reimagining lay off aversion - wdacs business with css... · service areas should be based on...
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ReimaginingLay Off Aversion
WORKFORCE DEVELOPMENT, AGING AND COMMUNITY SERVICES
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What Is Layoff Aversion?
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What Is Layoff Aversion?According to the Law
§ 682.320 What is layoff aversion, and what are appropriate layoff aversion
strategies and activities?
(a) Layoff aversion consists of strategies and activities, including those
provided in paragraph (b) of this section and §§ 682.330 and 682.340, to
prevent or minimize the duration of unemployment resulting from layoffs.
(b) Layoff aversion activities may include….
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What Services Happen?Manage Downsizing and Prevent If Possible
(1) Providing assistance to employers in managing reductions in force, which
may include early identification of firms at risk of layoffs, assessment of the
needs of and options for at‐risk firms, and the delivery of services to address
these needs, as provided by WIOA sec. 134(d)(1)(A)(ix)(II)(cc);
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What Is It?Engage the Business Community and Partner Organizations for Efficient Service
(2) Ongoing engagement, partnership, and relationship‐building activities with
businesses in the community, in order to create an environment for successful
layoff aversion efforts and to enable the provision of assistance to dislocated
workers in obtaining reemployment as soon as possible;
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What Is It?Determining a Company’s Viability
(3) Funding feasibility studies to determine if a company's operations may be
sustained through a buyout or other means to avoid or minimize layoffs;
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What Is It?Work as Part of the System With AJCCs to Provide Training Where Needed
(4) Developing, funding, and managing incumbent worker training programs
or other worker upskilling approaches as part of a layoff aversion strategy or
activity;
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What Is It?Work With EDD; Look at Upskilling Employees; Use Other Programs to Supplement
(5) Connecting companies to:
(i) Short‐time compensation or other programs designed to prevent layoffs or to reemploy dislocated workers quickly, available under Unemployment Insurance programs;
(ii) Employer loan programs for employee skill upgrading; and
(iii) Other Federal, State, and local resources as necessary to address other business needs that cannot be funded with resources provided under this title;
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What Is It?Partner with Economic Development to Retain and Expand Business
(6) Establishing linkages with economic development activities at the Federal,
State, and local levels, including Federal Department of Commerce programs
and available State and local business retention and expansion activities;
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What Is It?Use Business Organizations to Assist Where Needed to Resolve Stressors
(7) Partnering or contracting with business‐focused organizations to assess
risks to companies, propose strategies to address those risks, implement
services, and measure impacts of services delivered;
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What Is It?Strategically Look at Other Businesses That Could be Affected By a Closing Business
(8) Conducting analyses of the suppliers of an affected company to assess
their risks and vulnerabilities from a potential closing or shift in production
of their major customer;
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(9) Engaging in proactive measures to identify opportunities for potential
economic transition and training needs in growing industry sectors or
expanding businesses; and
What Is It?Be Preventative, Not Reactive
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What Is It?Connect to AJCC System Around WARNs and Non‐WARNs to Minimize Impact of Layoffs
(10) Connecting businesses and workers to short‐term, on‐the‐job, or
customized training programs and registered apprenticeships before or after
layoff to help facilitate rapid reemployment.
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What Should It Be?
…Technical assistance to distressed businesses of any size.
Layoff Aversion is… Technical AssistanceConfidential one‐on‐one meeting to craft a customized Strategy Blueprint using a menu of services and suite of partnerships help overcome the stressors that may lead to lay offs, leaving the County or prevent business growth‐ at no cost.
Whether a business needs help from government, utilities, or specialty experts, Layoff Aversion connects to them to the right partners to help businesses overcome their challenges as a part of their Strategy Blueprint.
“We bring to the table the services and partners businesses need, when they need it.”
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What Should We Do? Update Approaches and Themes Based on Best PracticesSub‐Regional Approach
In‐House, Data Driven Strategy Informing Performance
Outreach, Outreach, and More Outreach
Marketing
Connection to Countywide Business Support
Suites of Partnerships Are Key
No Wrong Door
Fixed Cost for Performance
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What Does That Mean?Update Approaches and Themes Based on Best Practices
LOA is one of our most direct Business Engagement Tools, and can have huge impact if done well
Service areas should be based on strategic boundaries or initiatives
Performance Metrics should reflect the workload
Performance metrics should incentivize system alignment, partner reciprocation and WDA performance
Connections between BTA provider and AJCC system should be warm and immediate
Contractors should have County branding connected to overall County Workforce System
Fixed Cost performance is a great match, and gives a much easier and honest ROI calculation
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Sub‐Regional ApproachBased around the 8 Workforce Regions that also align toward our AJCCs
Single contract broken up into 4 contracts to cover L.A. County’s WDA
1. Antelope Valley2. Santa Clarita3. San Fernando Valley4. San Gabriel Valley5. Westside Cities6. Central LA7. South Bay8. Gateway Cities
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Sub‐Regional ApproachContract Areas
Service Area 1:1. Antelope Valley Comprehensive AJCC2. Santa Clarita Valley AJCC
Service Area 2:1. Pomona Valley Comprehensive AJCC 2. East San Gabriel Valley Comprehensive AJCC
Service Area 3:1. East Los Angeles/West San Gabriel Valley Comprehensive
AJCC2. Rio Hondo Comprehensive AJCC 3. Southeast Comprehensive AJCC4. SELACO WDA
Service Area 4:1. South Los Angeles AJCC2. West Los Angeles AJCC3. Rancho Dominguez Comprehensive AJCC
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Performance ItemsPer Contract• Outreach• Assessments
• Complete and record in the designated CRM a minimum of fourteen (14) assessments per month of Distressed Businesses in the Subrecipient’s Service Area or as directed by County.
• Strategy Blueprints• Develop a minimum of thirteen (13) Strategy Blueprints per month for Distressed Businesses in the Subrecipient’s Service
Area or as directed by County.• Blueprint Services
• Provide a minimum of eleven (11) Distressed Businesses in the Subrecipient’s Service Area with at least one (1) Strategy Blueprint Service per month (as identified in Subsection 10.4.3.2.4 above) and detail what Strategy Blueprint services are provided in the Distressed Business’ Strategy Blueprint.
• Averted Layoffs• Avert a total one hundred‐fifty (150) Lay‐offs in the Subrecipient’s Service Area by the end of each Program Year, and
documented via the 122 Form on a monthly basis.• Referrals
• Refer a minimum of eleven (11) served businesses, per month, no longer in need of BTA Services who self‐identifies, through written confirmation, as being interested in workforce services to Subrecipient’s assigned AJCCs, WSCs, and BSCs in the Subrecipient’s Service Area or as directed by County. Written confirmation shall be sent to County by email or mail at the same time as the 122 Form.
• Follow Ups• Monthly until stressors are resolved.
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Performance ItemsServicesSubrecipient shall provide, but shall not limit itself to, the following SB Services, or as directed by County:
• Connection to Industry and Trade Organizations that specialize in, but not limited to mentorship; professional development; and best practices.
• Assistance with Permitting
• Tax Incentive Analysis
• Project Management Assistance
• Assistance with Site Relocation to retain the business within Los Angeles County.
• Cost Containment Analysis and Best Practices
• Explore Access to Capital and/or refer to Subrecipient’s Partners which can potentially provide access to capital.
• Referrals to Other Workforce Innovation and Opportunity Act Programs County Family Partners, and Subrecipient Partners
• Employer Training Panel (ETP) Services
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