PROGRESS assigned participants to a team of one case manager and one career development specialist. Case managers checked in with participants monthly and helped them obtain access to health care through Medicaid and assistance with child care and transportation. They also helped participants with housing, substance abuse, or other personal issues by providing counseling and connecting them to community resources.

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.

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.

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. HPOG 1.0—Facilitated Peer Support grantees provided standard HPOG services and, to a subset of participants, the option to participate in a peer support group facilitated by a professional familiar with adult learning theory and the HPOG program. The peer support meetings were an opportunity to discuss available HPOG and community resources and challenges that participants might face in HPOG.

HPOG aimed to prepare participants for careers in health care occupations that paid well and were expected to experience labor shortages or increased demand. HPOG 1.0—Noncash Incentives grantees provided standard HPOG services and, to a subset of participants, the option to receive noncash incentives worth up to $1,000 per person. These participants were able to earn points for achieving program milestones, such as completing key courses or obtaining or retaining employment.

HPOG aimed to prepare participants for careers in health care occupations that paid well and were expected to experience labor shortages or increased demand. HPOG 1.0 Emergency Assistance grantees provided standard HPOG services and, to a subset of participants, the option to receive emergency assistance to cover unexpected expenses. These expenses could include car repair, child care, eviction prevention, and utility payments.

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.