Inside the Black Box - Chapin Hall at the University of Chicago

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Community partners provide many services to the organizations’ clients Community partners, such as schools, healthcare providers, other community-based organizations, and many others, serve as a source of referrals into the program as well as provide many support services that organizations cannot provide on their own. Communities also may play a role determining where an organization is located and/or the types of programs the organization provides. In this sense, organizations often serve an economic development purpose in the communities in which they operate. With regard to measurement, organizations track community referrals, and some track engagements with community partners. Engagement in policy and advocacy The successful organizations in this study are active in advocating for their funding and supporting their services and programs before policymakers at all levels of government. Despite facing numerous policy challenges, they understand the value of advocacy and presenting tangible evidence to lawmakers to protect their organizations and advance their mission. Chapin Hall at the University of Chicago 6
Introduction The workforce development system is complex—composed of numerous public and private education, training, and assistance programs at the federal, state, and local levels (Chapin Hall, 2010). Workforce development programs use many combinations of service delivery models and provide services for diverse populations. Identifying successful employment programs and understanding why they are successful at placing people into employment amid such variety is critical, especially during times of high unemployment when the tasks of finding and retaining employment are highly competitive. This study attempts to assess the influence of multiple factors, from individual participant characteristics to organizational external relations, on achievement of successful outcomes for workforce development programs. Identifying which workforce development employment and training programs are successful in placing and retaining participants in jobs is important for funding, policy, and customer decision making. Yet, comparison of programs’ outcomes can be challenging. Differences among workforce development program models and goals, participant demographics, and other factors—such as organizational influences, community settings, and funding sources—may lead to differences in program outcomes. Improved knowledge about providers’ program processes and the context within which they operate is critical to understanding the differences between program outcomes and to facilitating program improvement. Understanding the factors that contribute to organizations’ success in different domains and how these factors may be quantified or measured will strengthen the entire workforce development system and will help policymakers to interpret successful outcomes and improve decision making about funding. This research explores the environmental and organizational contexts, program and service delivery processes, and measurement practices of six Chicago workforce development programs, which were identified by experts in the field based on their success in both program implementation and participant Chapin Hall at the University of Chicago 7
Page 1 and 2: Inside the Black Box: What Makes Wo
Page 3 and 4: Acknowledgments We would like to th
Page 5 and 6: Policy and Advocacy Efforts .......
Page 7 and 8: Executive Summary The workforce dev
Page 9 and 10: 1. Interface with other required da
Page 11: While acknowledging funding as a pr
Page 15 and 16: Figure 1: Interaction of Influences
Page 17 and 18: Review of Recent Literature A revie
Page 19 and 20: development system and found that i
Page 21 and 22: for contributing to program success
Page 23 and 24: capture all of the participants’
Page 25 and 26: The organizations also reported tha
Page 27 and 28: that needs to be collected. Another
Page 29 and 30: Recommendation 2: Develop longitudi
Page 31 and 32: seldom systematically collected by
Page 33 and 34: With regard to the planning and dev
Page 35 and 36: models in order to best serve their
Page 37 and 38: organizations are interested in col
Page 39 and 40: Poor attitude, poor work history, o
Page 41 and 42: Organizations often use a wide rang
Page 43 and 44: …a more holistic approach to work
Page 45 and 46: in the industry. Professional crede
Page 47 and 48: Success Factors: Workforce Provider
Page 49 and 50: education or no work experience. Ot
Page 51 and 52: equirements. As part of these effor
Page 53 and 54: given as the reason organizations d
Page 55 and 56: passion to see, to transform this c
Page 57 and 58: permanent job opportunities. These
Page 59 and 60: Meet the Needs of Participants Many
Page 61 and 62: participant is linked to an opening
Page 63 and 64:
Provide Business Services to Engage
Page 65 and 66:
The organizations in the study all
Page 67 and 68:
community, such as the services the
Page 69 and 70:
depend more heavily on other fundin
Page 71 and 72:
Sometimes a legislation that is out
Page 73 and 74:
on the participants they serve. Als
Page 75 and 76:
Community engagement is also essent
Page 77 and 78:
Website Description Length of Progr
Page 79 and 80:
Eligibility Participants Served Par
Page 81 and 82:
Participants Served ninth grade lev
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Length of Program Size of Program E
Page 85 and 86:
Size of Program Eligibility Partici
Page 87 and 88:
Eligibility Participants Served Ind
Page 89 and 90:
Bragg, D.D., Kim, E., & Barnett, E.
Page 91 and 92:
Herr, T., & Wagner, S. L. (2007). B
Page 93 and 94:
NGA Center for Best Practices, Nati
Page 95 and 96:
The Workforce Boards of Metropolita
Page 97 and 98:
The qualitative design of this proj
Page 99:
1313 East 60th Street Chicago, IL 6
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