Child support systems play a vital role in promoting financial security for families, particularly when noncustodial parents actively contribute. Meaningful involvement from these individuals often leads to consistent payments and stronger co-parenting relationships. However, economic challenges such as joblessness or part-time work frequently hinder their ability to meet obligations. n nTo overcome these obstacles, numerous child support agencies have integrated employment and training (E&T) initiatives into their operations. These include organizing job fairs, making referrals, and collaborating with workforce development groups. Despite their potential, sustaining such programs has been difficult due to funding constraints that are either insufficient or too rigid. n nA pivotal change occurred in late 2024 when the federal Office of Child Support Services issued a final rule allowing IV-D funds to be used for E&T services. Once approved by federal authorities, states can now allocate these resources toward job search assistance, readiness workshops, placement and retention support, and occupational skill development for noncustodial parents. n nThis regulatory update marks a turning point. It enables agencies to repurpose funds historically dedicated to enforcement actions—such as wage withholding or license suspensions—toward preventive and supportive measures. With this flexibility, local and state programs can adopt innovative strategies that foster long-term financial independence and responsibility among participating parents. n nThe shift also reflects a broader evolution within the child support field: moving away from punitive enforcement toward proactive engagement. Tactics like incarceration or benefit denial have shown inconsistent results in boosting collections. In contrast, early intervention, proportionate payment plans, and supportive tools like job training demonstrate greater effectiveness. n nInvesting in family financial health n nAmong these approaches, employment and training services stand out. Research from Manpower Demonstration Research and Mathematica indicates they not only improve payment rates but may also be more economical over time compared to enforcement-based methods. Although initial setup costs exist, E&T programs reduce reliance on court proceedings, lowering administrative burdens and long-term expenses. n nLaunching effective E&T efforts n nFor agencies developing or enhancing E&T offerings, the first step should be assessing how they currently interact with noncustodial parents. This question drives meaningful reform for both service delivery and participant outcomes. It also encourages a review of communication methods and parental expectations. Many individuals now favor digital access—such as online portals, video meetings, and messaging—over in-person visits, which can involve logistical hurdles. n nWhen selecting a partner to support E&T integration, prioritize organizations with deep knowledge of child support operations, proven experience delivering workforce services, and a history of improving public-sector client experiences. n nFive strategies for successful implementation: n nFoster a culture centered on engagement. Successful E&T models are built on positive interaction involving both custodial and noncustodial parents. Leadership must champion this mindset, but it must also reach frontline staff who shape day-to-day interactions. When agency leaders promote supportive engagement as a more productive route to results, employees can adjust their approach to build trust and encourage participation. n nCollaborate across agencies. Connect with leaders in human services, labor, workforce development, and social welfare who manage employment programs. Coordinate with the body overseeing TANF and SNAP work requirements in your state. Share insights, utilize existing networks, and explore joint initiatives that enhance efficiency and outreach. n nAnalyze regional labor trends. Identify industries experiencing growth and hiring demand. Determine what qualifications, education, or certifications are needed for jobs in those areas. Assess how individuals can access relevant training. Evaluate current employer relationships and identify gaps. Build connections with local workforce boards, trade associations, technical schools, and apprenticeship providers. n nPlan the E&T program structure. Begin by defining target employment outcomes. While immediate job placements may increase short-term revenue, positions offering career advancement provide greater financial stability and sustained support payments. Clarify the services to be delivered, map the user journey, and identify necessary partner involvement—from design and rollout to ongoing management. n nFacilitate smooth transitions with supportive referrals. Change management applies not only to staff but also to participants. Use warm handoffs when transitioning parents from enforcement-focused processes to supportive interventions. Present E&T opportunities as pathways to stability, not penalties. For those with negative past experiences, rebuilding trust requires consistent, multi-channel communication and patience. n
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Child Support Economic Stability
