[Main Page of Report | Contents of Report]
WtW Operator/Program: Marriott “Pathways to Independence” Employer Partnership
Grant Administrator: Office of Jobs and Community Services (JCS) in the Boston Economic Development and Industrial Corporation
Provider Background:Marriott Corporation and Crittenton Hastings House, a local nonprofit community organization, formed this employer partnership to provide employer-focused, job readiness training, and case management services through yearly contracts with JCS.
Target Population:WtW-eligible people who are relatively job ready
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 11/1/99 to 10/31/00 |
11/1/99 to 10/31/00 |
| Funding/Costs | $212,163 (second contract year) | $216,233 (total estimated costs for one year) |
| Enrollments | Goal: 30 | Actual: 36 |
| Unsubsidized Job Placements | Goal: 25 | Actual: 26 |
Outreach and Recruitment:The Marriott shared responsibility for outreach with JCS and the career centers. JCS hired an outreach coordinator, conducted direct mailings, and ran advertising campaigns on the radio and on public transit. The Marriott employment manager promoted the program to community groups. The career center staff visited the Department of Transitional Assistance (DTA) offices to distribute flyers and meet with prospective participants. The prospective participants were assessed and screened for their appropriateness for the Marriott program, first by center staff, later by staff from the Marriott.
Job Readiness and CaseManagement:Participants received a two-week classroom training covering basic employment and life skills. The training was conducted at one of Marriott’s hotels by staff from Marriott and Crittenton, the agency contracted by Marriott to provide case management services. The case manager performed assessments, arranged for support services, and provided counseling services to participants, regardless of their program status in the Marriott program.
After completing the classroom training, participants spent four weeks job shadowing in departments that matched their occupational interests. The Marriott employment manager gave participants a weekly performance review, with input from the participants’ supervisors.
Paid Temporary Employment:Not available
Job Development and Placement:The Marriott employment manager worked with Marriott human resources department staff to place participants in permanent jobs at one of Marriott’s four Boston locations. The staff placed participants in jobs in participants’ area of interest, where they would fit best, and where they were most needed.
Postplacement Followup: The Crittenton case manager followed up with employed participants by telephone and in person.
Support Services: DTA was the primary provider of supportive services, but the Marriott provided uniforms and supportive services on an as-needed basis.
Other: None
WtW Operator/Program: Partners Health Care (PHC) Employer Partnership
Grant Administrator: Office of Jobs and Community Services (JCS) in the Boston Economic Development and Industrial Corporation
Provider Background: In 1994, Massachusetts General and Brigham and Women’s hospitals founded PHC as a nonprofit organization to develop an integrated health care delivery system in the region. In addition to the two founding academic medical centers, the PHC system includes physicians, community hospitals, specialty facilities, community health centers, and other health-related entities. PHC partnered with two local community organizations (WorkSource Staffing and the Jewish Vocational Service) to provide employer-focused, job readiness training and case management services through yearly contracts with JCS.
Target Population: WtW-eligible people who are relatively job ready (that is, have at least 6th-grade literacy skills and strong English-language skills) and have an interest in a career in the health care industry
WtW Program Overall |
Cost Analysis Period |
|
|---|---|---|
| Period of Operations | 10/1/99 to 9/30/00 |
10/1/99 to 9/30/00 |
| Funding/Costs | $444,871 (second contract year) |
$457,959 |
| Enrollments | Goal: 60 | Actual: 51 |
| Unsubsidized Job Placements | Goal: 45 | Actual: 34 |
Outreach and Recruitment:PHC shared the responsibility for outreach with JCS and the career centers. JCS hired an outreach coordinator, conducted direct mailings, and ran advertising campaigns on the radio and on public transit. The PHC coordinator and the case manager from WorkSource, PHC’s partner organization responsible for case management services, made presentations and distributed information in the community. The career center staff visited the Department of Transitional Assistance (DTA) offices to distribute flyers and meet with prospective participants. The prospective participants were assessed and screened for their appropriateness for the PHC, first by center staff, later by PHC staff.
Job Readiness and CaseManagement:Jewish Vocational Service was responsible for the training. It used a customized curriculum, which it developed in conjunction with PHC and WorkSource. The curriculum covered both employment-related soft skills and hard skills, such as medical terminology, basic literacy and math skills, and basic computer skills. The curriculum consisted of a seven-week classroom component and a two-week job-shadowing component that ran concurrently with the last two weeks of the classroom component. The participants had two job-shadowing experiences — the first could be in any department, the second was matched to the participant’s area of interest. After they completed training, and while they waited to be placed in a permanent job, participants attended a job club. The PHC coordinator led this club, with the support of a mental health counselor who addressed participants’ personal and emotional issues.
Paid Temporary Employment:Not available
Job Development and Placement:The PHC coordinator worked with PHC staff to identify job openings in the PHC system. The coordinator worked with PHC’s human resources department staff to place participants in permanent jobs in their area of interest and where they would fit best and were needed. Most participants were placed in full-time, entry-level positions at Massachusetts General Hospital or Brigham and Women’s Hospital.
Postplacement Followup: Case managers from WorkSource follow up with participants for up to 12 months after enrollment in the program. They help participants access support services and address issues that arise. The case managers are located at the partners’ training site.
Support Services: Not available. DTA was responsible for providing support services with Temporary Assistance for Needy Families funds.
Other: None
WtW Operator/Program:Catholic Charities, Welfare-to-Work Program
Grant Administrator:Mayor’s Office of Workforce Development, Chicago
Provider Background:Founded in 1917, Catholic Charities is the social services arm of the Catholic Church. This nonprofit organization provides a range of services for low-income, disadvantaged households in metropolitan Chicago.
