EFFECTIVE UTILIZATION OF RAPID RESPONSE WFD Rapid Response

EFFECTIVE UTILIZATION OF RAPID RESPONSE

WFD Rapid Response Team Brett Lacy Rapid Response Director BLacy@Georgia. org Norris Smith Jackie Griffin Rapid Response Coordinator NSmith@Georgia. org JGriffin@Georgia. org

$3, 289, 964 Available Unobligated Rapid Response Funds

Questions to be Answered What is Rapid Response? What are some innovative uses of Rapid Response funds? What is the value of Rapid Response to employers? How does Rapid Response engage with employers and with the workforce system?

GOALS OF THE WEBINAR • Understand the purpose and vision for Rapid Response • Detail how Georgia’s vision for Rapid Response provides LWDAs with best practices for Business Services including: • Discussing innovative uses of Rapid Response funds • Discussing how Layoff Aversion may be leveraged • Identify the benefits of engaging in a robust Rapid Response program • Review the roles of all stakeholders in responding to a layoff

THE RAPID RESPONSE FRAMEWORK Jackie Griffin Rapid Response Coordinator JGriffin@Georgia. org

WHAT IS RAPID RESPONSE? “Rapid Response is a primary gateway to the workforce system for both dislocated workers and employers. It provides immediate, on-site services for workers and employers, and works to minimize the impacts of those layoffs…as quickly as possible. ” USDOL/ETA, TEN 3 -10

FEDERAL RAPID RESPONSE MISSION • Rapid Response must take an ongoing, comprehensive approach to identifying, planning for and responding to layoffs and must include: • Informational and reemployment services for workers • Solutions for businesses in transition (growth and decline) • Convening, facilitating, and brokering connections • Strategic planning, data gathering, and analysis USDOL/ETA, TEN 3 -10, TEN 31 -11

GEORGIA’S WORKFORCE MISSION To develop and deliver a well-trained workforce, equipped to meet the needs of Georgia businesses.

RAPID RESPONSE UNDER WIOA • Defined by WIA Sec. 101 (38): • • Defined by WIOA Sec. 3 (51): • • “an activity…. to assist dislocated workers in obtaining reemployment as soon as possible” “an activity…to assist dislocated workers in obtaining reemployment as soon as possible” WIA sec. 134(a)(2)(A) => WIOA Sec. 134(a)(2)(A)

RAPID RESPONSE CHANGES UNDER WIOA (CONT’D) • Where is the significant change to Rapid Response? • MAY has become MUST • NPRM 682. 330 “What Rapid Response activities are required? ” • Layoff Aversion • Information Gathering for Early Warning • Tracking Performance Data • Developing and Maintaining Partnerships

ARE THE CHANGES REALLY CHANGES? VISION FOR RAPID RESPONSE TEN 3 -10/ 31 -11 NPRM “MUST INCLUDE” • Informational and reemployment services for workers • Layoff Aversion • Information Gathering for Early Warning • Tracking Performance Data Solutions for businesses in transition (growth and decline) • Developing and Maintaining Partnerships Convening, facilitating, and brokering connections • Strategic planning, data gathering, and analysis • •

RAPID RESPONSE PRACTITIONERS GUIDE • Useful tool appropriate for Rapid Response practitioner’s at all levels • Covers the fundamentals of required Rapid Response activities • Click here to access the Practitioner’s Guide

STRUCTURE AND VISION OF RAPID RESPONSE GDEc. D LWDA • Ongoing business engagement • Marketing of business services • Early intervention • Information gathering • Coordinate service delivery Collaboration, Communication, • Track performance data • WARN or Non-WARN Notifications • Oversight • Technical Assistance • Data Collection Rapid Response Team Partnership • • Collaboration Partnership Facilitation Resources

STRUCTURE OF GEORGIA’S RAPID RESPONSE Georgia Department of Economic Development’s Workforce Division • Distribute WARN or Non-WARN Notifications • Oversight of all response activities • Provide technical assistance to partners • Collect and share data with partners

STRUCTURE OF GEORGIA’S RAPID RESPONSE Local Workforce Development Area (LWDA) • Ongoing business engagement • Marketing of business services • Early intervention • Information gathering (economic trends, shifts in industry, labor force announcements) • Coordinate service delivery • Track performance data

