NATIONAL EMERGENCY GRANT PROMISING PRACTICES SERIES:
IMPLEMENTING TRANSITION TEAMS TO LEAD THE DISLOCATION RESPONSE
PREPARED FOR THE DEPARTMENT OF LABOR BY:
WORKFORCE LEARNING STRATEGIES
ABT ASSOCIATES INC.
5 TENNEY STREET
55 WHEELER STREET
Abt Associates/Workforce Learning Strategies
, MA
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CAMBRIDGE, MA 02140
CAMBRIDGE
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ABOUT THE NATIONAL EMERGENCY GRANT PROMISING PRACTICES SERIES
States and local areas that administer National Emergency Grants (NEGs) have developed a
growing body of expertise in the effective management of these grants. The National
Emergency Grant Promising Practices Series is a compilation of ten documents whose purpose
is to highlight and share some exemplary approaches that were instrumental in preparing
for, planning, and implementing a NEG. The intent of disseminating these effective
methodologies on a broad, national level is to facilitate the continuous improvement of NEG
project operations and to promote peer‐to‐peer information‐sharing among practitioners.
The information presented in the NEG Promising Practices Series was gleaned from a study,
which focused on the in‐depth review of fifteen NEG projects that varied in type, size, and
scope. Collectively, these projects represent an investment of $282,377,589 made by the
Department of Labor (DOL) that helped states assist dislocated workers obtain
reemployment in the aftermath of a large layoff or disaster‐related event. The insights
shared by these grantees were synthesized for dissemination, resulting in a set of promising
practices that build upon four broad themes:
Infrastructure and Readiness. How grantees have organized state and local
delivery systems to ensure effective and efficient use of NEG resources;
Planning and Start‐Up. How grantees have mobilized key resources and
stakeholders to facilitate effective grant planning and implementation;
Program Design and Implementation. What specific interventions and services have
been implemented to support the unique reemployment needs of dislocated
workers; and
Institutional Results. How NEG investments have directly or indirectly resulted in
an enhanced capacity to respond to unexpected economic events.
Listed below are the ten documents, which comprise the National Emergency Grant Promising
Practices Series. Each review addresses a specific area of NEG management and has been
written to emphasize the specific planning, design, and operational decisions that
contributed to successful retraining and reemployment strategies.
Working Across Boundaries in Planning a Regional NEG Response
Expanding NEG Training Capacity Through Partnerships with Community Colleges
Aligning NEG Strategies with High Growth Sectors and Occupations
Peer Support Systems that Strengthen Outreach and Participation
Preparing for the Unexpected in Disaster Grants
Establishing and Managing a Temporary Jobs Program
Implementing Transition Teams to Lead the Dislocation Response
Partnering with Organized Labor to Support Reemployment
Coordinating Resources to Meet the Reemployment Challenge
Using Data Strategically to Align Job Seekers and Occupational Demand
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PREVIEW
When large numbers of workers lose their jobs, the affected workforce must endure the
economic pressures resulting from lost income. The impact, however, does not end here.
The secondary effects radiate to families, communities, and economic regions, resulting in
an economic crisis that is broad in scope. This NEG promising practices blueprint explains
how partnering with key stakeholders from the workforce system can improve the
likelihood of dislocated workers accessing needed services and support resources provided
through NEGs and other leveraged funds. These teams are instrumental in enhancing
communication and collaboration amongst service providers and leaders in the community.
While transition teams may vary in membership, scope, and mission, their integral purpose
is to provide a coordinated response to major layoffs. The effective execution of a transition
team can enhance a NEG project in all stages of its lifespan:
Infrastructure and Readiness. Systems in place that facilitate communication and
allow for coordination amongst partners will lead to the more efficient use of
available resources as well as an increased potential for the establishment of
lasting infrastructure or processes.
Planning and Start‐up. The use of transition teams can broaden the stakeholder
base to support NEG planning. With this increased capacity comes the improved
likelihood of regional integration, leveraging of community resources, and a
greater understanding of the needs of the impacted population.
Program Design and Implementation. Transition teams can improve availability of
information about the affected workforce as well as maximize enrollment
through focused outreach efforts. The information these teams provide will give
the displaced workers greater access to resources for education, training, and
supportive services and will enable the workers to make more informed
decisions regarding their plan to achieve reemployment.
