Transitional JobsProgram Implementation and Best Practices

Chris Warland, National Transitional Jobs NetworkProject Empowerment Meeting

April 10, 2012

National Transitional Jobs NetworkThe National Transitional Jobs Network (NTJN) ensures that policies account for the hard-to-employ, that programs are able to effectively serve as many individuals as possible, and that best practices and technical assistance are widely shared and implemented throughout the network.

The NTJN offers:▫Technical assistance▫State and federal advocacy▫Monthly newsletters▫National conferences – April 12 and 13 in Baltimore!

Our funders include The Joyce Foundation, the Annie E. Casey Foundation and the Charles Stewart Mott Foundation.

The Transitional Jobs Model

Transitional Jobs (TJ) is a workforce strategy designed to overcome employment obstacles

by using time-limited, wage-paying jobs that

combine real work, skill development, and supportive services,

to transition participants successfully into the labor market.

Defining Transitional Jobs

The Goals of Transitional Jobs

• Stabilize individuals and families with earned income

• Learn the expectations of the workplace experientially

• Address barriers to work• Build a work history and references• Access incentives like the Earned Income

Tax Credit•Gain skills and experience to transition into

unsubsidized employment

“I gained work experience and learned proper work effort in a work place.”

JobStart Participant

“I gained work experience and learned proper work effort in a work place.”

JobStart Participant

Target Populations

Low-income job seekers with multiple or severe barriers to employment:

• Long-term recipients of public assistance

• People who have experienced homelessness

• Disconnected youth with no work history

• People with criminal records

• Chronically unemployed

Barriers to Employment Low education and literacy Work history gaps Lack of transportation Family obligations Lack of stable address or

phone Lack of hygiene or clothing Low self-esteem Poor health

Physical disabilities Mental health issues Substance use issues Fear of losing public benefits Criminal records Weak labor markets Weak social skills or

networks Discrimination

Orientation & Assessment

Job Readiness/Life Skills Classes

Case Management Support

Transitional Job - Real Work Experience

Unsubsidized Job Placement & Retention

Linkages to Education and Training

Core Components of the TJ Model…

Subsidized jobs in a non-profit, for profit, and/or government setting

Time-limited. The TJ typically lasts 3-9 months depending upon the population & participant needs

Wage-paid

TJ Definition Break Down:“Time-limited, Wage-paying Jobs”

TJ programs offer the opportunity to learn and re-learn behaviors of work

Soft-skill Development sometimes combined with Hard-skill Development

Access to industry specific training, bridge programs, and educational opportunities

TJ Definition Break Down:“Skill Development”

TJ programs have a strong employment case management structure and wrap-around support with linkages to the following:

Transportation Child Care ClothingHousing Substance Abuse Mental Health

Probation/Parole Requirements

TJ Definition Break Down:“Supportive Services”

Transition TJ participants into unsubsidized work following TJ placement.

Retention Support

Linkages to education & training

TJ Definition Break Down:“Transition participants successfully into the labor market”

Scattered Site – Participants work in for-profit, non-profit or government sites with 1-2 workers per site. (Examples: Heartland Human Care Services, TWC, GA Goodworks and WA Community Jobs)

Work Crew – Crews of 5-7 people work on a project often within maintenance, janitorial, parks, and community renewal projects. (Examples: CEO, Roca, Doe Fund)

Social Enterprise – Participants work as an employee of the product or service revenue generating arm of an organization. (Examples: Sweet Beginnings, Circle Catering, Goodwill)

TJ Program Structures…

Best Practices and Promising Enhancements

Scheduling: TJ participants work in transitional employment up to 32 hours a week. Classroom time and training activities should accommodate work schedules

Contextualization: the transitional employment experience offers unique opportunities to contextualize curriculum, materials and instruction to work experiences and tasks

Communication: it is critical that teachers and trainers communicate participant progress with case managers, worksite supervisors and other program personnel

How the TJ Model ImpactsTraining and Classroom Instruction

In scattered site TJ programs, employer partners who serve as transitional worksites may be encouraged to hire participants permanently after TJ ends

The TJ strategy offers opportunities to make the “business case” for hiring participants

Best practices in retention services include: Six months of follow-up At least three contacts per month Retention bonuses and other incentives to keep

participants engaged See the NTJN’s Best Practice Guides for job development and retention

How the TJ Model ImpactsEmployer Outreach, Job Development and Retention

TJ graduates receive retention services. Employee turnover creates large costs for entry-level employers. Post-TJ retention services and incentives can help employers reduce turnover costs.

