Evaluates program sustainability for CareerAdvance using Tulsa as a case study and examines whether CareerAdvance could be a suitable alternative once the Health Professions Opportunity Grant program expires.

“This report examines the CareerAdvance® program in Tulsa (OK) as a case study on the sustainability of a two‐generation anti‐poverty strategy that seeks to increase family economic mobility by investing intensively in sector‐based, career pathway education and training for parents, while their children are simultaneously enrolled in quality early childhood education [which includes child-care]. It is the length and intensity of the CareerAdvance® program that creates the most serious challenges for sustainability. Current program dynamics have resulted in a situation in which a significant share of CareerAdvance® participants have no children of preschool age currently enrolled in a CAP Tulsa or Tulsa Educare program.

Another significant share of participants simply cannot afford the opportunity cost involved in going to school for an extended period rather than working a full‐time job. Grant funding from the Administration for Children and Families’ Health Professions Opportunity Grant program (HPOG) is set to expire at the end of September 2015, so this is an important time to consider the sustainability of various CareerAdvance® components associated with program outcomes and impacts.

The sustainability of the CareerAdvance® program is analyzed using the Microsoft Scaling Framework, which provides a lens to consider the program’s design, adaptability, use of technology, and context. This analysis indicates that some components of the CareerAdvance® program, e.g., wrap‐around services and peer supports, lend themselves to positive and sustainable outcomes for participants, and some components, e.g., a strong workforce intermediary and identifying more reliable funding streams, require further investment. Based on this analysis, the report offers a series of recommendations for policymakers and program staff implementing two‐generation programs, and considers the challenges associated with bringing them to scale” (p.iv).

(Abstractor: Author)