STRUCTURE OF GEORGIA’S RAPID RESPONSE Rapid Response Team • • • Planning/Coordination • Assess the needs of employer/employees and tailor a plan to address those needs • What positions are affected or in need? What is the pay range? What outcomes is the employer looking for? Collaboration/Partnership • Convene federal, state & local government, community resources, etc. • Communicate response plan and responsibilities for each partner Facilitation of transitional services • • Deliver direct services (Information Sessions, Job Search Workshops, Job Fairs, etc. ) Leveraging resources • Bundle resources and services to effect the desired outcome

RESOURCE GUIDE • Workforce Innovation and Opportunity Act • Training Opportunities • Job Search Resources • Temporary Mortgage Payment Assistance • Unemployment Insurance • Health Insurance Resources • Financial Advice • Frequently Asked Questions • Resource Guide for Job Seekers

DELIVERING RAPID RESPONSE SERVICES Leveraging existing local contacts • • Ongoing engagement • To keep line of communication open • To discover Layoff Aversion opportunities Sector Focused • To identify business and workforce needs • To develop high quality career pathways • To offer job driven solutions

DELIVERING RAPID RESPONSE SERVICES Building Relationships Connecting business to state and federal resources to meet business needs • To gain trust and confidence • To be there when they need us most!

PROMOTING EFFECTIVE COLLABORATION IN SERVICE DELIVERY • Joint guidance issued by WFD and GDOL • Highlights the appropriate process for responding to an announcement • Promotes communication and partnership with WFD, LWDAs, and local GDOL Career Centers

EFFECTIVE STRUCTURE OF RAPID RESPONSE: CASE STUDY • Middle Georgia Regional Commission gathered together partners from the workforce system to strategically prepare to respond to layoffs • Completed the Rapid Response Self Assessment Tool from TEN 3211 to identify areas of action and successes • MGRC has policies in place to respond to events • Established a team of stakeholders who are familiar with their roles and the procedures for responding to layoffs • Includes community partners, labor organizations, GDOL regional staff, local economic development staff, and educational partners

CASE STUDY: MACON-BIBB (LWDA 10) GDEc. D WFD Rapid Response Self Assessment Tool TEN 32 -11 LWDA CLEO LWDA Workforce Director LWDA Rapid Response Coordinator Rapid Response Planning Team Dislocated Worker Transition Committee/ TAA/OJT LWDB MGRC One Stop Partners Layoff Aversion & Employer Engagement

THE PROCEDURES FOR RESPONDING TO A LAYOFF Norris Smith Rapid Response Coordinator NSmith@Georgia. org

DISLOCATED WORKER FUNDS US Department of Labor 25% of Dislocated Worker Funds held in state reserves GDEc. D Workforce Division $2. 5 million allocated to LWDAs in PY 14 Local Workforce Development Area

FLOW OF SERVICES FOR RAPID RESPONSE WARN WFD RRC Processes WARN LWDA RRC contacts employer Employer Meeting Employee Information Session On- Site Reemployment Services

WARN NOTIFICATION Warn notifications are submitted to WFD by • hardcopy • electronically via email • WARN submission section of the WFD website NOTE: There will also be instances were a WARN notification has not been submitted but news of the layoff or closure was obtained by WFD or the LWDA. WAR N

WFD RRC PROCESSES WARN NOTIFICATION 1. Once WFD Rapid Response Coordinator has received the WARN, it is entered into the Georgia Work Ready Online Participant Portal (GWROPP) 2. WFD Rapid Response Coordinator will then contact the appropriate LWDA with the WARN details 3. GWROPP (VOS) will also submit an electronic notification to the appropriate partners (GDOL, USDOL, DCA) WAR N WFD Processe s WARN

LWDA RRC CONTACTS EMPLOYER • LWDA Rapid Response Coordinator contacts the employer within 2 business days of notification to verify receipt • During the initial employer contact, the LWDA Rapid Response Coordinator explains the purpose of Rapid Response Services, evaluates employer needs (utilizing the “Employer Contact Sheet”), and present services available to the affected company and employees • After identifying employer/employee needs, an in-person employer meeting should be coordinated to introduce the Rapid Response partners and discuss the initial response plan WAR N WFD Processe s WARN LWDA Contacts Employer

