Local governments can invest in this strategy using State and Local Fiscal Recovery Funds (SLFRF) from the American Rescue Plan Act (ARPA).

  • This strategy can provide assistance to unemployed workers. The U.S. Department of Treasury has indicated that strategies that help achieve this outcome are eligible for the use of Fiscal Recovery Funds.
  • Investments in this strategy are SLFRF-eligible as long as they are made in qualified census tracts or are designed to assist populations or communities disproportionately impacted by COVID-19.

Program overview

  • Improving employment outcomes: The Adult and Dislocated Worker (ADW) programs are federally-funded employment services programs administered by local workforce development boards. Receiving intensive services from an ADW program is associated with increased earnings for participants.

  • Offering tiers of support services: ADW programs typically offer three tiers of services, each of which provides greater levels of assistance: (1) core services, (2) intensive services, and (3) training services. As part of core services, ADW programs provide clients with access to career planning and job search information and tools. Intensive services involve sustained, one-on-one case management from a workforce specialist, which may include job search assistance, career counseling, development of a career plan, and more. Lastly, training services, which are reserved for clients who have already received core and intensive services, provide funding for clients to participate in approved educational experiences that will prepare them for work in an in-demand field.

  • Varied eligibility requirements: While each program offers comparable services, the Adult and Dislocated Worker programs have different eligibility criteria. The Adult program is open to all individuals ages 18 and older, though low-income clients and those determined to be deficient in basic career skills must be prioritized, as per federal guidelines. The Dislocated Worker program, in turn, also requires that an individual fall into one or more special categories (e.g., was terminated from previous employment due to a plant closure).

  • Exercising local discretion: Local workforce development boards can exercise some discretion in the structure and services offered through their ADW programs. For example, some workforce development boards combine their core and intensive service offerings, creating only two tiers of services. Programs may also choose to offer additional support services, such as stipends for transportation, childcare, training costs, and more.

Cost per Participant
Approximately $250 per participant

A single study with a rigorous design provides some evidence for Adult and Dislocated Worker programs as a strategy for improving labor market outcomes.

  • A 2021 randomized controlled trial found that ADW participants who received intensive services earned an average of 7 to 20 percent more over a three year period than members of the control group.
  • Align intake processes with program requirements: The Adult and Dislocated Worker programs stipulate multiple groups that are eligible for priority in receiving services (e.g., individuals receiving public assistance, those affected by plant closures). Local workforce development boards should adopt standardized screening processes that ensure participants are screened appropriately and connected to all services for which they are eligible.

  • Develop partnerships between workforce programs: Local workforce development boards should engage with other workforce partners (e.g., county social service agencies, job training programs) to ensure individuals are connected with the holistic services they need for success. This is especially important, as many clients may be eligible for co-enrollment across multiple workforce programs, including other WIOA programs, Adult Education and Family Literacy Act programs, Vocational Rehabilitation programs, and Wagner-Peyser Employment Services programs.

  • Partner with local employers: By partnering with area employers, local workforce development boards can ensure their offerings match the needs of the local labor market. Programs should seek guidance on which skills are most in demand and which credentials are most attractive to employers. In addition, strong relationships with area employers may improve the chances of clients securing employment at those firms.

  • Offer post-employment counseling: When feasible, local workforce development boards should offer temporary support to clients after they have secured employment. Post-employment counseling aims to support individuals’ transition into and strong performance in their new position, ultimately increasing their likelihood of retaining their job and progressing in their career over the long run.