The ability of child support programs to advance the economic stability and wellbeing of children and families is closely tied to engagement — especially with noncustodial parents. When these parents are meaningfully engaged, they are more likely to provide reliable child support payments and take an active role in co-parenting. Yet barriers like unemployment or underemployment often limit their ability to do so. n nTo address this challenge, many child support agencies have introduced employment and training (E&T) services into their programs through job fairs, referrals, and partnerships with workforce development organizations. However, sustaining these efforts can be difficult due to limited or inflexible funding. n nFlexibility improved in late 2024, when the federal Office of Child Support Services finalized a rule expanding the use of IV-D federal funds to include support for E&T services. Once a state receives federal approval, these funds can be used for job search assistance, readiness training, placement and retention services, and occupational training for noncustodial parents. n nThis policy shift is significant. It gives agencies the flexibility to redirect funds traditionally reserved for enforcement to services that promote long-term stability, including those previously viewed as outside the scope of child support. With this new rule, state and local agencies can take more innovative approaches to help noncustodial parents achieve economic self-sufficiency and meet their financial responsibilities. n nIt also reflects a broader shift in the child support community from enforcement to engagement. Traditional punitive measures like wage garnishment, license suspension, or incarceration have not consistently achieved intended collection outcomes. In contrast, early intervention, right-sized orders, and supportive services like E&T show greater promise. n nAn investment in family stability n nAmong engagement strategies, E&T stands out. It’s proven to increase collections and can be more cost-effective than punitive enforcement efforts in the long run, according to Manpower Demonstration Research and Mathematica. While implementing E&T services may require upfront investment, it ultimately reduces the time and expense associated with court-based enforcement. n nGuidance for new E&T initiatives n nWhether you’re launching a new initiative or refining an existing one, begin by asking, “How are we engaging with our noncustodial parents?” n nThis is the starting point for meaningful change, for both programs and parents. It also invites a closer look at your communication strategy and the expectations of today’s parents. Many prefer the ease and flexibility of self-service portals, virtual appointments, and chat over in-person visits to the office, which may present scheduling and transportation challenges. n nAs you consider a partner to help implement E&T services into your child support program, be sure to select one with a deep understanding of program operations, demonstrated experience with E&T service delivery, and a track record of enhancing the customer experience for government. n nHere are five additional strategies for success: n nBuild a culture of engagement. Effective E&T programs are rooted in a culture of positive engagement that includes both mothers and fathers. While this culture change starts at the top, it quickly needs to reach frontline staff who are critical to changing how programs interact with noncustodial parents. When leaders champion engagement over enforcement as a more efficient and effective path to positive outcomes, staff can align with this approach to build relationships with parents—shifting perceptions and improving participation. n nTalk to other departments. Engage with human services, labor, workforce development, and social services leaders (or the equivalent departments in your state) who operate programs that include employment and training services. Reach out to the entity that coordinates TANF and SNAP work requirements for your state. Glean best practices and research, leverage existing infrastructure and community and industry partnerships, and look for opportunities for collaboration and efficiencies. n nUnderstand the local job market. Identify which sectors are growing and hiring. What credentialing, training, or education will be necessary to obtain employment in those sectors? How can you connect individuals to the appropriate training or education they may need to be successful? What employer partnerships do you have (or need)? Establish relationships with regional workforce boards, chambers of commerce, community colleges, and apprenticeship programs. n nDesign your E&T initiative. Start with your desired employment outcomes. While quick job placements may boost short-term collections, jobs with growth potential can yield more financial stability and consistent child support payments over time. Define the services you’ll offer, outline the customer journey, and determine the partner support you’ll need — from program design and implementation through operational integration. n nShift mindsets through warm handoffs. Change management is not just for your staff and partners. Establish warm handoffs as parents move from more punitive initiatives to early intervention and supportive services. When introducing noncustodial parents to E&T services, help them see it as an opportunity, not a penalty. For those who have prior negative experiences with child support, changing mindsets takes time and persistence. Communicate often and through multiple channels as you build (or rebuild) trust.