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The SSRC Library allows visitors to access materials related to self-sufficiency programs, practice and research. Visitors can view common search terms, conduct a keyword search or create a custom search using any combination of the filters at the left side of this page. To conduct a keyword search, type a term or combination of terms into the search box below, select whether you want to search the exact phrase or the words in any order, and click on the blue button to the right of the search box to view relevant results.

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  • Individual Author: Benton, Amanda; Dunton, Lauren; Khadduri, Jill; Walton, Douglas
    Reference Type: Conference Paper
    Year: 2018

    These PowerPoints are from the 2018 Research and Evaluation Conference on Self-Sufficiency (RECS). The Homeless Families Research Briefs project uses data from a large randomized controlled trial, the Family Options Study, to answer questions that are of interest to the U.S. Department of Health and Human Services (HHS). This panel included presentations on three aspects of homeless families that may help HHS ensure that the agency’s programs and policies are used to assist families that have experienced homelessness in becoming self-sufficient. Amanda Benton (U.S. Department of Health and Human Services) moderated this session. Various methodologies were used across the presentations. (Author introduction)

    These PowerPoints are from the 2018 Research and Evaluation Conference on Self-Sufficiency (RECS). The Homeless Families Research Briefs project uses data from a large randomized controlled trial, the Family Options Study, to answer questions that are of interest to the U.S. Department of Health and Human Services (HHS). This panel included presentations on three aspects of homeless families that may help HHS ensure that the agency’s programs and policies are used to assist families that have experienced homelessness in becoming self-sufficient. Amanda Benton (U.S. Department of Health and Human Services) moderated this session. Various methodologies were used across the presentations. (Author introduction)

  • Individual Author: Bellotti, Jeanne; Sattar, Samina; Gould-Werth, Alix; Berk, Jillian; Gutierrez, Ivette; Stein, Jillian; Betesh, Hannah; Ochoa, Lindsay; Wiegand, Andrew
    Reference Type: Report
    Year: 2018

    To help individuals successfully reenter society after time in jail, the U.S. Department of Labor (DOL) awarded $10 million in grants to 20 local workforce development boards (LWDBs) in June 2015 for the Linking to Employment Activities PreRelease (LEAP) initiative. Central to the LEAP initiative was creating jail-based American Job Centers (AJCs) with direct linkages to community-based AJCs. A complex array of factors including jail and local community characteristics influenced the development and operations of jail-based AJCs as well as the experiences and outcomes of participants (Figure ES.1). The overarching goals were to increase participants’ work readiness at the time of release, increase employment after release, and reduce recidivism; additional goals for the pilot initiative included demonstrating that corrections and workforce agencies could effectively collaborate to provide pre-release services, generate lessons learned around promising strategies and common challenges that could inform future efforts; and identify ways for grantees to sustain the jail-based AJCs...

    To help individuals successfully reenter society after time in jail, the U.S. Department of Labor (DOL) awarded $10 million in grants to 20 local workforce development boards (LWDBs) in June 2015 for the Linking to Employment Activities PreRelease (LEAP) initiative. Central to the LEAP initiative was creating jail-based American Job Centers (AJCs) with direct linkages to community-based AJCs. A complex array of factors including jail and local community characteristics influenced the development and operations of jail-based AJCs as well as the experiences and outcomes of participants (Figure ES.1). The overarching goals were to increase participants’ work readiness at the time of release, increase employment after release, and reduce recidivism; additional goals for the pilot initiative included demonstrating that corrections and workforce agencies could effectively collaborate to provide pre-release services, generate lessons learned around promising strategies and common challenges that could inform future efforts; and identify ways for grantees to sustain the jail-based AJCs when the DOL-funded grant ended. The grants covered 9 months of planning and 15 months of service delivery, with many grantees receiving up to a one-year no-cost extension to finish spending down remaining grant resources. Grantees were geographically diverse, located in 13 states across 5 DOL regions, and involved a total of 22 county jails.

