Reach for Success revolved around case managers who recruited participants for the intervention, connected them with services, and helped them navigate through life crises and job loss. Case managers contacted participants at least once a month and provided individualized counseling to help them navigate new job responsibilities or interpersonal issues (at work or at home) that presented a challenge to their continued employment. Case managers were given a reduced caseload of 40 to 85 cases compared with the typical 100 to 120 cases per case manager.

EJC provided five weeks of classroom and job search workshops that aligned with participants’ occupational interests. During the first week, participants explored careers, identified their field of interest, developed career plans, and created resumes and master job applications. During the second week, participants refined their career development plans, practiced mock interviews, discussed previous job searches with EJC staff, and focused on specific job searches that aligned with their occupational interests.

HPOG aimed to prepare participants for careers in health care occupations that paid well and were expected to experience labor shortages or increased demand.

NYCJC participants progressed through three phases of services: Phase 1 (about 3 weeks) provided job-readiness and life skills training, Phase 2 (minimum of 3 months) expected participants to partake in community service, and Phase 3 (minimum of 6 weeks) provided paid internships in public or private organizations or placement in a job or educational program. Participants could continue to receive work-readiness services during Phases 2 and 3, and, in all phases, participants could receive job coaching, counseling, and education services.

Next STEP participants received 2 weeks of work-readiness training and then worked with a job developer to search for a private job with subsidized wages. The subsidized job lasted for 16 weeks, with a full subsidy for 8 weeks and a half subsidy for the subsequent 8 weeks. All employers agreed to retain participants if they did well, and hired participants were invited to quarterly job retention meetings. In addition to subsidized employment, participants had access to case management, mental health services, financial incentives, and legal assistance.

PSI participants attended a job-readiness course, called Learning Expectations and Developing Employment Readiness Skills (LEADERS), course for two weeks. In addition to providing information about the program services and its expectations, LEADERS included conflict resolution, work readiness, mock interviews, and help preparing resumes. LEADERS was intended to prepare participants for the National Work Readiness assessment, which they took at the end of the course to be placed on a work crew.

SFTW started with a three- to five-day job-readiness workshop, during which participants took assessments and engaged in job-readiness activities. Participants were then assigned a case manager, who helped participants become more job ready; develop soft skills; and address barriers to work, such as a lack of clothing, transportation, or housing. Case managers also served as job coaches and helped match participants to transitional jobs based on their skills and interests, mostly with private-sector employers.

A local public human services agency and a community college collaborated to provide VISION services, which included job search assistance and post-employment services in a One-Stop Career Center. Job search assistance included job placement and workshops on job retention and career paths. To help participants prepare for a job that interested them, staff met with participants two to three times a week to help develop a Personal Development Plan (PDP), which described the participants’ career goals and necessary tasks to achieve those goals.

TAAG is a model from the Employment Retention and Advancement study. The TAAG program provided job retention and career advancement services customized to participants’ career interests and personal circumstances. A collaboration of four agencies provided TAAG services; the agencies included a local public human services agency, workforce organizations, and a community college.

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.