2012 Rapid Response Vision and Innovation (NYATEP)


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Workshop provided by the Boston Regional Office of ETA at NYATEP's Spring Conference. The workshop provides the audience ETA's vision for Rapid Response services in the workforce development system. The presentation also includes examples of innovative activities and services that can be funded through Rapid Response.

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2012 Rapid Response Vision and Innovation (NYATEP)

  1. 1. The New ETA Vision for Rapid Response NYATEP Spring Conference - May 2012Presented By:• Timothy Theberge, U.S. Department of Labor – ETA • Boston Regional Office THE NEW ETA VISION FOR RAPID RESPONSE
  2. 2. 2 The When you PROMISE of the need us most, WorkforceInvestment we will be there. System THE NEW ETA VISION FOR RAPID RESPONSE
  3. 3. 3 • To establish a comprehensive, collaborative effort to improveWhy are we the Rapid Response system here? throughout the country by promoting consistent, high quality, timely and innovative responses to economic transition. • We are “America’s Backstop” THE NEW ETA VISION FOR RAPID RESPONSE
  4. 4. May 2012Rapid Response: Transition Management THE NEW ETA VISION FOR RAPID RESPONSE
  5. 5. 5 Rapid Response • Required state function under the Workforce What Is Investment Act (WIA); funded by reserving up to Rapid 25% of the state’s WIA Dislocated WorkerResponse? 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 communities THE NEW ETA VISION FOR RAPID RESPONSE
  6. 6. 6 AND…. Fasterengagement = Better Rapid Response is a primary results gateway to the workforce system for both dislocated workers and employers THE NEW ETA VISION FOR RAPID RESPONSE
  7. 7. 7 Legislative AuthorizationFrom the Sec 665.300 WIA Final Rule Regs… (a) Rapid response … “activities necessary to plan and deliver services to enable dislocated workers to transition to new employment as quickly as possible” THE NEW ETA VISION FOR RAPID RESPONSE
  8. 8. 8 Timely, consistent and high-quality services to workers andCustomized businessesConsistency • Timely and Consistent • Providing the right information and services, when, where and how needed to best serve workers and businesses • It does not mean cookie-cutter or one- size fits all solutions • High-Quality • Proactive, comprehensive solutions that meet the needs of workers and businesses THE NEW ETA VISION FOR RAPID RESPONSE
  9. 9. May 2012 Rapid Response:It’s not just for layoffs anymore. THE NEW ETA VISION FOR RAPID RESPONSE
  10. 10. 10 Rapid Response is PROACTIVE Don’t wait • Preparedfor WARN… • Delivered through a well-developed service infrastructure • Fully integrated Layoff Aversion strategies • Early Intervention • Engaged with the regional economy including: • Labor • Economic Development • Business Community • Local WIBs & One Stops • Education THE NEW ETA VISION FOR RAPID RESPONSE
  11. 11. 11 Solution-Based Approach for Solutions- Managing Transitions in an Based Evolving Economy. TransitionManagement • Addresses the needs of employers, workers, and community through development of ongoing strategies to ensure long-term economic stability and growth • Employs strategies gained from expertise, perspectives, and efforts of extensive network of partners and stakeholders THE NEW ETA VISION FOR RAPID RESPONSE
  12. 12. 12 It is NOT event-driven; it is a pro-active approach to planning for andBend the managing economic transitions. Rapid Response requires: Curve • 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 THE NEW ETA VISION FOR RAPID RESPONSE
  13. 13. 13 Rapid Response Throughoutthe Business Cycle THE NEW ETA VISION FOR RAPID RESPONSE
  14. 14. May 2012 An orientation does not RapidResponse make. If it does, you’re doing it wrong. THE NEW ETA VISION FOR RAPID RESPONSE
  15. 15. 15 15 Determine & OVERALL PROCESS Tailor Facilitate Plan Additional High Level “Reader’s Digest” Version Services Employer Meet with Determine Contact Employer/ Intervention and/or Layoff Company Required AnnouncementResearch & Discovery Activation Things to Keep On Your Radar  Tracking and Evaluation (Continuous Improvement)  Follow-Up THE NEW ETTH E V I E WO NE T F O R I SR O P I D OR E S PA PN D E R E S P O N S E A N SI A V IAN F R R O IS
  16. 16. Rapid ResponseFlow ChartLWIB - Local Workforce Investment BoardNEG - National Emergency GrantOSCC - One-Stop Career CenterTRA - Trade Readjustment ActUI - Unemployment InsuranceWIB – State Workforce Investment Board THE NEW ETA VISION FOR RAPID RESPONSE
