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You can do that with Rapid Response funding? U.S. Department of Labor Employment and Training Administration   Presenters:...
Agenda <ul><li>Overview </li></ul><ul><ul><ul><li>The Shrinking Envelope of Innovation </li></ul></ul></ul><ul><ul><ul><li...
Rapid Response Party Like It’s 1989
Why are we here? <ul><li>Our mission is to establish a comprehensive, collaborative effort to improve the Rapid Response s...
The Shrinking Envelope of Innovation The outer most line   (red)   represents Federal legislation. The next line  (blue)  ...
Job Training vs. Talent Development (Reactive vs. Proactive) <ul><li>Job Training: </li></ul><ul><li>Transactional </li></...
Transformation Model & WIA Regional / sectoral asset mapping [ WIA Sec. 117 (d)(7) and (8). WIA Sec. 118 ] Workforce Inves...
Poll: <ul><li>Rapid Response can only provide services after a layoff or announcement of a layoff: </li></ul><ul><li>True ...
What is Rapid Response? <ul><li>A one-time, reactive service focused on the workers after a layoff or upon a WARN notice <...
Why is this perception bad? <ul><li>Minimizes the importance of what Rapid Response does </li></ul><ul><li>Ignores ½ of st...
Why Companies Don’t Use Rapid Response <ul><li>“ You’re from the government and you’re here to help?” –  aka: stigma of a ...
Rapid Response – Legal References “ Are you men the police?”  “ No, ma’am, we’re musicians.”
Poll: <ul><li>Under WIA, who is ultimately responsible for providing Rapid Response services? </li></ul><ul><ul><li>A. The...
Statute <ul><li>WIA Sec. 101(38) </li></ul><ul><ul><li>Rapid Response defined </li></ul></ul><ul><ul><li>101(38)(D) - the ...
Regulations <ul><li>The state/local relationship: 660.300(b) </li></ul><ul><ul><li>(b) The  State  is responsible for prov...
Required  Activities 660.310 <ul><li>a)  Immediate and on-site contact  with the employer, representatives of the affected...
Other  Required  Activities <ul><li>Formation and support of labor-management and/or community transition teams </li></ul>...
24/7/365 <ul><li>Rapid Response services must be available on-demand </li></ul><ul><ul><li>Third-shift or weekend layoffs ...
Timeliness Matters <ul><li>Dislocated Workers are a regional economy’s most valuable asset </li></ul><ul><ul><li>They repr...
Poll: <ul><li>Rapid Response funds can only pay staff costs for Rapid Response staff? </li></ul><ul><li>True or False </li...
Bend the Curve Planning
Information Gathering <ul><li>From the Regulations </li></ul><ul><li>665.320 </li></ul><ul><ul><li>(a)(1) (1) Develop  pro...
Transition Management  (The Employer) <ul><li>Sample of Available Data Sets: </li></ul><ul><ul><li>New Hires / UI Claims <...
Transition Management  (The Employee) <ul><li>Skill set level information: </li></ul><ul><ul><li>Must include incumbent an...
 
Transition Management  (The Economy) <ul><li>Regional Asset Mapping </li></ul><ul><ul><li>Service providers, community and...
If the worst economic condition since the Great Depression isn’t enough motivation, what’s it going to take? Performance
You Can Do THAT? <ul><li>Rapid Response money is  extremely  flexible/few restrictions </li></ul><ul><ul><li>Regs, Law all...
 
Rapid Response Funding <ul><li>$352m available as of 12/31/2010 </li></ul><ul><ul><li>$62m is ARRA funding </li></ul></ul>...
Examples of Rapid Response-Funded Activities The Time To Innovate Was Yesterday
Poll: <ul><li>Which of the following is allowable  under Rapid Response? </li></ul><ul><ul><li>A. Strategic Planning at th...
Business Visitation Programs <ul><li>Approach at-risk (and growth) employers with information on Rapid Response and One-St...
Skills Gap Analysis <ul><li>Provides actionable intelligence prior to layoff </li></ul><ul><li>Allows local workforce syst...
Rapid Response “Set-Aside” <ul><li>State-Based NEG </li></ul><ul><ul><li>Rapid Response funds used to assist local areas i...
Small Business Assistance Services <ul><li>667.262(b)(4)   </li></ul><ul><li>“ Active participation in local business reso...
Incumbent Worker Training <ul><li>Incumbent Worker Training* </li></ul><ul><li>665.320(d) </li></ul><ul><ul><li>Assist in ...