Target Population:WtW-eligible people
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 7/1/98 to 6/30/01 |
1/1/00 to 12/31/01 |
| Funding/Costs | $3,807,177 (WtW grant/contract amount) |
$1,722,558 (total estimated costs for one year) |
| Enrollments | Goal: 1,000 | New: 350 Cumulative by end of period: 1,149 |
| Unsubsidized Job Placements | Goal: 775 | New: 179 Cumulative by end of period: 314 |
Outreach and Recruitment:Most WtW referrals came directly through local Illinois Department of Human Services (IDHS) offices. Catholic Charities staff visited the local offices about once a month to distribute brochures and discuss Catholic Charities services and the progress of active WtW participants with IDHS staff. Occasionally, Catholic Charities staff made presentations at IDHS workshops and orientation sessions. Catholic Charities received a few referrals from its other programs.
Job Readiness and CaseManagement:Participants went through a one-hour orientation and several hours of assessment. The assessment included a one-on-one interview, the Test of Adult Basic Education, and a drug test. Those who failed the drug test were referred to Catholic Charities’ drug treatment program. Those who passed the drug test were immediately enrolled in a two-week job readiness class and the Pathways peer support group. In the job readiness class, participants learned planning, job search, job retention, and other essential skills. Pathways met monthly to help participants stay focused on their goals. It gave them the opportunity to work on soft skills, and to discuss problems they were encountering. While in job readiness activities, participants also attended a weekly “job club” meeting, where they could obtain job leads and general help structuring their job search.
Paid Temporary Employment:Participants without a job after three weeks of job search were placed in a subsidized job, for up to 30 hours per week, for up to six months. Participants received $5.15 per hour worked.
Job Development and Placement:A job developer was assigned to each participant after the participant completed the job readiness workshop or after enrollment, if the participant was job ready then. The job developers helped participants structure their job search and monitored their progress. Although the job developers gave participants some job leads, participants were responsible for developing their own job leads and structuring their job search. Participants continued attending the weekly job club while they searched for employment.
Postplacement Followup: Job developers tracked the progress of employed participants for the first 30 days. After the 30th day, the job developer turned the case over to retention specialists, who tracked the participants for another 150 days. Tracking was done through a combination of telephone and on-site meetings with the participant and the employer. Catholic Charities also operated a retention group that met on two Saturdays each month. It featured discussions and presentations on topics of interest to recently employed people (for example, taxes, individual development accounts, and training opportunities).
Support Services: Catholic Charities helped WtW participants with transportation, clothing, and tools.
Other:In 2001, Catholic Charities started to refer a small number of participants to short-term occupational training programs. Participants could access other programs operated by Catholic Charities, including domestic violence, housing assistance, emergency assistance, and child care services.
WtW Operator/Program: Employment and Employer Services, Inc. (E&ES), Welfare-to-Work Program
Grant Administrator:Mayor’s Office of Workforce Development, Chicago
Provider Background:E&ES was founded in 1983 largely to provide Job Training Partnership Act (JTPA) services. Originally a nonprofit organization, E&ES converted into a for-profit entity in 1990 because of JTPA prohibitions on carrying unexpended contract funds into the next year. E&ES has about 160 staff members across six locations.
Target Population:WtW-eligible people
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 4/1/00 to 6/30/02 |
7/1/00 to 6/30/01 |
| Funding/Costs | $4,800,000 (WtW grant/contract amount) |
$1,867,690 (total estimated costs for one year) |
| Enrollments | Goal: 1,300 | New: 1,057 Cumulative by end of period: 1,147 |
| Unsubsidized Job Placements | Goal: 675 | New: 427 Cumulative by end of period: 454 |
Outreach and Recruitment:E&ES received most of its referrals from the Illinois Department of Human Services (IDHS). Because of falling referrals from IDHS, E&ES tried to recruit noncustodial parents and the working poor, with mixed results. Referral procedures were established, but few WtW eligible noncustodial parents or working poor individuals actually enrolled.
Job Readiness and Case Management:Participants entering E&ES went through a two-hour orientation, usually led by E&ES graduates. They also took the Test of Adult Basic Education at this time. After orientation, participants entered a two-week job readiness class that addressed job search skills, as well as personal issues and life skills. In the job readiness class, participants also received a drug test. Those testing positive were referred to the clinical counselor at E&ES. After completing the job readiness class and concurrent with their job search, participants received life skills and work-related soft skills instruction from case managers.
Paid Temporary Employment:Not available
Job Development and Placement:After completing the job search class, participants were expected to come in daily to work with E&ES staff in pursuing job leads. E&ES staff referred participants to employers in its extensive employer network, developed over its years as a JTPA contractor. Wage subsidies were used occasionally.
Postplacement Followup: During the first month of employment, E&ES staff contacted the participant and the employer weekly. E&ES required participants to sign a release form that authorized employers to share information with E&ES if problems arose. E&ES also established a call center to contact participants in the evenings after the first month to check on their progress. Typically, after participants had been employed for about six months, E&ES staff encouraged them to participate in E&ES classes that provided advanced occupational skills. E&ES also held recognition ceremonies for people employed for 180 days.
Support Services: Transportation only
Other:None
WtW Operator/Program: Easter Seals, Project ABLE
Grant Administrator:Mayor’s Office of Workforce Development, Chicago
Provider Background:The mission of Easter Seals is to help people with disabilities achieve maximum independence by providing them with comprehensive services. The agency, which has seven offices in metropolitan Chicago, offered WtW services out of its office in west Chicago.
