You Can Do That With Rapid Response Funds? (Philadelphia Version)
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The document provides an overview of Rapid Response funding and services. It discusses how Rapid Response funding can be used for layoff aversion strategies, transition management services, skills training, and forming partnerships to help dislocated workers find new employment opportunities. Rapid Response aims to engage employers and workers proactively and provide customized assistance to meet their needs during economic transitions.
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You Can Do That With Rapid Response Funds? (Philadelphia Version)
- 1. You can do that with Rapid Response funding? U.S. Department of Labor Employment and Training Administration Presenter: Tim Theberge Region 2: Recalibrating the Workforce System April 2011
- 9. 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.
- 11. 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 ]
- 12. Rapid Response It’s not just for layoffs anymore…
- 16. Rapid Response Throughout the Business Cycle
- 17. Quality Principles of Rapid Response An Orientation Does Not Rapid Response Make; If It Does, You’re Doing It Wrong
- 20. 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
- 22. Bend the Curve Planning
- 28. Layoff Aversion in the Modern Economy: Way Beyond Buyouts Prevention
- 36. Workshare Works! Maryland Texas Rhode Island New York California Arizona Arkansas 1,381 1,956 341 14,012 27,245 12,783 2,667 8,387 3,641 19,814 45,658 9,304 53,001 96,914 33,664 4,182 9,419 3,993 1,391 0 0 2010 2009 2008
- 38. Uses of Rapid Response Funds Performance
- 47. If the worst economic condition since the Great Depression isn’t enough motivation, what’s it going to take? Accountability
- 52. No Man Is An Island… Partners
- 59. Get Connected There’s an app for that…
- 63. If the worst economic condition since the GREAT DEPRESSION isn’t enough motivation, what’s it going to take? “If you do what you’ve always done, you get what you always got.” - Roger von Oech The Time to Innovate Was Yesterday
Notas del editor
- 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.
- 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.
- Polaroid workers transitioning to biotech as example.
- 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.
- 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.