Effective utilization of rapid - PowerPoint Presentation

Slide1
Slide2

Effective utilization of rapid

responseSlide3

WFD Rapid Response Team

Brett Lacy

Rapid Response DirectorBLacy@Georgia.org

Norris Smith

Rapid Response Coordinator

NSmith@Georgia.org

Jackie Griffin

Rapid Response Coordinator

JGriffin@Georgia.org

Slide4

$3,289,964

Available Unobligated Rapid Response FundsSlide5

Questions to be Answered

What is Rapid Response?

What are some innovative uses of Rapid Response funds?What is the value of Rapid Response to employers?How does Rapid Response engage with employers and with the workforce system?Slide6

Goals of the webinar

Understand the purpose and vision

for Rapid Response

Detail how Georgia’s vision for Rapid Response provides LWDAs with best practices for Business Services including:

Discussing innovative uses of Rapid Response funds

Discussing how Layoff Aversion may be leveraged

Identify the benefits of engaging in a robust Rapid Response programReview the roles of all stakeholders in responding to a layoffSlide7

THE RAPID RESPONSE FRAMEWORK

Jackie Griffin

Rapid Response Coordinator

JGriffin@Georgia.orgSlide8

What is Rapid Response?

“Rapid

Response is a primary gateway to the workforce system for both dislocated workers and employers. It provides immediate, on-site services for workers and employers, and works to minimize the impacts of those layoffs…as quickly as possible.”

USDOL/ETA, TEN 3-10 Slide9

FEDERAL RAPID RESPONSE MISSION

Rapid Response must take an ongoing, comprehensive approach to identifying, planning for and responding to layoffs and must include:

Informational and reemployment services for workersSolutions for businesses in transition (growth and decline)Convening, facilitating, and brokering connectionsStrategic planning, data gathering, and analysis

USDOL/ETA, TEN 3-10, TEN 31-11Slide10

Georgia’s

workforce mission

To develop and deliver

a well-trained workforce, equipped to meet the needs of Georgia businesses.  Slide11

Rapid response

under

wioa

Defined by WIA Sec. 101 (38):“an activity….to assist dislocated workers in obtaining reemployment as soon as possible”

Defined by WIOA Sec. 3 (51):“an activity…to assist dislocated workers in obtaining reemployment as soon as possible”

WIA sec. 134(a)(2)(A) => WIOA Sec. 134(a)(2)(A)Slide12

Rapid response changes under wioa (cont’d)

Where is the significant change to Rapid Response?

MAY has become

MUSTNPRM 682.330 “What Rapid Response activities are required?”Layoff Aversion

Information Gathering for Early WarningTracking Performance DataDeveloping and Maintaining PartnershipsSlide13

Are the changes really changes?

NPRM “MUST INCLUDE”

VISION FOR RAPID

RESPONSE TEN 3-10/ 31-11

Information

Gathering for Early

Warning

Informational and reemployment services for workers

Layoff Aversion

Tracking Performance Data

Developing and Maintaining Partnerships

Solutions for businesses in transition (growth and decline)

Convening, facilitating, and brokering connections

Strategic planning, data gathering, and analysis

Slide14

Rapid response practitioners guide

Useful tool appropriate for

Rapid Response

practitioner’s

at all levels

Covers the fundamentals of required Rapid Response activitiesClick here to access the Practitioner’s GuideSlide15

Structure and vision

of rapid response

Collaboration, Communication, Partnership

GDEcD

LWDA

Rapid

Response

TeamSlide16

Structure of Georgia’s Rapid Response

Georgia Department of Economic Development’s Workforce Division

Distribute WARN

or Non-WARN NotificationsOversight of all response activities

Provide technical assistance to partnersCollect and share data with partnersSlide17

Structure of Georgia’s Rapid Response

Local Workforce Development Area (LWDA)

Ongoing business engagement Marketing of business services Early intervention Information gathering (economic trends, shifts in industry, labor force announcements)

Coordinate service deliveryTrack performance dataSlide18

Structure of Georgia’s Rapid Response

Rapid Response Team

Planning/CoordinationAssess the needs of employer/employees and tailor a plan to address those needsWhat positions are affected or in need? What is the pay range? What outcomes is the employer looking for?