Disaster Response <ul><li>Full complement of allowable services not completely defined in regulations </li></ul><ul><ul><l...
Disaster Response <ul><li>Mobile One-Stop Units </li></ul><ul><ul><li>Ideal unit should be self-powered with self-containe...
Temporary Transition Centers <ul><li>Ideal for large-scale layoffs, in locations away from existing one-stops or in disast...
Technology <ul><li>Crosswalk skill sets of impacted workers to regional economies </li></ul><ul><ul><li>REMI, EMSI, TORQ, ...
Community Transition Teams <ul><li>Comprises of a variety of community members </li></ul><ul><ul><li>Includes Congressiona...
Community Transition Teams <ul><li>Provides non employment and employment related workshops </li></ul><ul><ul><li>Budgetin...
Get Connected There’s an app for that…
Rapid Response Community of Practice <ul><li>www.workforce3one.org </li></ul><ul><li>Forums </li></ul><ul><ul><li>peer-to-...
Social Networking as a Service <ul><li>Maintain a presence for your  organization  on Twitter, Facebook and other social m...
Wrapping Up… FINAL THOUGHTS
Tell Your Story <ul><li>Stakeholders need to know who you are and what you do </li></ul><ul><li>Employers can be your best...
The Data You Need (At Least) <ul><li>Employers served; Dislocated Workers served </li></ul><ul><li>Layoffs averted; Reduce...
The Bottom Line <ul><li>What you do (and how you do it) makes a difference in the success (or failure) of your local econo...
Thank You! <ul><li>Jeff Ryan </li></ul><ul><li>Office of National Response </li></ul><ul><li>202-693-3546 </li></ul><ul><l...
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Ohio Rapid Response Webinar 2

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2 of 2. Webinar prepared for Ohio on Rapid Response services under the Workforce Investment Act.

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  • Tim
  • All six of these steps are, in some form, Allowable under the Workforce Investment Act, especially if done in order to better prepare the workforce system for future dislocation events. This model is part of the WIRED framework. WIRED is not a grant, it is a model of how the workforce system should operate. Transition management is key to the ultimate success of a regional economy.
  • Rob
  • Jeff
  • Layoff aversion activities are not optional, they are required
  • Tim
  • Rob Talk about the Paper Industry in Maine as an example or the Textile industries. Show example of Maine’s enhanced LMI that was done for BIW and explain how RR could do that for threatened industries prior to layoff.
  • Polaroid workers transitioning to biotech as example.
  • Tim
  • Jeff
  • Rob
  • Tim / Rob
  • Jeff
  • Tim
  • Transcript of "Ohio Rapid Response Webinar 2"

    1. 1. You can do that with Rapid Response funding? U.S. Department of Labor Employment and Training Administration Presenters: Jeff Ryan Tim Theberge Rob Gamble March 2011
    2. 2. Agenda <ul><li>Overview </li></ul><ul><ul><ul><li>The Shrinking Envelope of Innovation </li></ul></ul></ul><ul><ul><ul><li>Job Training vs. Talent Development </li></ul></ul></ul><ul><ul><ul><li>The Transformational Model </li></ul></ul></ul><ul><li>Planning </li></ul><ul><ul><ul><li>Information Gathering </li></ul></ul></ul><ul><li>Prevention </li></ul><ul><ul><ul><li>From: Layoff Aversion - To: Transition Management </li></ul></ul></ul><ul><li>Performance </li></ul><ul><li>Partnerships </li></ul><ul><ul><ul><li>Outside Partners </li></ul></ul></ul><ul><li>Rapid Response Funding and Uses </li></ul>
    3. 3. Rapid Response Party Like It’s 1989
    4. 4. Why are we here? <ul><li>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. </li></ul>
    5. 5. 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.
