New York State Department of Labor
Profiles of Promising Practices
BROOME-TIOGA BUSINESS SERVICES TEAM
Broome-Tioga Workforce Development System (WDS)
1999 - Present

Purpose

• To improve the quality and quantity of workforce services to businesses in Broome and Tioga Counties.

How It Works

• The Business Services Team (BST) has structured its activities around developing, coordinating, and implementing joint projects serving local business customers.
• Activities include:
  • Staff capacity-building, team-building, and cross training partner staff.
  • Implementing a unified business services plan to guide partners.
  • Sharing responsibilities for, and information from, business contacts.
  • Using the One-Stop Operating System as the main database to collect and analyze business information.
• The projects to date include:
  • System-wide job fair manual.
  • System-wide outreach and marketing materials.
  • Job development plans that build business relationships and prevent duplication.
  • Marketing specific Workforce Development System business services, including:
    • Human resource consulting for small and medium-sized businesses.
    • Assisting employers with employment-related tax incentives and on-the-job training (OJT).

Results

• Data from 2001:
  • 202 more new Employer Registrations than in 2000.
  • 535 new business visits.
  • 3,537 new job orders.
  • 498 reported hires from staff-assisted referrals.
  • 110 OJT programs.
  • Tax incentive certifications:
    • 308 Work Opportunities Tax Credits (WOTC).
    • 36 Workers with Disabilities Employment Tax Credits.
    • 96 Welfare-to-Work (WtW) Tax Credits.
• 315 businesses participated in job fairs and on-site recruitment events.
• 56 new Economic Development Zone businesses.

How They Did It

• The Business Services Team randomly surveyed local industries and businesses about their needs and issues. This 2000 data served as a baseline.
• WIB members and other key individuals held a strategic planning retreat in late 2000 focused on understanding business patterns, skill needs, and practices.
• The Workforce Development System formed the BST with a mixture of business and public sector members focused on simplifying procedures and unifying contacts for business services.
• The Business Services Team developed the joint projects.

Start-Up Costs

• $7,000 (contributed by partners) for printing of a shared system business folder that has preprinted sheets with areas of interest to employers, hiring incentive programs, a job order form, contacts, and marketing tools for businesses. This folder is taken to job fairs and similar events to be distributed to employers.
• Partners paid for the cost of developing and mailing surveys to businesses.

Operating Costs

• Operating costs are paid by partner contributions to the business services team.

Funding

• Partner agencies contribute staff time and costs for producing and mailing marketing and outreach materials.
• Local newspaper gives greatly reduced rates on advertising in return for co-sponsorship and assistance with the production of the weekly “Southern Tier Jobs” section.
• WIA TITLE 1 was used for initial start up costs along with some staff costs.

Lessons Learned

• Businesses are directly involved in designing and implementing specific products and services.
• Business Services activities are woven into the fabric of the local system, with representation and participation by line staff, partners and the WIB. The organizational structure allows for communication up and down the ladder.