Collaboration/PartnershipConvene federal, state & local government, community resources, etc.

Communicate response plan and responsibilities for each partnerFacilitation of transitional servicesDeliver

direct services (Information Sessions, Job Search Workshops, Job Fairs, etc.)Leveraging resourcesBundle resources and services

to effect the desired outcome Slide19

RESOURCE GUIDE

Workforce Innovation and Opportunity Act

Training Opportunities Job Search ResourcesTemporary Mortgage Payment Assistance

Unemployment InsuranceHealth Insurance ResourcesFinancial Advice

Frequently Asked Questions

Resource Guide for Job SeekersSlide20

Delivering Rapid response Services

Leveraging existing local contacts

Ongoing engagement To keep line of communication openTo discover Layoff Aversion opportunities Sector FocusedTo identify business and workforce needs

To develop high quality career pathwaysTo offer job driven solutions

Slide21

Delivering Rapid response SERVICES

Building Relationships

Connecting business to state and federal resources to meet business needs

To gain trust and confidence To be there when they need us most! Slide22

Promoting Effective collaboration

in

Service delivery

Joint guidance issued by WFD and GDOLHighlights the appropriate process for responding to an announcementPromotes communication and partnership with WFD, LWDAs, and local GDOL Career CentersSlide23

Effective structure of rapid response: case study

Middle Georgia Regional Commission gathered together partners from the workforce system to strategically prepare to respond to layoffs

Completed the Rapid Response Self Assessment Tool from TEN 32-11 to identify areas of action and successesMGRC has policies in place to respond to eventsEstablished a team of stakeholders who are familiar with their roles and the procedures for responding to layoffsIncludes community partners, labor organizations, GDOL regional staff, local economic development staff, and educational partnersSlide24

Case study:

Macon-

bibb

(LWDA 10

)

Rapid Response Self Assessment ToolTEN 32-11Slide25

The procedures for responding to a Layoff

Norris Smith

Rapid Response Coordinator

NSmith@Georgia.orgSlide26

Dislocated worker funds

US Department of Labor

Local Workforce

Development Area

25%

of

Dislocated Worker

Funds held in

state

reserve

s

$2.5 million allocated to

LWDAs

in PY14

GDEcD Workforce DivisionSlide27

Flow of services for rapid ResponseSlide28

Warn Notification

Warn notifications are submitted to WFD by

hardcopy

electronically via emailWARN submission section of the WFD website

NOTE:

There will also be instances were a WARN notification has not been submitted but news of the layoff or closure was obtained by WFD or the LWDA.Slide29

WFD RRC processes WARN Notification

Once WFD Rapid Response Coordinator has received the WARN, it is entered into the Georgia Work Ready Online Participant Portal (GWROPP)

WFD Rapid Response Coordinator will then contact the appropriate LWDA with the WARN details

GWROPP (VOS)

will also submit an electronic notification to the appropriate partners (GDOL, USDOL, DCA)Slide30

LWDA RRC contacts employer

LWDA Rapid Response Coordinator contacts the employer within 2 business days of notification to verify receipt

During the initial employer contact, the LWDA Rapid Response Coordinator explains the purpose of Rapid Response Services, evaluates employer needs (utilizing

the “Employer Contact

Sheet”), and present services available to the affected company and employeesAfter identifying employer/employee needs, an in-person employer meeting should be coordinated to introduce the Rapid Response partners and discuss the initial response planSlide31

Employer Meeting

LWDA Rapid Response Coordinator may utilize the “Rapid Response Employer Meeting Guide” to gather additional information

The employer meeting allows partners to share their services with the employer

Services are then customized or bundled in a manner that successfully addresses the needs of the company and affected employeesThe LWDA identifies appropriate dates and times of service delivery based on employer/employee availabilitySlide32

The Rapid Response Information Sheet for Employers is a great resource for employer meetings.