Three broad types of transition teams have emerged and provide a framework for the
discussion that follows:
Workforce transition teams. The purpose of these teams is to improve outreach,
recruitment, and the provision of services to laid off workers in order to
ultimately assist them in returning to employment. The membership of the
teams generally includes leadership from company management, the workforce,
and, when the company is unionized, labor organizations working closely with
workforce development staff.
Community transition teams. These leadership teams mobilize key community
stakeholders to plan, organize, and gather resources to assist not only laid off
workers but also other local residents who have been directly or indirectly hurt
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by layoffs. Team members generally include representatives from a wide range
of community organizations including the provision of supportive services such
as transportation and childcare resources, educational institutions, and health
care providers. These teams may focus on providing a wide variety of ancillary
supports to workers and community members that enable affected workers to
participate in retaining and employment opportunities and align with the
broader reemployment effort.
Economic transition teams. Economic transition teams assess the regional impact of
major dislocations and seek to develop an alternative economic future. Team
members generally include regional economic development specialists, business
and labor stakeholders, and political leaders. These teams support the
reemployment effort by trying to prevent or minimize layoffs, developing
alternative economic opportunities, and providing intelligence to dislocated
workers programs on potential areas for future growth occupations.
Learning from NEG Grantees: This blueprint discusses how NEG grantees developed and
implemented transition teams that provided leadership in responding to economic
dislocation that affected in the workplace, community, and region at large. Insights are
drawn from five grantees:
Oregon. Local teams were organized in response to large‐scale dislocations in 2005 at
Hewlett‐Packard in Corvallis, affecting approximately 500 workers, and at
Amalgamated Sugar in Nyssa, where 160 jobs were lost. Both were supported by
State Rapid Response policy, which provides technical and financial assistance to
form joint labor‐management worker transition teams. NEG Award Amount:
$1,302,337 and $540,816, respectively.
North Carolina. The 2003 Pillowtex closing in Kannapolis involved the loss of 4,800
jobs in a “company town.” Local governmental agencies and community
organizations in the region formed a leadership team and began to plan a response
by assessing the community‐wide implications of the mass layoffs. Ultimately the
team formed an on‐site Community Service Center (CSC), which became the focal
point of reemployment and support services. NEG Award Amount: $20,655,048
million.
Maine. The shutdown of Great Northern Paper’s two mills in 2003 had a devastating
impact on the rural communities of Millinocket and East Millinocket, affecting a total
of 1,100 workers in “the town that paper made.” A team was formed and gained
significant traction when membership expanded to the local Community Action
Program and the local workforce training organization as well as other community
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members. This created the leadership nucleus needed to implement the NEG and to
sustain community support efforts. NEG Award Amount: $9,298,121.
Missouri. In the St. Louis metropolitan region, local and State economic development
leaders created a task force in response to an announcement of the planned closing
of a major Ford Motor Company plant and one of its main suppliers, Lear
Corporation. In order to assist workers being laid off, a workforce transition team
was also created when the actual plant closing was later announced. NEG Award
Amount: $1,938,618.
The discussion that follows provides more information on each example, including the
teams’ mission, membership, division of responsibilities, accomplishments, and key lessons
learned.
WORKFORCE TRANSITION TEAMS
Oregon—Lessons from Hewlett‐Packard and
Amalgamated Sugar: Workforce transition
teams are shaped by policy from Oregon’s
Department of Community Colleges and
Workforce Development, which manages the
WIA programs. Departmental guidelines
provide for the technical and financial assistance
needed to set up worker transition teams in
anticipation of a major layoff. The primary goals
of the teams are to “assist in expediting basic
worker transition services” in order to reduce
time lost from work, minimize income loss,
reduce the length of time that workers receive
unemployment benefits, and speed up workers’
transition to next steps.
State guidelines for use of WIA set‐aside funds
specifically address the formation of transition
team working committees and allowable
activities. In addition to these written
guidelines, the State also provides on‐site
technical assistance and guidance in forming
teams. This technical assistance places
particular emphasis on the importance of team
formation prior to the actual dislocation so as to
support the management of pre‐layoff activities
and to maximize time available for planning
activities and services that follow the layoff.