  17. 17. 17 Activities:Research • Building systems, networks, and partnerships and designed to make optimal use of a range ofDiscovery data and indicators. • Develop early warning networks and systems, to identify opportunities for proactive approaches, or to implement layoff aversion strategies. Key Partners: • Organized labor, economic development, Chambers of Commerce, and local workforce boards. THE NEW ETA VISION FOR RAPID RESPONSE
  18. 18. 18 Importance: • Provides foundation for developing aResearch broad strategic approach and • Creates opportunities for beingDiscovery PROACTIVE (cont’d) • Early discovery provides information needed to take appropriate action • Gives insight for targeted outreach & information dissemination • Raising awareness of your Rapid Response services and network of resources encourages participation and information sharing THE NEW ETA VISION FOR RAPID RESPONSE
  19. 19. 19 Activation: • Awareness of a pending eventActivation • Assess the Situation • Customize strategy for specific event • Engage/Connect with local area (WIBs) Importance: • Begins “movement” toward a strategy/ solution • Continues information gathering and assessment of the situation with input from other partners (Local WIB, etc.) THE NEW ETA VISION FOR RAPID RESPONSE
  20. 20. 20 Who Should Be Involved In Step 2? • WIBs/Local AreasActivation • Sources of information that can “fill in the (cont’d) blanks” regarding information about the employer • Preliminary contacts to key partners Key Things To Consider: • Tools MUST already be in place • “Tools” such as partnerships/a resource network, collateral materials, etc., are necessary for proceeding in a timely and consistent manner THE NEW ETA VISION FOR RAPID RESPONSE
  21. 21. 21 Includes:Initial Employer • Contact employer, set up a meeting, etc. Contact and/ or Layoff • Can be the result of a layoff announcementAnnouncement or a chance to offer services to a growing or declining company (Proactive) • GOAL: Face-to-face meeting with employer representatives w/decision-making authority Importance: • Relationship with employer or employee starts here • Remember, you only have one chance to make a first impression THE NEW ETA VISION FOR RAPID RESPONSE
  22. 22. 22 Key Things To Consider:Initial Employer • Preparation is Key Contact and/ • It is ESSENTIAL gather information about or Layoff employer/company before this stepAnnouncement • It Can Be Challenging (cont’d) • Employer may not want to meet • Presenting a solid value proposition and articulating “What’s In It for Them” is critical • “Do or Die” • Instilling trust with the employees and employers from the start is a MUST THE NEW ETA VISION FOR RAPID RESPONSE
  23. 23. 23 Includes: • Great Rapid Response starts withMeeting with asking one question: “What’s Employer happening in your company?” • Leverage your partnerships • This is where layoff aversion, Trade, NEG, and more come into play • Coordinate with union/labor representatives • Explore layoff aversion and minimization possibilities THE NEW ETA VISION FOR RAPID RESPONSE
  24. 24. 24 • Determine and coordinate withMeeting with partnerships/resources the company Employer already has in place (outplacement (cont’d) firms, etc.) • Determine the severance package and how it may effect UI • Ask about the demographics of the workforce (ex., language barriers, other special needs) • Will be key for preparing National Emergency Grant applications THE NEW ETA VISION FOR RAPID RESPONSE
  25. 25. 25 Importance: • An opportunity to demonstrate your value to the employer or employeeMeeting with Employer • Offers insight on other potential (cont’d) partners/resources that can be used to provide services to the employer/ employees • Further develops the relationship with the employer THE NEW ETA VISION FOR RAPID RESPONSE
  26. 26. 26 Key Things To Consider: • Investigate/explore how the pending layoff or plant closure will affect otherMeeting with outside companies and/or other Employer facilities that they own in other (cont’d) locations • Again, a PROACTIVE approach can result in the acquisition of valuable information • Tracking and Evaluation are critical here (tracking company information, who you meet with, how many employees are served, etc.) THE NEW ETA VISION FOR RAPID RESPONSE
