ohio rapid response webinar 2

March 2011 1

You can do that with Rapid Response funding?

You can do that with Rapid Response funding?

U.S. Department of LaborEmployment and Training Administration

Presenters:

Jeff RyanTim ThebergeRob Gamble

Presenters:

Jeff RyanTim ThebergeRob Gamble

March 2011

March 2011 2

AgendaAgenda• Overview

• The Shrinking Envelope of Innovation• Job Training vs. Talent Development• The Transformational Model

• Planning• Information Gathering

• Prevention• From: Layoff Aversion - To: Transition Management

• Performance• Partnerships

• Outside Partners• Rapid Response Funding and Uses

Road to Recovery: Strategies for ReEmployment - 2010 National ReEmployment Summit 3

Rapid ResponseRapid Response

Party Like It’s 1989

March 2011 4

Why are we here?Why are we here?

• Our mission is 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.

March 2011 5

The Shrinking Envelope of InnovationThe Shrinking Envelope of Innovation

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.

March 2011 6

Job Training vs. Talent Development

(Reactive vs. Proactive)

Job Training vs. Talent Development

(Reactive vs. Proactive)

Job Training:• Transactional• Individual• Jobs that exist

NOW• Immediate results• Workforce System

operates more independently

Talent Development:• Strategic• Sector focused• CREATE/Expand jobs• Longer-term,

sustainable results• WIS operates with

and through partners

• Transformative in nature

March 2011 7

Transformation Model & WIATransformation Model & WIARegional / sectoral asset mapping

[WIA Sec. 117 (d)(7) and (8). WIA Sec. 118]

Workforce Investment Boards [WIA Sec. 117]

Community Transition Teams (Maine)

Analysis of skill sets of at-risk workers compared to skill sets in demand. [WIA Sec. 117 (d)(6), WIA Sec. 118]

Define pathways for at-risk workers to transition into demand occupations. [WIA Sec. 118]

Engage partners to develop a shared vision. [WIA Sec. 118]

Partner, partner, partner.

[WIA Sec. 117, 118, 121]

March 2011 8

Poll:Poll:

Rapid Response can only provide services after a layoff or announcement of a layoff:

True or False

March 2011 9

What is Rapid Response?What is Rapid Response?

• A one-time, reactive service focused on the workers after a layoff or upon a WARN notice

• Primary focus to answer the question: “How do I file for UI?”

The Perception: “The Buzzard”

March 2011 10

Why is this perception bad?Why is this perception bad?

• Minimizes the importance of what Rapid Response does

• Ignores ½ of states’ activities• Portrays the system in a

negative, reactive light

March 2011 11

Why Companies Don’t Use Rapid ResponseWhy Companies Don’t Use Rapid Response

• “You’re from the government and you’re here to help?” – aka: stigma of a government program

• It’s free - how good can it be?• What about the outplacement firm that I already hired?

• Confidentiality• What about sabotage?

• Need to keep layoff information from the employees (stockholders and community) for as long as possible

• Rapid Response… Who?

• What’s in it for me?


Rapid Response – Legal ReferencesRapid Response – Legal References

“Are you men the police?” “No, ma’am, we’re

musicians.”

March 2011 13

Poll:Poll:

• Under WIA, who is ultimately responsible for providing Rapid Response services?

•A. The State•B. The Local

March 2011 14

StatuteStatute

• WIA Sec. 101(38)•Rapid Response defined•101(38)(D) - the provision of emergency

assistance adapted to the particular closure, layoff, or disaster;

• WIA Sec. 134(a)(2)•Rapid Response as a required state

activity

March 2011 15

RegulationsRegulations

• The state/local relationship: 660.300(b)• (b) The State is responsible for

providing rapid response activities.

• Regardless of who provides the services, ETA ultimately holds the state accountable

March 2011 16

Required Activities 660.310Required Activities 660.310

a) Immediate and on-site contact with the employer, representatives of the affected workers, and the local community, which may include an assessment of the:(1) Layoff plans and schedule of the employer;(2) Potential for averting the layoff(s) in consultation with State or local economic development agencies, including private sector economic development entities;(3) Background and probable assistance needs of the affected workers;(4) Reemployment prospects for workers in the local community; and(5) Available resources to meet the short and long-term assistance needs of the affected workers.

March 2011 17

Other Required ActivitiesOther Required Activities

• Formation and support of labor-management and/or community transition teams

• Provision of information on UI, Trade and the services available at One-Stops

• The provision of emergency assistance adapted to the particular closing, layoff or disaster.

