The New Vision of Rapid Response December 16, 2010 - Arlington, VA Presented By: Jeff Ryan, USDOL/ETA Rob Gamble, QualX Corporation Tim Theberge, USDOL/ETA

Time Topic Presenter 8:30 – 8:45am 8:45 – 9:00 am 9:00 – 10:00am Welcome/Opening Remarks Greg Hitchcock 8:45 – 9:00 am Building the Ideal Rapid Responder: What’s Your Personality? Jeff Ryan, ETA Rob Gamble, Consultant, QualX Corporation 9:00 – 10:00am The New Vision of Rapid Response Comments regarding ETA’s vision regarding ETA’s vision of and commitment to Rapid response and an open forum for questions from the Rapid Response community to address the challenges faced in the field Gloria Neal, Department Chief, MS Department of Employment Security 10:00 – 10:15am Break 10:15 – 11:00am The New Vision of Rapid Response (Continued) Introduction to the Rapid Response process and key considerations for each step in the process (Continued) 11:00 – 11:45am You Can Do THAT with Rapid Response Funding Tim Theberge, ETA, Region 1 11:45am - Noon Closing Remarks/Adjourn

The PROMISE of the Workforce Investment System 3 3 When you need us most, we will be there. The PROMISE of the Workforce Investment System 3 3

Rapid Response Throughout the Business Cycle 4 Rapid Response Throughout the Business Cycle

Rapid Response What Is Rapid Response? 5 5 Rapid Response Required state function under the Workforce Investment Act (WIA); funded by reserving up to 25% of the state’s 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 communities What Is Rapid Response? 5 5

What is Rapid Response? (cont’d) 6 6 AND…. Rapid Response is a primary gateway to the workforce system for both dislocated workers and employers What is Rapid Response? (cont’d) 6 6

Sec 665.300WIA Final Rule What is Rapid Response? 7 Legislative Authorization Sec 665.300WIA 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” What is Rapid Response? (cont’d) 7 7

Timely, consistent and high-quality services to workers and businesses Timely and Consistent Providing the right information and services, when, where and how needed to best serve workers and businesses It does not mean cookie-cutter or one-size fits all solutions High-Quality Proactive, comprehensive solutions that meet the needs of workers and businesses What is Rapid Response? (cont’d) 8 8

What is Rapid Response? Rapid Response is PROACTIVE Prepared 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 What is Rapid Response? (cont’d)

10 Solution-Based Approach for Managing Transitions in an Evolving Economy. Addresses the needs of employers, workers, and community through development of ongoing strategies to ensure long-term economic stability and growth Employs strategies gained from expertise, perspectives, and efforts of extensive network of partners and stakeholders What is Rapid Response? (cont’d) 10

11 It 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 What is Rapid Response? (cont’d) 11 11

Legislative Authorization What is Rapid Response? 12 Legislative Authorization Sec 665.310: Rapid Response activities must include: Immediate and on-site contact with the employer, representatives of the affected workers and the local community, which may include an assessment of the potential for averting the layoff in consultation with state and local economic development agencies, including private sector economic development entities What is Rapid Response? (cont’d) 12 12

What is GREAT Rapid Response? Great Rapid Response begins with a question… What is going on with your company? It continues with another question… What can we do to help your company? What is GREAT Rapid Response? This is a general concept—for growing or shrinking employers. It essentially is the idea that you should find out what is going on, and what Rapid Response can do for the company. 13

Layoff Aversion is a MINDSET 14 Rapid Response should NOT only be thought of as a response to layoffs, but as a layoff aversion strategy ETA views layoff aversion as much as a philosophical approach or mindset as a set of actions or interventions Layoff aversion activities exist as a continuum of approaches ALWAYS look for any possibility to avert or lessen the impact of a layoff Layoff Aversion is a MINDSET

The Two Sides of Layoff Aversion 15 Saving the Company or Jobs BROADER IDEA: Lessening the Impact of Layoffs Lessen number of employees that company needs to layoff Work-share Furloughs ESOPs -Employee buyouts Finding a buyer for the closing business Linking with Economic Development Incumbent worker programs- based on affected company Fewer people filing for UI benefits Linking with other companies that are hiring (Company Match) OJT programs-linking with growing companies Early warning networks Effective partnerships The Two Sides of Layoff Aversion 1 2 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.