  27. 27. 27 Includes: Determine • Establish working partnership withIntervention the company/union Required: Compile • Develop 1.)Transition Plan orInformation and 2.) Layoff Aversion Plan Notify System • Plans need to remain fluid and flexible Partners • Determine other workforce programs that may need to be notified/involved (Trade, NEG, UI, etc.) • Coordinate with Local Area/WIB • Determine funding needs and from where it will come THE NEW ETA VISION FOR RAPID RESPONSE
  28. 28. 28 Determine • For Transition Plans:Intervention Required: • Determine other outside partners to involve (EDA, TAA for Firms, Unions, MEP, etc.) CompileInformation and • Conduct a pre-feasibility study Notify System Partners • GOAL: Leverage time onsite prior to the (cont’d) layoff to provide as many services as possible (i.e. onsite transition center) THE NEW ETA VISION FOR RAPID RESPONSE
  29. 29. 29 Determine • For Aversion Plans:Intervention Required: • Conduct a pre-feasibility study Compile • ESOPsInformation and Notify System • Workshare Partners • Incumbent Worker Training Programs (cont’d) • Company Matching • Staff Training • And Many More… THE NEW ETA VISION FOR RAPID RESPONSE
  30. 30. 30 Importance: • This is where you align your team, Determine strategy, and your planIntervention • Working partnerships are truly established at Required: this step – you become part of their solution Compile • You are assembling the components for yourInformation and plan Notify System Partners Who Should Be Involved? (cont’d) • WIBs, One-Stops, UI, Unions… EVERYONE – all relevant partners* * BEWARE of the Entourage Effect when meeting with employers THE NEW ETA VISION FOR RAPID RESPONSE
  31. 31. 31 Key Things To Consider: Determine • Leverage as much time as possibleIntervention prior to the layoff “onsite, on company Required: time” CompileInformation and • Seek opportunities to avert or Notify System minimize a layoff, i.e., company Partners match, workshare, etc. (cont’d) • GOAL: To walk away from the process with the company as a partner * This is a good time to look for company contributions THE NEW ETA VISION FOR RAPID RESPONSE
  32. 32. 32 Includes: • Determine union/employer coordinationTailoring (Labor/Management Committees, etc.)the Plan • Bring other companies into the mix/onsite to match skills • Coordinate with other on-site providers (e.g., outplacement, etc.) THE NEW ETA VISION FOR RAPID RESPONSE
  33. 33. 33 • For Aversion Plans – coordinate withTailoring economic development agencies, UIthe Plan (Workshare), MEP, & others to provide (cont’d) services • Transition from onsite services to One-Stop Career Center services “Know when the time is right to let go.” THE NEW ETA VISION FOR RAPID RESPONSE
  34. 34. 34 Importance: • Explore every optionTailoring • Allow for customized solutions – servingthe Plan the employer/employee’s specific needs (cont’d) Who Should Be Involved: • Again, WIBs, One-Stops, UI, Unions… everyone providing solutions specific to your plan Things To Consider: • GOAL: Develop a “lifelong” partner – a working relationship that continues into the future and remains valuable throughout all stages of the business cycle THE NEW ETA VISION FOR RAPID RESPONSE
  35. 35. 35 Includes: • “JUST DO IT”Determine • Maintain relationships developed throughout theAdditional process - stay in touch, make sure all needs were Services met, look for new opportunities to work together • Ongoing talent management (throughout the business cycle) Importance: • Cements relationships for future endeavors Things To Consider: • GOAL: Make it so they cannot imagine doing business without you. THE NEW ETA VISION FOR RAPID RESPONSE
  36. 36. May 2012Quality Principles of Rapid Response THE NEW ETA VISION FOR RAPID RESPONSE
  37. 37. 37 10 Quality Principles +1 The quicker information and services are1 Timeliness provided, the quicker workers can start the reemployment process • Help communities pull together Internal and • Provide access to a wide range of2 External resources Partnerships • Build collaborative opportunities Creates strong community support Leveraging3 Resources network that goes beyond Rapid Response and One-Stop activities Seamless Ensures efficiency and productivity in4 Service providing services and getting people Delivery reemployed THE NEW ETA VISION FOR RAPID RESPONSE
