Seizing the Moment: Guide to Adopting State Work-Sharing Legislation After Layoff Prevention Act of 2012

This report, the second in a series prepared by the Center for Law and Social Policy (CLASP) and the National Employment Law Project (NELP), is a guide for state administrators, legislators and advocates seeking to implement work sharing. The next section summarizes the opportunities presented by the Layoff Prevention act and lays out the timeline for implementation. The middle section explains in detail the new requirements in federal law and the final section highlights a set of additional provisions designed to protect participants in STC programs, set guidelines for employer participation and ensure strong administration

New Jersey 9-1-1 Consolidation Study: Site Visit Results and Implications for Consolidation

In 1999, the Center for Government Services at Rutgers, The State University of New Jersey completed a study of New Jersey's E9-1-1 system. The study offered a snapshot of the extensive and decentralized network of communications centers that receive incoming calls requesting emergency assistance and that dispatch police, fire, and medical units. In 2005, the New Jersey Office of Management and Budget commissioned the John J. Heldrich Center for Workforce Development at Rutgers University to build on the findings of the 1999 study by exploring ways to improve the efficiency of New Jersey's E9-1-1 system while maximizing the use of available funding.This report is the result of site visits and interviews with officials from 12 PSAPs. The focus of this report is on the current landscape of local operations, funding, staffing, equipment, and technology. In addition, this report identifies issues associated with consolidation, including barriers and opportunities, and presents recommendations for promoting consolidation in New Jersey. It is the third of four deliverables to be produced by the Heldrich Center for the State of New Jersey's 9-1-1 Consolidation Study.Presently, there are over 200 Public Safety Answering Points (PSAPs) and more than 100 enhanced Public Safety Dispatch Points (PSDPs) operating in New Jersey. The central goal of this study is to determine whether a consolidation of PSAPs and PSDPs could reduce costs while maintaining and/or improving the level of service. In this report, consolidation is defined as the reduction in the number of locally managed PSAPs and PSDPs that provide emergency communications services

Reorganizing 9-1-1 Operations: Consolidation in Other States

Consolidation of 9-1-1 emergency communications is a politically charged issue full of opportunities and pitfalls for state policymakers. Typically, consolidation reduces the number of locally managed Public Safety Answering Points (PSAPs) by combining operations of several communications centers.1 The process may also result in a reduction in the number of sites that dispatch police, fire, and emergency medical services (EMS) response units. If the process is handled well, it can lead to efficiencies and improved service for citizens. If not handled well, it can disrupt vital services and increase tensions among state and local authorities. As New Jersey leaders consider further consolidation of the 9-1-1 system, they should take into account the experience of other states.This report is the result of the Heldrich Center's research on trends in consolidation. A central goal of this research is to throw light on different approaches to encouraging consolidation and lessons that may inform New Jersey's future strategy. Telephone interviews were conducted with officials in six states and two regions that have experience with consolidation of answering and dispatch points (See Map below). The states are Connecticut, Maine, Minnesota, Oregon, Washington, and Wisconsin.2 The two regions are Cook County, Illinois and Volusia County, Florida. In addition, researchers reviewed state reports and public documents. The methodology is described in the appendix.The Heldrich Center's research yielded a range of findings on the experience of other states:- States have tended to support local con solidation by providing financial incentives, setting standards, and providing technical assistance. There are few examples of state policies that require rather than encourage PSAPs to merge operations. In fact, none of the states in the study employs a direct mandate. Some states have played a limited or virtually no role in supporting local consolidation.- The states and regions included in this study differ on many dimensions, but they share a common experience with consolidation of 9-1-1 services. State and regional officials cite the same barriers to consolidation and point to similar models of effective practices.- Although states can play a role, consolidation is, in essence, a local process driven by local decision-makers. Local elected officials are likely to drive con solidation if they recognize the benefits. Governance and accountability are thorny issues that must be worked out locally.The results of consolidation are not well documented. Examples of cost savings are more commonly cited at the state level than at the local level. Estimates of cost savings related to personnel are particularly elusive. State and regional officials strongly believe that consolidation leads to improved service, although it is not clear how improved service is measured

