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

2. 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

3. The PROMISE of the Workforce Investment System3 3
When you need us most, we will be there.
The PROMISE of the Workforce Investment System 3 3

4. Rapid Response Throughout the Business Cycle4
Rapid Response Throughout the Business Cycle

5. 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

6. 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

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

8. 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

9. 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. 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. 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

12. Legislative Authorization What is Rapid Response?12
Legislative Authorization
Sec : 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

13. 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

14. Layoff Aversion is a MINDSET14
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

15. The Two Sides of Layoff Aversion15
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.

16. WHAT ARE YOUR QUESTIONS?16
WHAT ARE YOUR QUESTIONS?

17. The Rapid Response Process17
The Rapid Response Process

18. 18
The Reason
TIMELY,
CONSISTENT &
HIGH-QUALITY
Services

19. The Assumption An Established Rapid Response Infrastructure19
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

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

21. The Tools Well-formed and engaged network Information and insight21
Well-formed and engaged network
Information and insight
Knowledge of the resources available and how to access them
Facilitation/brokering skills
The Tools

22. 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

23. OVERALL PROCESS High Level “Reader’s Digest” Version23 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

24. Step 1 Includes: STEP 1: Research and24
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

25. 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)

26. Importance of Step 1: STEP 1: Research and26
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)

27. 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)

28. Step 2 Includes: STEP 2: Activation Awareness of a pending event28
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

29. 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)

30. 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!

31. STEP 3: Initial Employer Contact and/ or Layoff Announcement31
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

32. STEP 3: Initial Employer Contact and/ or Layoff Announcement32
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)

33. STEP 4: Meeting with Employer/ Company33
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

34. 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)

35. STEP 4: Meeting with Employer/ Company35
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)

36. STEP 4: Meeting with Employer/ Company36
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. 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

38. 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)

39. 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. 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)

41. 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

42. STEP 6: Tailoring the Plan42
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

43. 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)

44. 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)

45. STEP 7: Determine Additional Services45
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

46. 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)

47. 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)

48. 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)

49. 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)

50. 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)

51. 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)

52. 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)

53. 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

54. 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. 55
Questions?

56. The Shrinking Envelope of Innovation56
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.

57. 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

58. Transformation Model & WIA58
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]

59. Getting Ahead of the Curve Planning59
Getting Ahead of the Curve Planning

60. 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.

61. 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)

62. Business Visitation Programs62
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

63. 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

64. Layoff Aversion in the Modern Economy: Way Beyond Buyouts Prevention64
Layoff Aversion in the Modern Economy: Way Beyond Buyouts Prevention

65. 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)

66. UI = Workforce Development66
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. 67
Workshare
New
New
In Process

68. Self-Employment Assistance

69. 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”

70. Small Business Assistance Services70
(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. 71
If the worst economic condition since the GREAT DEPRESSION isn’t enough motivation, what’s it going to take? Performance

72. Because it: Why Rapid Response? CAN MAKE ALL THE DIFFERENCE72
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

73. 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

75. Rapid Response Funding75
$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

76. 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

77. 1 2 3 4 10 Quality Principles +1 Timeliness77
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

78. 5 6 10 Quality Principles +1 Active Promotion Layoff Aversion78
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

79. 7 8 9 10 Quality Principles +1 Consistent and Accurate Information79
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. 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

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

82. Rapid Response Community of Practice82
RapidResponse.workforce3one.org
Rapid Response Community of Practice

83. 83
Closing Points

84. Closing Points: What We Hope You Learned84
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

85. Closing Points: Promoting the Message85
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

86. Closing Points: Promoting the Message86
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)

87. Closing Points: Next Steps87
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

88. Closing Points: Next Steps88
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:
Closing Points: Next Steps

89. Closing Points: Commitment89
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

90. Closing Points: Commitment90
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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