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You can do that with Rapid Response funding? U.S. Department of Labor Employment and Training Administration   Presenters: Jeff Ryan Tim Theberge 2010 National Reemployment Summit December 14 & 15  -  Arlington, VA
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why are we here? ,[object Object],[object Object]
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) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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 ]
Bend the Curve Planning
Information Gathering ,[object Object],[object Object],[object Object],[object Object],[emphasis added]
Transition Management  (The Employer) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Transition Management  (The Employee) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Transition Management  (The Economy) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Business Visitation Programs ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Skills Gap Analysis ,[object Object],[object Object],[object Object],[object Object]
Layoff Aversion in the Modern Economy: Way Beyond Buyouts Prevention
What is Layoff Aversion? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
1 2 Continuum of Layoff Aversion ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],BROADER IDEA:  Lessening the Impact of Layoffs Saving the Company  or Jobs
Instant Labor Exchange (Information Gathering Bears Fruit) ,[object Object],[object Object],[object Object]
Company Match ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
UI = Workforce Development ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
Workshare Works! For more, see Session #90: December 15, 11am.  Texas Rhode Island New York California Arizona Arkansas 2010 through September 11,586 27,245 12,783 2,083 8,387 3,641 17,227 45,658 9,304 43,305 96,914 33,664 3,457 9,419 3,993 1,173 0 0 2010 2009 2008
 
Rapid Response “Set-Aside” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Small Business Assistance Services ,[object Object],[object Object],[object Object],[object Object]
If the worst economic condition since the Great Depression isn’t enough motivation, what’s it going to take? Performance
Why Rapid Response? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why Rapid Response? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
Rapid Response Funding ,[object Object],[object Object],[object Object],[object Object],[object Object]
Disaster Response ,[object Object],[object Object],[object Object],[object Object],[object Object]
Temporary Transition Centers ,[object Object],[object Object],[object Object]
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 ,[object Object],[object Object],[object Object],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
10 Quality Principles  +1 5 Active Promotion Marketing services through materials, media, websites, social networking, meetings, events, etc. 6 Layoff Aversion ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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
10 Quality Principles  +1 10 Measure of Success ,[object Object],[object Object],[object Object],[object Object],[object Object],+1 INNOVATE Re-evaluate, Re-vise, Evolve!
No Man Is An Island… Partners
TAA for Firms (U.S. Department of Commerce) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
BREI (Business Retention and Expansion Intl.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Private Outplacement  ,[object Object],[object Object],[object Object],[object Object],[object Object]
Staffing Firms ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Expanding Partnerships ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Get Connected There’s an app for that…
Rapid Response Community of Practice ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Wrapping Up… QUESTIONS?
Thank You! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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You Can Do That With Rapid Response Funds?

  • 1. You can do that with Rapid Response funding? U.S. Department of Labor Employment and Training Administration Presenters: Jeff Ryan Tim Theberge 2010 National Reemployment Summit December 14 & 15 - Arlington, VA
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  • 4. 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.
  • 5.
  • 6. 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 ]
  • 7. Bend the Curve Planning
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  • 14. Layoff Aversion in the Modern Economy: Way Beyond Buyouts Prevention
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  • 21. Workshare Works! For more, see Session #90: December 15, 11am. Texas Rhode Island New York California Arizona Arkansas 2010 through September 11,586 27,245 12,783 2,083 8,387 3,641 17,227 45,658 9,304 43,305 96,914 33,664 3,457 9,419 3,993 1,173 0 0 2010 2009 2008
  • 22.  
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  • 25. If the worst economic condition since the Great Depression isn’t enough motivation, what’s it going to take? Performance
  • 26.
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  • 34. 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
  • 35.
  • 36. No Man Is An Island… Partners
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  • 41.
  • 42. Get Connected There’s an app for that…
  • 43.
  • 45.

Notes de l'éditeur

  1. 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.
  2. Talk about the Paper Industry in Maine as an example or the Textile industries. Show example of Maine’s enhanced LMI that was done for BIW and explain how RR could do that for threatened industries prior to layoff.
  3. Polaroid workers transitioning to biotech as example.
  4. 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.
  5. 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.