Ohio rapid response mass

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Ohio rapid response mass

  1. 1. Rapid Response Where it all starts !!
  2. 2. What is Rapid Response? <ul><li>Service? </li></ul><ul><li>Broker? </li></ul><ul><li>Partnership Builder? </li></ul><ul><li>Grant initiator? </li></ul><ul><li>Source of Emergency Funds? </li></ul><ul><li>Source of skilled employees? </li></ul><ul><li>Marketing component? </li></ul><ul><li>Link to Economic Development? </li></ul>
  3. 3. Rapid Response ? <ul><li>How long can you provide onsite services? Start/Finish? </li></ul><ul><li>WARN related companies make what % of company layoffs? </li></ul><ul><li>How do companies here of WARN , Rapid Response, OSCC’s? </li></ul><ul><li>State/ Local coordination? </li></ul><ul><li>First Questions when meeting with effected company? </li></ul>
  4. 4. Why more companies aren’t using Rapid Response Services <ul><li>Government program stigma? </li></ul><ul><li>It’s free - how good can it be? </li></ul><ul><li>Confidentiality !! </li></ul><ul><li>What about sabotage? </li></ul><ul><li>Need to keep layoff information from the employees as long as possible </li></ul><ul><li>Rapid Response, Who? </li></ul>
  5. 5. Employer Findings <ul><li>Employers who used Rapid Response services were highly satisfied. </li></ul><ul><li>Most employers only heard of Rapid Response after filing a WARN notice. </li></ul><ul><li>Employers would have preferred to have known about Rapid Response services in advance to any layoff plans. </li></ul>
  6. 6. Rapid Response initiated programs <ul><li>Response to company closures and layoffs </li></ul><ul><li>Layoff Aversion/ Company matching </li></ul><ul><li>Rapid Response (RR) Set Aside </li></ul><ul><li>National Emergency Grants </li></ul><ul><li>Trade Adjustment Assistance </li></ul>
  7. 7. <ul><li>Early intervention services allow dislocated workers the best chance of re-entering the workforce with the least amount of time and money lost. </li></ul>
  8. 8. Rapid Response Locations <ul><li>Boston </li></ul><ul><li>Leominster </li></ul><ul><li>Haverhill </li></ul><ul><li>Brockton </li></ul><ul><li>Springfield </li></ul><ul><li>AFL/CIO Union Staff </li></ul>
  9. 9. On-Site Rapid Response Services <ul><li>Career Counseling </li></ul><ul><li>Workshops </li></ul><ul><li>Job Placement Assistance </li></ul><ul><li>GED and ESL Classes </li></ul>
  10. 10. Rapid Response/ Center Coordination <ul><li>Marketing Efforts </li></ul><ul><li>Explanation of all Center locations and Services </li></ul><ul><li>Coordination of On-site Services </li></ul><ul><ul><li>GED, ESL, Assessment, Workshops, counseling - </li></ul></ul><ul><li>Rapid Response team completes the One Stop registration at the time of the onsite employee Meeting. </li></ul>
  11. 11. Features of a Statewide System <ul><li>Consistency- All Rapid Response staff work as one team , this method insures a consistent level of services will be offered in all layoff and Plant closing situations. </li></ul><ul><li>Cost Effectiveness- The one team approach allows us to maximize the use of Rapid Response resources. Staff move to where activity is occurring. </li></ul><ul><li>Customer Choice – The State team is the gateway into any one of the 37 career Centers. </li></ul>
  12. 12. Rapid Response /Career Center MOA’s <ul><li>A signed MOA is reviewed each year to insure a seamless delivery of services. </li></ul><ul><li>The MOA indicates roles and responsibilities which eliminates duplication. </li></ul>
  13. 13. Employer Advantages <ul><li>Better working relationship between Employees and Employer </li></ul><ul><li>Insure productivity </li></ul><ul><li>Project a better company image </li></ul><ul><li>Save money: Placement of employees early saves on company unemployment contributions. </li></ul>
  14. 14. Employees Advantages <ul><li>Better understanding of how to access services. </li></ul><ul><li>Access to Workshops </li></ul><ul><li>Counseling </li></ul><ul><li>Job Placement </li></ul><ul><li>Assessment Services </li></ul><ul><li>Referral to Career Centers </li></ul>
  15. 15. Company Evaluation Summary Sheet Company Name: _________________________________________________________________________ Company Contact: ______________________________________Phone: ____________________________ Date: __________________________________________________________________________________ Please rate each item by circling the applicable number on a scale of 1 to 4, with 4 as the highest score. Strongly Agree - 4 Agree - 3 Disagree - 2 Strongly Disagree - 1 Does Not Apply – 0 Rapid Response provided all agreed upon services. 4 3 2 1 0 All services were provided in a timely fashion. 4 3 2 1 0 The employee meeting was effective. 4 3 2 1 0 T he employees were satisfied with Rapid Response services. 4 3 2 1 0 The quality of the services provided met your expectation. 4 3 2 1 0 The Rapid Response services increase morale. 4 3 2 1 0 The onsite services decrease tensions between employees and the company. 4 3 2 1 0 The Rapid Response services improved productivity. 4 3 2 1 0 Rapid Response worked well with company representatives .4 3 2 1 0 The Rapid Response staff was knowledgeable and accommodating. 4 3 2 1 0 I would use Rapid Response again. 4 3 2 1 0 COMMENTS: What can we do to improve our services?
