New York State Department of Labor
Profiles of Promising Practices
BUSINESS RESPONSE TEAM AND BUSINESS SOLUTIONS TEAM
Tompkins County Workforce Development Board and
Tompkins Workforce New York
2000 - Present

Purpose

• To provide high-quality business services that support local economic development strategies, avoid duplication of services, and deliver the greatest value to employers and job seekers.

How It Works

• The Business Response Team (BRT) is a Board level team that typically works with CEOs and focuses on economic development issues. One of its key functions is to advise the Board on local economic trends. The BRT also refers specific companies to the Business Solutions Team (BST), based on the Board’s priorities, and advises the BST on how to approach and serve them.
• The Business Solutions Team is an operational team that typically works with human resources managers under the guidance of the BRT. The BST focuses on workforce issues (recruitment, hiring, retention, training, and downsizing) and manages the accounts of the workforce system’s business customers.

Results

• The number of businesses using Tompkins Workforce New York placement services has increased dramatically (23% Market Penetration Rate).
• Job orders remained steady, despite slowing economic trends in the area.
• “Meet the Employer” events have drawn large numbers of job seekers and agency staff, and businesses have shown an increased level of interest.
• Partner agencies are sharing job orders and utilize the AOSOS database.
• Employers’ perception of the workforce investment system has improved.

How They Did It

• In early 2000, the business members of the Tompkins Workforce Development Board (WDB) refused to sign the original Memorandum of Understanding (MOU) because they felt that it failed to adequately address business services.
• The WDB members participated in focus groups to identify specific business needs. Input was also collected from the local Society for Human Resource Managers and through surveys conducted with the local economic development agency.
• The WDB formally appointed the board level BRT in late 2000 and the Partners established the operational BST in 2001.

Start-Up Costs

• This initiative was developed and implemented in large part due to contributions from Partners, Board Members, and economic development representatives.

Operating Costs

• Costs were minimal. Marketing representatives from publicly funded workforce development entities, who were already marketing on behalf of their agencies, became Business Solution Team members. Members were given extensive cross training so that they could represent the system as a whole and understand the WDB’s priorities.
• Six interagency staff members comprise the BST and are reimbursed for 10% of their time via the MOU.
• BRT members vary by project on an as-needed basis and are funded solely by their agency.

Funding

• A One-Stop Implementation Grant funded board planning activities, marketing, and most staff development activities related to this project.
• Skills RFA I provided staff funding for planning events that resulted in business service needs identification.
• High Tech Worker funds provided training for high tech workers as a key element of the business services plan.
• Tompkins County provided partial funding for involved staff.
• Partner funding, via the MOU and Cost Allocation Plan, provide funding for board staffing involved in business services, marketing, and a portion of business solutions staff.

Lessons Learned

• Need to set short and long-term goals that are realistic. Such goals were not clearly laid out at the onset of the initiative.
• Good communication skills are a must for team members. This helps to eliminate the duplication of services that occur when multiple partners are working toward the same goal.