Financial Literacy

Overview

Program/Practice Name: EarnBenefits Program, Atlanta

Agency Name: Seedco

Contact Information:

Michele Chivore Program Associate 447 Windsor Street, Suite 101 Atlanta, GA 30312 Phone: (404) 230–7131 Fax: (404) 586–0513 mchivore@seedco.org www.seedco.org

www.earnbenefits.org

Type of Program/Practice: The Atlanta implementation of Seedco partners with existing organizations to implement the EarnBenefits program, which connects low–wage workers to a wide range of income–enhancing benefits that have a proven impact on long–term job retention and asset accumulation.

Description

Program/Practice Description: The EarnBenefits program employs trained counselors who consult personally with low–wage workers and use an online Web–based system that dynamically screens clients for one or more benefits, stores their data for future use, and assists clients in electronically filling the application form associated with the benefits they are interested in applying for, from school lunch programs for a child to prescription assistance programs. The counselor follows up to ensure the worker is receiving the benefit and to recommend other options that may become available later. In Atlanta, Seedco does not operate a client–facing center, but partners with local organizations such as the Atlanta Workforce Development Agency and Sheltering Arms, an early education and family center, in addition to partnering with a network of 13 local organizations in the metro Atlanta area and 5 community partners in Savannah. The network consists of workforce development agencies, local churches, daycare centers, community and faith-based organizations.

Background/Program History: The Atlanta Office launched in January 2006. After developing the technology through a grant from the Annie E. Casey Foundation and the Earned Benefits Baltimore Initiative, Seedco made presentations at several conferences, which facilitated the connection to the Arthur M. Blank Family Foundation in March 2005.

Innovations and Results: Seedco has expanded its operations to additional locations through flexible structuring and strategic partnerships. In Atlanta and Savannah, Seedco has identified eighteen community–based organizations that serve low–income families to implement the EarnBenefits program. Seedco enables its partners to use EarnBenefits Online, a computer program that screens participants for eligibility, assists with the completion of applications, and manages the participant files, making it easy for caseworkers to find the best options for each participant and to keep track of the case history. Since beginning Atlanta operations in 2006, the EarnBenefits program has resulted in 20,140 households being screened and 12,202 households receiving at least one benefit that boosts their income, at a value of $17,675,723.

Operations: When Seedco partners with an organization to implement the EarnBenefits program, operations consist of five main steps. First, the local organization uses Seedco's outreach and marketing materials to inform low–income families of their opportunities through the EarnBenefits program. Once clients volunteer to be screened, the counselor at any partner organization uses EarnBenefits Online to screen customers. Next, the EarnBenefits staff assists clients in filling out complex government applications. Seedco collects these forms and submits them to the appropriate determining agency, e.g. Division of Family and Children Services for eligibility approval. Seedco then works with the partner organization to conduct benefits management, which occurs after a low–wage worker has accessed benefits and work supports. During this phase, the counselor maintains contact with the client, assisting with recertification and additional resources that the client might need.

Funding: Seedco receives funding from the Annie E. Casey Foundation, the Arthur M. Blank Family Foundation, the Georgia Department of Human Services, United Way of Metropolitan Atlanta, the Walmart Foundation and the Center for Medicare and Medicaid Services to assist with operations in the Atlanta area. The EarnBenefits program is meant to be integrated into other parts of a partner organization's existing programs. For example, the One–Stop submitted a proposal to the mayor of Atlanta when planning to implement the program. The funding received from the Georgia Department of Human Resources Food Stamp Outreach Program provides a 50–50 match for all outreach funding. The funding received for Food Stamp Outreach has allowed Seedco to leverage that funding with workforce development services at the One–Stop. The size of these grants depends on the organization's capacity and the target numbers of enrollees. Seedco's Atlanta staff facilitates monthly meetings to keep partner organizations aware of progress toward target numbers and identify any gaps. Otherwise, by integrating the EarnBenefits program into other aspects of their programming, partner organizations do not have to obtain significant funding for the implementation of the additional program.

Staffing: EarnBenefits staffing requirements are extremely flexible and may be absorbed easily by other aspects of a partner organization's service offerings. For example, The Center for Working Families Inc. one of the local partners in Atlanta leverages their Coaches (case management staff) who work closely with participants at the Center daily. The Atlanta One–Stop uses its case managers and retention counselors to conduct the EarnBenefits operations. In addition, much of the EITC outreach success came through offering free tax preparation in a partnership with AARP that has retirees assisting with tax preparation and EarnBenefits.

