New York State Department of Labor
Profiles of Promising Practices
IMPROVING SERVICES TO LAID-OFF WORKERS
Broome-Tioga Workforce Development System (WDS)
2001 - Present
Purpose
To improve services to recently laid-off workers by increasing customers’ knowledge of training and job-search information, providing faster access to training programs, reducing unemployment insurance claim duration, and increasing dislocated worker expenditure rates.
How It Works
Direct contact between businesses and Board members, staff, and partners provides advance notification of layoffs.
NYSDOL and WIA staff members are cross-trained on UI and WIA services.
Downsizing businesses participate in designing and planning rapid response services based on a needs assessment.
Board, staff, and partners market services for dislocated workers through pre-layoff workshops at downsizing companies, local print media, and Unemployment Insurance (UI)-mandated workshops at One-Stop Employment Centers.
All UI applicants and beneficiaries receive an orientation to One-Stop core services.
Pro-filing systems were developed to quickly identify dislocated workers who are eligible for intensive and training services.
UI claims and WIA program participation data were analyzed to adjust training and service priorities as needed.
Results
One-Stop services provided in 2001:
Presented 175 Job Search Orientation workshops to 4,536 attendees.
One-Stop Resource Rooms served 7,798 job seekers, 79% of whom were UI beneficiaries.
Presented Rapid Response orientations to 973 individuals.
Screened 600 individuals for WIA eligibility.
105 new dislocated worker enrollments in retraining.
Employment outcomes in 2001:
Achieved UI placement rate of 35%, compared to State average of 6%.
Achieved dislocated worker placement rate of 72%, compared to 40% average for Southern Tier region.
How They Did It
Strategic planning by the Board in early 2001 identified a need to respond to the slowing economy and increasing numbers of dislocated workers.
Unemployment in Broome-Tioga counties nearly doubled due to a series of sudden company closings and workforce reductions in 2001.
NYSDOL and WIA staffs, which were already integrated, partnered with businesses and private non-profit service providers to provide services to dislocated workers.
The Business Services Team developed a survey to be distributed by companies to workers targeted for layoff or at a rapid response meeting to determine their service needs. They then used this information to improve their services and service delivery.
Start-Up Costs
Costs were minimal; coordination between partners was the primary activity.
The project involved retooling work assignments for existing staff.
Partners developed and printed new informational materials at their own cost.
Operating Costs
On-going expenses by each participating partner are contributed.
Each week, partners purchase 300 copies of the local newspaper, which contains a “Southern Tier Jobs” insert. These newspapers are distributed to each of the three One-Stop Centers.
$10,000 (invested by participating partners) for direct-marketing effort – materials, printing, etc.
Funding
Direct marketing is funded through several revenue streams, including NYSDOL, WIA, Green Thumb, Inc., and Wagner Peyser.
Lessons Learned
Staff at all levels, from the front line to senior management, contributed to designing and delivering this initiative.
Line staff and management share trust and respect for businesses and other partners.
Focus on outcomes, not bureaucratic process. For instance, Green Thumb’s Mature Worker Job Search class meets the requirements for re-employment activities. This reduces duplication and targets services to specific client groups.