  16. 16. Tracking of Rapid Response services <ul><li>All Company information and services </li></ul><ul><li>All employee registration and services </li></ul><ul><li>MOSES system Massachusetts One Stop Employment System </li></ul><ul><li>TAA/RR/NEG- system </li></ul>
  17. 21. Division of Career Services <ul><li>Rapid Response </li></ul><ul><li>Set Aside Funding </li></ul>
  18. 22. Workforce Investment Act 1998 (665.340 WIA Sec.134(a)(2)(A)(II)) <ul><li>Allows Rapid Response 25% funds to be utilized for additional assistance to local area’s experiencing events that substantially increase the number of unemployed individuals </li></ul><ul><li>Direct services to participants (such as, intensive and training services) if there are not adequate local funds available </li></ul>
  19. 23. Massachusetts Rapid Response 25% Set-Aside Process <ul><li>Additional Assistance Funds are made available for Local Area’s </li></ul>
  20. 24. Utilization of Set-Aside Funds <ul><li>Funds for a layoff or layoffs that would be to small to apply for a National Emergency Grant (NEG) </li></ul><ul><li>For use as a bridge while waiting for NEG funds to arrive </li></ul><ul><li>Assistance with Trade related companies </li></ul>
  21. 25. Proposal Process <ul><li>Rapid Response identifies potential (set-aside) company layoffs and discussion is held with Local Planning team </li></ul><ul><li>Rapid Response Regional Coordinator meets with Local Planning Team to discuss needs </li></ul><ul><li>Proposal is developed in coordination with the RR Coordinator , Local Planning Team </li></ul><ul><li>Proposal is sent to the set-aside committee for review and decision on grant approval </li></ul>
  22. 26. Proposal Process ( cont’d ) <ul><li>All proposals must meet the criteria outlined in the MA set-aside policy (current policy WIA communication No.06xx) which is under revision </li></ul><ul><li>The chair person sets up a meeting with the set-aside review committee </li></ul><ul><li>The committee reviews each proposal and decides whether to approve or deny funding </li></ul><ul><li>Most proposals are incrementally funded </li></ul>
  23. 27. Quick Turnaround Funding <ul><li>Once a proposal is approved the field is notified immediately </li></ul><ul><li>In addition, the goal of the set aside process is that funding is issued within a two week time frame. </li></ul>
  24. 28. Set Aside Committee <ul><li>Rapid Response Manager </li></ul><ul><li>Rapid Response Regional Coordinators </li></ul><ul><li>Finance/Monitoring Staff information </li></ul><ul><li>NEG Staff assistance </li></ul><ul><li>Trade Staff assistance </li></ul><ul><li>Local area’s may have representation </li></ul>
  25. 29. Grant Tracking <ul><li>All programmatic grant information is captured on the Massachusetts One-Stop Employment system (MOSES) </li></ul><ul><li>All fiscal information is tracked separately through the finance department (FSR’s) </li></ul>
  26. 30. Field Responsibilities <ul><li>Outlined on award letter/statement of work </li></ul><ul><li>Enter services in MOSES system </li></ul><ul><li>A Fiscal Spending Report (FSR) needs to be updated on the 20 th of each month on each set aside award </li></ul><ul><li>Local Area’s need to set up separate set aside grant participant grant tracking in MOSES </li></ul>
  27. 31. Building Partnerships <ul><li>Private Outplacement </li></ul><ul><li>Economic Development </li></ul><ul><li>Business community </li></ul><ul><li>Other State and Local agencies </li></ul>
  28. 32. Partnering with Outplacement Firms <ul><li>Companies have ongoing relationships with outplacement. </li></ul><ul><li>Outplacement can benefit from partnering with Rapid Response. </li></ul><ul><li>Outplacement firms work with companies in the planning of services for upcoming layoffs. </li></ul><ul><li>One of the questions when first meeting with a company is whether outplacement is involved </li></ul>
  29. 33. Linking with Economic Development <ul><li>Sharing information on company closings and layoffs. </li></ul><ul><li>Sharing information of company expansions. </li></ul><ul><li>Working together to enhance business growth. </li></ul><ul><li>Identifying reasons companies leave and stay. </li></ul>
  30. 34. Lessons Learned <ul><li>Get into the companies as early as possible before signs of trouble. </li></ul><ul><li>Have one point of contact or designated lead to coordinate all of the available economic development tools. </li></ul><ul><li>Think of Rapid Response funding as one of the many economic development tools. </li></ul>
  31. 35. Contact Information <ul><li>Ken Messina </li></ul><ul><li>Department Of Workforce Development </li></ul><ul><li>19 Staniford street </li></ul><ul><li>Boston MA 02114 </li></ul><ul><li>617-626-5703 </li></ul><ul><li>[email_address] </li></ul>

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