One Frank H. Ogawa Plaza, Third Floor, Oakland, CA  94612 510‐238‐7581 (phone)     510‐238‐4731 (fax)     Email: esjohnson@Oaklandnet.com 

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AGENDA ITEM # 3 

BUSINESS SERVICES COMMITTEE OAKLAND WORKFORCE INVESTMENT BOARD 

MEETING MINUTES 

Tuesday, May 18th, 2010 8:30am to 10:00am 

Oakland Chamber of Commerce 475 – 14th Street, Suite 100, Conference Room 

Oakland, CA 94612 (For recording purposes tape begins at 154 and ends 174) 

In Attendance: Bill Aboudi, Chair; Gay Plair Cobb; Berit Eriksson; Shari Godinez; George McDaniel; Karen Engel.  Excused Absent: Walter Cohen  1) OPENING – CALL TO ORDER 

• Meeting Called to Order at 8:48 a.m. by Bill Aboudi, Chair of the Business Services Committee. 

• A quorum was established.   

2) ADOPTION OF AGENDA • MOTION TO APPROVE THE AGENDA  

o Moved by: Gay Plair Cobb o Seconded by: Berit Eriksson o Approved: Voice consent from the group    

3) REVIEW OF MINUTES • MOTION TO APPROVE MINUTES WITH CORRECTIONS AS NOTED BY CHAIR ABOUDI 

o Moved by: Bill Aboudi o Seconded by: Gay Cobb o Approved: Voice consent from the group 

 4) OPEN FORUM 

• No speakers for open forum   

5) CHAIRMAN’S REMARKS • No remarks from Chair Bill Aboudi 

 

One Frank H. Ogawa Plaza, Third Floor, Oakland, CA  94612 510‐238‐7581 (phone)     510‐238‐4731 (fax)     Email: esjohnson@Oaklandnet.com 

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AGENDA ITEM # 3 

 6) PIC BUSINESS SERVICES PRESENTATION AND LAYOFF AVERSION 

• Mr. Lowell Rice, PIC Business Services Manager, provided the group a presentation on the PIC’s plans for utilizing Rapid Response funds to proactively work with businesses to avert future layoffs.   

• Dr. Earl Johnson, Interim WIB Executive Director expressed that he was challenged by the notion of prevention as a strategy for rapid response funds. With limited resources and in light of the unprecedented unemployment rate, preventing layoff aversion by using Rapid Response funds could be difficult. 

• Lowell Rice expressed that technical assistance to businesses with 50+ employees is an allowable expense for Rapid Response. He also expressed that the PIC is looking to contract out a pre‐feasibility study to determine if this new strategy is the best allocation of Rapid Response resources. 

• Potential partners for layoff aversion through Rapid Response include CEDA’s Economic Development department; the Business Assistance Center; Alameda Small Business Development Corporation, and use of Business Tax information. Aliza Gallo, CEDA, also mentioned that CEDA has recently concluded a Business Retention survey that will provide data on the needs of local businesses. CEDA defines a small business as 20 or fewer employees. Ms. Gallo expressed that the proposed aversion strategy should focus upon Oakland’s priority industry sectors. 

• Bill Aboudi stated that new legislation is also another early warning system to indicate businesses and industries that may face contraction, as has been seen by the effects that legislation related to carbon emissions has had on Oakland independent truckers. 

• George McDaniel gave praise to the Alameda SBDC and the wonderful work they are doing, and expressed that the SBDC has already identified many providers of technical assistance for businesses, and that our efforts should not be duplicative but complementary.   

7) MICROENTERPRISE PRESENTATION: WOMEN’S INITIATIVE • Karuna Jagger, Women’s Initiative Executive Director for East Bay Operations, gave an 

overview presentation on microenterprise and the services provided by Women’s Initiative.  Over 20,000 women have been trained through their agency over the last 22 years. Currently Women’s Initiative serves between 1100 and 1200 Oakland residents annually. Women’s Initiative is currently registered to provide training on the ETP list.  

• MOTION TO EXTEND THE MEETING BY 10 MINUTES o Moved by: Berit Eriksson o Seconded by: George McDaniel o Approved: Voice consent from the group  

• Earl Johnson, WIB Executive Director will contact EDD to determine current training providers on the ETP list, what agencies on the ETP list are being accessed, and will see 

One Frank H. Ogawa Plaza, Third Floor, Oakland, CA  94612 510‐238‐7581 (phone)     510‐238‐4731 (fax)     Email: esjohnson@Oaklandnet.com 

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AGENDA ITEM # 3 

why Women’s Initiative is not being used for training through the ETP list. WIB staff will also bring a list of all microenterprise organizations in Oakland; Shari Godinez stated that the Business Assistance Center website has an up‐to‐date list of these organizations.  

8) COMMUNICATIONS STRATEGY: WEBSITE IMPROVEMENT UPATE • Mike Wetzel, WIB Program Analyst provided a brief update on steps to update the WIB 

website. Staff is now making small updates to content on the current site, but will be working with the City of Oakland Marketing and Communications staff to conduct a more thorough update of the structure and content of the site in coming weeks that will bring the Oakland WIB website more into alignment with the style and presentation of other City department websites.  

9) NEXT STEPS • Next Business Services Meeting: June 15th, 2010, 8:30 a.m. to 5:30 p.m.  

10) MEETING ADJOURN • MOTION TO ADJOURN 

o Moved by: Berit Eriksson o Seconded by: George McDaniel o Approved: Voice consent from the group 

Item 7a Page 1 of 2

(over)

WORKFORCE LAYOFF AVERSION PROJECT Background Earlier this year, H-GAC issued a request for proposals to provide services that help avert business closings or downsizing. Through this project, H-GAC’s Workforce Solutions program hopes to better connect stakeholders – local elected officials, unions, the public workforce system, local economic development groups, chambers of commerce, industry groups and employers – to identify troubled businesses, and provide support and service to retain jobs and avert layoffs. Current Situation Proposals were solicited to develop three components to avert layoffs:

An early warning system that allows the workforce system to provide early information on businesses that might need assistance: Look at economic and employment data and which industries are growing,

stable or shrinking Monitor D&B financial stress and commercial credit scores Look at WARN and Trade Act notices Maintain a network of market representatives Provide a forum for informal discussions about firms that might need assistance

A portfolio of services to offer businesses which includes:

Assistance in debt restructuring Incumbent worker training Loans for small and mid-size companies that need working capital to stay in

business Help in organizing an employee buy-out Help getting a grant for things like infrastructure improvements or research and

development of new products or processes Tax incentives Technical assistance on modernizing manufacturing processes, business

planning, succession planning, financial restructuring, operational restructuring, market analysis

Help establishing a labor-management committee or help with labor-management relations

Transition assistance for workers in the event a lay-off cannot be avoided

A service delivery network that provides businesses what they need when they need it. a service for businesses to call in for assistance, a proactive outreach effort whereby we offer assistance to businesses that show

up on our red-flag list.

Item 7a Page 2 of 2

hs_Layoff Aversion June 2, 2010

Workforce Solutions is looking for contractors with strong business community ties that can serve the entire region. The project is a one-time award and will not be renewable. Proposals were received from:

Employment & Training Centers, Inc. $623,662 Greater Houston Partnership $410,592 Learning Designs, Inc. $256,400

The Gulf Coast Workforce Development Board will consider these proposals at its June 8, 2010 meeting. Recommendations will be presented to the H-GAC Board at the June 15, 2010 H-GAC Board meeting. Funding Source: Texas Workforce Commission; federal Recovery Act funds Budgeted: Yes Action Requested Request authorization to negotiate contract with organization for lay-off aversion project; amount not to exceed $400,000.

RESCISSIONS None

EXPIRATION DATE Continuing

CLASSIFICATION Layoff Aversion CORRESPONDENCE SYMBOL OWI-DWSS

EMPLOYMENT AND TRAINING ADMINISTRATION

ADVISORY SYSTEM U.S. DEPARTMENT OF LABOR

Washington, D.C. 20210

DATE June 8, 2010

ADVISORY: TRAINING AND EMPLOYMENT GUIDANCE LETTER NO. 30-09 TO: STATE WORKFORCE AGENCIES STATE WORKFORCE ADMINISTRATORS STATE WORKFORCE LIAISONS

STATE AND LOCAL WORKFORCE BOARD CHAIRS AND DIRECTORS STATE LABOR COMMISSIONERS

FROM: JANE OATES /s/ Assistant Secretary SUBJECT: Layoff Aversion Definition and the Appropriate Use of Workforce Investment

Act Funds for Incumbent Worker Training for Layoff Aversion Using a Waiver

1. Purpose. The purpose of this Training and Employment Guidance Letter (TEGL) is to: 1)

define layoff aversion, and 2) provide guidance on the appropriate use of incumbent worker training (IWT) for layoff aversion if using local or Rapid Response funds via waiver.

2. References. Workforce Investment Act of 1998 (WIA), as amended (29 U.S.C. 2801 et seq.);

WIA Regulations, 20 CFR parts 652 and 660-671; Training and Employment Guidance Letter No. 26-09, “Workforce Investment Act (WIA) Waiver Policy and Waiver Decisions for PY 2009 and 2010.”

3. Background. The U.S. Department of Labor’s (DOL) mission is “good jobs for everyone.”

The core mission of Employment and Training Administration (ETA) programs, particularly Workforce Investment Act (WIA) programs, is to provide unemployed jobseekers with the training and employment services needed in order to obtain good jobs. While services to employed workers is authorized in some limited provisions, WIA programs are primarily intended to serve unemployed, not employed, workers. However, some individuals may need assistance to maintain or retain a good job by enhancing their skills or learn new technologies and procedures in a changing and challenging economic environment. Without appropriate training that allows existing workers to gain the necessary skills to operate new processes or technologies, employers may find it necessary to lay off workers with obsolete skills. Averting layoffs is one of the functions of the public workforce

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investment system, and given the range and diversity of workforce needs, states need some flexibility to use a limited amount of WIA resources to supplement resources from other federal, state and local government agencies and private or nonprofit organizations. In order to balance the primary mission of WIA programs to serve unemployed workers with the need to allow a certain amount of flexibility for the workforce system to avert layoffs, since Program Year (PY) 2009, ETA has approved waivers to use a limited portion of WIA local formula or Rapid Response funds for IWT on the condition that the training be provided only in the context of layoff aversion. This TEGL provides a definition for layoff aversion, provides information on identifying layoff risks, and gives guidance on the appropriate application of WIA funds to conduct IWT for layoff aversion with a waiver.

4. Definition of Layoff Aversion. ETA considers a layoff averted when: 1) a worker’s job is

saved with an existing employer that is at risk of downsizing or closing; or 2) a worker at risk of dislocation transitions to a different job with the same employer or a new job with a different employer and experiences no or a minimal spell of unemployment.

5. Benefits of Layoff Aversion. There are many benefits that accrue to workers, employers,

taxpayers, and communities when layoffs are averted. For workers, the loss of income and benefits associated with unemployment can be financially devastating and risks the well-being of the worker’s family. Retaining the same position or transitioning to a different position with retooled skills at a comparable wage maintains financial stability compared to the loss of income sustained when drawing unemployment compensation, which on average is 36 percent of the worker’s average weekly wage when employed.

