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ETA Region 1 - Rapid Response Roundtable - July 2012

Presented By:Timothy Theberge, U.S. DOL ETA, Region 1Jeff Ryan, U.S. DOL ETA, Office of National ResponseThe New ETA Vision for Rapid ResponseT H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E1

The PROMISEof the Workforce Investment SystemWhen you need us most, we will be there.2T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E222JeffWhy are we here?To establish a comprehensive, collaborative effort to improve the Rapid Response system throughout the country by promoting consistent, high quality, timely and innovative responses to economic transition.

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Rapid Response: Transition ManagementT H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E4TimWhat Is Rapid Response?Rapid Response Required state function under the Workforce Investment Act (WIA); funded by reserving up to 25% of the states WIA Dislocated Worker allotment Provides direct reemployment services and facilitates additional services and resources; carried out by states and local workforce development organizations in partnership with One-Stop Career Centers. Arranges for the provision of support services such as unemployment insurance, health care, home heating assistance, legal aid, financial advice, and other forms of critical assistance to affected workers and communities5T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E555Tim6Faster engagement = Better resultsAND.

Rapid Response is a primary gateway to the workforce system for both dislocated workers and employers6T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E666Tim

Legislative Authorization Sec 665.300 WIA Final Rule

(a) Rapid response activities necessary to plan and deliver services to enable dislocated workers to transition to new employment as quickly as possible

77From the RegsT H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E777Tim

Other Uses of Rapid Response FundsT H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E8Through 12/31/2011, states had The outer most line (red) represents Federal legislation.The next line (blue) represents Federal regulations.The third (green) represents state rules.The last line (orange) represents local rules.

The distance between orange and red represents lost opportunities for innovation. Our mission is to get locals and states to maximize the flexibility allowed by law.The Shrinking Envelope of InnovationT H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E9Through 12/31/2011, states had Transition Management (The Economy)Regional Asset MappingService providers, community and faith based organizations, educational facilities, foundations [665.320(b)]Economic MappingAt-risk employers, growth employers, infrastructure assets and needs, technology transfer (R&D) capabilities [665.320(d)(3)]Action not Reaction10T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S EReference the older 1990 community audit grants.10Rapid Response Set-AsideState-Based NEGRapid Response funds used to assist local areas in responding to events that do not otherwise qualify for a NEGGap-Filler FundsCovers the gap between layoff and NEGNEG funds used to replenish set-aside fundsTrade wrap around services11T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S EBusiness Visitation ProgramsApproach at-risk (and growth) employers with information on Rapid Response and One-Stop services BEFORE there are layoffsDoes not wait for first contact with employer to be in relation to layoffsLinks businesses with financial planning, technology planning, marketing and job training resources (layoff aversion)TAA for Firms, Commerce, Economic DevelopmentOngoing effort, not a one-time eventFocus on small to medium sized employers first12T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S ESkills Gap AnalysisProvides actionable intelligence prior to layoffAllows local workforce system to develop and deploy strategic planning efforts ahead of layoffsShould focus on both at-risk and growth employers and/or sectorsCrosswalk skill sets of workforce to regional economiesREMI, EMSI, TORQ, etc.

NOTE: Mention of a particular product does not constitute and endorsement thereof. ETA does not endorse particular products or vendors.

13T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E13Small Business Assistance Services667.262(b)(4) Active participation in local business resource centers (incubators) [One-Stops] to provide technical assistance to small and new business to reduce the rate of business failure; [added]

Possible Technical Assistance Areas (HR Related):Resolving Conflict, Assisting Troubled and Difficult Employees, Managing Employee Turnover and Absenteeism, Supervisory Skills Enrichment (Human Resource Seminars)14T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S EIncumbent Worker TrainingIncumbent Worker Training*

665.320(d)Assist in devising and overseeing strategies for:(1) Layoff aversion, such as prefeasibility studies of avoiding a plant closure through an option for a company or group, including the workers, to purchase the plant or company and continue it in operation;(2) Incumbent worker training, including employer loan programs for employee skill upgrading; and(3) Linkages with economic development activities at the Federal, State and local levels, including Federal Department of Commerce programs and available State and local business retention and recruitment activities.*A waiver is required to use RR funds to pay the direct costs of incumbent worker training.15T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E15Disaster ResponseFull complement of allowable services not completely defined in regulationsCould allow for operation of mobile or temporary one-stopsMust be coordinated with FEMA and the State EMACo-location with these agencies should be a priorityAssist workers in accessing DUA and other benefits and servicesAssist employers in reopeningBeware of restriction on employment generating activitiesPre-planning activities may also be allowableResponding to Disasters is a REQUIRED Activity16T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S ERobTechnologyGIS to map dislocations, growth employers and available resourcesLaptops, cell phones, etc. for Rapid Response staffMobility and connectivity are two key aspects of strong rapid response services

17T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S ECommunityTransition TeamsComprised of a variety of community membersDevelops Local Resource GuideFaith and Community Based ServicesMental Health ServicesOther Government Agency ServicesProvides non-employment related workshopsHolds community and fundraising events

18T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S ETim / RobSocial Networking as a ServiceMaintain a presence for your organization on Twitter, Facebook and other social media sitesA great way to reach dislocated workers and employersMaintain a presence for yourself on LinkedIn and other similar sitesA great way for people you know to connect to our services when they need themIf your current IT policies dont allow you access to them, get those policies changedIn case you missed it, the way the world communicates has changed.Facebook: Fueling revolutions since 2011.19T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E

