of conducting strategic planning for workforce issues in our local area, the Town of Hempstead Local Workforce Investment Board (LWIB), which oversees the HempsteadWorks Workforce Investment System, will continue to engage a broad array of stakeholders in a concerted effort to prepare for the workforce challenges of the new century. We plan, not only to raise awareness

among business, government, education, labor and community leaders, as well as our citizens, concerning this crucial issue, but also to collaborate with them to map resources, leverage grant funds and devise strategies for the future. To this end, the Local Board has articulated the following vision:

“Our vision is one of unprecedented economic prosperity, growth and opportunity for businesses and citizens, along with realization of the highest quality of life attainable.” To make that vision a reality, the HempsteadWorks Workforce Investment System has been charged by the Local Board with the mission to:

 Ensure that skilled workers are available to employers  Help jobseekers to find work  Foster economic development

Note: The population data requested is Census 2000 data. It may be found on the following website: http://www.census.gov. Click on American FactFinder. Select your state. Then type your county or city; click Go. An age breakdown of the population is available by clicking on “show more.”

Provide the annual average unemployment rates and labor force participation rates for the past five Calendar Years (CY).

CY 2001 CY2002 CY 2003 CY 2004

Unemployment rate (%) 3.9 4.9 5.0 4.8%

Labor Force 399,700 403,800 403,500 408,200 Employment 384,300 383,400 383,400 388,407 Unemployment 15,600 19,700 20,000 19,600

Note: After April 15, 2005, annual average unemployment rates and labor force, employment and unemployment levels may be found on the NYS Department of Labor’s website: http://www.labor.state.ny.us Click on Labor Market Information. Click Data, and then click Unemployment Rates and Labor Force (LAUS). Estimates are provided for counties, cities and towns of 25,000 population or larger.

Provide the total number of WIA Adults, WIA Dislocated Workers, WIA Older Youth, WIA Younger Youth and Wagner-Peyser funded customers served by your LWIA for the past four years and planned service levels for PY 05.

Planned Total Number Served PY 01 PY 02 PY 03 PY 04 PY 05 WIA Adults 743 705 1,226 1,418 2,442 WIA Dislocated Workers 673 1,017 1,269 1,108 1,332 WIA Older Youth 34 34 40 181 104 WIA Younger Youth 230 222 186 158 175 no data Wagner-Peyser Funded 8,980 15,841 16,335 16,172 Customers* available

Note: The total numbers served for WIA Title IB are in the WIA Annual Reports.

PY04 WIA Title IB data is found through the most recent WIA Quarterly Report.

*Please consult with the Wagner-Peyser LWIB member for assistance in obtaining and understanding Wagner-Peyser numbers.

Rationale for Projected Numbers Served:

The number of individuals enrolled and exited were projected based upon the following factors:

1. Data from in Program Years 2003 and 2004 2. Funding availability 3. Our Market Penetration Goals 4. Projected Economic Conditions

Because the Regional Resident Civilian Labor Force has indicated a trend toward expansion over the past three years, and in view of credible forecasts of similar growth during the three- year planning period, we projected a rate of increase in adult and youth participants served commensurate with the growth of the Labor Force.

A rate of customer carry-in from quarter to quarter was established based upon our projected final WIASARD data for the Program Year 2004. Our Local Board has charged the One- Stop/Program Operator with the task of reducing the amount of carry-in customers to ensure that these customers are being served and are moving efficiently through the One-Stop System. Future carry-in was projected with this goal in mind.

Enrollments in core, intensive and training services were projected to reflect the Local Board’s emphasis on enhancing the mandated core and intensive services to prepare jobseekers to conduct successful job search campaigns using Internet search engines, kiosks and other electronic tools, as well as to improve their reading and math skills.

Expenditures will consequently indicate an investment in pre-assessment, assessment, testing, individual employment plan and individual service strategy development, GED Preparation, Pre- Vocational Training, Computer Literacy Workshops, E-Learning, etc., as an alternative to long- term Individual Training Accounts.

In-school Youth enrollments were projected to occur in the first quarter of the program year at the same time, concurrent with the Summer Component of the program. Carry- in customers in all titles were counted only once in the calculation of “Unique Number of Participants.”

2. The local One Stop system, as defined through our local One Stop recertification process, is currently composed of:

# 1 Certified Full-Service One Stop Centers # 0 Affiliate Sites (as defined by your local area) Other Access Points to the system (e.g., through means such as electronic # 15 access, partners, libraries, etc.)

Describe the criteria used to identify Affiliate Sites.

In order to be designated as a HempsteadWorks Affiliate Site, the Affiliate Site Management Entity, must meet the following criteria:

(a) Maintain an electronically linkage through the Town of Hempstead Workforce Investment Board (WIB) approved wide area network (WAN) computer system to and from the Affiliate Site to the HempsteadWorks Career Center, located at the Hempstead Executive Plaza (b) Participate in continuous improvement activities and to enter data into the WIB approved HempsteadWorks Quality Assurance Program (HWQAP), using WIB designated formats for surveys, activities and outcome measures (c) Based on HWQAP reports, achieve a minimum annual customer satisfaction rating established by the WIB (d) Based on HWQAP reports, achieve a minimum annual entered employment and retention rates established by the WIB (e) Connect to the WIB approved Internet Web site, at: www.hempsteadworks.com; (f) Participate as a cross-functional team member with other partners through co- location, meetings, electronic linkages, etc. (g) Integrate job orders into New York State Department of Labor Job Bank (h) At a minimum, provides the core services available at the HempsteadWorks Career Center (excluding workshops) (i) Refer job seekers and business customers to all system partners and affiliates for additional services, as appropriate (j) Conduct staff cross-training, capacity building and team building activities (k) Ensure that center/affiliate site is clean, organized and well-maintained (l) Determine and post the hours of operation (m)Design center/affiliate site for ease of customer use (n) Display labor market information and performance data, including consumer reports, to help customers to make wise choices (o) Display Workforce New York and HempsteadWorks system-related signage and logos

as directed by the New York State Department of Labor and the WIB (p) Manage system/center/affiliate site registration using the HWQAP/OSOS Pending Swipe Card System (q) Submit required reports to the WIB, the WIB staff, the Grant Subrecipient/Fiscal Agent, One-Stop partners, New York State Department of Labor, etc. (r) In accordance with the WIA regulations at Sec. 662.230 (b), uses a portion of funds available to the site operator’s programs, to the extent not inconsistent with the Federal law authorizing the partner’s program (s) Comply with the requirements for Workforce New York One-Stop Center/System Certification, including the items required in the attached “Secret Shopper Survey (t) Cooperate with monitoring and Secret Shopper reviews

Describe how the scope of the One Stop system has evolved over the duration of the previous five-year plan and identify how the system’s ability to sustain and grow services has been impacted by available federal resources and the board’s ability to leverage resources. When the Workforce Investment Act (WIA) was first implemented in July of 2000, the WIB guided the HempsteadWorks Workforce Investment System to establish a well-integrated service model. That model appropriately leveraged the resources of all of the organizations that the WIA legislation mandated to be “One-Stop Partners.” As time progressed and as the HempsteadWorks system evolved, we have not only intensified our “mandated” partnerships, but we have enriched them by building relationships with a variety of organizations that add value to our system. Those organizations include representatives from economic development, education, community-based organizations, government and business. In the initial five-year period of WIA, we have engaged all of our partners in strategic planning activities to address workforce challenges that affect our economy and our quality of life.

What are the Board’s plans to adjust services available through its One Stop system based on their projection of available resources? Based upon our projection of available resources, we plan to provide services in the most cost effective manner possible, without compromising on quality. To this end, we have established an agreement with U.S. Wired to provide E-Learning courses in thousands of subjects. In addition, the National Council On The Aging, Inc., our Older Americans Act Title V partner, will provide training in Microsoft Office software, including: Excel, PowerPoint and Word. The HempsteadWorks Career Center will continue to assist customers to finance training through the counseling services of a financial aid counselor from Nassau Community College, who will be co-located within the Center. Another co-located service to be offered within the Center will be Adult Basic Education (ABE) and General Education Development (GED) preparation, provided by our WIA Title II Partner, which is the Long Island – Regional Adult Education Network (LI- RAEN). These partner services will be funded as resources shared by the partners. The HempsteadWorks Center has also been reorganized to enhance our ability to provide low cost intensive services to more customers.

3. List the mandated and non-mandated partner programs which have been “key” to supporting your system during the past five years through cash, in-kind resources and/or through the integration of staff to provide workforce services at the One Stop centers. Here, the term One Stop system refers to the workforce, educational and human service entities which receive public funding to collaborate on the delivery of services designed to improve the employment outcomes of its customers.

Workforce Investment Act (WIA) Title I-B Adults, Dislocated Workers, Youth, 1) Statewide and National Emergency Grants - Town of Hempstead Department of Occupational Resources (DOOR) 2) Workforce Investment Act Title I-B Job Corps (Various contractors) Wagner-Peyser Act - New York State Department of Labor Division of 3) Employment Services (DOES) Trade Adjustment Assistance and North American Free Trade Agreement (NAFTA) 4) Transitional Adjustment Assistance – DoES Activities Authorized under Chapter 41 of Title 38 Local Veterans Employment 5) Representatives and Disabled Veterans Outreach Programs – DoES 6) Programs Authorized under State Unemployment Compensation Laws – DoES WIA Title II Adult Education and Literacy Act – New York State Education 7) Department Long Island - Regional Adult Education Network (LI-RAEN) Title I of the Rehabilitation Act of 1973 - New York State Education Department 8) Vocational and Educational Services for Individuals with Disabilities (VESID) 9) Title V of the Older Americans Act – National Council On The Aging, Inc. Post Secondary Vocational Education Activities Authorized under the Carl D. 10) Perkins Vocational and Applied Technology Education Act - Nassau Community College Employment and Training Activities under the Community Services Block Grant - 11) Economic Opportunity Commission of Nassau County (EOC of NC) TANF Programs Authorized under Part A of Title IV of the Social Security Act – 12) Nassau County Department of Social Services (NCDSS) Employment and Training Programs Authorized under Section 6(d)(4) of the Food 13) Stamp Act of 1977 – NCDSS Work Programs Authorized under Section 6(o) of the Food Stamp Act of 1977 – 14) NCDSS Consolidated Budget Appropriations Act Customized Employment Grant – 15) Abilities, Inc., DOOR and VESID Balanced Budget Act Welfare-to-Work Block Grant Program – New York State 16) Department of Labor (NYSDOL) 17) TANF Summer Youth Employment Program – NYSDOL WIA Statewide Displaced Homemaker Program – EOC of NC/Federal Employment 18) and Guidance Services (FEGS) Suffolk Vocational Center

Identify the mandated and non-mandated partner programs whose active participation in the One Stop system and One Stop centers the Board seeks to strengthen over the next three years through enhanced efforts to leverage resources and integrate staff :

WIA Title I-B Adults, Dislocated Workers, Youth and Statewide Grants - Town of 1) Hempstead Department of Occupational Resources (DOOR) Workforce Investment Act Title I-B Job Corps - Alutiiq Professional Services, 2) LLC./Delaware Valley Job Corps Wagner-Peyser Act - New York State Department of Labor Division of 3) Employment Services (DOES) Trade Adjustment Assistance and North American Free Trade Agreement (NAFTA) 4) Transitional Adjustment Assistance – DoES Activities Authorized under Chapter 41 of Title 38 Local Veterans Employment 5) Representatives and Disabled Veterans Outreach Programs – DoES 6) Programs Authorized under State Unemployment Compensation Laws - DoES WIA Title II Adult Education and Literacy Act – New York State Education 7) Department Long Island - Regional Adult Education Network (LI-RAEN) Title I of the Rehabilitation Act of 1973 - New York State Education Department 8) Vocational and Educational Services for Individuals with Disabilities (VESID) 9) Title V of the Older Americans Act – National Council On The Aging, Inc. Post Secondary Vocational Education Activities Authorized under the Carl D. 10) Perkins Vocational and Applied Technology Education Act - Nassau Community College Employment and Training Activities under the Community Services Block Grant - 11) Economic Opportunity Commission of Nassau County (EOC) TANF Programs Authorized under Part A of Title IV of the Social Security Act – 12) Nassau County Department of Social Services (NCDSS) Employment and Training Programs Authorized under Section 6(d)(4) of the Food 13) Stamp Act of 1977 – NCDSS Work Programs Authorized under Section 6(o) of the Food Stamp Act of 1977 – 14) NCDSS Consolidated Budget Appropriations Act Customized Employment Grant – Abilities, 15) Inc., DOOR and VESID 16) TANF Summer Youth Employment Program – NYSDOL 17) Flexible Fund for Family Services – Nassau County The President’s High-Growth Job Training Initiative – United States Department of 18) Labor Employment and Training Administration (USDOL/ETA) 19) Faith-Based Initiatives – USDOL/ETA WIA Statewide Displaced Homemaker Program – EOC of NC/FEGS Suffolk 20) Vocational Center

Identify non traditional partners, including economic development, faith based and certain community organizations, with whom the Board plans to initiate or strengthen its relationship in furtherance of the strategic objectives set forth in the plan:

1) Long Island Association (LIA) 2) Long Island Forum for Technology 3) Empire State Development 4) Town of Hempstead Industrial Development Agency 5) Aerospace Defense Diversification Alliance in Peacetime Transition, Inc.

6) Stony Brook University Research Foundation 7) Nassau-Suffolk Placement Network 8) The September 11th Fund 9) Goodwill Industries of Greater New York and Northern New Jersey, Inc. 10) The Paxen Group, Inc. 11) Circulo de la Hispanidad, Inc. 12) Abilities, Inc. 13) Education and Assistance Corporation, Inc. 14) Rising Star (Nassau County District Attorney’s Office) 15) Women-On-The-Job 16) Five Towns Community Center 17) City of Long Beach Office of Youth and Family Services 18) Nassau Library System 19) Diocese of Rockville Centre 20) Catholic Charities 21) North Shore Long Island Jewish Health System 22) Long Island Council of Churches 23) Hempstead Hispanic Civic Association 24) FEGS Health and Human Services System 25) Coalition for Adult and Experiential Learning 26) New York State Division of Veterans Affairs 27) Nassau County Veterans Service Agency 28) Biopartners at Lake Success 29) i-Park 30) Long Island Life Sciences Initiative 31) Nassau County Office of Economic Development 32) Board of Cooperative Educational Services of Nassau County 33) Long Beach Adult Learning Center 34) Nassau County Correctional Center 35) Nassau County Department of Senior Citizen Affairs 36) United Cerebral Palsy, Inc. of Nassau County 37 Long Island Works Coalition, Inc.

4. Beyond standard WIA formula allocation, identify other grants, awards and funds that the local area has leveraged to support workforce needs and, in particular, training initiatives in the local area (e.g., state-level WIA grants, state funded grants, private/foundation grants, private sector support that provide additional funding to the area’s budget). Identify by funding source and total dollar amount.

# Grant/Award/Funding Source Amount 1) NYSDOL WIA Statewide Assessment of Local Skills $25,000 Shortages Phase I Grant 2) NYSDOL WIA Statewide Assessment of Local Skills $35,000 Shortages Phase II Grant 3) NYSDOL WIA Statewide Moving New York Forward $112,000 Funds for Career Ladder Training in New York State Grant

3) NYSDOL WIA National Emergency Grant $125,000 4) The September 11th Fund Employee Assistance Program $12,000 Grant 5) USDOL Office of Disability Employment Policy (ODEP) $3,240,801 Consolidated Appropriations Act Customized Employment Grant 6) NYSDOL WIA Statewide Promising Practices Round I $62,500 Grants 7) NYSDOL WIA Statewide Promising Practices Round II $75,000 Grant 8) NYSDOL WIA Statewide Certification/Marketing Grant $5,000 9) NYSDOL WIA Youth Readiness Initiative Grant $472,063 10) NYSDOL WIA Statewide Strategic Planning for a Human $100,000 Capital Advantage Grant 11) NYSDOL WIA Statewide Disability Program Navigator $128,000 Grant 12) NYSDOL/Research Foundation for Mental Hygiene, Inc. $18,931 Increasing Physical and programmatic Access to the One-Stop System for Individuals with Disabilities Grant

13) NYSDOL WIA Statewide Securing Prosperity for New $214,500 York’s Workforce Grant 14) NYSDOL WIA Statewide Mapping Career Ladders Grant $350,000 15) NYSDOL WIA Statewide Building Skills in New York State $625,145 Grants

5. Identify challenges the Board encountered during the past five years in supporting the local workforce system infrastructure. Describe the Board’s strategies to work through those challenges over the next three years.

