Evaluating Two Approaches to Case Management: Implementation, Participation Patterns, Costs, and Three-Year Impacts of the Columbus Welfare-to-Work Program. Summary of Program Implementation


The integrated and traditional programs both emphasized skills-building prior to entry into the labor market. The programs especially stressed the importance of recipients getting a GED certificate, and they placed only the most employable in job search activities.

Recipient-to-staff ratios were similar in the two programs. Although caseloads for the integrated staff were larger than had been planned  limiting the amount of time that staff members could spend with each recipient and generating low morale  they were not so large that they prevented integrated case managers from successfully performing both their income maintenance and employment and training duties. This was facilitated, in part, by the extensive administrative support available to staff. Integrated case managers provided more personalized attention than traditional case managers and more closely monitored participation in program activities. Both programs strongly enforced the participation mandate.