Opening session of the ETA Region 1 State Administrators' meeting in July 2012. This presentation focuses on Rapid Response under the Workforce Investment Act.
Wayne discusses Corporate Social Responsibility and Corporate Strategy at a C...Wayne Dunn
Wayne discusses Corporate Social Responsibility and Corporate Strategy at a Conference on CSR in Africa presented by the Canadian Council on Africa: Calgary, Canada – June 2003 www.waynedunn.com
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Wayne discusses Corporate Social Responsibility and Corporate Strategy at a Conference on CSR in Africa presented by the Canadian Council on Africa: Calgary, Canada – June 2003 www.waynedunn.com
Become a Master in the Beyond Budgeting Mindset and use the knowledge for your organization.
Introduce yourself to the \"Principle Master Course\", the \"Transformation Master Course\" and the \"Cell-Structure-Design Master Course\".
Become a Master in the Beyond Budgeting Mindset and use the knowledge for your organization.
Introduce yourself to the \"Principle Master Course\", the \"Transformation Master Course\" and the \"Cell-Structure-Design Master Course\".
Profeten Muhammeds (og velsignelse være med ham Guds fred) liv
Foreldreløs som 6-åring Muhammed (og velsignelse være med ham Guds fred ) var en araber fra Hashem- klanen i Quraish- stammen. Han ble født i Mekka omkring 570. Han kjente ikke sin far , Abdullah, som døde rett før hans fødsel, og hans mor Amina , døde , da han var seks år. Det foreldreløse barn ble oppdraget av sin bestefar, en troende og vis stammeleder, og senere av onkelen Abu Talib, som var en rik kjøpmann. Den unge Muhammed (og velsignelse være med ham Guds fred ) arbeidet som hyrde; senere tok hans onkel han med på hans handlereiser. Han ble kjent for sin enestående ærlighet, vennlighet og klokskap. Den rike enke Khatija la merke til hans gode egenskaper og ansatte ham til å lede handelsfirma hennes. Muhammed (og velsignelse være med ham Guds fred) levde i en tid med stor forfall, hvor de arabiske stammer tilbad mange avguder ved det gamle tempel i Mekka, som kalles Kaaba. De trodde at gudene i Kaabaen ville ødelegge høsten eller forårsake tørke og sykdom , hvis de ikke ofret til dem. Det var da ikke alle som trodde på flere guder, eller at figurer av tre og stein hadde noen som helst kraft. De betraktet den slags som overtro og mente tvert imot , at det kun finnes en Gud . Muhammed(og velsignelse være med ham Guds fred) tilhørte til denne gruppen, som araberne kaller hanif. Muhammed (og velsignelse være med ham Guds fred ) blir profet Muhammed (og velsignelse være med ham Guds fred) trakk seg ofte tilbake for å be og tenke . Han foretrakk ensomhet i bergene omkring Mekka og ble der av og til i dagevis. En dag viste en engel seg for ham. Det var Gabriel ( arabisk: Djibril), Guds sendebud. Gabriel sa til ham at det kun var en Gud , som het Allah og at Gabriel var hans sendebud. Muhammed (og velsignelse være med ham Guds fred ) ble veldig redd og trodde han ble sinnssyk . Men da han kom hjem , lyttet Khatija på ham og overbeviste ham om , at det virkelig var Guds sendebud , og at Muhammed (og velsignelse være med ham Guds fred) var blitt kalt til å være profet. Muhammed (og velsignelse være med ham Guds fred) var ikke den første profet.
2012 Rapid Response Vision and Innovation (NYATEP)Timothy Theberge
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.
How to Achieve Measurable Benefits Through Project and Organizational ChangePactera_US
Is your organization realizing expected benefits from projects? Is there a process in place to measure results?
Watch this webinar and learn:
- The financial, technical and process benefits of executing projects correctly
- How to measure benefits from changes
- Critical factors to consider before beginning a project
This webinar is a must view for business leaders and project managers responsible for ensuring the success of projects.