During the past five years, our Local Board has convened the partners of the HempsteadWorks System to negotiate a Resource Sharing Agreement (RSA) for each program year. As a component of our local Memorandum of Understanding (MOU), the RSA was intended be our methodology for supporting the local workforce system infrastructure. Each year, we attempted to ensure that all partners contributed an equitable share to the system. In conducting this task, we face the following challenges:

a) Federal policy guidance was still evolving, regarding One-Stop Cost allocation, as we entered Year Three of our initial Five-Year Plan b) The various partners often perceived different interpretations of federal policies for cost sharing in relation to their individual funding streams c) It was difficult to identify a “template” RSA that could be applied to our Local Area’s configuration d) In certain instances, local partner representatives did not have ultimate decision- making authority during negotiations e) Partner representatives were limited by a statewide cost limitation that was applied, apparently without consideration of the local methodology, actual costs, etc. f) Obtaining documentation of costs from some partner organizations during the

reconciliation process was difficult g) Some partners discontinued their participation during the term of the MOU h) Development of the RSA and tracking related expenditures were extremely time consuming activities

Over the next three years, the efforts of the Local Board to address these challenges will be aided, in part, by a clearer, collective understanding among the parties of federal and state policies. Based upon the past five years, our local partners now are better acquainted with each other, have a greater appreciation of each other’s needs, as well as how they benefit from the system. It will be the strategy of the Local Board to:

a) Build the capacity of our partners to understand and agree upon interpretation of prevailing policies b) Create a consensus among our partners to understand and agree regarding what costs will be shared, how costs will be allocated and reconciled c) Conduct and complete negotiations on a timely basis d) Consult with the New York State Department of Labor (NYSDOL) Workforce Development and Training Division Financial Oversight and Technical Assistance (FOTA) Unit throughout the development process e) Obtain a commitment from each partner to provide the specific documentation required

6. Describe the key sectors which will help shape the workforce policies of the Local Board throughout this three-year plan. Identify the skills essential to the growth of these sectors and how existing skill assessments of the local workforce align with the emerging workforce demands in your regional economy.

The key sectors that will shape the workforce policies of the Local Board throughout this three-year plan are the following:

a) Defense b) Homeland Security c) Biosciences d) Information Technology e) Health Care f) Retail g) Travel and Tourism

The following skills are essential to the growth of these sectors:

a) Supervisory b) New technology c) Team building d) Customer satisfaction e) Blue print reading f) Literacy (reading, writing, math) g) Communications h) Work readiness

Our skill assessments reveal a pronounced gap between the current capacity of our local workforce and the emerging demands of our regional economy.

7. Highlight noteworthy business customer services which evolved over the past five years and any other business services that will be meaningful in attracting new business customers. (Business service examples include activities such as recruitment and placement, workforce training, employee assessment, pre-screening of jobseekers, business related workshops.)

Over the past five years, the Local Board has convened and facilitated discussions with business partners. By developing a working relationship with the business customer, the HempsteadWorks System has been better positioned to understand the workforce challenges local industries face and respond to solutions to those challenges. For example, HempsteadWorks has provided a series of customized training programs designed to train and retain health care workers in skill shortage occupations. The Workforce New York (WFNY) Long Island Business Services Team has been established by the Local Board as a regional committee, led by the NYSDOL Division of Employment Services (DoES) for the Long Island Region. Under the direction of the Team, HempsteadWorks has connected businesses to several WIA Statewide initiatives, including: Building Skills in New York State (BUSINYS) and Mapping Career Ladders. HempsteadWorks currently participates in two NYSDOL funded Mapping Career Ladder Projects in conjunction with our Workforce Long Island partners. The projects pertain to Aerospace/Homeland Security and Biotechnology. In the coming period, we will convene meetings with the partners of our system to ensure coordination of business services throughout out local workforce investment area and across the Long Island Region. In coordination with our partners, we plan to convene information sessions with businesses to continue to listen to their needs and propose appropriate solutions.

In addition, all of our partners will continue to participate in employer recruitment activities conducted at the HempsteadWorks Career Center. Our business services liaisons will collaborate with the NYSDOL/DoES in the development of all major business relationships. HempsteadWorks staff will assist businesses in the recruitment of new employees and provide one-on-one consultation via telephone and in person. NYSDOL/DoES will continue to coordinated rapid response activities for businesses involved in downsizing, plant closures and layoffs.

8. Describe any successes that have helped to enhance your local area’s system, broker new partnerships, or respond to workforce or community needs.

An example of a success that has helped to enhance the HempsteadWorks system, broker new partnerships, and respond to workforce and community needs is the “HempsteadWorks for Health Skills Partnership.” The Partners to this initiative were:

 HempsteadWorks Workforce Investment System  Town of Hempstead Workforce Investment Board  Town of Hempstead Department of Occupational Resources  New York State Department of Labor  South Nassau Communities Hospital  Winthrop University Hospital

 Adelphi University  Farmingdale State University  Hofstra University  Molloy College  Nassau Community College  New York Institute of Technology

The purpose of the project is to identify and address worker shortages, skills shortages and worker retention issues within the health care industry. The “Workforce Workgroup” of the LWIB, along with LWIB staff, undertook the strategic planning for this project. The activities of the Workgroup included conducting web-based and mail surveys, as well as meetings with the partners, including senior management of health care organizations, to develop career ladder and leadership training programs to address these issues. Through this partnership, thirty-one (31) health care professionals have been trained to advance along health care career ladders, from general maintenance occupations to Registered Nursing positions. An additional three hundred (300) individuals have benefited from Leadership Training, including such topics as: Effective Leadership, Communication, Strategic Planning, Marketing the Organization, Time and Project Management, and Competitive Strategy. In addition to providing the latter training to health care professionals, scholarships to attend this training are being awarded to local economically disadvantaged youth. All of the health care workers trained under this project are incumbent workers. By advancing these workers along career ladders, opportunities for new hires are being created on vacated rungs.

Through the Leadership Training, the participating health care organizations are able to manage their employees more effectively and thereby attract and retain more workers, while also filling skills gaps and achieving higher retention rates. The community benefits from the project in terms of business and economic development, along with improved health care services. Although the work of this initiative is still underway, the following accomplishments have been achieved to date:

a) Increased skills and earnings and provided career advancement for over three hundred (300) incumbent workers to date b) Established an on-going process to identify and address worker and skills shortages c) Created a career ladder training model that is being replicated by other local health care organizations

II. Strategic Planning

During 2003, the NYSDOL provided local workforce investment areas with the opportunity to receive a grant to incentivize them toward the achievement of local and regional coordination of WIA activities. Most local areas responded to the Strategic Planning for a Human Capital Advantage grant announcement and were subsequently provided with funds to either support the initiation of strategic planning activities or to aid the local area in the continuation of a process already underway. As part of their strategic planning process, many grant recipients created a State of the Workforce report which summarized past efforts and accomplishments, analyzed the current trends and emerging workforce and economic issues and established a vision for the future.

Section II of this Local Plan guidance, Strategic Planning, is provided in two segments. You will complete only one segment, Section II-A or Section II-B, depending upon your responses to the following questions.

1. Were you awarded the NYSDOL funded Strategic Planning for a Human Capital Advantage grant?

2. Have you achieved the third benchmark of that project and received the third payment under the grant?

If you answer “No” to either or both of the two questions, provide your local strategic planning by completing Section II-A on page II-2 and do not complete Section II-B.

If you answer “Yes” to both questions, provide your local strategic planning progress by completing Section II-B on page II-5 and do not complete Section II-A.

Section II-A - Local Area Strategic Planning Process

This section of the plan is to be completed by those local workforce investment areas that have not participated in the Strategic Planning for a Human Capital Advantage project or who have participated, but have not achieved benchmark number three (receipt of a third payment from the State) in their strategic planning process.

It is anticipated that some local areas will not be able to fully complete Section II-A prior to the deadline for submitting the local plan. At a minimum, each local area must complete and submit Section II-A (1), Economic Environment and Key Workforce Issues, with your local plan. If the local area is unable to complete Section II-A (2), Engaging Community Partners in Workforce Solutions, Section II-A (3), Aligning Service Delivery, or Section II-A (4), Measuring Achievement, by the submission deadline, a detailed timeline (See Attachment B, Timeline for Submitting Complete Local Plan) must be included indicating when these sections will be completed and submitted to NYSDOL. In no event may the timeline extend beyond December 31, 2005. Any local area that fails to fully complete this section and submits a timeline for completion will only be eligible for a contingent approval of their local plan. Full approval may only be granted following receipt and approval of a completed Section II-A.

1. Economic Environment and Key Workforce Issues

Local Board strategic planning focuses on the alignment of demand driven economic and workforce development needs with the policy, governance and operational effectiveness of the local workforce system. As a starting point, available economic and workforce data should be examined allowing for the identification of trends and emerging issues. This provides the foundation upon which to build a consensus as to the major workforce related issues facing the local area.

Describe the current and projected future economic outlook for your local area and the larger region. Within your response, address the following points:

 What are the key existing and emerging industries; what industries are in decline?  Where is the main focus of local economic development occurring in your local area? In your region?  What are the current and projected future employment opportunities in the local area, and in which occupational fields will they occur?  Where is significant new job growth expected to occur?  Identify data resources that were utilized and which substantiate these projections and outlooks.

Identify key workforce issues impacting on the above-described economic outlook and the steps taken by the Local Board and other key stakeholders in the community to arrive at these issues. Within your response, address the following points:

 Discuss the research and analysis being done by the Local Board to identify trends, emerging issues and available assets. What data resources are being utilized by the Local

Board to analyze the needs of its businesses and workers and the capacity of the education community?  Summarize the current state of the workforce. Describe the current business demand for workers and skills, current worker skills and characteristics, current capacity of training and education entities to meet demands and resources and programs currently available to meet workforce needs.  What are the key workforce issues that have emerged thus far and how have they been prioritized? Where are there gaps in information, gaps between labor supply and demand, skill gaps, and training capacity and resource gaps?

2. Engaging Community Partners in Workforce Solutions

Local Boards consistently work with additional community partners who contribute to the local area’s workforce and economic development; these efforts include such groups as chambers of commerce, business alliances, trade associations, economic development agencies, social service agencies, labor unions, apprenticeship associations, community colleges, universities, training providers, transportation providers, housing assistance agencies, literacy groups, federal initiative programs, providers of services to special populations and others who play a key role in the success of the community.

Discuss the role of the Local Board in engaging community partners and promoting the benefits of new partnerships and alliances for workforce issues. Within your response, address the following points:

 Having identified the key workforce issues, how is the Local Board determining its need to engage additional partners and who those specific partners should be? What contributions can those partners make toward resolving the key workforce issues?  How is the Board ensuring the business community’s needs are fully represented in these discussions?  How is the Local Board engaging additional partners and bringing them to the table?  What short and long-term goals are being jointly established to address workforce issues and close identified gaps? Discuss how the Local Board is identifying the shared benefits to the partners and communicating the impact their activities will have on the key workforce issues?  What is the role of the Local Board (either leading or supporting another entity) in achieving the stated goals? Which organizations will be given primary responsibility for each of these goals?  What is the process for collecting and evaluating information on the progress toward these goals? How will this progress be monitored and reported?

3. Aligning Service Delivery

In order to address workforce issues within the local area, Local Boards need to utilize collaborative efforts with One Stop Partners and others to successfully align programs and services.

Comment on how your local area planning process is enabling this alignment of service delivery around the issues and goals previously set forth in this plan. Within your response, address the following points:

 Comment on how your planning process is enabling the local One Stop system to go beyond compliance and address the economic development needs and key workforce issues of the local workforce area and region.  Describe the One Stop system and how its structure facilitates achieving the stated goals while addressing gaps.  Describe how your local area’s service delivery to businesses has been aligned to respond to local market demand and the stated goals set forth from your strategic planning efforts.  Provide a brief explanation on how Core, Intensive and Training services are delivered. Describe how you assure that the delivery of these services is aligned around identified workforce issues and stated goals.

4. Measuring Achievement

More than ever before the ability to sustain and grow a local workforce system depends upon how effectively the local area can demonstrate in measurable terms that the system is achieving its goals. In addition to meeting the mandatory negotiated WIA performance levels, Local Boards must be able to show to their constituents, customers, stakeholders, and private and public sector partners that resources are being used effectively and invested for greater workforce and economic gains in the community.

Describe how the Local Board is implementing performance measures that relate to the goals established around the key workforce issues identified in its strategic plan. Within your response, address the following points:

 What data was considered and what entities were involved in helping develop the measures? Identify the measures and the desired outcomes.  If measures have not been developed, what process will you utilize to develop them? What is the Board’s timeline for development?  How will the Local Board benchmark progress toward desired outcomes or definitions of success for these measures?  How are these outcomes identified, communicated and utilized to gain additional support or realign services for continuous improvement?

Section II-B - Local Area Strategic Planning Progress

This section of the plan is to be completed by those local workforce areas that have engaged in the State’s Strategic Planning for a Human Capital Advantage project and have achieved at least benchmark number three (receipt of a third payment from the State).

1. Summary of Progress

In this section of the plan the local area is asked to describe the outcomes of their strategic planning efforts to date and their plans for continuing and measuring this process. Within your response, address the following points:

 How will the Board have used its State of the Workforce report as a basis for future One Stop system planning?

The State of the Workforce Report will be utilized for future One-Stop planning as a resource for identifying data trends related to population, demographics, workforce demand, educational capacity, alignment of economic development and business services, along with key workforce challenges. The process of preparing the report established a research methodology that now equips the Local Board with useful sources of data that can be updated and synthesized as needed.

 What key workforce issues and gaps have emerged and how have they been prioritized?

The key workforce issues and gaps that have emerged are identified and have been prioritized as listed below: a) Worker shortages b) Skills shortages c) Mismatch between job and population growth d) Maintaining a competitive education system e) Informing business of solutions available

 What goals have been established around each of these issues, both short term (first year) and longer term (second year and third year) and which organization is responsible for each of the goals?

Issue Goal Year 1 Goal Year 2 Goal Year 3 a) Worker shortages Increase worker Increase worker Increase worker referrals to referrals to referrals to employers by 2% employers by 5% employers by from Program from Program 10% from Year 2004 Year 2004 Program Year 2004 b) Skills shortages Increase the Increase the Increase the number number number individuals individuals individuals trained trained trained throughout the throughout the throughout the HempsteadWorks HempsteadWorks HempsteadWorks System by 5% System by 10% System by 15% from Program from Program from Program Year 2004 Year 2004 Year 2004 c) Mismatch between job Increase the Increase the Increase the and population growth number of number of number of businesses businesses businesses engaged in engaged in engaged in strategic strategic strategic planning with the planning with the planning with the Local Board by Local Board by Local Board by 5% from Program 10% from 15% from Year 2004 Program Year Program Year 2004 2004 d) Maintaining a Increase the Increase the Increase the competitive education number of number of number of system educators educators educators engaged in engaged in engaged in strategic strategic strategic planning with the planning with the planning with the Local Board by Local Board by Local Board by 5% from Program 10% from 15% from Year 2004 Program Year Program Year 2004 2004 e) Informing business of Increase the Increase the Increase the solutions available number of number of number of businesses businesses businesses contacted by contacted by contacted by HempsteadWorks HempsteadWorks HempsteadWorks by 5% from by 10% from by 15% from Program Year Program Year Program Year 2004 2004 2004

 What is the role of the Local Board (either leading or supporting another entity) for each of these goals?

Issue Role of Local Board a) Worker shortages Scan for data, convene strategic planning sessions, facilitate discussions, oversee HempsteadWorks activities to provide worker recruitment and referral, evaluate results b) Skills shortages Scan for data, convene strategic planning sessions, facilitate discussions, oversee HempsteadWorks activities to provide training, evaluate results c) Mismatch between job and Scan for data, convene strategic planning sessions, population growth facilitate discussions d) Maintaining a competitive Scan for data, convene strategic planning sessions, education system facilitate discussions e) Informing business of Oversee HempsteadWorks activities to develop solutions available relationships with business, evaluate results

 What progress has been made in achieving each of these goals?

Issue Progress to Date a) Worker shortages The Local Board has begun to address this issue under its Strategic Planning Grant and also joined the regional effort launched by the Workforce New York Long Island Business Services Team b) Skills shortages The Local Board has begun to address this issue under a variety of WIA Statewide initiatives, including Assessment of Local Skills Shortages, Mapping Career Ladders, Strategic Planning for a Human Capital Advantage, etc. c) Mismatch between job and The Local Board has begun to address this issue population growth under its Strategic Planning Grant d) Maintaining a competitive The Local Board has begun to address this issue education system under its Strategic Planning Grant e) Informing business of The Local Board has begun to address this issue solutions available under its Strategic Planning Grant and also joined the regional effort launched by the Workforce New York Long Island Business Services Team. Under the latter initiative, the Local Board developed a Business Services Presentation on film that has been produced on DVD, VHS Tape, PowerPoint and is available on our web site.

 What entity is responsible and what is the process for monitoring progress against each goal and reporting back to stakeholders and the larger community?

The WFNY Long Island Business Services Team, on behalf of the Local Board, is responsible and what is the process for monitoring progress against each goal and reporting back to stakeholders and the larger community. A member of the Team will report the progress made at meetings of the Local Board. The progress will also be reported in State of the Workforce Reports.

 What contributions have been made by the Local Board and by the partners to support this effort?

