You Can Do That With Rapid Response Funds? (Philadelphia Version)


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Updated version of the You Can Do That? presentation for the Recalibrating the Workforce System conference in Philadelphia.

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  • 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.
  • 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.
  • I want to ask for some audience input here. When you think layoff aversion, what do comes to mind? What does layoff aversion mean to you? A lot of people think that layoff aversion simply means preventing a layoff from happening, but in reality, there is so much more to it. There are two sides to layoff aversion. One is actually saving the company. This could be done by minimizing the number of employees that need to be laid off, work-share, company furloughs, employee-buyouts or finding a buyer, linking with economic development, or incumbent worker training programs based on the company. Then there’s the proactive side to layoff aversion, which is that you may not actually be able to save the company, but you can lessen the impact that a layoff event or closure has. This can be by lessening the number of people who file for unemployment insurance, company match, which is linking laid off employees with companies that need trained workers, linking On-the-job Training programs with growing companies, or broader incumbent worker programs. So layoff aversion is really a lot more expansive than simply stopping a layoff from happening.
  • 18 states have workshare programs as of 2006 This is the ideal time to conduct the skill set analysis of workers in an attempt to map them against growth industries. Also time to contact the TAA for Firms program, MEPs and others. Should at this point also look at incumbent worker training to improve the competitiveness of the workers.
  • You Can Do That With Rapid Response Funds? (Philadelphia Version)

    1. 1. You can do that with Rapid Response funding? U.S. Department of Labor Employment and Training Administration Presenter: Tim Theberge Region 2: Recalibrating the Workforce System April 2011
    2. 2. Learning Objectives <ul><li>Overview </li></ul><ul><ul><ul><li>Setting the Stage </li></ul></ul></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. Overview Opening Remarks
    4. 4. Why are we here? <ul><li>We are “America’s Backstop” </li></ul><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><ul><li>There is no other group that does what we do </li></ul>
    5. 5. <ul><li>Required state function under the Workforce Investment Act (WIA); funded by reserving up to 25% of the state’s WIA Dislocated Worker allotment </li></ul><ul><li>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. </li></ul><ul><li>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 </li></ul>What is Rapid Response?
    6. 6. <ul><li>AND…. </li></ul><ul><li>Rapid Response is a primary gateway to the workforce system for both dislocated workers and employers </li></ul>Faster engagement = Better results
    7. 7. <ul><li>Legislative Authorization </li></ul><ul><li>Sec 665.300 WIA Final Rule </li></ul><ul><li>(a) Rapid response … “activities necessary to plan and deliver services to enable dislocated workers to transition to new employment as quickly as possible ” </li></ul>From the Regs…
    8. 8. <ul><li>Timely, consistent and high-quality services to workers and businesses </li></ul><ul><ul><li>Timely and Consistent </li></ul></ul><ul><ul><ul><li>Providing the right information and services, when, where and how needed to best serve workers and businesses </li></ul></ul></ul><ul><ul><ul><li>It does not mean cookie-cutter or one-size fits all solutions </li></ul></ul></ul><ul><ul><li>High-Quality </li></ul></ul><ul><ul><ul><li>Proactive, comprehensive solutions that meet the needs of workers and businesses </li></ul></ul></ul>Customized Consistency
    9. 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.
    10. 10. 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>
    11. 11. 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 ]
    12. 12. Rapid Response It’s not just for layoffs anymore…
    13. 13. <ul><li>Rapid Response is PROACTIVE </li></ul><ul><ul><li>Prepared </li></ul></ul><ul><ul><ul><li>Delivered through a well-developed service infrastructure </li></ul></ul></ul><ul><ul><ul><li>Fully integrated Layoff Aversion strategies </li></ul></ul></ul><ul><ul><li>Early Intervention </li></ul></ul><ul><ul><ul><li>Engaged with the regional economy including: </li></ul></ul></ul><ul><ul><ul><ul><li>Labor </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Economic Development </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Business Community </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Local WIBs & One Stops </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Education </li></ul></ul></ul></ul>Don’t Wait for WARN…