Available Online Slide33

Rapid Response Partners (Required)

Workforce

Division

Local Workforce Development Area

GA Department of Labor Slide34

Rapid Response Partners (Recommended)

HomeSafe

Georgia

United WayGoodwill

GreenPath Financial WellnessTechnical College System of GeorgiaUniversity System of Georgia

Local Chamber of CommerceRegional Commissions

Local Economic Development AuthoritiesGDEcD Existing IndustriesTrade Adjustment Assistance (GDOL) Slide35

Employee information session (EIS)

LWDA and WFD Rapid Response Coordinators (RRC) will coordinate the involvement of partners that will participate in the

EIS

LWDA Rapid Response Coordinator will facilitate the EIS, introducing all participants and explaining their role within the layoff process

The “Rapid Response Employee Information Guide” can be used an a resource for the format of the sessionSlide36

On-site reemployment services

Through Rapid Response employers may provide on-site reemployment services (delivered by the LWDA and WFD

RRC’s

) including:

Job search techniques

Career exploration

Labor market information Interviewing skills Résumé preparation Money managementJob fairs Rehabilitation servicesTransition centersSlide37

UTILIZING RAPID RESPONSE FUNDS

Brett Lacy

Rapid Response DirectorBLacy@Georgia.orgSlide38

Expending rapid response funds

Each year, USDOL allocates

approximately $180 million in Rapid Response fundsEach year, states carry over $180 million in Rapid Response funds

Between 2008 and 2009, states left 40% of all Rapid Response funds on the tableWhat was Georgia’s PY13

/ PY14 State Rapid Response Spend Rate?

25

%Slide39

LWIA

PY14 + FY15 RR

Expend

Total

(Expend + Obligated)

Percentage

Northwest Georgia

$ 550,969

$ 83,480

$ 554,735

101%

Georgia Mountains

$ 300,000

$ 24,706

$ 24,706

8%

AWDA

$ 243,404

$ 10,711

$ 10,711

4%

Cobb County

$ 261,413

$ -

$ -

0%

DeKalb County

$ 187,308

$ 4,469

$ 4,469

2%

Fulton County

$ 156,909

$ 3,480

$ 3,480

2%

Atlanta Regional

$ 924,350

$ 189,379

$ 189,379

20%

West Central

$ 313,521

$ -

$ -

0%

Northeast Georgia

$ 275,442

$ 19,762

$ 19,762

7%

MGRC

$ 70,866

$ 59,552

$ 59,552

84%

Baldwin County

$ 145,117

$ 22,154

$ 22,154

15%

CSRARC

$ 109,086

$ 6,006

$ 6,006

6%

ECGC

$ 120,012

$ -

$ -

0%

Columbus

$ 111,217

$ 6,216

$ 6,216

6%

River Valley

$ 39,476

$ 4,509

$ 9,164

23%

HOGARC

$ 199,896

$ 99,559

$ 199,028

99%

Southwest Georgia

$ 102,352

$ 3,705

$ 3,705

4%

Southern Georgia

$ 173,408

$ -

$ -

0%

Coastal

$ 119,054

$ -

$ 769

1%

Total

$ 4,403,800

$ 537,688

$ 1,113,836

25%

Expenditure Rate by areaSlide40

Layoffs by area

40

LWIA

PY13

PY14

Total

Expenditure PercentageNorthwest Georgia7

8

15

101

%

Georgia Mountains

5

3

8

8%

AWDA

8

10

18

4

%

Cobb County

10

7

17

0%

DeKalb County

11

3

14

2

%

Fulton County

10

4

14

2%

Atlanta Regional

24

12

36

20%

West Central

5

2

7

0%

Northeast Georgia

5

1

6

7%

MGRC

1

2

3

84%

Baldwin County

1

3

4

1

5

%

CSRARC

1

4

5

6

%

ECGC

1

0

1

0%

Columbus

4

3

7

6

%

River Valley

2

2

4

23

%

HOGARC

4

5

9

99

%

Southwest Georgia

3

0

3

4%

Southern Georgia

2

0

2

0%

Coastal

6

2

8

1%Slide41

Ongoing Strategic Planning Activities

Intervention Activities

Response Activities

LAYOFF AVERSION

Allowable uses of

rr

fundsSlide42

ALLOWABLE USES OF RR FUNDS

Ongoing Strategic Planning Activities

Information Gathering

Examine LMI data to look for trends or changes in local industriesForecast potential sector layoffs