Local Board members have donated their time to attend summits and discuss workforce issues. Several members and partners have donated additional time by participating on our “Workforce Workgroup.” At our meetings and summits, representatives of industry have provided insight into the workforce challenges and solutions related to their industries. An example of this contribution was a summit we convened to gain an in- depth look at the workforce development activities of CVS/Phamacy, Inc., co-facilitated by a Board Member who represented CVS. Partner contributions have been provided in the form of staff time, such as that provided by our local Labor Market Analysts from the New York State Department of Labor Division of Research and Statistics (NYSDOLR&S). Partners have also co-sponsored “convening events,” such as an Executive Breakfast meeting hosted by Nassau Community College.

 How will the Local Board sustain the momentum of these partnerships and alliances?

The Local Board will sustain the momentum of the partnerships and alliances it established under the Strategic Planning Project through the following:

a) Continuing to prioritize it as a meeting agenda item b) Requiring its subcommittees continue their work on the project, particularly the Workforce New York Long Island Business Services Team c) Convening events to publicize and develop the initiative d) Through facilitation of the “Mobile Business Services Presentation,” produced under the initial grant and available on DVD, VHS, PowerPoint and on our system web site at www.hempsteadworks.com.

 What are the plans to continue to engage existing partners and expand strategic planning efforts to include other stakeholders not currently engaged?

The Local Board is planning to engage existing partners and expand strategic planning efforts to include other stakeholders not currently engaged by replicating the “High Growth Job Training Process Model,” established by the United States Department of Labor, for a variety of high-growth industry sectors. The prototype for this approach was created when the Local Board created a partnership among the WFNY Long Island Business Services Team, Nassau Community College and Winthrop University Hospital that resulted in the formation of a consortium that applied for a federal High-Growth Job Training Grant in the Health Care Sector. Under the auspices of the Workforce New York Long Island Business Services Team, the Local Board intends to replicate the high- growth model in other sectors to maintain an infrastructure for strategic planning and workforce development activities.

 Has the Local Board identified any areas in which the State, through its various state administrative agencies, can assist the local system efforts in attaining its goals?

The Local Board has identified the following areas in which the State, through its various state administrative agencies, can assist the local system efforts in attaining its goals:

a) The NYSDOL R&S Labor Market Analysts have been and will continue to be an extremely important source of Labor Market Information (LMI) b) The New York State Education Department can provide essential data regarding educational standards and outcomes c) The New York State Department of Economic Development/Empire State Development is an important broker of the strategic partnerships necessary to achieving our goals d) The NYSDOL Workforce Development and Training Division can provide essential information regarding funding, best practices, etc. e) Additional funding from any of these agencies would assist us in our local efforts

 If so, in what manner and how has that been communicated?

The assistance that these agencies can provide has been identified informally to date. Formal requests for assistance will be made as needed.

2. Aligning Service Delivery

In order to address workforce issues within the local area, Local Boards need to utilize collaborative efforts with One Stop partners and other stakeholders to align programs and services. In this section of the plan discuss how your local area is achieving alignment of service delivery around the issues and goals previously described in the above section. Within your response, address the following points:

 How will strategic planning enable your local One Stop system to go beyond compliance and address the economic development needs and key workforce issues identified in your local workforce area or region?

Strategic planning will enable HempsteadWorks to go beyond compliance and address the economic development needs and key workforce issues identified in the Town Of Hempstead/City of Long Beach local workforce area and the Long Island Region in the manner described below:

a) Strategic partnerships have been established with business, economic development, educational and workforce development organizations to facilitate communication among these entities that will focus their efforts toward common goals and priorities b) One-Stop System staff are undergoing a cultural transition from an emphasis on operating independent programs to functioning as an element of an integrated system that affects our local economy and quality of life c) Our Local Board and its subcommittees will address compliance issues in the context of scanning data and “big picture” economic issues to foster an organizational response to maintain compliance while realizing a broad vision for the state of the workforce in our area.

 How is your One Stop system structure helping to facilitate the achievement of the stated goals?

The system structure of HempsteadWorks is helping to facilitate the achievement of the stated goals through the following means:

a) Establishment and maintenance of a marketing brand and image through which businesses, jobseekers, the community and all stakeholders can understand that connection of all partner resources to the Local Board and the HempsteadWorks System b) Cross-training and cross-informing system staff and other stakeholders to prepare them to employ a holistic approach to economic development and workforce issues c) Disseminating information on the web and in collateral material to describe the impact of programs and services on larger system wide issues d) Inclusion of partner organizations at all levels of operations and in strategic planning initiatives to ensure the full application of resources

Describe how your local area’s service delivery to businesses has been aligned to respond to local market demand and the goals set forth from your strategic planning efforts.

Service delivery to businesses has been aligned to respond to local market demand and the goals set forth from our strategic planning efforts through the activities of the Workforce New York Long Island Business Services Team. Our local NYSDOL R&S Labor Market Analyst provides consultation to the Team to ensure alignment with labor market demand data. The Local Board ensures that the activities of the Team coincide with the goals established through its strategic planning efforts.

 Describe how you assure that the delivery of core, intensive, and training services is aligned around identified workforce issues and stated goals.

Delivery of core, intensive, and training services is aligned around identified workforce issues and stated goals through the oversight of the One-Stop Partner Team and the Local Board. In addition, the Local Board and its staff ensure that coordination exists between Business Services Team and the One-Stop Partners Team. This coordination aligns programmatic and One-Stop activities with strategic planning goals.

 How are these services integrated in the overall workforce plan?

The integration of these services into the overall workforce plan is accomplished through the efforts of the Local Board to:

a) Establishment a vision and mission that connects services to strategic planning goals b) Coordination of the activities of the subcommittees c) Oversight of the One-Stop Operator d) One-Stop System staff capacity-building e) Leveraging funding and resources in an integrated manner

3. Measuring Achievement

More than ever before the ability to sustain and grow a local workforce system depends upon how effectively the local area can demonstrate in measurable terms that the system is achieving its goals. In addition to meeting the mandatory negotiated WIA performance levels, Local Boards must be able to show to their constituents, customers, stakeholders, private and public sector partners that resources are being used effectively and invested for greater workforce and economic gains in the community.

Describe how the Local Board is implementing performance measures that relate to the goals established around the key workforce issues identified in its strategic plan. Within your response, address the following points:

 What data was considered and what entities were involved in helping develop the measures?

The data considered includes the performance measures of the system partner programs, the system indicators established by the New York State Workforce Investment Board (SWIB) and a Return-On-Investment formula developed by the Local Board, utilizing HWQAP. The entities that developed these measures in collaboration with the Local Board were the One-Stop partners, the Regional NYSDOL R&S Labor Market Analyst and local business partners.

 Identify the measures and the desired outcomes.

The following measures and desired outcomes have been established for the HempsteadWorks System:

Section I: Quality Standards

Table 1: Customer Satisfaction

Customer Satisfaction Indicator Goal Career Center Initial Visit (Jobseeker) 90% System Wide (Job Seeker) 90% Workshops (Jobseeker) 90% Exiter (Jobseeker) 90% Employer 80%

Table 2: Shared System Services Entered Employment Rate

Shared System Services Entered Employment Rate Measure Goal Number of Shared System Services Customers who Entered 30.0% Employment in a Program Year Divided by the Total Number of Shared System Customers Served in a Program Year

Table 3: Return-On-Investment (ROI) Rate (based upon WIB ROI Method)

ROI Measure Goal (Ratio of Dollars Returned Versus Dollars Invested) Shared System $2.20 Services

Table 4: Budget Efficiency Rates

Budget Item Maximum Obligation % Per Program Year Shared System 100.0% Services

Section II: Organization Results

Table 5: Total Number of People Served System Wide

Total Number of People Served System Wide Goal Program Year 2005 7,000 Program Year 2006 7,350 Program Year 2007 7,720

Table 6: Building Customer Relationships (Jobseekers)

Customer Relationships Goal Indicator Relative importance career 90% center services 10% Customer Retention* 10% Positive referral rate **

*Percentage increase of customers from the previous year *Percentage of customers served by two or more partners

Table 7: Market Penetration Rate (Individual Customers)

Individual Customer Market Penetration Rate Measure Individual Customers Served Divided by the Local Civilian Labor 1.8% Force

Table 8: Building Customer Relationships (Businesses)

G o Customer Relationships Indicator al Number of job orders listed through America’s Job 5,000 Bank (AJB) and the One-Stop Operating System (OSOS) Number of job openings listed through AJB and 7,500 OSOS Determined annually, based upon costs reconciled in the Total System Investment Memorandum of (System Cost Divided by the Total Number of Understanding Resource Business Customers) Sharing Agreement

Table 9: Market Penetration Rate (Businesses)

Market Penetration Rate 30% (Business Customers Served Divided by the Total Number of Businesses)

 If measures have not been developed, what process will you utilize to develop them? What is the Board’s timeline for development?

The measures have been developed.

 How will the Local Board benchmark progress toward desired outcomes or definitions of success for these measures?

The Local Board will utilize HWQAP to benchmark progress toward desired outcomes or definitions of success for these measures. Based upon HWQAP reports, the Local Board will analyze the progress made and hold the One-Stop Operator accountable for the results.

 How are these outcomes identified, communicated and utilized to gain additional support or realign services for continuous improvement?

These outcomes identified, communicated and utilized to gain additional support or realign services for continuous improvement through public meetings of the Local Board and its subcommittees, widely disseminated reports, such as our “Return-On-Investment Report,” “Annual Report,” “State of the Workforce Report,” etc., and through correspondence.

III. Integration of WIA Compliance with Strategic Planning

The Workforce Investment Act requires that Local Boards establish and approve policies that are in accordance with the Act and its regulations that guarantee a consistent local area approach to One Stop system operations and provide a framework for the delivery of services. In this section of the plan, the current published policies and working definitions remain in effect and are the basis upon which the next three years policies will evolve.

Subsection 1 contains those agreements and policies that are the foundations for administering and evolving the local workforce system.

Subsection 2 requests the policies that are and will be essential to the delivery of services and the operation of the local system.

In accordance with the Workforce Investment Act, the Local Board is required to conduct business in an open manner and make information regarding the One Stop system available to the public. Within your discussion of the Local Board’s efforts to openly conduct business, address the following points:

 What is the central location where all local policies and working definitions are published?

The central location where all local policies and working definitions are published is the HempsteadWorks System web site at www.hempsteadworks.com.

 How does the Board assure that local policies and working definitions, including updates and changes, are readily accessible to One Stop staff, the general public and the State?

The Board assures that local policies and working definitions, including updates and changes, are readily accessible to One Stop staff, the general public and the State through the following actions:

a) Publication on the HempsteadWorks web site b) Distribution in hard copy at public meetings c) Correspondence d) Public notices published in “Newsday,” when appropriate.

 Is there a Local Board website? If yes, please provide the website address.

The Local Board web site is www.hempsteadworks.com.

 Does the Local Board make information such as Board membership, meetings, policies, definitions, and other workforce information available on the website?

The Local Board does make information such as Board membership, meetings, policies, definitions, and other workforce information available on the web site.

 How is the website maintained to assure up-to-date information is available?

The web site is maintained by Local Board staff, with links to sites maintained by the System partners.

 By what means does the Board assure that the accessible copies are current?

The Board assures that the accessible copies are current through quality checks conducted by Local Board staff on an on-going basis.

 Where can hard copies of this information be obtained by the general public?

Most of the information posted on the web site can be downloaded and printed out as a hard copy. Additional information can be obtained by writing to the address below:

Town of Hempstead Department of Occupational Resources Hempstead Executive Plaza 50 Clinton Street, Suite 400 Hempstead, New York 11550 Attn: WIB Staff

Subsection 1

The responses to this subsection include both narrative responses and the completion of attachments/forms that are located in Section IV, Required Certifications and Documents.

1. Local Plan Submission

The Local Board is responsible for developing the three-year plan in partnership with the Chief Elected official. To properly submit the area’s Local Plan:

a. Complete the Attachment C, Signature of Local Board Chair.

b. Complete the Attachment D, Signature of Chief Elected Official, for each unit of local government.

2. Governance and Board Composition

When a Local Area includes more than one unit of government, the Chief Elected Officials of the individual governmental units must execute an agreement that describes their roles and responsibilities in administering the Act, conducting fiscal and program oversight, and assuring that performance standards are met. All local areas must provide the following:

a. Complete Attachment E, Units of Local Government, located in Section IV naming the individual governmental unit(s) and identifying the grant recipient.

b. Attach a copy of the agreement that defines the roles and responsibilities of each of the Chief Elected Officials in a multi-jurisdictional area and describes their interaction in the administration of the Workforce Investment Act (if applicable).

See attached.

c. Attach a copy of the Local Board By-laws.

See copy of Local Board By-Laws attached.

d. Additionally, please address the following points:

 How often are the by-laws reviewed?

At a minimum, the by-laws will be reviewed on an annual basis.

 When necessary, what is the process for amending the by-laws?

The process for amending the by-laws is as follows:

Amendments or revisions to the “Town of Hempstead WIB Bylaws” may be required to maintain the smooth operation of the WIB, or may arise due to changes in federally mandated requirements. In either case, all proposed amendments to the BYLAWS shall be developed in writing by the Executive Committee. After transcription of the meeting minutes citing the proposed BYLAWS changes, the approval of the amendments shall be accomplished by a majority vote of the members present and voting at the next scheduled meeting of the WIB. The Executive Committee will mail the proposed revised BYLAWS to the full Board for their review and comments. Each Board member will be afforded a period of fifteen (15) days from the date that the proposed revisions are mailed to submit comments. Any comments are to be submitted to the following address:

Town of Hempstead Department of Occupational Resources 50 Clinton Street, Suite 400 Hempstead, New York 11550 Att: WIB Staff

Any comments received shall be presented to the Executive Committee. The Executive Committee will present the revised BYLAWS at a meeting of the full board.”

 Is the Board incorporated?

The Local Board is not incorporated.

 Describe the subcommittee structure for the board and identify the role and responsibilities assigned to each subcommittee. (You will be asked to identify the subcommittee responsible for each activity addressed in Subsection 2.)

The matrix below describes the Local Board Subcommittee structure and responsibilities.

# Subcommittee Roles and Responsibilities 1. Executive Committee a. Recommend Local Board meeting agenda items b. Recommend Local Board goals and policies c. Record meeting minutes d. Develop policies related to monitoring e. Review monitoring reports that require corrective action f. Review performance reports g. Review fiscal management reports h. Review by-laws and propose changes as appropriate i. Review complaints and grievances j. Oversee continuous improvement activities in response to complaints and grievances 2. Youth Council a. Develop the portions of the Local Plan relating to eligible youth b. Recommend eligible providers of youth activities, to be awarded grants or contracts on a competitive basis by the Local Board c. Conduct oversight with respect to the eligible providers of youth activities d. Coordinate WIA youth activities in the local area e. Develop and recommend local youth employment and training policy and practice f. Broaden the youth employment and training focus in the community to incorporate a youth development perspective g. Establish linkages with other organizations in the area serving youth 3. One-Stop Partner Team a. Negotiate cost sharing agreements b. Design One-Stop System operations c. Develop policies regarding priority of service d. Develop policies regarding self-sufficiency e. Develop policies regarding supportive services f. Coordinate and integrate One-Stop services g. Develop policies regarding special populations h. Develop policies for Trade Act services i. Develop policies related to WIA Title I B and Title III Performance and System Indicators

4. Workforce New York Long a. Conduct regional strategic planning Island Business Services Team activities related to economic development,

workforce development, mapping career ladders, utilizing labor market information, identifying business needs, assessing skills shortages, developing training programs, developing grants applications, coordinating and leveraging resources, etc. b. Plan, develop and coordinate regional business services activities, including, marketing, job development, employee recruitment, job fairs, etc. c. Conduct regional staff capacity building d. Develop strategic and business services plans, projects and policies for approval by the Local Board e. Coordinate rapid response activities 5. Training Committee a. Develop Request For Proposals (RFPs) for training services b. Review proposals submitted in response to RFPs c. Make recommendations to the Local Board concerning selection of training proposals and subsequent eligibility d. Determine, evaluate and update policies related to Demand Occupations, Eligible Training Providers (initial and subsequent eligibility) and Individual Training Accounts e. Develop policies for On-The-Job Training (OJT), Customized Training and Skills Upgrading 6. Whatever It Takes (WIT) a. Conduct strategic planning related to the WIT Strategic Planning Team Customized Employment Grant (CEG) and the Disability Program Navigator (DPN) Grant projects. b. Develop draft CEG and DPN policies for Local Board approval 7. Workforce Workgroup Conduct strategic planning assignments, related to the state of the workforce, on behalf of the Workforce New York Long Island Business Services Team 8. Continuous Improvement a. Develop Continuous Improvement Award Award Workgroup criteria and selection process b. Select award recipients

 What is the plan in place for board member recruitment to reflect current and emerging trends and how is that plan being communicated to local elected officials?

The process of recruiting board members is integrated into our business services system. The HempsteadWorks business services marketing portfolio includes an application which businesses can complete to enter a pool of prospective members. This application is also posted at www.hempsteadworks.com. Additional recruitment is conducted through presentations at community events, through networking with our system partners and through our association with other boards and associations. This recruitment plan is being communicated to local elected officials through statements about the Local Board contained in our published reports, public meetings and formal correspondence.