WHAT ARE YOUR QUESTIONS? 16 WHAT ARE YOUR QUESTIONS?

The Rapid Response Process 17 The Rapid Response Process

18 The Reason TIMELY, CONSISTENT & HIGH-QUALITY Services

The Assumption An Established Rapid Response Infrastructure 19 An Established Rapid Response Infrastructure Understanding your value proposition (your “elevator speech”) Including system to continually evaluate, enhance, and improve* * Rapid Response Self Assessment Tool The Assumption

The Assumption (cont’d) 20 Continuous Staff Training Ensure all Rapid Response Staff understand the various processes, partners, and tools The Assumption (cont’d)

The Tools Well-formed and engaged network Information and insight 21 Well-formed and engaged network Information and insight Knowledge of the resources available and how to access them Facilitation/brokering skills The Tools

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 - Workforce Investment Board

OVERALL PROCESS High Level “Reader’s Digest” Version 23 23 Research & Discovery Activation Employer Contact and/or Layoff Announcement Meet with Employer/ Company Determine Intervention Required Tailor Plan Determine & Facilitate Additional Services OVERALL PROCESS High Level “Reader’s Digest” Version Things to Keep On Your Radar Tracking and Evaluation (Continuous Improvement) Follow-Up T H E N E W V I S I O N O F R A P I D R E S P O N S E

Step 1 Includes: STEP 1: Research and 24 Step 1 Includes: Forecasting (identifying indicators) Networks, non traditional networks, WARN notices, etc. Look at market, LMI data for area, etc. Talk to Labor Talk to Economic Development Talk to Local WIBs STEP 1: Research and Discovery

STEP 1: Research and GOALS: 25 GOALS: Collect with as much relevant information/data as possible before meeting with the employer Seek opportunities to be proactive and avert or minimize layoffs STEP 1: Research and Discovery (cont’d)

Importance of Step 1: STEP 1: Research and 26 Importance of Step 1: Provides foundation for developing a broad strategic approach Creates opportunities for being PROACTIVE Early discovery provides information needed to take appropriate action Gives insight for targeted outreach & information dissemination Raising awareness of your Rapid Response services and network of resources encourages participation and information sharing STEP 1: Research and Discovery (cont’d)

STEP 1: Research and Who Should Be Involved: Key Things To Consider: 27 Who Should Be Involved: ALL relevant information sources, formal and informal Key Things To Consider: INFORMATION IS POWER Get information OUT so employers & workers are aware of services Get information IN to proactively create strategies & services MUST be able to articulate “What’s in It For Them” & the value proposition This step is not always in response to a specific event ALWAYS stay aware of the workforce and economic indicators STEP 1: Research and Discovery (cont’d)

Step 2 Includes: STEP 2: Activation Awareness of a pending event 28 Step 2 Includes: Awareness of a pending event Layoff announcement, WARN, or information provided through partners or early warning mechanism Assess the Situation Gather information/facts, prepare materials, contact company and identify potential tactics for layoff aversion, expansion, or layoff minimization (PROACTIVE Vs. Reactive) Customize strategy for specific event Begin to tune your response to the customer’s needs and your service strategy Engage/Connect with local area (WIBs) STEP 2: Activation

STEP 2: Activation (cont’d) 29 Importance of Step 2: Begins “movement” toward a strategy/ solution Continues information gathering and assessment of the situation with input from other partners (Local WIB, etc.) Who Should Be Involved In Step 2? WIBs/Local Areas Sources of information that can “fill in the blanks” regarding information about the employer Preliminary contacts to key partners STEP 2: Activation (cont’d)

STEP 2: Activation (cont’d) 30 Key Things To Consider: Tools MUST already be in place “Tools” such as partnerships/a resource network, collateral materials, etc., are necessary for proceeding in a timely and consistent manner STEP 2: Activation (cont’d) Summon your inner Boy Scout: ALWAYS BE PREPARED!