Potential Functions of a
Workforce Transition Team
Personalizing workers’
transition services
Designing and organizing
pre-layoff transition
activities
Promoting healthy worker
and management
relationships
Serving as an information
conduit
Identifying resources for
personal problems and
improving morale
Maintaining contact with
workers and providing
information
—“Rapid Response 101” Resource
Guide, Oregon Department of
Community Colleges and
Workforce Development
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Two workforce transition teams were organized in response to large‐scale dislocations
supported by NEGs in Oregon. One transition team was formed to address the needs of a
highly technical workforce that was laid off from a Hewlett‐Packard facility in Corvallis.
The other was formed to support the closure of Amalgamated Sugar, a manufacturing
facility in a remote part of eastern Oregon on the Idaho border. State guidelines specify that
transition team membership include worker and management representatives and also offer
criteria for selecting individuals from among those who volunteer for the team. As can be
seen in the exhibit on the previous page, State guidelines summarize prospective job
functions that provide the basis for reviewing and screening of potential candidates. At the
same time, the guidelines emphasize the importance of selecting candidates with various
“intangible” qualities (see exhibit below) that are likely to lead to effective and credible
service on a transition team.
Suggested Traits of Team Members
Genuinely interested in the
welfare of their fellow workers
Natural leaders within the
organization
Familiar with the way in which
the organization functions
Knowledgeable about the skills
and capabilities of the workers
The Amalgamated Sugar transition
team was comprised of twelve people
who met regularly for a year. The
Hewlett‐Packard transition team met
in person several times; however, since
the H‐P employees preferred electronic
communications, it evolved over time
into more of a “virtual” team.
At the Amalgamated Sugar NEG
project, each team member had regular
Committed to the success of the
contact with approximately 20 workers
overall transition effort
impacted by the layoff for whom
he/she was personally responsible.
—“Rapid Response 101” Resource Guide,
Oregon Department of Community
Team members maintained regular
Colleges and Workforce Development
contact with their caseload to ensure
that they were fully aware of
upcoming activities and resources
available through the NEG. Some team members assisted with transportation to meetings
or appointments to ensure that services were received. Due to their close connection with
the dislocated workers, team members also served as a source of information for project
staff about the workers’ needs, such as understanding the status of their 401(k) plans,
Consolidated Omnibus Budget Reconciliation Act (COBRA) health benefits, etc. Project
staff members believe that team members played a vital role in getting workers to take
advantage of reemployment and support services. In addition to simply increasing
awareness, these team members were also able to reduce the perceived stigma associated
with, for instance, applying for social services or accepting donated food.
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Missouri—Lessons from Ford‐Lear: A workforce transition team was established in the St.
Louis region to respond to the large layoffs of workers from the Ford Motor and Lear
Corporation plants. Workforce transition teams are a regular part of Rapid Response
support in Missouri with leadership for setting up teams and member training provided by
the State American Federation of Labor and Congress of Industrial Organizations (AFL‐
CIO) Dislocated Worker Program through a contract with the State workforce agency. The
premise of these teams is that workers anticipating a layoff are more likely to ask
knowledgeable peers or co‐workers about available services and assistance programs. In
unionized situations, such as Ford‐Lear, AFL‐CIO guidelines call for the transition team to
be made up of union and company
Missouri’s Advice on
representatives with both groups providing
Recruiting Transition Team
input on which workers might be effective
Members
team members. The Ford‐Lear transition
team ultimately consisted of twenty‐eight
“Circulate a flyer at the
members, including the Human Resources
workplace; ask for volunteers.
manager from the Lear Company, two union
At information sessions, watch
presidents (one from Ford and one from
the crowds, identify natural
Lear), and twenty‐five workers from the
leaders and approach them to
plants. The AFL‐CIO Dislocated Worker
be on the transition team”.
-Project Staff, Missouri
Program also sets up transition teams at
Division of Workforce Development
non‐union companies.
Transition team volunteers in the Ford‐Lear project were trained by the Missouri AFL‐CIO
staff using a protocol for team training. During the two‐day session, team members learned
about the types of programs and services available for dislocated workers from agencies
such as the Missouri Career Center Dislocated Worker Program, Division of Employment
Security, Social Security Administration, United Way, and other social service agencies. At
the Ford‐Lear project site, team members were introduced to representatives of local social
services programs, enabling them to refer dislocated workers to a specific contact person at
the appropriate agency.