 What is the process for providing staff to the Local Board?

The Supervisor of the Town of Hempstead has charged the Commissioner of the Department of Occupational Resources (DOOR) with the responsibility of providing staff to the Local Board. The Commissioner assigns DOOR employees to serve as Local Board staff and ensures that these individuals are not providing core, intensive or training services on the operations side of the system firewall.

 Describe the Local Board’s plan for Board staff retention and development efforts.

The Local Board’s plan for Board staff retention and development efforts include the following:

a) Civil service salary, fringe benefits and promotional opportunities b) On-going training and capacity-building opportunities c) Cross-training of staff d) Continuity planning to prepare for retirements, transfers, promotions, etc.

3. Fiscal Agent and Grant Subrecipient

The Local Plan must identify the fiscal agent or entity responsible for the disbursal of grant funds.

Complete Attachment F, Fiscal Agent/Grant Subrecipient, located in Section IV, Required Certifications and Documents, identifying the local Fiscal Agent and the local Grant Subrecipient (if any) who assist in the administration of grant funds.

Also note Attachment D, Signature of Chief Elected Official, requires an attestation that the grant recipient possesses the capacity to fulfill all responsibilities regarding liabilities for funds received, as stipulated in §667.705 of the rules and regulations.

See attached.

4. Direct Services & Infrastructure Plan

Complete the following tables displaying how core and intensive services will be delivered and funded by the partners within the One Stop centers and affiliate sites identified in the “Profile”. These tables should aggregate WIA Title1-B and Wagner-Peyser staffing and infrastructure costs, at a minimum.

Infrastructure Costs in Dollars (Current)

One Stop Center and Affiliate Sites (Identify by Location) Rent Utilities Maintenance Technology Marketing Other Total HempsteadWorks Career 637,151 60,100 26,205 235,635 34,613 698,174 1,691,878 Center

Total Infrastructure Cost and Staff Levels in FTEs (Current)

One Stop Center Dedicated to Core Services Dedicated to Intensive Services and Affiliate Sites Wagner- WIA Wagner- WIA (Identify by Total Peyser Title 1-B Peyser Title 1-B Location) Cost Staff Staff Other Staff Staff Other HempsteadWorks 3,308,117 2.0 11.5 6.1 11.5 Career Center

Infrastructure Costs In Dollars (Planned over next three years)

One Stop Center and Affiliate Sites (Identify by Rent Utilities Maint. Tech. Marketing Other Total Location) HempsteadWorks Career 670,982 69,918 24,893 256,668 27,200 508,120 1,557,781 Center PY’2005 HempsteadWorks Career 670,982 68,918 24,893 256,668 27,200 508,120 1,557,781 Center PY’2006 HempsteadWorks Career 670,982 68,918 24,893 256,668 27,200 508,120 1,557,781 Center PY’2007

Total Infrastructure Cost & Staffing Levels in FTEs (Planned Over Next Three Years)

One Stop Center Dedicated to Core Services Dedicated to Intensive Services and Affiliate Sites Wagner- WIA Wagner- WIA (Identify by Total Peyser Title 1-B Peyser Title 1-B Location) Cost Staff Staff Other Staff Staff Other HempsteadWorks 3,308,117 2.0 11.5 6.1 0 11.5 0 Career Center PY’2005 HempsteadWorks 3,387,458 2.0 11.5 6.1 0 11.5 0 Career Center PY’2006 HempsteadWorks 3,469,136 2.0 11.5 6.1 0 11.5 0 Career Center PY’2007

Management & Administrative Staffing Across All One Stop Centers and Affiliate Sites

Total FTEs Planned Wagner-Peyser Management 1.0 Staff For Delivery of Core and Intensive Services

Total WIA Title 1 Management 2.0 & Administrative Staff

Total for the LWIA 3.0

 Discuss how the Board or one of its subcommittees anticipates further coordination of services and elimination of duplication in service delivery to maximize resources available to support training and other business services. The Local Board anticipates further coordination of services and elimination of duplication in service delivery to maximize resources available to support training and other business services through the activities of the Workforce New York Long Island Business Services Team. The Team has established the vision statement below.

“Our strategic, public-private partnership will continually improve the quality of the Long Island workforce, business climate and economy. Through regional coordination, we will:

 Create an enhanced business perception of the publicly funded workforce investment system

 Provide multiple access points where businesses can obtain coordinated assistance in recruiting, training and developing workers

 Maintain a customer-friendly process for leveraging available resources from a variety of funding streams in response to business, employment, community and economic development needs.”

To realize this vision, the Team is working to achieve the following statement mission statement indicated below.

“It is our mission to:

 Develop a strategic, on-going approach to the delivery of business services that combines resources, is non-duplicative and remains flexible in its ability to respond to the needs of the business customer

 Plan, create and implement business services initiatives that help businesses to hire, train, educate, upgrade and retain skilled workers

 Collaborate to identify and access sources of grant funds that will assist businesses to develop our local workforce and strengthen our economy

 Project, assess, analyze, and rapidly respond to changing needs of businesses, with input from the business customer, to ensure maximization of all available resources of the workforce investment system

 Measure, evaluate and continually improve our services and products for businesses, using customer feedback and other standardized performance data.”

 WIA Regulation Section 652.202 requires all Wagner-Peyser services to be delivered through the One Stop delivery system, through One Stop centers or affiliate sites. If Wagner-Peyser services are currently delivered outside either of these means in the LWIA, the Board must identify strategies which will bring the LWIA into compliance with the regulations.

All Wagner-Peyser services in our local area are delivered through the One Stop delivery system and through the HempsteadWorks Career center.

Subsection 2

Based on the maturity of each local system and the key workforce issues and goals identified through the strategic planning process, address the following points within your response:

1. Selecting and Certifying Operators

The Local Board is responsible for selecting and certifying the One Stop Operator with the agreement of the chief elected official [§662.410]. In addition, it is the Board’s responsibility to hold Operators accountable for specific goals and evaluate performance against those goals throughout the period of certification or recertification. All LWIAs must submit their recertification application no later than June 30, 2005 or the local plan will be deemed incomplete. The One Stop Operator recertification process is a required part of the local plan. However, local plan approval is not contingent upon approval of the One Stop Operator recertification application. The local plan will need to be modified if the recertification application is not approved prior to local plan approval.

Complete Attachment G, One Stop Operator Information, in Section IV, Required Certifications and Documents. Also attach a copy of the local area’s One Stop Operator Agreement.

See One-Stop Operator Agreement attached.

2. Contracting for Service Providers

The Workforce Investment Act permits WIA Title I services to be provided through contracts with service providers and may include contracts with public, private for-profit and nonprofit service providers as approved by the Local Board. For those local areas that contract for services:

 How does the Local Board determine which WIA Title I services, if any, should be contracted out?

The Local Board determines which WIA Title I services, if any, should be contracted out, based upon the nature of the services, who is best qualified to deliver the services at the most reasonable cost, the logistics involved in utilizing particular providers, prior performance of the provider, qualifications of staff, etc.

 Explain how your decision leverages funding and services already provided by One Stop system partner staff (e.g., Wagner-Peyser funded staff) to maximize available resources without duplication of services.

Our decision leverages funding and services already provided by One Stop system partner staff to maximize available resources, without duplication of services, by mapping resources and processes available through the system partners. The Local Board decides to contract for augmenting services based upon service gaps that cannot be addressed through current resources. The Local Board monitors service providers to ensure that duplication does not occur.

 Provide the process by which the Board awards contracts to entities other than the One Stop Operator for the provision of One Stop services.

The Board awards contracts with entities other than the One Stop Operator for the provision of One Stop services through a procurement process that includes a Request For Proposals (RFA) for One-Stop Services. The RFP solicits proposals to provide staff who will work as career counselors responsible for case management of the WIA Title I-B Program participants.

 Identify any subcommittee responsible for this function.

The subcommittee responsible for this function is the Training Committee.

 How often is the need for contracting services reviewed?

The need for contracting services will be reviewed on an annual basis.

 For which services do you currently contract?

Currently, we contract for career counseling/case management services.

 Based on current and future key workforce issues and goals, what changes does the Board anticipate with regard to the number and type of services for which it will be contracting?

Based on current and future key workforce issues and goals, the Board anticipates reducing the number and types of services which it will be contracting. In view of budgetary constraints and an increased emphasis on performance and accountability, the Local Board will reserve funding for those service providers who have achieved the highest quality results at the most reasonable costs.

3. Priority of Service

The Local Plan must describe the criteria used to determine whether funds allocated for employment and training activities are limited, and the process by which any priority of service will be applied [§663.600 - §663.640].

 Identify any subcommittee of the local board that is responsible for policies related to priority of service.

The subcommittee of the local board that is responsible for policies related to priority of service is the One-Stop Partner Team.

 What is the Board’s policy for determining priority of service and its relationship to residency requirements?

The current local process for priority of services is to prioritize services for residents of the Town of Hempstead/City of Long Beach, who are either public assistance recipients, veterans, economically disadvantaged individuals or dislocated workers. A portion of any available training funds will be reserved to fund customized training programs for

4/3/2018 13 Workforce Investment Board: Town of Hempstead/City of Long Beach incumbent workers. Residents of the Town of Hempstead/City of Long Beach will receive priority consideration for enrollment into training funded through Individual Training Accounts (ITAs).

 How often is the policy revisited?

This policy will be revisited on an annual basis.

 How will the priority of service plan align with planned operating policies and procedures?

The priority of service plan will be aligned with planned operating policies and procedures through comprehensive training of One-Stop partner staff and clear communication of policies. Communication of policies will occur through Information Exchange (orientation sessions), career counseling interviews, web site and collateral material, etc. HempsteadWorks will also coordinate closely with neighboring local workforce investment areas to ensure continuity and non-duplication of processes and services.

4. Self-Sufficiency

Local Boards must set criteria for determining whether employment leads to self-sufficiency [§663.230].

 Identify any subcommittee of the local board that is responsible for policies related to self- sufficiency.

The One-Stop Partner Team is the subcommittee of the local board that is responsible for policies related to self-sufficiency.

 Provide the current definition of self-sufficiency as established by the Local Board.

The term "self-sufficiency," as established by the Local Board, means that an individual is employed on an unsubsidized basis and has a family income for the last six months at or above 201% of the Poverty Level for a family of one and/or of the Lower Living Standard for a family of two or greater, as defined by the United States Department of Health and Human Services. If an individual is a dislocated worker, then "self- sufficiency" means that such an individual is employed at a wage that amounts to 60% or more of his/her pre-layoff wage. Wages will be measured in terms of weekly earnings. The term “self-sufficient wage” for employed workers who participate in On-The-Job Training and Customized Training, means that the worker is paid a wage of $40.01 per hour or more.

The term "requires assistance to complete an educational program" means that a WIA participant is either a dropout or at risk of dropping out of high school, an alternative school, an alternative program, or a post secondary program. The term "requires assistance to secure and hold employment" means that a WIA participant is unable to secure permanent unsubsidized employment that offers a reasonable expectation for long-term employment and career growth after participating in good faith in at least one core and/or intensive service activity.

 Describe how the local definition of self-sufficiency will align with the strategic objectives set forth in the strategic planning portion of this plan.

The local definition of self-sufficiency will align with the strategic objectives set forth in the strategic planning portion of this plan by making workforce preparation and development services accessible to a broad constituency of citizens and businesses. Our local definition of self-sufficiency focuses resources on those who are most in need. The economic and wage recovery parameters we have established account for local cost of living expenses faced by lower income individuals, while at the same time targeting an economic strata of individuals for which resources will be available. This definition, along with the definition we have established for the term "requires assistance to complete an educational program," as well as the term "requires assistance to secure and hold employment," will ensure that a meaningful effort is made to include the underutilized segment of the workforce, increase participation by key demographic groups, close skills gaps and worker shortages. Our self-sufficient wage for incumbent workers is aligned with our local cost of living. It will allow us the flexibility to include a substantial number of workers in training that will advance them along career ladders in accordance with our strategic goals.

5. Supportive Services and Needs-Related Payments

Local Boards, in consultation with One Stop partners and other community service providers, must develop a policy on supportive services that ensures resource and service coordination in the local area. The policy should address procedures for referrals to such services, including how such services will be funded when they are not otherwise available from other sources. Local Boards may establish limits on the provision of supportive services or provide the One Stop Operator with the authority to establish such limits. Consistent with other regulations, the Local Board must establish the level of needs-related payments for adults [§663.800].

 Identify any subcommittee of the local board that is responsible for policies related to supportive services and needs-related payments.

The One-Stop Partner Team is the subcommittee of the local board that is responsible for policies related to supportive services and needs-related payments.

 Describe the process for the periodic review and update of supportive service policies.

Supportive services and needs-related payments policies will be reviewed by the One- Stop Partner Team to respond to changes in funding, availability of resources or service design. Based upon the deliberations of the One-Stop Partner Team, a representative of the Team will be designated to present recommendations pertaining to the policies to the Local Board at a full membership meeting. The full membership will consider the recommendations of the Team and then respond, accordingly.

 How often is this review done and who conducts the review?

The review will be conducted, at a minimum, on an annual basis. It will be initially conducted by the One-Stop Partner Team, in consultation with staff to the Local Board, and then by the full membership, as described above.

 If a multi-county area, how will supportive service policies coordinated among the counties?

Not applicable.

 Does the local area make needs-related payments and if so, how and how often is the policy or payment level reviewed?

Our local area does make needs-related payments. The policy and payment level is reviewed annually.

6. Grievances and Complaints

The Local Board must establish and maintain a procedure for grievances and complaints which provides a process for handling complaints, an opportunity for informal resolution or a hearing, a process that allows a labor standards grievance to be submitted for binding arbitration, and an opportunity for local level appeal to the state [§667.600]. Such procedure must be in compliance with applicable federal and state statutes and regulations available at http://www.dol.gov/oasam/programs/crc/crcwelcome.htm and Workforce Development System Technical Advisories #02-6, #02-7 and #02-10. Section D, Nondiscrimination and Equal Opportunity Assurance, in Attachment H, Federal and State Certifications, requires the local signatories to attest to compliance with these provisions.

 Identify any subcommittee of the local board that is responsible for policies related to grievances and complaints.

The Executive Committee of the Local Board is responsible for policies related to grievances and complaints.

 What is the Board’s process for collecting, analyzing and utilizing grievance and complaint information?

The Board’s process for collecting, analyzing and utilizing grievance and complaint information is a feature that has been programmed into the HempsteadWorks Quality Assurance Program (HWQAP) to capture and report data related to grievances and complaints. Reports generated by HWQAP are reviewed by the Local Board for compliance and continuous improvement actions.

 How often is the information analyzed and who is responsible for the analysis? Identify any subcommittee responsible for this function.

Grievance and complaint information will be captured and available for analysis on a daily basis through HWQAP. This information will be analyzed by the Executive Committee at a minimum of three times per year; however, it will be analyzed and acted upon within ten (10) business days of the filing of any formal grievance.

 Has the analysis of the data regarding complaints resulted in policy changes in the local area?

Because the Local Board utilizes HWQAP as a quality management tool, any complaint is utilized as an opportunity for continuous improvement in policies affecting operations and customer service. The analysis of the data regarding complaints, along with survey data and other feedback, affects policy changes in the local area through discussion of this data at Local Board, subcommittee and One-Stop Operator meetings. The Local Board adjusts its policies, based upon customer feedback and then tracks the effect of the policy changes through subsequent data captured and analyzed through HWQAP. The United States Department of Labor “Simply Better Customer Window Survey” is utilized within this system.

 How were those changes communicated to the public, the staff and the State?

Local Board policy changes that are made in response to customer feedback are recorded in HWQAP and discussed at public meetings, with our NYSDOL Workforce Development Specialist, state partners and through correspondence.

It has been the State’s experience that complaints may include information that is not grievable but rather is related to the business practices of the One Stop centers such as staff capacity, quality of information exchanges, process flow (e.g., provision of outdated grievance contact information, packets of information duplicated so often as to be unreadable, staff providing limited explanations of policies and procedures or not providing copies of Individual Employment Plans).

 By what means is information regarding non-grievable complaints shared with the One Stop Operator?

The Operator has been trained to provide customers with a process for registering and following up on non-grievable complaints. One-Stop Center and System Complaint Officers have been assigned to facilitate this process.

 How is this information used to support the continuous improvement of the One Stop system of service delivery?

Non-grievable complaints are documented and reported by HWQAP. The Local Board ensures that complaints are utilized as continuous improvement activities through meetings and capacity-building sessions conducted with the One-Stop Operator.

7. Youth Services

Service Levels

For the past four Program Years, record the number of older youth and younger youth served by your LWIA and the planned service levels for PY 05.

PY 05 PY 01 PY 02 PY 03 PY 04 Planned Older Youth 34 34 40 181 104 Younger Youth 230 222 186 158 175

Note: The total number of youth served is found in the WIA Annual Reports.

WIA PY04 data may be found through the most recent WIA Quarterly Report.

