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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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Ways to make TJ a Developmental Experience
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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Ways to make TJ a Developmental Experience
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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Ways to make TJ a Developmental Experience
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:
or visit:
www.transitionaljobs.net