The Ford‐Lear transition team provided assistance to workers for sixteen months in an effort
to maximize support for their reemployment. Team members’ primary responsibility was
to act as a communication link and information source as well as provide feedback on what
service strategies were needed. They served as an informal liaison to the Missouri Division
of Workforce Development and informed dislocated workers about program services and
community support resources.
The workforce transition team supporting the Ford‐Lear NEG project had dedicated space
available in each plant to meet with individual workers. Through these meetings, team
members gradually recognized that their responsibilities also included dispelling rumors
and correcting the misinformation that inevitably accompanies a large dislocation. The
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team created a newsletter to provide an accurate source of information. These efforts
helped enable the impacted workers to better focus on moving forward with retraining and
reemployment services.
COMMUNITY TRANSITION TEAMS
Maine—Lessons from Great Northern Paper: The 2003 closing of Great Northern Paper
was a major blow to the regional economy and community psyche in northern Maine. The
1,100 workers affected by the shutdown of two plants in this rural area lost their jobs at the
beginning of the long winter season with few prospects for immediate reemployment. A
community transition team was formed soon after the announced closing to help laid off
workers meet the basic needs of their families for heat, shelter, food, and clothing
throughout the winter. Community leaders were concerned that without this initial support
the workers would not be able to focus on planning for reemployment. The team was
convened by the Director of Eastern Maine Community College’s Katahdin Region Higher
Education Center with colleagues from the local Community Action Program and a local
workforce training organization. This solidified the leadership nucleus needed to assemble
and leverage community resources so as to maximize the use of NEG funds on the core
training and reemployment functions.
Through the efforts of this leadership group, the community transition team was expanded
to include a broad array of stakeholders, service providers, and partners including
representatives from:
Community healthcare providers;
Representatives of the K‐12 system;
Organizations providing supportive services, such as food and fuel assistance;
Community and faith‐based representatives;
Local banks;
Community college and training agencies;
Peer support workers hired under the NEG;
Local Workforce Investment Board (WIB) staff; and
Congressional staff representing elected officials.
The team convened every two weeks for four years with meetings organized and run by a
local chairperson. The primary goal of the group was to identify community resources that
could support Great Northern Paper workers. The community college donated space in its
new satellite facility that became the locus of NEG service delivery. In this capacity, they
identified skilled adjunct faculty who could provide training targeted to the workers’ needs
and to regional labor market conditions. Local community and faith‐based organizations
provided workers with financial support, food, clothing, fuel assistance and family
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counseling services. Two local medical practices applied for a Federally Qualified Health
Center grant from the U.S. Public Health Service. This grant enabled workers and their
families to qualify for reduced‐price prescription drugs and reduced‐cost medical care.
Banks and credit unions worked with borrowers to help avoid foreclosure by restructuring
loans to allow extending the term of the loan or requiring interest‐only payments. The
transition team mobilized community resources to meet workers’ immediate needs and
support their efforts to participating in training and other services directed to finding new
employment. The team also resulted in the informal creation of a partnership infrastructure
that was instrumental in implementing the NEG. The community transition team model
used for Great Northern Paper was replicated with other mass layoffs in Maine and is now a
standard Rapid Response practice across the State.
North Carolina—Lessons from Pillowtex: As in Maine, the community transition team in
North Carolina was formed in response to the loss of a major employer. A large textile
manufacturer, Pillowtex, had been the primary employer in Cabarrus and Rowan Counties
for generations. In July of 2003 the plant was closed, resulting in 4,300 individuals in the
two counties losing their jobs. This was the single largest mass layoff in North Carolina
history, and it immediately impacted the entire community. Over forty percent of
individuals in the two counties had a relative who was directly affected by the layoff.
In April and May 2003, after Pillowtex notified State officials that mass layoffs were likely,
local governmental agencies and community organizations in the region began to consider
the community‐wide implications of a large‐scale dislocation. This effort was spearheaded
by a core planning group that included the Cabarrus County Department of Social Services
(CCDSS), the Central Carolina Workforce Development Board, and community‐based
organizations with regular input from Pillowtex representatives. The planning group
assessed the needs of Pillowtex workers and found the following: nearly half the workforce
had less than a high school education, 500 workers were non‐English speaking, average
indebtedness (excluding mortgages) ranged between $2,000 and $9,000, and ninety‐three
percent were unlikely to be able to access health insurance benefits.1 It was clear that
workers’ human service needs were extensive and could significantly impede their
reemployment efforts. In addition, their collective needs had the potential to overwhelm
existing agency facilities and resources.
