The Welfare-to-Work Grants Program: Enrollee Outcomes One Year After Program Entry. Did Enrollees Receive Employment Preparation Services?


Most WtW enrollees in the 11 study sites received employment preparation services sometime during the year following program entry. These diverse services included job readiness training, job search assistance, substance abuse treatment, and seven additional services measured in this evaluation.(24) The rate of receipt of any of these services was generally high and did not vary dramatically across the sites  ranging from a low of 68 percent in Ft. Worth to a high of 89 percent in Philadelphia (Exhibit III.1).

The generally high rates of receipt of employment preparation services indicate that the programs in the study sites were largely successful in delivering at least some assistance to each enrollee. Nevertheless, there was variation across the sites in the rate of service receipt, which appears related to differences in the design of the WtW enrollment process. In general, the closer the proximity of the place of enrollment to the place of service delivery, the higher the rate of service receipt.

Ft. Worth and Philadelphia  the sites where enrollees had the lowest and highest rates of receipt of employment preparation services, respectively  illustrate this principle. In Ft. Worth, many individuals were enrolled in WtW during the TANF application and assessment process, typically at one of eight county-operated career centers rather than at a WtW service provider. This enrollment design carried a significant risk that enrollees who were referred to a WtW provider would fail to show, and therefore receive no WtW services. In contrast, enrollment in the WtW program operated by the Transitional Work Corporation (TWC) in Philadelphia occurred at a service provider  either at TWC itself or at any of eight Regional Service Centers, which were also WtW service providers. The Regional Service Centers referred appropriate clients to TWC and also may have provided them with services. This design for WtW enrollment minimized the risk that no-shows would depress the rate of service receipt by enrollees in the program.

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