Design for a New York City Workforce Information System

The fundamental challenge facing workforce and education policymakers is keeping pace with the changing economy and skill needs of American business. To meet this challenge, up-to-date and accessible workforce information -- comprehensive data and analysis about the labor market -- is more important than ever. Good workforce information allows policymakers and program operators to target education and training investments, so that they produce the best possible returns. A deep understanding of the labor market also is a prerequisite for developing demand-driven workforce and economic strategies. Without good information, it is nearly impossible to design effective sectoral programs, career pathways, or economic growth strategies.Workforce information also is a vital resource for individuals entering a complex and unstable labor market. Accessible and useful workforce information can guide young people and those already in the workforce toward promising jobs and careers that support advancement and income growth. It also helps employers make decisions about where to locate their business, whether to expand, and where to find the qualified workers they need to stay competitive. Recognizing the importance of high-quality labor market data and analysis, the New York City Workforce Investment Board (the WIB) began to focus on improving access to workforce information. In 2005, the WIB adopted a strategic plan that cited the need for good, timely, and local workforce information that could be used to support employment-related decisions by job seekers, businesses, and other stakeholders. The WIB envisioned its role as a potential hub of New York City labor market data and analysis. In 2006, the WIB engaged the John J. Heldrich Center for Workforce Development at Rutgers, The State University of New Jersey to map the landscape of workforce information in New York City and to Background recommend a design for a local system that would collect and disseminate that information

At a Crossroads: American Workers Assess Jobs and Economic Security Amid the Race for President

New national Work Trends study finds high level of concern about job security, economy, and that citizens are divided on candidates' ability to address their concerns

Responding to the Great Recession: How the Recovery Act Boosted Training and Innovation in Three States

Examines the outcomes and implementation of the funding, policy direction, and flexibility for workforce training in the American Reinvestment and Recovery Act in Illinois, New York, and Pennsylvania. Discusses challenges for increasing investments

Saving Lives, Increasing Value: Consolidating New Jersey's 9-1-1 Emergency Services

In 1999, the Center for Government Services at Rutgers, The State University of New Jersey completed a study of New Jersey's E9-1-1 system.1 The study offered a snapshot of the extensive and decentralized network of communications centers that receive incoming calls requesting emergency assistance and that dispatch police, fire, and medical units. It recommended "a concerted effort" be put in place by all levels of government to achieve further regional cooperation, especially regionalization of dispatch services, arguing that such cooperation would likely result in improved service and lower costs.In 2005, the New Jersey Office of Emergency Telecommunications Services and the New Jersey Office of Management and Budget (OMB) commissioned the John J. Heldrich Center for Workforce Development at Rutgers University to update the 1999 report and to describe the current history, delivery system, and organization of the state's emergency 9-1-1 system. Researchers were also asked to determine, through the analysis of program data, whether consolidating 9-1-1 services could reduce costs to the state and/or local governments without sacrificing responsiveness, as well as to identify model frameworks at the county or multiple local jurisdiction level that could facilitate additional consolidation.This report is the fourth and final deliverable to be produced by the Heldrich Center for the consolidation study. The other reports detailed the organization of New Jersey's E9-1-1 system, summarized findings from other states, and outlined key issues and options for system consolidation.2For the purposes of this study, consolidation is defined as two or more 9-1-1 communications centers entering into an agreement to provide dispatching and call-taking services from a single location. This process typically reduces the number of agencies providing emergency communication services. Also, the terms "consolidation," "shared services," and "regionalization" are used interchangeably in this report.The findings in this report are based on:Site visits to, and interviews with 20 local communications centers in New Jersey and interviews with local officials in nearly every New Jersey county (see Appendix A for a list of interview subjects);Interviews with 9-1-1 directors in six states and two regions outside New Jersey;A statewide survey of communications centers that handle incoming calls and that dispatch emergency services; andA review and analysis of data on the cost of handling 9-1-1 calls

Responding to the Great Recession

Examines the impact of the stimulus funding for workforce investment in Illinois, New York, and Pennsylvania, including greater focus on training, career advancement strategies for low-income adults, innovation in design and delivery, and linkage to jobs

Management accounting information and the board meeting of an English further education college

Purpose This paper aims to investigate the intersection between corporate governance and management accounting information within the board meeting of an English further education college. Design/methodology/approach The empirical fieldwork uses an interventionist approach. Board members’ mental models of a management accounting boundary object are analysed. Findings The paper supports Parker (2007) and Cornforth and Edward’s (1999) observation that within a board meeting, collaborative “micro-management” type talk is considered to lie outside the acceptable remit of non-executive and executive board member interaction. Such an attitude can prevent an intertwining of management accounting information and other mental models of an organisation occurring. This can preclude management accounting information from rendering an organisation visible, in an expansive manner, within a boardroom. Research limitations/implications Interventionist researchers working within the black box of the board are encouraged to design more radical and collaborative interventions than the interview/report format used here. Practical implications Non-executive directors might benefit from being offered the opportunity to interact with management accounting information outside the formal board meeting and committee structure. Originality/value A deeper understanding of how directors’ mental models, boardroom behaviours and attitudes influence their interaction with management accounting information is offered. Insight into the limitations of using management accounting information in the boardroom is developed