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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: Gall, Anamita; Wright, Nicole
    Reference Type: Report
    Year: 2017

    The Health Profession Opportunity Grants (HPOG) Program funds demonstration projects that provide training and education to Temporary Assistance for Needy Families recipients and other low-income individuals for occupations in the healthcare field that pay well and are expected to either experience labor shortages or be in high demand. The Office of Planning, Research, and Evaluation (OPRE) is evaluating the HPOG Program using a multipronged strategy to examine program implementation, systems change, and outcomes and impacts for participants.

    The HPOG University Partnership Research Grants (HPOGUP) are part of OPRE’s comprehensive HPOG evaluation strategy and fund studies conducted by university researchers partnering with one or more HPOG program to answer specific questions about how to improve HPOG services within local contexts. In 2016, OPRE awarded a second round of HPOGUP grants (HPOGUP 2.0) to the following universities:

    • Brandeis University, Heller School for Social Policy and Management, Institute on Assets and Social Policy (IASP), conducting a study...

    The Health Profession Opportunity Grants (HPOG) Program funds demonstration projects that provide training and education to Temporary Assistance for Needy Families recipients and other low-income individuals for occupations in the healthcare field that pay well and are expected to either experience labor shortages or be in high demand. The Office of Planning, Research, and Evaluation (OPRE) is evaluating the HPOG Program using a multipronged strategy to examine program implementation, systems change, and outcomes and impacts for participants.

    The HPOG University Partnership Research Grants (HPOGUP) are part of OPRE’s comprehensive HPOG evaluation strategy and fund studies conducted by university researchers partnering with one or more HPOG program to answer specific questions about how to improve HPOG services within local contexts. In 2016, OPRE awarded a second round of HPOGUP grants (HPOGUP 2.0) to the following universities:

    • Brandeis University, Heller School for Social Policy and Management, Institute on Assets and Social Policy (IASP), conducting a study titled, Study of Career Advancement and Quality Jobs in Health Care in partnership with the WorkPlace, Inc. in Bridgeport, Connecticut;
    • Loyola University of Chicago, conducting a study titled, Evaluation of Goal-Directed Psychological Capital and Employer Coaching in Health Profession Opportunity Development in partnership with Chicago State University in Chicago, Illinois;
    • Northwestern University, Institute for Policy Research, conducting a study titled, The Northwestern University Two-Generation Study (NU2Gen) of Parent and Child Human Capital Advancement in partnership with the Community Action Project of Tulsa County, (CAP Tulsa) in Oklahoma. (Author introduction)
  • Individual Author: Hendra, Richard ; Greenberg, David H.; Hamilton, Gayle; Oppenheim, Ari; Pennington, Alexandra; Schaberg, Kelsey; Tessler, Betsy L.
    Reference Type: Report
    Year: 2016

    This report summarizes the two-year findings of a rigorous random assignment evaluation of the WorkAdvance model, a sectoral training and advancement initiative. Launched in 2011, WorkAdvance goes beyond the previous generation of employment programs by introducing demand-driven skills training and a focus on jobs that have career pathways. The model is heavily influenced by the positive findings from the Sectoral Employment Impact Study (SEIS) completed in 2010. A major component of the WorkAdvance model, in common with the programs studied in the SEIS, is formal training offering industry-recognized certifications, reflecting the hypothesis that skills acquisition is necessary for advancement. The model also requires providers to be far more employer-facing than traditional training programs, taking into account multiple employers’ changing skill requirements, employee assessment practices, and personnel needs. This report presents the implementation, cost, participation, and two-year economic impacts of WorkAdvance. The economic results are based on unemployment insurance...

    This report summarizes the two-year findings of a rigorous random assignment evaluation of the WorkAdvance model, a sectoral training and advancement initiative. Launched in 2011, WorkAdvance goes beyond the previous generation of employment programs by introducing demand-driven skills training and a focus on jobs that have career pathways. The model is heavily influenced by the positive findings from the Sectoral Employment Impact Study (SEIS) completed in 2010. A major component of the WorkAdvance model, in common with the programs studied in the SEIS, is formal training offering industry-recognized certifications, reflecting the hypothesis that skills acquisition is necessary for advancement. The model also requires providers to be far more employer-facing than traditional training programs, taking into account multiple employers’ changing skill requirements, employee assessment practices, and personnel needs. This report presents the implementation, cost, participation, and two-year economic impacts of WorkAdvance. The economic results are based on unemployment insurance earnings records and a second-year follow-up survey.

    The WorkAdvance program operations and evaluation are funded through the federal Social Innovation Fund (SIF), a public-private partnership administered by the Corporation for National and Community Service. This SIF project is led by the Mayor’s Fund to Advance New York City and the NYC Center for Economic Opportunity in collaboration with MDRC.