  38. 38. 38 10 Quality Principles +1 Marketing services through materials, media, Active5 Promotion websites, social networking, meetings, events, etc. Potential strategies that help retain/save jobs: • Instant labor exchange / Reemployment • Self-Employment Assistance (SEA) • Prefeasibility studies Layoff • Incumbent worker training6 Aversion • Workshare • Linkages to loan programs and other business assistance programs • Management or employee buyouts using ESOPs or conventional financing THE NEW ETA VISION FOR RAPID RESPONSE
  39. 39. 39 10 Quality Principles +1 Consistent Information specific to the worksite and7 and Accurate community and includes non-job-specific Information referrals to services and agencies Meeting the schedules and location(s) that8 Convenience meets worker and business needs; connecting to One-Stops Customizing services to meet local or Customer event-specific requirements enhances the9 Choice success of helping people transition back to employment THE NEW ETA VISION FOR RAPID RESPONSE
  40. 40. 40 10 Quality Principles +1 Measurable goals provide valuable feedback • Collect measurable data (ex.: How many Measure of individuals were served?)10 Success • Determine if activities are successful • Identify potential problems • Make changes to ensure continuous improvement+1 INNOVATE Re-evaluate, Re-vise, Evolve! THE NEW ETA VISION FOR RAPID RESPONSE
  41. 41. May 2012Layoff Aversion 2.0 THE NEW ETA VISION FOR RAPID RESPONSE
  42. 42. 42 From TEGL 30-09:Defining • ETA considers a layoff averted Layoff when:Aversion • 1) a worker’s 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. THE NEW ETA VISION FOR RAPID RESPONSE
  43. 43. 43 • Layoff aversion activities exist as a continuum of potential approaches What is • Layoff Forecasting/Early Warning Networks Layoff • Full layoff aversion (rare)Aversion? • Pre-feasibility studies, buyouts, ESOPs, etc • Lessening the impact of a layoff (the norm) • Workshare Programs • Company Match (growing employers with layoff employers) • Incumbent Worker Training • On-the-Job Training THE NEW ETA VISION FOR RAPID RESPONSE
  44. 44. 44 1 2 BROADER IDEA: Saving the Company Lessening the Impact or Jobs of Layoffs• Lessening the number of • Fewer people filing for UI employees that the company needs benefits to layoff • Claimants filing for fewer weeks• ESOPs - Employee buyouts • Linking with other companies that• Finding a buyer for the closing are hiring (Company Match) business • OJT programs-linking with growing• Linking with Economic companies Development • Early warning networks• Incumbent worker programs • Effective partnerships• Workshare • (Short-time Compensation) THE NEW ETA VISION FOR RAPID RESPONSE
  45. 45. 45 • Skill set analysis mapped to regional economy will resultInstant Labor in the identification of career Exchange pathways • Short-term training with sufficient notice/awareness of layoff will allow for workers to be trained prior to actual layoff • Real world examples already happening THE NEW ETA VISION FOR RAPID RESPONSE
  46. 46. 46 • Minimize the impact of the layoffs that are occurring at a particular plant closing or downsizing by placing employees in new jobs prior to layoffCompany • Minimize the length of unemployment if not placed prior to layoff Match • Matching the skills of employees who have been notified of a layoff (and not yet laid off) with those of companies that are in need of skilled employees. – Direct Match • Training employees and placing them in new careers prior to layoff – Customized Training THE NEW ETA VISION FOR RAPID RESPONSE
  47. 47. May 2012 Rapid Response:Partnering For Success THE NEW ETA VISION FOR RAPID RESPONSE
  48. 48. 48 • Response to company RapidResponse closures and layoffs Initiated • Layoff Aversion / CompanyPrograms Matching • Rapid Response Set-Aside • National Emergency Grants • Trade Adjustment Assistance • For Firms • For Workers THE NEW ETA VISION FOR RAPID RESPONSE
  49. 49. 49 • Private Outplacement • Staffing Firms Building • Economic DevelopmentPartnerships • Business Community • Other State and Local agencies • Community-based Organizations • Faith-based Organizations THE NEW ETA VISION FOR RAPID RESPONSE
  50. 50. 50 • Companies have ongoing Partnering relationships with outplacement. WithOutplacement • Outplacement can benefit from Firms partnering with Rapid Response. • Outplacement firms work with companies in the planning of services for upcoming layoffs. • One of the questions when first meeting with a company is whether outplacement is involved THE NEW ETA VISION FOR RAPID RESPONSE