Forming Partnerships: At first, Seedco did not work with workforce development agencies; the program focused primarily on child care centers. Seedco soon realized that some of its child care partners were not effective places to implement the EarnBenefits programs. Only those centers that sustained high levels of client interaction proved able to screen and enroll appropriate numbers of customers. For example, Seedco's partnership with Sheltering Arms became successful because this child care center provides family support services in addition to daycare and Head Start programming. Sheltering Arms built information on EarnBenefits into its enrollment forms and initial family support process to make EarnBenefits screening an integrated aspect of services to all families. Since the initial partners, Seedco has expanded the types of organizations that it partners with; they vary in size and target population, they developed a streamlined set of criteria when identifying new partners. Seedco is interested in partners;

• That are interested in building the capacity of their organizations while integrating a benefits access tool, the concept of targets and agency accountability to enhance their organizations self–sufficiency goals;
• That have may have identified self–sufficiency goals, but have not formalized this process;
• That have a strong human service programming within their organization that results in a strong client flow; and
• That are located in or near communities with a high number of income eligible clients, and that have access to public transportation if available.

Implementation

Tips to Implementation/Keys to Success: Seedco and its Atlanta partners offer several tips to successful implementation of the EarnBenefits program. First, they recommend organizations consider their customer demographics and customer flow. Second, they recommend organizations consider their model of business and priorities to determine whether EarnBenefits is a fit. Third, organizations must feel comfortable sharing data, as partners in a given location will share successes and brainstorm for solutions. Seedco notes this can be a challenge for organizations that are not used to sharing data.

Keys to Success: Seedco notes the following keys to success:

• Effective partnerships occur when organizations are clear about how each side operates, what are the populations they serve, and what are the expectations and goals of each.
• Seedco's monthly meetings bring all its local area partners together for goal setting and peer sharing.
• Seedco emphasized the need to work with leaders of organizations who have the ability and creativity to leverage existing operations in ways that conserve resources.

Tools

The following tools are associated with EarnBenefits Program, Atlanta. Please send us an email for more information about these tools.

Atlanta EarnBenefits Flyer

Atlanta EarnBenefits Brochure

Authorization and Consent to Release Information

Program Reporting Requirements for EarnBenefits Community Partners

EarnBenefits Needed Documents Checklist

Child and Family Interest Survey

Family Development Empowerment Plan

Subcontract

Similar Types of Programs in Toolkit:

EarnBenefits Program, New York City

Overview

Program/Practice Name: EarnBenefits Program, New York City

Agency Name: Seedco, a 501(c)3 nonprofit based in New York, NY

Contact Information:

915 Broadway, 17th Floor New York, NY 10010 (212) 473-0255 www.seedco.org/earnbenefits/ www.earnbenefits.org/

Type of Program/Practice: Seedco is a national nonprofit organization headquartered in New York City that advances economic opportunity for people, businesses and communities in need.

Description

Program/Practice Description: The EarnBenefits program connects low-wage workers to a wide range of income-enhancing benefits that have a proven impact on long-term job retention and asset accumulation. Low-wage workers who make informed choices opening a checking account, thinking about the next step in a career, and accessing available benefits such as health insurance and the Earned Income Tax Credit are more likely to succeed. For example, a single mother with two children, employed as a childcare provider, typically earns about $7 an hour. She brings home a little more than $1,000 a month, below the poverty line and hundreds of dollars less than her monthly costs for housing, transportation, food, clothes, and utilities. When she has access to income-raising benefits, such as nearly $200 a month in Medicaid insurance, $200 in Food Stamps, and $100 in tax refunds, her monthly budget rises to more than $1,600. However, research and Seedco's experience have shown that too few families are aware and able to access the available opportunities. EarnBenefits was launched in 2004 to address that problem.

• Marketing and Education — User friendly materials, including a public website,
• Eligibility Screening and Facilitated Access — The EBO tool streamlines eligibility screening for benefits, application submission, and tracking of submitted applications. EBO stores client data, creating an efficient system to screen and provide application assistance for multiple benefits and is designed to e-file completed applications directly to local benefits administering agencies.
• Benefits Management — Once low–wage workers access work supports, EarnBenefits helps them manage their benefits. This includes assistance with recertification and linkages to financial education and coaching. Additionally advice is given on how to continue to receive benefits and supports, such as low–cost financial services and products, as household income increases.

