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EFFECTIVE UTILIZATION OF RAPID RESPONSE
WFD Rapid Response Team
Brett Lacy
Rapid Response Director
Norris Smith
Rapid Response Coordinator
Jackie Griffin
Rapid Response Coordinator
$3,289,964Available 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
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):
• “an activity….to assist dislocated workers in obtaining reemployment as soon as possible”
• Defined by WIOA Sec. 3 (51):
• “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?
NPRM “MUST INCLUDE” VISION FOR RAPID RESPONSE TEN 3-10/ 31-11
• Information Gathering for Early Warning
• Informational and reemployment services for workers
• Layoff Aversion
• Tracking Performance Data
• Developing and Maintaining Partnerships
• Solutions for businesses in transition (growth and decline)
• 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
WARN or Non-WARN Notifications
OversightTechnical Assistance
Data Collection
Ongoing business engagement
Marketing of business services
Early intervention Information gathering
Coordinate service
deliveryTrack performance data
CollaborationPartnershipFacilitation Resources
Collaboration, Communication, Partnership
GDEcD LWDARapid
Response Team
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 COLLABORATIONIN 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 32-11 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)
Rapid Response Self Assessment Tool
TEN 32-11
GDEcD WFD
LWDA CLEO
LWDA Workforce DirectorLWDA Rapid Response Coordinator
Rapid Response Planning Team
Dislocated Worker Transition Committee/ TAA/OJT
LWDBMGRC
One Stop Partners
Layoff Aversion & Employer
Engagement
DISLOCATED WORKER FUNDS
US Department of Labor
Local Workforce Development Area
25% of Dislocated Worker Funds held in state reserves
$2.5 million allocated to LWDAs in PY14
GDEcD Workforce Division
FLOW OF SERVICES FOR RAPID RESPONSE
WARN WFD RRC Processes
WARN
LWDA RRC contacts
employer
Employer Meeting
EmployeeInformation
Session
On- Site
Reemploymen
t Service
s
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 Processe
s WAR
N
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 Processe
s WAR
N
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 Processe
s WAR
N
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
• United Way
• Goodwill
• GreenPath Financial Wellness
• Technical College System of Georgia
• University System of Georgia
• Local Chamber of Commerce
• Regional Commissions
• Local Economic Development Authorities
• GDEcD Existing Industries
• Trade Adjustment Assistance (GDOL)
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 Processe
s WAR
N
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
• Career exploration
• Labor market information
• Interviewing skills
• Résumé preparation
• Money management
• Job fairs
• Rehabilitation services
• Transition centersWARN
WFD
Processes WARN
LWDA
Contacts Employe
r
Employer Meeting
Employe
e Information
Session
On-Site
Reemployment Services
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%
LWIA PY14 + FY15 RR Expend Total (Expend + Obligated) Percentage
Northwest Georgia $ 550,969 $ 83,480 $ 554,735 101%
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%
Total $ 4,403,800 $ 537,688 $ 1,113,836 25%
EXPENDITURE RATE BY AREA
LAYOFFS BY AREA
40
LWIA PY13 PY14 Total Expenditure Percentage
Northwest Georgia 7 8 15 101%Georgia Mountains 5 3 8 8%
AWDA 8 10 18 4%Cobb County 10 7 17 0%
DeKalb County 11 3 14 2%Fulton County 10 4 14 2%
Atlanta Regional 24 12 36 20%West Central 5 2 7 0%
Northeast Georgia 5 1 6 7%MGRC 1 2 3 84%
Baldwin County 1 3 4 15%CSRARC 1 4 5 6%
ECGC 1 0 1 0%Columbus 4 3 7 6%
River Valley 2 2 4 23%HOGARC 4 5 9 99%
Southwest Georgia 3 0 3 4%Southern Georgia 2 0 2 0%
Coastal 6 2 8 1%
Ongoing Strategic Planning Activities
Intervention Activities
Response Activities
LAYOFF AVERSION
ALLOWABLE USES OF RR FUNDS
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
Layoff Event
6 months prior to Layoff Event
12 months+ prior to Layoff Event
6 months after to Layoff Event
Information GatheringPartnership Building
Intervention StrategiesSkills Gap Analysis
Response Activities
Follow Up with CompanyUpdate Information/Risk Assessment
LEVERAGING RAPID RESPONSE FOR OTHER PROGRAMMATIC ACTIVITIES
• 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
RAPID RESPONSE IS A
VALUABLE TOOL FOR THE ENTIRE LOCAL
WORKFORCE
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
• 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
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
• Participants usually have highly desired transferable skills
• Highly motivated job seekers result in positive performance outcomes
• Affected employees provide an opportunity to connect employers seeking business services with a highly skilled talent pool
• Discover potential employers through data analysis and active outreach
• Rapid re-employment often decreases unemployment period for affected worker
BENEFITS OF RAPID RESPONSE ACTIVITIES: SHRINK UNEMPLOYMENT GAP
• Coordinated services connect community partners and organizations that can assist in delivering transitional services and/or leverage resources in providing workforce services
• 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
BENEFITS OF RAPID RESPONSE ACTIVITIES: SUPPORT OTHER PROGRAM FUNDS
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
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)
THE LAYOFF AVERSION MINDSET
Solutions-focused
Innovative & Creative
Proactive & StrategicFle
xib
le &
A
dapta
ble
Pers
iste
nt
&
Resp
on
sive
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
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
RAPID RESPONSE IN THE BUSINESS CYCLE
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 Explorerwww.explorer.dol.state.ga.us
Bureau of Labor Statisticswww.bls.gov
Career One Stopwww.careeronestop.org
EMSIwww.economicmodeling.com
Burning Glasswww.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 decision-making
• 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 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
• 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
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
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