Enhanced Transitional Jobs DemonstrationProgram Implementation and Best Practices

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N o r t h G e o r g i a E T J D P r o j e c t P a r t n e r s M e e t i n g

O c t o b e r 1 1 , 2 0 1 1

C h r i s Wa r l a n d , M a n a g e r , P r o g r a m Q u a l i t y a n dTe c h n i c a l A s s i s t a n c e

Enhanced Transitional Jobs DemonstrationProgram Implementation and Best Practices

www.transitionaljobs.net


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About The National Transitional Jobs Network

The NTJN exists to ensure 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 technicalassistance are widely shared and implemented throughout

the network. Technical Assistance

State and Federal AdvocacyMonthly Newsletters sign up at www.transitionaljobs.netNational Conference Baltimore, MD. April 12-13, 2012


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Transitional Jobs Core Program Elements

Orientation & Assessment

Job Readiness/Life Skills Classes

Case Management Support

Transitional Job - Real Work Experience

Unsubsidized Job Placement & Retention

Linkages to Education and Training


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The Goals of Transitional Jobs

Stabilizing individuals and families with earned incomeLearning the expectations of the workplaceexperientiallyBuilding a work history and referencesAccessing incentives like the Earned Income Tax Credit

Gaining skills and experience to transition intounsubsidized employment


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Our Goals for the Enhanced Transitional Jobs Demonstration

Provide further evidence for TJs impacts on recidivism Establish stronger evidence for impacts on long-termemploymentIdentify effective enhancements to the TJ modelSet the stage for future federal funding for subsidized

employment programs serving people with barriers


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Transitional Jobs Program Structures

Scattered Employment Sites Participants work in for-profit, non-profit or government sites with 1-2 workers

per site.Work Crew Crews of 5-7 people work on a projectoften within maintenance, janitorial, parks, andcommunity renewal projects.In-House Placements Participants work for the TJagency, often in the product or service revenuegenerating arm of the organization.


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Snapshot of General TJ Program Staff

Case Management Team Intake/Assessment,

Counseling, Referral ServicesJob Development Team Job Coach, Job Developer,Crew SupervisorJob/Life Skills TrainersRetention SpecialistEducation/Training Specialist


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Budget Considerations for TJ Program Planning

Participant Wages often the most costly budget itemStaff Training and EducationSupport ServicesIncentives

Data Collection and EvaluationAdministrative Costs


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What Does it Mean to be Employer of Record?

Pay wagesManage payroll and withholdingsUnemployment insuranceWorkers compensation Non-displacement of permanent workers


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How the Transitional Jobs Model Impacts:Employer Outreach, Job Development and Retention

In scattered site TJ programs, employer partners who serve astransitional worksites may be encouraged to hire participantspermanently after TJ endsThe TJ strategy offers opportunities to make the business case for hiring participantsBest practices in retention services include:

Six months of follow-upAt least three contacts per monthRetention bonuses and other incentives to keep participants engaged


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Making the Business case to Hire TJ Participants inUnsubsidized Employment

TJ graduates receive retention services . Employee turnovercreates large costs for entry-level employers. Post-TJ retention

services and incentives can help employers reduce turnovercosts.

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


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Making the Business case to Hire TJ Participants inUnsubsidized Employment

TJ graduates are current employees in good standing. TJ jobdevelopers can approach prospective unsubsidized employers

not just as a job developer but also as a fellow employer who isuniquely qualified to provide a reference and make arecommendation.

TJ graduates may come with tax credits. Employers who hireTJ participants may be eligible for the Work Opportunity TaxCredit.

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


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Ensuring TJ is Developmental

How is TJ different from a temporary job?

Transitional employment should provide experiential learning

and development in addition to stabilizing income and anemployment referenceTJ employment should be designed from the outset to allowparticipants to learn, model and practice successful workplace

behaviors


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Ways to make TJ a Developmental Experience

Provide transitional employment that represents realwork experience

Select worksites that deliver close supervision, appropriatefeedback, and tasks that promote learning of useful skillsDevelop MOUs or worksite agreements that reflect theemployers role in participant development


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Strong communication and feedback regardingprogress and work-readiness

Provide training and support for frontline supervisor andbuild their buy-inDevelop tools and procedures for structured feedback, suchas work- readiness checklists (e.g., CEOs Passport to Success )

Structure and intensify on-site mentoring and coachingactivities


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Be flexible and allow for mistakesCreate a safe environment for participants to learn from

mistakesProvide opportunities to reenter TJ after terminationGradually increase responsibility and stress

Allow for flexibility in length of TJ employment to ensurework-readiness


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Provide opportunities for peer and social supportSupport groups

Job ClubsFamily supportMentoring and alumni visits

Relationships with program staff


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For more information, contact:

[email protected]

or visit:

www.transitionaljobs.net

Enhanced Transitional Jobs DemonstrationProgram Implementation and Best Practices

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