Performance

Based on the exit data of the last four years, provide a summary of the local area’s performance with respect to the required WIA measures. For each program year, indicate Pass/Fail performance using “P” or “F” as indicators.

PY 2001 PY 2002 PY 2003 l l l i i i a a a F F F / / / s s s s s s a a a P P P e e e Performance d d d f f f r r r m m m o o o a a a

Measure Funding o o o d d d c c c % % % n n n t t t 0 0 0 a a a u u u t t t 8 8 8 S O S O S O d d d r r r a a a d d d n n n a a a t t t S S S Entered Employment Older Youth 56 50 P 58 75 P 62 62.5 P Rate

Older Youth 72 71.4 P 71 50 F 73 63.6 P Retention Rate Younger Youth 41 37.5 P 42 81.8 P 47 51.7 P

Earnings Older Youth 1899 5330 P 1862 3520 P 2850 4216 P Change

Credential Attainment Older Youth 27 46.2 P 29 60 P 42 60.9 P Rate

Diploma/GED Younger Youth 37 92.5 P 42 42.9 P 45 88.3 P Rate

Skill Attainment Younger Youth 62 50 P 64 90.4 P 73 100 P Rate

Based on your performance answer the following:

 If the LWIA has failed any of the performance measures in the past, what actions has the Board taken with its youth providers to identify service delivery weaknesses?

In cases where our LWIA has failed performance measures, our service providers have been required to submit corrective action plans in response to service delivery weaknesses identified by the Local Board. Providers have also been afforded capacity- building to enhance their ability to achieve goals. In addition, our Youth Assessment and Individual Service Strategy (ISS) forms have been redesigned to align service delivery with performance measures.

 What changes have been made to policy, service delivery, providers, engagement of partners, memberships on board and councils, etc., to provide for improved program performance?

A major reason for failure of youth performance measures in our LWIA has been the low amount of youth exiters in our performance cohorts. This has occurred due to under enrollment of older youth and out-of-school youth. We have attempted to address performance failures by increasing enrollments and by maintaining high quality case management services at a System level. To this end, the Youth Council is developing new organizational partnerships and intensify those that are already in place. New partnerships have been developed with Alutiiq Professional Services, LLC., which contracts with the United States Department of Labor to conduct outreach and admissions for the Job Corps program, The Paxen Group, Inc., which operates the About Face Program through contract with NYSDOL. The Youth Council is also working with VESID, Abilities, Inc. and the Long Island Works Coalition, Inc. to reach greater numbers of out-of-school youth. Additionally, a new brochure has been created to be used in conjunction with an intensified outreach campaign. HempsteadWorks has joined a partnership with the Nassau County District Attorney’s Office called Rising Star that works to provide alternatives to gang activity. Another partner we have engaged is the Whatever It Takes (WIT) program, which aims to increase employment, choice and wages for people with disabilities, including young people.

 How have those changes been incorporated or aligned with key workforce challenges and planning strategies?

Our partnerships are being expanded and intensified to ensure that our LWIA employs a systemic approach to key workforce challenges, such as changing demographics among emerging workers, low population rates, reduced graduation rates and resulting skills and worker shortages. With better teamwork among organizational partners, a service continuum is being designed to close case management gaps, while leveraging funding more efficiently.

 What strategies are being devised to exceed standards, improve services and increase market penetration?

In order to exceed standards, improve services and increase market penetration, the following strategies are being employed:

a) The Youth Council is expanding and intensifying organizational partnerships to solidify the service continuum, leverage resources more effectively, train staff and co-enroll youth participants b) The partners are conducting joint planning to align services in accordance with individual and system wide performance standards c) Partners are cross-marketing system services to their constituencies to expand opportunities for greater participation among respective partners d) Marketing material has been created to increase market penetration e) Program staff are being trained to consider pre-program wages and post program potential earnings when making enrollment decisions f) Program staff are being trained to consider performance implications as they make decisions regarding when to exit enrollees g) Specific staff are being assigned to conduct follow-up and case management for particular performance measure cohorts

Framework and Program Elements

The Workforce Investment Act requires that the Local Plan define the design framework for youth programs in the local area and define how the ten program elements are provided within that framework. With regard to the design framework and program elements, the following questions should be addressed:

 Describe the Board’s process and frequency for reviewing the design framework and how it evaluates whether the framework is equipped to successfully support emerging trends, current and future workforce goals and workforce strategies as they relate to youth.

The Local Board reviews the design framework annually. It evaluates whether the framework is equipped to successfully support emerging trends, current and future workforce goals and workforce strategies as they relate to youth based upon information gathered from Board subcommittees and synthesized by the Youth Council. The Local Board makes recommendations to the youth program operator based by its evaluation of the framework and its effectiveness in addressing the ten program elements.

 If a multi-county area, describe how youth program design is coordinated among the counties.

Not applicable.  Describe the type and availability of youth activities in the local area and identify any challenges for serving greater numbers of youth most-in-need, including out-of-school youth.

The type and availability of available youth activities in the local area are included in the matrix below:

TYPE OF SERVICE AVAILABILITY (SEE ABBREVIATION KEY) Assessment DOOR, JOB CORPS Development of Individual Service DOOR, JOB CORPS Strategy (ISS) Study Skills Programs NCC, WIA TITLE II NETWORK Alternative Schools DOOR Summer Employment Linked to Academic and CLB, DOOR, WIA TITLE II NETWORK Occupational Learning Work Experience CLB, DOOR Internships DOOR Job Shadowing Programs DOOR, TITLE II NETWORK Occupational Skill Training DOOR, JOB CORPS NCC, VESID, WIA TITLE II NETWORK Leadership Development Activities, including: (1) Community Service; DOOR (2) Peer Centered Activities. DOOR

Supportive Services DOOR, JOB CORPS Adult Mentoring Programs (not less than 6 DOOR, WIA TITLE II NETWORK months) Follow-up Services (not less than 6 months); DOOR, JOB CORPS

Guidance and Counseling; CLB, DOOR, EOC, JOB CORPS, NCC, VESID, WIA TITLE II NETWORK Drug and Alcohol Abuse Counseling; CLB, EOC, JOB CORPS, NCC, VESID Referral to Drug and Alcohol Counseling. CLB, DOOR, EOC, JOB CORPS, NCC, VESID, TITLE II NETWORK

YOUTH SERVICE PROVIDER ABBREVIATION KEY

CLB = City of Long Beach Office of Youth and Family Services DBM = Drake Beam Morin DOOR = Town of Hempstead Department of Occupational Resources EOC of NC = Economic Opportunity Commission of Nassau County GWI = Goodwill Industries of Greater New York/New Jersey LEA Network = Local Educational Agency Network NCC = Nassau Community College NCDSCA = Nassau County Department of Senior Citizens Affairs NCDSS = Nassau County Department of Social Services NCOA = National Council On The Aging, Inc. NYSDOL = New York State Department of Labor, Division of Employment Services WIA TITLE II Network = Workforce Investment Act Title II, Adult Education and Family Literacy Act Consortium TOH Housing Authority = Town of Hempstead Housing Authority VESID = New York State Education Department Vocational and Educational Services for Individuals with Disabilities

We have experienced our greatest challenges in serving greater numbers of out-of- school youth most-in-need:

a) Many of these individuals feel alienated by school and are therefore reluctant to participate in workforce preparation activities that include education components b) Family and social problems often interfere with services c) Some youth do not respond to traditional recruitment and service methods because of cultural and peer influences, such as gang activity d) Transportation is a challenge for those individuals who have not had luxury of learning to drive or having access to an automobile e) Many of the youth who are most-in-need are transient, often changing addresses without leaving a forwarding address, telephone number, or other method of contact.

 What efforts, if any, are being made to connect both WIA and non-WIA youth to the One Stop system?

The following efforts are being made to connect both WIA and non-WIA youth to the One Stop system:

a) HempsteadWorks is a visible and positive force in the community that is represented on a variety of boards, initiatives and public events b) The Youth Council coordinates the activities of a variety of organizations that serve young people

c) HempsteadWorks participates in partner meetings, job and internship fairs, open houses, recruitment campaigns, etc. d) One-Stop staff visit the Nassau County Youth Detention Facility on a regular basis to connect detainees to the system e) Enrollees of partner programs are co-enrolled in WIA f) Adult One-Stop customers are urged to refer youth who are in need of services g) School district superintendents, community-based organizations, rehabilitation programs, and other organizations are included in recruitment efforts h) Recruitment literature is posted on our web site and widely distributed throughout our area i) Mailings to resident households are conducted j) Print advertisements are placed in local newspapers

 How are youth being exposed to career awareness, work readiness and the One Stop system?

Youth are being exposed to career awareness, work readiness and the One Stop system through the following actions:

a) Information Exchange Meetings conducted at the HempsteadWorks Career Center include career information b) Career Zone is linked to our web site and available on kiosks in our Resource Room c) Preliminary assessment and resume development are offered to all older youth customers at the HempsteadWorks Career Center d) An objective assessment is conducted and an individual service strategy is developed for all WIA Title I-B participants e) HempsteadWorks facilitates employer presentations and on-site interviews f) HempsteadWorks participates in partner initiatives, such as internship fairs, job fairs, career days, etc. g) The Summer Component of our WIA Title I-B Youth program provides an Academic and Occupational Learning activity that includes career awareness and work readiness training h) The Youth Council develops partnerships with providers of work readiness training, such as the About Face Program i) Intergenerational mentoring and work readiness training is provided through a partnership of the Long Island Regional Education Network, Roosevelt and Hempstead School Districts, the Town of Hempstead Department of Occupational Resources, United Cerebral Palsy of Nassau County and Winthrop University Hospital

 Describe how the Youth Council will incorporate literacy and numeracy elements into the design framework in accordance with USDOL Common Measures Policy.

The Youth Council will incorporate literacy and numeracy elements into the design framework in accordance with USDOL Common Measures Policy by capturing pre and post reading and math levels by applying the Test of Adult Basic Education (TABE) for all youth participants, except for those for whom recent standardized tests or regents scores are available. Literacy and numeracy levels will be entered in our reporting system. Pre-program scores will be utilized to assess proficiency and as a basis for the

4/3/2018 23 Workforce Investment Board: Town of Hempstead/City of Long Beach development of each participant’s individual service strategy. Progress tests will scores will be captured every six months, in cases where participants are working to address literacy and numeracy skill deficiencies. Post test scores will be captured to measure success and determine follow-up actions.

 Describe how the Youth Council will incorporate certificates into the design framework in accordance with USDOL Common Measures Policy.

The Youth Council will incorporate certificates into the design framework in accordance with USDOL Common Measures Policy by designing each youth’s individual service strategy in a manner that will ensure that a certificate is obtained. The certificates to be obtained will be selected from list of certificates, credentials and diplomas developed by the Local Board.

Youth Council

WIA requires that a Youth Council be established as a subgroup of the Local Board [§661.335].

 Describe the current and future goals of the Youth Council as aligned with the overall strategic goals of the local area.

The current and future goals of the Youth Council, as aligned with the overall strategic goals of the local area, are to enhance opportunities for youth in the community to attain the skills, education and credentials needed to enter the workplace, retain employment and increase their earnings. The Youth Council will work to bring business and youth together.

 What outreach and connections to other youth services and providers will be collaboratively planned (i.e., Youth Bureaus, educational partners) to ensure the provision of integrated youth services?

The Youth Council will align youth initiatives with a variety of key strategic partners, including: Abilities, Inc., the Board of Cooperative Educational Services of Nassau County, the City of Long Beach Office of Youth and Family Services, Long Island Works Coalition, Inc., New York State Department of Labor Division of Employment Services, Rising Star, the Education and Assistance Corporation, Inc., the Economic Opportunity Commission of Nassau County and many more. These partners will jointly conduct initiatives with the Youth Council, such as career, internship and job fairs. The HempsteadWorks web site also includes links to a variety of youth service providers.

Selecting Youth Providers

The Local Board is responsible for selecting eligible youth service providers based on recommendations of the Youth Council, and maintaining a list of providers with performance and cost information [§661.305].

 Identify your youth providers, the services they provide and the steps that will be taken to leverage additional resources to deliver integrated youth services in a broader youth development context.

Our youth providers and the services they provide are identified in the matrix below:

Provider Service Baldwin School District Work Experience, Academic and Occupational Learning, Assessment, ISS, Case Management and Follow-Up City of Long Beach Office of Youth and Work Experience, Academic and Family Services Occupational Learning, Assessment, ISS, Case Management and Follow-Up East Meadow School District Work Experience, Academic and Occupational Learning, Assessment, ISS, Case Management and Follow-Up Five Towns Community Center Work Experience, Academic and Occupational Learning, Assessment, ISS, Case Management and Follow-Up Freeport School District Work Experience, Academic and Occupational Learning, Assessment, ISS, Case Management and Follow-Up Hempstead School District Work Experience, Academic and Occupational Learning, Assessment, ISS, Case Management and Follow-Up Levittown School District Work Experience, Academic and Occupational Learning, Assessment, ISS, Case Management and Follow-Up Malverne School District Work Experience, Academic and Occupational Learning, Assessment, ISS, Case Management and Follow-Up Oceanside School District Work Experience, Academic and Occupational Learning, Assessment, ISS, Case Management and Follow-Up Rockville Centre School District Work Experience, Academic and Occupational Learning, Assessment, ISS, Case Management and Follow-Up Roosevelt School District Work Experience, Academic and Occupational Learning, Assessment, ISS, Case Management and Follow-Up Sewanhaka School District Work Experience, Academic and Occupational Learning, Assessment, ISS, Case Management and Follow-Up Uniondale School District Work Experience, Academic and Occupational Learning, Assessment, ISS, Case Management and Follow-Up

In addition, the Town of Hempstead Department of Occupational Resources provides the following services: Registration, Assessment, ISS, Enrollment into Occupational Skills Training, Enrollment into Supportive Services, Follow-up Services, Guidance and Counseling, Referral to Drug and Alcohol Counseling, Case Management, Job Development and Placement, and Enrollment into Leadership Development Activities Development.

The following steps will be taken to leverage additional resources to deliver integrated youth services in a broader youth development context: a) The Youth Council will assist the Local Board to continue to maintain and develop the Hempstead/Long Beach Local “One-Stop System Resource Matrix,” which maps out the local resources available and is posted on the HemspteadWorks web site b) The Youth Council will attempt to broker the development of consortia to prepare for and respond to grant funding opportunities c) The Youth Council will convene meetings of partner organizations and service providers to identify areas of overlap and duplication in an effort to deploy resources more efficiently and in a larger context

 Has your partner or vendor mix also changed and if so, how and why?

Our partner or vendor mix has changed to the extent that we are no longer contracting with organizations that could not satisfactorily provide the services required.

 Describe how this mix provides integrated youth services from a youth development perspective.

This mix provides integrated youth services from a youth development perspective through strategic planning activities and by leveraging all available resources to the common goals established by the Youth Council. From this planning process, services are integrated and initiatives are coordinated to create an impact beyond the program level on our economy, educational system, and our quality of life.

 Describe your Youth RFP process including the frequency of release, review criteria and who reviews the proposals

The Local Board will release RFPs for Youth services on an annual basis. The procurement process related to the RFP will be conducted in accordance with our Procedure for selecting Service Providers, which conforms to the WIA Statute and Regulations, as well as governing United States Office of Management and Budget Circulars. The review criteria is the following:

a) Services to be performed b) Organizational background and qualifications c) Ability to meet performance goals d) Past performance e) Amount and reasonableness of costs f) Qualifications of staff

 For which services has the Board entered into a contract?

The Board has entered into a contract for the following services: Work Experience, Academic and Occupational Learning, Assessment, ISS Development, Case Management and Follow-Up.

 Are the local Employment and Training offices providing any services to youth?

Yes, the Town of Hempstead Department of Occupational Resources provides services to youth.

Youth Eligibility

Regulations require that, as part of the process for determining who is eligible for youth services, the Local Board must provide a definition of “deficient in basic literacy skills” and “requires additional assistance to complete an educational program, or to hold and secure employment” [§664.205, §664.210].

 Provide current definitions and describe how these definitions will support the goals the Board has identified in addressing its key workforce issues and what effect they have on eligibility for youth services.

The term “deficient in basic literacy skills” is defined for youth in our local area as a score at or below the eighth grade level on a standardized reading test. The term "requires assistance to complete an educational program" means that a youth is either a dropout or at risk of dropping out of high school, an alternative school, an alternative program, or a post-secondary program. The term "requires assistance to secure and hold employment" means that a WIA participant is unable to secure permanent unsubsidized employment that offers a reasonable expectation for long-term employment and career growth after participating in good faith in at least one core and/or intensive service activity. The Local Board recognizes that the competitive position of low-income youth is increasingly challenged by the changing educational and skill requirements of our local economy. Many of these individuals will be unable to secure employment without a "second chance at education." All will face difficulty in competing and advancing in the workplace without a solid foundation of academic and technical skills. Preparation and development of the younger demographic segment of our human capital, particularly those in minority groups and lower economic strata, are essential to the Local Board’s ability to achieve its goals of decreasing worker and skill shortages, maintaining a competitive educational system and providing workforce solutions for businesses. The definitions described will assist the Board to achieve these goals by focusing system and program resources on those young people whose future full participation in the workforce is currently in the greatest jeopardy. The definitions will ensure that HempsteadWorks is proactive in reversing negative trends in education, graduation, skill development, cultural change and earnings gains for young people in our area. The effect of these definitions on eligibility services will be that eligibility will be driven by those individuals who are most-in-need. While resources will be available to all youth in the area, WIA Title I-B program eligibility will be influenced by educational status, basic skills, and employment status. While the Board and the Youth Council will work to create opportunities for all young people, by reversing negative trends for those who are most at-risk, we believe the economic climate at large will be improved.