EMPLOYER MEETING • LWDA Rapid Response Coordinator may utilize the “Rapid Response Employer Meeting Guide” to gather additional information • The employer meeting allows partners to share their services with the employer • • Services are then customized or bundled in a manner that successfully addresses the needs of the company and affected employees The LWDA identifies appropriate dates and times of service delivery based on employer/employee availability WAR N WFD Processe s WARN LWDA Contacts Employer Meeting

The Rapid Response Information Sheet for Employers is a great resource for employer meetings. Available Online

RAPID RESPONSE PARTNERS (REQUIRED) • Workforce Division • Local Workforce Development Area • GA Department of Labor

RAPID RESPONSE PARTNERS (RECOMMENDED) • Home. Safe Georgia • Local Chamber of Commerce • United Way • Regional Commissions • Goodwill • • Green. Path Financial Wellness Local Economic Development Authorities • GDEc. D Existing Industries • Trade Adjustment Assistance (GDOL) • Technical College System of Georgia • University System of Georgia

EMPLOYEE INFORMATION SESSION (EIS) • LWDA and WFD Rapid Response Coordinators (RRC) will coordinate the involvement of partners that will participate in the EIS • LWDA Rapid Response Coordinator will facilitate the EIS, introducing all participants and explaining their role within the layoff process • The “Rapid Response Employee Information Guide” can be used an a resource for the format of the session WAR N WFD Processe s WARN LWDA Contacts Employer Meeting Employee Informatio n Session

ON-SITE REEMPLOYMENT SERVICES Through Rapid Response employers may provide on-site reemployment services (delivered by the LWDA and WFD RRC’s) including: • Job search techniques • Money management • Career exploration • Job fairs • Labor market information • Rehabilitation services • Interviewing skills • Transition centers • Résumé preparation WARN WFD Processes WARN LWDA Contacts Employer Meeting Employee Information Session On-Site Reemployment Services

UTILIZING RAPID RESPONSE FUNDS Brett Lacy Rapid Response Director BLacy@Georgia. org

EXPENDING RAPID RESPONSE FUNDS • Each year, USDOL allocates approximately $180 million in Rapid Response funds • Each year, states carry over $180 million in Rapid Response funds • Between 2008 and 2009, states left 40% of all Rapid Response funds on the table • What was Georgia’s PY 13 / PY 14 State Rapid Response Spend Rate? 25%

EXPENDITURE RATE BY AREA LWIA PY 14 + FY 15 RR Expend Total (Expend + Obligated) Percentage Northwest Georgia $ 550, 969 $ 83, 480 $ 554, 735 Georgia Mountains $ 300, 000 $ 24, 706 8% AWDA $ 243, 404 $ 10, 711 4% Cobb County $ 261, 413 $ - 0% De. Kalb County $ 187, 308 $ 4, 469 2% Fulton County $ 156, 909 $ 3, 480 2% Atlanta Regional $ 924, 350 $ 189, 379 20% West Central $ 313, 521 $ - 0% Northeast Georgia $ 275, 442 $ 19, 762 7% MGRC $ 70, 866 $ 59, 552 84% Baldwin County $ 145, 117 $ 22, 154 15% CSRARC $ 109, 086 $ 6, 006 6% ECGC $ 120, 012 $ - 0% Columbus $ 111, 217 $ 6, 216 6% River Valley $ 39, 476 $ 4, 509 $ 9, 164 23% HOGARC $ 199, 896 $ 99, 559 $ 199, 028 99% Southwest Georgia $ 102, 352 $ 3, 705 4% Southern Georgia $ 173, 408 $ - 0% Coastal $ 119, 054 $ - $ 769 1% $ 4, 403, 800 $ 537, 688 $ 1, 113, 836 25% Total 101%

LAYOFFS BY AREA LWIA PY 13 PY 14 Total Expenditure Percentage Northwest Georgia 7 5 8 10 11 10 24 5 5 1 1 4 2 4 3 2 6 8 3 10 7 3 4 12 2 1 2 3 4 0 3 2 5 0 0 2 15 8 18 17 14 14 36 7 6 3 4 5 1 7 4 9 3 2 8 101% 8% 4% 0% 2% 2% 20% 0% 7% 84% 15% 6% 0% 6% 23% 99% 4% 0% 1% Georgia Mountains AWDA Cobb County De. Kalb County Fulton County Atlanta Regional West Central Northeast Georgia MGRC Baldwin County CSRARC ECGC Columbus River Valley HOGARC Southwest Georgia Southern Georgia Coastal 40

