Understanding the Costs of the DOL Welfare-to-Work Grants Program. WtW Program Profile: Fort Worth-WC

08/01/2002

WtW Operator/Program:Womens Center, WtW Program

Grant Administrator:Tarrant County (Texas) Workforce Development Board (TCWDB)

Provider Background:The Womens 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

Statistics for the WtW Program Overall Vs. The Cost Analysis

  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

Welfare-to-Work Program Services

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 weeks 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 WCs 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 WCs partnership with used-car dealers that provided cars to low-income women.

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