8. WIA Adult and Dislocated Worker and Wagner-Peyser Services

Service Levels

Record the number of WIA Adults, WIA Dislocated Workers and Wagner-Peyser customers served by your LWIA and the planned service levels for PY05.

PY 05 Total Number Served PY 01 PY 02 PY 03 PY 04 Planned WIA Adults 743 705 1,226 1,418 2,442 WIA Dislocated Workers 673 1,017 1,269 1,108 1,332 Wagner-Peyser Funded Customers* 14,957 9,790 16,542 16,335 16,172

Note: The total numbers served for WIA Title IB is found in the WIA Annual Reports.

PY04 WIA Title IB data is found through the most recent WIA Quarterly Report.

*Please consult with the Wagner-Peyser LWIB member for assistance in obtaining and understanding Wagner-Peyser numbers.

Performance

Based on the exit data, provide a summary of the local area’s performance with respect to the required WIA measures. For each program year, indicate Pass/Fail performance using “P” or “F” as indicators.

PY 2001 PY 2002 PY 2003

Adults 76 77.1 P 77 75 P 79 83 P Retention Rate Dislocated 87 84.5 P 85 80.4 P 87 85.5 P Workers

Earnings Adults 2914 3572 P 2857 1151 F 2857 2369 P Change

Earnings Dislocated Replacement 89 70 F 90 79.4 P 92 79.6 P Workers Rate

Credential Adults 37 58.8 P 44 61.9 P 60 76.5 P Attainment Rate Dislocated 33 82.4 P 40 81.9 P 52 75.7 P Workers Job Seeker Entered Wagner- N/A N/A Employment Peyser Rate

Job Seeker Wagner- Employment N/A N/A Peyser Retention Rate

Based on your performance answer the following:

 If you have failed any of the performance measures in the past, what actions has the Board taken with its program operators and One Stop operator to identify service delivery weaknesses?

In response to failing performance standards, the Local Board has required the One-Stop Operator and program operator to submit corrective action plans. The Local Board has then monitored the plans to ensure that they were properly implemented. Failure of performance standards is regularly discussed by the Local Board and the Youth Council. Local Board staff meet frequently with the One-Stop Operator and the program operator to provide direction. In addition, staff training is provided.  What changes will be made to policy, service delivery, training providers, engagement of partners, memberships on board and councils, etc., to achieve all performance standards?

In order to achieve all performance standards, the following changes will be made to policy, service delivery, training providers, engagement of partners, memberships on board and councils, etc.:

a) Each quarter, the Operator will submit to the Local Workforce Investment Board LWIB a corrective action plan to address any failed performance standards within the previous quarter b) The Operator will conduct intensive follow-up activity for individuals in the performance cohorts, with an emphasis on achieving the goals required for those cohorts on a timely basis c) Contracts for One-Stop and youth services have been redesigned to increase contractor accountability for achieving performance standards

d) The Youth Council, the One-Stop Partner Team and other subcommittees will prioritize the goal of surpassing performance standards

 What strategies are being devised to exceed met standards, improve services and increase market penetration?

The following strategies are being devised to exceed met standards, improve services and increase market penetration:

a) The Local Board is requiring greater accountability for performance among the One-Stop Operator, the program operator and vendors b) The Board has raised awareness among its members, subcommittees, operators, vendors, One-Stop staff and other stakeholders regarding the importance of achieving standards c) Performance data will be widely distributed and publicly displayed d) The corrective action plan template designed by the Board contains a continuous improvement section, which is intended to align performance improvement with service improvement e) Specific staff will be designated to focus their efforts on conducting follow-up services to specific cohorts of participants that correspond to quarterly performance reports f) HWQAP will be utilized to examine the effects of process improvements on performance and to adjust processes, accordingly g) The One-Stop Partner Team will coordinate service planning for all of the HempsteadWorks partners so that all partners can help individual partners to achieve the measures required by their individual funding streams, while at the same time achieving system measures

Adult and Dislocated Worker Eligibility

WIA regulations set forth the eligibility criteria that adults and dislocated workers must meet to participate in WIA Title I and Wagner-Peyser programs. In addition, Local Boards are given responsibility to further establish policies and procedures for One Stop Operators to use in determining an individual’s eligibility as a dislocated worker, including the definition of what constitutes a “general announcement” of a plant closing and, for determining eligibility of self- employed individuals, what constitutes “unemployed as a result of general economic conditions in the community in which the individual resides because of natural disasters” [§663.115].

 Identify any subcommittee of the local board that is responsible for policies related to adult and dislocated worker eligibility.

The One-Stop partner Team is the subcommittee of the local board that is responsible for policies related to adult and dislocated worker eligibility.

 How is the definition of a “general announcement” of a plant closing shared with staff to determine dislocated worker eligibility (including partner staff needing to determine dislocated worker “target group” eligibility for Work Opportunity Tax Credit applications)?

The definition of a “general announcement” of a plant closing is shared with staff to determine dislocated worker eligibility (including partner staff needing to determine dislocated worker “target group” eligibility for Work Opportunity Tax Credit applications) through notices issued by NYSDOL/DoES. The notices are issued by NYSDOL/DoES to the Local Board staff and HempsteadWorks One-Stop Operator simultaneously. The Operator disseminates the notice throughout the One-Stop System.

 Describe how the One Stop Operator’s policies and procedures adequately address the needs of self employed individuals who become unemployed as a result of general economic conditions in their community because of natural disasters.

The One Stop Operator’s policies and procedures adequately address the needs of self employed individuals who become unemployed as a result of general economic conditions in their community because of natural disasters through the following:

a) Career development workshops tailored to helping self-employed individuals transition to new careers b) Entrepreneurial training is provided c) The Self Employment Assistance Program (SEAP) is provided by NYSDOL/DoES within the One-Stop System d) Referral to community resources through such means as the Middle Country Library Community Resources Directory e) Development of funding sources, such as the September 11th Fund, Relief Funds for Hurricanes Katrina and Rita, etc. f) Dissemination of program information to affected individuals

 Describe how reemployment services for UI customers are coordinated in your One Stop system. Explain how UI profiling information will be used to target services, including enrollment into the dislocated worker program.

Reemployment services for UI customers are coordinated in the One-Stop System through the involvement of NYSDOL/DoES in our Operator Consortium and on our One- Stop Partner Team. UI customers are referred by NYSDOL to the HempsteadWorks Career Center for One-Stop services. UI profiling information will be used to target services, including enrollment into the dislocated worker program, through notifications issued by NYSDOL/DoES to the HempsteadWorks Career Center regarding individuals who will be referred to the Center. Information regarding the progress made in serving these individuals will be shared with NYSDOL/DoES. Based upon the information provided by DoES, the One-Stop Operator will target services to the needs of the profiled individuals to be referred, including enrollment into the dislocated worker program.

Rapid Response

Provide a description of the Local Board strategies to integrate strategies into the One Stop system.

 Identify any subcommittee of the local board that is responsible for policies related to Rapid Response.

The Workforce New York Long Island Business Services Team is responsible for policies related to Rapid Response.

 What policies can the Local Board enact to foster greater connections with the One Stop system and better outcomes for individuals served through local Rapid Response activities?

In order to foster greater connections with the One Stop system and better outcomes for individuals served through local Rapid Response activities, the Local Board has enacted policies that support strategic planning on a regional basis to include NYSDOL/DoES, the three Long Island Local Boards and other partners, including organized labor, as circumstances dictate. Management and employee meetings, on-site services, etc. are also conducted, wherever appropriate, with a regional team. This regional collaboration ensures continuity of services for affected workers who reside across various LWIA boundaries, throughout Long Island. The Board requires coordination with New York City, as well.

 Who is responsible for coordinating Rapid Response services in the local One Stop system?

Rapid Response services in the local One Stop system are coordinated by the Workforce New York Long Island Business Services Team.

 Describe how Rapid Response functions as a business service in your local area.

Rapid Response functions as a business service in our local area under the auspices of our Business Services Team. As such, it is a service included in our portfolio of available solutions for businesses. The availability of Rapid Response services is included in our initial Business Services Presentation and on-going dialogue with business customers. Layoff aversion strategies are also a component of our efforts to utilize workforce development for the benefit of economic development.

 How will Rapid Response promote the full range of services available to help companies in all stages of the economic cycle, not just those available during layoffs? Rapid Response promotes the full range of services available to help companies in all stages of the economic cycle, not just those available during layoffs, because our discussions with business leaders will describe the connection between human capital development and maintaining a competitive market position. Strategic planning for workforce development and marketing of One-Stop services will be conducted to foster business growth and economic development.

Business Services

Provide a description of the Local Board’s strategies to improve services to employers.

 Identify any subcommittee of the local board that is responsible for policies related to Business Services

The Workforce New York Long Island Business Services Team is the subcommittee of the local board that is responsible for policies related to Business Services.

 What is the plan to determine the needs of employers in your local area?

HempsteadWorks currently participates in two NYSDOL funded Mapping Career Ladder Projects in conjunction with our Workforce Long Island partners. The projects pertain to Aerospace/Homeland Security and Biotechnology. In the coming period, we will convene meetings with the partners of our system to ensure coordination of business services throughout out local workforce investment area and across the Long Island Region. In coordination with our partners, we plan to convene information sessions with businesses to listen to their needs and propose appropriate solutions. The Workforce New York Long Island Business Services Team will interface with One-Stop system staff to communicate the needs of employers and to determine the ability of the system to match job seekers to employer listings. The Team and the Operator will maintain well- coordinated communications with business customers to report progress and exchange feedback.

 Integrate business services, including Wagner-Peyser Act services, to employers through the One Stop system.

All of our partners will continue to participate in employer recruitment activities conducted at the HempsteadWorks Career Center. Our business services liaisons will collaborate with the NYSDOL/DoES partner in the development of all major business relationships. HempsteadWorks staff will assist businesses in the recruitment of new employees and provide one-on-one consultation via telephone and in person. Employers will be guided through a non-bureaucratic process. They will be assisted in developing job listings that best correspond to their needs and that ensure a maximum of quality referrals. Job openings will be listed via telephone, fax, e-mail or in person. Job orders developed by HempsteadWorks will be fast-faxed to NYSDOL/DoES for posting in the One-Stop Operating System (OSOS) Job Bank.

 Maximize awareness and employer use of available Federal tax credit programs through the system.

The Local Board maximizes awareness and employer use of available Federal tax credit programs through the system through the following actions:

a) Information regarding these programs is disseminated by our business services liaisons, in our business services portfolio, in our Mobile Business Services Film Presentation, through links to our web site, etc. b) Information from NYSDOL regarding these programs is distributed at our Career Center and at marketing events c) One-Stop staff are trained to promote thee programs

Coordination and Integration of Services

Provide a description of how the Local Board fosters coordination and integration of One Stop services.

 Identify any subcommittee of the local board that is responsible for policies related to Coordination and Integration of services

The One-Stop Partner Team is the subcommittee of the local board that is responsible for policies related to Coordination and Integration of services.

 Provide a brief explanation on how core, intensive and training services are delivered. Specifically discuss how Wagner-Peyser funded core services are coordinated with WIA title 1B funded core services. Describe how you assure that the delivery of these services is aligned. Identify any subcommittee responsible for this function.

Core, intensive and training services are delivered at the HempsteadWorks Career Center in a modern, customer-friendly environment, fully stocked with the latest hardware and software. Our Resource Room provides the following tools to customers: photocopiers, fax machines, personal computers, resume and cover letter writing software, tutorials on cd-rom, video and audio tapes, as well as computerized and hard copy job bank and labor market information, assessment software, etc. Services are delivered through an integrated system that is easily accessible to customers. Resources will be leveraged from a variety of funding sources in a way that maximizes opportunities for customers while ensuring continuity of services. All services, particularly training, are aligned with the needs of employers and the demands of the labor market. Job seekers are empowered with the knowledge and skills to successfully choose, manage and advance in their job search campaigns and their careers. Our wide area network will facilitate immediate access to information related to the labor market, job openings, training opportunities, case management and eligibility records, throughout the One-Stop System. The HempsteadWorks web site will provide access to local workforce investment system information for any on-line customers, Internet search engines, job banks and helpful links to Workforce New York, the Middle Country Library Community Resources Database, etc. State-of-the-art tutorials regarding job search techniques, office skills, etc., are available on cd-roms, as well as video and audio tapes, in our resource room.

 How will coordination of services provided by each of the required and optional One Stop partners through the One Stop system be improved?

Coordination of services provided by each of the required and optional One Stop partners through the One Stop system be improved as follows:

a) Cross-training to familiarize staff from different organizations will increase understanding of the programs offered by the system and create more effective referrals, more productive co-enrollments and more efficient leveraging of funds b) The One-Stop Partner Team will focus on individual program and overall system performance through streamlining of customer flow and closer coordination of marketing processes c) More One-Stop staff will have access to the One-Stop Operating System (OSOS) Business Services features, thus creating access to the NYSDOL Job Bank and faster more efficient services to businesses and jobseekers

d) Information will be shared and disseminated in a broader more efficient manner through the System web site e) The Workforce New York Long Island Business Services Team will create a more unified approach to business services

 How will freed-up resources resulting from this improved coordination and integration of services be utilized to provide expanded training opportunities?

Freed-up resources resulting from this improved coordination and integration of services will be utilized to provide expanded training opportunities by developing additional Individual Training Accounts (ITAs), for adults and dislocated workers, and additional training and work experience opportunities for youth. These resources will also be utilized to increase opportunities for participants to receive, customized or on-the-job training, supportive services, etc.

 Describe the level of coordination with Wagner-Peyser in your full-service One Stop centers. In consultation with the local Wagner-Peyser WIB representative, describe what steps toward full integration are planned over the next three years.

NYSDOL/DoES is included on our Local Board and its subcommittees, as well as being a member of our One-Stop Operator Consortium. The Wagner-Peyser Program is an integral part of the HempsteadWorks Career Center. Deployed within Resource Room and Career Counseling areas, NYSDOL/DoES staff provide core services as part of our “Shared System Services” process. We look forward to full integration in the next three years with the transfer of the Freeport NYSDOL/DoES Local Office staff to the HempsteadWorks Career Center in Hempstead. To enhance this integration, staff from Wagner-Peyser, WIA Title I-B and other funding streams will be co-located as a cross- functional team. Team building and staff capacity building will be conducted to solidify our partnership. NYSDoES, the City of Long Beach Office of Youth and Family Services and DOOR will continue to collaborate in the management and operation of the HempsteadWorks System and Career Center. The Local Board will rely on NYSDOL/DoES to lead the Workforce New York Long Island Business Services Team, to operate the OSOS Job Bank and to coordinate Rapid Response activities. DOOR will also work closely with NYSDOL/DoES as it continues to provide services under the Trade Adjustment Assistance Act (TAA). Service to Special Populations

Provide a description of the Local Board’s strategies for serving Special Populations.

 Identify any subcommittee of the local board that is responsible for policies related to Service to Special Populations

The One-Stop Partner Team is the subcommittee of the Local Board that is responsible for policies related to Service to Special Populations.

 Describe the Board’s strategies for anticipated enhancements to service delivery for special populations, including at a minimum Unemployment Insurance claimants, veterans, displaced homemakers, individuals with disabilities, individuals with limited English proficiency, older individuals, and migrant and seasonal farm workers over the next three years.

The Board’s strategies for anticipated enhancements to service delivery for special populations, including at a minimum Unemployment Insurance claimants, veterans, displaced homemakers, individuals with disabilities, individuals with limited English proficiency, older individuals, and migrant and seasonal farm workers over the next three years are provided below:

a) Service and performance to special populations will be elevated to a regular agenda item for the One-Stop Partner Team b) The Team will analyze how performance varies by population to identified special needs of varies populations and to develop continuous improvement strategies c) The Whatever It Takes (WIT) Strategic Planning Team will continue to move the Customized Employment Grant Project to a sustainable model, beyond its five- year funding period, through customized activities and staff capacity-building related to all populations d) Co-enrollment of program participants will be accomplished wherever feasible and accompanied by coordinated and shared case management duties among the partners e) Improved linkages with community-based and non-profit organizations who are serving special populations

Demand Occupations, Eligible Training Providers (ETP), Individual Training Accounts (ITA)

The Local Board has responsibility for determining policies regarding identifying demand occupations, instituting eligible training providers and implementing individual training accounts [§663.300- §663.595].