    6. 6. Job Training vs. Talent Development (Reactive vs. Proactive) <ul><li>Job Training: </li></ul><ul><li>Transactional </li></ul><ul><li>Individual </li></ul><ul><li>Jobs that exist NOW </li></ul><ul><li>Immediate results </li></ul><ul><li>Workforce System operates more independently </li></ul><ul><li>Talent Development: </li></ul><ul><li>Strategic </li></ul><ul><li>Sector focused </li></ul><ul><li>CREATE/Expand jobs </li></ul><ul><li>Longer-term, sustainable results </li></ul><ul><li>WIS operates with and through partners </li></ul><ul><li>Transformative in nature </li></ul>
    7. 7. Transformation Model & WIA Regional / 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 ]
    8. 8. Poll: <ul><li>Rapid Response can only provide services after a layoff or announcement of a layoff: </li></ul><ul><li>True or False </li></ul>
    9. 9. What is Rapid Response? <ul><li>A one-time, reactive service focused on the workers after a layoff or upon a WARN notice </li></ul><ul><li>Primary focus to answer the question: “How do I file for UI?” </li></ul>The Perception: “The Buzzard”
    10. 10. Why is this perception bad? <ul><li>Minimizes the importance of what Rapid Response does </li></ul><ul><li>Ignores ½ of states’ activities </li></ul><ul><li>Portrays the system in a negative, reactive light </li></ul>
    11. 11. Why Companies Don’t Use Rapid Response <ul><li>“ You’re from the government and you’re here to help?” – aka: stigma of a government program </li></ul><ul><li>It’s free - how good can it be? </li></ul><ul><ul><li>What about the outplacement firm that I already hired? </li></ul></ul><ul><li>Confidentiality </li></ul><ul><ul><li>What about sabotage? </li></ul></ul><ul><ul><li>Need to keep layoff information from the employees (stockholders and community) for as long as possible </li></ul></ul><ul><li>Rapid Response… Who? </li></ul><ul><li>What’s in it for me? </li></ul>
    12. 12. Rapid Response – Legal References “ Are you men the police?” “ No, ma’am, we’re musicians.”
    13. 13. Poll: <ul><li>Under WIA, who is ultimately responsible for providing Rapid Response services? </li></ul><ul><ul><li>A. The State </li></ul></ul><ul><ul><li>B. The Local </li></ul></ul>
    14. 14. Statute <ul><li>WIA Sec. 101(38) </li></ul><ul><ul><li>Rapid Response defined </li></ul></ul><ul><ul><li>101(38)(D) - the provision of emergency assistance adapted to the particular closure, layoff, or disaster; </li></ul></ul><ul><li>WIA Sec. 134(a)(2) </li></ul><ul><ul><li>Rapid Response as a required state activity </li></ul></ul>
    15. 15. Regulations <ul><li>The state/local relationship: 660.300(b) </li></ul><ul><ul><li>(b) The State is responsible for providing rapid response activities. </li></ul></ul><ul><li>Regardless of who provides the services, ETA ultimately holds the state accountable </li></ul>
    16. 16. Required Activities 660.310 <ul><li>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: </li></ul><ul><li>(1) Layoff plans and schedule of the employer; </li></ul><ul><li>(2) Potential for averting the layoff(s) in consultation with State or local economic development agencies, including private sector economic development entities; </li></ul><ul><li>(3) Background and probable assistance needs of the affected workers; </li></ul><ul><li>(4) Reemployment prospects for workers in the local community; and </li></ul><ul><li>(5) Available resources to meet the short and long-term assistance needs of the affected workers. </li></ul>
    17. 17. Other Required Activities <ul><li>Formation and support of labor-management and/or community transition teams </li></ul><ul><li>Provision of information on UI, Trade and the services available at One-Stops </li></ul><ul><li>The provision of emergency assistance adapted to the particular closing, layoff or disaster. </li></ul><ul><li>Assistance to local boards and chief elected officials to develop and coordinate the response </li></ul>
    18. 18. 24/7/365 <ul><li>Rapid Response services must be available on-demand </li></ul><ul><ul><li>Third-shift or weekend layoffs must be responded to with the same level of effort </li></ul></ul><ul><ul><ul><li>The dislocated workers and employers deserve nothing less </li></ul></ul></ul><ul><ul><li>Personnel policies (and contracts) must allow for these exceptions or be modified to accommodate these exceptions </li></ul></ul>