    Key Findings

    • All providers translated the WorkAdvance model into a set of concrete services, but it took time — more than a year for some components and providers — and a substantial amount of technical assistance and support. As a result, at some sites, later study enrollees were more likely than earlier ones to experience a fully implemented and “mature” WorkAdvance program.
    • Overall, WorkAdvance resulted in very large increases in participation in every category of services, as well as in training completion and credential acquisition, compared with what would have happened in the absence of the program. Expenditures for the operation of WorkAdvance fell between $5,200 and $6,700 per participant at the four providers delivering the program.
    • WorkAdvance providers increased earnings, with variation in results that closely matched the providers’ experience in running sector-based programs and the extent to which the services they offered were demand driven. The most experienced sectoral provider, Per Scholas, had large and consistent impacts on both primary and secondary outcomes. Madison Strategies Group and Towards Employment, providers new to sectoral training, had promising but less consistent results that grew stronger for later enrollees. One provider, St. Nicks Alliance, did not produce positive impacts. The results did not differ dramatically across subgroups, though encouragingly, WorkAdvance was able to increase earnings among the long-term unemployed.

    The evaluation as a whole provides important information for workforce development providers interested in pursuing a sector strategy. The analysis considers the role played by providers’ sector-specific training and preparation and the role played by the nature of the sectors themselves. Future priorities that emerge from the results are (1) understanding how to help the more disadvantaged access the programs and (2) learning how to build service capacity, given how complex the model is to run. (Author abstract)

     

  • Individual Author: Sommer, Teresa Eckrich; Sabol, Terri; Smith, Tara; Dow, Steven; Barczak, Monica; Chase-Lansdale, P. Lindsay; Brooks-Gunn, Jeanne; Yoshikawa, Hirokazu; King, Christopher T.
    Reference Type: Book Chapter/Book, Report
    Year: 2015

    Two-generation programs - which provide workforce development, skills training, and social capital development to parents while their children attend quality early childhood education programs - are a promising anti-poverty strategy and are gaining interest across the country. Early childhood education programs, like Head Start and Early Head Start, are central resources for improving the life opportunities of low-income children. Yet, few early learning centers explicitly target parents for postsecondary education and career training, despite the fact that increased parental education and family income are associated with better outcomes for children. The Community Action Project of Tulsa County, Oklahoma (CAP Tulsa) is at the forefront of innovation, implementation, and evaluation of two-generation programming. CAP Tulsa is a large, comprehensive antipoverty agency that focuses on early childhood education and economic security for families; it also serves as the Head Start and Early Head Start grantee for Tulsa County. It is one of the only fully operational, two-generation...

    Two-generation programs - which provide workforce development, skills training, and social capital development to parents while their children attend quality early childhood education programs - are a promising anti-poverty strategy and are gaining interest across the country. Early childhood education programs, like Head Start and Early Head Start, are central resources for improving the life opportunities of low-income children. Yet, few early learning centers explicitly target parents for postsecondary education and career training, despite the fact that increased parental education and family income are associated with better outcomes for children. The Community Action Project of Tulsa County, Oklahoma (CAP Tulsa) is at the forefront of innovation, implementation, and evaluation of two-generation programming. CAP Tulsa is a large, comprehensive antipoverty agency that focuses on early childhood education and economic security for families; it also serves as the Head Start and Early Head Start grantee for Tulsa County. It is one of the only fully operational, two-generation human capital programs that combine early childhood education services with stackable career training for parents. In 2010, CAP Tulsa was the recipient of a large federal award from the Administration for Children and Families (ACF) to bring its novel two-generation program to scale. (Excerpt from author introduction)

  • Individual Author: Tessler, Betsy L.; Bangser, Michael; Pennington, Alexandra; Schaberg, Kelsey; Dalporto, Hannah
    Reference Type: Report
    Year: 2014

    The WorkAdvance program model integrates the most promising features of two especially important areas of workforce policy: “sectoral” strategies, which seek to meet the needs of both workers and employers by preparing individuals for quality jobs in specific high-demand industries or occupational clusters, and job retention and career advancement strategies, which seek to improve workers’ prospects for sustained employment and upward mobility. Specifically, the WorkAdvance model offers the following sequence of sector-focused program components to participants for up to two years after enrollment: preemployment and career readiness services, occupational skills training, job development and placement, and postemployment retention and advancement services. WorkAdvance programs are currently operated by four organizations (two in New York City, one in Tulsa, and one in Greater Cleveland) that focus on a variety of sectors and bring different types of experience and approaches to the implementation of WorkAdvance.

    This first report presents early findings on how the four...

    The WorkAdvance program model integrates the most promising features of two especially important areas of workforce policy: “sectoral” strategies, which seek to meet the needs of both workers and employers by preparing individuals for quality jobs in specific high-demand industries or occupational clusters, and job retention and career advancement strategies, which seek to improve workers’ prospects for sustained employment and upward mobility. Specifically, the WorkAdvance model offers the following sequence of sector-focused program components to participants for up to two years after enrollment: preemployment and career readiness services, occupational skills training, job development and placement, and postemployment retention and advancement services. WorkAdvance programs are currently operated by four organizations (two in New York City, one in Tulsa, and one in Greater Cleveland) that focus on a variety of sectors and bring different types of experience and approaches to the implementation of WorkAdvance.

    This first report presents early findings on how the four local program providers translated the WorkAdvance model into a workable program. It offers lessons that may be helpful to organizations seeking to implement a sector-focused career advancement program like WorkAdvance. (author introduction)

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