CEO Library

The brief presents an overview of key institutional features of the AJC service delivery system across the country that shape day-to-day operations and customer experiences. To do this, researchers identify common patterns and variations in (1) administrative One-Stop Operator structure and AJC management, (2) AJC partner programs and staffing, (3) funding and resource sharing, (4) data systems and sharing, and (5) AJC services.

The brief discusses key features and experiences of 12 America Job Centers (AJCs) in the America Job Centers Institutional Analysis study that were located in rural areas. It focuses on AJCs as the unit of service delivery, which is a narrower focus than prior studies of the rural workforce system as a whole. Therefore, the findings offer insight into frontline service delivery and system-wide planning in addition to an update on the persistence of previously-identified challenges in rural service delivery.

The brief describes the role and activities of One-Stop Operators in 40 comprehensive American Job Centers (AJCs). It provides an overview of the types of entities that served as Operators, the roles that Operators played, common supervision models, and the key activities of AJC managers in day-to-day center operations. It concludes with a description of Workforce Innovation and Opportunity Act (WIOA) One-Stop Operator requirements and identifies some general concerns raised about these changes as local areas prepared for their implementation.

In 2012, the U.S. Department of Labor’s (DOL) Chief Evaluation Office (CEO) contracted with IMPAQ International, LLC and its partners, the Burton Blatt Institute (BBI) and Universal Designers and Consultants (UD&C), to measure the accessibility of American Job Centers (AJC) for people with disabilities. The bulk of previous research on AJC accessibility involved case studies or limited surveys focused on specific issues. Prior to this study, there had been no comprehensive survey of AJCs.

The profile is one of five available for the first responder departments and training providers that were selected for the First Responder Workforce Diversity Study, based on both the extent to which their first responder workforce is representative of the local population, and their use of practices that align with the human resources literature as being effective for developing a diverse workforce.

First responder fields—including law enforcement, firefighting, and emergency management services (EMS)—serve a crucial role in the safety and well-being of communities around the country. Public citizens and officials have placed a renewed focus on improving agencies’ relations with their local communities by ensuring that first responders reflect the populations they serve.

The profile is one of five available for the first responder departments and training providers that were selected for the First Responder Workforce Diversity Study, based on both the extent to which their first responder workforce is representative of the local population, and their use of practices that align with the human resources literature as being effective for developing a diverse workforce.

The profile is one of five available for the first responder departments and training providers that were selected for the First Responder Workforce Diversity Study, based on both the extent to which their first responder workforce is representative of the local population, and their use of practices that align with the human resources literature as being effective for developing a diverse workforce. The Bay Area Youth EMT (BAY EMT) program was selected to participate in the study because of its unique approach to increasing diversity as a third-party training provider.

The brief focuses on several potentially promising practices identified under the First Responder Workforce Diversity Study that local agencies implement, and which can be implemented with little or no expense beyond agencies’ regular budgets. The practices fall into four major categories: cultivating a culture of diversity, redirecting resources toward a targeted approach, ensuring fairness and equality in the hiring process, and reaching a diverse pipeline through community partnerships.

The profile is one of five available for the first responder departments and training providers that were selected for the First Responder Workforce Diversity Study, based on both the extent to which their first responder workforce is representative of the local population, and their use of practices that align with the human resources literature as being effective for developing a diverse workforce. The San Francisco Fire Department (SFFD) was selected to participate in the study due to its notable diversity statistics after managing a near decade-long consent decree.

The profile is one of five available for the first responder departments and training providers that were selected for the First Responder Workforce Diversity Study, based on both the extent to which their first responder workforce is representative of the local population, and their use of practices that align with the human resources literature as being effective for developing a diverse workforce. Camp Fully Involved (CFI) was selected as a study site based on its unique practices to increase diversity in the firefighting field, with a particular focus on women.

The U.S. Army and the U.S.

The report examines expansions to the unemployment compensation system that followed the onset of the Great Recession. Before the recession, eligible workers losing a job could collect up to 26 weeks of unemployment insurance (UI) benefits in most states. Near the end of 2009, up to 99 weeks were available in high-unemployment states through the UI program, the Emergency Unemployment Compensation Act of 2008 (EUC08) program, and the Extended Benefits (EB) program. The researchers' main analysis used administrative and survey data on 2,122 recipients in 12 states.

For many Americans, the recession that began in 2007 led not only to job loss, but also to losing health insurance for themselves and their families. Three-quarters of nonelderly Americans who have health insurance receive coverage through an employer. In most cases, the employer pays for a relatively large portion of the cost of the coverage. Given the predominance of health insurance that is sponsored and subsidized by employers, the loss of a job is often accompanied by the loss of health care coverage.

The report describes an exploratory investigation that contrasts the experiences of Jobs for Veterans State Grants (JVSG) veterans, non-JVSG veterans, and non-veterans who participated in federally-funded employment services. It examines employment rates, earnings, duration in employment services, and how quickly customers receive staff-assisted services. Comparisons were also made across gender, age, and military separation status.

The paper describes the New Mexico Pay Equity Initiative, which was instituted by Governor Bill Richardson’s administration over a two year period (2009-2011). The Initiative built on recommendations from an Equal Pay Task Force created by the New Mexico State legislature in 2003, and a subsequent task force created by the governor in 2008.