Understanding the Costs of the DOL Welfare-to-Work Grants Program. WtWProgram Profile: JHU-Florida

08/01/2002

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 Floridas 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

Statistics for the WtW Program Overall Vs. The Cost Analysis

  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

Welfare-to-Work Program Services

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 participants 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 supervisors 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

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