    19. 19. Timeliness Matters <ul><li>Dislocated Workers are a regional economy’s most valuable asset </li></ul><ul><ul><li>They represent opportunities for growth </li></ul></ul><ul><li>The faster they are connected to new employment, the better the local economy will be </li></ul><ul><ul><li>Reemployed dislocated workers contribute to social services through taxes rather than accessing them as participants </li></ul></ul><ul><li>Higher unemployment makes doing business harder for those still in business </li></ul><ul><ul><li>Work with them to retain and expand their capacity and operations </li></ul></ul><ul><ul><li>Increased number of applicants can be a daunting challenge – this is where you come in </li></ul></ul>
    20. 20. Poll: <ul><li>Rapid Response funds can only pay staff costs for Rapid Response staff? </li></ul><ul><li>True or False </li></ul>
    21. 21. Bend the Curve Planning
    22. 22. Information Gathering <ul><li>From the Regulations </li></ul><ul><li>665.320 </li></ul><ul><ul><li>(a)(1) (1) Develop prospective strategies for addressing dislocation events, that ensure rapid access to the broad range of allowable assistance ; </li></ul></ul><ul><ul><li>(a)(3) Develop and maintain mechanisms for the regular exchange of information relating to potential dislocations… </li></ul></ul><ul><ul><li>(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… </li></ul></ul>[emphasis added]
    23. 23. Transition Management (The Employer) <ul><li>Sample of Available Data Sets: </li></ul><ul><ul><li>New Hires / UI Claims </li></ul></ul><ul><ul><li>Mass layoff / WARN </li></ul></ul><ul><ul><li>Job postings </li></ul></ul><ul><ul><li>Small business loan rates </li></ul></ul><ul><ul><li>SEC filings (debt to earnings, profit margins) </li></ul></ul><ul><ul><li>USDA output reports </li></ul></ul><ul><ul><li>Commerce import/export reports </li></ul></ul><ul><ul><li>Bankruptcy filings </li></ul></ul><ul><ul><li>Utility usage rates / permit issuances </li></ul></ul>
    24. 24. Transition Management (The Employee) <ul><li>Skill set level information: </li></ul><ul><ul><li>Must include incumbent and dislocated </li></ul></ul><ul><ul><li>Job titles are not enough </li></ul></ul><ul><ul><ul><li>Skill set mapping from industries in decline to growth sectors will lessen the impact on the workers and the community </li></ul></ul></ul><ul><ul><li>Ideally conducted in at-risk industries prior to layoff events </li></ul></ul><ul><ul><li>The ultimate goal is Instant Labor Exchange </li></ul></ul>
    25. 26. Transition Management (The Economy) <ul><li>Regional Asset Mapping </li></ul><ul><ul><li>Service providers, community and faith based organizations, educational facilities, foundations [ 660.320(b)] </li></ul></ul><ul><li>Economic Mapping </li></ul><ul><ul><li>At-risk employers, growth employers, infrastructure assets and needs, technology transfer (R&D) capabilities [ 660.320(d)(3)] </li></ul></ul><ul><li>Action not Reaction </li></ul>
    26. 27. If the worst economic condition since the Great Depression isn’t enough motivation, what’s it going to take? Performance
    27. 28. You Can Do THAT? <ul><li>Rapid Response money is extremely flexible/few restrictions </li></ul><ul><ul><li>Regs, Law allow for broad range of services </li></ul></ul><ul><ul><li>Waivers can be requested to allow even greater flexibility </li></ul></ul><ul><li>Rapid Response needs to be as important during the “ups” of the business cycle as it is during the “downs” </li></ul><ul><ul><li>As the economy improves, states should transition to a layoff aversion approach </li></ul></ul><ul><li>Most states don’t spend all Rapid Response money each year </li></ul>
    28. 30. Rapid Response Funding <ul><li>$352m available as of 12/31/2010 </li></ul><ul><ul><li>$62m is ARRA funding </li></ul></ul><ul><li>Ohio: </li></ul><ul><ul><li>$2.8m in ARRA funding (80%) </li></ul></ul><ul><ul><ul><li>Expire on June 30, 2011 </li></ul></ul></ul><ul><ul><li>$17.4m in regular funding (72%) </li></ul></ul>
    29. 31. Examples of Rapid Response-Funded Activities The Time To Innovate Was Yesterday
    30. 32. Poll: <ul><li>Which of the following is allowable under Rapid Response? </li></ul><ul><ul><li>A. Strategic Planning at the Local Level </li></ul></ul><ul><ul><li>B. Human Resource seminars for small businesses </li></ul></ul><ul><ul><li>C. Asset Mapping </li></ul></ul><ul><ul><li>D. Employer / Community Outreach </li></ul></ul><ul><ul><li>E. Economic Development </li></ul></ul>