STEP 3: Initial Employer Contact and/ or Layoff Announcement 31 Step 3 Includes: Contact employer, set up a meeting, etc. Can be the result of a layoff announcement or a chance to offer services to a growing or declining company (Proactive) GOAL: Face-to-face meeting with employer representatives w/decision-making authority Importance of Step 3: Relationship with employer or employee starts here Remember, you only have one chance to make a first impression STEP 3: Initial Employer Contact and/ or Layoff Announcement

STEP 3: Initial Employer Contact and/ or Layoff Announcement 32 Key Things To Consider: Preparation is Key It is ESSENTIAL gather information about employer/company before this step It Can Be Challenging Employer may not want to meet Presenting a solid value proposition and articulating “What’s In It for Them” is critical “Do or Die” Instilling trust with the employees and employers from the start is a MUST STEP 3: Initial Employer Contact and/ or Layoff Announcement (cont’d)

STEP 4: Meeting with Employer/ Company 33 Step 4 Includes: Great Rapid Response starts with asking one question: “What’s happening in your company?” Leverage your partnerships This is where layoff aversion, Trade, NEG, and more come into play Coordinate with union/labor representatives (ex., AFL-CIO) Explore layoff aversion and minimization possibilities STEP 4: Meeting with Employer/ Company

STEP 4: Meeting with Employer/ Company (cont’d) 34 Step 4 Includes (cont’d): Determine and coordinate with partnerships/resources the company already has in place (outplacement firms, etc.) Determine the severance package and how it may effect UI Ask about the demographics of the workforce (ex., language barriers, other special needs) STEP 4: Meeting with Employer/ Company (cont’d)

STEP 4: Meeting with Employer/ Company 35 Importance of Step 4: An opportunity to demonstrate your value to the employer or employee Offers insight on other potential partners/resources that can be used to provide services to the employer/ employees Further develops the relationship with the employer STEP 4: Meeting with Employer/ Company (cont’d)

STEP 4: Meeting with Employer/ Company 36 Key Things To Consider: Investigate/explore how the pending layoff or plant closure will affect other outside companies and/or other facilities that they own in other locations Again, a PROACTIVE approach can result in the acquisition of valuable information Tracking and Evaluation are critical here (tracking company information, who you meet with, how many employees are served, etc.) STEP 4: Meeting with Employer/ Company (cont’d)

37 Step 5 Includes: Establish working partnership with the company/union Develop 1.)Transition Plan or 2.) Layoff Aversion Plan Plans need to remain fluid and flexible Determine other workforce programs that may need to be notified/involved (Trade, NEG, UI, etc.) Coordinate with Local Area/WIB Determine funding needs and from where it will come STEP 5: Determine Intervention Required: Compile Information and Notify System Partners

Step 5 Includes (cont’d): 38 Step 5 Includes (cont’d): For Transition Plans: Determine other outside partners to involve (EDA, TAA for Firms, Unions, MEP, etc.) Conduct a pre-feasibility study GOAL: Leverage time onsite prior to the layoff to provide as many services as possible (i.e. onsite transition center) STEP 5: Determine Intervention Required: Compile Information and Notify System Partners (cont’d)

Step 5 Includes (cont’d): 39 Step 5 Includes (cont’d): For Aversion Plans: Conduct a pre-feasibility study ESOPs Workshare (where applicable) Furlough (where necessary) Incumbent Worker Training Programs Company Matching Staff Training And Many More… STEP 5: Determine Intervention Required: Compile Information and Notify System Partners (cont’d)

40 Importance of Step 5: This is where you align your team, strategy, and your plan Working partnerships are truly established at this step – you become part of their solution You are assembling the components for your plan Who Should Be Involved? WIBs, One-Stops, UI, Unions… EVERYONE – all relevant partners* * BEWARE of the Entourage Effect when meeting with employers STEP 5: Determine Intervention Required: Compile Information and Notify System Partners (cont’d)

Key Things To Consider: 41 Key Things To Consider: Leverage as much time as possible prior to the layoff “onsite, on company time” Seek opportunities to avert or minimize a layoff, i.e., company match, workshare, etc. GOAL: To walk away from the process with the company as a partner STEP 5: Determine Intervention Required: Compile Information and Notify System Partners (cont’d) * This is a good time to look for company contributions

STEP 6: Tailoring the Plan 42 Step 6 Includes: Determine union/employer coordination (Labor/Management Committees, etc.) Bring other companies into the mix/onsite to match skills Coordinate with other on-site providers (e.g., outplacement, etc.) STEP 6: Tailoring the Plan

