Understanding the Costs of the DOL Welfare-to-Work Grants Program. WtW Program Profile: Chicago-E&ES


WtW Operator/Program: Employment and Employer Services, Inc. (E&ES), Welfare-to-Work Program

Grant Administrator:Mayors 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

Statistics for the WtW Program Overall Vs. The Cost Analysis

  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)
(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

Welfare-to-Work Program Services

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


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