ALLOWABLE USES OF RR FUNDS Ongoing Strategic Planning Activities Intervention Activities Response Activities LAYOFF AVERSION

ALLOWABLE USES OF RR FUNDS Ongoing Strategic Planning Activities • • Information Gathering • Examine LMI data to look for trends or changes in local industries • Forecast potential sector layoffs • Identify high areas of turnover • Identify training needs • Asset mapping Partnership Building • Develop relationships and early warning networks

ALLOWABLE USES OF RR FUNDS Intervention Activities • Incumbent Worker Training • Feasibility studies • Assist businesses in examining processes and outcomes to improve underperforming units • Shared Work/ Short Time Compensation strategies

ALLOWABLE USES OF RR FUNDS Response Activities • Job Fairs • On Site Mobile Units/Transition Centers • • can include equipment such as computers Reemployment programs/services • Resume workshops • Job search assistance • Career assessments

ALLOWABLE USES OF RR FUNDS The Rapid Response grant statement of work identifies 3 key activities: - Layoff aversion (including IWT) - Transition and/or resource center - Training and employability services Local allocations should be used for all applicable and allowable activities, including immediate responses to layoffs within your region

REQUESTING ADDITIONAL FUNDS • If a LWDA is faced with an event beyond its capacity to respond, a formal request for additional funding may be submitted to WFD. Requests should detail: • Number of affected employees • Services to be provided • Budget and budget narrative • Timeframe of request

RAPID RESPONSE TIMELINE 12 months+ prior to Layoff Event Information Gathering Partnership Building 6 months prior to Layoff Event Intervention Strategies Skills Gap Analysis Layoff Event 6 months after to Layoff Event Response Activities Follow Up with Company Update Information/Risk Assessment

LEVERAGING RAPID RESPONSE FOR OTHER PROGRAMMATIC ACTIVITIES • RAPID RESPONSE IS A VALUABLE TOOL FOR THE ENTIRE LOCAL WORKFORCE • Dislocated Worker Performance • Registering into GWROPP puts affected employees into your service pipeline • High skilled, require fewer job readiness/training • VERY attractive candidates for employers Data Collection • • Supports all programmatic activities Relationship Building • Develop partnerships that assist in placing ALL participants

FULL ACTIVATION: CASE STUDY IN UTILIZING FUNDS • No notice had been filed with the workforce system • Impending separation event discovered through conversation with employees and active engagement of management • Rapid Response team worked with the employer to develop a solution strategy for all 24 employees • Saved $84, 420 in Unemployment Claims

FULL ACTIVATION: CASE STUDY IN UTILIZING FUNDS “As a result of the people involved and their rapid response, I am impressed and proud to say that 72% of my team have found new employment, are in a training program or are registered to start school in January. I cannot thank you and your team enough for helping my team members. ” – Director of Operations, Stat Rx

BENEFITS OF RAPID RESPONSE Jackie Griffin Rapid Response Coordinator JGriffin@Georgia. org 51

BENEFITS OF RAPID RESPONSE ACTIVITIES • Increase flexibility of efforts to leverage resources for the workforce system • Shrink the gap between unemployment and job placement • Increase the effectiveness of other programmatic activities/funds

BENEFITS OF RAPID RESPONSE ACTIVITIES: FLEXIBILITY • RR activities can be expended as a 100% Programmatic Cost • One of the most flexible fund sources • Can provide equipment for Rapid Response staff to stay mobile, stay connected (laptops/cellphones) • Funds can be utilized for additional assistance for events that substantially increase the number of unemployed individuals

BENEFITS OF RAPID RESPONSE ACTIVITIES: SHRINK UNEMPLOYMENT GAP • Participants usually have highly desired transferable skills • • Affected employees provide an opportunity to connect employers seeking business services with a highly skilled talent pool • • Highly motivated job seekers result in positive performance outcomes Discover potential employers through data analysis and active outreach Rapid re-employment often decreases unemployment period for affected worker