For employers, retaining a known reliable worker can save costs associated with severance; costs associated with having unfilled, vacant job openings; costs associated with recruiting and orienting a new employee with requisite skills to the procedures, culture and systems of the company that the former worker already knew; and intangible costs such as avoiding lower overall company morale for remaining workers when their co-workers are laid off. Additionally, layoffs often lead to increases in that employer’s unemployment compensation tax rates. For taxpayers, averting layoffs saves outlays from unemployment trust funds and other taxpayer-funded services that the unemployed worker may draw. Finally, for communities, averting layoffs is far less disruptive and costly compared to providing emergency food and health services to financially strained families, and the loss of property taxes associated with high home foreclosure rates. It also facilitates the maintenance of overall community economic wellness, which can be can be threatened when a mass layoff creates tertiary layoffs due to reduced overall consumption in the community.

6. Layoff Aversion Strategies. There are a wide variety of approaches and strategies available to assist in this endeavor, including early identification of at-risk companies, assessing the needs of such companies, and delivering services to address risk factors. States can and should develop collaborative partnerships with a range of organizations and intermediaries that can help them identify and design the appropriate interventions, such as the Department

3

of Commerce’s Trade Adjustment Assistance for Firms or the Manufacturing Extension Partnership (MEP), Chambers of Commerce, Small Business Development Centers, community-based organizations, and others. Rapid Response activities such as those described in WIA regulations at 20 CFR 665.320(d), training and other services funded by WIA statewide discretionary funds, WIA-funded dislocated worker services, employment services, and prefeasibility studies are among the many varied strategies and funding sources that the workforce system can deploy in its efforts to avert layoffs, mitigate their impacts, and maintain good jobs for all. IWT is another approach that the public workforce investment system may provide to avert layoffs, using either WIA statewide discretionary funds (“15 percent funds”), which can be used for IWT without the need for a waiver, or a limited portion of local formula or Rapid Response funds via an approved waiver.

6. Identifying Layoff Risks. Determining the appropriate moment for workforce system involvement in layoff aversion is challenging. How does the workforce system identify companies at risk of layoff? How early should intervention occur? Other than the instance of an employer’s layoff announcement, the period leading up to such an announcement is often unknown to those outside the management of a company. By the time a layoff is formally announced or otherwise made public, many options for assisting the company and workers to address threats are no longer feasible. It may be too late for layoff aversion strategies and the workforce system will begin to intervene in response to the layoffs or dislocations announced. On the other hand, providing publicly-funded training to incumbent workers (who are otherwise ineligible for WIA-funded services) when there is no foreseeable threat of layoffs in the future in order to generally “increase the competitiveness” of the employer/business, would not constitute a “layoff aversion strategy.”

ETA believes that states are in the best position to create the policies and procedures for identifying a potential layoff situation. While there are no absolute rules for identifying the appropriate point for workforce system involvement in a layoff situation, states can and should develop policies and indicators and establish criteria for identifying at-risk employers. These state-level policies and criteria will then guide local areas in designing programs that will effectively identify firms that are at risk for layoffs, thereby limiting guesswork and the potential for misuse of public workforce investment funds.

Layoff aversion requires collaboration among partners with different capabilities and funds. Some states have had success with early indicator systems that are helpful in assessing an at-risk company. These systems use indicators such as declining sales, supply chain issues, adverse industry market trends, changes in management behavior or ownership, and other indicators to identify when a company may be at risk of a layoff. Other states and local Workforce Investment Boards are operating a collaborative program with the MEP centers to avert layoffs. In recent years, these programs have operated in California, Indiana, Michigan, Missouri, New York, Oklahoma, Pennsylvania, and others. This effort helps establish early warning networks, identify firms that are at risk, and develop strategies to help avoid layoffs. Forming partnerships with other state and Federal service providers is advantageous and crucial to developing a full spectrum of layoff aversion tactics such as facilitating access to capital, streamlining and/or improving the quality of production processes, or accessing new customers. Training, including IWT, is another tactic that, when appropriately deployed, can effectively avert layoffs either by saving the job with an existing employer through skill upgrades or by providing the worker with skills to transfer to a new job.

4

7. Using Incumbent Worker Training for Layoff Aversion. IWT is an allowable statewide activity, described at WIA Section 134(a)(3). Under 20 CFR 665.220, states may establish policies and definitions to determine which workers, or groups of workers, are eligible for incumbent worker services for purposes of statewide activities. The regulations further define an incumbent worker served with statewide funds as “an individual who is employed, but…does not necessarily have to meet the eligibility requirements for intensive and training services for employed adults and dislocated workers at 20 CFR 663.220(b) and 663.310.” When provided with statewide funds, IWT is not limited to layoff aversion activities.

In PY 2009, ETA granted many states approval to use a portion of local Adult and/or Dislocated Worker funds to conduct IWT, but only for the purpose of averting layoffs. Similarly, ETA granted waivers to states to use a portion of Rapid Response funds for IWT for layoff aversion activities. IWT with these waivers is limited to layoff aversion because serving unemployed workers must be the workforce system’s focus in the current challenging economy, and resources should not be diverted to other uses at the expense of those most in need. However, to the extent some dislocations can be averted, ETA believes that some flexibility with these funds is warranted. TEGL No. 26-09 addresses the particular parameters of these two waivers in more detail; this TEGL seeks to clarify the layoff aversion component. In implementing the IWT waiver, states must have criteria in place that states and local areas can use to determine a layoff risk, and when and whether IWT is an appropriate response. When developing criteria, states should consider whether absent the training a good job will be lost or degraded, and whether with the training the job will be retained or improved. States can use the following considerations to determine whether the training they plan to offer would be helpful in averting a layoff and whether the training itself is appropriate.

Employer Assessment

The company remains open, but it is phasing out a function which will lead to layoffs unless the workers can be retrained to perform new functions. For example, a large hospital that transitions from paper-based medical records to electronic medical records may need medical records staff with different or more advanced skills than the staff that handles the paper-based records. Unless these workers can be retrained in electronic records, the hospital may choose to lay them off and hire other workers with the needed skills.

A worker’s job has changing skill requirements as a result of external economic or market forces, significant changes in technology or operating processes, rapidly changing industry or occupational job requirements, or emergence of new products.

The changing skill requirements are outside of normal skill growth and upkeep that would be provided by the employer.

Training programs reasonably prepare workers to address these skill gaps. The employer demonstrates a commitment to retain employees or otherwise provide a

tangible benefit to employees who receive IWT.

Worker Assessment Unless provided with training, the potentially laid-off worker does not have marketable,

in-demand skills. The new skills can be attained in a reasonable period of time. The worker has not received a formal layoff notice. Such workers can be served with

regular WIA Dislocated Worker funds.

5

There exists a strong possibility of a job, either with the existing employer or a new employer, if the potentially laid-off worker attains new skills.

These are not absolute criteria, but are meant to prompt the development of state criteria on the use of the waivered funds for IWT. If it is determined that providing IWT with waivered funds might not be appropriate, states and local areas could consider other methods and fund sources to assist employers with upgrading the skills of their workforce. The primary goal of limiting IWT to layoff aversion is to ensure that it is worthwhile to invest public WIA funds in order to serve an employed individual to prevent his or her layoff, rather than serving a worker who is already unemployed. Evidence that a layoff could be avoided justifies an appropriate use of the waivered funds. ETA plans to monitor states’ use of IWT waivers to determine if IWT was delivered to avert layoffs. State may also consider establishing metrics to measure the success of such training investments.

8. Layoff Scenarios and Identifying Appropriate Workforce System Involvement. The

workforce investment system has a variety of funds and service strategies available to avert layoffs or mitigate their impacts. Below are scenarios to clarify which funding sources and strategies may be most appropriate in a given situation.

Scenario 1: A worker receives a layoff notice. The workforce system could provide

assistance through Rapid Response and/or WIA Dislocated Worker funds. Scenario 2: A worker’s layoff has been certified as trade-related. Assuming the worker

group has been certified as eligible for Trade Adjustment Assistance (TAA), the workforce system could utilize TAA funds, including TAA for communities authorized under the American Recovery and Reinvestment Act of 2009.

Scenario 3: An employer has been determined to be at risk for layoff unless workers receive training on a new production technology. The workforce system could provide IWT using its WIA statewide discretionary funds or IWT using local formula or Rapid Response funds with an approved waiver, assuming the situation meets the state-developed criteria for the use of such funds. The workforce system could also leverage other funds in the community such as from employers, community colleges, and others.

Scenario 4: An employer wants to re-train workers to produce a new product line. The workforce system could provide IWT using its WIA statewide discretionary funds, fee-for-service, and/or leverage other funds in the community such as from employers, community colleges, and others. Use of waivered funds for IWT is not appropriate because a layoff risk has not been identified.

9. Action Requested. States with approved waivers for IWT should examine their policies to

ensure that they include criteria for determining when IWT is appropriate and also reflect the definition of layoff aversion provided in Section 5.

10. Inquiries. Inquiries may be addressed to the appropriate ETA regional office.

NELP

P

National Employment Law Project

May 2010

RAPID RESPONSE AND DISLOCATED WORKER PROGRAMS: WHAT SHOULD STATES DO? AND WHAT ARE THEY DOING?

Economic Adjustment Initiative

National Employment Law Project

Introduction In the United States, mass layoffs and workplace closings trigger a mandated “rapid response” involving state and local workforce agencies. While this rapid response is federally mandated, the scope of reactions provided under the name “rapid response,” as well as the range of services offered to affected workers following rapid response activities, varies among states and even within states. In this policy brief, we review a range of rapid response activities and dislocated worker services that experience and research by the National Employment Law Project (NELP) and others have recognized as better practices in this field. In addition, this paper provides an overview of existing rapid response policies and practices of state and local workforce agencies in Midwest states, as identified through NELP’s ongoing work on these issues.

Development of U.S. Rapid Response and Dislocated Worker Services

As early as the 1950s, there was recognition of benefits for workers and communities from more effectively organized responses to address economic dislocations. However, it was not until the enactment of the Job Training Partnership Act (JTPA) in 1982 that federal policy included early-intervention services to help workers, employers, and communities dealing with plant closings and major layoffs.1

1 Jeffrey Salzman, “Rapid Response and TAA,” Social Policy Research Associates (July 2009), p. 3, http://wdr.doleta.gov/research/FullText_Documents/Rapid%20Response%20and%20TAA%20-%20Final%20Report.pdf.

