Rapid Response Community
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From ETA's Road to Recovery 2010
![December 16, 2010 - Arlington, VA The New Vision of Rapid Response ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/rrprocessrrcommunitysession12162010final-111018104322-phpapp02/85/rapid-response-community-1-320.jpg)
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Rapid Response Community
- 2. Time Topic Presenter 8:30 – 8:45am Welcome/Opening Remarks Greg Hitchcock, Division Chief, ETA 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 Jeff Ryan, ETA Rob Gamble, Consultant, QualX Corporation Gloria Neal, Department Chief, MS Department of Employment Security Tim Theberge, ETA, Region 1 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 Jeff Ryan, ETA Tim Theberge, ETA, Region 1 11:45am - Noon Closing Remarks/Adjourn
- 4. Rapid Response Throughout the Business Cycle
- 18. The Reason TIMELY, CONSISTENT & HIGH-QUALITY Services
- 22. 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 Rapid Response Flow Chart
- 55. Questions?
- 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.
- 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 ] Define pathways for at-risk workers to transition into demand occupations. [ WIA Sec. 118 ] Engage partners to develop a shared vision. [ WIA Sec. 118 ] Partner, partner, partner. [ WIA Sec. 117, 118, 121 ]
- 59. Getting Ahead of the Curve Planning
- 64. Layoff Aversion in the Modern Economy: Way Beyond Buyouts Prevention
- 67. Workshare New New In Process
- 71. If the worst economic condition since the GREAT DEPRESSION isn’t enough motivation, what’s it going to take? Performance
- 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
- 81. Get Connected There’s an app for that…
Editor's Notes
- 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.
- 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.
- 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.
- Polaroid workers transitioning to biotech as example.
- 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.