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.

CWPDP 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. CWPDP introduced four changes to AFDC. First, the maximum aid payment was reduced by 8.3 percent through gradual reductions from October 1, 1992, to September 1, 1993. Second, two-parent families in which one parent was unemployed could remain eligible for AFDC even if one parent worked more than 100 hours per week.

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

LARCA provided participating youth with case managers who worked with the youth to develop and monitor individualized plans identifying services that could improve youth’s life skills and work-readiness.

Paycheck Plus: Employment Referral Services consisted of two main features. First, like the Paycheck Plus intervention described elsewhere on this site, it allowed eligible individuals to receive up to $2,000 in income-based tax credits, including the federal EITC and the supplemental credit from the Paycheck Plus program. In the 2017 tax year, a single adult worker would lose eligibility for the federal EITC after his or her earnings reached about $15,000, and the maximum credit was $510.

Paycheck Plus allowed eligible individuals to receive up to $2,000 in income-based tax credits, including the federal EITC and the supplemental credit from the Paycheck Plus program. In the 2017 tax year, a single adult worker would lose eligibility for the federal EITC after his or her earnings reached about $15,000, and the maximum credit was $510. Paycheck Plus increased the maximum credit for single adults to $2,000 and expanded eligibility so that individuals earning up to $30,000 qualified for some credit.

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.