Target Population: Recipients of Temporary Assistance for Needy Families (TANF) who have disabilities
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 4/1/00 to 6/30/02 |
7/01/00 to 6/30/01 |
| Funding/Costs | $1,099,130 (WtW grant/contract amount) |
$406,711 (total estimated costs for one year) |
| Enrollments | Goal: 300 | New: 142 Cumulative by end of period: 296 |
| Unsubsidized Job Placements | Goal: 160 | New: 86 Cumulative by end of period: 86 |
Outreach and Recruitment:Easter Seals received its WtW participants from the Illinois Department of Human Services (IDHS), most of them from two offices in west Chicago. Easter Seals staff visited local IDHS offices to promote its services to the staff and to TANF recipients. Easter Seals staff promoted Project ABLE as a program providing specialized services for people with disabilities but was also open to those without disabilities. Most participants referred to Project ABLE did not have disabilities. Easter Seals also recruited outside of IDHS offices (for example, at foster homes).
Job Readiness and CaseManagement:Participants who enrolled in Project ABLE went through a standard intake and assessment process. After receiving an orientation on Easter Seals and the WtW program, participants returned the following day to start the two-day intake and assessment process. Participants were tested on their level of motivation, occupational interests, job readiness, and level of academic performance. They were also tested for substance abuse. Those who failed the substance abuse test were referred for further assessment and, if necessary, referred to treatment. Those who passed the substance abuse test proceeded to an orientation on the program and a tour of the facility. Case managers worked with participants to develop an individual employment plan that identified employment barriers and service plans. The case managers continued to work with participants throughout their enrollment in Project ABLE, monitoring their progress, assisting with job leads, coordinating support services, and updating IDHS. The day after participants met their case manager, they enrolled in a job readiness training workshop that met three hours a day for four weeks to provide participants with life and employability skills instruction. In the last two weeks of the workshop, the participants engaged in job search.
Paid Temporary Employment:During the same period that participants attended the job readiness training workshop, they also were placed in Easter Seals’ industrial workshop, which provided sheltered work and training. Participants worked three hours a day and were paid on a piecemeal basis that averaged about $6 an hour. Participants could stay in the workshop as long as they needed to — typically, about a month.
Job Development and Placement:The Easter Seals job developers helped participants find employment opportunities. When the participants’ level of disabilities and skill required, the job developers located subsidized and on-the-job training placements.
Postplacement Followup: Easter Seals assigned a job coach to each employed person to work with them on job retention and advancement. The job coaches contacted participants twice a month during the first three months and monthly during the following three months. Participants and employers were asked to contact the job coach if problems arose. Participants were also expected to attend Easter Seals’ monthly Job Club meeting.
Support Services: Easter Seals provided participants with bus passes and made referrals to other providers to address other needs.
Other:None
WtW Operator/Program:MAXIMUS, WtW Program
Grant Administrator:Mayor’s Office of Workforce Development, Chicago
Provider Background:Established in 1975, MAXIMUS is a large, for-profit, health and human services management firm that administers workforce development, welfare-to-work, child support enforcement, managed care programs, and one-stop career centers across the United States.
Target Population:WtW-eligible people
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 4/1/00 to 6/30/02 |
7/1/00 to 6/30/01 |
| Funding/Costs | $2,652,166 (WtW grant/contract amount) |
$1,377,100 (total estimated costs for one year) |
| Enrollments | Goal: 850 | New: 891 Cumulative by end of period: 968 |
| Unsubsidized Job Placements | Goal: 400 | New: 328 Cumulative by end of period: 354 |
Outreach and Recruitment:Most of the MAXIMUS referrals came from local offices of the Illinois Department of Human Services (IDHS). MAXIMUS staff visited IDHS offices regularly to remind IDHS staff of MAXIMUS services. MAXIMUS also received some referrals from other agencies and through contacts at job fairs. It also had some walk-ins.
Job Readiness and CaseManagement:All participants enrolling at MAXIMUS attended a half-day group orientation led by a case manager. At the orientation, participants received an overview of program services, a basic skills test, and a one-on-one interview. In addition, they completed an individual service strategy plan. The week after orientation, participants began a six-day, six-hour per day job readiness class that provided job search, life skills, and job retention instruction, as well as exercises to build self-esteem. Participants with major employment barriers were not placed in the job readiness class immediately after orientation; instead, they were referred to other providers to address the barriers. In addition, MAXIMUS allowed those participants who did not appear job-ready after completing the job readiness class to repeat the class or to receive individualized instruction from their case manager.
Paid Temporary Employment:Not available
Job Development and Placement:Immediately after completing the job readiness class, participants were placed in the job club, where they received the support of a MAXIMUS job developer and their case manager. The participants reported daily to a resource room equipped with telephones, computers for on-line job search and for preparing resumes and cover letters, and facsimile machines. Participants were also required to contact three to five employers per day. MAXIMUS invited employers to recruit at the job club and received job orders from employers. At the end of each month, the case managers reviewed participants’ progress.
Postplacement Followup: MAXIMUS staff contacted participants regularly for the first 180 days of employment — weekly for the first 30 days, biweekly for the next 60 days, and monthly for the remaining 90 days.
Support Services: MAXIMUS helped participants with transportation, child care, rent, and work-related expenses, such as shoes and uniforms.
Other:Participants had access to the learning lab at MAXIMUS, which had computers equipped with basic skills and literacy-upgrading software.
WtW Operator/Program:Pyramid Partnership/Projects Hyatt and Workwise
Grant Administrator:Mayor’s Office of Workforce Development, Chicago
Provider Background:Pyramid Partnership, Inc., was established in 1985 as a consulting firm specializing in staff training and development for service-driven industries. In the mid-1990s, Pyramid received state certification to operate a postsecondary vocational training school. Pyramid specializes in training disadvantaged workers for entry-level jobs using an employer-driven curriculum.
Target Population:Job ready people
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 7/1/98 to 6/30/02 |
7/1/00 to 6/30/01 |
| Funding/Costs | $3,815,1500 (WtW grant/contract amount) |
$711,242 (total estimated costs for one year) |
| Enrollments | Goal: 455 | New: 130 Cumulative by end of period: 322 |
| Unsubsidized Job Placements | Goal: 223 | New: 79 Cumulative by end of period: 263 |
Outreach and Recruitment:Pyramid received most of its WtW referrals from local offices of the Illinois Department of Human Services (IDHS). Pyramid staff periodically visited the IDHS offices to conduct outreach to staff and to prospective WtW participants. Pyramid received some referrals from other social service agencies.