June 2010

National Employment Law Project

2

The initial steps in Congress with JTPA partially reflected grave concerns about plant closings and industrial restructuring that were yielding significant job losses. These concerns about job loss and increased international competition fueled extensive policy debates concerning trade and industrial policy throughout the 1980s.2 Of particular relevance here, in the mid-1980s Secretary of Labor William Brock convened the Department of Labor Task Force on Economic Adjustment and Worker Dislocation. The Task Force, which studied dislocated worker practices in other developed nations, recommended the implementation of rapid response activities, including the formation of labor-management committees and the creation of state dislocated worker units.3 In addition, the Congressional Office of Technology Assessment produced a 1986 report that focused on Canada’s industrial adjustment services and found that prior notice of layoffs improved implementation of dislocated worker projects.4 Congress held extensive hearings as well. These activities culminated in the Economic Dislocation and Worker Adjustment and Assistance Act (EDWAA) of 1988, which amended JTPA to require every state to establish a state-level Dislocated Worker Unit with a Rapid Response team. Around the same time, Congress passed the Worker Adjustment and Retraining Notification (WARN) Act, requiring large companies to provide at least 60 days’ advance notice of plant closings and mass layoffs. Advance notice allows states to initiate rapid response activities before mass layoff events occur. In 1998, Congress replaced JTPA and EDWAA with the Workforce Investment Act (WIA), which remains the central law for dislocated worker programs. While designed to streamline employment and training services through the creation of “one stop” centers, WIA also maintained some separate features addressing the unique needs of dislocated workers. Specifically, WIA requires state governments to initiate rapid response activities as soon as they learn of an impending plant closing or mass layoff, whether through a WARN notice or another source of information. In particular, WIA requires the following rapid response activities:5

1. Immediate and on-site contact with the employer, representatives of the affected workers, and the local community to begin response planning;

2 See Barry Bluestone and Bennett Harrison, “The Deindustrialization of America” (1982); William D. Ford, “Plant Closing Legislation,” Detroit College of Law Rev., p. 1219 (1983); Paul D. Staudohar and Holly Brown, eds., “Deindustrialization and Plant Closure” (1987); Roger Kerson and Greg LeRoy,” State and Local Initiatives on Development Subsidies and Plant Closings” (Federation for Industrial Retention and Renewal)(1989). 3 U.S. Department of Labor, “Economic Adjustment and Worker Dislocation in a Competitive Society: Report of the Secretary of Labor’s Task Force on Economic Adjustment and Worker Dislocation,” p. 26-30 (1986)(Brock Report). 4 U.S. Congress, Office of Technology Assessment, “Plant Closing: Advance Notice and Rapid Response,” (1986). 5 See 29 U.S. Code Sec. 2801(38) and Sec. 2864(2).

National Employment Law Project

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2. Information to affected workers about access to unemployment compensation benefits, comprehensive One-Stop system services, and employment and training activities, including information on the Trade Adjustment Assistance (TAA) program;

3. Guidance and/or financial assistance to worksite participants to set up a labor-management committee or a workforce transition committee comprised of representatives of the employer, the affected workers and the local community;

4. Emergency assistance adapted to the particular closing, layoff or disaster; and 5. Assistance from state rapid response staff to the local workforce board and elected

officials to develop a coordinated response to the dislocation event. In addition to these WIA-required activities, states may identify a program operator to assist in carrying out rapid response activities and use WIA funding to establish community adjustment committees, coordinate peer services and devise layoff aversion strategies such as prefeasibility studies and employee ownership. These optional better practices are among those found in effective rapid response programs in some states and discussed further in this paper. It has been over a decade since WIA became law, and over two decades since passage of EDWAA, but the range and quality of rapid response activities and dislocated worker programs still varies widely among states. In this briefing paper, NELP explains the range of rapid response and dislocated better practices and policies and looks in detail at the extent this agenda is followed in Midwest states. In too many instances, some states—including the hard-hit Midwestern state of Indiana—still fail to offer comprehensive rapid response activities. Also of note, at the federal level, the U.S. Department of Labor (USDOL) has long failed to monitor state compliance with WIA regulatory requirements concerning rapid response. In addition to promoting the state-level better practices discussed below, NELP has encouraged the USDOL to assess the rapid response systems within each state and to work with states to improve rapid response and dislocated worker services. Recently, the Assistant Secretary of Employment and Training has focused on USDOL efforts to revitalize rapid response. NELP is working in consultation with stakeholders to clarify and strengthen the role of federal involvement in delivery of rapid response and dislocated worker services.

Rapid Response and Dislocated Worker Agenda: Overview

Through its Economic Adjustment Initiative (EAI), NELP has been working directly in Midwest states since 2006 to reform rapid response activities and improve dislocated worker services. Based on its work with partners in the Midwest and elsewhere, NELP has developed a battery of better policies and practices that have proven effective in getting workers to participate in retraining and to take fuller advantage of a range of dislocated worker services. Field experiences have assisted NELP staff in augmenting the established basics of rapid response activities and dislocated worker services with specific elements as part of an up-to-date dislocated worker agenda. In particular, NELP has focused on Trade Adjustment Assistance

National Employment Law Project

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(TAA) as a program that offers more to dislocated workers, but was too often treated as an orphan in the dislocated worker program world. NELP has also stressed use of peer networks led by affected workers as a good tool to ease transitions and to increase training participation by dislocated workers. And, finally, NELP has drawn on research concerning these programs in developing its broader policy agenda for rapid response and dislocated worker programs.6 Based on these considerations, NELP’s dislocated worker agenda has evolved to include seven better practices we promote to ensure that rapid response and dislocated workers programs serve affected workers as effectively as possible. Specifically:

1) State governments should establish and adequately staff a central dislocated worker unit to oversee and coordinate statewide rapid response activities among employers, unions, workers and local communities;

2) States should offer employers and workers financial support and technical guidance to establish labor-management committees in the event of a layoff;

3) Layoff aversion programs should be used to retain jobs by averting plant closures and business failures when possible;

4) In addition to labor-management committees, states should consider facilitating community adjustment committees;

5) States should contract with labor program operators to assist in carrying out rapid response and dislocated worker activities;

6) States should ensure that Trade Adjustment Assistance is fully integrated with rapid response and dislocated worker services;

7) States should encourage the creation of peer networks in impacted workplaces to increase uptake of available programs by laid-off workers.

The following sections discuss the reasons NELP and other dislocated worker practitioners view these seven activities as better policies and practices. In addition, based upon our contacts with stakeholders in Midwest states, we have developed an assessment of existing state practices in late 2009 and early 2010 in these states. These practices and policies are summarized in Table 1 at the end of this paper and discussed in conjunction with our more detailed explanations of each element of our rapid response and dislocated worker agenda. Our goal in producing this paper is to increase awareness of the importance of rapid response activities and to encourage broader use of better practices. We hope the paper spurs ongoing discussions among state policy makers, labor program operators and other stakeholders and

6 See Jeffrey Salzman, “Rapid Response and TAA,” supra; Maria Heidkamp and Ronnie Kauder, “Coping with Layoffs: Current State Strategies for Better Rapid Response,” (Nov. 2008), available at http://www.heldrich.rutgers.edu/uploadedFiles/Publications/Rapid%20Response%20Brief.pdf; Will Lambe and Bill Schweke, “Back on Track: 16 Promising Practices to Help Dislocated Workers, Businesses and Communities,” North Carolina Rural Economic Development Center and CFED (Sep. 2006), available at http://www.ncruralcenter.org/pubs/back_on_track_09_06.pdf; NGA Center for Best Practices, “Issue Brief: Assisting Laid Off Workers in a Changing Economy,” (Feb. 2002).

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the sharing of successful strategies across state lines. As a result, services to dislocated workers across the U.S. can improve.

What Better Practices Produce More Effective Rapid Response Services and Dislocated Worker Programs?

Using the Midwest states as a focus, this section of our report gives readers a detailed explanation of each element of our agenda for rapid response services and dislocated worker programs. We explain each of the seven elements in our agenda in light of their implementation in Midwest states and elsewhere. Table 1 at the end of this paper summarizes our findings about what these states are currently doing with respect to each element. While Table 1 shows that no Midwest state has adopted all the elements of our dislocated worker agenda, two states—Minnesota and Wisconsin—have undertaken the majority of recommended practices for over a decade. And, nearly all Midwest states engage in one or more of these recommended activities with a high degree of proficiency. For example, Illinois, in partnership with the state AFL-CIO, operates a peer network that is used in most dislocations involving more than 50 individuals. Minnesota uses labor-management committees in nearly all cases where rapid response takes place. For each of the recommended seven activities, we have identified a Midwest state that has either set the standard for the region or recently made efforts to adopt better policies or practices. This survey of policies and practices will enable states to compare their programs and consider further steps toward more comprehensive services in response to job losses not only in the Midwest but across the U.S. 1. State-Led Rapid Response

Recommended Practice #1: State governments should establish and adequately staff a central dislocated worker unit to oversee and coordinate statewide rapid response activities among employers, unions, workers and local communities. WIA, like EDWAA before it, requires states to establish a dislocated work unit to carry out statewide rapid response activities. While several states have centralized and coordinated rapid response programs, other states do little more than pass along WARN notices to local entities. In our experience, a strong state role can improve efficiency while ensuring that resources and services are provided consistently across regions within a state. WIA provides many opportunities for stakeholders to participate, and the USDOL encourages states to be as inclusive as possible in planning and implementing rapid response activities. Just as WIA recognizes the important role of business and labor in the makeup of state and local workforce investment boards, including both interests in the design and operation of rapid

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response activities is equally important. The state, however, is responsible under WIA for providing rapid response activities. It is up to the state to determine how it will plan for and implement rapid response activities, including how it will engage stakeholders in the process. The states of Michigan, Minnesota, Pennsylvania and Massachusetts have full-time state government staff devoted primarily to rapid response activities. Research shows that rapid response activities are most effective when state staff members are well-trained, highly motivated and respected professionals.7 In addition, not all local areas experience rapid response events regularly, and state coordination ensures that resources and services are delivered when and where they are needed to serve dislocated workers. State Better Practice: As recently as 2008, state-level staff at Ohio Department of Job and Family Service (ODJFS) simply performed rapid response administrative duties, for example, distributing WARN notices to local workforce agencies and monitoring reports. Meanwhile, over forty Local Area Rapid Response Designees, who often lacked formal rapid response training, were responsible for actually addressing dislocation events. Ohio’s high degree of decentralization undermined the effective coordination at the regional and state level and ignored federal requirements regarding state responsibilities for rapid response.

In 2008, ODJFS contracted with NELP to review Ohio’s rapid response program and to recommend improvements. NELP’s report detailed a number of Ohio practices that fell short of ideal and made concrete recommendations for improvement.8 Consistent with the main outline of NELP’s recommendations, Ohio now requires local Workforce Investment Boards responsible for rapid response activities to sign a Notice of Intent, which requires adherence to state policies, procedures, and requirements.9 Ohio One-Stop centers must maintain a team consisting of the ODJFS Regional Rapid Response Coordinator, a local area Rapid Response Coordinator, the Ohio Department of Development Business Service Representative and the State contracted designee. State and local staff have also been trained in rapid response activities. Ohio’s revised program of rapid response now reflects a stronger role for ODJFS and involves a more consistent set of rapid response services. The ODJFS Rapid Response Section officially oversees Ohio's rapid response service delivery system, ensuring compliance with federal and state requirements. Additionally, state and local Rapid Response team members are required to attend mandatory rapid response training sessions that are based on a standard curriculum.

