Six to seven weeks into unemployment, participants were required to report to a job service orientation session. At the orientation, the participants were given information about the services available to them and were scheduled for an assessment interview. The orientation for IJSA+, unlike for IJSA and Structured Job Search Assistance (SJSA), included a coordinated effort with the local Economic Dislocation and Worker Adjustment Act staff to enroll interested participants in training.

Six to seven weeks into unemployment, participants were required to report to a job service orientation session. At the orientation, participants received information about IJSA services and scheduled an assessment interview. During the assessment interview, staff developed an individual service plan for the participant. Individual service plans varied, but the services specified in the plan were mandatory.

Six to seven weeks after submitting a UI claim, participants were required to report to a job service orientation session. After orientation, they completed a one-on-one assessment of their aptitude and interests and participated in a 15-hour job-search workshop. Participants were required to have at least two additional contacts with staff after these initial activities to report on their job search progress.

Participants received a medical evaluation and were assigned to PRIDE if they were deemed not healthy enough to participate in standard welfare-to-work programs, but too healthy to claim federal disability benefits. After an initial assessment by PRIDE staff, a participant was assigned to either a work-based education (WBE) or vocational rehabilitation (VR) track. The WBE track consisted of three days of unpaid work experience and two days of classroom-based adult basic education per week for a total of 35 hours of WBE activities per week over six months.

VIDA supported full-time enrollment in educational programs, including certificate programs, associate’s degree programs, or the last two years of coursework to receive a bachelor’s degree related to occupations that pay a living wage and are in high demand in the program’s local area. Participants received intensive, mandatory weekly counseling services focused on developing life skills, such as time management and budgeting, as well as skills to support success in participants’ education programs.

At the time this evaluation occurred, two Transitional Subsidized Employment programs were active in Los Angeles County: PWE and an on-the-job (OJT) training program. PWE placed each participant in a fully subsidized, six-month position at a public-sector or nonprofit organization, where they were paid minimum wage by the local Workforce Investment Board.

At the time this evaluation occurred, two Transitional Subsidized Employment programs were active in Los Angeles County: OJT and a paid work experience (PWE) program. OJT placed participants in a partially subsidized, six-month position at a for-profit, private-sector organization, where they were paid $8 an hour by the local Workforce Investment Board for the first two months. The intervention aimed to have participants make the transition into unsubsidized positions with the same employer when the subsidy ended. The average placement lasted two and a half months.

At the time this evaluation occurred, two subsidized employment programs were active in Los Angeles County: PWE and an on-the-job training (OJT) program. PWE placed each participant in a fully subsidized, six-month position at a public-sector or nonprofit organization, where they were paid minimum wage by the local Workforce Investment Board. Case management was provided to assist participants in searching for unsubsidized employment, and in the final month of subsidized employment, participants also received 16 hours of paid time to engage in a job search.

Participants volunteered for the program and received job counseling and help preparing for interviews from their case managers. Case managers then identified job opportunities with partner employers suited to the clients’ skills and interests and scheduled job interviews for participants at weekly job fairs.

After two days of initial skills assessment, Good Transitions participants were placed in a subsidized job at Goodwill Industries stores. An on-site job coach provided feedback and support while program staff provided case management and job development services. After one month at the Goodwill position, Good Transitions placed participants in a new position, with less on-site support and coaching than the Goodwill position, for about three months.