In response to this workforce assessment, the core planning group cast a wide and inclusive
net in its effort to engage the participation and support of community stakeholders in
planning for the immediate needs of workers following layoff. While input from the
workforce assessment was used in the preparation of the NEG application, it is important to
note that the team viewed this needs analysis as an ongoing process. Specifically, the
1
M. Beatty et al. Community Response to the Pillowtex Textile Kannapolis Closing: The “Rapid
Response” Team as a Facilitative Device. University of North Carolina, 2004.
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community team was conceptualized as a constantly evolving resource whose focus and
breadth would expand as more was understood about the existing education level, skills
sets, and training needs of former Pillowtex workers. Through an informal schedule of
meetings and the sustained involvement of the core planning group a concerted effort was
made to identify and coordinate services as the needs of the workforce were further
identified. Key community team members were representatives of:
The Community Development Corporation;
United Way of Central Carolinas;
A leading public health care provider in the region, Cabarrus Health Alliance,
and other local health and mental health service providers;
Faith‐based organizations, including Cooperative Christian Ministries;
Consumer credit, budget, and mortgage counseling organizations;
The Medicaid and Food and Nutrition Services (Food Stamps) programs;
Community colleges;
Central Carolina Workforce Development Board; and
JobLink Career Center.
Additionally, State staff organized a meeting of representatives from the five community
colleges in the area. The purpose of the meeting was to examine the system’s capacity,
resources, and readiness to support the re‐training and educational needs of the displaced
workforce. Information from this meeting and input from the community transition team
helped to shape the planning and implementation of training provided through the NEG.
Nearly seventy percent of the workforce resided in the service area of the Rowan‐Cabarrus
Community College (RCCC). Workforce demographic data indicated that Pillowtex
workers were generally older and functioning at a lower level of education than the RCCC’s
student body as a whole. While it was anticipated that the community college system
would have the capacity to develop and deliver the types of training needed by the of
Pillowtex workers, the large demand for new training options meant that NEG resources
were needed to secure additional space and equipment.
RCCC initially focused on offering basic skills courses to nearly 600 workers, including
English as a Second Language and General Education Development (GED) preparation.
Another 600 workers enrolled in occupational training, including sixty‐five who completed
nurse’s aide training. RCCC also utilized NEG funds to develop non‐credit programs that
reflected workers interests and labor market opportunities in such areas as Pharmacy
Technician, Medical Coding and Billing, Medical Unit Secretary, General Construction
Trades, and Customer Service Certification.
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The advanced planning of the local community transition team also resulted in the creation
of a Community Service Center (CSC), which brought together the services of nine public
and private human services agencies in a church located across the street from the plant.
The CSC opened four days after the official announcement of the Pillowtex closing.
Practitioners and planners from North Carolina identified a number of factors that
contributed to the overall success of the CSC, including:
Proximity to reemployment services. The CSC was located near the plant where a
One‐Stop Career Center satellite operated; thus it was able to ensure a direct,
visible, and convenient link to reemployment support.
Visible community‐wide leadership. The CSC was operated cooperatively by the
Cabarrus County Department of Social Services (CCDSS) and Cooperative
Christian Ministries. The CCDSS provided Food Stamps, Medicaid, and other
financial assistance to Pillowtex workers. Financial assistance was also provided
by Cooperative Christian Ministries, Cabarrus Regional Urban Ministries, and
the Salvation Army. The Cabarrus Community Development Corporation and
Consumer Credit Counseling offered budget and mortgage counseling, and the
Cabarrus Health Alliance, Piedmont Behavioral Health and North East Medical
Center provided health care services.
Use of expanded eligibility. The CCDSS broadened eligibility for federal assistance
programs from 150 to 200 percent of the federal poverty level so as to expand the
reach of these supports. This expansion helped to provide needed support for
workers enrolled in the training provided by NEG and Trade Adjustment
Assistance (TAA) funds.
Seamless service delivery. The CSC coordinated intake and assessment procedures
for multiple programs available to the affected workforce including the services
administered by the CCDSS described above. A shared intake form was
designed and used for services provided through the NEG, TAA, the community
college, and the CCDSS. This streamlining not only made the enrollment process
easier for workers, it also allowed program staff to more effectively share
information on participants, services being provided, and potentially unmet
needs.