7 Maria Heidkamp and Ronnie Kauder, Heldrich Center, “Coping with Layoffs: Current State Strategies for Better Rapid Response,” (Nov. 2008), http://www.heldrich.rutgers.edu/uploadedFiles/Publications/ Rapid%20Response%20Brief.pdf. 8 “Ohio’s Rapid Response System: A Report for the Ohio Department of Job and Family Services,” National Employment Law Project (Sep. 2008), p. 11-17, http://nelp.3cdn.net/24413ddb7d167e0a78_ 42m6vlncj.pdf. 9 “Workforce Investment Act Policy Letter No. 09-05.1,” Governor’s Workforce Policy Advisory Board (Jan. 2010), http://ohioworkforceboard.org/documents/Policy/PolicyLetters/WIAPL%2009-05.1.pdf.

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New coordination between state and local officials as well as clearly defined roles and responsibilities should enable Ohio to better serve dislocated workers going forward. 2. Labor-Management Committees

Recommended Practice #2: States should offer employers and workers financial support and technical guidance to establish labor-management committees in the event of a layoff. A 1986 federal task force convened by William Brock, the former Secretary of Labor, concluded that “*e+xperience has shown that the most effective and successful dislocated worker adjustment programs are those where employers and workers (and their unions if they are present), are directly involved in the design and delivery.”10 The EDWAA legislation, which embodied many of the Brock Task Force’s recommendations, encouraged states to promote use of labor-management committees. WIA went a step further, requiring states to support labor-management committees through guidance and/or funding.11 Despite this legal framework, USDOL has never exercised any authority under WIA to ensure that state and local workforce agencies use labor-management committees to assist with economic dislocations and the extent of their usage varies greatly. Labor-management committees (LMCs) coordinate services and communications and provide a focus for mutual problem solving during a dislocation event. In some workplaces, a pre-existing labor-management body can serve, while in other situations a new body is created with financial support or technical assistance from state or local officials. The purpose of LMCs is to develop a comprehensive plan for individuals faced with layoffs, using federal, state and local resources, as well as contributions from employers, unions, and community organizations. States use different labels for LMCs; for example, they are called Workforce Adjustment Committees in Wisconsin and Planning and Selection Committees in Minnesota. Regardless of name, LMCs have been shown to have the following benefits:12

Positive labor-management relations: Working together to solve problems may reduce labor-management tension and build worker acceptance of programs.

Earlier reemployment: Focusing attention and services on workers gets reemployment activities started more quickly, enabling workers to take advantage of job openings as they occur.

Productivity and morale: Experience shows that high absenteeism and decreases in productivity are avoided when companies and workers participate cooperatively in providing transition assistance.

10 Brock Report, p. 4. 11 29 U.S. Code Sec. 2801(38)(C). 12 Brock Report, p. 37 and U.S. Department of Labor, “A Guide to Well-Developed Services for Dislocated Workers,” p. 2-13—2-18 (1994), http://wdr.doleta.gov/research/FullText_Documents/94-dislocated.pdf.

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State Better Practice: Minnesota has long used labor-management committees in most dislocation sites. Minnesota uses a service model providing dislocated worker programs through a site-level committee that contracts with a set of competing program operators that bid to provide dislocated workers services at that site. The local committee oversees service delivery and works as a partner with the service provider. Minnesota comes as close to universally using labor-management committees as any state known to NELP. 3. Layoff Aversion

Practice #3: Layoff aversion programs should be used to retain jobs by averting plant closures and business failures when possible. Effective job retention strategies incorporate early warning networks to identify and track troubled firms or industries. Knowing that a mass layoff may occur enables communities to consider alternatives to plant or business closures and state and local workforce agencies to begin initiating rapid response activities.13 And, in some cases, advance notice of job losses can permit consideration of alternatives to job losses—a policy called layoff aversion. A layoff aversion strategy should provide employers and workers with access not only to information about employee buyouts of the business, but also provide financial assistance in securing a pre-feasibility study. Employee ownership is not a magic formula for averting shutdowns. But under the right circumstances—and given early warning—employee ownership can save individual companies and plants that otherwise would likely face closure. In those affected communities, saving jobs expands the local labor market and the local economy while saving states many thousands of dollars by reducing the need for unemployment compensation payments and other social services. In addition, layoff aversion can include technical assistance for developing alternative products or alternative customers, which can enable firms to survive. There are two federal programs with layoff aversion features. The Trade Adjustment Assistance (TAA) for firms program provides subsidies to assist firms adversely impacted by trade. The subsidies are used to hire consultants to assist with improving production, sales, or marketing that can help firms survive. The program is operated by the Economic Development Administration, U.S. Department of Commerce14 through a network of TAA centers.15 It is a small program but has proven worthwhile in some instances, in our experience. NELP has promoted TAA for firms in its forums, and the American Recovery and Reinvestment Act provided added funding for the program.

13 “Rapid Response Layoff Aversion Guide,” Steel Valley Authority, p. 48, http://www.steelvalley.org/ files/lag.pdf. 14 A basis description of TAA for firms is found at http://www.eda.gov/Research/TradeAdj.xml. 15 For more information, see the website operated by the TAA centers, http://www.taacenters.org.

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The second federal program with layoff aversion potential is the Manufacturing Extension Partnerships (MEPs) operated by National Institute of Standards and Technology.16 MEPs exist in every state and are intended to help manufacturing firms operate more productively and competitively. MEPs have no overt layoff aversion aspects, but obviously, assistance for manufacturing firms can have an indirect impact on increasing employment security at those firms and others that supply them. Greater funding for MEPs and an explicit mandate to save jobs would improve this layoff aversion tool. State Better Practice: The best example of an effective early warning network is the Strategic Early Warning Network (SEWN) organized in 1993 by the Steel Valley Authority in Pennsylvania. SEWN includes a network of local business, government, and labor that monitors businesses and tries to intervene early enough to prevent layoffs or workplace closings. The Pennsylvania early warning network now covers 62 counties17 and has saved or created over 14,000 jobs.18 All Midwest states have some features of layoff aversion programs in place.19 To a greater or lesser extent, these programs are not yet fully integrated and offering the technical assistance, access to capital, and scale sufficient to avoid job losses and further closings. For example, in Michigan at least three contracted providers work on aspects of layoff aversion that are not fully coordinated. In addition to better state-level implementation of layoff aversion, making needed changes in layoff aversion and early warning will require that the federal government have a greater focus and provide more resources for layoff aversion, and that programs furnish more coordinated technical assistance and support for struggling businesses. 4. Community Adjustment Committees

Practice #4: In addition to labor-management committees, states should consider facilitating community adjustment committees. While LMCs focus on employer and employee communication and coordination at an affected worksite, when large dislocations or plant closings happen a broader stakeholder body has been used to assist in some cases. Community adjustment committees are used far less than labor-management committees, but may prove beneficial in specific situations where mass layoffs affect an entire local industry or impact a disproportionate number of community members. Goals of community adjustment committees include eliminating miscommunication,

16 A basic description of MEPs is available at http://www.nist.gov/mep/; a brief overview of manufacturing policy and role of MEPs is Susan Helper, “The High Road for U.S. Manufacturing,” Issues of Science and Technology Online http://www.issues.org/25.2/helper.html. 17 Steel Valley Authority website (Mar. 26, 2010), http://www.steelvalley.org/main.asp?ID=18. 18 “Strategic Early Warning Network Brochure,” Steel Valley Authority, p. 10, http://www.steelvalley.org/files/2006_sewn%20brochure.pdf. 19 For a basic description of Michigan’s effort, see http://www.michigan.gov/mdcd/0,1607,7-122-1678_2665-5968--,00.html.

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maximizing effective use of scarce community resources, and promoting transitions by affected workers to reemployment and/or training. Community adjustment efforts also frequently use on-site transition centers that are focused upon workers affected by a specific mass layoff and supplement one-stop center resources. Normally, transition centers are located in space provided by involved employers or local union halls. These transition centers may use peers or peers in combination with dedicated local or state workforce agency staff. NELP facilitated use of broader community adjustment committees in major dislocations in Illinois (Belvidere) and Indiana (Anderson and Indianapolis). These examples demonstrated their value to some participants in those states, but state policies and resources are not yet following this better practice in those states or in many others. An effective example of community adjustment approaches is found outside the Midwest states. In 2003, Pillowtex, a North Carolina-based textile manufacturer, closed its entire operations, resulting in job losses for 4,800 textile workers in small cities such as Kannapolis and Eden.20 As a major employer in the region, Pillowtex’s closure had enormous impacts on these communities. Prior to the mass layoff, Pillowtex executives met with North Carolina’s Displaced Worker Rapid Response Team to discuss a state response to the impending shutdown. Among other steps, the governor formed a special advisory team consisting of officials from the state commerce, workforce development, and health and human services agencies; the North Carolina Community College System; Pillowtex management; union representatives; local community colleges; local government and other local service providers to coordinate rapid response activities. The coordination of rapid response activities helped displaced workers to access job search and placement assistance, training, and benefits such as unemployment insurance and healthcare premium assistance. As a result, 57 percent of the former Pillowtex workers were employed in new jobs in 2005, with over 70 percent of reemployed workers finding work outside of the manufacturing industry.21 State Better Practice: The use of community adjustment committees is relatively rare, including in the Midwest, but we have observed a few examples. Michigan set up stakeholder task forces in the case of Greenville, Michigan (which faced a major Electrolux closing in 2005 and 2006) that were used to address white collar automotive industry dislocations in 2008. And, NELP has participated in broader adjustment committees in Illinois and Indiana. Given North Carolina’s documented successes at Pillowtex, there is reason to believe that replicating similar practices

20 Will Lambe and Bill Schweke, “Back on Track: 16 Promising Practices to Help Dislocated Workers, Businesses and Communities,” North Carolina Rural Economic Development Center and CFED (Sep. 2006) p. 25-28, http://www.ncruralcenter.org/pubs/back_on_track_09_06.pdf. 21 Lambe and Schweke, p. 25-28.

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11

in cities and towns suffering from mass layoffs would greatly assist affected workers, and hence, NELP promotes community adjustment committees in our dislocated worker agenda. 5. Labor Program Operators

Practice #5: States should contract with labor program operators in carrying out rapid response and dislocated worker activities. A significant number of states use labor-affiliated nonprofits as intermediaries in delivering services related to rapid response and dislocated worker programs. These organizations are often called “labor program operators.” These groups have long been used in some states and are found in states from Washington to Maine. Partnering with labor program operator organizations has been shown to be a best practice in rapid response service delivery.22 At least 20 states have contracts in place with the AFL-CIO state federation or other labor-based organization in their states. All of these state contracts provide for the inclusion of labor as an integral part of state rapid response systems. These contracts allow a “labor-led intervention” in dislocation events by educating union leaders on how to respond to their members’ concerns. These labor organizations also serve as advocates with employers and public service agencies to ensure delivery of timely services. In NELP’s experience, using labor program operators offers advantages in the operation of dislocated worker programs. Labor program staff often include a high proportion of formerly dislocated workers who have positive attitudes about providing services to other dislocated workers. In addition, staff are often more flexible in terms of assisting workers (e.g., setting up evening and weekend meetings to accommodate workers’ schedules). For these reasons, use of labor program operators is included as an element in NELP’s overall agenda for rapid response and dislocated worker programs. In the Midwest, labor program operators in all states but Indiana have contracts for state funding. In Indiana, the nonprofit labor-affiliated Labor Institute for Training (LIFT) has been assisting local partners only on a fee-for-service basis since LIFT was unfunded following the election of Governor Mitch Daniels in 2004. With this move, Indiana shifted from widespread use of peers and labor-management committees through that organization to only occasional use, as state staff did not view these activities as required and lacked support for implementing them and few local partners had funds to procure services on a fee-for-service basis.