Identify high areas of turnoverIdentify training needs

Asset mapping

Partnership BuildingDevelop relationships and early warning networksSlide43

ALLOWABLE USES OF RR FUNDS

Intervention Activities

Incumbent Worker TrainingFeasibility studies

Assist businesses in examining processes and outcomes to improve underperforming

unitsShared Work/ Short Time Compensation strategiesSlide44

ALLOWABLE USES OF RR FUNDS

Response Activities

Job FairsOn Site Mobile Units/Transition Centers

can include equipment such as computersReemployment

programs/servicesResume workshopsJob search assistance

Career assessments Slide45

ALLOWABLE USES OF RR FUNDS

The Rapid Response grant statement of work identifies 3 key activities:

Layoff aversion (including IWT)

Transition and/or resource center

Training and employability

servicesLocal allocations should be used for all applicable and allowable activities, including immediate responses to layoffs within your regionSlide46

Requesting additional funds

If a LWDA is faced with an event beyond its capacity to respond, a formal request for additional funding may be submitted to WFD. Requests should detail:

Number of affected employees Services to be provided

Budget and budget narrative

Timeframe of requestSlide47

RAPID RESPONSE TIMELINE

Layoff Event

6 months prior to Layoff Event

12 months+ prior to Layoff Event

6 months after to Layoff Event

Information Gathering

Partnership Building

Intervention Strategies

Skills Gap Analysis

Response Activities

Follow Up with Company

Update Information/Risk AssessmentSlide48

LEVERAGING Rapid response for other programmatic activities

Dislocated Worker Performance

Registering into GWROPP puts affected employees into your service pipelineHigh skilled, require fewer job readiness/training

VERY attractive candidates for employersData CollectionSupports all programmatic activitiesRelationship BuildingDevelop partnerships that assist in placing ALL participants

RAPID RESPONSE

IS A

VALUABLE TOOL FOR THE ENTIRE LOCAL WORKFORCESlide49

Full activation: Case study in utilizing funds

No notice had been filed with the workforce system

Impending separation event discovered through conversation with employees and active engagement of managementRapid Response team worked with the employer to develop a solution strategy for all 24 employees

Saved $84,420 in Unemployment ClaimsSlide50

Full activation: Case study in utilizing funds

“As

a result of the people

involved

and their rapid response, I am impressed and proud to say

that

72% of my team have found new employment, are in a training program or are registered to start school in January.   I cannot thank you and your team enough for helping my team members.” – Director of Operations, Stat RxSlide51

BENEFITS OF RAPID RESPONSE

51

Jackie Griffin

Rapid Response Coordinator

JGriffin@Georgia.orgSlide52

Increase flexibility of efforts to leverage resources for the workforce system

Shrink the gap between unemployment and job placement

Increase the effectiveness of other programmatic activities/fundsBenefits of

rapid

response activities Slide53

Benefits

of

rapid

response activities: Flexibility

RR activities can be expended as a 100%

Programmatic CostOne of the most flexible fund sourcesCan provide equipment for Rapid Response staff to stay mobile, stay connected (laptops/cellphones)Funds can be utilized for additional assistance for events that substantially increase the number of unemployed individualsSlide54

Participants usually have highly desired transferable skills

Highly motivated job seekers result in positive performance outcomes

Affected employees provide an opportunity to connect employers seeking business services with a highly skilled talent poolDiscover potential employers through data analysis and active outreachRapid re-employment often decreases unemployment period for affected worker

Benefits of

rapid

response activities

: shrink unemployment gapSlide55

Coordinated services connect community partners and organizations that can assist in delivering transitional services and/or leverage resources in providing workforce services

Coordinated services forge strong partnerships that can be leveraged to benefit other programs

Discover opportunities for job placements or work based learning

Boost your Entered Employment Rate, Retention Rate, Average Earnings, for ALL funding streams by discovering these opportunities