 Identify any subcommittee of the local board that is responsible for determining, evaluating and updating policies related to Demand Occupations, Eligible Training Providers (initial and subsequent eligibility) and Individual Training Accounts.

The subcommittee of the Local Board that is responsible for determining, evaluating and updating policies related to Demand Occupations, Eligible Training Providers (initial and subsequent eligibility) and Individual Training Accounts is the Training Committee.

 Describe how the local area ensures that local training providers on the State ETP list are licensed, registered and/or approved by the appropriate State or Federal oversight entities (e.g., proprietary schools regulated by the New York State Education Department, Bureau of Proprietary Supervision, under Article 101 of New York State Education Law), and in compliance with the requirements/standards of these entities.

The local area ensures that local training providers on the State ETP list are licensed, registered and/or approved by the appropriate State or Federal oversight entities and in compliance with the requirements/standards of these entities through a comprehensive procurement process conducted by the Local Board. The process includes a Request For Proposals (RFP), which is reviewed by the Training Committee, which in turn makes recommendations to the Board.

 How are cost and performance data being collected and validated for the provider’s offerings and how does it inform the subsequent eligibility review process?

Cost and performance data are being collected and validated for the provider’s offerings through the local RFP process, which requires cost information to be supported by catalogues or other public documents. Performance data is validated through the HWQAP System to the extent that data is available. The RFP process also requires providers to submit performance and costs data for subsequent eligibility review.

 How is customer feedback collected; how frequently is it used; and how is it shared with the public?

Customer feedback is collected through surveys conducted by mail, by telephone and in person on a continuous basis. Data from these surveys is entered into HWQAP, which generates reports. These reports are used by the Local Board to make management decisions and for continuous improvement activities.

 Based on current and future key workforce issues and goals, what changes are being considered to the demand occupations, eligible training provider and individual training account review process and how will they be implemented?

The Local Board is creating a Demand Occupation/Degree Certificate Data Base, which will cross-reference the following information pertaining to demand occupations in our local area:

a) Occupational Title b) Standard Industry Classification Code c) Standard Occupational Code d) Related Degree/Certificate/Credential

This database will be utilized by the Local Board to conduct sectoral analyses of the local labor market and to select training providers and courses to address the needs of businesses for skilled workers. In addition, our local RFP process for training will require potential providers to obtain survey data from potential employers regarding skills shortages in their organizations and industries.

 If a multi-county area, how is the review process for demand occupations, eligible training providers and individual training accounts coordinated among the counties?

Not applicable.

 Describe how contiguous areas’ policies affect your process and any coordination efforts at the regional level.

The Workforce New York Long Island Business Services Team conducts regional coordination of the training policies for the contiguous areas within the Long Island Region. The Team includes local board staff from the three Long Island LWIAs, as well as members from our One-Stop Partner Team. These individuals exchange information regarding training policies, as they relate to business services Rapid Response and Trade Act initiatives.

 How are demand occupations, eligible training providers and individual training account policy decisions and changes communicated to staff? How are they shared with customers?

Demand occupations, eligible training providers and individual training account policy decisions and changes are communicated to staff through written information that is distributed and discussed at staff meetings and training sessions. This information is available in our Resource Room and our career counselors distribute it during meetings with customers.

Customized Training/On-the-Job Training (OJT)

Local Boards are required to establish policy regarding appropriate cost matches for On-the-Job Training (OJT) or other customized training using NYSDOL Technical Advisories #01-5 and #01-5.1 for guidance.

 Identify any subcommittee of the local board that is responsible for policies related to Customized Training and OJT.

The Training Committee is responsible for policies related to Customized Training and OJT.

 Describe the process and frequency for reviewing local policies with regard to OJT, skills upgrading or other customized training.

Local policies with regard to OJT, skills upgrading or other customized training will be reviewed on an annual basis.

 Describe the process for receiving, reviewing and approving requests for OJT, skills upgrading or other customized training; who is the point of contact? Identify any subcommittee responsible for this function.

The Local Board publishes a Request For Proposals (RFP) for Customized Training Services, which may include OJT and/or skills upgrading components. The RFP is included in our Business Services portfolio, along with our OJT Application. In cases where employers desire to conduct OJT, one of our Business Services Liaisons will interview the employer to obtain the information required to complete the application. OJT applications are reviewed and approved by the HempsteadWorks Career Center Director. Proposals to conduct customized training are reviewed by the Training Committee, which makes recommendations to the Local Board, providing that the Committee and the Local Board can be convened on a timely basis. In cases where the Committee and the Local Board cannot be convened on a timely basis, proposals to provide customized training can be approved by the Commissioner of the Department of Occupational Resources. The Commissioner’s actions will be reported at the next meeting of the Local Board. The point of contact for these activities is the Center Director.

Trade Act Service Strategy

Local Boards are required to establish local policy for a Trade Act service strategy and must ensure that a dislocated worker eligible for trade benefits is co-enrolled in WIA Title I dislocated worker services for referral to WIA-funded intensive services and Trade-funded training services [TA #04-6].

 Identify any subcommittee of the local board that is responsible for policies related to Trade Act Services.

The One-Stop Partner Team is responsible for policies related to Trade Act Services. NYSDOL/DoES also convenes a Regional Trade Act Workgroup to address Trade Act issues that impact the Long Island Region.

 Describe the impact, if any, Trade Act petition certifications have had on your local workforce system and how the Board’s Trade Act policies will be aligned with the Dislocated Worker policies to benefit the customer in terms of an integrated service delivery model.

While our local area has experienced relatively few Trade Act petition certifications, the training we have received from the NYSDOL Workforce Division and the related planning requirements have fostered greater regional coordination, revised dislocated worker program policies and increased integration of Rapid Response, Trade Act, Wagner- Peyser and WIA Title I-B services. In order to align Trade Act and dislocated worker policies, the Local Board has developed a single policy for serving Trade Act certified workers and WIA Title I-B dislocated workers. All Trade Act certified workers are enrolled in the WIA Title I-B dislocated worker program.

 Describe the process and frequency by which your Trade Act policies are reviewed and the circumstances that would require changes to be made.

Our Trade Act policies are reviewed by our One-Stop Partner Team, in coordination with the Long Island Regional Trade Act Workgroup and the Workforce New York Long Island Business Services Team. Issues are discussed as they relate to overall One-Stop system and center operations, as well as pertaining to specific Rapid Response and Trade Act Petition dislocations. At a minimum, policies will be formally reviewed at least once per year. Additional reviews will be conducted, as required. Formal policy amendments will be proposed by the One-Stop Partner Team to the Local Board for its action.

9. WIA IB & Title III PY05 Performance and System Indicators

The Local Board is responsible for the negotiation and accountability for the WIA Title 1-B performance measures of the local One Stop system [§661.305, §666.310, §666.420].

If available at time of plan submittal, insert your PY 2005 negotiated performance standards. Local PY 2005 performance standards will be negotiated with all local boards once New York State has completed negotiations on statewide standards with the U.S. Department of Labor. At that time, all local areas will be required to modify their local plans to include the PY 05 standards and make them available for public comment.

Performance Measure Standard PY 05 Program Participants 75 Customer Satisfaction Employers 73 Adults 73 Entered Employment Rate Dislocated Workers 81 Older Youth 65 Adults 81 Dislocated Workers 88 Retention Rate Older Youth 77 Younger Youth 52 Adults 2,850 Earnings Change/Earnings Dislocated Workers -1,950 Replacement in Six Months Older Youth 2,900 Adults 70 Dislocated Workers 65 Credential/Diploma Rate Older Youth 51 Younger Youth 52 Skill Attainment Rate Younger Youth 73

Describe how the established WIA Performance levels impact services and strategies and how levels are monitored. Within your response, address the following points:

 Identify any subcommittee of the local board that is responsible for policies related to WIA IB and Title III Performance and System Indicators.

The One-Stop Partner Team is responsible for policies related to WIA IB and Title III Performance and System Indicators.

 How are the WIA local performance levels communicated to staff, partners, providers and stakeholders so that their role in helping to achieve those performance levels is understood?

The WIA local performance levels are communicated to staff, partners, providers and stakeholders through the following means:

a) Training sessions b) Meetings c) Reports, such as our Annual Report and Return-On-Investment Report that are published on our web site and distributed at meetings, in Center Resource Room and other public places d) Via written memoranda.

 How do newly negotiated performance levels affect current policies, procedures and/or local One Stop system initiatives?

The negotiated performance levels underscore the need for HempsteadWorks to continue to expand and intensify its relationships with local businesses. In order to achieve performance goals, we need to create a strong strategic partnership among business, education, economic development and our system partners. Through this partnership we hope to continue to develop sectoral career ladder and lattice training models that will create opportunities for transitional, emerging and incumbent workers to increase employment and earnings, retain employment and obtain credentials.

 Describe the tracking system in place and who is responsible for continuously evaluating WIA performance levels.

HWQAP is our performance tracking system. This system captures performance data and provides reports of the percentage of goals achieved, the individuals contained in cohorts, customer feedback, staff capacity building and continuous improvement activities. Local Board staff are responsible for continuously evaluating WIA performance levels, disseminating this information to the Program Operator and the Local Board, and ensuring that the Operator is held accountable for performance outcomes.

 How is the evaluation process integrated so that both program and fiscal performance data is analyzed in conjunction with each other to gain a system view?

The evaluation process is integrated so that both program and fiscal performance data is analyzed in conjunction with each other to gain a system view through the fiscal component of HWQAP, which utilized Micro Information Processing Software (MIP). This system collects data and generates reports that align the data for review by the Local Board and its staff. Based upon analysis of these reports, the Local Board requires the HempsteadWorks Operator to make adjustments to the System, as the Board deems appropriate. A Return-On-Investment Report is published by the Board on an annual basis, based upon a performance versus costs formula programmed into HWQAP.

 How are performance issues identified and corrected when they arise?

Performance issues are identified by Local Board staff, who share the information with the Local Board and the Operator. Each fiscal quarter, in cases where performance measures are failed, the Operator is required to submit a corrective action plan to the

Local Board. Staff to the Local Board monitor the progress of the Operator in implementing the corrective action plan and reports this information to the Board.

Within this plan, the Local Board has provided past performance outcomes, current performance standards, population data and trends, and numbers of individuals served. Based on your analysis of this information and a consideration of its inter-relatedness:

 Describe the adjustments the Local Board will make to improve performance over the next three years.

The following are adjustments the Local Board will make to improve performance over the next three years:

a) Develop and intensify strong strategic relationships with business that will result in advancement for workers along career ladders b) Provide close case management of performance cohorts to ensure continuity of One-Stop services and follow-up for exiters c) Increase accountability for the Operator and its vendors d) Involve the One-Stop Partner Team in a concerted effort to manage all funded programs, within the One-Stop System, in a manner designed to fully leverage resources, augment services through co-enrollment and maximize performance based upon individual program and system wide performance criteria e) Increase the number of out-of-school and older youth in our Youth programs and offer a service mix that will position these individuals for successful outcomes

System Indicators

Describe any system indicators and standards that have been put in place and how they will be used toward continuous improvement. Within your response, address the following points:

 Identify any subcommittee of the local board that is responsible for policies related to System Indicators.

The One-Stop Partner Team is responsible for policies related to System Indicators.

 Describe how the Local Board has adopted the system indicators identified by the State Workforce Investment Board (Market Penetration, Repeat Customer Usage, Total System Investment)?  The Local Board has adopted the system indicators identified by the State Workforce Investment Board (Market Penetration, Repeat Customer Usage, Total System Investment) based upon the recommendation of the One-Stop Partner Team to the Local Board, which adopted the indicators.

 Describe any local indicators, in addition to the State Workforce Investment Board’s system indicators (Market Penetration, Repeat Customer Usage, Total System Investment), that have been developed or will be developed by the Local Board.

In addition to the State Workforce Investment Board’s system indicators (Market Penetration, Repeat Customer Usage, Total System Investment), the Local Board has developed the following system indicators:

a) Customer Satisfaction b) Shared System Services Entered Employment Rate c) Return-On-Investment (ROI) Rate (based upon WIB ROI Method) d) Budget Efficiency Rates e) Total Number of people Served System Wide f) Building Customer Relationships (Jobseekers) g) Building Customer Relationships (Businesses)

 Identify the partners responsible for providing data to measure attainment of System Indicators.

All of the mandated partners are responsible for providing data to measure attainment of System Indicators.

 Are partner performance measures known and how does the system’s design support their achievement and any over all standards for the system?

The partner performance measures are discussed at Local Board, subcommittee and Operator meetings. The system’s design supports their achievement through the correlation of WIA Title I-B and system wide accountability for services to the special populations served by the partners.

10. Local Monitoring

It is the role of the Chief Local Elected Official (CLEO) and the Local Workforce Investment Board (LWIB) to conduct financial, program and performance oversight and monitoring in local workforce areas [WIA §117(d)(4)]. As noted in TA #04-2 and #04-19, performance and accountability are key elements of a Local Board’s effective oversight and monitoring plan.

 Identify any subcommittee of the local board that is responsible for policies related to Local Monitoring.

The Executive Committee is responsible for policies related to Local Monitoring.

 How frequently will financial, program and performance monitoring be conducted?

Financial, program and performance monitoring is conducted, at a minimum, on an annual basis.

 Identify the areas, if any, where the local monitoring goes beyond the minimum standards established in TA #04-19.

Using HWQAP, the Local Board monitors customer feedback, along with related continuous improvement and staff capacity-building activities. In addition, monitoring

4/3/2018 45 Workforce Investment Board: Town of Hempstead/City of Long Beach instruments developed by the Local Board, contain participant, training instructor and work experience supervisor interview questions beyond those required by the TA.

 How does the Board ensure consistency and quality in how monitoring is conducted and results reported?

The Board ensures consistency and quality in how monitoring is conducted and results reported by supervisory review of reports submitted and rotation of monitoring assignments.

 How will monitoring reports be used to improve services, identify systemic problems and initiate corrective action?

Issues related to services, system problems and corrective action are reviewed by the Local Board and subcommittees as appropriate. This information is also a basis for the Local Board’s oversight of the Operator.

 Under what circumstances will an issue arising from a monitoring report are brought before the full Board?

An issue arising from a monitoring report is brought before the full Board under circumstances where the issue requires the Board to consider a change in an existing policy, development of a new policy, or is essential to the decision-making process of the Board.

 What role wills the Board play in requiring corrective action and what challenges does the Board anticipate in taking action on the monitoring reports?

Reports requiring corrective action will be forwarded to the Vice Chairperson of the Local Board. The Vice Chairperson will share this information with the full Board. Corrective action instructions will be issued to the entity being monitored by the Local Board staff, in consultation with the Vice Chairperson. Proper implementation of the required correction will be documented through a follow-up monitoring report. The follow-up report will be distributed to the Vice Chairperson, who will report to the full membership.

11. Open Meetings

The Local Board must conduct business in an open manner by making information about the activities of the board available to the public on a regular basis through open meetings [§661.305].

 Describe the process for making information about Board activities, including meeting schedules, available to the public; who is responsible and how often is the information available? If posted electronically, attach a link to your website.

Notices of Local Board meetings are formally announced through legal notices published in Newsday, as well as on our web site under the link “Workforce Investment Board – Meetings,” and also under “What’s New.” Activities of the Local Board are publicized

4/3/2018 46 Workforce Investment Board: Town of Hempstead/City of Long Beach throughout our web site, with special toolbar categories for specific subcommittees, as well is in our “Brochures and Collateral” material.

12. Public Comment on Local Plan

The Local Plan must include a description of the process used to provide an opportunity for public comment, including comments by representatives of business and labor organizations, and input into the development of the Local Plan [§661.350].

 Describe how the policy for gathering public comment on the Local Plan has changed since the development of the initial five-year plan and what caused those changes to be made?

The policy for gathering public comment on the Local Plan has changed since the development of the initial five-year plan to the extent that the Local Board is seeking more input from a broader audience. The change can be attributed to the maturation of the HempsteadWorks System into a visible entity in the community and a critical partner to workforce development and economic development initiatives.

 Describe where/how the current Local Plan was made available for public comment?

A summary of the Local Plan was published in Newsday and on our web site. The full document was also posted on the web site.

 Attach a copy of the public comments received in disagreement with the Local Plan and how those disagreements were addressed.

No comments expressing disagreement have been received to date.

IV.Required Certifications and Documents

Any attachment requiring original signature must be mailed to the address listed under general instructions.

Attachment A: Request for Extension to Submit Local Plan Attachment B: Timeline for Submitting Complete Local Plan Attachment C: Signature of Local Board Chair Attachment D: Signature of Chief Elected Official Attachment E. Units of Local Government Attachment F: Fiscal Agent/Grant Subrecipient Attachment G: One Stop Operator Information Attachment H: Federal and State Certifications

In addition, the following documents must be attached for the plan to be complete:

Chief Elected Officials Agreement (if applicable) Local Board By-Laws One Stop Operator Agreement

ATTACHMENT A: REQUEST FOR EXTENSION TO SUBMIT LOCAL PLAN

A request to extend the deadline for submitting a Comprehensive Three-Year Local Plan beyond the June 30, 2005 date will be considered if the local area justifies that additional time is needed to develop a complete plan. To request an extended deadline the LWIA must submit the following documents by March 15, 2005:

 Attachment A, Request for Extended Deadline to Submit Local Plan, and  Attachment B, Timeline for Submitting Complete Local Plan

Local Plan Extension: All LWIAs are eligible to request an extension to submit the Local Plan no later than September 30, 2005.

