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

members in program-related activities and supportive services, and direct employment services to
families—has implications for participants’ well-being and access to resources (King & Elliot, 2000).
Programs that include and assist family members, especially programs that support other family
members becoming wage earners, may have more success in helping their participants overcome
poverty (Shore & Shore, 2009; Jackson, Brooks-Gunn, Huang, & Glassman, 2000).
Job Quality. A program that focuses on the quality of job placement may help participants achieve
long-term employment success and self-sufficiency. Determinants of job quality have been defined in
the literature as including wages and earnings as well as benefits, job security, advancement
opportunities, work schedule, access to child care, and fairness (Lower-Basch, 2007; Shore & Shore,
2009). Once placed in a job, inflexible work arrangements, insufficient benefits, and the workplace
environment can influence retention outcomes (Abt Associates, 2009; Richman, 2006; Cohen &
Single, 2001).
Organization Elements
Diverse Funding Sources. A number of sources in the literature describe how organizations with
diverse funding sources are able to maximize their ability to address individual participant goals, and
allow decisions to be made based on the best design of service to the participants instead of following
a one-size fits all plan (Harris, 2006; Nightingale, 2008). Yet, this diversity in funding sources
presents multiple challenges to program practice and measurement. Each funder may differ in
required performance measurements, and performance standards that funders request are, at times, not
attainable by all programs.
Staff, Leadership, and Size. Additional organizational characteristics that may influence program
outcomes include organizations’ staff and leadership characteristics as well as the size of the
organization. Staff influences include staff continuity and dedication, staff experience with the
program participants and the industries with which they aim to connect their participants, staff
expressing cultural competency, and staff training (Abrazaldo, et al., 2009; Shore & Shore, 2009;
Clymer, 2003; Nightingale, 2008). In addition, strong and stable leadership within the organization
and on its board may be linked to successful outcomes (Abrazaldo, et al., 2009; Social Policy
Research Associates and TATC Consulting, 2004; Clymer, 2003; Tate & Klein-Collins, 2004).
Lastly, two studies found that the size of an organization, including smaller program enrollment, class
size, and the staff-to-participant ratio, can lead to better outcomes (Abrazaldo, et al., 2009; Miles et
al., 2010).
External Elements
Employer Engagement. Employer engagement permeates the literature as another factor that likely
influences success in workforce development and training programs Employer engagement is credited
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