Benefits

of

rapid response activities: Support other program fundsSlide56

Coordinated service delivery

:

Case study in

benefits of rapid response

Air Force retired the C-17 from service, eliminating the need for dedicated repair facility in Macon400+ employees to be affected over a two year periodMacon-Bibb’s strategic planning had already coordinated regional partners to respond including: LWDA 10/11, GDOL, DCA/

HomeSafe Georgia, USDOL EBSA, Mercer University, SBA, Social Security Administration Slide57

Coordinated service delivery

:

Case study in

benefits of rapid response

Employers Registered: 28Employers Participated: 22

HR Available to Interview: 38Volunteers Worked : 15 Employees Served: 135 Slide58

UNWRAPPING THE MYSTERY OF LAYOFF AVERSION

Norris Smith

Rapid Response Coordinator

NSmith@Georgia.orgSlide59

Layoff aversion

Layoff Aversion is defined as “the prevention or minimization of unemployment, either for the employees of companies that have announced layoffs, or that are struggling, or looking to retool for new products or industries through a range of strategies and approaches.”

Layoff

Aversion is now required per WIOA (NPRM 682.330)

Slide60

The layoff aversion mindset

Solutions-focused

Innovative & Creative

Proactive & Strategic

Flexible & Adaptable

Persistent & Responsive

Knowledgeable & CuriousSlide61

The Layoff Aversion Mindset

Layoff

aversion requires service providers to re-orient our worldview—the business is our customerIf our goal is to prevent or minimize unemployment, we will always

look for solutionsWorkforce solutions tailored

to the needs of business a diverse set of partners across the economic development spectrumWorkforce solutions also require

creative strategies and activities that remain relevant in a transitioning economySlide62

Layoff Aversion

Activities

Connecting businesses and workers to short-term, on-the-job, or customized training

programs

.Partnering on the development of incumbent

worker training programs that skill up the existing workers.Connecting

employers to resources such as business loan programs, work opportunity tax credits, and short-time compensation programs. Funding a feasibility study to determine the possibility for employee buyouts or Employee Stock Ownership Plans. Facilitating data collection and analysis in an effort to identify opportunities for potential economic transition and training needs in growing industry sectors or expanding businesses.Gather Information, Build PartnershipsSlide63
Slide64

Stage 1: Status Quo

Make contact with company to gather information and build partnerships

Incumbent Worker Training proposal: skills upgrading/ credentialing

Data collection

Rapid response in the business cycleSlide65

Stage 2: Contraction

Workshare

programs, Employer Stock Ownership Plan

Retraining programs

Intervention strategies

Rapid response in the business cycleSlide66

Stage 3: Expansion

Funding a feasibility study

Connecting to business loan programs and other resources

Follow

up

with company to update information / conduct risk assessment

Rapid response in the business cycleSlide67

Labor

market

information

& Rapid Response

LMI is the science of collecting, analyzing, reporting and publishing data on economic activities to describe and predict the relationship between labor demand and

supplyLMI

is a great resource when engaging businesses to talk about layoff aversion:Show in demand jobs, skills, or career paths and the associated wagesIdentify employers who are suitable for OJT and IWT opportunitiesPer WIOA and WFD policies, OJT and IWT opportunities should result in a skills gain leading to new opportunities or increased wagesLMI can help compare these training positions to the demandDetermine which industries to focus resourcesLMI can help forecast where layoffs might occur and support strategic planning by both the workforce system and by the companySlide68

Leveraging data

Sources

of Labor Market Information

Georgia Labor Market Explorer

www.explorer.dol.state.ga.us

Bureau of Labor Statistics

www.bls.govCareer One Stopwww.careeronestop.orgEMSIwww.economicmodeling.comBurning Glasswww.burning-glass.comSlide69

Georgia Labor Market Explorer

Can search for LMI Information for the State, specific region or county

Current state unemployment rateCan create a specific report for your data needsOccupational information for a specific locationDemographic informationSlide70

Bureau of Labor Statistics

Its mission is to collect, analyze, and disseminate essential economic information to support public and private decision-making