22 Steven Deutsch, “Successful worker training programs help ease impact of technology,” Monthly Labor Review, v. 110, p. 14 (Nov. 1987).

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Illinois uses a labor program operator that participates in rapid response and operates the state’s peer program. NELP staff have worked with this program on staff training and better practices and discussed wider policies as well. Wisconsin’s Department of Workforce Development (DWD) has had a long-standing contractual relationship with the Wisconsin AFL-CIO Labor Education and Training Center (LETC). LETC assists the State Dislocated Worker Unit in responding to layoffs and business closings, including encouraging employers and unions to form Workforce Adjustment Committees (WAC). LETC provides on-site pre-layoff services to ensure a smooth transition for affected workers and plays a major role in helping workers achieve a successful transition to new employment through involvement in dislocated worker programs. In Ohio, NELP urged adoption of a labor program operator starting in 2006, and the state workforce agency is now operating a rapid response and peer program under a contract with the United Labor Agency, which is affiliated with the state labor federation. Minnesota’s Department of Employment and Economic Development (DEED) has had a long-standing contractual relationship with the Minnesota AFL-CIO that allows for an employee liaison position to be an integral part of the state’s rapid response team. This labor-staffed position assists DEED in all aspects of rapid response, including assistance with organizing the initial on-site meeting, providing information to workers at orientation sessions, attendance at the Employee Management Committee (EMC) meetings, and further assistance to the EMC on the grant application and selection of a service provider(s). State Better Practice: Michigan Human Resources Development Inc. (HRDI) has been established for over 30 years and is the nation’s largest labor program operator for dislocated workers. Michigan HRDI operates peer networks in many Michigan dislocations and serves as a model for other states exploring labor program operators. Through its experienced staff, broad range of services, and depth of knowledge, HRDI’s involvement assists affected workers and communities in dealing with dislocations, making HRDI a better practice labor program operator example. 6. Trade Adjustment Assistance

Practice #6: States should ensure that Trade Adjustment Assistance is fully integrated with rapid response and dislocated worker services. Trade Adjustment Assistance (TAA) should be a major focus of dislocated worker initiatives. It provides durations of training with income support not generally available under other dislocated worker programs. Since passage of 2009 amendments, new program resources no longer make states hesitant to encourage workers to seek TAA certification and better administrative funding offers states sufficient funds to realistically offer broader services to TAA-eligible dislocated workers. We have observed significant changes in the perspective of

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WIA-funded local and state officials in terms of accepting the role of TAA and supporting its use since 2006. Going forward, we need to build off the strengths of TAA, rather than diluting TAA by making it more oriented toward short-term, group services and cheaper training as with WIA. Seven states have placed TAA administration in the same state-level unit as rapid response, not only recognizing that TAA is a dislocated worker service, but also that unique TAA-related deadlines require a close connection with the front end of services provided through rapid response.23 As a result, workforce officials are assisting with the filing of more TAA petitions, and implementation of TAA is done with greater expertise and support from higher levels of state government. In addition, TAA works better in certified workplaces through the use of peers and adjustment committees along with services under other dislocated worker programs. For that reason, better integration of TAA with related dislocated worker programs is an element of better practices in our agenda. State Better Practice: In Michigan, TAA has benefitted from implementation of No Worker Left Behind, since TAA offers a source of federal funding for this state effort to educate more jobless and dislocated workers. As the state’s focus on worker retraining has finished its third year, local workforce agencies have largely decided that further resistance to TAA implementation is no longer in their self interest. In addition, state staff have eliminated administrative barriers to its use that were present in 2006. As a result, Michigan has gone from 2800 TAA training participants in FY 2005 to 8700 in FY 2009, and TAA training spending has gone from $9 million to $39 million in this time frame. 7. Peer Networks

Practice #7: States should encourage the creation of peer networks in impacted workplaces to increase uptake of available programs by laid-off workers. Peer networks are a proven strategy to increase uptake rates for rapid response and TAA services during a dislocation event. WIA enables local program operators or state agencies to use federal funding to hire and train a number of dislocated workers to serve as “peers.” Training on WIA programs and knowledge of the local community enable peers to contribute to the design and delivery of effective dislocated worker services. Peers enable their fellow coworkers to overcome apprehension, while helping them to choose services, complete paperwork and meet applicable deadlines. In many cases, peers can more effectively communicate with other affected workers than individuals from local or state workforce agencies who do not face job loss.

23 Salzman, Jeffrey, “Rapid Response and TAA,” Social Policy Research Associates (Jul. 2009), p. 5, http://wdr.doleta.gov/research/FullText_Documents/Rapid%20Response%20and%20TAA%20-%20Final%20Report.pdf.

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At the outset of NELP’s Midwest initiative, only Illinois made extensive use of peers. Now Michigan supports peer networks and Ohio is providing the service to dislocated workers more frequently than in the past. Peers are occasionally used in remaining Midwest states, usually through efforts by labor program operators. Table 1 shows the prevalence of peer networks in Midwest states. One example of the effectiveness of peers was documented in Illinois. The Man-Tra-Con Corporation (a regional TAA services contractor in Illinois) found that peers drastically increase enrollment rates for dislocated worker activities. Enrollment rates averaged 61 percent across seven dislocation events that took place between 2003 and 2006 in which peer networks were in place. In comparison, enrollment rates averaged only 13 percent for dislocation events where peer networks were not established.24 State Better Practice: Illinois has been providing peer network services for over 20 years through the Illinois AFL-CIO, the state’s labor program operator. In Illinois, peer networks have long been established features of dislocation events. Under state policy, all dislocations with over 100 affected individuals have peers. NELP looks forward to increased use of peer networks not only in Midwest states, but around the country.

Conclusion Job losses and plant closings present very difficult circumstances to affected workers, their families, and their communities. In all cases, these individuals need and deserve the most effective rapid response and dislocated worker programs as they face severe challenges. Using best practices to assist with economic dislocations assures that affected individuals, helping agencies, and communities take fullest advantage of retraining and reemployment options. While recognizing the overwhelming need for these services as we experience a serious recession, there is also an opportunity to face today’s challenges by adopting better practices and policies for rapid response and dislocated worker programs in more states. At the same time, the federal government should give states more resources to support better practices and increased oversight to ensure that good policies are followed. Broader use of the seven elements of our dislocated worker agenda described here should be part of the ongoing improvement of adjustment services in coming months and years. For further questions or information, contact the following members of NELP’s Economic Adjustment Initiative team who have researched and written this briefing paper:

Andrew Stettner, Deputy Director, 212.285.3025, ext. 303, astettner@nelp.org

Rick McHugh, Staff Attorney, 734.274.4330, ext. 155, rmchugh@nelp.org

Lynn Minick, Dislocated Worker Specialist, 317.838.9220, lminick@nelp.org

Mike Evangelist, Policy Analyst, 734.274.4330, ext. 159, mevangelist@nelp.org

24 Jamie Galli, Man-Tra-Con Corporation, Southern Illinois Local Workforce Investment Area 25, “Dislocation Events: Obstacles and Solution,” Undated Conference Presentation (in authors’ possession).

National Employment Law Project 15

Table 1. Summary of Midwest States Better Practices for Rapid Response and Dislocated Workers

State

State Leads Rapid

Response

Promotes Layoff

Aversion

Labor- Management Committees

Community Adjustment Committees

Coordination with Trade Adjustment

Assistance

Contract with

Labor Organization

Peer Services

Supported

Illinois

Yes, state arranges meeting with company and then shares responsibilities with local Workforce Investment Board

Yes, incumbent worker training via Dept of Commerce and Economic Opportunity

No, with the exception of Chrysler/United Auto Workers in Belvedere

No, with the exception of Chrysler/supplier plants/ United Auto Workers in Belvedere

Yes Also provided by Labor Program Operator

Yes Yes, provided by State Federation as Labor Program Operator

Indiana Yes, shared with Local entities

No No No No No No

Michigan

Yes, but is done mostly by local Workforce Investment Board

The state has programs with U. of Michigan, Michigan State U. and Michigan Manufacturing Technology Center

Increased use Yes, but more recently and only as result of OH AFL-CIO

Yes, when there is a need

Yes Yes, provided by State Federation

Minnesota

Yes Shared Work Program Incumbent worker training using state funds from Unemployment Insurance Surtax premiums

Yes, called Employee-Management Committee Survey to measure quality of Rapid Response and 2nd survey on quality of services

Yes, but not used often Some successful and productive others used as political platform by local politicians

Yes Almost all petitions are filed with assistance from state with very few by employers or workers

Yes Yes, but rarely Provided by Minnesota AFL-CIO

Ohio Yes, shared with Local

Yes Yes No Yes Yes Yes, provided by State Federation

Wisconsin Yes No Yes Yes, but not very

often Yes Yes Yes, provided by

State Federation

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California's Eligible Training Provider List (ETPL) was established in compliance with the Workforce Investment Act (WIA) of 1998. The purpose of the ETPL is to provide customer-focused employment training for adults and dislocated workers. Training providers who are eligible to receive Individual Training Accounts (ITAs) through WIA Title I-B funds are listed on the ETPL.

California's statewide list of qualified training providers offers a wide range of educational programs, including classroom, correspondence, Internet, broadcast, and apprenticeship programs.

You can search hundreds of training providers by choosing one of the following links. Select your area of interest below:

You may submit questions, concerns, or problems related to ETPL to Contact Us, and you will receive your answer by e-mail within two business days. If your question requires more than two business days to answer, you will be informed. Related Sites

l Labor Market Information Data l Find Training Providers in California l Find Training Programs

Additional Information Due to daily updates, the ETPL system may be unavailable from 5:00 a.m. to 7:00 a.m. Individuals interested in training services should contact their local One-Stop Career Center. If you are a training provider who would like to be on the California ETPL, please contact your local workforce investment area where you will provide the training service www.edd.ca.gov/Jobs_and_Training/LWIA_Listing.htm. For other ETPL information, contact the Workforce Investment Division at (916) 654-8008. TTY users, please call the California Relay Service at 711.

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The Employment Development Department is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities.

Training Provider

Lists all public and private education and training institutions identified by the State of California as eligible to receive WIA training funds.

Program Lists all approved programs (courses or combination of courses) submitted by eligible training providers. Approved programs lead to an employment goal, and may award graduates with a diploma or certificate.

Training Site Location

Lists the physical location of each training site, searchable by city, county, or statewide.

Occupation Occupational titles may be entered to search for programs that provide training under a different name or in a comparable field.

Apprenticeship Lists all formal apprenticeship programs in California that have been approved to receive WIA training funds. An “apprentice” develops marketable job skills in a structured, coordinated work and school training program. For more information on apprenticeships, see www.dir.ca.gov/apprenticeship.html.

