EFFECTIVE UTILIZATION OF
RAPID RESPONSE
WFD Rapid Response Team
Brett Lacy
Rapid Response Director
BLacy@Georgia.org
Norris Smith
Jackie Griffin
Rapid Response Coordinator
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
GDEcD
LWDA
• WARN or Non-WARN
Notifications
• Oversight
• Technical Assistance
• Data Collection
• Ongoing business
engagement
• Marketing of business
services
• Early intervention
• Information gathering
• Coordinate service delivery
• Track performance data
Rapid
Response
Team
•
•
•
•
Collaboration
Partnership
Facilitation
Resources
Collaboration, Communication, Partnership
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)
GDEcD 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
GDEcD Workforce Division
$2.5 million allocated
to LWDAs in PY14
Local Workforce
Development Area
FLOW OF SERVICES FOR RAPID RESPONSE
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.
WARN
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)
WARN
WFD
Processes
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
WARN
WFD
Processes
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
WARN
WFD
Processes
WARN
LWDA
Contacts
Employer
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)
•
HomeSafe Georgia
•
Local Chamber of Commerce
•
United Way
•
Regional Commissions
•
Goodwill
•
•
GreenPath Financial
Wellness
Local Economic
Development Authorities
•
GDEcD 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
WARN
WFD
Processes
WARN
LWDA
Contacts
Employer
Employer
Meeting
Employee
Information
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
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 PY13 / PY14 State Rapid Response
Spend Rate?
25%
EXPENDITURE RATE BY AREA
LWIA
PY14 + FY15 RR
Expend
Total (Expend + Obligated)
Percentage
Northwest Georgia
$
550,969
$
83,480
$
554,735
Georgia Mountains
$
300,000
$
24,706
$
24,706
8%
AWDA
$
243,404
$
10,711
$
10,711
4%
Cobb County
$
261,413
$
-
$
-
0%
DeKalb County
$
187,308
$
4,469
$
4,469
2%
Fulton County
$
156,909
$
3,480
$
3,480
2%
Atlanta Regional
$
924,350
$
189,379
$
189,379
20%
West Central
$
313,521
$
-
$
-
0%
Northeast Georgia
$
275,442
$
19,762
$
19,762
7%
MGRC
$
70,866
$
59,552
$
59,552
84%
Baldwin County
$
145,117
$
22,154
$
22,154
15%
CSRARC
$
109,086
$
6,006
$
6,006
6%
ECGC
$
120,012
$
-
$
-
0%
Columbus
$
111,217
$
6,216
$
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
$
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
PY13
PY14
Total
Expenditure Percentage
Northwest Georgia
7
5
8
10
11
10
24
5
5
1
1
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
DeKalb 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/HomeSafe 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)
Innovative
& Creative
Proactive &
Strategic
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 and 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,
employment, 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 and adapt to the
labor market in real time. Labor
Insight draws on a
comprehensive database of realtime 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
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Technical Assistance
•
Training Resources
•
Rapid Response Resource Guide
•
Rapid Response Practitioners Guide
•
SyncUp! 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
LMI- Labor Market Information
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
GDEcD- The Georgia Department of
Economic Development
LWDA- Local Workforce Development
Area
MGRC- Middle Georgia Regional
Commission
NPRM- Notice of Proposed Rule
Making
OJT- On-The-Job Training
PY- Program Year
GDOL- The Georgia Department of Labor
GWROPP- Georgia Work Ready Online
Participant Portal
IWT- Incumbent Worker Training
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