Slide 1
ETA Region 2 - Rapid Response and National Emergency Grants
Presented By:Timothy Theberge, U.S. DOL ETA, Boston Regional
OfficeThe New ETA Vision for Rapid ResponseT H E N E W E T A V I S
I O N F O R R A P I D R E S P O N S E1
The PROMISEof the Workforce Investment SystemWhen you need us
most, we will be there.2T H E N E W E T A V I S I O N F O R R A P I
D R E S P O N S E222JeffWhy are we here?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.
3T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S
E3Jeff
Rapid Response: Transition ManagementT H E N E W E T A V I S I O
N F O R R A P I D R E S P O N S E4TimWhat Is Rapid Response?Rapid
Response Required state function under the Workforce Investment Act
(WIA); funded by reserving up to 25% of the states WIA Dislocated
Worker 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 communities5T H E N E W
E T A V I S I O N F O R R A P I D R E S P O N S E555Tim6Faster
engagement = Better resultsAND.
Rapid Response is a primary gateway to the workforce system for
both dislocated workers and employers6T H E N E W E T A V I S I O N
F O R R A P I D R E S P O N S E666Tim
Legislative Authorization Sec 665.300 WIA Final Rule
(a) Rapid response activities necessary to plan and deliver
services to enable dislocated workers to transition to new
employment as quickly as possible
77From the RegsT H E N E W E T A V I S I O N F O R R A P I D R E
S P O N S E777Tim
Uses of Rapid Response FundsT H E N E W E T A V I S I O N F O R
R A P I D R E S P O N S E8Through 12/31/2011, states had 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 Shrinking
Envelope of InnovationT H E N E W E T A V I S I O N F O R R A P I D
R E S P O N S E9Through 12/31/2011, states had Transition
Management (The Economy)Regional Asset MappingService providers,
community and faith based organizations, educational facilities,
foundations [665.320(b)]Economic MappingAt-risk employers, growth
employers, infrastructure assets and needs, technology transfer
(R&D) capabilities [665.320(d)(3)]Action not Reaction10T H E N
E W E T A V I S I O N F O R R A P I D R E S P O N S EReference the
older 1990 community audit grants.10Rapid Response
Set-AsideState-Based NEGRapid Response funds used to assist local
areas in responding to events that do not otherwise qualify for a
NEGGap-Filler FundsCovers the gap between layoff and NEGNEG funds
used to replenish set-aside fundsTrade wrap around services11T H E
N E W E T A V I S I O N F O R R A P I D R E S P O N S EBusiness
Visitation ProgramsApproach at-risk (and growth) employers with
information on Rapid Response and One-Stop services BEFORE there
are layoffsDoes not wait for first contact with employer to be in
relation to layoffsLinks businesses with financial planning,
technology planning, marketing and job training resources (layoff
aversion)TAA for Firms, Commerce, Economic DevelopmentOngoing
effort, not a one-time eventFocus on small to medium sized
employers first12T H E N E W E T A V I S I O N F O R R A P I D R E
S P O N S ESkills Gap AnalysisProvides actionable intelligence
prior to layoffAllows local workforce system to develop and deploy
strategic planning efforts ahead of layoffsShould focus on both
at-risk and growth employers and/or sectorsCrosswalk skill sets of
workforce to regional economiesREMI, EMSI, TORQ, etc.
NOTE: Mention of a particular product does not constitute and
endorsement thereof. ETA does not endorse particular products or
vendors.
13T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S
E13Small Business Assistance Services667.262(b)(4) 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]
Possible Technical Assistance Areas (HR Related):Resolving
Conflict, Assisting Troubled and Difficult Employees, Managing
Employee Turnover and Absenteeism, Supervisory Skills Enrichment
(Human Resource Seminars)14T H E N E W E T A V I S I O N F O R R A
P I D R E S P O N S EIncumbent Worker TrainingIncumbent Worker
Training*
665.320(d)Assist in devising and overseeing strategies for:(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 funds to pay the direct
costs of incumbent worker training.15T H E N E W E T A V I S I O N
F O R R A P I D R E S P O N S E15TechnologyGIS to map dislocations,
growth employers and available resourcesLaptops, cell phones, etc.