    31. 33. Business Visitation Programs <ul><li>Approach at-risk (and growth) employers with information on Rapid Response and One-Stop services BEFORE there are layoffs </li></ul><ul><ul><li>Does not wait for first contact with employer to be in relation to layoffs </li></ul></ul><ul><li>Links businesses with financial planning, technology planning, marketing and job training resources (layoff aversion) </li></ul><ul><ul><li>TAA for Firms, Commerce, Economic Development </li></ul></ul><ul><li>Ongoing effort, not a one-time event </li></ul><ul><li>Focus on small to medium sized employers first </li></ul>
    32. 34. Skills Gap Analysis <ul><li>Provides actionable intelligence prior to layoff </li></ul><ul><li>Allows local workforce system to develop and deploy strategic planning efforts ahead of layoffs </li></ul><ul><li>Should focus on at-risk (and growth) employers and/or sectors </li></ul>
    33. 35. Rapid Response “Set-Aside” <ul><li>State-Based NEG </li></ul><ul><ul><li>Rapid Response funds used to assist local areas in responding to events that do not otherwise qualify for a NEG </li></ul></ul><ul><li>“Gap-Filler” Funds </li></ul><ul><ul><li>Covers the gap between layoff and NEG </li></ul></ul><ul><ul><ul><li>NEG funds used to replenish set-aside funds </li></ul></ul></ul><ul><li>Trade “wrap around” services </li></ul>
    34. 36. Small Business Assistance Services <ul><li>667.262(b)(4) </li></ul><ul><li>“ 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] </li></ul><ul><li>Possible Technical Assistance Areas (HR Related) : </li></ul><ul><li>Resolving Conflict, Assisting Troubled and Difficult Employees, Managing Employee Turnover and Absenteeism, Supervisory Skills Enrichment (Human Resource Seminars) </li></ul>
    35. 37. Incumbent Worker Training <ul><li>Incumbent Worker Training* </li></ul><ul><li>665.320(d) </li></ul><ul><ul><li>Assist in devising and overseeing strategies for : </li></ul></ul><ul><ul><li>(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; </li></ul></ul><ul><ul><li>(2) Incumbent worker training, including employer loan programs for employee skill upgrading; and </li></ul></ul><ul><ul><li>(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. </li></ul></ul>*A waiver is required to use RR funds to pay the direct costs of incumbent worker training.
    36. 38. Disaster Response <ul><li>Full complement of allowable services not completely defined in regulations </li></ul><ul><ul><li>Presumably at least those allowable in a mass layoff </li></ul></ul><ul><li>Could allow for operation of mobile or temporary one-stops </li></ul><ul><ul><li>Should be coordinated with FEMA and the State EMA </li></ul></ul><ul><ul><ul><li>Co-location with these agencies should be a priority </li></ul></ul></ul><ul><li>Assist workers in accessing DUA and other benefits and services </li></ul><ul><li>Assist employers in reopening </li></ul><ul><ul><li>Beware of restriction on “employment generating activities” </li></ul></ul><ul><li>Pre-planning activities may also be allowable </li></ul><ul><li>Responding to Disasters is a REQUIRED Activity </li></ul>
    37. 39. Disaster Response <ul><li>Mobile One-Stop Units </li></ul><ul><ul><li>Ideal unit should be self-powered with self-contained communications </li></ul></ul><ul><ul><li>Brings services to locations where traditional services are unavailable </li></ul></ul><ul><ul><li>Can also be used for “regular” dislocation events (scalability) </li></ul></ul><ul><li>To be fully prepared, states must conduct disaster response exercises </li></ul><ul><li>Must coordinate with state emergency management agency and FEMA </li></ul>
    38. 40. Temporary Transition Centers <ul><li>Ideal for large-scale layoffs, in locations away from existing one-stops or in disaster scenarios </li></ul><ul><ul><li>Always offer this option to the employer </li></ul></ul><ul><li>Most successful if placed onsite or near-site </li></ul><ul><ul><li>Engage the employer to seek financial contributions to the services </li></ul></ul><ul><ul><li>Employer funds are non-restricted </li></ul></ul><ul><li>Must include community partners </li></ul><ul><ul><li>Food banks, heat and rental assistance, other social service agencies and organizations </li></ul></ul><ul><li>All costs for operations are allowable under Rapid Response </li></ul><ul><ul><li>Staff can be from multiple programs: WIA, ES, UI, etc. </li></ul></ul><ul><li>Can be long-term in nature (Jabil, Boeing) </li></ul>