• Assistance to local boards and chief elected officials to develop and coordinate the response

March 2011 18

24/7/36524/7/365

• Rapid Response services must be available on-demand•Third-shift or weekend layoffs must be

responded to with the same level of effort•The dislocated workers and employers deserve

nothing less

•Personnel policies (and contracts) must allow for these exceptions or be modified to accommodate these exceptions

March 2011 19

Timeliness MattersTimeliness Matters

• Dislocated Workers are a regional economy’s most valuable asset• They represent opportunities for growth

• The faster they are connected to new employment, the better the local economy will be• Reemployed dislocated workers contribute to social services

through taxes rather than accessing them as participants

• Higher unemployment makes doing business harder for those still in business• Work with them to retain and expand their capacity and

operations• Increased number of applicants can be a daunting challenge

– this is where you come in

March 2011 20

Poll:Poll:

• Rapid Response funds can only pay staff costs for Rapid Response staff?

True or False


Bend the CurveBend the Curve

Planning

March 2011 22

Information GatheringInformation Gathering

From the Regulations•665.320

• (a)(1) (1) Develop prospective strategies for addressing dislocation events, that ensure rapid access to the broad range of allowable assistance;

• (a)(3) Develop and maintain mechanisms for the regular exchange of information relating to potential dislocations…

• (b) In collaboration with the appropriate State agency(ies), collect and analyze information related to economic dislocations, including potential closings and layoffs, and all available resources in the State for dislocated workers… [emphasis added]

March 2011 23

Transition Management (The Employer)Transition Management (The Employer)

• Sample of Available Data Sets:• New Hires / UI Claims• Mass layoff / WARN• Job postings• Small business loan rates• SEC filings (debt to earnings, profit margins)• USDA output reports• Commerce import/export reports• Bankruptcy filings• Utility usage rates / permit issuances

March 2011 24

Transition Management (The Employee)Transition Management (The Employee)

• Skill set level information:•Must include incumbent and dislocated• Job titles are not enough

•Skill set mapping from industries in decline to growth sectors will lessen the impact on the workers and the community

• Ideally conducted in at-risk industries prior to layoff events

•The ultimate goal is Instant Labor Exchange

March 2011 25

March 2011 26

Transition Management (The Economy)Transition Management (The Economy)

• Regional Asset Mapping•Service providers, community and faith

based organizations, educational facilities, foundations [660.320(b)]

• Economic Mapping•At-risk employers, growth employers,

infrastructure assets and needs, technology transfer (R&D) capabilities [660.320(d)(3)]

• Action not Reaction


If the worst economic condition since the Great Depression isn’t enough motivation, what’s it going to take?

If the worst economic condition since the Great Depression isn’t enough motivation, what’s it going to take?

Performance

March 2011 28

You Can Do THAT?You Can Do THAT?

• Rapid Response money is extremely flexible/few restrictions• Regs, Law allow for broad range of services• Waivers can be requested to allow even greater

flexibility• Rapid Response needs to be as

important during the “ups” of the business cycle as it is during the “downs”• As the economy improves, states should

transition to a layoff aversion approach• Most states don’t spend all Rapid

Response money each year

March 2011 29

March 2011 30

Rapid Response FundingRapid Response Funding

• $352m available as of 12/31/2010•$62m is ARRA funding

• Ohio:•$2.8m in ARRA funding (80%)

•Expire on June 30, 2011

•$17.4m in regular funding (72%)


Examples of Rapid Response-Funded ActivitiesExamples of Rapid Response-Funded Activities

The Time To Innovate Was Yesterday

March 2011 32

Poll:Poll:

• Which of the following is allowable under Rapid Response?•A. Strategic Planning at the Local Level•B. Human Resource seminars for small

businesses•C. Asset Mapping•D. Employer / Community Outreach•E. Economic Development

March 2011 33

Business Visitation ProgramsBusiness Visitation Programs

• Approach at-risk (and growth) employers with information on Rapid Response and One-Stop services BEFORE there are layoffs• Does not wait for first contact with employer to be

in relation to layoffs• Links businesses with financial planning,

technology planning, marketing and job training resources (layoff aversion)• TAA for Firms, Commerce, Economic Development

• Ongoing effort, not a one-time event• Focus on small to medium sized employers

first

March 2011 34

Skills Gap AnalysisSkills Gap Analysis

• Provides actionable intelligence prior to layoff

• Allows local workforce system to develop and deploy strategic planning efforts ahead of layoffs

• Should focus on at-risk (and growth) employers and/or sectors

March 2011 35

Rapid Response “Set-Aside”Rapid Response “Set-Aside”

• State-Based NEG• Rapid Response funds used to assist

local areas in responding to events that do not otherwise qualify for a NEG

• “Gap-Filler” Funds• Covers the gap between layoff and

NEG• NEG funds used to replenish set-aside

funds

• Trade “wrap around” services

March 2011 36

Small Business Assistance ServicesSmall Business Assistance Services

667.262(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)

March 2011 37

Incumbent Worker TrainingIncumbent Worker Training

Incumbent 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.