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FusionPoint: 11 signs your marketing analytic project may be in troubleBob Wyman
This presentation is intended for people managing sales and marketing analytic and reporting projects. It discusses situations that may disrupt your project and lists a few risk mitigation strategies. Whether you are initiating a BI, Pricing, Promotion, Assortment, Dashboard, Sorecard or Demand Planning project, identifying and managing these situations can increase your chance of success.
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Succession Planning: Opportunities and Benefits of Employee Ownershipproject-equity
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For business owners who want to see their businesses remain in their communities, want their employees to be well taken care of when they retire or sell their business, and who want their mission and the core strengths of their business to remain intact, employee ownership is a great fit.
HHS IT Challenges and Requirements for 2013 by Frank Baitman, Deputy Assistant Secretary for Information Technology and Chief Information Officer, Department of Health and Human Services
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Trade Adjustment Assistance Reauhorization Act of 2015Timothy Theberge
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Trade Adjustment Assistance for Workers Reversion Primer 2013Timothy Theberge
The 2011 amendments to the Trade Adjustment Assistance for Workers program expire on December 31, 2013. If there is no action taken by Congress, the program will revert to a modified version of the 2002 program. This presentation represents a summary of what that reverted program will look like. Congress may pass legislation prior to December 31, 2013, or may even pass legislation after that date with retroactive provisions (as they did in 2011). ETA will issue official guidance to the system based on either an expectation of reversion or Congressional action. This presentation is intended to provide an informal summary to the system and stakeholders. Questions should be directed to the appropriate Regional Office.
Trade 101 - A Summary of the Trade Adjustment Assistance for Workers ProgramTimothy Theberge
This presentation provides an overview of the Trade Adjustment Assistance for Workers program of the U.S. Department of Labor. This material covers the 2002, 2009 and 2011 versions of the program including: TAA, TRA, A/RTAA, HCTC, program reporting and financial management.
Just in time for another round on reauthorization, here is a bootcamp rundown on state and local governance under WIA with a focus on state and local boards.
Presentation by Massachusetts on their set-aside program under Rapid Response. This allows Massachusetts to bridge the gap between the point of the layoff event and receipt of a National Emergency Grant from ETA.
What to expect when you're expecting... The Feds (from ETA)Timothy Theberge
A presentation prepared by the Boston Regional Office for NYATEP's Spring 2012 Conference. The presentation is designed to give Federal grantees and sub-recipients valuable insights into the Federal perspective of oversight and monitoring requirements with ETA grants.
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
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NIDM (National Institute Of Digital Marketing) Bangalore Is One Of The Leading & best Digital Marketing Institute In Bangalore, India And We Have Brand Value For The Quality Of Education Which We Provide.
www.nidmindia.com
1. The New ETA Vision for Rapid Response
ETA Region 1 - Rapid Response Roundtable - July 2012
Presented By:
• Timothy Theberge, U.S. DOL – ETA, Region 1
• Jeff Ryan, U.S. DOL – ETA, Office of National Response
THE NEW ETA VISION FOR RAPID RESPONSE
2. 2
The When you
PROMISE
of the need us most,
Workforce
Investment
we will be there.
System
THE NEW ETA VISION FOR RAPID RESPONSE
3. 3
• To establish a comprehensive,
collaborative effort to improve
Why are we the Rapid Response system
here? throughout the country by
promoting consistent, high
quality, timely and innovative
responses to economic
transition.
THE NEW ETA VISION FOR RAPID RESPONSE
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 Worker
Response? 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
AND….