Section II-A Extension: Those LWIAs that are unable to fully complete Section II-A prior to the deadline for submitting the Local Plan may request an extension to submit this section no later than December 31, 2005. The December 31, 2005 extended deadline request permits the late submission of only the following plan elements:

Section II-A (2), Engaging Community Partners in Workforce Solutions, Section II-A (3), Aligning Service Delivery, and Section II-A (4), Measuring Achievement.

Local Plan Extension: The Town of Hempstead/City of Long Beach LWIA requests an extension to submit its Comprehensive Three Year Local Plan from June 30, 2005 to September 30, 2005 for the following reasons:

1. To provide sufficient time to obtain the Wagner-Peyser information 2. To provide sufficient time to plan Wagner-Peyser coordination 3. To provide sufficient time for regional coordination and response to comments.

Section II-A Extension: The LWIA requests an extension to submit its completed Section II-A from June 30, 2005 to for the following reasons:

Date: Typed Name: Signature of Local Board Chair:

ATTACHMENT B: TIMELINE FOR SUBMITTING COMPLETE LOCAL PLAN

When Attachment A, Request for Extended Deadline to Submit Local Plan, is submitted, Attachment B must also be submitted by March 15, 2005 indicating when the Local Area anticipates submitting its completed plan. As a condition for granting an extended deadline, local areas must identify the date by which they will complete each plan component. All local areas must meet the NYSDOL Required Completion Dates provided below.

When the local area submits its final plan, the entire plan must be submitted.

NYSDOL LWIA Required Projected Area of Plan Completion Completion Dates Date LWIA Profile Profile September 30 09/30/05 Section IIA – Local Area Strategic Planning Process Economic Environment & Key Workforce Issues September 30 N/A Engaging Community Partners in Workforce September 30 or N/A Solutions December 31 Aligning Service Delivery September 30 or N/A December 31 Measuring Achievement September 30 or N/A December 31 Section IIB – Local Area Strategic Planning Progress Strategic Planning Progress September 30 09/30/05 Section III – WIA Compliance All Compliance Sections September 30 09/30/05 Section IV– Attachments/Forms All required Attachments and Forms September 30 09/30/05

: Typed Name: Signature of Local Board Chair:

ATTACHMENT C: SIGNATURE OF LOCAL BOARD CHAIR

WIA Comprehensive Three-Year Local Plan Submittal July 1, 2005 – June 30, 2008

In compliance with the provisions of the Workforce Investment Act of 1998, the Interim Final Rule, and Planning guidelines and instructions developed by the Governor, this WIA Comprehensive Three-Year Local Plan is being submitted jointly by the Local Board and the respective Chief Elected Official(s).

By virtue of my signature, I:

 agree to comply with all statutory and regulatory requirements of the Act as well as other applicable state and federal laws, regulations and policies  affirm that the composition of the Local Board is in compliance with the law, rules and regulations and is approved by the State  affirm that this WIA Comprehensive Three-Year Local Plan was developed in collaboration with the Local Board and is jointly submitted with the Chief Elected official(s) on behalf of the Local Board  agree to comply with § 661.310 by ensuring a firewall exists between the board and the provision of core services, intensive services, training services and the One Stop Operator

Date: Signature of Local Board Chair: Mr. Typed Name of Local Board Chair: Ms. X Ann Steinger Other Name of Board: Town of Hempstead Address 1: 50 Clinton Street, Suite 400, Hempstead Address 2: City: Hempstead State: New York Zip: 11550 Phone: (516) 485- E-mail: [email protected] 5000

Submittal directions: Complete this form as part of the Local Plan development process and submit the entire Local Plan electronically as described earlier in this guidance. Submit this form with original signatures to: Workforce Development and Training Division NYS Department of Labor Building 12, Room 450 State Office Building Campus Albany, New York 12240

Attention: Margaret Moree, Director Local Plan Documents

ATTACHMENT D: SIGNATURE OF CHIEF ELECTED OFFICIAL

 agree to comply with all statutory and regulatory requirements of the Act as well as other applicable state and federal laws, regulations and policies  affirm that the Grant recipient possesses the capacity to fulfill all responsibilities and assume liability for funds received, as stipulated in §667.705 of the rules and regulations  affirm that the composition of the Local Board is in compliance with the law, rules and regulations and is approved by the State  affirm that the Chair of the Local Board was duly elected by that Board  agree to comply with §661.310 by ensuring a firewall exists between the board and the provision of core services, intensive services, training services and the One Stop Operator

Note: A separate signature sheet is required for each local Chief Elected Official.

Date: Signature of Local Chief Elected Official (CEO):

Mr. Typed Name of Local CEO: Ms. X Kate Murray Other Title of Local CEO: Supervisor, Town of Hempstead Address 1: Town Hall, One Washington Street Address 2: City: Hempstead State: New York Zip: 11550 Phone: (516) 489-5000 E-mail:

Submittal directions: Complete this form as part of the Local Plan development process and submit the entire Local Plan electronically as described earlier in this guidance. Submit this form with original signatures to:

Workforce Development and Training Division NYS Department of Labor Building 12, Room 450 State Office Building Campus Albany, New York 12240

ATTACHMENT D: SIGNATURE OF CHIEF ELECTED OFFICIAL

 agree to comply with all statutory and regulatory requirements of the Act as well as other applicable state and federal laws, regulations and policies  affirm that the Grant recipient possesses the capacity to fulfill all responsibilities and assume liability for funds received, as stipulated in §667.705 of the rules and regulations  affirm that the composition of the Local Board is in compliance with the law, rules and regulations and is approved by the State  affirm that the Chair of the Local Board was duly elected by that Board  agree to comply with §661.310 by ensuring a firewall exists between the board and the provision of core services, intensive services, training services and the One Stop Operator

Note: A separate signature sheet is required for each local Chief Elected Official.

Date: Signature of Local Chief Elected Official (CEO):

Mr. X Typed Name of Local CEO: Ms. James P. Hennessy Other Title of Local CEO: Council President, City of Long Beach Address 1: The City of Long Beach, One West Chester Street Address 2: City: Long Beach State: New York Zip: 11561 Phone: (516) 431-1000 E-mail: [email protected]

Submittal directions: Complete this form as part of the Local Plan development process and submit the entire Local Plan electronically as described earlier in this guidance. Submit this form with original signatures to:

Workforce Development and Training Division NYS Department of Labor Building 12, Room 450 State Office Building Campus Albany, New York 12240

ATTACHMENT E: UNITS OF LOCAL GOVERNMENT

Where a local area is comprised of multiple counties or jurisdictional areas, provide the names of the individual governmental units and identify the grant recipient.

Grant Recipient Unit of Local Government Yes No

Town of Hempstead X City of Long Beach X

ATTACHMENT F: FISCAL AGENT/GRANT SUBRECIPIENT

Identify the Fiscal Agent or a Grant Recipient to assist in the administration of grant funds. Provide the names of the agent and/or subrecipient.

Fiscal Agent Entity Yes No Town of Hempstead X

Grant Entity Subrecipient Yes No Town of Hempstead Department of Occupational Resources X

ATTACHMENT G: ONE STOP OPERATOR INFORMATION

Complete the following information for each locally certified One Stop Operator in your Workforce Investment Area

OPERATOR: HempsteadWorks One-Stop Operator Consortium (City of Long Beach Office of Youth and Family Services, New York State Department of Labor Division of Employment Services, Town of Hempstead Department of Occupational Resources)

Method of Selection Type of Operator

X Consortium System

Competitive Bid Center(s)

Operator Address: HempsteadWorks One-Stop Operator c/o Town of Hempstead Department of Occupational Resources 50 Clinton Street, Suite 400 Hempstead, New York 11550

Operator Phone: (516) 485-5000 E-Mail: [email protected]

Attach a list of all One Stop centers overseen by this Operator and include for each center:

 Name/Address/Phone of Center(s)  Identify Full-Service or Certified Affiliate Site  Identify Partners On-Site and Frequency On-Site (e.g., half day/week; two days/week)  Identify Center Hours of Operation

OPERATOR CERTIFICATION STATUS

Indicate status of State Level Recertification:

Granted X Application Submitted/Pending State Review Application Not Yet Due Other (explain)

ATTACHMENT H: FEDERAL AND STATE CERTIFICATIONS

The funding for the awards granted under this contract is provided by either the United States Department of Labor or the United States Department of Health and Human Services which requires the following certifications:

A. CERTIFICATION REGARDING DEBARMENT, SUSPENSION, INELIGIBILITY AND VOLUNTARY EXCLUSION-LOWER TIER COVERED TRANSACTIONS

1. The prospective lower tier participant certifies, by submission of this proposal, that neither it nor its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal department or agency.

2. Where the prospective lower tier participant is unable to certify to any of the statement in this certification, such prospective participant shall attach an explanation to this proposal.

B. CERTIFICATION REGARDING LOBBYING - Certification for Contracts, Grants, Loans, and Cooperative Agreements

By accepting this grant, the signee hereby certifies, to the best of his or her knowledge and belief, that:

1. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment or modification of any Federal contract, grant, loan or cooperative agreement.

2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan or cooperative agreement, the undersigned shall complete and submit Standard Form - LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions.

3. The signer shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. This certification is a material representation of facts upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by Section 1352, Title 31, U.S.C. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure.

C. DRUG FREE WORKPLACE. By signing this application, the grantee certifies that it will provide a Drug Free Workplace by implementing the provisions at 29 CFR 98.630, Appendix C, pertaining to the Drug Free Workplace. In accordance with these provisions, a list of places

4/3/2018 10 Workforce Investment Board: Town of Hempstead/City of Long Beach where performance of work is done in connection with this specific grant will take place must be maintained at your office and available for Federal inspection.

D. NONDISCRIMINATION & EQUAL OPPORTUNITY ASSURANCE:

For contracts funded by the U.S. Department of Labor

As a condition to the award of financial assistance from the Department of Labor under Title I of WIA, the grant applicant assures that it will comply fully with the nondiscrimination and equal opportunity provisions of the following laws:

(1) Section 188 of the Workforce Investment Act of 1998 (WIA) which prohibits discrimination against all individuals in the United States on the basis of race, color, religion, sex, national origin, age disability, political affiliation, or belief, and against beneficiaries on the basis of either citizenship/status as a lawfully admitted immigrant authorized to work in the United States or participation in any WIA Title I - financially assisted program or activity;

(2) Title VI of the Civil Rights Act of 1964, as amended which prohibits discrimination on the basis of race, color, and national origin;

(3) Section 504 of the Rehabilitation Act of 1973, as amended, which prohibits discrimination against qualified individuals with disabilities;

(4) The Age Discrimination Act of 1975, as amended, which prohibits discrimination on the basis of age; and

(5) Title IX of the Education Amendments of 1972, as amended, which prohibits discrimination on the basis of sex in educational programs.

The grant applicant also assures that it will comply with 29 CFR Part 37 and all other regulations implementing the laws listed above. This assurance applies to the grant applicant's operation of the WIA Title I - financially assisted program or activity, and to all agreements the grant applicant makes to carry out the WIA Title I-financially assisted program or activity. The grant applicant understands that the United States has the right to seek judicial enforcement of this assurance. For grants serving participants in work activities funded through the Welfare-to- Work block grant programs under Section 407(a) of the Social Security Act, the grant applicant shall comply with 20 CFR 645.255.

For contracts funded by the U.S. Department of Health and Human Services

As a condition to the award of financial assistance from the Department of Labor under Title IV- A of the Social Security Act, the grant applicant assures that it will comply fully with the nondiscrimination and equal opportunity provisions of the following laws including but not limited to:

(1) Title VI of the Civil rights Act of 1964(P.L. 88-352) and Executive Order Number 11246 as amended by E.O. 11375 relating to Equal Employment Opportunity which prohibits discrimination on the basis of race, color or national origin;

(2) Section 504 of the Rehabilitation Act of 1973, as amended, and the regulations issued pursuant thereto contained in 45 CFR Part 84 entitled “Nondiscrimination on the Basis of

Handicap in Programs and Activities Reviewing or Benefiting from Federal Financial Assistance” which prohibit discrimination against qualified individuals with disabilities;

(3) The Age Discrimination Act of 1975, as amended, and the regulations at 45 CFR Part 90 entitled “Nondiscrimination on the Basis of Age in Programs and Activities Reviewing Federal Financial Assistance”. which prohibits discrimination on the basis of age;

(4) Title IX of the Education Amendments of 1972, as amended, which prohibits discrimination on the basis of sex in educational programs; and

(5) The Americans with Disabilities Act (ADA) of 1990, 42 U.S.C. Section 12116, and regulations issued by the Equal Employment Opportunity Commission which implement the employment provisions of the ADA, set forth at 29 CFR Part 1630.

The grant applicant also assures that it will comply with 45 CFR Part 80 and all other regulations implementing the laws listed above. The grant applicant understands that the United States has the right to seek judicial enforcement of this assurance.

STATE CERTIFICATIONS

E. CERTIFICATION REGARDING DEBARMENT, SUSPENSION, INELIGIBILITY, AND OUTSTANDING DEBTS

The undersigned, as a duly sworn representative of the contractor/vendor, hereby attests and certifies that:

1) No principle or executive officer of the contractor’s/vendor’s company, its subcontractor(s) and/or successor(s) is presently suspended or debarred; and

2) The contractor/vendor, its subcontractor(s) and/or its successor(s) is not ineligible to submit a bid on, or be awarded, any public work contract or sub-contract with the State, any municipal corporation or public body for reason of debarment for failure to pay the prevailing rate of wages, or to provide supplements, in accordance with Article 8 of the New York State Labor Law.

3) The contractor/vendor, its subcontractor(s) and/or its successor do not have any outstanding debts owed to the Department, including but not limited to, contractual obligations, fines related to Safety and Health violations, payments owed to workers for public works projects or the general provisions of the Labor Law, unemployment insurance contributions or other related assessments, penalties or charges.

F. CERTIFICATION REGARDING "NONDISCRIMINATION IN EMPLOYMENT IN NORTHERN IRELAND: MacBRIDE FAIR EMPLOYMENT PRINCIPLES"

In accordance with Chapter 807 of the Laws of 1992 the bidder, by submission of this bid, certifies that it or any individual or legal entity in which the bidder holds a 10% or greater ownership interest, or any individual or legal entity that holds a 10% or greater ownership interest in the bidder, either:

(answer Yes or No to one or both of the following, as applicable.)

1. Has business operations in Northern Ireland:

_____ Yes ___X__ No

If Yes:

2. Shall take lawful steps in good faith to conduct any business operations they have in Northern Ireland in accordance with the MacBride Fair Employment Principles relating to nondiscrimination in employment and freedom of workplace opportunity regarding such operations in Northern Ireland, and shall permit independent monitoring of its compliance with such Principles.

_____ Yes _____ No

G. NON-COLLUSIVE BIDDING CERTIFICATION

By submission of this bid, each bidder and each person signing on behalf of any bidder certifies, and in the case of a joint bid each party thereto certifies as to its own organization, under penalty of perjury, that to the best of his or her knowledge and belief:

1. The prices in this bid have been arrived at independently without collusion, consultation, communication, or agreement, for the purpose of restricting competition, as to any matter relating to such prices with any other bidder or with any competitor;

2. Unless otherwise required by law, the prices which have been quoted in this bid have not been knowingly disclosed by the bidder and will not knowingly be disclosed by the bidder prior to opening, directly or indirectly, to any other bidder or to any competitor; and 3. No attempt has been made or will be made by the bidder to induce any other person, partnership or corporation to submit or not to submit to bid for the purpose of restricting competition.

I, the undersigned, attest under penalty of perjury that I am an authorized representative of the Bidder/Contractor and that the foregoing statements are true and accurate.

Signature of Authorized Representative

Title: Chairperson, Local Workforce Investment Board

V. Review Process

The Comprehensive Three-Year Local Plan is a living document through which the Local Board will provide the current state of the workforce, a vision for future, established goals for meeting identified challenges, and a plan of action to achieve the desired results. Therefore, the local plan will be reviewed for the following elements: a response to each of the discussion points provided in the guidelines; a well-articulated document that aligns individual components of the strategic plan and provides a workable road map for achieving local success; policy information that clearly supports the strategic planning of the Local Board and is in compliance with statute and regulations. An approvable plan will, therefore, be responsive to these guidelines and represent a well-deliberated, consciously structured local strategy for continuous improvement and success in the local workforce.

The creation of the three-year local plan should be viewed as an opportunity for the Local Board to organize ideas, statements, goals, measurement objectives, and policy in one cohesive document that clearly and succinctly details the Local Board’s plan of action for the next three years.

The Local Board will be contacted by NYSDOL staff should clarification or additional information be needed. Local Boards will subsequently receive written notification of plan approval.

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