    14. 14. <ul><li>Solution-Based Approach for Managing Transitions in an Evolving Economy. </li></ul><ul><ul><li>Addresses the needs of employers, workers, and community through development of ongoing strategies to ensure long-term economic stability and growth </li></ul></ul><ul><ul><li>Employs strategies gained from expertise, perspectives, and efforts of extensive network of partners and stakeholders </li></ul></ul>Solutions-Based Transition Management
    15. 15. <ul><li>It is NOT event-driven ; it is a pro-active approach to planning for and managing economic transitions. </li></ul><ul><li>Rapid Response requires: </li></ul><ul><ul><li>Ongoing efforts to build relationships with employers and other community stakeholders </li></ul></ul><ul><ul><li>Knowledge of labor market trends and economic forecasts </li></ul></ul><ul><ul><li>Strategic planning, data gathering and analysis designed to anticipate, prepare for, and manage economic transition </li></ul></ul><ul><ul><li>Understanding workforce assets and needs </li></ul></ul><ul><ul><li>Convening, facilitating, and brokering connections, networks, and partners </li></ul></ul><ul><ul><li>Planning for and responding to layoffs, minimizing their impacts wherever possible </li></ul></ul>Bend the Curve
    16. 16. Rapid Response Throughout the Business Cycle
    17. 17. Quality Principles of Rapid Response An Orientation Does Not Rapid Response Make; If It Does, You’re Doing It Wrong
    18. 18. 10 Quality Principles +1 1 Timeliness The quicker information and services are provided, the quicker workers can start the reemployment process 2 Internal and External Partnerships <ul><li>Help communities pull together </li></ul><ul><li>Provide access to a wide range of resources </li></ul><ul><li>Build collaborative opportunities </li></ul>3 Leveraging Resources Creates strong community support network that goes beyond Rapid Response and One-Stop activities 4 Seamless Service Delivery Ensures efficiency and productivity in providing services and getting people reemployed
    19. 19. 10 Quality Principles +1 5 Active Promotion Marketing services through materials, media, websites, social networking, meetings, events, etc. 6 Layoff Aversion <ul><li>Strategies that help retain or save jobs: </li></ul><ul><li>Instant labor exchanges / Reemployment </li></ul><ul><li>Self-Employment Assistance (SEA) </li></ul><ul><li>Prefeasibility studies </li></ul><ul><li>Incumbent worker training </li></ul><ul><li>Workshare </li></ul><ul><li>Linkages to loan programs and other business assistance programs </li></ul><ul><li>Management or employee buyouts using ESOPs or conventional financing </li></ul>
    20. 20. 10 Quality Principles +1 7 Consistent and Accurate Information Information specific to the worksite and community and includes non-job-specific referrals to services and agencies 8 Convenience Meeting the schedules and location(s) that meets worker and business needs; connecting to One-Stops 9 Customer Choice Customizing services to meet local or event-specific requirements enhances the success of helping people transition back to employment
    21. 21. 10 Quality Principles +1 10 Measure of Success <ul><li>Measurable goals provide valuable feedback </li></ul><ul><li>Collect measurable data (ex.: How many individuals were processed?) </li></ul><ul><li>Determine if activities are successful </li></ul><ul><li>Identify potential problems </li></ul><ul><li>Make changes to ensure continuous improvement </li></ul>+1 INNOVATE Re-evaluate, Re-vise, Evolve!
    22. 22. Bend the Curve Planning
    23. 23. Information Gathering <ul><li>From the Regulations </li></ul><ul><li>665.320 </li></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]
    24. 24. 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>
    25. 25. 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>
    26. 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 </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 </li></ul></ul><ul><li>Action not Reaction </li></ul>
    27. 27. 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>Works best at the macro level </li></ul><ul><li>Should focus on at-risk (and growth) employers and/or sectors </li></ul>
    28. 28. Layoff Aversion in the Modern Economy: Way Beyond Buyouts Prevention
    29. 29. Defining Layoff Aversion <ul><li>From TEGL 30-09 : </li></ul><ul><li>ETA considers a layoff averted when: </li></ul><ul><ul><li>1) a worker’s job is saved with an existing employer that is at risk of downsizing or closing; or </li></ul></ul><ul><ul><li>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. </li></ul></ul>
    30. 30. What is Layoff Aversion? <ul><li>Layoff aversion activities exist as a continuum of potential approaches </li></ul><ul><ul><li>Layoff Forecasting/Early Warning Networks </li></ul></ul><ul><ul><li>Full layoff aversion (rare) </li></ul></ul><ul><ul><ul><li>Pre-feasibility studies, buyouts, ESOPs, etc </li></ul></ul></ul><ul><ul><li>Lessening the impact of a layoff (the norm) </li></ul></ul><ul><ul><ul><li>Workshare Programs </li></ul></ul></ul><ul><ul><ul><li>Company Match (growing employers with layoff employers) </li></ul></ul></ul><ul><ul><ul><li>Incumbent Worker Training </li></ul></ul></ul><ul><ul><ul><li>On-the-Job Training </li></ul></ul></ul>