Job Readiness and CaseManagement:After completing an orientation, participants were assessed for potential barriers to employment and to help match them to employers. The assessment involved the Test of Adult Basic Education, substance abuse screening, a criminal background check, and a one-on-one interview with a case manager that included behavior-screening questions for work readiness. People with an active drug problem were referred to a facility for treatment. Those with felony backgrounds were either referred back to IDHS or put in placement services for unsubsidized employment. The remaining participants were placed in a four-week, 120-hour job readiness workshop that focused on soft skills, self-esteem building, conflict management, and basic employability skills.
Paid Temporary Employment:Participants who completed the job readiness workshop were placed in four- to six-week paid on-the-job training (OJT) positions with one of Pyramid’s employer partners. Under the Round 1 grant, all participants were placed with Hyatt Hotels, with Pyramid paying 100 percent of the participants’ wages ($7.50 per hour) for the first two weeks and 50 percent of the wages for the final four weeks. Under the Round 2 grant, other employers were included, with Pyramid paying 100 percent of the participants’ wages ($6.50 to $8.25 per hour, depending on the employer) for the duration of the OJT.
Job Development and Placement:Participants who successfully completed their OJT were hired by their OJT employer.
Postplacement Followup: Pyramid staff tracked participants in their jobs for six months. In addition to providing postplacement assistance, Pyramid case managers encouraged former participants to take advantage of basic skills and other training available at Pyramid.
Support Services: Pyramid provided participants with transportation (bus passes) for up to six months and funds to cover other employment-related expenses, including initial union dues.
Other:None
WtW Operator/Program:Arlington Night Shelter (ANS), Project Link
Grant Administrator:Tarrant County (Texas) Workforce Development Board (TCWDB)
Provider Background:ANS is a nonprofit organization established in 1986 to prevent homelessness and to serve the homeless in Arlington. ANS operates an 87-bed shelter for the homeless and provides meals, case management, employment preparation and search, and recreational services for the homeless.
Target Population:Homeless and transient population in Arlington, Texas
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 10/1/98 to 9/30/01 |
1/1/00 to 12/31/00 |
| Funding/Costs | $384,000 (WtW contract amount for 2 years) |
$231,760 (total estimated costs for 1 year) |
| Enrollments | Goal: Not available | Actual: 62 |
| Unsubsidized Job Placements | Goal: 68 percent | Actual: 30 |
Outreach and Recruitment:ANS received its participants from TCWDB (some of whom ANS recruited and sent to TCWDB for WtW eligibility determination). ANS recruited participants through brochures distributed in places frequented by the homeless and among people seeking housing assistance. In addition, during the cost analysis period, ANS conducted an outreach effort to “reengage” participants who had dropped out of the program, paying a $25 bonus to each participant who reentered the program.
Job Readiness and CaseManagement:ANS staff assessed participants for job readiness and employment barriers. Participants received job readiness instruction at a four- week job readiness workshop and a weekly job search class. The job readiness workshop, offered twice during the cost analysis period, sought to build self-confidence and worth and to provide general employability and life skills needed to find and keep a job. The job search class was a combination support group and work preparation workshop. During this preemployment stage, ANS case managers arranged for support services, taught problem-solving skills, and provided support and encouragement.
Paid Temporary Employment:Not offered
Job Development and Placement:An ANS job developer attended job forums, “cold-called” employers for job openings, and reviewed the employment section in the local newspaper for job leads. ANS staff took participants to job fairs, helped them with their job applications, and, if requested, accompanied them to job interviews. Each participant placed in a job received a $20 bonus.
Postplacement Followup: ANS staff maintained regular contact with the employer and the participant after job placement to monitor the participant’s progress and to resolve any problems. ANS paid $40 to each participant still employed after 180 days.
Support Services: ANS provided support services needed to address employment barriers that were not covered by other providers. ANS contracted with a local faith-based organization to provide transportation services and provided funds for vehicle repairs and other needs that affected job readiness.
Other:None
WtW Operator/Program:Women’s Center, WtW Program
Grant Administrator:Tarrant County (Texas) Workforce Development Board (TCWDB)
Provider Background:The Women’s Center (WC) is a community-based, nonprofit organization established in 1979 to advocate on behalf of women and to provide services to women and their families in Tarrant County. Its 65 staff members provide counseling, employment, and life skills services to women and their families.
Target Population:WtW-eligible people
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 10/1/98 to 9/30/01 |
1/1/00 to 12/31/00 |
| Funding/Costs | $ 1.5 million (WtW grant/contract amount) |
$440,222 (total estimated costs for 1 year) |
| Enrollments | Goal: Not available | Actual: 148 |
| Unsubsidized Job Placements | Goal: 68 percent | Actual: 84 |
Outreach and Recruitment:WC received many of its referrals from TCWDB. WC did general outreach using informational brochures and holding “family celebrations” in public housing complexes and low-income neighborhoods. As a result, WC also received many self-referrals. Prospective participants were screened for WtW eligibility.
Job Readiness and CaseManagement:Participants deemed not to be job ready at enrollment were placed in a five-day, 30-hour job readiness workshop that covered life skills and soft skills individuals need to manage their lives and retain employment. WC gave each participant who completed the workshop a $50 gift certificate. After completing the workshop, participants entered a weeklong employment search workshop where they learn job-seeking skills. Case management services were largely provided by staff members, who helped participants with their job search and provided postemployment followup.
Paid Temporary Employment:Not offered
Job Development and Placement:Participants spent 10 hours of the weeklong employment search looking for work. Participants who did not have a job after the workshop were assigned to a family advocate with whom they met weekly for one to two hours to review job search strategies and to receive job leads.