    Workforce development, corrections, and other partners, as well as participants, identified many successes along with significant challenges and promising strategies to address them. The qualitative evidence collected through this implementation evaluation suggests that introducing new services, partnerships, and ways of thinking about reentry hold promise for lasting effects on the workforce and corrections systems in some sites. The experiences of the LEAP grantees highlight important lessons learned and some areas for continued refinement or potential replication in similar or different contexts. Although this implementation evaluation cannot make causal claims, the evidence suggests that it is possible to use jail-based AJCs to link participants to post-release services and that this may be a promising approach to support returning individuals in successful reentry. (Edited author executive summary)

  • Individual Author: Anderson, Theresa
    Reference Type: Conference Paper
    Year: 2017

    This PowerPoint presentation from the 2017 NAWRS workshop summarizes lessons from building programs that promote post-secondary success among disadvantaged youth.

    This PowerPoint presentation from the 2017 NAWRS workshop summarizes lessons from building programs that promote post-secondary success among disadvantaged youth.

  • Individual Author: Wood, Michelle; Bell, Stephen; Dunton, Lauren
    Reference Type: Conference Paper
    Year: 2017

    This PowerPoint presentation from the 2017 NAWRS workshop summarizes the design and implementation of the Family Options Study, which examines the effects of alternative housing and services interventions for homeless families.

    This PowerPoint presentation from the 2017 NAWRS workshop summarizes the design and implementation of the Family Options Study, which examines the effects of alternative housing and services interventions for homeless families.

  • Individual Author: Modicamore, Dominic; Lamb, Yvette; Taylor, Jeffrey; Takyi-Laryea, Ama; Karageorge, Kathy; Ferroggiaro, Enzo
    Reference Type: Report
    Year: 2017

    This report summarizes the implementation and evaluation of the Accelerating Connections to Employment (ACE) program. The ACE program model is designed to improve employment and employment-related outcomes for low-skilled workers through formal partnerships between Workforce Investment Boards (WIBs) and community colleges. Implemented at nine sites across four states (Maryland, Texas, Connecticut and Georgia) from 2012 to 2015, ACE provided training, support services, job readiness and job placement support to 1,258 participants. The ACE program is defined by five core activities: 1) a program planning stage, consisting of a program selection process informed by local labor market information, 2) intake and eligibility testing, consisting of program orientation and suitability assessments, 3) training, incorporating elements of the I-BEST model to provide integrated basic and vocational skills instruction, 4) support services, including academic and transportation support, and 5) transition and tracking, including job readiness and placement services. The final report describes...

    This report summarizes the implementation and evaluation of the Accelerating Connections to Employment (ACE) program. The ACE program model is designed to improve employment and employment-related outcomes for low-skilled workers through formal partnerships between Workforce Investment Boards (WIBs) and community colleges. Implemented at nine sites across four states (Maryland, Texas, Connecticut and Georgia) from 2012 to 2015, ACE provided training, support services, job readiness and job placement support to 1,258 participants. The ACE program is defined by five core activities: 1) a program planning stage, consisting of a program selection process informed by local labor market information, 2) intake and eligibility testing, consisting of program orientation and suitability assessments, 3) training, incorporating elements of the I-BEST model to provide integrated basic and vocational skills instruction, 4) support services, including academic and transportation support, and 5) transition and tracking, including job readiness and placement services. The final report describes these components and their implementation in detail, highlighting challenges encountered and lessons learned. Quantitative results from the randomized controlled trial (RCT) evaluation of ACE are presented, as well as the results of a cost study describing the costs associated with implementing the ACE model.

    The research draws on quantitative data collected from state unemployment insurance (UI) records, a one-year and two-year multi-modal follow-up survey and intake and tracking data collected by ACE staff. Additional qualitative information, used to inform the implementation study, are drawn from annual site visit interviews, focus groups and classroom observations, as well as open-ended survey questions included in each of the follow-up surveys.

    The quantitative results of the RCT evaluation show that ACE has a significant positive impact on employment rates and earnings for ACE participants at all but one of the ACE sites, as well as positive and significant impacts on credential attainment. The implementation study and fidelity assessment indicate that each of the ACE sites followed the program model, although the implementation of the ACE model evolved as sites identified new staffing and service needs. Specifically, sites adapted to unanticipated challenges by adding new staff positions and adapting program procedures to better serve participants. (Author abstract)

     

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