BENEFITS OF RAPID RESPONSE ACTIVITIES: SUPPORT OTHER PROGRAM FUNDS • • Coordinated services forge strong partnerships that can be leveraged to benefit other programs • Discover opportunities for job placements or work based learning • Boost your Entered Employment Rate, Retention Rate, Average Earnings, for ALL funding streams by discovering these opportunities Coordinated services connect community partners and organizations that can assist in delivering transitional services and/or leverage resources in providing workforce services

COORDINATED SERVICE DELIVERY: CASE STUDY IN BENEFITS OF RAPID RESPONSE • Air Force retired the C-17 from service, eliminating the need for dedicated repair facility in Macon • 400+ employees to be affected over a two year period • Macon-Bibb’s strategic planning had already coordinated regional partners to respond including: LWDA 10/11, GDOL, DCA/Home. Safe Georgia, USDOL EBSA, Mercer University, SBA, Social Security Administration

COORDINATED SERVICE DELIVERY: CASE STUDY IN BENEFITS OF RAPID RESPONSE • Employers Registered: 28 • Employers Participated: 22 • HR Available to Interview: 38 • Volunteers Worked : 15 • Employees Served: 135

UNWRAPPING THE MYSTERY OF LAYOFF AVERSION Norris Smith Rapid Response Coordinator NSmith@Georgia. org

LAYOFF AVERSION Layoff Aversion is defined as “the prevention or minimization of unemployment, either for the employees of companies that have announced layoffs, or that are struggling, or looking to retool for new products or industries through a range of strategies and approaches. ” Layoff Aversion is now required per WIOA (NPRM 682. 330)

Proactive & Innovative. Strategic & Creative Solutionsfocused Flexible & Adaptable Persistent & Responsive THE LAYOFF AVERSION MINDSET Knowledgeable & Curious

THE LAYOFF AVERSION MINDSET • Layoff aversion requires service providers to re-orient our worldview—the business is our customer • If our goal is to prevent or minimize unemployment, we will always look for solutions • Workforce solutions tailored to the needs of business a diverse set of partners across the economic development spectrum • Workforce solutions also require creative strategies and activities that remain relevant in a transitioning economy

LAYOFF AVERSION ACTIVITIES • Connecting businesses and workers to short-term, on-the-job, or customized training programs. • Partnering on the development of incumbent worker training programs that skill up the existing workers. • Connecting employers to resources such as business loan programs, work opportunity tax credits, and short-time compensation programs. • Funding a feasibility study to determine the possibility for employee buyouts or Employee Stock Ownership Plans. • Facilitating data collection and analysis in an effort to identify opportunities for potential economic transition and training needs in growing industry sectors or expanding businesses. • Gather Information, Build Partnerships

RAPID RESPONSE IN THE BUSINESS CYCLE Stage 1: Status Quo • Make contact with company to gather information and build partnerships • Incumbent Worker Training proposal: skills upgrading/ credentialing • Data collection

RAPID RESPONSE IN THE BUSINESS CYCLE Stage 2: Contraction • Workshare programs, Employer Stock Ownership Plan • Retraining programs • Intervention strategies

RAPID RESPONSE IN THE BUSINESS CYCLE Stage 3: Expansion • Funding a feasibility study • Connecting to business loan programs and other resources • Follow up with company to update information / conduct risk assessment

LABOR MARKET INFORMATION & RAPID RESPONSE • LMI is the science of collecting, analyzing, reporting and publishing data on economic activities to describe and predict the relationship between labor demand supply • LMI is a great resource when engaging businesses to talk about layoff aversion: • Show in demand jobs, skills, or career paths and the associated wages • Identify employers who are suitable for OJT and IWT opportunities • • • Per WIOA and WFD policies, OJT and IWT opportunities should result in a skills gain leading to new opportunities or increased wages • LMI can help compare these training positions to the demand Determine which industries to focus resources LMI can help forecast where layoffs might occur and support strategic planning by both the workforce system and by the company

LEVERAGING DATA Sources of Labor Market Information Georgia Labor Market Explorer www. explorer. dol. state. ga. us Bureau of Labor Statistics www. bls. gov Career One Stop www. careeronestop. org EMSI www. economicmodeling. com Burning Glass www. burning-glass. com