Service coordination. An integrated service delivery system enabled clients to
seamlessly access multiple services at the CSC site. Clients completed a single
financial application that was used to determine eligibility for means‐tested
public benefits and other types of financial assistance. Based on a review of the
financial application, CSC staff followed a protocol to refer Pillowtex workers to
the appropriate services. Staff maintained an activity log that recorded referral
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information and details about services provided, including the dollar amount of
any funds expended. Both regular meetings and the co‐location of resources
within the CSC allowed staff to maintain a high level of knowledge and
awareness of available service opportunities and how they would best support
the reemployment needs of NEG participants.
Staff training. CSC staff received training from representatives of all the partner
agencies as well as church leaders who knew many of the affected population.
Emphasis was placed on cross‐training staff so that they were well‐versed in
services provided through the TAA and WIA programs. The training was
facilitated by an Employment Analyst with the North Carolina Employment
Security Commission who had experience in coordinating TAA and WIA
services. The CSC also utilized staff members who were experienced in either
the TAA or WIA programs to train less experienced personnel. Cross‐training
was complicated by the fact that the Pillowtex closing occurred as new TAA
regulations were being implemented with some workers eligible under old TAA
provisions and others under the new law. CSC staff worked closely with the
regional TAA Director to incorporate regulatory changes into the training
content. Cross‐training ultimately enabled CSC staff and volunteers to gain
insight into both the array of community resources and training opportunities.
This in turn allowed them to better connect Pillowtex workers with appropriate
services that best supported their personal needs and reemployment plans.
Ongoing communication. A combination of physical proximity, cross training, and
common commitment fostered an ongoing level of communication that was
essential to the effectiveness of the CSC. Most notably, this ensured that all
resource options were fully identified and utilized (WIA, TAA, private,
community.
Based on the Pillowtex experience and the success of the CSC, Community Service Delivery
Forums are now routinely utilized by the North Carolina Rapid Response team to help
organize community members and resources in response to large closings. These forums
typically include representatives from State and local WIA offices, the Department of
Community Colleges, Department of Health and Human Services, Regional United Way
and Goodwill Industries, local city and county officials and staff, economic developers,
chamber of commerce representatives, and faith‐ and community‐based organization
representatives. Any citizen who expresses interest in participating on the team is also
welcome to attend. The forums leverage State resources for communities experiencing
major layoffs. For example, if a community identifies infrastructure concerns, State staff
follow up with a team from the North Carolina Department of Commerce’s Community
Assistance Division. When displaced workers have mortgage problems, the State workforce
staff brings in the North Carolina Finance and Housing Department and implements
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informational seminars on how to obtain mortgage assistance. In this manner, all resources
are brought to bear in responding to major layoffs.
ECONOMIC TRANSITION TEAMS
Lessons from the Field: Missouri’s Advice on
Economic Transition Teams
Missouri—Lessons from Ford‐Lear:
When Ford Motor Company
announced in January 2002 that it
would close its Hazelwood assembly
plant near St. Louis as well as other
facilities in the region by mid‐decade,
the immediate reaction was to try to
prevent the closing. The St. Louis
County Economic Council, an agency
that had proactively coordinated many
regional development initiatives, took
the lead. The Governor empowered the
group by forming a high‐level task
force that was initially charged with
identifying options for keeping the
plant open. The task force’s efforts
were also directed at a parallel strategy
to prepare for closing if retention
initiatives were unsuccessful.
The task force was made up of twenty‐
two members including heads of major
businesses, union leadership, local
economic development leaders, and
elected officials. The team had a two‐
tiered structure: the highly visible task
force, populated by top civic and
business leaders, and a working group,
comprised of staff from key agencies
and organizations. Participating
agencies included the State Department
of Economic Development, the City of
Hazelwood, St. Louis County, the St.
Louis Regional Chamber and Growth
Association, and the St. Louis County
Economic Council.
Form a high-level team of visible civic
and business leaders with a working
and leadership structure that allows a
Project Director to effectively coordinate
resources and provide direction.
Govern by consensus to support the
integration of resources and obtain
buy-in.
Use the high-level membership for toplevel review, oversight, and policy
decisions only; use staff for the “nittygritty” work.