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Page 1 of 1ETPL State of California Eligible Training Provider List Workforce Investment Act

6/14/2010http://etpl.edd.ca.gov/

There are 213 listings on the ETPL list for organizations and trainings based in Oakland, CAProvider Name Program Name Location Cost

1601 CLAY STREETOAKLAND CA 946121601 CLAY STREETOAKLAND CA 946122485 WEST 14TH STREETOAKLAND CA 946072485 WEST 14TH STREETOAKLAND CA 946072485 W.14TH STREETOAKLAND CA 946072585 BURNA ST., BLDG 99OAKLAND CA 946072485 WEST 14TH STREETOAKLAND CA 94607

ADVANCED VOCATIONAL INSTITUTE CUSTOMER SERVICE ComputerBased Instruction 5,999.00ADVANCED VOCATIONAL INSTITUTE GENERAL OFFICE ComputerBased Instruction 5,999.00ADVANCED VOCATIONAL INSTITUTE MEDICAL BILLING ComputerBased Instruction 5,999.00ADVANCED VOCATIONAL INSTITUTE MEDICAL FRONT OFFICE ComputerBased Instruction 5,999.00

436 - 14TH ST., STE. 405/415OAKLAND CA 946122148 BROADWAYOAKLAND CA 94612400 HAWTHORNE AVEOAKLAND CA 9461266 AIR PARK DRIVEOAKLAND CA 9462166 AIR PARK DRIVEOAKLAND CA 9462166 AIR PARK DRIVEOAKLAND CA 946211890 CAMPBELL STREETOAKLAND CA 946071890 CAMPBELL STREETOAKLAND CA 946072712 INTERNATIONAL BLVD.OAKLAND CA 946012712 INTERNATIONAL BLVDOAKLAND CA 946012712 INTERNATIONAL BLVD.OAKLAND CA 946012712 INTERNATIONAL BLVD.OAKLAND CA 946011611 TELEGRAPH AVE. SUITE 100OAKLAND CA 946121611 TELEGRAPH AVE. SUITE 100OAKLAND CA 946121611 TELEGRAPH AVE. SUITE 100OAKLAND CA 946121611 TELEGRAPH AVE. SUITE 100OAKLAND CA 946121611 TELEGRAPH AVE. SUITE 100OAKLAND CA 946121611 TELEGRAPH AVE. SUITE 100OAKLAND CA 946121611 TELEGRAPH AVE. SUITE 100OAKLAND CA 946121611 TELEGRAPH AVE. SUITE 100OAKLAND CA 946121611 TELEGRAPH AVE. SUITE 100OAKLAND CA 946121611 TELEGRAPH AVE. SUITE 100OAKLAND CA 946121611 TELEGRAPH AVE. SUITE 100OAKLAND CA 946121611 TELEGRAPH AVE. SUITE 100OAKLAND CA 946121141 EAST 14TH STOAKLAND CA 946021411 E. 31ST STREET

ACADEMY OF TRUCK DRIVING CLASS A COMMERCIAL DRIVERS LICENSE 4,585.00

ACADEMY OF TRUCK DRIVING CLASS A ENDORSEMENT PROGRAM 290

ACADEMY OF CHINESE CULTURE TUI NA MASSAGE THERAPY (180 HRS) 2,057.00

ACADEMY OF CHINESE CULTURE TUI NA MASSAGE THERAPY (300 HRS) 3,383.00

ACADEMY OF TRUCK DRIVING TRUCK DRIVING BUSINESS-OWNER OPERAT 400

ADVANTAGE CAREER TRAINING PREMISE TELECOMMUNICATIONS INSTALL 6,020.00

ACADEMY OF TRUCK DRIVING CLASS B COMMERCIAL DRIVERS LICENSE 3,585.00

ACADEMY OF TRUCK DRIVING TRUCK DRIVING BUS.-OWNER OPERATOR 684

ANTHONY SCHOOLS APPRAISER LICENSING PROGRAM 3,243.00

ANTHONY SCHOOLS CA REAL ESTATE SALES LICENSING PRG 1,966.00

ALAMEDA COMPUTER CENTER COMPUTERIZED ADMIN. ASSISTANT IIA 7,300.00

AMERICAN CODING ASSOCIATION CPC, CCS PREPATORY COURSE 2,100.00

ASIAN NEIGHBORHOOD DESIGN CABINET MAKING AND CARPENTRY 6,120.00

ATC COLLEGE HOME HEALTH AIDE 400

ANTHONY SCHOOLS REAL ESTATE BROKER'S PROGRAM 3,687.00

ASIAN NEIGHBORHOOD DESIGN CABINET AND CONSTRUCTION TRAINING 5,780.00

ATC COLLEGE VOCATIONAL NURSING PROGRAM 15,000.00

BEST SAFETY TRAINING CENTER BERT 75

ATC COLLEGE MEDICAL ASSISTING 5,250.00

ATC COLLEGE NURSING ASSISTANT TRAINING 884

BEST SAFETY TRAINING CENTER CPR/FA 75

BEST SAFETY TRAINING CENTER CRITICAL INCIDENT STRESS MANAGEMENT 75

BEST SAFETY TRAINING CENTER BLOODBORNE PATHOGENS 75

BEST SAFETY TRAINING CENTER BOMB THREAT MANAGEMENT 75

BEST SAFETY TRAINING CENTER FIRE EXTINGUISHER 75

BEST SAFETY TRAINING CENTER FLOOR WARDEN LEADERSHIP 75

BEST SAFETY TRAINING CENTER EMERGENCY SUPPLIES 75

BEST SAFETY TRAINING CENTER ERGONOMICS 75

BEST SAFETY TRAINING CENTER WORKPLACE VIOLENCE AND PREVENTION 75

BOSTON REED CLINICAL MEDICAL ASSISTANT 2,420.00

BEST SAFETY TRAINING CENTER LIVING WWITH EARTHQUAKES 75

BEST SAFETY TRAINING CENTER SECURITY AWARENESS 75

BOSTON REED PHARMACY TECHNICIAN 2,420.00

page 1 of 6

There are 213 listings on the ETPL list for organizations and trainings based in Oakland, CAProvider Name Program Name Location Cost

OAKLAND CA 94602TBDOAKLAND CA 946021611 TELEGRAPH AVE. , STE.OAKLAND CA 946121611 TELEGRAPH AVE. , STE.OAKLAND CA 946121611 TELEGRAPH AVE. , STE.OAKLAND CA 946121611 TELEGRAPH AVE. , STE.OAKLAND CA 946121611 TELEGRAPH AVE. , STE.OAKLAND CA 946121611 TELEGRAPH AVE. , STE.OAKLAND CA 946121611 TELEGRAPH AVE. , STE.OAKLAND CA 946121611 TELEGRAPH AVE. , STE.OAKLAND CA 946121000 BROADWAY, SUITE 410OAKLAND CA 946071000 BROADWAY, STE 410OAKLAND CA 946071000 BROADWAY, SUITE 109OAKLAND CA 946071000 BROADWAY, SUITE 109OAKLAND CA 94607

CAL STATE UNIVERSITY EASTBAY BIOMEDICAL QUALITY SYSTEMS CERTIFIC Internet 5,740.001000 BROADWAY, SUITE 109OAKLAND CA 946071000 BROADWAY,SUITE 109OAKLAND CA 946071000 BROADWAY, SUITE 109OAKLAND CA 946071000 BROADWAY, SUITE 109OAKLAND CA 946071000 BROADWAY, SUITE 109OAKLAND CA 946071000 BROADWAY, SUITE 109OAKLAND CA 946071000 BROADWAY, SUITE 109OAKLAND CA 946071000 BROADWAY, SUITE 109OAKLAND CA 946071000 BROADWAYOAKLAND CA 946071000 BROADWAYOAKLAND CA 94607

CAL STATE UNIVERSITY EASTBAY HVAC TECHNICIAN ONLINE CERTIFICATE Internet 3,625.001000 BROADWAYOAKLAND CA 946071000 BROADWAY, SUITE 109OAKLAND CA 946071000 BROADWAY, SUITE 109OAKLAND CA 946071000 BROADWAY, SUITE 109OAKLAND CA 946071000 BROADWAY, SUITE 109OAKLAND CA 946071000 BROADWAY, SUITE 109OAKLAND CA 946071000 BROADWAY, SUITE 109OAKLAND CA 946071000 BROADWAYOAKLAND CA 946071000 BROADWAY, SUITE 109OAKLAND CA 946071000 BROADWAY SUITE 109OAKLAND CA 94607

BUSINESS EDUCATION TECHNOLOGIS COMPUTER APPLICATIONS FOR BUSINESS 7,995.00

BUSINESS EDUCATION TECHNOLOGIS COMPUTER APPLICATIONS FOR BUSINESS- 3,615.00

BOSTON REED PHLEBOTOMY PROGRAM 525

BUSINESS EDUCATION TECHNOLOGIS COMPUTER APPLICATIONS FOR BUSINESS- 5,725.00

BUSINESS EDUCATION TECHNOLOGIS COMPUTER APPLICATIONS FOR BUSINESS- 6,700.00

BUSINESS EDUCATION TECHNOLOGIS COMPUTER APPLICATIONS FOR BUSINESS- 4,125.00

BUSINESS EDUCATION TECHNOLOGIS COMPUTER APPLICATIONS FOR BUSINESS- 5,415.00

CA BLDG PERF CONTRACTORS ASSN BPW/ES WORKFORCE TRAINING 2,700.00

CA BUILDING PERFORMANCE CONTC. GREEN HOME ENERGY UPDATE 675

BUSINESS EDUCATION TECHNOLOGIS COMPUTER APPLICATIONS FOR BUSINESS- 7,100.00

BUSINESS EDUCATION TECHNOLOGIS COMPUTER APPLICATIONS FOR BUSINESS- 8,450.00

CAL STATE UNIVERSITY EASTBAY CALIFORNIA STATE NOTARY 120

CAL STATE UNIVERSITY EASTBAY CERTIFIED PURCHASING MANAGEMENT 820

CAL STATE UNIVERSITY EASTBAY ADVANCED PURCHASING & SUPPLY MGT 1,270.00

CAL STATE UNIVERSITY EASTBAY BASIC PURCHASING AND SUPPLY MGT CER 1,270.00

CAL STATE UNIVERSITY EASTBAY CONSTRUCTION MANAGEMENT CERTIFICATE 3,152.00

CAL STATE UNIVERSITY EASTBAY EKG TECHNICIAN 1,450.00

CAL STATE UNIVERSITY EASTBAY CHEMICAL DEPENDENCY - CAADAC TRACK 6,610.00

CAL STATE UNIVERSITY EASTBAY CHEMICAL DEPENDENCY CERTIFICATE TRK 3,880.00

CAL STATE UNIVERSITY EASTBAY HUMAN RESOURCES MANAGEMENT-ADVANCED 2,220.00

CAL STATE UNIVERSITY EASTBAY HUMAN RESOURCES MANAGEMENT-BASIC 1,480.00

CAL STATE UNIVERSITY EASTBAY EXECUTIVE PURCHASING/SUPPLY MGT 3,730.00

CAL STATE UNIVERSITY EASTBAY FACILITIES MANAGEMENT CERTIFICATE 2,364.00

CAL STATE UNIVERSITY EASTBAY MEDICAL BILLING/CODING PROFESSIONAL 2,178.00

CAL STATE UNIVERSITY EASTBAY MEDICAL TERMINOLOGY CERTIFICATE PRG 643

CAL STATE UNIVERSITY EASTBAY INTERNATIONAL BUSINESS CERTIFICATE 5,580.00

CAL STATE UNIVERSITY EASTBAY MEDICAL ASSISTANT ADMINISTRATION 999

CAL STATE UNIVERSITY EASTBAY PARALEGAL STUDIES CERTIFICATE 7,330.00

CAL STATE UNIVERSITY EASTBAY POWER ENGINEERING CERTIFICATE PROG. 4,660.00

CAL STATE UNIVERSITY EASTBAY NONPROFIT MANAGEMENT CERTIFICATE 2,734.00

CAL STATE UNIVERSITY EASTBAY NONPROFIT MGMT CERT.(CEU CREDIT) 2,430.00

CAL STATE UNIVERSITY EASTBAY PREPARING FOR THE PMP EXAM 695

CAL STATE UNIVERSITY EASTBAY PROJECT MANAGEMENT 2,295.00

page 2 of 6

There are 213 listings on the ETPL list for organizations and trainings based in Oakland, CAProvider Name Program Name Location Cost