TJ graduates have participated in both work experience and job-readiness training. Employers benefit from candidates who have received training in soft skills and are designated work-ready.

Making the Business Case to Hire TJ Participants in Unsubsidized Employment

TJ graduates are current employees in good standing. TJ job developers can approach prospective unsubsidized employers not just as a job developer but also as a fellow employer who is uniquely qualified to provide a reference and make a recommendation.

TJ graduates may come with tax credits. Employers who hire TJ participants may be eligible for the Work Opportunity Tax Credit.

TJ graduates may be bonded. Some TJ participants may be eligible for the Federal bonding program at no cost to the employer

Making the Business Case to Hire TJ Participants in Unsubsidized Employment

Ensure TJ is a Developmental Experience

How is TJ different from a temporary job?Transitional employment should provide experiential learning

and development in addition to stabilizing income and an employment reference

TJ employment should be designed from the outset to allow participants to learn, model and practice successful workplace behaviors

How the TJ Model Impacts Case Management, Job Coaching, and Supervision

Provide transitional employment that represents real work experience

Select worksites that deliver close supervision, appropriate feedback, and tasks that promote learning of useful skills

Develop MOUs or worksite agreements that reflect the employer’s role in participant development

How to make TJ a Developmental Experience

Strong communication and feedback regarding progress and work-readiness

Provide training and support for frontline supervisor and build their buy-in

Develop tools and procedures for structured feedback, such as work-readiness checklists (e.g., CEO’s Passport to Success)

Structure and intensify on-site mentoring and coaching activities

How to make TJ a Developmental Experience

Be flexible and allow for mistakes Create a safe environment for participants to learn

from mistakes Provide opportunities to reenter TJ after

termination Gradually increase responsibility and stress Allow for flexibility in length of TJ employment to

ensure work-readiness

How to make TJ a Developmental Experience

Provide opportunities for peer and social support

Support groups Job Clubs Family support Mentoring and alumni visits Relationships with program staff

How to make TJ a Developmental Experience

Tiered TJ with graduated levels of participant responsibility and stress

Stepped TJ in which participants are transitioned from full to partial wage subsidies

Child Support strategies such as wage subsidies dedicated to child support orders, advocacy for order modification, or responsible fatherhood training

Sector- or occupation-specific training and work experience

Other Promising Enhancements to the TJ Model

Outcomes of Transitional Jobs

Outcomes of Transitional Jobs Programs• TJ programs are highly successful at getting people with

barriers to employment successfully working again.

• TJ participants show increased wages and less reliance on public benefits over time.

• TJ results in reduced recidivism for people recently released from prison. TJ participants were less likely than control group members to be arrested, convicted of a crime, or incarcerated.

• TJ program impacts on employment and recidivism are stronger for those who are more disadvantaged or at higher risk of recidivism.

Outcomes of Transitional Jobs Programs• TJ program financial benefits far outweigh its costs. Based on a

highly rigorous ROI analysis, the CEO TJ program in New York generates between $1.26 and $3.85 in benefits per $1.00 of cost.

• Economic ripple effect: TJ programs stimulate economic activity at businesses where participants spent earnings and at businesses that sell

goods and services to those businesses where the “first round” of spending occurred.

Total wages earned by JobStart participants $3,936,423

Proportion of wages spent in retail sector 0.70

Increased demand

Initial $2,755,496

Subsequent $2,327,292

Total $5,082,788

Increased household earnings $1,228,676

Increased employment 44

TJ Benefits to Employers•Wage subsidies

• “HR” services

•Work-readiness training

• Case management

• Retention services

• Tax credits

• “Giving back”

For More Information:Web: www.transitionaljobs.net Email: cwarland@heartlandalliance.orgFollow us:

National Transitional Jobs Network @tjprograms