Adult, Dislocated Worker, and Youth Activities

VI (2) (D) Describe how the State provides early intervention. Trade activity in Delaware has been rare. Our early intervention to worker groups on whose behalf a TAA petition has been filed is the same as our WIA Rapid Response activities. Delaware has the distinct advantage of ensuring seamless service delivery for affected workers receiving Rapid Response services because the DOL–DET Rapid Response unit is part of the One–Stop Career Center integrated service design.

In most cases, by the time a TAA petition is filed, WIA rapid response activities have already taken place. Once we learn a TAA petition has been filed, we provide the additional information specific to Trade, for example ensuring workers are aware of particular deadlines.

We understand the primary purpose of Rapid Response is to enable affected workers to return to work as quickly as possible following a layoff, or to prevent their layoff altogether. This process starts with our Business Service Representatives (BSRs). The BSRs cover the state and report to one person, a Community Service Coordinator. The BSRs are looking for ways to help employers, whether it is to help them get started with getting new employees or help them with layoff aversion. They also, try to promote the effectiveness of our services including our Rapid Response services. We want the employers to be educated about their responsibilities to issue notifications of layoffs and closures. We want these conversations to be held before any layoff and should help us with our relationship with a firm, because it illustrates to them we may be offering quality services and are really there to help them in many ways. If employers know that we are there to help them and have different resources available to us, they may be encourage to work with us before it is too late.

The BSR unit meets monthly to exchange information and have an active conversation regarding economic trends, new labor market information, new businesses and impending hires and layoff, funding resources, training resources, and etc. We want everyone on the team to have the same information, so they can pick up trends and perhaps come up with plans for themselves and for the team.

Furthermore, in order to have proactive monitoring of any pending layoff, we feel it is important to have a very active approach with employers, employer organizations, communications with Unemployment Insurance (U.I.) about any increase in U.I. claims, press attention, (WARN), union organizations, etc.

Rapid Response teams are proactive, to facilitate the assessment of a potential dislocation. Early intervention can help with the Trade Adjustment Assistance (TAA) petition process. Similarly, early intervention can assist with fact–gathering for a strong National Emergency Grant (NEG) application if the dislocation is one that cannot be accommodated within the state’s existing formula–based Dislocated Worker resources. These are held at the employer site whenever possible, but meetings are and have sometimes been held at nearby facilities. Our mobile One Stop has been deployed at times to insure effective communications. It has been important to us that the team remains flexible and customizes its approaches to that employer and affected workers can all be accommodated. We do feel being proactive is the best policy. Therefore, we are continually trying to build and maintain relationships with our various stakeholders to include many employers, labor organizations, workforce and economic development agencies, training institutions, service providers and community organization, especially with our BSRs and other employment and training staff.

When Rapid Response sessions are held after a WARN or other announcement of layoff, it is a time to not only communicate information to the affected workers about services and benefits (including DOL–DET services, unemployment insurance, health insurance, the Health Care Tax Credit, severance and retirement pay, and potentially social services related to financial management, child care, housing and legal issues), but it is also a time to gather information. We ask them to complete a survey, so that we can have a wide array of information on the demographics, skill sets, and training needs of the workforce. Sometimes these face–to–face sessions cannot be repeated, so we make sure that we are well–prepared in advance to gather and shared, as appropriately, and then analyze the responses. In the past, we have used survey results to analyze where affected workers reside and analyze the service that are requested/needed to plan and implement. Once we have the worker survey results and other information, we try to provide a comprehensive array of service to accelerate reemployment. Using the survey results help provide the desired services in an area that the affected workers can access. This increases our success in rapid reengagement into the workforce.

While no two layoffs are the same, DOL–DET in collaboration with UI, does have an established procedure including presentation tools and materials as well as experienced staff conducting rapid response sessions for any employer as already described. For worker groups on whose behalf a TAA petition has been filed, it is likely, that they have already received at least one rapid response session or contact with DOL–DET staff prior to the TAA petition being filed.

Once we know that a petition is filed, we outreach the workers, labor unions, and employer again to ensure TAA information including how to access TAA services is communicated. More specifically, we have established a Specialized One Stop office at the Floyd I. Hudson State Service Center (Hudson). Hudson has served as a central place where workers affected by mass layoffs can go for services. Hudson does not only serve as a One Stop Center to receive core, intensive, and training services that is equipped with a resource room where clients can register with DOL–DET, take assessments, and conduct job search, but more importantly, it has served as an outreach center that really strives towards engaging the affected workers, labor unions, and employers rapidly when a mass layoff occurs. We have continuous training for staff for both Trade and NEG type layoffs.

Policies and procedures are continually being reviewed and updated and then shared with staff. We have used a Self–Assessment Rapid Response Tool to help determine areas of needed improvement. We continue to strive for improvement that can lead to early intervention and rapid reengagement into the workforce.