STEP 6: Tailoring the Plan (cont’d) 43 Step 6 Includes (cont’d): For Aversion Plans – coordinate with economic development agencies, UI (Workshare), MEP, & others to provide services Transition from onsite services to One-Stop Career Center services “Know when the time is right to let go.” STEP 6: Tailoring the Plan (cont’d)

STEP 6: Tailoring the Plan (cont’d) 44 Importance of Step 6: Explore every option Allow for customized solutions – serving the employer/employee’s specific needs Who Should Be Involved: Again, WIBs, One-Stops, UI, Unions… everyone providing solutions specific to your plan Things To Consider: GOAL: Develop a “lifelong” partner – a working relationship that continues into the future and remains valuable throughout all stages of the business cycle STEP 6: Tailoring the Plan (cont’d)

STEP 7: Determine Additional Services 45 Step 7 Includes: “JUST DO IT” Maintain relationships developed throughout the process - stay in touch, make sure all needs were met, look for new opportunities to work together Ongoing talent management (throughout the business cycle) Importance of Step 7: Cements relationships for future endeavors Things To Consider: GOAL: Make it so they cannot imagine doing business without you. STEP 7: Determine Additional Services

Tracking and Evaluation (Continuous) 46 Importance of Tracking and Evaluation Good information matters – prove the value of Rapid Response Information is power – allows you to add value system wide Allows you to market the value of Rapid Response with solid supporting data Tracking and Evaluation (Continuous)

Tracking and Evaluation (Continuous) 47 Tracking & Evaluation Includes: Continuous feedback & improvement Collecting metrics to tell our story Prove the value of Rapid Response Connecting growing companies with declining ones Keeping contact information on hand for when other companies call) Tracking and Evaluation (Continuous)

Tracking and Evaluation (Continuous) 48 Tracking & Evaluation Includes: Making sure that the customer receives the best services possible Providing seamless service, avoiding duplicate efforts Using reports as a management tool Tracking and Evaluation (Continuous)

Tracking and Evaluation (Continuous) 49 Tracking & Evaluation Step By Step: Discovery Track all pertinent information/findings – “A job well started is a job well done” 2. Activation Begin to “catalog” your partners and their resources – first “public” step in developing a service plan “Turn on” your formal tracking system (if you have one… and you should!) Tracking and Evaluation (Continuous)

Tracking and Evaluation (Continuous) 50 Tracking & Evaluation Step By Step (cont’d): 3. Employer Contact/Layoff Notice Measure timeliness of services provided (clock starts here) Gather real-time Labor Market Intelligence 4. Meet with Employer Implement Evaluation Tools (Employee and Employer) to ensure customer satisfaction and understanding Gather Demographic Information and project parameters Tracking and Evaluation (Continuous)

Tracking and Evaluation (Continuous) 51 Tracking & Evaluation Step By Step (cont’d): 5. Determine Intervention “How will we know we’ve achieved success?” Determine what to track and measure what demonstrates success Employer feedback for continuous improvement Tracking and Evaluation (Continuous)

Tracking and Evaluation (Continuous) 52 Tracking & Evaluation Step By Step (cont’d): 6. Tailor Plan Consider data collected and how well it addresses specific employer/worker needs (What would you do differently next time?) “Customized Consistency” (i.e., meet the employer’s needs but also provide consistent services across multiple areas) Is there a need for additional assessments? 7. Determine Additional Services Formal evaluation by the employer THE RESULT: A strong record of evaluation for your services; data to help tell your story Tracking and Evaluation (Continuous)

Follow Through & Follow-Up (Continuous) 53 Follow Through & Follow-Up Includes: KEEP YOUR PROMISE: Be there when and where they need you Provide excellent CUSTOMER SERVICE Your credibility is on the line – if you say you are going to do something, DO IT Be PERSISTENT from the start ALWAYS circle back – the key to building and maintaining partnerships Follow Through & Follow-Up (Continuous) Treat customers the way you want to be treated

Follow Through & Follow-Up (Continuous) 54 Follow Through & Follow-Up Things to Consider: When you register people upfront, follow-up (transferring them to the correct Career One-Stop Center) occurs automatically Follow-up is essential to being proactive… and connecting growing and declining companies Ensure planned events actually happen Make calls before and after a meeting to ensure it takes place and went well Follow Through & Follow-Up (Continuous)

55 Questions?

The Shrinking Envelope of Innovation 56 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.