Postplacement Followup: WC assigned a job retention specialist to monitor participants’ progress during the first six months of employment. The job retention specialist was responsible for providing participants with the support they needed to retain their job and for helping the participant and the employer resolve work-related issues.
Support Services: WC provided services to remove barriers to employment. It provided funds to purchase work-related clothing and transportation assistance, including a week’s worth of cab vouchers for traveling to and from work.
Other:As WC clients, the WtW participants could access other WC programs and services. These included WC’s job bank, with its approximate 3,500 job listings, and a one-hour, biweekly workshop that brought employers in to interview WC participants. They also included WC’s partnership with used-car dealers that provided cars to low-income women.
WtW Operator/Program:Indian River Community College (IRCC), Career Transcripts System (CTS) Program
Grant Administrator: The Johns Hopkins University (multisite grantee)
Provider Background:IRCC is a comprehensive community college in Ft. Pierce, Florida (on the Atlantic coast, 70 miles north of Palm Beach). This region on Florida’s “Treasure Coast” includes isolated rural areas and has few large employers. The CTS program is supervised by the Dean of Workforce Development. IRCC has a long history of involvement in workforce development programs and, until recently, operated the one-stop center adjacent to its main campus. The CTS program operates out of an IRCC one-stop in a neighboring community. IRCC is one of 10 community colleges that participated in the JHU WtW grant-funded program.
Target Population: Recently employed WtW-eligible people
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 3/1/99 to 12/31/01 |
7/1/00 to 6/30/01 |
| Funding/Costs | $592,865 (WtW grant/contract amount) | $315,908 (total estimated costs for one year) |
| Enrollments | Goal: 300 | New: 79 Cumulative by end of period: 150 |
| Unsubsidized Job Placements | Goal: Not available | New: Not available |
Outreach and Recruitment:CTS staff members met with Temporary Assistance for Needy Families (TANF) caseworkers who were located with them at the one-stops. They gave the caseworkers information on CTS services and recruited employed TANF recipients from them. The CTS staff eventually expanded its outreach to TANF eligibility workers, also located at the one-stops, and to local employers. The program also accepted self-referrals.
Job Readiness and Case Management: The case managers assessed participants’ general work skills, helped them access services, and counseled them on personal andfamily issues. Since most participants were already employed, case managers primarily provided job retention services.
Paid Temporary Employment:Not applicable
Job Development and Placement:The CTS program was designed for already employed people. In practice, however, case managers also provided some job placement assistance to a small proportion of participants who were not employed at enrollment and to those who lost jobs or needed to change jobs once they were enrolled. They tried to place clients with an employer who already had one or more employees participating in CTS, and they provided referrals for job openings they noticed in the community or learned about from other clients.
Postplacement Followup: Postplacement services were the primary component of the CTS program. Participants received two types of assessments. One consisted of questions on the best responses for individuals portrayed in 10 workplace scenarios shown to the participants on videotape. Based on their responses, the participants were assessed in different skill areas. The second assessment was an evaluation by the participant’s direct supervisor on 37 general workplace skills. This assessment used an instrument created specifically for the participant based on his or her results from the videotape assessment and the key job skills identified by the supervisor. The supervisor’s evaluation was used to identify areas needing improvement, develop service strategies for improving them, and help identify employment goals and strategies for achieving them. Supervisors were asked to evaluate participants every three to six months.
The case managers counseled and coached participants. They also contacted the supervisors regularly and intervened when problems were reported. In addition, they helped to link CTS participants with needed social services and provided general advice and counseling. The program also awarded incentive gifts to encourage job retention.
Support Services: Not applicable
Other:None
WtW Operator/Program: Community College of Baltimore County (CCBC), Career Transcripts System (CTS) Program
Grant Administrator: The Johns Hopkins University (JHU) (multisite grant)
Provider Background:CCBC is a multicampus college in suburban Baltimore County, which surrounds the city of Baltimore, Maryland. It is the largest community college in the state, and its Division of Continuing Education and Economic Development, which operated the CTS program at its Catonsville campus, provides customized employee development training for local business and industry. As a subcontractor to the county’s Department of Social Services, CCBC also provides job readiness services to recipients of Temporary Assistance for Needy Families (TANF). CCBC is one of 10 community colleges that participated in the JHU WtW-funded grant program.
Target Population: Recently employed WtW-eligible people
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 3/1/99 to 12/31/01 |
7/1/00 to 6/30/01 |
| Funding/Costs | $463,273 (WtW grant/contract amount) |
$394,982 (total estimated costs for one year) |
| Enrollments | Goal: 300 | New: 104 Cumulative by end of period: 215 |
| Unsubsidized Job Placements | Goal: Not available | New: Not available |
Outreach and Recruitment:CCBC did not have linkages to one-stop centers, and the number of referrals from the local TANF agency and its employment services and WtW vendors were less than hoped. Therefore, CCBC marketed the CTS program directly to employers. CTS staff worked with the employer and eligible employees to enroll participants.
Job Readiness and Case Prior to the cost analysis period, CTS staff worked closely with Management: participants to access services they needed to address their employment barriers. The case managers provided job retention services.
Paid Temporary Employment:Not applicable
Job Development and Placement:The CTS program was designed for already employed individuals. In practice, however, case managers also provided some job placement assistance to a small proportion of participants who were not employed at enrollment and to those who lost jobs or needed to change jobs once they were enrolled. They tried to place clients with an employer who already had one or more employees participating in CTS, and they provided referrals for job openings they noticed in the community or learned about from other clients.