1000 BROADWAY SUITE 109OAKLAND CA 946071000 BROADWAY SUITE 109OAKLAND CA 94607

CAL STATE UNIVERSITY EASTBAY REGULATORY AFFAIRS CERTIFICATE Internet 5,740.001000 BROADWAY, SUITE 109OAKLAND CA 946071000 BROADWAY, SUITE 109OAKLAND CA 94607

CAREER DYNAMICS INTERNATIONAL COMPUTERIZED ACCOUNTING/BOOKKEEPING ComputerBased Instruction 6,140.00CAREER DYNAMICS INTERNATIONAL COMPUTERIZED MEDICAL FRONT OFFICE ComputerBased Instruction 6,420.00CAREER DYNAMICS INTERNATIONAL GENERAL OFFICE/ADMINISTRATIVE ASST ComputerBased Instruction 6,140.00

405 14TH STREET, SUITE 214OAKLAND CA 94612

CAREER DYNAMICS INTERNATIONAL WORD PROCESSING ComputerBased Instruction 6,140.00401 GRAND AVEOAKLAND CA 94610344 20TH STREET, STE. 260OAKLAND CA 94612344 20TH STREET, STE. 260OAKLAND CA 94612344 20TH STREET, SUITE 260OAKLAND CA 94612344 20TH STREET, SUITE 260OAKLAND CA 94612433 HEGENBERGER RD., SUITE DOAKLAND CA 94621433 HEGENBERGER ROAD, SUITE DOAKLAND CA 94612433 HEGENBERGER RD., SUITE DOAKLAND CA 94621433 HEGENBERGER RD., SUITE DOAKLAND CA 94621433 HEGENBERGER RD., SUITE DOAKLAND CA 9462166 FRANKLIN ST., STE 300OAKLAND CA 9460766 FRANKLIN ST SUITE 300OAKLAND CA 9460766 FRANKLIN ST STE 300OAKLAND CA 9460766 FRANKLIN STREET SUITE 300OAKLAND CA 94607160 FRANKLIN STOAKLAND CA 94607160 FRANKLIN STOAKLAND CA 946074207 BROADWAY @ 42ND STREETOAKLAND CA 946114207 BROADWAY @ 42ND STREETOAKLAND CA 94611160 FRANKLIN STOAKLAND CA 946077700 EDGEWATER DRIVE, SUITE #5OAKLAND CA 94607308 JACKSON STREETOAKLAND CA 946077901 OAKPORT ST.OAKLAND CA 946217901 OAKPORT ST.OAKLAND CA 946217901 OAKPORT ST.OAKLAND CA 946213701 INTERNATIONAL BLVD.OAKLAND CA 946013701 INTERNATIONAL BLVD.OAKLAND CA 946013701 INTERNATIONAL BLVD.OAKLAND CA 94601

CAL STATE UNIVERSITY EASTBAY PROJECT MANAGEMENT 2,395.00

CAL STATE UNIVERSITY EASTBAY PROJECT MGMT BOOT CAMP CERTIFICATE 2,845.00

CAREER DYNAMICS INTERNATIONAL PC TECHNICAL SUPPORT 6,153.00

CENTER FOR HYPNOTHERAPY HYPNOTHERAPY CORE CERTIFICATION TRG 1,800.00

CAL STATE UNIVERSITY EASTBAY TEACHING CHINESE AS HERITAGE 2,996.00

CAL STATE UNIVERSITY EASTBAY WEDDING CONSULTANT CERTIFICATE 2,400.00

COMPUTER APPLICATIONS TRAINING COMPUTER APPLICATIONS III 6,000.00

COMPUTER APPLICATIONS TRAINING COMPUTER APPLICATIONS IV 7,200.00

COMPUTER APPLICATIONS TRAINING COMPUTER APPLICATIONS I 3,600.00

COMPUTER APPLICATIONS TRAINING COMPUTER APPLICATIONS II 4,800.00

CONTRACTORS STATE LICENSE SRVC CONTRACTORS LICENSE COURSE W/ISLT 2,105.00

CONTRACTORS STATE LICENSE SRVC CONTRACTORS STATE LICENSE W/EST. 1,195.00

CONTRACTORS STATE LICENSE SRVC CONTRACTOR LICENSE EXAM-W/BLUEPRINT 3,000.00

CONTRACTORS STATE LICENSE SRVC CONTRACTOR LICENSE EXAM-W/INTL CODE 2,940.00

ENGLISH CENTER CAREER ADVANCEMENT PROGRAM-24 WKS 6,665.00

ENGLISH CENTER CAREER ADVANCEMENT PROGRAM-32 WKS 8,710.00

CONTRACTORS STATE LICENSE SRVC INTERNATIONAL BUILDING CODE INSPECT 1,800.00

ENGLISH CENTER CAREER ADVANCEMENT PROGRAM-16 WEEKS 4,550.00

GREEN CAREER INSTITUTE, LLC SOLAR ADVANCES SERIES SAS 1,295.00

GREEN CAREER INSTITUTE, LLC SOLAR PHOTOVOLTAIC SERIES-SPV 1,495.00

ENGLISH CENTER CAREER ADVANCEMENT PROGRAM-8 WEEKS 2,340.00

GREEN CAREER INSTITUTE, LLC GREEN BUILDING&CONSTRUCTION SERIES 995

INSPECTION TRAINING ASSOCIATES HOME INSPECTOR I 5,000.00

INST. OF SECURITY SCIENCE/LOCK BASIC LOCKSMITH 4,995.00

GREEN CAREER INSTITUTE, LLC SS SOLAR PHOTOVOLTAIC SERIES 599

GREEN CAREER INSTITUTE, LLC SUSTAINABLE VEHICLES&TRANSPORTATION 2,495.00

INSTITUTE OF MEDICAL EDUCATION PHLEBOTOMY 2,500.00

INTERNATIONAL COLLEGE OF COMSM COSMETOLOGY 7,200.00

INSTITUTE OF MEDICAL EDUCATION CERTIFIED NURSING ASSISTANT 1,065.00

INSTITUTE OF MEDICAL EDUCATION MEDICAL ASSISTANT 8,070.00

INTERNATIONAL COLLEGE OF COMSM ESTHETICIAN 3,080.00

INTERNATIONAL COLLEGE OF COMSM MANICURING 1,488.00

page 3 of 6

There are 213 listings on the ETPL list for organizations and trainings based in Oakland, CAProvider Name Program Name Location Cost

1915 BROADWAYOAKLAND CA 946122540 WEST 11TH STREETOAKLAND CA 94601900 FALLON STREETOAKLAND CA 946071755 EMBARCADEROOAKLAND CA 946061755 EMBARCADEROOAKLAND CA 946061103 EMBARCADEROOAKLAND CA 94606304 PENDLETON WAYOAKLAND CA 94621304 PENDLETON WAYOAKLAND CA 94621401 15TH STREETOAKLAND CA 94612401 15TH STREETOAKLAND CA 94612401 15TH STREETOAKLAND CA 94612401 15TH STREETOAKLAND CA 94612401 15TH STREETOAKLAND CA 94612401 15TH STREETOAKLAND CA 94612401 15TH STREETOAKLAND CA 94612401 15TH STREETOAKLAND CA 946122940 WEBSTER ST.OAKLAND CA 946092940 WEBSTER ST.OAKLAND CA 946092940 WEBSTER ST.OAKLAND CA 946092490 WEBSTER ST.OAKLAND CA 946092940 WEBSTER ST.OAKLAND CA 946092940 WEBSTER ST.OAKLAND CA 946092940 WEBSTER ST.OAKLAND CA 946092940 WEBSTER ST.OAKLAND CA 946092940 WEBSTER ST.OAKLAND CA 946092940 WEBSTER STOAKLAND CA 946042940 WEBSTER STOAKLAND CA 946042940 WEBSTER ST.OAKLAND CA 946092940 WEBSTER ST.OAKLAND CA 946092940 WEBSTER ST.OAKLAND CA 946092940 WEBSTER STOAKLAND CA 94604

MCKINNON INSTITUTE UNDERSTANDING HUMAN SCIENCES Internet 1,495.001404 FRANKLIN STREET, 2ND FLOOOAKLAND CA 946121404 FRANKLIN STREET, 2ND FLOOOAKLAND CA 946121404 FRANKLIN STREET, 2ND FLOOOAKLAND CA 94612