    31. 31. 1 2 Continuum of Layoff Aversion <ul><li>Fewer people filing for UI benefits; Fewer weeks claimed </li></ul><ul><li>Linking with other companies that are hiring (Company Match) </li></ul><ul><li>OJT programs-linking with growing companies </li></ul><ul><li>Early warning networks </li></ul><ul><li>Effective partnerships </li></ul><ul><li>Lessening the number of employees that the company needs to layoff </li></ul><ul><li>Work-share / Furloughs </li></ul><ul><li>ESOPs - Employee buyouts </li></ul><ul><li>Finding a buyer for the closing business </li></ul><ul><li>Linking with Economic Development </li></ul><ul><li>Incumbent worker programs </li></ul>BROADER IDEA: Lessening the Impact of Layoffs Saving the Company or Jobs
    32. 32. Instant Labor Exchange (Information Gathering Bears Fruit) <ul><li>Skill set analysis mapped to regional economy will result in the identification of career pathways </li></ul><ul><li>Short-term training with sufficient notice/awareness of layoff will allow for workers to be trained prior to actual layoff </li></ul><ul><li>Real world examples already happening </li></ul>
    33. 33. Company Match <ul><li>Minimize the impact of the layoffs that are occurring at a particular plant closing or downsizing by placing employees in new jobs prior to layoff </li></ul><ul><ul><li>Also to minimize the length of unemployment if not placed prior to layoff </li></ul></ul><ul><li>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. </li></ul><ul><ul><li>Jabil/Raytheon - Direct Match </li></ul></ul><ul><li>Training employees and placing them in new careers prior to layoff </li></ul><ul><ul><li>Biotech Training - Polaroid/Bose </li></ul></ul>
    34. 34. UI = Workforce Development <ul><li>Workshare (Short-Term Compensation) </li></ul><ul><ul><li>Allows employers to retain skilled workers (18 states) </li></ul></ul><ul><li>Self-Employment Assistance (SEA) </li></ul><ul><ul><li>Allows entrepreneurship training while receiving UI (9 states) </li></ul></ul><ul><li>UI Training </li></ul><ul><ul><li>Allows UI claimants to participate in WIA, TAA and other training programs to improve employability </li></ul></ul><ul><li>Additional Benefits during Training (ABT) </li></ul><ul><ul><li>Additional, state-funded benefits for individuals in approved training (7 states) </li></ul></ul><ul><li>State funds available for training purposes </li></ul>
    35. 36. Workshare Works! Maryland Texas Rhode Island New York California Arizona Arkansas 1,381 1,956 341 14,012 27,245 12,783 2,667 8,387 3,641 19,814 45,658 9,304 53,001 96,914 33,664 4,182 9,419 3,993 1,391 0 0 2010 2009 2008
    36. 38. Uses of Rapid Response Funds Performance
    37. 39. 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 </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>
    38. 40. 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>
    39. 41. Business Visitation Programs <ul><li>Intention is to “sell” companies on Rapid Response and what it can do BEFORE there are layoffs </li></ul><ul><ul><li>Target growth and at-risk employers </li></ul></ul><ul><ul><li>Doesn’t wait for first contact to be in relation to layoffs </li></ul></ul><ul><li>Links business with financial planning, technology planning, marketing and job training resources </li></ul><ul><ul><li>Manufacturing Extension Partnership, Commerce, etc. </li></ul></ul><ul><ul><li>Chamber of Commerce would be an ideal partner </li></ul></ul><ul><li>“ Ongoing effort, not a one-time event” </li></ul><ul><li>Focus on small and medium sized employers first </li></ul>
    40. 42. Disaster Response Services <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>
    41. 43. Temporary Transition Centers <ul><li>Ideal for large-scale layoffs, in locations away from existing one-stops or in disaster scenarios </li></ul><ul><li>Most successful if placed onsite or near-site </li></ul><ul><li>Should 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 would be allowable under Rapid Response </li></ul><ul><ul><li>Staff can be from multiple programs: WIA, ES, UI, etc. </li></ul></ul>
    42. 44. 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>
    43. 45. 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>
    44. 46. 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>
    45. 47. If the worst economic condition since the Great Depression isn’t enough motivation, what’s it going to take? Accountability
    46. 48. Why Rapid Response? <ul><li>Because it: </li></ul><ul><ul><li>CAN MAKE ALL THE DIFFERENCE </li></ul></ul><ul><ul><li>Offers the first step in connecting workers to the workforce investment system </li></ul></ul><ul><ul><li>Provides an established national network of services, resources and partnerships </li></ul></ul><ul><ul><li>Creates an avenue for layoff aversion, keeping workers in their present or new jobs, possibly avoiding a dislocation event and/or an unemployment claim </li></ul></ul><ul><ul><li>Offers a powerful network that let’s workers know they do not have to face the challenges alone </li></ul></ul>