GEORGIA LABOR MARKET EXPLORER • Can search for LMI Information for the State, specific region or county • Current state unemployment rate • Can create a specific report for your data needs • Occupational information for a specific location • Demographic information

BUREAU OF LABOR STATISTICS • Its mission is to collect, analyze, and disseminate essential economic information to support public and private decisionmaking • Historical National Labor Statistics • Inflation and prices, unemployment, pay and benefits and productivity • Can map specific unemployment areas

CAREER ONE STOP • Great resource for jobseekers • Will direct customers to local services • Can search for a specific job description and salary information • Search for fastest-growing occupations in the state

ECONOMIC MODELING SPECIALISTS INTERNATIONAL (EMSI) • Track historical trends. Study job hires and posting intensity • Labor market information compiled from 90+ data sources, updated quarterly • Can create a specific report for your data needs • The Workforce Development Impact Study measures the costs and benefits of WIOA programs and the economic impact of workforce board operations, providing a reliable benchmark for year-over-year analysis

BURNING GLASS • Burning Glass matches people with jobs based on how a job seeker’s skills, qualifications, and experiences fit recognized patterns of placement as well as job requirements • Allows workforce and economic development officials to understand adapt to the labor market in real time. Labor Insight draws on a comprehensive database of real-time demand data on a national, state, and regional level • LWDAs may also request Burning Glass report via WFD

LAYOFF AVERSION STRATEGY: CASE STUDY • Polycase is a munitions company which made a strategic decision to shift from ammunition retail to ammunition manufacturing, without laying off it’s 5 existing retail employees • Without intervention, all 5 retail employees would have been separated from the company • LWDA 20 used IWT to train the retail employees in the manufacturing of ammunition • The success of the transition allowed Polycase to stay competitive and improve production, which resulted in the creation of an additional 15 jobs new jobs

LAYOFF AVERSION STRATEGY: CASE STUDY • Truax is a veneer manufacturer which needed to add computerization to their production process to meet EPA regulations, impacting all 25 production positions in the company • Without intervention, a significant portion of the workforce would have been eliminated and refilled with individuals who knew how to operate the equipment, at great cost to the employer • LWDA 16 used IWT to train the employees on the upgraded machinery as part of their normal work hours • As a result of the training, Truax was able to increase production, add an additional 2 positions, and increase the wages of the existing workforce as a result of their higher skill set

TAKEAWAYS • The purpose and vision for Rapid Response • • • Primary gateway for employers and dislocated workers Best practices for Business Services: • Flexible uses of Rapid Response funds • Layoff aversion is a required activity, that includes more than just intervention…Network, Collect Data, Plan Benefits of a robust Rapid Response program: • Better serve your business customers • Reduce the unemployment gap

RESOURCES • Georgia Department of Economic Development, Workforce Division • Technical Assistance • Training Resources • Rapid Response Resource Guide • Rapid Response Practitioners Guide • Sync. Up! Business Engagement Forum (Regions 1 -3) • Training and Employment Guidance Letters • TEN 3 -10 (The National Rapid Response Initiative) • TEN 31 -11 (The Rapid Response Framework) • TEN 9 -12 (Layoff Aversion) • TEGL 30 -09 (IWT as a Layoff Aversion Strategy)

TERMINOLOGY & ACRONYMS BLS- Bureau of Labor Statistics CLEO- Chief Local Elected Official DCA- The Department of Community Affairs EIS- Employee Information Session EMSI- Economic Modeling Specialists International EBSA- Employee Benefits Security Administration GDEc. D- The Georgia Department of Economic Development GDOL- The Georgia Department of Labor GWROPP- Georgia Work Ready Online Participant Portal IWT- Incumbent Worker Training LMI- Labor Market Information LWDA- Local Workforce Development Area MGRC- Middle Georgia Regional Commission NPRM- Notice of Proposed Rule Making OJT- On-The-Job Training PY- Program Year RRC- Rapid Response Coordinator TAA- Trade Adjustment Assistance

TERMINOLOGY & ACRONYMS CONTINUED TEGL- Training and Employment Guidance Letter TEN- Training and Employment Notice USDOL/ETA- United States Department of Labor, Employment & Training Administration WFD- Workforce Division WIA- Workforce Investment Act WIOA- The Workforce Innovation and Opportunity Act WARN- Worker Adjustment and Retraining Notification