Innovations and Results: Seedco has successfully developed and implemented a core set of practical and technical principles that have streamlined participant registration and tracking. By developing and using its Web-based participant management information system, Seedco has created new partnerships that foster successful job recruitment and training strategies for low-income residents. Individualized case management ensures seamless and targeted service delivery to clients, while fostering productive partnerships with specialized service providers throughout the region, including health care providers, child care providers, and other key resources to reduce the challenges to client participation. This process has increased participation and success rates by matching clients to those areas that are best suited to their individual needs. Seedco has developed a one-on-one approach using its online system to screen and assign clients to the opportunities best suited to their qualifications. Moreover, the system is programmed to automatically identify and make recommendations for necessary support services that enhance the likelihood of client success.

Funding: EarnBenefits has received financial support from foundations, government agencies, and major intermediary organizations.

Staffing:Seedco staff are an integral part of the EarnBenefits program success and Seedco works diligently to recruit, train, and reward staff who are well qualified and dedicated to the goals of the organization. Staff receive intensive training and continuous learning on effective interaction skills and on the technology necessary to deliver the appropriate services. For example, counselors are trained in how to engage clients and how to deliver services. Staff are trained in effective communication, advanced computing techniques, customer service, leadership skills, problem solving, process improvement, and teamwork.

Additional Information:The Seedco program connects various social resources to improve the likelihood of client success. Seedco, an intermediary organization, relies on its partnerships with faith-based organizations, human service organizations, and other small firms and stakeholders to recruit and assign clients. Through its technology-based EarnBenefits application, Seedco provides specific services that increase employability and reduce the challenges faced by unemployed and hard to employ individuals. The EarnBenefits application is an innovative and integrated online system that matches clients with specific services and potential employers. This program dynamically screens a client for multiple supports and pre-populates application forms, from school lunch programs to financial education and training.

Implementation

Tips to Implementation: Seedco is committed to improving the success of low–income clients. To that end, Seedco seeks to cultivate a well–trained workforce by identifying specific potential participants, measuring skill levels, matching clients with potential positions, and providing support services such as case management, while assessing their employability skills and providing training as appropriate. Seedco has identified several activities that increase the likelihood of success for programs of this type, including assisting clients in navigating and understanding the employment environment and the workforce system, analyzing assets and strategies that are important to the local economy, developing attractive service options and viable funding plans, cultivating productive relationships with potential employers, and negotiating strategic alliances and operational agreements.

Successes: Since start–up, EarnBenefits has connected over 100,000 households to more than 153,000 benefits valued at approximately $217 million. Currently operating in eight states, Seedco's EarnBenefits helps families bridge the gap between their wages and their needs by making it easier for them to connect to a variety of available benefits, thus promoting job stability and economic advancement.

Challenges: Seedco experienced several challenges, including information gathering as it pertained to clients and their skills and employability. Also, helping clients make a smooth transition from unemployment to full–time employment requires additional assistance and intensive case management. Using various networks demands constant review and quality assurance to make certain the data gathered are accurate and up to date. Seamless information sharing from one site to another, Temporary Assistance for Needy Families and workforce development sites for example, calls for deep understanding and constant evaluation and training of staff.

Other Lessons Learned:

• Aligning workforce development, employee outlets, educational outlets, and health care providers requires a clear understanding of the industries in the State and a common understanding of the knowledge and skills required to move to self–sufficiency.
• Ensuring the successful assignment of potential employees requires a one–stop, seamless system between each component and the clients.
• Offering or expanding opportunities for continuous learning and skill development is crucial to improving retention.
• Ensuring strong social networks and partnerships that allow clients to receive educational and social services helps increase literacy skills and employability.
• Building employability requires constant information sharing, ongoing case management, and increased access to lifelong learning opportunities.
• Ongoing assessment and evaluation are crucial to measuring program effectiveness and providing informational markers for program and service changes.

Tools

The following tools are associated with EarnBenefits Program, New York City. Please send us an email for more information about these tools.

EarnBenefits NYC Resource Page - EarnBenefits Online website list available programs and eligibility criteria in health, nutrition, housing, utilities, tax credits, career training, and children and family supports.

About Seedco - Seedco designs and implements innovative programs and services for workers, families, and businesses in need. We advance community economic development through workforce development, work and family supports, and community finance and small business services.

Similar Types of Programs in Toolkit:

EarnBenefits Program, Atlanta

Overview

Program/Practice Name: Family Self Sufficiency (FSS)

Agency Name: U.S. Department of Housing and Urban Development (HUD)

Contact Information:

Kathryn L. Greenspan Housing Program Specialist Housing Voucher Management and Operations Division Office of Public and Indian Housing 457 Seventh Street, SW Washington, DC 10410 Phone: (202) 402-4055 Kathryn.L.Greenspan@hud.gov www.hud.gov/offices/pih/programs/hcv/fss.cfm

Jeff Lubell Executive Director Center for Housing Policy 1900 M Street, NW, Suite 200 Washington, DC 20036 Phone: (202) 270-5251 jlubell@nhc.org

Type of Program/Practice: FSS is a program designed to promote employment and increase savings among families receiving housing choice vouchers (Section 8) or living in public housing.