JOBS CONSORTIUM CARPENTRY TRAINING 0

JOBS CONSORTIUM SKILLED TRADES TRAINING 0

LEE MAYS CONSULTANT LOAN PROCESSING 525

LEE MAYS CONSULTANT UNDERWRITING 625

LANEY COLLEGE BIOMANUFACTURING PROGRAM (LEVEL 2) 777

LEE MAYS CONSULTANT LOAN ORIGINATION 525

LINCOLN UNIVERSITY AS DIAGNOSTIC IMAGING-ECHOCARDIOGR 19,815.00

LINCOLN UNIVERSITY AS DIAGNOSTIC IMAGING-MRI 19,815.00

LIFELINE HEALTHCARE ‐ NURSING CERTIFIED HOME HEALTH AIDE 275

LIFELINE HEALTHCARE ‐ NURSING CERTIFIED NURSE ASSISTANT TRAINING 975

LINCOLN UNIVERSITY COMPUTER SCIENCE DIAGNOSTIC IMAGING 11,233.00

LINCOLN UNIVERSITY DENTAL ASSISTING 6,400.00

LINCOLN UNIVERSITY AS DIAGNOSTIC IMAGING-SONOGRAPHY 19,815.00

LINCOLN UNIVERSITY BUSINESS ADMIN/HOSPITAL ADMINISTRAT 5,610.00

MCKINNON INSTITUTE ADVANCED FIVE ELEMENT ACUPRESSURE 1,695.00

MCKINNON INSTITUTE ADVANCED MASSAGE & BODYWORK 1,695.00

LINCOLN UNIVERSITY MEDICAL ASSISTING 7,000.00

LINCOLN UNIVERSITY ULTRASOUND TECHNICIAN - CERTIFICATE 17,680.00

MCKINNON INSTITUTE ASIAN SYSTEMS 1,950.00

MCKINNON INSTITUTE ASIAN SYSTEMS II 1,950.00

MCKINNON INSTITUTE ADVANCED MODALITIES 1,950.00

MCKINNON INSTITUTE ADVANCED SHIATSU 1,695.00

MCKINNON INSTITUTE MCKINNON MASSAGE 1,770.00

MCKINNON INSTITUTE SPORTS/DEEP TISSUE 1,950.00

MCKINNON INSTITUTE CLINICAL DEEP TISSUE 1,695.00

MCKINNON INSTITUTE CRANIOSACRAL THERAPY 1,695.00

MCKINNON INSTITUTE SPORTS: TRAINING & RECOVERY 1,695.00

MCKINNON INSTITUTE SWEDISH CERTIFICATE 1,295.00

MCKINNON INSTITUTE SPORTS/DEEP TISSUE II 1,950.00

MCKINNON INSTITUTE SPORTS: EVENT & REHABILITATION 1,695.00

NATIONAL TRAINING INSTITUTE IN INTEGRATED DIGITAL ELECTRONICS 5,500.00

NATIONAL TRAINING INSTITUTE IN INTEGRATED DIGITAL ELECTRONICS 5,500.00

MCKINNON INSTITUTE TOUCH FOR DIVERSE POPULATIONS 1,950.00

NATIONAL TRAINING INSTITUTE IN COMPUTER SERVICE TECHNOLOGY 5,500.00

page 4 of 6

There are 213 listings on the ETPL list for organizations and trainings based in Oakland, CAProvider Name Program Name Location Cost

1404 FRANKLIN STREET, 2ND FLOOOAKLAND CA 946121404 FRANKLIN STREET, 2ND FLOOOAKLAND CA 946125725 EAST 14TH STREETOAKLAND CA 94621555 MARITIME STREETOAKLAND CA 94607750 INTERNATIONAL BLVD.OAKLAND CA 946062455 CHURCH STREETOAKLAND CA 946052455 CHURCH STREETOAKLAND CA 94605750 INTERNATIONAL BLVD.OAKLAND CA 94606750 INTERNATIONAL BLVD.OAKLAND CA 946067700 EDGEWATERDRIVE, STE. 83OAKLAND CA 946217700 EDGEWATERDRIVE, STE. 83OAKLAND CA 946217700 EDGEWATERDRIVE, STE. 83OAKLAND CA 946217700 EDGEWATERDRIVE, STE. 83OAKLAND CA 946217700 EDGEWATERDRIVE, STE. 83OAKLAND CA 946217700 EDGEWATERDRIVE, STE. 83OAKLAND CA 946217700 EDGEWATERDRIVE, STE. 83OAKLAND CA 946217700 EDGEWATERDRIVE, STE. 83OAKLAND CA 946217700 EDGEWATERDRIVE, STE. 83OAKLAND CA 946217700 EDGEWATERDRIVE, STE. 83OAKLAND CA 946217700 EDGEWATERDRIVE, STE. 83OAKLAND CA 946217700 EDGEWATERDRIVE, STE. 83OAKLAND CA 94621760 MARITIME STREETOAKLAND CA 94607760 MARITIME STREETOAKLAND CA 94607760 MARITIME STREETOAKLAND CA 94607760 MARITIME STREETOAKLAND CA 94607760 MARITIME STREETOAKLAND CA 94607760 MARITIME STREETOAKLAND CA 94607760 MARITIME STREETOAKLAND CA 94607760 MARITIME STREETOAKLAND CA 94607760 MARITIME STREETOAKLAND CA 94607VARIOUS LOCATIONSOAKLAND CA 94609160 FRANKLIN STREETOAKLAND CA 946076948 FOOTHILL BLVDOAKLAND CA 946056948 FOOTHILL BLVDOAKLAND CA 94605436 14TH STREET, SUITE 920

NDUGU BROTHERS BARBER COLLEGE BARBER 7,700.00

NORTHERN CALIFORNIA TEAMSTERS CLASS A COMMERCIAL TRUCK DRIVER 5,009.00

NATIONAL TRAINING INSTITUTE IN TELECOMMUNICATIONS EQUIPMENT TECHNO 4,900.00

NATIONAL TRAINING INSTITUTE IN TELECOMMUNICATIONS EQUIPMENT TECHNO 4,900.00

OAKLAND ADULT EDUCATION CERTIFIED NURSE ASSISTANT CNA 132

OAKLAND ADULT EDUCATION GENERAL OFFICE OCCUPATIONS 100

OAKLAND ADULT EDUCATION ADMINISTRATIVE ASSISTANT 130

OAKLAND ADULT EDUCATION CERT. NURSE ASST/HOME HEALTH AIDE 52

PRECISION TRUCK SCHOOL, INC. CLASS A INTERMEDIATE COURSE III 6,800.00

PRECISION TRUCK SCHOOL, INC. CLASS A INTERMEDIATE COURSE IX 4,400.00

OAKLAND ADULT EDUCATION MS OFFICE PROFESSIONAL 100

PRECISION TRUCK SCHOOL, INC. CLASS A BRUSH UP COURSE XI 3,600.00

PRECISION TRUCK SCHOOL, INC. CLASS B BRUSH UP COURSE XII 3,600.00

PRECISION TRUCK SCHOOL, INC. CLASS B INTERMEDIATE COURSE IV 6,800.00

PRECISION TRUCK SCHOOL, INC. CLASS A INTERMEDIATE COURSE V 6,000.00

PRECISION TRUCK SCHOOL, INC. CLASS A INTERMEDIATE COURSE VII 5,200.00

PRECISION TRUCK SCHOOL, INC. CLASS B INTERMEDIATE COURSE X 4,400.00

PRECISION TRUCK SCHOOL, INC. CLASS B NEW DRIVER, COURSE II 7,600.00

PRECISION TRUCK SCHOOL, INC. CLASS B INTERMEDIATE COURSE VI 6,000.00

PRECISION TRUCK SCHOOL, INC. CLASS B INTERMEDIATE COURSE VIII 5,200.00

REGIONAL TECHNICAL TRAINING CE ENVIRONMENTAL ENGINEERING TECHNICIA 7,000.00

REGIONAL TECHNICAL TRAINING CE FIELD SERVICE TECHNICAN 5,000.00

PRECISION TRUCK SCHOOL, INC. COURSE I, CLASS A NEW DRIVER 7,600.00

REGIONAL TECHNICAL TRAINING CE BIOTECHNOLOGY 6,000.00

REGIONAL TECHNICAL TRAINING CT LAW OFFICE TECHNOLOGY 2,500.00

REGIONAL TECHNICAL TRAINING CT MICROSOFT OFFICE SPECIALIST 2,500.00

REGIONAL TECHNICAL TRAINING CT BIOTECHNOLOGY 2,500.00

REGIONAL TECHNICAL TRAINING CT HAZARDOUS WASTE 2,500.00

SAMUEL MERRITT UNIVERSITY RN TRANSITION TO PRACTICE 1,054.00

SOLAR STAFFING, INC. SS SOLAR PHOTOVOLTAIC SERIES 985

REGIONAL TECHNICAL TRAINING CT TELECOMMUNICATION 2,500.00

REGIONAL TECHNICAL TRAINING CT TRANSPORTATION CUSTOMER SERVICE 2,500.00

TECHSKILLS A + CERTIFICATION TRAINING 2,900.00

STRIDE CENTER A+ PREP COURSE/OAKLAND 3,995.00

STRIDE CENTER COMP LITERACY BASICS - IC3 -OAKLAND 1,995.00

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There are 213 listings on the ETPL list for organizations and trainings based in Oakland, CAProvider Name Program Name Location Cost

OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH ST, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612

TECHSKILLS MCDBA (MSFT CERT DATABASE ADMIN ComputerBased Instruction 8,750.00436 14TH ST, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 920OAKLAND CA 94612436 14TH STREET, SUITE 290OAKLAND CA 946121814 FRANKLIN STREET, STE 618OAKLAND CA 946121814 FRANKLIN STREET, STE 618OAKLAND CA 946121814 FRANKLIN STREET, STE 618OAKLAND CA 946121814 FRANKLIN STREET, STE 618OAKLAND CA 94612519 17TH ST., STE 110OAKLAND CA 946121720 BROADWAY 2ND FLOOROAKLAND CA 946129636 EARHART RDOAKLAND CA 94621

TECHSKILLS A+ CERTIFICATION TRAINING 3,076.00

TECHSKILLS CIW ASSOCIATE (CIWA) 2,375.00

TECHSKILLS LINUX+ 2,482.00

TECHSKILLS CERTIFIED WIRELESS NETWORK ADMIN 2,425.00

TECHSKILLS CIW ASSOCIATE (CIWA) 2,375.00

TECHSKILLS MCDST 7,395.00

TECHSKILLS MCSD.NET (MICROSOFT CERT SOL DEV NT 10,875.00

TECHSKILLS MASTER CIW DESIGNER (CIWD) 3,750.00

TECHSKILLS MCDBA (MCSFT CERTIFIED DATABASE ADM 8,750.00

TECHSKILLS MCSE (MICROSOFT CERTIFIED SYS ENG) 12,900.00

TECHSKILLS MEDICAL ADMINISTRATIVE ASSISTING 3,995.00

TECHSKILLS MCSD.NET (MSFT CERT SOL DEVEP.NET) 10,875.00

TECHSKILLS MCSE 13,125.00

TECHSKILLS MEDICAL CODING PROGRAM 9,000.00

TECHSKILLS MEDICAL TRANSCRIPTION PROGRAM 7,400.00

TECHSKILLS MEDICAL ADMINISTRATIVE ASSISTING 6,000.00

TECHSKILLS MEDICAL BILLING PROGRAM 5,495.00

TECHSKILLS NETWORK + 2,400.00

TECHSKILLS OFFICE ADMINISTRATOR 2,500.00

TECHSKILLS MICROSOFT PROJECT 1,400.00

TECHSKILLS MICROSOFT PROJECT 2,650.00

TECHSKILLS PHARMACY TECHNICIAN PROGRAM 7,495.00

TECHSKILLS PROJECT MANAGEMENT 2,850.00

TECHSKILLS OFFICE ADMINISTRATOR 2,650.00

TECHSKILLS PHARMACY TECHNICIAN PROGRAM 7,045.00

THE LOSS PREVENTION GROUP, INC SECURITY GUARD CARD TRAINING BRONZE 302

THE LOSS PREVENTION GROUP, INC SECURITY GUARD CARD TRAINING GOLD 432

TECHSKILLS PROJECT MANAGEMENT 2,850.00

THE LOSS PREVENTION GROUP, INC SECURITY GUARD CARD TRAINING 212

WORLDVISION COLLEGE OF COSMETO COSMETOLOGY 12,150.00

WYOTECH AIRCRAFT MECHANIC 25,000.00

THE LOSS PREVENTION GROUP, INC SECURITY GUARD CARD TRAINING SILVER 342

WOMENS INITIATIVE SIMPLE STEPS TO BUSNIESS SUCCESS 100

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