Formalize a communications plan that
provides for constant contact with the
press and the community. Press releases
should be issued by the top-level task
force to reinforce that decisions are
made by that group.
Develop a media strategy. Cultivate
good relations with the media; know
what the key issues are and how to use
the media to get the most important
messages out.
Ensure that every person on the top-level
task force is equally informed and can
make fully informed decisions.
Secure resources such as an economic
development grant to provide staffing
for the transition team and to fund
surveys and other types of economic
research.
Use the crisis as an impetus to get things
done that might not otherwise be
possible, for example expanding
economic development tools or
rectifying legislative impediments to
development.
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To support the economic development mission of the Ford‐Lear transition team, Missouri
applied for and received an Economic Adjustment Grant for $500,000 from the Economic
Development Administration of the U.S. Department of Commerce with matching funds
provided by the affected cities, the county, and the State. The grant was used to support
staff, conduct impact analyses and research, and identify potential responses. Three
possible strategies were identified and pursued: a) try to persuade Ford to reverse its
decision, b) find another manufacturer to use the facility and skill base, and c) diversify into
other industries.
The Missouri task force and working committees operated for about two years. Over this
timeframe the group had to shift its emphasis as Ford abandoned an initial 2003 decision to
keep the plant open. Mounting financial pressures over the ensuing two years ultimately
resulted in a final announcement of closing, which eventually took place in 2006.
Nevertheless, the task force research on diversification did prove to be informative for
economic development planning after the plant closure.
The work of the task force and working group also laid the foundation for the NEG project
that followed. Since connections had already been made with representatives from the
United Auto Workers and the two companies, it was easier for State workforce development
staff to gather information and begin the needed planning process with union and company
leaders. Additionally, a great deal of the data collected by the working group was used to
prepare the NEG application and to design services for workers from the two companies.
The working group requested data from the State labor market information office to help
identify “crossover” skills, that is, competencies that laid off workers could bring to
potential new industries that were targeted as a part of the economic recovery planning.
The Missouri Economic Research and Information Center (MERIC) analyzed workers’ skills
and prepared crosswalks of skills to targeted occupations. This innovation has evolved to
be an ongoing, and now online, service for dislocated workers in Missouri.
REEMPLOYMENT THROUGH NEG PROMISING PRACTICES
Transition teams, whether primarily focused on the workforce, community, or regional
economy, allow for a more efficient and informed planning process by broadening the
stakeholder base and engaging the expertise and energy of an array of community
resources. This improves the likelihood of a comprehensive program response that reflects
the far‐reaching ramifications of a major dislocation. In addition to a more coordinated and
broad‐based planning process, the formation of transition teams improves the likelihood
that the displaced workers are aware and will take advantage of the support network that
can help to ease a stressful transition and expedite their reemployment success.
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PEER CONTACTS
Maine
Paul Luce, Veterans’ Program Coordinator
Maine Department of Labor
(207) 621-5094
paul.e.luce@maine.gov
Deb Rountree, Director
Khatadin Region Higher Education Center
Eastern Maine Community College
(207) 746-5741
dvoisine@maine.edu
Missouri
Debra Minish, Rapid Response Coordinator
Division of Workforce Development
Missouri Department of Economic Development
(573) 526-8273
debra.minish@ded.mo.gov
Denny Coleman, President and CEO
St. Louis County Economic Council
(314) 615-7664
SLCECinfo@slcec.com
North Carolina
Myra Allen Beatty, Workforce Policy Associate
Special Projects and Community Service
North Carolina Department of Commerce
Division of Workforce Development
(919) 329-5234
mbeatty@nccommerce.com
Manfred Emmrich, Director, Employment Service
Employment Security Commission
(919) 733-7522 x253
manfred.emmrich@ncmail.net
Oregon
Karen Humelbaugh, Education and Workforce Systems Director
Department of Community Colleges and Workforce Development
(503) 378-8648 x226
karen.humelbaugh@state.or.us
Hewlett-Packard
Sue McGuire-Thompson, Employment Specialist
Community Services Consortium
(541) 928-6335
smcguire@csc.gen.or.us
Amalgamated Sugar
Chad Freeman, Business Development Officer
Oregon Economic and Community Development Department
(503) 229-5117
chad.freeman@state.or.us
Abt Associates/Workforce Learning Strategies
WORKING DRAFT