Description

Program/Practice Description: FSS is a HUD program designed to help families in the housing voucher program and public housing build assets and increase their earnings to make progress to economic security. FSS combines stable, affordable housing with case management services to help families overcome barriers to work and an asset account that grows as families incomes grow. Public housing agencies (PHAs) work with welfare agencies, schools, businesses, and other local partners to develop a comprehensive program that gives participating FSS family members the skills and experience they need to obtain employment that pays a living wage.

Background/Program History: FSS was established by Congress in 1990 by section 554 of the National Affordable Housing Act. It is a successor program to Project Self-Sufficiency and Operation Bootstrap. FSS was created to help promote employment among, and boost the assets of, low-income families participating in certain federal housing programs.

Innovations and Results: FSS can help increase the share of public housing or housing choice voucher families that are working and to increase families' earnings and assets. Of particular importance, FSS can help encourage work among welfare recipients so they find a job before they lose their income due to time limits. The FSS escrow account is the largest financial work incentive for families receiving housing choice vouchers or living in public housing units funded by HUD. FSS is also one of the largest asset-building programs for poor families in the country. Pointing to the effectiveness of the FSS program and strategy, a 2005 evaluation of the program found that FSS participants experienced much larger increases in income than non-participants between 1996 and 2000; FSS participants on welfare experienced even greater income gains, more than doubling their incomes between 1996 and 2000; and FSS participants reduced their dependence on welfare faster than non-participants. An evaluation published in 2011 likewise reported strong findings.

Implementation

Tips to Implementation: The following are a few points to consider when implementing such a program:

• For the most part, PHAs must rely on their own or other local resources to operate FSS programs. However, under the authority of annual appropriations acts, HUD has been able to provide some funding for FSS program coordinators to assist PHAs in operating housing choice voucher FSS programs. The availability of funding is announced in the Federal Register in a Notice of Funding Availability.
• One source of support for FSS programs is partnerships between PHAs and other entities in the community that can provide or fund case management and other services for FSS participants. Potential sources include:
  • Temporary Assistance for Needy Families
  • Community action agencies
  • Head Start programs
  • Welfare to work and other workforce development funds administered through workforce investment boards
  • City government
  • Private and public foundations
• Some PHAs are required to administer FSS programs because they received FSS funding for certificates or vouchers in FY 1993 or subsequent years through October 21, 1998. As a result of the Public Housing Reform Act of 1998, funding received after October 21, 1998 no longer mandates an increase in the minimum size of a PHA's FSS program.

Keys to Success: The housing agency has many responsibilities to fulfill for both the families it serves and for government-required record keeping. The housing agency must:

• Provide case management services to link FSS participants with supportive services in the community. Housing agencies can provide case management services themselves or contract or partner with an agency that provides these services.
• Maintain families' escrow accounts and invest those funds in HUD-approved investments.
• Evaluate any request to withdraw escrow funds for purposes related to the goals of the FSS contract while the family is enrolled in FSS.
• Determine whether a family has successfully completed the five-year FSS contract and, if so, provide the family with the funds in its escrow account plus interest.

Successes: The 2005 evaluation further found, "The typical FSS program graduate in 2000 accumulated about $3,000 in escrowed savings; and, of the households leaving FSS in 2000, 42 percent were successful program graduates."

Tools

The following tools are associated with Family Self Sufficiency. Please send us an email for more information about these tools.

Akron (OH) Contact Letter

Outreach correspondence to potential FSS clients encouraging them to make an appointment and indicating the steps they need to take to participate.

Big Flats (NY) FSS Application

Example of an FSS application form

New Hampshire Housing GOAL Program Assessment

New Hampshire's assessment tool

Montgomery County (MD) FSS Assessment Tool

Montgomery County's FSS assessment tool

Oceanside (CA) FSS Program Quarterly Progress Report

Oceanside's progress report

Green Bay (WI) Informal Survey

Administered to graduates of the FSS program

Rhode Island's Post-Homeownership Survey

Administered to clients after they purchased a home

Evaluation of the Family Self-Sufficiency Program: Prospective Study (2011): http://www.huduser.org/portal/publications/affhsg/eval_fssp.html