March 2011 38

Disaster ResponseDisaster Response

• Full complement of allowable services not completely defined in regulations• Presumably at least those allowable in a mass layoff

• Could allow for operation of mobile or temporary one-stops• Should be coordinated with FEMA and the State EMA

• Co-location with these agencies should be a priority• Assist workers in accessing DUA and other benefits and

services• Assist employers in reopening

• Beware of restriction on “employment generating activities”• Pre-planning activities may also be allowable• Responding to Disasters is a REQUIRED Activity

March 2011 39

Disaster ResponseDisaster Response

• Mobile One-Stop Units• Ideal unit should be self-powered

with self-contained communications• Brings services to locations where

traditional services are unavailable• Can also be used for “regular”

dislocation events (scalability)

• To be fully prepared, states must conduct disaster response exercises

• Must coordinate with state emergency management agency and FEMA

March 2011 40

Temporary Transition CentersTemporary Transition Centers

• Ideal for large-scale layoffs, in locations away from existing one-stops or in disaster scenarios• Always offer this option to the employer

• Most successful if placed onsite or near-site• Engage the employer to seek financial contributions to the

services• Employer funds are non-restricted

• Must include community partners• Food banks, heat and rental assistance, other social service

agencies and organizations• All costs for operations are allowable under Rapid

Response• Staff can be from multiple programs: WIA, ES, UI, etc.

• Can be long-term in nature (Jabil, Boeing)

March 2011 41

TechnologyTechnology

• Crosswalk skill sets of impacted workers to regional economies• REMI, EMSI, TORQ, etc.

• GIS to map dislocations, growth employers and available resources

• Laptops, cell phones, etc. for Rapid Response staff• Mobility and connectivity are two key aspects

of strong rapid response services

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

March 2011 42

Community Transition TeamsCommunity Transition Teams

• Comprises of a variety of community members• Includes Congressional office staff•Lead by Community Action Partner

• Develops Local Resource Guide•Faith and Community Based Services•Mental Health Services•Other Government Agency Services

March 2011 43

Community Transition TeamsCommunity Transition Teams

• Provides non employment and employment related workshops•Budgeting•Pension and Retirement•Coping with Change•Health Care Options

• Holds community and fundraising events•Funds used to pay for life expenses not

covered by WIA supportive services


Get ConnectedGet Connected

There’s an app for that…

March 2011 45

Rapid Response Community of PracticeRapid Response Community of Practice

www.workforce3one.org• Forums

• peer-to-peer• Federal, state, local and partners

• Resources• Materials• Presentations

• Facebookhttp://www.facebook.com/pages/Rapid-Response-Community/141390532568186

• Twitter - RapidResponseUS

March 2011 46

Social Networking as a ServiceSocial Networking as a Service

• Maintain a presence for your organization on Twitter, Facebook and other social media sites• A great way to reach dislocated workers and employers

• Maintain a presence for yourself on LinkedIn and other similar sites• A great way for people you know to connect to our

services when they need them

• If your current IT policies don’t allow you access to them, get those policies changed• In case you missed it, the way the world communicates

has changed.• Facebook: Fueling revolutions since 2011.


Wrapping Up…Wrapping Up…

FINAL THOUGHTS

March 2011 48

Tell Your StoryTell Your Story

• Stakeholders need to know who you are and what you do

• Employers can be your best champions

• Your data matters and is valuable to others (and yourself)•At the end of the day, this has to be about

more than feeling good about what we do. • If it’s not, someone else will get the resources.

March 2011 49

The Data You Need (At Least)The Data You Need (At Least)

• Employers served; Dislocated Workers served

• Layoffs averted; Reduced Weeks of UI Claimed

• Savings to the UI Trust Fund•Savings to the social services system•Lack of loss to tax base

• Jobs Created / Retained

March 2011 50

The Bottom LineThe Bottom Line

• What you do (and how you do it) makes a difference in the success (or failure) of your local economy

• If you don’t do it, no one else will.•There may be duplication elsewhere in

government, but we are the only ones that do what we do.

•You are America’s Economic Backstop

March 2011 51

Thank You!Thank You!

Jeff RyanOffice of National [email protected]

Timothy ThebergeBoston Regional [email protected]

Rob GambleManaging PartnerInnovation [email protected]

ohio rapid response webinar 2

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