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. NCACs 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
Statistics for the WtW Program Overall Vs. The Cost Analysis
|WtW Program Overall||Cost Analysis Period|
|Period of Operations||
7/1/98 to 12/31/01
7/1/00 to 6/30/01
(WtW grant/contract amount)
(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|
Welfare-to-Work Program Services
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 Tennessees 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.