for Rapid Response staffMobility and connectivity are two key
aspects of strong rapid response services
16T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S
ECommunityTransition TeamsComprised of a variety of community
membersDevelops Local Resource GuideFaith and Community Based
ServicesMental Health ServicesOther Government Agency
ServicesProvides non-employment related workshopsHolds community
and fundraising events
17T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S
ETim / RobSocial Networking as a ServiceMaintain a presence for
your organization on Twitter, Facebook and other social media
sitesA great way to reach dislocated workers and employersMaintain
a presence for yourself on LinkedIn and other similar sitesA great
way for people you know to connect to our services when they need
themIf your current IT policies dont allow you access to them, get
those policies changedIn case you missed it, the way the world
communicates has changed.Facebook: Fueling revolutions since
2011.18T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S
E
Rapid Response: Its not just for layoffs anymore.T H E N E W E T
A V I S I O N F O R R A P I D R E S P O N S E19Rapid Response is
PROACTIVEPrepared Delivered through a well-developed service
infrastructureFully integrated Layoff Aversion strategiesEarly
Intervention Engaged with the regional economy
including:LaborEconomic DevelopmentBusiness Community Local WIBs
& One StopsEducation20Dont wait for WARNT H E N E W E T A V I S
I O N F O R R A P I D R E S P O N S E2021It is NOT event-driven; it
is a pro-active approach to planning for and managing economic
transitions. Rapid Response requires: 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 21Bend the
CurveT H E N E W E T A V I S I O N F O R R A P I D R E S P O N S
E212121
Rapid Response Throughout the Business Cycle22T H E N E W E T A
V I S I O N F O R R A P I D R E S P O N S E22
An orientation does not Rapid Response make. If it does, youre
doing it wrong.T H E N E W E T A V I S I O N F O R R A P I D R E S
P O N S E23Rapid Response Flow Chart
Actual Onsite RR SessionT H E N E W E T A V I S I O N F O R R A
P I D R E S P O N S E24
Layoff Aversion 2.0T H E N E W E T A V I S I O N F O R R A P I D
R E S P O N S E25Defining Layoff AversionFrom TEGL 30-09:ETA
considers a layoff averted when: 1) a workers 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.26T H E N E W E T
A V I S I O N F O R R A P I D R E S P O N S ESaving the Companyor
JobsBROADER IDEA:Lessening the Impact of LayoffsLessening the
number of employees that the company needs to layoffESOPs -
Employee buyoutsFinding a buyer for the closing businessLinking
with Economic DevelopmentIncumbent worker
programsWorkshare(Short-Time Compensation)Fewer people filing for
UI benefitsClaimants filing for fewer weeksLinking with other
companies that are hiring (Company Match)OJT programs-linking with
growing companiesEarly warning networksEffective partnerships1227T
H E N E W E T A V I S I O N F O R R A P I D R E S P O N S E2727I
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 theres 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. 28Short-Time
Compensation(Workshare)Helps preserve jobsReduces impact on UI
trust fundOption to provide training to STC participantsIncreases
job skills of participantsGrant funds available to promote and
enroll employersCoordinated with Rapid Response and business
service teamsOpportunity to leverage Rapid Response funds for
layoff aversionConforming legislation / policy revision
requiredDeadline: December 31, 2014
T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S
EContext/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
28
Rapid Response Set-Aside Funding(Massachusetts Model)T H E N E W
E T A V I S I O N F O R R A P I D R E S P O N S E2930Allows Rapid
Response 25% funds to be utilized for additional assistance to
local areas experiencing events that substantially increase the
number of unemployed individualsDirect services to participants
(core, intensive and training services) if there are not adequate
local funds availableSec.134(a)(2)(A)(II))
20 CFR 666.340T H E N E W E T A V I S I O N F O R R A P I D R E
S P O N S E31For a layoff or layoffs that would be too small to
apply for a National Emergency Grant (NEG)For use as a bridge while
waiting for NEG funds to arriveAssistance with Trade- related
servicesLayoff Aversion Utilization of Set-Aside FundsT H E N E W E
T A V I S I O N F O R R A P I D R E S P O N S E3132Rapid Response
Regional Coordinator meets with Local Area representatives to
discuss needsRapid Response identifies potential (set-aside)
company layoffs and discussion is held with Local Area
representatives .Proposal is developed in coordination with the RR
Coordinator, Local Area representatives Proposal is sent to the
set-aside committee for review and decision on grant approval
Proposal ProcessT H E N E W E T A V I S I O N F O R R A P I D R
E S P O N S E33All proposals must meet the criteria outlined in the
MA set-aside policyThe chair person sets up a meeting with the
set-aside review committeeThe committee reviews each proposal and
decides whether to approve or deny fundingMost proposals are
incrementally fundedProposal Process (contd)T H E N E W E T A V I S
I O N F O R R A P I D R E S P O N S E34Once a proposal is approved
the field is notified immediatelyIn addition, the goal of the set
aside process is that funding is issued within a two week time
frame.Quick Turnaround FundingT H E N E W E T A V I S I O N F O R R
A P I D R E S P O N S E35Rapid Response ManagerFinance/Monitoring
StaffWorkforce Training Fund NEG Staff assistanceTrade Staff
assistanceLocal AreaSet Aside CommitteeT H E N E W E T A V I S I O
N F O R R A P I D R E S P O N S E
Worker Needs SurveysT H E N E W E T A V I S I O N F O R R A P I
D R E S P O N S E36Actionable IntelligenceWorker Needs Surveys help
to identify:Education LevelsNeed for ABELanguage BarriersNeed for
ESOLSkills SetsTransferabilityOccupational InterestsNeed for
trainingTypes of trainingT H E N E W E T A V I S I O N F O R R A P
I D R E S P O N S EInforming the NEG PlanIdentifies need for Peer
Support WorkersWill you need providers beyond Job Centers and
regular ITA providersClassroom trainingESOL providersTypes of
training needed to transition to growth occupations/industriesITA,
OJT, customized, classroomFunding balance between training, support
services, core and intensive servicesT H E N E W E T A V I S I O N
F O R R A P I D R E S P O N S E
Wrapping UpT H E N E W E T A V I S I O N F O R R A P I D R E S P
O N S E39If the worst economic condition since the GREAT
DEPRESSIONisnt enough motivation, whats it going to take?
If you do what youve always done, you get what you always got.
Roger von Oech
40The Time to Innovate Was YesterdayT H E N E W E T A V I S I O
N F O R R A P I D R E S P O N S EThank You!Timothy ThebergeBoston
Regional OfficeU.S. Department of LaborEmployment and Training
[email protected]
41T H E N E W E T A V I S I O N F O R R A P I D R E S P O N S
E