Postplacement Followup: Postplacement services were the primary component of JHU’s CTS program. Participants received two types of assessments. One consisted of questions on the best responses for individuals portrayed in 10 workplace scenarios shown to the participants on videotape. Based on their responses, the participants were assessed in different skill areas. The second assessment was an evaluation by the participant’s direct supervisor on 37 general workplace skills. This assessment used an instrument created specifically for the participant based on his or her results from the videotape assessment and the key job skills identified by the supervisor. The supervisor’s evaluation was used to identify areas needing improvement, develop service strategies for improving them, and help identify employment goals and strategies for achieving them. Supervisors were asked to evaluate participants every three to six months.
The case managers counseled and coached participants. They also contacted the supervisors regularly and intervened when problems were reported. In addition, they helped to link CTS participants with needed social services and provided advice and counseling.
The case managers developed seminars to enhance retention, improve skills, and resolve problems. For example, participants employed as child care workers in licensed facilities were asked to participate in continuing education activities. The case managers worked the CCBC to hold seminars for several child care providers with employees in the CTS program.
Support Services: Not applicable
Other:None
WtW Operator/Program: Nashville Career Advancement Center (NCAC), Pathways
Grant Administrator: NCAC
Provider Background:NCAC is the Workforce Investment Act administrative entity and the operator of one-stop centers in Nashville and three neighboring counties. NCAC was responsible for administering all of the Nashville/Davidson County WtW funds. NCAC’s Pathways program, provided by NCAC and three employment service providers, was one option that WtW-eligible Temporary Assistance for Needy Families (TANF) clients could choose. NCAC staff developed and piloted the program, which was based on the Project Match model (Chicago). NCAC then turned the program over to subcontractors. NCAC continued to provide technical assistance and oversight.
Target Population: WtW-eligible people
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 7/1/98 to 12/31/01 |
7/1/00 to 6/30/01 |
| Funding/Costs | $4.2 million (WtW grant/contract amount) |
$1,326,515 (total estimated costs for one year) |
| Enrollments | Goal: 1,875 | New: 592 Cumulative at end of period: 1,007 |
| Unsubsidized Job Placements | Goal: Not available | New: 289 |
Outreach and Recruitment:Early in the program (prior to the cost analysis year), NCAC played a major role in recruitment. By January 2001, the Pathways contractors were recruiting from their own Families First caseloads. NCAC did conduct an advertising campaign, however.
Job Readiness and Case Management: Monthly half-day meetings for all participants was the heart of Pathways, a “small steps” program that counted toward meeting Tennessee’s 40 hours per week work requirement. Each WtW contractor held two such meetings each month. At these meetings, which were also attended by NCAC staff, participants received job and training leads, reviewed their activities and progress toward their goals, and gave each other mutual support. Over time, the program placed greater emphasis on case manager and participant interaction outside these meetings to address more personal issues.
Paid Temporary Employment:Work experience became more common during the cost year, when about 103 individuals participated. They worked 20 hours per week for up to three months, at $5.25 per hour. NCAC assigned a staff person to develop paid work experience slots with both public and private nonprofit employers.
Job Development and Placement:Participants received some job leads at the monthly meetings, but otherwise job placements were not the focus of the program.
Postplacement Followup: Postplacement followup varied across the three Pathways contractors. In general, postplacement did not become a focus of the program until some time during the cost year.
Support Services: Pathways offered supportive services to “fill in the gaps in TANF services.” Pathways could provide funds to address transportation and child care barriers. It could also provide funds for work-related equipment.
Other:None
WtW Operator/Program: Transitional Work Corporation (TWC), Phil@Work Program
Grant Administrator: Philadelphia Workforce Development Corporation (PWDC)
Provider Background:TWC was created in September 1998 to manage the Phil@Work program.
Target Population: Long-term welfare recipients with limited work experience and other severe barriers to employment
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 12/1/98 to 11/31/01 |
1/1/00 to 12/31/00 |
| Funding/Costs | $30 million | $7,639,236 (total estimated costs for 1 year) |
| Enrollments | Goal: approximately 4,500 | New: 1,691 Cumulative by end of period: 3,193 |
| Unsubsidized Job Placements | Goal: Not available | New: 585 Cumulative by end of period: 1,017 |
Outreach and Recruitment:TWC received referrals from Greater Philadelphia Works, a PWDC program. In addition, TWC staff visited the County Assistance Offices (the Temporary Assistance for Needy Families offices) to recruit participants.
Job Readiness and Case Management: Participants received a two-week orientation and basic job readiness skills and interviewed for subsidized work experience positions. While participating in work experience, participants also attended TWC’s career development training for 10 hours per week. Career development training covered job-related and general life skills, basic computer skills, and education refreshers. During orientation, case managers assessed and developed an individualized service plan for each participant. TWC career advisers provided participants with intensive case management services throughout their involvement in the program.
Paid Temporary Employment:Participants worked in a transitional work experience position for up to six months or until they were deemed job-ready. Participants worked at their transitional job positions for 25 hours each week under the supervision of a mentor. TWC provided small gifts to encourage retention and to reward good performance.
Job Development and Placement:TWC job developers identified transitional and unsubsidized job opportunities for participants. The job developers identified job opportunities by examining published job listings on the Internet and in newspapers and by cold-calling employers.
Postplacement Followup: TWC career advisers typically followed up with participants for six months after placement in unsubsidized employment. TWC paid participants retention bonuses of up to $800 — $400 after one month of employment, $200 after three months of continuous employment, and $200 after six months of continuous employment.
Support Services: TWC participants received transportation assistance for their first six months of unsubsidized employment.
Other: None
WtW Operator/Program: Employment and Respect Now (EARN) Alliance
Grant Administrator: City of Phoenix Human Services Department, Employment and Training Division
Provider Background:EARN was established in 1998 in response to the WtW competitive grant program.