Job Training vs. Talent Development (Reactive vs. Proactive) 57 Job Training vs. Talent Development (Reactive vs. Proactive) Job Training: Transactional Individual Jobs that exist NOW Immediate results Workforce System operates more independently Talent Development: Strategic Sector focused CREATE/Expand jobs Longer-term, sustainable results WIS operates with and through partners Transformative in nature

Transformation Model & WIA 58 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] Engage partners to develop a shared vision. [WIA Sec. 118] 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. Define pathways for at-risk workers to transition into demand occupations. [WIA Sec. 118] Partner, partner, partner. [WIA Sec. 117, 118, 121]

Getting Ahead of the Curve Planning 59 Getting Ahead of the Curve Planning

Transition Management (The Employee) 60 Skill set level information: Must include incumbent and dislocated Job titles are not enough Skill set mapping from industries in decline to growth sectors will lessen the impact on the workers and the community Ideally conducted in at-risk industries prior to layoff events The ultimate goal is Instant Labor Exchange Transition Management (The Employee) Polaroid workers transitioning to biotech as example.

Transition Management (The Employee) 61 Regional Asset Mapping Service providers, community and faith based organizations, educational facilities, foundations Economic Mapping At-risk employers, growth employers, infrastructure assets and needs, technology transfer (R&D) capabilities Action NOT Reaction Transition Management (The Employee)

Business Visitation Programs 62 Approach at-risk (and growth) employers with information on Rapid Response and One-Stop services BEFORE there are layoffs 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 Business Visitation Programs

Provides actionable intelligence prior to layoff 63 Provides actionable intelligence prior to layoff Allows local workforce system to develop and deploy strategic planning efforts ahead of layoffs Works best at the macro level Should focus on at-risk (and growth) employers and/or sectors Skills Gap Analysis

Layoff Aversion in the Modern Economy: Way Beyond Buyouts Prevention 64 Layoff Aversion in the Modern Economy: Way Beyond Buyouts Prevention

Instant Labor Exchange (Information Gathering Bears Fruit) 65 Skill set analysis mapped to regional economy will result in the identification of career pathways Short-term training with sufficient notice/awareness of layoff will allow for workers to be trained prior to actual layoff Real world examples already happening Instant Labor Exchange (Information Gathering Bears Fruit)

UI = Workforce Development 66 Workshare (Short-Term Compensation) Allows employers to retain skilled workers (18 states) Self-Employment Assistance (SEA) Allows entrepreneurship training while receiving UI (9 states) UI Training Allows UI claimants to participate in WIA, TAA and other training programs to improve employability Additional Benefits during Training (ABT) Additional, state-funded benefits for individuals in approved training (7 states) State funds available for training purposes UI = Workforce Development 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.

67 Workshare New New In Process

Self-Employment Assistance

Rapid Response “Set-Aside” 69 State-Based NEG Rapid Response funds used to assist local areas in responding to events that do not otherwise qualify for a NEG Gap-Filler Covers the gap between layoff and NEG NEG funds used to replenish set-aside funds Trade “wrap around” services Rapid Response “Set-Aside”

Small Business Assistance Services 70 667.262(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) Small Business Assistance Services

71 If the worst economic condition since the GREAT DEPRESSION isn’t enough motivation, what’s it going to take? Performance

Because it: Why Rapid Response? CAN MAKE ALL THE DIFFERENCE 72 Because it: CAN MAKE ALL THE DIFFERENCE Offers the first step in connecting workers to the workforce investment system Provides an established national network of services, resources and partnerships Creates an avenue for layoff aversion, keeping workers in their present or new jobs, possibly avoiding a dislocation event and/or an unemployment claim Offers a powerful network that let’s workers know they do not have to face the challenges alone Why Rapid Response? 72

Because it: Why Rapid Response? 73 Because it: Provides well-regarded business solutions and ongoing collaborations through economic ups and downs Connects workers to benefits Provides a critical next step in an individuals career and life Reduces the impact on the UI Trust Fund: In Massachusetts, for PY2008, Rapid Response services saved the Mass UI Trust Fund an estimated $6.6 million in claims. Why Rapid Response? 73

