MFIP 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. MFIP used several strategies to encourage AFDC recipients to find employment and reduce their dependence on public assistance.

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.

The @LIKE program provided life coaching, career exploration, education, employment, and work readiness preparation. @LIKE provided youth with trained life coaches who focused on personal goals and helped youth build self-efficacy to solve problems and work toward their individual goals. Career exploration included activities such as exploring interest, setting goals, developing portfolios, and career decision making.

FAST provided extra services to participants who qualified for FSS. FAST integrated the IPS supported employment model into the FSS program to provide participants with individualized job search assistance, job development services, and related supports based on their preferences and abilities. FAST also integrated motivational interviewing and a vocational assessment into the FSS program alongside IPS. To better support FAST participants, the caseload of FAST case managers was reduced to 50 active cases from an average of 75 to 100.

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.

The TransitionsSF program, which took place in San Francisco, CA, served unemployed and underemployed noncustodial parents. TransitionsSF included three stages. The first stage, which typically lasted three months, was a pre-transitional job period, during which participants took assessments to determine whether they required substance abuse services, mental health services, or other services. This stage also included individualized job-readiness training that helped participants develop their soft skills.

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.

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.

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.