Target Population: Residents in Phoenix’s Enterprise Community
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 10/1/98 to 9/30/01 |
7/1/00 to 6/30/00 |
| Funding/Costs | $5,000,000 (WtW grant/contract amount) |
$1,920,564 (total estimated costs for one year) |
| Enrollments | Goal: 1,600 | New: 211 Cumulative by end of period: 719 |
| Unsubsidized Job Placements | Goal: 1,100 | New: 124 |
Outreach and Recruitment:EARN hired current and former EARN participants to do outreach and recruitment. They went door-to-door, distributed flyers and brochures, made phone calls, and made presentations to groups to promote the program. In addition, prior to the cost analysis period, EARN distributed promotional gifts (for example, colored pads and pencils and magnets) and conducted targeted mass-media advertising campaigns.
Job Readiness and Case Management: Case managers assessed participants’ employability and job readiness. Participants took a three-week course. EARN staff taught the course, with support from other contractors. The first two weeks of the course focused on life skills and job readiness. The third week combined computer-assisted occupational training and interviews with potential employers. The case managers also provided job placement and retention services. They referred participants who had not found a job after two weeks of job search to the Department of Economic Security for 20 hours a week of work experience.
Paid Temporary Employment:Not available
Job Development and Placement:Most of the job placements were with large, local companies EARN recruited at the start of the program.
Postplacement Followup: The case managers contacted participants every 30 days to verify employment and pay rate, and, at six months, to review job advancement opportunities. They also contacted the employers regularly. Professional counselors also provided participants with follow-up services for six months.
Support Services: Transportation was the largest support service that EARN provided. EARN contracted with a van service to transport participants to the program and to their jobs.
Other: None
WtW Operator/Program: Human Resources Development Foundation, Inc. (HRDF), Comprehensive Employment Program (CEP)
Grant Administrator: HRDF
Provider Background:HRDF is a private, nonprofit employment and training agency. Established in 1967, HRDF has been a long-standing Workforce Investment Act/Job Training Partnership Act contractor. Affiliated with, but not funded by, organized labor, HRDF is well connected to pre-apprenticeship and apprenticeship programs and has well-developed linkages with employers. HRDF provided WtW services for 26 of West Virginia’s 55 counties from six of its district offices.
Target Population: WtW-eligible residents in isolated rural areas
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 1/4/99 to 6/30/01 |
1/1/00 to 12/31/00 |
| Funding/Costs | $4,934,876 (WtW grant/contract amount) |
$1,605,214 (total estimated costs for one year) |
| Enrollments | Goal: 510 | New: 85 Cumulative by end of period: 479 |
| Unsubsidized Job Placements | Goal: 332 | New: 228 |
Outreach and Recruitment:The local Department of Health and Human Resources (DHHR) offices referred participants to HRDF for WtW services. The local HRDF district offices gave their intake schedule to their local DHHR offices. Before the scheduled intake date, the DHHR offices gave the HRDF district office a list of participants. The HRDF district office staff scheduled a group orientation at the local DHHR offices to explain the CEP program and to address issues that might interfere with participation. In addition, HRDF staff followed up with inactive participants and tried to reengage them.
Job Readiness and Case Management: All participants attended a four-week, 100-hour orientation and job readiness workshop, where they received job readiness instruction and occupational interest and aptitude assessments. Participants received a stipend of $1.60 an hour for their time in the workshop and traveling to and from the workshop, and they received a $25 gift certificate for completing the workshop.
Paid Temporary Employment:Participants not considered ready for unsubsidized jobs were placed in one of two work experience activities, where they usually worked 25 to 35 hours a week. One activity was with public or nonprofit organizations for up to six months. The number of hours the participants were expected to work was determined by their Temporary Assistance for Needy Families and food stamp benefits and a $1.60 per hour stipend from HRDF. The other activity was with private employers, who were expected, but not required, to hire the participant at the end of a 160-hour placement. HRDF subsidized half of the wages paid to these participants. HRDF staff could also arrange for on-the-job training (OJT) positions to help participants gain entry to jobs. The OJT positions were for up to six months, and the employers were expected to hire the participant at the completion of the training. The program paid up to 50 percent of the participant’s wages.
Job Development and Placement:Work-ready participants conducted their own job search, with HRDF job developers providing them with some job leads and ongoing counseling.
Postplacement Followup: HRDF provided participants with job retention support and incentives. HRDF staff visited participants at the workplace at least twice a month for the first 180 days and called them monthly for the remaining 12 months. In addition, HRDF maintained a toll-free telephone number to make it easier for participants to call. HRDF supplemented the wages of participants who worked at least 30 hours a week in unsubsidized jobs and earned less than $7.75 an hour. The supplement scale brought the participant’s wages up to $7.75 the first eight weeks, $6.80 the second eight weeks, and $5.50 the third eight weeks. In addition, at the end of 90 and 180 days, participants in unsubsidized employment received $200 and $300, respectively, in the form of gift certificates or utility payments.
Support Services: HRDF provided support services not covered by DHHR, paying particular attention to transportation needs. In addition, HRDF support services covered the costs for child care/day care, work clothing, adult day care, driver’s licenses (including driver’s education), relocation, tools/equipment, grooming, and other job-related needs.
Other:HRDF offered assistance to help CEP participants address basic skills deficits, obtain GEDs, and undertake job education/training to enhance prospects for job retention and movement to higher-paying jobs.
WtW Operator/Program: Northwest Community Action Center (NCAC), Yakima Valley Farm Workers Clinic (FWC), Welfare-to-Work Program
Grant Administrator: Tri-County Workforce Development Council
Provider Background:The NCAC is an affiliate of FWC and is located next to the boundary of the Confederated Tribes and Bands of the Yakama Indian Nation. FWC operates workforce development programs.
Target Population: Migrant farmworkers and other WtW-eligible people
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 8/1/98 to 12/31/01 |
7/1/00 to 6/30/01 |
| Funding/Costs | $991,393 (WtW grant/contract amount) |
$639,036 (total estimated costs for one year) |
| Enrollments | Goal: 150 | New: 56 Cumulative by end of period: 161 |
| Unsubsidized Job Placements | Goal: Not available | New: 53 Cumulative by end of period: 81 |
Outreach and Recruitment:The primary source of referrals was the Washington State Department of Social and Health Services (DSHS).
