Policy & Practice August 2017

whether to retain them on an unsubsi- dized basis. Relationships Are Crucial Critical to success is a strong and trusted relationship between the con- tractor and employers in their service area, and a clear understanding of employers’ precise needs. This requires a mutual working relationship and job development component that can indi- vidually match clients to specific jobs. Contractors can maximize other subsidies to employers when they desire to hire the subsidized worker independently after the subsidy ends by helping them gain easy access to applicable Work Opportunity Tax Credits that may be available. They can also make sure employees have access to available low-income tax credits like operated by states, local districts, or their contracted vendors are focused on the sectors that are most likely to be hiring in their labor market. These most often include health care, retail, hospitality, security, transporta- tion, community service, data entry, banking, and other service sectors. Generating a familiarity with the local , a better chance for economic advancement , and less need for future public financial assistance. the Earned Income Tax Credit. Most wage subsidy programs Initial subsidized placements in such employment sectors can lead to sustainable employment

labor market and employers is critical to success. In addition, certain sectors o er opportunities for future advancement, a perfect example being various levels of skilled nursing certifications. Such advancement has become known in workforce development as “career pathways.” Initial subsidized place- ments in such employment sectors can lead to sustainable employment, a better chance for economic advance- ment, and less need for future public financial assistance. Proven Results: TANF Emergency Contingency Fund Emphasized Subsidized Employment The enactment of the TANF Emergency Contingency Fund (TECF) as part of the American Recovery and Reinvestment Act of (ARRA) prompted widespread use of subsidized employment. TECF allowed three purposes: paying additional cash assis- tance needs, one-time nonrecurring payments, and transitional subsidized employment. In total, TECF allocated $ billion to states, almost $ . billion of which was allocated to subsidized employment in the public, private, and not-for-profit sectors. Also, by the Department of Health and Human Services’ Administration for Children and Families’ accounts, because they secured jobs for tradition- ally harder to serve populations, such as noncustodial fathers, and many par- ticipants transitioned to unsubsidized employment. States lined up to embrace these new funds, especially for subsidized employment. In fact, states initiated or expanded subsidized employment programs. A study by the Economic Mobility Corporation (EMC) of five TECF sub- sidized jobs programs demonstrates clear success in helping disadvantaged individuals during hard economic times increase their incomes as well as improve their chances of finding per- manent employment when the subsidy expired. ARRA subsidized employment programs were highly successful

included for the employer to inde- pendently hire the worker after the expiration of the subsidy if the work performance has been strong. In most instances, the length of the subsidy varies and there can be bench- marks for renewal. A standard length that allows the employer to evaluate the subsidized employee is six months. In some cases, a period of three months is established. Lengthier sub- sidies can go up to nine months, but rarely one year. Keeping the subsidy period short and including reasonable expectation of the job becoming per- manent discourages employers from simply using the subsidy as a revolving door of free labor, when they may have made the hire in any event. Benefit to the Client and Employer There are numerous benefits to the client. They are in the workplace gaining experience and being paid through a regular payroll check. They gain specific skills related to the occu- pation. If the employer o ers benefits to its nonsubsidized employees, the client can receive the same or similar benefits financed by the wage subsidy. Support services such as child-care and transportation assistance are often available. Having a job imparts self-worth much more than staying on cash assistance. Hiring TANF participants and other recipients of public assistance assessed as job ready still poses certain risks for employers. TANF recipients often have less job experience and famil- iarity with workplace expectations than other potential employees. As single mothers in most instances, they often have child support, child-care, and transportation issues to navigate. Subsidizing their wage, therefore, becomes an equalizer in the hiring process, as risk to the employer is being underwritten as their skills and fit for the job are measured. Employers can o set training and benefit costs as well as wages and can tailor on-the-job training, skill acquisi- tion, and workplace expectations to their own industry. The subsidy allows the employer a trial period to evaluate the individual, whom they might not otherwise have hired, prior to deciding

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