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 (WIB) for the first two months.

The Grand Rapids HCD program stressed that participants should spend time receiving education or training to prepare for good jobs. The program began with a 15-hour, weeklong formal assessment component, during which public school staff assessed participants’ achievement, aptitude, and career interests. Participants then usually completed either high school completion programs (distinct from GED classes) or vocational training.

The Bridges program offered a multi-phase program focused on four main service areas: academic enrichment, socio-emotional learning (SEL), workforce readiness training, and mentorship and case management services. Participants began the program by attending a group orientation session and taking the Test of Adult Basic Education and an online financial training. Following the financial training, participants began the first of three phases of Bridges services.

Breaking Barriers followed the IPS model by assigning employment specialists to help participants set career goals and search for a job. Employment specialists maintained relationships with local employers, which they used to connect participants to potential job opportunities. After participants found employment, specialists provided as-needed, customized support (such as counseling or transportation assistance). This follow-along support did not have a time limit. Participants were involved in the program for an average of 10 months.

B2W provided participants with 35 hours per week of mandatory, in-person services that included group and individual job search classes, case management, job development and job search support, job interview support, and soft-skills training. B2W also provided supportive services that included transportation and work clothes. Participants typically received services for 6 to 8 weeks, and job search support activities were limited to 12 weeks. After attaining employment, participants were

Atlanta’s HCD program stressed that participants should spend time receiving education or training to prepare for good jobs. At the start of the program, case managers assigned participants to adult basic education courses or vocational training programs. Participants were assigned to adult basic education courses more often than training programs because many vocational programs required GEDs or certificates that the participants did not have when starting the HCD program.

In the Teenage Parent Demonstration, case managers assessed participants’ needs and developed individualized self-sufficiency plans for participants to access education, training, and employment services. Participants were teenage AFDC recipients who were first-time parents. The program included workshops focused on personal and parenting skills, and preparation for education, training, and work. The program required participants to receive these services while they were receiving AFDC.

Participants in the Promotor Pathway Program were paired with a “Promotor” who provided intensive, long-term case management services, mentorship, and advocacy. Promotors also provided referrals to services internal and external to the LAYC, based on participants’ needs. All Promotor Pathway Program participants had access to standard LAYC services during this intervention. Promotor Pathway Program services were typically provided for 15 months. This intervention was delivered at existing LAYC sites located in Washington, DC, and Langley Park, Riverdale, and Silver Spring, MD.

Individuals receiving housing assistance interested in the FSS program attended an orientation, signed a contract of participation, and completed an individualized plan at enrollment. FSS program participants worked with case managers to set goals related to self-sufficiency to include in their plan. Case managers also provided referrals to services, such as education and training opportunities and low-cost child care. Most sites expected case managers to contact participants on a quarterly basis, although some sites ranged from monthly to annual contact.

The Compass FSS program provided one-on-one financial coaching to help HCV recipients make progress toward their self-identified financial goals, which could include paying down debt, increasing savings, or improving credit scores. The program also created an incentive for participants to meet their goals. When families with HCVs received an increase in earnings, they were required to pay 30 percent of that increase toward rent. The FSS program credited these additional rent payments toward an escrow account that the participant could receive in full after meeting certain conditions.