JVS-Boston developed its medical billing and accounting training programs with input from employers who served on advisory committees. Potential participants were interviewed to confirm that they would benefit from the training program based on their interests, abilities, and qualifications. Participants received a certificate of completion at the end of the program. Training participants were also offered other services available at JVS-Boston, including a four- to six-week internship and training on job-readiness skills.

Participants met with a public health nurse when they started the program to receive a comprehensive health assessment. The nurse also acted as a case manager to support and coordinate access to care, as well as to help participants manage and prevent diseases through primary care or referrals and health education. Participants were also given the opportunity to attend a two-hour information session about Medicaid. The program lasted nine months, and participants checked in with the nurse after three, six, and nine months.

The TWC’s transitional jobs program began with a two-week orientation, and from 2004 to 2007, the TWC paid participants a stipend of $25 for each day of orientation that they attended. The TWC staff then used information from interest assessments and other orientation tools to place participants in a transitional, subsidized job where the TWC paid them minimum wage. The TWC also trained on-site partners to mentor participants in the workplace. Participants worked at those jobs for 25 hours per week for up to six months.

Traditional Case Management participants worked with one case manager to improve educational and vocational skills and with a separate income maintenance case manager to determine their welfare eligibility and payment issuance. Participants who did not have a high school diploma or general education diploma were assigned to basic education classes; participants with basic education credentials were assigned to vocational training, postsecondary education, or work experience. Case managers provided job search assistance after they determined that participants were employable.

STEP participants received home visits from community liaisons to identify and mitigate any barriers that might prevent participants from traveling to the program offices. In the program offices, participants were assigned a case coordinator, who conducted assessments to determine barriers to employment. Case coordinators worked with no more than 20 participants at a time. The case coordinator and specialized vocational rehabilitation staff developed a plan to address the barriers, and participants began activities tailored to overcoming their barriers.

CAP was one of the demonstration projects made possible by Section 1115 waivers to the rules in effect at the time for the AFDC program. These Section 1115 waivers allowed states to test new approaches to advance the objectives of the AFDC program.

The MFSP program implemented by the Atlanta Urban League focused first on providing full-time adult basic education and GED instruction to women with poor reading, writing, or math skills, and then occupational skills training and additional supports once participants overcame academic barriers.

Core EHS services, the early childhood developmental program services typically provided in pre-existing EHS programs, included intensive early childhood development services, family support, and health and mental health services.

WRTP provided short-term training programs—selected to match local labor market demand—that resulted in nursing assistant, medical assistant, and construction certificates. Participants also received soft skills training, case management, remedial education, job placement assistance, and post-employment services. Child care and transportation assistance were available for participants receiving Temporary Assistance for Needy Families. Training programs ranged from 40 to 160 hours and lasted from two to eight weeks.