Rapid Response: Its not just for layoffs anymore.T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E20Rapid Response is PROACTIVEPrepared Delivered through a well-developed service infrastructureFully integrated Layoff Aversion strategiesEarly Intervention Engaged with the regional economy including:LaborEconomic DevelopmentBusiness Community Local WIBs & One StopsEducation21Dont wait for WARNT H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E2122It is NOT event-driven; it is a pro-active approach to planning for and managing economic transitions. Rapid Response requires: Ongoing efforts to build relationships with employers and other community stakeholders Knowledge of labor market trends and economic forecasts Strategic planning, data gathering and analysis designed to anticipate, prepare for, and manage economic transition Understanding workforce assets and needs Convening, facilitating, and brokering connections, networks, and partners Planning for and responding to layoffs, minimizing their impacts wherever possible 22Bend the CurveT H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E222222

Rapid Response Throughout the Business Cycle23T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E23

An orientation does not Rapid Response make. If it does, youre doing it wrong.T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E24LWIB - Local Workforce Investment BoardNEG - National Emergency GrantOSCC - One-Stop Career CenterTRA - Trade Readjustment Act UI - Unemployment InsuranceWIB State Workforce Investment BoardRapid Response Flow Chart

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Layoff Aversion 2.0T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E26Defining Layoff AversionFrom TEGL 30-09:ETA considers a layoff averted when: 1) a workers job is saved with an existing employer that is at risk of downsizing or closing; or 2) a worker at risk of dislocation transitions to a different job with the same employer or a new job with a different employer and experiences no or a minimal spell of unemployment.27T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S ESaving the Companyor JobsBROADER IDEA:Lessening the Impact of LayoffsLessening the number of employees that the company needs to layoffESOPs - Employee buyoutsFinding a buyer for the closing businessLinking with Economic DevelopmentIncumbent worker programsWorkshare(Short-Time Compensation)Fewer people filing for UI benefitsClaimants filing for fewer weeksLinking with other companies that are hiring (Company Match)OJT programs-linking with growing companiesEarly warning networksEffective partnerships1228T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E2828I want to ask for some audience input here. When you think layoff aversion, what do comes to mind? What does layoff aversion mean to you? A lot of people think that layoff aversion simply means preventing a layoff from happening, but in reality, there is so much more to it. There are two sides to layoff aversion. One is actually saving the company. This could be done by minimizing the number of employees that need to be laid off, work-share, company furloughs, employee-buyouts or finding a buyer, linking with economic development, or incumbent worker training programs based on the company. Then theres the proactive side to layoff aversion, which is that you may not actually be able to save the company, but you can lessen the impact that a layoff event or closure has. This can be by lessening the number of people who file for unemployment insurance, company match, which is linking laid off employees with companies that need trained workers, linking On-the-job Training programs with growing companies, or broader incumbent worker programs. So layoff aversion is really a lot more expansive than simply stopping a layoff from happening. 29Short-Time Compensation(Workshare)Helps preserve jobsReduces impact on UI trust fundOption to provide training to STC participantsIncreases job skills of participantsGrant funds available to promote and enroll employersCoordinated with Rapid Response and business service teamsOpportunity to leverage Rapid Response funds for layoff aversionConforming legislation / policy revision requiredDeadline: December 31, 2014

T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S EContext/Talking Points From the guidance re: training of STC participants, (6) eligible employees may participate, as appropriate, in training (including employer-sponsored training or worker training funded under the Workforce Investment Act of 1998) to enhance job skills if such program has been approved by the State agency;

This is an expansion of the requirement in prior law because it permits the state UC agency to approve STC plans providing for both employer-sponsored training and Workforce Investment Act (WIA) training to improve job skills. Previously, only employer-sponsored training could be included in an STC plan. The addition of WIA training should provide more training opportunities to STC participants. As under previous law, any training must be approved by the state agency. States can only receive a grant if they have conforming legislation (see UIPL 22-12) Funds are available: grant(s) to promote and enroll STC employers +/or improve administration or implement an STC STC grant guidance is forthcoming

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Rapid Response: Partnering For SuccessT H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E30Early intervention services allow dislocated workers the best chance of re-entering the workforce with the least amount of time and money lost.Rapid Response services in Massachusetts saved the MA UI Trust Fund an estimated $6.6m in PY2008Rapid Response & The Bottom Line31T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S ERapid Response Initiated ProgramsResponse to company closures and layoffs Layoff Aversion / Company MatchingRapid Response Set-Aside National Emergency GrantsTrade Adjustment AssistanceFor FirmsFor Workers 32T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S EBuilding PartnershipsPrivate OutplacementStaffing FirmsEconomic DevelopmentBusiness CommunityOther State and Local agencies Community-based OrganizationsFaith-based Organizations

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Wrapping UpT H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E34If the worst economic condition since the GREAT DEPRESSIONisnt enough motivation, whats it going to take?

If you do what youve always done, you get what you always got. Roger von Oech

35The Time to Innovate Was YesterdayT H E N E W E T A V I S I O N F O R R A P I D R E S P O N S EThank You!Timothy ThebergeBoston Regional OfficeU.S. Department of LaborEmployment and Training Administration617-788-0139theberge.timothy@dol.govtimtheberge@gmail.com@timtheberge (Twitter)

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