When Washington state’s Division of Child Support closed its offices in March 2020 in response to COVID-19, its employment program—Families Forward Washington—kept running with minimal interruption, because the original design was based on working remotely. Its model may offer useful pointers for other service agencies for adapting to the pandemic.
When COVID-19 upended normal operations at STRIVE, a workforce development nonprofit founded in New York, the Center for Applied Behavioral Science at MDRC documented the agency’s real-time innovations that allowed it to continue serving clients during the crisis. Greg Wise, STRIVE’s National Vice President, shared a first-hand account of the transition.
Meeting the Needs of Workers and Employers
Low-wage workers have been hit particularly hard by the COVID-19 pandemic, experiencing greater levels of unemployment than their higher-wage-earning peers. Training programs that focus on moving workers into skilled jobs in industries with strong local demand could reposition them for 21st-century success.
Many schools are using technology-based tools to generate career recommendations and supplement the capabilities of their guidance departments. MDRC has partnered with two technology companies to test whether their career-advising software programs are viable tools for equitably supporting students as they identify and pursue future careers.
An Interview with Karen Pennington and Dawn Slinkard
Tulsa Community WorkAdvance is a sector-based training and career advancement program that prepares people for jobs in the health care field. Executive Director Karen Pennington talks about the impact of COVID-19 on operations and future opportunities in health care, and graduate Dawn Slinkard describes her experience in the program.
Amid keen interest in helping students, young adults, and low-wage workers build the skills necessary to succeed in a technologically advanced economy, MDRC is studying a range of programs that feature employer involvement, such as career pathways from high school into college and the workforce, work-based learning, apprenticeships, and sectoral training.
Using Data to Analyze Enrollment Drop-Off
The August 2019 In Practice blog post offers tips for programs to ensure that the participants they recruit, actually enroll. In this post, we examine some key lessons from MDRC’s evaluation of the WorkAdvance project to help turn program recruits into program success stories.
The Experience of a New Program for Young People Involved in the Juvenile Justice System
STRIVE International engaged MDRC to help the organization improve a new program model aimed at increasing educational attainment and employment of young adults involved in the juvenile justice system. This Issue Focus describes the partnership and offers advice to organizations implementing new programs on how to build evidence of effectiveness.
Even in good economic times, workers with limited education may need help getting or regaining a foothold in the job market. Effective career training programs exist. Approaches that target in-demand industries and closely involve employers can get results, benefiting high school students, adults without diplomas, and long-term unemployed workers.
Subsidized employment programs use public funds to create jobs for the unemployed. This two-page memo describes how they can provide short-term income support to individuals with serious barriers to employment or to broader groups during poor economic times — while having positive effects on reducing recidivism, increasing child support payments, or reducing reliance on welfare.