    47. 49. Why Rapid Response? <ul><li>Because it: </li></ul><ul><ul><li>Provides well-regarded business solutions and ongoing collaborations through economic ups and downs </li></ul></ul><ul><ul><li>Connects workers to benefits </li></ul></ul><ul><ul><li>Provides a critical next step in an individuals career and life </li></ul></ul><ul><ul><li>Reduces the impact on the UI Trust Fund: </li></ul></ul><ul><ul><ul><li>In Massachusetts, for PY2008, Rapid Response services saved the Mass UI Trust Fund an estimated $6.6 million in claims. </li></ul></ul></ul>
    48. 51. Rapid Response Funding <ul><li>$352m unexpended as of 12/31/2010 </li></ul><ul><ul><li>$62m is ARRA funding </li></ul></ul><ul><li>Region 2 States </li></ul><ul><ul><li>$2.9m in ARRA RR funds unexpended </li></ul></ul><ul><ul><ul><li>(less than ideal) </li></ul></ul></ul><ul><ul><li>$28.9m in Regular RR funds unexpended </li></ul></ul><ul><ul><ul><li>(on target) </li></ul></ul></ul>
    49. 52. No Man Is An Island… Partners
    50. 53. TAA for Firms (U.S. Department of Commerce) <ul><li>Part of the Trade Act </li></ul><ul><ul><li>Uses matching funds on a sliding scale </li></ul></ul><ul><li>Assistance to firms impacted by Trade </li></ul><ul><ul><li>New Market Research </li></ul></ul><ul><ul><li>Marketing Enhancement </li></ul></ul><ul><ul><li>New Product Development </li></ul></ul><ul><ul><li>LEAN, ISO, MIS Improvements </li></ul></ul><ul><ul><li>Financial / Management Consulting </li></ul></ul>
    51. 54. BREI (Business Retention and Expansion Intl.) <ul><li>Focus on retention and expansion of existing employers </li></ul><ul><li>Traditionally has provided training for economic developers </li></ul><ul><ul><li>Expanded to include Rapid Responders </li></ul></ul><ul><ul><li>Online and in person training </li></ul></ul><ul><li>Promotes regional economies / sector strategies </li></ul><ul><ul><li>Resource pooling between large and small firms with regard to employee training – “critical mass” </li></ul></ul>
    52. 55. Private Outplacement <ul><li>Linking with Private Outplacement </li></ul><ul><ul><li>Provides on-demand scalability </li></ul></ul><ul><ul><li>Offers the opportunity to better assist non-traditional users of the One-Stop system </li></ul></ul><ul><ul><li>Leverages marketing advantages </li></ul></ul><ul><ul><li>Increases program awareness </li></ul></ul>
    53. 56. Staffing Firms <ul><li>Additional Job Opportunities </li></ul><ul><ul><li>Often not posted in the state’s job bank </li></ul></ul><ul><li>Allows us to assist in meeting the needs of growth employers </li></ul><ul><li>“Temp” jobs are not always “bad” jobs </li></ul><ul><ul><li>Often fill the need of workers to quickly re-enter the workforce </li></ul></ul><ul><ul><li>If matched with training can serve as a bridge to more stable employment </li></ul></ul>
    54. 57. Faith & Community-Based Organizations <ul><li>United Way </li></ul><ul><ul><li> </li></ul></ul><ul><li>Catholic Charities </li></ul><ul><ul><li> </li></ul></ul><ul><li>Salvation Army </li></ul><ul><ul><li> </li></ul></ul><ul><li>Goodwill Industries </li></ul><ul><ul><li> </li></ul></ul><ul><li>St. Vincent de Paul Society </li></ul><ul><ul><li> </li></ul></ul>
    55. 58. Expanding Partnerships <ul><li>Trade Adjustment Assistance Centers </li></ul><ul><ul><li>50/50 cost sharing on projects aimed at improving a manufacturer’s competitive position </li></ul></ul><ul><li>Manufacturing Extension Partnership </li></ul><ul><ul><li>Helps manufacturers compete globally by improving supply chain integration, and productivity enhancement. </li></ul></ul><ul><li>Business Retention & Expansion Intl. </li></ul><ul><ul><li>Focused on finding solutions to increase retention and expansion of “native” employers. </li></ul></ul><ul><li>Economic Development Administration </li></ul><ul><ul><li>Programs focusing on physical infrastructure, economic base changes, local technical assistance </li></ul></ul><ul><li>Employee Benefits Security Administration </li></ul><ul><ul><li>Compliance assistance for employers and benefit rights information for employees </li></ul></ul><ul><li>Federal Emergency Management Agency </li></ul><ul><ul><li>Lead agency in coordinating the government’s response to disasters. States should establish relationships with their respective state emergency management agency. </li></ul></ul>
    56. 59. Get Connected There’s an app for that…
    57. 60. Rapid Response Community of Practice <ul><li> </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>
    58. 61. 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>
    59. 62. Wrapping Up… QUESTIONS?
    60. 63. If the worst economic condition since the GREAT DEPRESSION 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 Time to Innovate Was Yesterday
    61. 64. Thank You! <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>