Future Steps implemented an employment-focused case management model. Working with a career specialist, participants completed a career and skills assessment and then began an individualized job search. Services included informal counseling and referrals to specialized job training and other services such as child care and mental health services.

YouthBuild programs provided four main categories of services: (1) a combination of educational services designed to lead to a high school diploma or an equivalent credential such as a GED; (2) vocational training in construction or another in-demand industry; (3) youth development services focused on leadership training and community service; and (4) supportive services to help individuals participate in training and employment, including case management, workforce preparation, life skills training, counseling, and stipends for participation.

TJRD participants were provided with 30 to 40 hours of transitional, subsidized employment; job search assistance; and other supports, including job coaching and classes before employment. Case managers acted as the primary point of contact for participants and helped participants access support for transportation, housing, and clothing, as well as referrals to training programs and substance abuse or mental health treatment.

Cleveland ERA, also referred to as Achieve, delivered services directly in the workplace to low-wage workers.

The PESD program 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.

Maximum Customer Choice participants could request counseling from program staff to guide them to appropriate training selections, but they did not automatically receive counseling. Participants received an individual training account in the amount of $3,000 to $5,000, depending on the program site. Most Maximum Customer Choice participants requested counseling and completed counseling and training program selection in five sessions. Then, participants engaged in their selected training program for an average of 18 weeks.

Structured Customer Choice participants received intensive, mandatory weekly counseling from program staff, in which the counselors directed participants to training programs with high returns on investment (that is, programs anticipated to lead to high earnings gains over participants’ lifetimes relative to the training cost). Participants selected the training program in which they wished to participate, but counselors could deny participants’ selections. Participants also received an ITA of up to $8,000 to cover the cost of training.

MOST was Michigan's Jobs Opportunities and Basic Skills Training program for individuals receiving AFDC. Michigan changed MOST after receiving one of 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. Detroit's MOST program, with the changes made under the waiver, was included in a five-year national evaluation of workforce programs for individuals receiving AFDC which began in 1992.

Integrated Case Management participants worked with a single case manager to improve their educational and vocational skills and 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.

Chicago ERA matched participants with a career and income advisor (CIA) who counseled them about how to advance in their current jobs and apply for higher-paying jobs. Participants could receive other education and training services and financial incentives for maintaining contact with their case manager to verify their work hours. A30-hour work requirement was part of their TANF participation, and failure to work at this level could result in a sanction of their TANF benefits. The program served participants for up to  two years, even if they left TANF.