  51. 51. 51 Rapid • Early intervention servicesResponse & allow dislocated workers theThe Bottom best chance of re-entering Line the workforce with the least amount of time and money lost. • New York currently owes $4b to USDOL for UI loans: • Rapid Response services in Massachusetts saved the MA UI Trust Fund an estimated $6.6m in PY2008 THE NEW ETA VISION FOR RAPID RESPONSE
  52. 52. 52 • Sharing information onLinking With company closings and Economic layoffs.Development • Sharing information of company expansions. • Working together to enhance business growth. • Identifying reasons companies leave and stay. THE NEW ETA VISION FOR RAPID RESPONSE
  53. 53. May 2012“Other” Use of Rapid Response Funds THE NEW ETA VISION FOR RAPID RESPONSE
  54. 54. The 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. THE NEW ETA VISION FOR RAPID RESPONSE
  55. 55. • Regional Asset Mapping • Service providers, community TransitionManagement and faith based organizations,(The Economy) educational facilities, foundations [665.320(b)] • Economic Mapping • At-risk employers, growth employers, infrastructure assets and needs, technology transfer (R&D) capabilities [665.320(d)(3)] • Action not Reaction THE NEW ETA VISION FOR RAPID RESPONSE
  56. 56. • Approach at-risk (and growth) employers with information on Rapid Response andBusiness One-Stop services BEFORE there areVisitation layoffsPrograms • 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 THE NEW ETA VISION FOR RAPID RESPONSE
  57. 57. • Provides actionable intelligence prior to layoffSkills Gap • Allows local workforce Analysis system to develop and deploy strategic planning efforts ahead of layoffs • Should focus on at-risk (and growth) employers and/or sectors THE NEW ETA VISION FOR RAPID RESPONSE
  58. 58. • State-Based NEG Rapid • Rapid Response funds used Response to assist local areas in“Set-Aside” 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 THE NEW ETA VISION FOR RAPID RESPONSE
  59. 59. 667.262(b)(4) Small “Active participation in local business Business resource centers (incubators) [One-Assistance Stops] to provide technical assistance to Services 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) THE NEW ETA VISION FOR RAPID RESPONSE
  60. 60. Incumbent Worker Training*Incumbent • 665.320(d) Assist in devising and overseeing strategies Worker for: Training (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 H E N E Wpay the direct O N F of R R A P I D worker training. T funds to E T A V I S I costs O incumbent R E S P O N S E
  61. 61. • Full complement of allowable services not completely defined in regulations • Could allow for operation of mobile or Disaster temporary one-stops • Should be coordinated with FEMA and theResponse 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 THE NEW ETA VISION FOR RAPID RESPONSE
  62. 62. • Ideal for large-scale layoffs, in locations away from existing one-stopsTemporary or in disaster scenarios • Always offer this option to the employerTransition • Most successful if placed onsite or Centers 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 THE NEW ETA VISION FOR RAPID RESPONSE
  63. 63. • Crosswalk skill sets of impacted workers to regional economies • REMI, EMSI, TORQ, etc. • GIS to map dislocations, growthTechnology 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. THE NEW ETA VISION FOR RAPID RESPONSE
  64. 64. • Comprised of a variety of community membersCommunityTransition • Develops Local Resource GuideTeams • Faith and Community Based Services • Mental Health Services • Other Government Agency Services • Provides non-employment related workshops • Holds community and fundraising events THE NEW ETA VISION FOR RAPID RESPONSE
  65. 65. • Maintain a presence for your organization on Twitter, Facebook and Social other social media sitesNetworking • A great way to reach dislocated workers and employersas a Service • 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. THE NEW ETA VISION FOR RAPID RESPONSE
  67. 67. 67 If the worst economic condition since theThe Time to GREAT DEPRESSION Innovate isn’t enough Was Yesterday motivation, what’s it going to take? “If you do what you’ve always done, you get what you always got.” – Roger von Oech THE NEW ETA VISION FOR RAPID RESPONSE
  68. 68. 68 Timothy Theberge Boston Regional Office U.S. Department of Labor Employment and Training AdministrationThank You! 617-788-0139 theberge.timothy@dol.gov timtheberge@gmail.com @timtheberge (Twitter) THE NEW ETA VISION FOR RAPID RESPONSE