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Summary

Breaking Barriers was a San Diego County program that used the Individual Placement and Support (IPS) model to help people with disabilities find competitive employment.

Breaking Barriers followed the IPS model by assigning employment specialists to help participants set career goals and search for a job. Employment specialists maintained relationships with local employers, which the specialists used to connect participants to potential job opportunities. After participants found employment, specialists provided as-needed, customized support (such as counseling or transportation assistance). This follow-along support did not have a time limit. Participants were involved in the program for an average of 10 months. 

Breaking Barriers served San Diego County residents with low incomes who were older than age 18, had a self-identified disability, and were not working (or were working fewer hours than they wanted). In addition, clients were required to have a referral from a qualified partner (including the California Temporary Assistance for Needy Families program, the California Department of Rehabilitation, and the County Behavioral Health Services). Breaking Barriers was implemented in four locations in San Diego County, CA from 2016 to 2018.

26582-Study of Breaking Ba
Populations and employment barriers: Adults (age 25+), At least a high school diploma or equivalent, Disability(ies)

Implementation at a glance

Primary service
Job search assistance
Program services
Case management, Employer-focused retention strategies, Employment coaching, Job development, Job placement, Job readiness, Job search assistance, Post-employment participant follow-up
Review services terms
Setting(s)
Urban only
Year evaluation began
2017
Implementing organization(s)San Diego Workforce Partnership; American Job Centers

Effectiveness rating and effect by outcome domain

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Outcome domain Term Effectiveness rating Effect in 2024 dollars and percentages Effect in standard deviations Sample size
Increase earnings Short-term Supported favorable $2,406 per year 0.066 1061
Long-term Little evidence to assess support favorable $2,114 per year 0.058 1061
Very long-term Cannot assess support
Increase employment Short-term Supported favorable 5% (in percentage points) 0.113 1061
Long-term Little evidence to assess support favorable 1% (in percentage points) 0.020 1061
Very long-term Cannot assess support
Decrease benefit receipt Short-term Cannot assess support
Long-term Cannot assess support
Very long-term Cannot assess support
Increase education and training All measurement periods Cannot assess support

Effectiveness ratings

  • Well- supported
  • Supported
  • Mixed support
  • Not supported
  • Insufficient evidence
  • Cannot assess support

Studies of this program

Study quality rating Study counts per rating
High High 1
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Program cost

No cost information available.

Cost results

Estimate (in 2024 dollars) Quality of cost analysis that produced the estimate
Total program cost, per participant $5,435
Interpret cost findings with caution

Cost information

The average total program cost per participant was $5,435 in 2024 dollars. This figure is based on cost information for this program reported in one cost study reviewed by Pathways to Work (for details, see the FAQ). This study received a rating of Interpret cost findings with caution for the cost analysis.

Cost information is not directly comparable across programs due to differences in the categories of costs reported and program length. Cost information is not an official price tag or guarantee.

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Implementation details

Dates covered by study

The study ran from January 2017 to December 2019. Study enrollment ran from January 2017 to November 2017. Data collection occurred from January 2017 to December 2019, with outcomes measured using a follow-up survey administered an average of 15 months after random assignment and administrative data over a two-year follow-up period.

Organizations implementing program

Breaking Barriers was designed and overseen by the San Diego Workforce Partnership (the county workforce investment board), which contracted with American Job Centers to provide services. Three job centers were operated by nationwide private providers and one was operated by a local school district.

Populations served

Study participants were individuals with disabilities and low income who were unemployed or underemployed. Most participants had a mental illness (86 percent) and had at least high school diploma or GED (81 percent). A majority of participants were female (54 percent). About one-third of participants (34 percent) had a substance use disorder.

Description of services implemented

Breaking Barriers aimed to support individuals with disabilities who had low income in finding and maintaining stable, competitive employment. Key components of program services included:

  • Case management. Employment specialists had small caseloads (no more than 20 active clients) in order to allow them to provide more individualized support. Specialists also provided personalized benefits counseling about how employment would affect participants' benefits and provided referrals to other organizations if additional assistance was needed. Specialists connected participants to other programs for supportive services to address clothing, transportation, child care, or other needs. Case management support continued after job placement to maintain contact and continue to address identified needs.
  • Job search assistance. Employment specialists provided help to participants in completing job applications, finding job opportunities, and accessing job search resources. In some cases, specialists would attend employer meetings with participants.
  • Job development. Employment specialists conducted outreach to develop connections with potential employers. They also facilitated participant outreach to employers and engaged employers in discussing placements for specific clients.

Service intensity

Participants received services for an average of 10 months.

Comparison conditions

Individuals assigned to the comparison condition received a list of other publicly available resources in the community.

Partnerships

The San Diego Workforce Partnership (SDWP), the local workforce investment board, contracted service delivery to four job centers: KRA Corporation operated the job center in the Metro region; ResCare, Inc. operated the job centers in the North and South regions; and the Grossmont Union High School District operated the job center in the East region.

  • SDWP. Responsible for developing the program’s design and operating procedures, contracting with an IPS model specialist for training and fidelity monitoring, reviewing hiring decisions, and conducting outreach to partners.
  • Job Centers. Hired and supervised the employment specialists delivering services. Conducted recruitment, intake, and program enrollment activities.

Staffing

Employment specialists were the primary staff members delivering program services. SDWP provided hiring guidelines, and then each local job center was responsible for hiring specialists and supervisors. Types of prior experience, education, and training varied widely across the four job centers, but all centers ensured that at least one staff member had a background in mental health, developmental disabilities, and IPS models. Each center had two to five staff members based on expected service volume. Staff were trained by an IPS consultant on the Breaking Barriers program model and also completed training and SDWP procedures and internal trainings specific to their job center.

Fidelity measures

The study used the IPS Supported Employment Fidelity Scale to measure fidelity. This scale included involved assessment on 25 measures related to aspects of program staffing, organizational support and priorities, and service delivery. A trained assessor conducted annual fidelity reviews. The study maintained caseload levels consistent with IPS fidelity guidelines and maintained a high level of overall fidelity to the program model.

Funding source

This program was funded by a grant from the U.S. Department of Labor’s Workforce Innovation Fund.

The information contained here reflects how the program was implemented at the time of the evaluation.

Local context

The program was implemented by the following organizations: The San Diego Workforce Partnership (SDWP). headquartered in San Diego, CA; the KRA Corporation, a national service provider headquartered in Columbia, MD; ResCare, Inc. is a national service provider headquartered in Louisville, KY; and the Grossmont Union High School District, located in El Cajon, CA.

Characteristics of research participants
Black or African American
15%
White, not Hispanic
40%
Unknown, not reported, or other
10%
Hispanic or Latino of any race
35%

The race and ethnicity categories may sum to more than 100 percent if the authors reported race and ethnicity separately; in these cases, we report the category White, rather than White, not Hispanic.

State(s) where implemented

AL AK AZ AR CA CO CT DE DC FL GA HI ID IL IN IA KS KY LA ME MD MA MI MN MS MO MT NE NV NH NJ NM NY NC ND OH OK OR PA RI SC SD TN TX UT VT VA WA WV WI WY Canada

Pathways to Work refers to programs by the names used in study reports or manuscripts. Some program names may use language that is not consistent with our style guide, preferences, or the terminology we use to describe populations.