ORGANZATION CHANGE & The ADDIE Model: NC Department of Correction – Offender Reentry

Monica Jackson Forsyth County – Job Developer

HRD 830December 8, 2010

Program Overview

Enhance employment opportunities among ex-offenders in NC

Build on the existing successful local workforces development partnerships

Cultivate and educate a pool of potential employers

Counties Served

Durham GuilfordForsyth BuncombeCumberland RowanPitt GastonWake Alamance

Mecklenburg (2)

Job Developers Goal

To help remove barriers that prevent ex-offenders from becoming gainfully employed

Coordinate referrals for community-based supportive services

Incorporate individual training accounts Develop offender-friendly employer relationships

Placement goals

The goal of any employment based activity should be to place capable employees and not to have companies endure any increased risk.

Organizational Change

“Creating Policy in the Face of Change”

Current economic situation Lack of jobs for everyone The need for employers to hire ex-offenders More programs established to help ex-offenders

Organizational Change

“Establishing Broad Goals”

Define specific goals for program objectives Reporting procedures How to establish

▪ Employer relationships▪ Community agency collaborations▪ Training processes

Permanent employment for Job Developers Communication avenues

Organizational Change

“Accepting the Fact of Change”

Team effortOpen communicationCollaboration

Organizational Change

“Professional Value Added Opportunities”

Employed ex-offendersPermanent staff in the communityEducated employersStronger communities tiesReadily available training programs

Organizational Change

“Accountability”

Grant providerUpper ManagementJob Developers

ADDIE Model: Analysis

Lack of prior planning for the 1 year initiative Job Developer Training Job Developers hired without previous case mgmt. experience Scheduled Staff meetings Communication

Various components were not established before the onset of the program Training programs Database Partnering Agencies Program Goals/Metrics Supportive services Employer contacts Reporting

ADDIE Model: Design

Employment Client Training Supportive Services Job Developer Training Reporting Community Partnerships Employer Awareness Communication

ADDIE Model: Development & Implementation

Employment – Collaborate with the ESC and WIA agencies

Client Training – Establish process of immediate registration & WIA funding

Supportive Services – Institute avenues for timely assistance

Job Developer Training – Initial & On-going with assessments

Reporting – Schedule reporting and database mgmt. system

Community Partnerships – Meet prior to the on-set of program

Employer Awareness – SHRM Memberships, employer visits, follow-ups and appreciation awards

Communication – Staff meetings, client satisfaction surveys & shared best practices

ADDIE Model: Implementation

This is the time to: Learn the steps of the program Demonstrate the acquired skills Provide feedback, support and best practices

This phase is a continuous cycle and the Job Developer will continue to build their skills

ADDIE Model: Evaluation

Determined how well the program is doing? Has the team grasped and demonstrating the

desired skills? Has the designed program accomplished the

desired objectives/goals? What needs to be revised?

Continue all efforts until all goals are achieved!!

BUNCOMBE23%

CUMBERLAND5%

DURHAM7%

FORSYTH20%GASTON

11%

GUILFORD9%

PITT7%

ROWAN10%

WAKE8%

Jobs Reported