Job Readiness and Case Management: FWC provided employability assessment and ongoing case management services. The case managers monitored the progress of their clients, helping them with problems as they arose, ensuring supportive service needs were met, and keeping DSHS case managers informed of client progress. FWC assigned cases with special needs — such as substance abuse, domestic violence, and child abuse — to a special case manager who gave them the support they needed to continue their efforts to become economically self-sufficient.
Paid Temporary Employment:WtW clients could be placed in two types of paid work experience positions. Clients could be placed in paid work experience positions at nonprofit or community-based organizations to obtain work experience and work maturity skills. In addition, DSHS case managers could place clients in community jobs where they earned minimum wage and worked 20 hours a week. Clients were placed in the community jobs positions for up to nine months and received paid sick leave and vacation benefits.
Job Development and Placement:FWC case managers provided individualized job search assistance and also connected clients with Workforce Investment Act services for referrals.
Postplacement Followup: Like the other WtW providers in the Yakima Valley, FWC provided postemployment services that focused on retention.
Support Services: FWC provided support services after the participant had exhausted the services available through Temporary Assistance for Needy Families. The support services FWC provided included transportation, child care, and work-related supplies and clothing.
Other:Clients could access state-supported preemployment training, which lasted up to 22 weeks.
WtW Operator/Program: Yakima Valley Opportunities Industrialization Center (OIC), Welfare-to-Work Program
Grant Administrator: Tri-County Workforce Development Council, Washington State
Provider Background:OIC is a community-based, nonprofit community action agency that is part of a national network of employment and training programs serving disadvantaged people and their communities.
Target Population: WtW-eligible people
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 8/1/98 to 12/31/01 |
7/1/00 to 6/30/01 |
| Funding/Costs | $991,393 (WtW grant/contract amount) |
$546,629 (total estimated costs for one year) |
| Enrollments | Goal: 150 | New: 14 Cumulative by end of period: 154 |
| Unsubsidized Job Placements | Goal: Not available | New: 46 Cumulative by end of period: 70 |
Outreach and Recruitment:The primary source of referrals was the Washington State Department of Social and Health Services (DSHS).
Job Readiness and Case Management: OIC provided employability assessment and ongoing case management services. The case managers monitored the progress of their clients, helping them with problems as they arose, ensuring supportive service needs were met, and keeping DSHS case managers informed of client progress.
Paid Temporary Employment:WtW clients could be placed in two types of paid work experience positions. Clients could be placed in paid work experience positions at nonprofit or community-based organizations to obtain work experience and work maturity skills. In addition, DSHS case managers could place clients in community jobs where they earned minimum wage and worked 20 hours a week. Clients were placed in the community jobs positions for up to nine months and received paid sick leave and vacation benefits.
Job Development and Placement:OIC case managers provided individualized job search assistance and connected clients with Workforce Investment Act services for job referrals.
Postplacement Followup: Like the other WtW providers in the Yakima Valley, OIC provided postemployment services that focused on retention. OIC operated a mentoring program to help clients with issues they encountered in their transition from welfare to work. The mentors, who were volunteers, worked with OIC case managers to coordinate client services.
Support Services: OIC provided support services after the participant had exhausted the services available through Temporary Assistance for Needy Families. The support services OIC provided included transportation, child care, and work-related supplies and clothing.
Other:Clients could access the state-supported preemployment training, which lasted up to 22 weeks.
WtW Operator/Program: People for People (PFP), Welfare-to-Work and SHARE Programs
Grant Administrator: Tri-County Workforce Development Council
Provider Background: PFP is a community action agency that has provided job training and employment services in Yakima Valley for more than 33 years. It is the oldest locally originated community service agency in Yakima Valley and the largest Workforce Development Council contractor.
Target Population: WtW-eligible people and noncustodial parents
| WtW Program Overall | Cost Analysis Period | |
|---|---|---|
| Period of Operations | 8/1/98 to 12/31/01 |
7/1/00 to 6/30/01 |
| Funding/Costs | $2,689,229 (WtW grant/contract amount) |
$688,187 (total estimated costs for one year) |
| Enrollments | Goal: 180 | New: 36 Cumulative by end of period: 264 |
| Unsubsidized Job Placements | Goal: Not available | New: 53 Cumulative by end of period: 186 |
Outreach and Recruitment: The primary source of referrals was the Washington State Department of Social and Health Services (DSHS). PFP also received referrals of noncustodial parents from the Division of Child Support Enforcement within DSHS.
Job Readiness and Case Management: PFP provided employability assessment and ongoing case management services. The case managers monitored the progress of their clients, helping them with problems as they arose, ensuring supportive service needs were met, and keeping DSHS case managers informed of client progress.
Paid Temporary Employment: WtW clients could be placed in two types of paid work experience positions. Clients could be placed in paid work experience positions at nonprofit or community-based organizations to obtain work experience and work maturity skills. In addition, DSHS case managers could place clients in community jobs where they earned minimum wage and worked 20 hours a week. Clients were placed in the community jobs positions for up to nine months and received paid sick leave and vacation benefits.
Job Development and Placement: PFP case managers provided individualized job search assistance and also connected clients with Workforce Investment Act services for job referrals.
Postplacement Followup: Like the other WtW providers in the Yakima Valley, PFP provided postemployment follow-up services that focused on retention.
Support Services: PFP provided support services after the participant had exhausted the services available through Temporary Assistance for Needy Families. The support services PFP provided included transportation, child care, and work-related supplies and clothing.
Other: Clients could access state-supported preemployment training, which lasted up to 22 weeks.
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