The Annie E. Casey Foundation launched the Generation Work initiative in 2016 to connect more of America’s young adults—especially those of color from low-income families—with meaningful employment by changing the way public and private systems prepare them for and support them in jobs. Generation Work asked grantees to form partnerships of organizations in workforce development systems (such as training programs, government agencies, funders, employers, and trade unions) to better serve young people ages 18 to 29 years. The first phase of the initiative was implemented in five cities: Cleveland, Hartford, Indianapolis, Philadelphia, and Seattle. MDRC was selected by the Casey Foundation to study the Generation Work initiative and investigate how it unfolded, uncover challenges, and identify best practices. This Issue Focus explores some of the ways Generation Work partnerships sought to change their local workforce development systems and previews some of the study’s findings.

This is an updated brief from the Office of Family Assistance (OFA) 2018 TANF Works! TANF/WIOA Collaboration Series that described collaboration strategies between Temporary Assistance for Needy Families (TANF) and Workforce Innovation and Opportunity Act (WIOA) programs to serve populations with low incomes. These updated briefs were developed through follow-up outreach and interviews to explore how TANF/WIOA collaborations have been sustained over time and have evolved as a result of the COVID-19 pandemic. Each brief features a success story and includes snapshot infographics depicting TANF and WIOA data.

Integration of TANF and WIOA services has become second nature in Lehigh Valley since 2018; by streamlining eligibility, customers are immediately made aware of programs where they are qualified and can begin receiving services. The co-location of TANF and WIOA staff with an intentional office layout facilitates a full-service experience for customers as well as lends itself naturally to partner collaboration. The brief discusses how merging TANF and WIOA creates a “familial environment” where caseworkers and other employer partners benefit from this collaboration.

The Promise is a public-private partnership dedicated to meeting some of the goals of the City of Philadelphia’s Poverty Action Plan. Key aspects of The Promise include “community challenges,” wherein community-based organizations receive funding to partner on efforts to improve city residents’ material conditions. Because eligible Philadelphians leave millions of dollars’ worth of public benefits and refundable tax credits on the table each year, the first community challenge launched, called the Family Stability Challenge (FSC), funds service provider coalitions to collaborate on connecting underserved populations with benefits and credits. The Urban Institute was invited to conduct an evaluation of the early implementation of the FSC. As a result, they released this report that provides a scan of relevant literature and contextual information important for understanding the FSC.

Direct cash transfer programs are increasingly popular as an efficient, equitable way to quickly get cash into the hands of people who need it while giving recipients agency over how they spend their money. Though consensus is growing on the impacts of cash transfer, there are still no agreed-upon mechanisms for how to fund them. This issue is complicated by the fact that where program funds come from can affect a recipient's eligibility for other benefits and can trigger a “benefit cliff.” This blogpost examines funding mechanisms used in cash transfer programs in Washington D.C., Philadelphia, and Los Angeles to understand how their respective funding models affect recipients’ benefits and outcomes.

The National Governors Association Center for Best Practices, in partnership with the Duke-Margolis Center for Health Policy and the National Academy for State Health Policy, conducted an intensive, multi-state technical assistance project on statewide approaches to address adverse childhood experiences (ACEs) across the lifespan. This paper highlights lessons learned from states that served as models for statewide approaches that prevent and address ACEs and the development of trauma-informed policies (Alaska, California, New Jersey, and Tennessee). The paper also addresses the goals, policy, and programs developed and launched by states that were selected for the project (Delaware, Maryland, Pennsylvania, Virginia, and Wyoming).

These briefs are blueprint fact sheets showcasing the accomplishments of peers and stakeholders in implementing a whole family approach at seven Community Action Agencies: Aroostook County Action Program (Presque Isle, Maine), Blueprints (Washington, Pennsylvania), Community Action, Inc. (Topeka, Kansas), Community Action Project of Tulsa County (Tulsa, Oklahoma), Community Action Partnership of Sonoma County (Santa Rosa, California), Mahube-Otwa Community Action Partnership (Detroit Lakes, Minnesota), and People, Inc. (Abingdon, Virginia). Each brief details the agency, its area demographics, its whole family approach with a highlight of the program’s innovation story, successes, a profile of a program participant, challenges, wisdom (lessons learned), the program’s building block focus, and a timeline for implementation.

This Office of Research, Planning and Evaluation report describes the design of the NextGen Project, which is evaluating the effectiveness of four programs that provide services for people with physical, mental, or emotional health challenges. Many of the people are potential applicants for Supplemental Security Income. The four programs highlighted are:
• Bridges from School to Work;
• Individual Placement and Support for Adults with Justice Involvement;
• Philadelphia Workforce Inclusion Networks; and
• Western Mass Mental Health Outreach for MotherS PartnershipSM.

Based on input from state TANF programs during the 2023 National TANF Directors’ Meeting, the Office of Family Assistance (OFA) developed five virtual Learning Collaboratives (LCs) on topics best addressed through a cohort-based, peer learning format. These LCs were designed to be a progressive series of interactive meetings that facilitated reflection, peer sharing, connection with experts, and human-centered design and planning activities to deeply explore facets of the collaborative topic. Sessions were held monthly from March to August 2024 for 60-90 minutes.

The Overcoming Barriers to TANF Participation LC gathered TANF program leaders motivated by the many families facing barriers to accessing TANF or needed financial support despite their eligibility. The LC provided the opportunity for states to connect with each other while learning new strategies that may increase TANF participation for greater family well-being. It was designed to encourage participants to take steps to identify a priority barrier to participation in their TANF program. Participating states and territories included New Hampshire, New York, New Jersey, Virgin Islands, Pennsylvania, Florida, Georgia, Kansas, Mississippi, Minnesota, New Mexico, Hawaii, and Wyoming.

This OFA resource highlights the Strengthening Overcoming Barriers to TANF Participation LC, including key takeaways and resources from each session as well as overall themes and future considerations for follow-up.

The Child Welfare Community Collaborations (CWCC) initiative is designed to mobilize communities to develop and evaluate multi-system collaboratives that address local barriers and provide a continuum of services to prevent child abuse and neglect. In 2018 and 2019, the Children’s Bureau awarded 5-year cooperative agreements to a total of 13 states, non-profit organizations, and Native American tribal organizations. This Office of Planning, Research, and Evaluation brief provides a high-level description of each of the 13 CWCC projects and is one of a series of products the evaluation team will produce as part of the cross-site process evaluation. This brief contains a one-page description of each project, including its geographic catchment area, population of focus, key partners, prior experience with community-level collaboration, timeline, and local evaluation.