Texas ERA began with an orientation followed by a four-day job-search workshop. After the workshop, participants spent four to six weeks searching for jobs. Those that did not find employment during this time were assigned to community service or volunteer positions. Participants who did find jobs became eligible for a $200 monthly stipend, as long as they were employed for at least 30 hours per week, participated in a post-employment advancement activity, or left TANF.

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.

Cleveland ERA, also referred to as Achieve, delivered services directly in the workplace to low-wage workers.

Participants started the program with a four-day preemployment, life-skills class focusing on job-readiness issues, such as workplace behavior, job search skills, and decision making. The program then placed participants in transitional jobs at New York City agencies. Participants worked in these transitional jobs for four days a week at the state minimum wage and were paid at the end of each day. On the fifth day of each week, participants met with job coaches at the CEO office to discuss their performance at the transitional job and prepare for future interviews.

Participation in Tier 2 was mandatory and could be enforced by sanctioning TANF benefits. Participants worked with Tier 2 case managers from local service providers, who had caseloads of 25 to 30 cases rather than the 75 to 100 cases of a typical Tier 1 case manager. Case managers performed detailed assessments of clients to identify the underlying challenges affecting them and their families and then referred clients to services that addressed those challenges. They also monitored participation, including through home visits.

Sector-focused career centers also aimed to alter the way that employers recruit, pay, and promote workers. Local employers in each industry helped design the centers to ensure that they addressed the specific skills workers need in that sector. The Center for Economic Opportunity operated three sector-focused career centers: Workforce1 Transportation Career Center, Workforce1 Manufacturing Career Center, and Workforce1 Healthcare Career Center, each through partnerships with multiple community employers.