Rapid Response Funding 75 $245m available as of 09/30/2010 $82m is ARRA funding States with lower than 50% FUR account for $32m of available funds Seven states have more than $10m available This represents 61% of available funds Rapid Response Funding

To be fully prepared, states must conduct disaster response exercises 76 Mobile One-Stop Units Ideal unit should be self- powered with self-contained phone and internet connections Brings services to locations where traditional services are unavailable Can also be used for “regular” dislocation events (scalability) To be fully prepared, states must conduct disaster response exercises Disaster Response

1 2 3 4 10 Quality Principles +1 Timeliness 77 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 Help communities pull together Provide access to a wide range of resources Build collaborative opportunities 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 77

5 6 10 Quality Principles +1 Active Promotion Layoff Aversion 78 10 Quality Principles +1 5 Active Promotion Marketing services through materials, media, websites, social networking, meetings, events, etc. 6 Layoff Aversion Strategies that help retain or save jobs: Instant labor exchanges / Reemployment Self-Employment Assistance (SEA) Prefeasibility studies Incumbent worker training Workshare Linkages to loan programs and other business assistance programs Management or employee buyouts using ESOPs or conventional financing 78

7 8 9 10 Quality Principles +1 Consistent and Accurate Information 79 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 79

80 10 Quality Principles +1 10 Measure of Success Measurable goals provide valuable feedback Collect measurable data (ex.: How many individuals were processed?) Determine if activities are successful Identify potential problems Make changes to ensure continuous improvement +1 INNOVATE Re-evaluate, Re-vise, Evolve! 80

Get Connected There’s an app for that… 81 Get Connected There’s an app for that…

Rapid Response Community of Practice 82 RapidResponse.workforce3one.org Rapid Response Community of Practice

83 Closing Points

Closing Points: What We Hope You Learned 84 Rapid Response provides introduction to the Workforce System and helps workers and employers navigate the system Rapid Response adds value throughout all phases of the business cycle YOU are one of the most important people in the life of someone who is losing their job Timely, Consistent and High-Quality Rapid Response meets the promise of the Workforce Investment System: “When you need us most, we’ll be there.” Closing Points: What We Hope You Learned

Closing Points: Promoting the Message 85 Words Matter – The Way You Say Things & Meanings Are Important INCORRECT: “We received 5 WARNS last year.” A WARN notice is a component of an early warning system; it is NOT the basis for all Rapid Response efforts CORRECT: “We provided services to “10” companies last year…” (the # should be more than the number of WARN notices you received) Rapid Response services go beyond WARN notices! Focus on the bigger picture, not solely on WARN – Proactive, Layoff Aversion Closing Points: Promoting the Message

Closing Points: Promoting the Message 86 Words Matter – The Way You Say Things & Meanings Are Important (cont’d) INCORRECT: “The Rapid Response happened on…” CORRECT: “We closed the company’s case on…” Rapid Response is continuous/not a single event - there are “cases” but the services are ongoing Your job might have certain “events” that you need to do, but overall Rapid Response should continue even after you are no longer on site (services to the company, to employers, etc.) Closing Points: Promoting the Message (cont’d)

Closing Points: Next Steps 87 NEXT STEPS PROCESS: Create your own detailed Rapid Response Process (if you don’t have one) PARTNERSHIPS: Start building and/or strengthening your network – form new partnerships and maintain them PROACTIVE: Build your Forecasting System/Early Warning Network Closing Points: Next Steps

Closing Points: Next Steps 88 NEXT STEPS (cont’d) Change Your Mindset: Promote the message – Rapid Response as a proactive (not reactive) set of services Continuous Improvement Training: Train staff on tools & understanding of systems Innovate & Share: Find new solutions, share your idea with the community (Community of Practice: http://rapidresponse.workforce3one.org) Closing Points: Next Steps

Closing Points: Commitment 89 National Commitment: Rapid Response Workgroup & Activities New Rapid Response TEN Individual State Technical Assistance (by request) Partnership Development Timely, Consistent, High-Quality, and PROACTIVE National Rapid Response Closing Points: Commitment

Closing Points: Commitment 90 What Can You Do To Commit? Establish Early Warning Networks Connect to Labor/Unions Talk to “Outside Areas” (other states, areas) regularly to coordinate efforts Participate in the Community of Practice Change Your Mindset Take this home & implement the ideas… “A New Beginning” Closing Points: Commitment

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