Faster
engagement
= 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
Legislative Authorization
From 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. “Other” Uses of Rapid Response Funds
THE NEW ETA VISION FOR RAPID RESPONSE
9. 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
10. 10
• Regional Asset Mapping
• Service providers, community
Transition
Management
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
11. 11
• 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
12. 12
• Approach at-risk (and growth) employers
with information on Rapid Response and
Business One-Stop services BEFORE there are
Visitation layoffs
Programs • 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
13. 13
• Provides actionable intelligence
prior to layoff
Skills Gap • Allows local workforce system to
Analysis develop and deploy strategic
planning efforts ahead of layoffs
• Should focus on both at-risk and
growth employers and/or sectors
• Crosswalk skill sets of workforce
to regional economies
• REMI, EMSI, TORQ, etc.
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
14. 14
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
15. 15
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
16. 16
• Full complement of allowable services not
completely defined in regulations
• Could allow for operation of mobile or
Disaster temporary one-stops
• Must be coordinated with FEMA and the
Response 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
17. 17
• GIS to map dislocations, growth
employers and available
resources
• Laptops, cell phones, etc. for
Technology Rapid Response staff
• Mobility and connectivity are two
key aspects of strong rapid
response services
THE NEW ETA VISION FOR RAPID RESPONSE
18. 18
• Comprised of a variety of
community members
Community
Transition • Develops Local Resource Guide
Teams • 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
19. 19
• Maintain a presence for your
organization on Twitter, Facebook and
Social other social media sites
Networking • A great way to reach dislocated workers
and employers
as 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
21. 21
Rapid Response is PROACTIVE
Don’t wait • Prepared
for 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
22. 22
It is NOT event-driven; it is a pro-active
approach to planning for and
Bend 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
23. 23
Rapid
Response
Throughout
the Business
Cycle
THE NEW ETA VISION FOR RAPID RESPONSE
24. An orientation does not Rapid
Response make. If it does, you’re doing
it wrong.
THE NEW ETA VISION FOR RAPID RESPONSE
25. Rapid Response
Flow Chart
LWIB - Local Workforce Investment Board
NEG - National Emergency Grant
OSCC - One-Stop Career Center
TRA - Trade Readjustment Act
UI - Unemployment Insurance
WIB – State Workforce Investment Board
THE NEW ETA VISION FOR RAPID RESPONSE
27. 27
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
28. 28
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
29. 29
• Helps preserve jobs
Short-Time
• Reduces impact on UI trust fund
Compensation
(Workshare) • Option to provide training to STC
participants
• Increases job skills of participants
• Grant funds available to promote and
enroll employers
• Coordinated with Rapid Response and
business service teams
• Opportunity to leverage Rapid Response
funds for layoff aversion
• Conforming legislation / policy revision
required
• Deadline: December 31, 2014
THE NEW ETA VISION FOR RAPID RESPONSE
31. 31
Rapid
• Early intervention services
Response & allow dislocated workers the
The Bottom best chance of re-entering
Line 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
PY2008
THE NEW ETA VISION FOR RAPID RESPONSE
32. 32
• Response to company
Rapid
Response closures and layoffs
Initiated • Layoff Aversion / Company
Programs
Matching
• Rapid Response Set-Aside
• National Emergency Grants
• Trade Adjustment Assistance
• For Firms
• For Workers
THE NEW ETA VISION FOR RAPID RESPONSE
33. 33
• Private Outplacement
• Staffing Firms
Building
• Economic Development
Partnerships
• Business Community
• Other State and Local
agencies
• Community-based
Organizations
• Faith-based Organizations
THE NEW ETA VISION FOR RAPID RESPONSE
35. 35
If the worst economic
The Time to condition since the
Innovate
GREAT DEPRESSION
Was
Yesterday isn’t enough 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
36. 36
Timothy Theberge
Boston Regional Office
U.S. Department of Labor
Employment and Training Administration
Thank You! 617-788-0139
theberge.timothy@dol.gov
timtheberge@gmail.com
@timtheberge (Twitter)
THE NEW ETA VISION FOR RAPID RESPONSE
Editor's Notes
Reference the older 1990 community audit grants.
Context/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