Historical National Labor StatisticsInflation and prices, unemployment, employment, pay and benefits and productivityCan map specific unemployment areasSlide71

Career One Stop

Great resource for jobseekers

Will direct customers to local servicesCan search for a specific job description and salary informationSearch for fastest-growing occupations in the stateSlide72

Economic Modeling

Specialists international

(EMSI)Track historical trends. Study job hires and posting intensityLabor market information compiled from 90+ data sources, updated quarterly

Can create a specific report for your data needsThe Workforce Development Impact Study measures the costs and benefits of WIOA

programs and the economic impact of workforce board operations, providing a reliable benchmark for year-over-year analysisSlide73

Burning Glass

Burning Glass matches people with jobs based on how a job seeker’s skills, qualifications, and experiences fit recognized patterns of placement as well as job requirements

Allows workforce and economic development officials to understand and adapt to the labor market in real time. Labor Insight draws on a comprehensive database of real-time demand data on a national, state, and regional levelLWDAs may also request Burning Glass report via WFDSlide74

Layoff aversion

strategy

: Case STUDY

Polycase

is a munitions company which made a strategic decision to shift from ammunition retail to ammunition manufacturing, without laying off it’s 5 existing retail employees

Without intervention, all 5 retail employees would have been separated from the companyLWDA 20 used IWT to train the

retail employees in the manufacturing of ammunitionThe success of the transition allowed Polycase to stay competitive and improve production, which resulted in the creation of an additional 15 jobs new jobsSlide75

Layoff aversion

strategy

: Case Study

Truax

is a veneer manufacturer which needed to add computerization to their production process to meet EPA regulations, impacting all 25 production positions in the company

Without intervention, a significant portion of the workforce would have been eliminated and refilled with individuals who knew how to operate the equipment, at great cost to the employerLWDA 16 used IWT to train the employees on the upgraded

machinery as part of their normal work hoursAs a result of the training, Truax was able to increase production, add an additional 2 positions, and increase the wages of the existing workforce as a result of their higher skill setSlide76

TAKEAWAYS

T

he

purpose and vision for Rapid ResponsePrimary gateway for employers and dislocated workers

Best practices for Business Services:Flexible

uses of Rapid Response fundsLayoff aversion is a required activity, that includes more than just intervention…Network, Collect Data, Plan

Benefits of a robust Rapid Response program:Better serve your business customers Reduce the unemployment gapSlide77

resources

Georgia Department of Economic Development, Workforce Division

Technical AssistanceTraining ResourcesRapid Response Resource GuideRapid Response Practitioners GuideSyncUp! Business Engagement Forum (Regions 1-3)

Training and Employment Guidance LettersTEN 3-10 (The National Rapid Response Initiative)TEN 31-11 (The Rapid Response Framework)

TEN 9-12 (Layoff Aversion)TEGL 30-09 (IWT as a Layoff Aversion Strategy)Slide78

Terminology & Acronyms

BLS-

Bureau of Labor Statistics

CLEO- Chief Local Elected Official

DCA- The Department of Community Affairs

EIS- Employee Information Session

EMSI- Economic Modeling Specialists InternationalEBSA- Employee Benefits Security AdministrationGDEcD- The Georgia Department of Economic Development GDOL- The Georgia Department of Labor GWROPP- Georgia Work Ready Online Participant Portal IWT- Incumbent Worker Training

LMI-

Labor Market

Information

LWDA-

Local Workforce Development

Area

MGRC-

Middle Georgia Regional

Commission

NPRM-

Notice

of Proposed

Rule Making

OJT-

On-The-Job Training

PY-

Program Year

RRC-

Rapid Response Coordinator

TAA-

Trade Adjustment Assistance Slide79

Terminology & Acronyms

Continued

TEGL-

Training and Employment Guidance Letter

TEN-

Training and Employment Notice

USDOL/ETA- United States Department of Labor, Employment & Training Administration WFD- Workforce Division WIA- Workforce Investment ActWIOA- The Workforce Innovation and Opportunity Act

WARN-

Worker Adjustment and Retraining Notification