    39. 41. Technology <ul><li>Crosswalk skill sets of impacted workers to regional economies </li></ul><ul><ul><li>REMI, EMSI, TORQ, etc. </li></ul></ul><ul><li>GIS to map dislocations, growth employers and available resources </li></ul><ul><li>Laptops, cell phones, etc. for Rapid Response staff </li></ul><ul><ul><li>Mobility and connectivity are two key aspects of strong rapid response services </li></ul></ul><ul><li>NOTE: Mention of a particular product does not constitute and endorsement thereof. ETA does not endorse particular products or vendors. </li></ul>
    40. 42. Community Transition Teams <ul><li>Comprises of a variety of community members </li></ul><ul><ul><li>Includes Congressional office staff </li></ul></ul><ul><ul><li>Lead by Community Action Partner </li></ul></ul><ul><li>Develops Local Resource Guide </li></ul><ul><ul><li>Faith and Community Based Services </li></ul></ul><ul><ul><li>Mental Health Services </li></ul></ul><ul><ul><li>Other Government Agency Services </li></ul></ul>
    41. 43. Community Transition Teams <ul><li>Provides non employment and employment related workshops </li></ul><ul><ul><li>Budgeting </li></ul></ul><ul><ul><li>Pension and Retirement </li></ul></ul><ul><ul><li>Coping with Change </li></ul></ul><ul><ul><li>Health Care Options </li></ul></ul><ul><li>Holds community and fundraising events </li></ul><ul><ul><li>Funds used to pay for life expenses not covered by WIA supportive services </li></ul></ul>
    42. 44. Get Connected There’s an app for that…
    43. 45. Rapid Response Community of Practice <ul><li>www.workforce3one.org </li></ul><ul><li>Forums </li></ul><ul><ul><li>peer-to-peer </li></ul></ul><ul><ul><li>Federal, state, local and partners </li></ul></ul><ul><li>Resources </li></ul><ul><ul><li>Materials </li></ul></ul><ul><ul><li>Presentations </li></ul></ul><ul><li>Facebook </li></ul><ul><ul><li>http://www.facebook.com/pages/Rapid-Response-Community/141390532568186 </li></ul></ul><ul><li>Twitter - RapidResponseUS </li></ul>
    44. 46. Social Networking as a Service <ul><li>Maintain a presence for your organization on Twitter, Facebook and other social media sites </li></ul><ul><ul><li>A great way to reach dislocated workers and employers </li></ul></ul><ul><li>Maintain a presence for yourself on LinkedIn and other similar sites </li></ul><ul><ul><li>A great way for people you know to connect to our services when they need them </li></ul></ul><ul><li>If your current IT policies don’t allow you access to them, get those policies changed </li></ul><ul><ul><li>In case you missed it, the way the world communicates has changed. </li></ul></ul><ul><ul><li>Facebook: Fueling revolutions since 2011. </li></ul></ul>
    45. 47. Wrapping Up… FINAL THOUGHTS
    46. 48. Tell Your Story <ul><li>Stakeholders need to know who you are and what you do </li></ul><ul><li>Employers can be your best champions </li></ul><ul><li>Your data matters and is valuable to others (and yourself) </li></ul><ul><ul><li>At the end of the day, this has to be about more than feeling good about what we do. </li></ul></ul><ul><ul><ul><li>If it’s not, someone else will get the resources. </li></ul></ul></ul>
    47. 49. The Data You Need (At Least) <ul><li>Employers served; Dislocated Workers served </li></ul><ul><li>Layoffs averted; Reduced Weeks of UI Claimed </li></ul><ul><li>Savings to the UI Trust Fund </li></ul><ul><ul><li>Savings to the social services system </li></ul></ul><ul><ul><li>Lack of loss to tax base </li></ul></ul><ul><li>Jobs Created / Retained </li></ul>
    48. 50. The Bottom Line <ul><li>What you do (and how you do it) makes a difference in the success (or failure) of your local economy </li></ul><ul><li>If you don’t do it, no one else will. </li></ul><ul><ul><li>There may be duplication elsewhere in government, but we are the only ones that do what we do. </li></ul></ul><ul><ul><li>You are America’s Economic Backstop </li></ul></ul>
    49. 51. Thank You! <ul><li>Jeff Ryan </li></ul><ul><li>Office of National Response </li></ul><ul><li>202-693-3546 </li></ul><ul><li>[email_address] </li></ul><ul><li>Timothy Theberge </li></ul><ul><li>Boston Regional Office </li></ul><ul><li>617-788-0139 </li></ul><ul><li>[email_address] </li></ul><ul><li>Rob Gamble </li></ul><ul><li>Managing Partner </li></ul><ul><li>Innovation Foundry </li></ul><ul><li>[email_address] </li></ul><ul><li>831-246-3012 </li></ul>
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