Ready4Reentry

Prisoner
Reentry Toolkit
for Faith-Based and Community Organizations

Featuring:
Innovative Practices, Job Descriptions, and
Documents from the Ready4Work Prisoner
Reentry Demonstration

United States Department of Labor
Center for Faith-Based and Community Initiatives


TABLE OF CONTENTS
Introduction........................................................................................................................................1
I. Launching a Reentry Organization.................................................................................................6
II. Designing an Effective Program Structure....................................................................................8
Job Description: Program Manager...................................................................................................10
III. Forming Successful Partnerships...............................................................................................11
Document: Memoranda of Agreement (MOA) with Faith-Based or Community Partner.......15
Document: Memoranda of Understanding (MOU) with Job Training Partner..........................19
Document: Subcontractor Agreement with Residential Facility...................................................21
IV. Recruiting Clients and Volunteers..............................................................................................24
Document: Program Application.......................................................................................................27
Document: Participant Recruitment Print Advertisement.............................................................28
Document: Participant Recruitment Flyer 1....................................................................................28
Document: Participant Recruitment Flyer 2....................................................................................29
V. Crafting Intensive Case Management...........................................................................................30
Job Description: Case Manager..........................................................................................................32
Document: Participant Intake Assessment.......................................................................................33
Document: Individual Service Strategy.............................................................................................38
Document: Participant Program Checklist.......................................................................................41
Document: Goal Contract...................................................................................................................42
VI. Removing Barriers to Employment through Supportive Services............................................45
Document: Agency Referral Form.....................................................................................................47
VII. Implementing Effectual Employment Preparation..................................................................48
Job Description: Employment Training Specialist...........................................................................50
Document: Employment Readiness Curriculum.............................................................................51
VIII. Succeeding at Job Placement…………………………………………......................................53
Job Description: Employer Recruitment Specialist……………....................................................55
Document: Participant Placement Form………………………....................................................56
Document: Employee Performance Evaluation………………......................................................57
IX. Mentoring Adult Ex-Prisoners....................................................................................................60
Job Description: Mentor Coordinator...............................................................................................63
Job Description: Volunteer Mentor....................................................................................................64
Document: Mentor-Mentee Match Cards.........................................................................................65
X. Monitoring Program Success.......................................................................................................66
XI. Conclusion................................................................................................................................... 67

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INTRODUCTION
Thank you for your interest in prisoner reentry and the Ready4Work (R4W) program. This toolkit, based on the
Ready4Work model, is a promising practices guide for small to medium sized faith-based and community
organizations interested in starting or bolstering their reentry efforts.

	

The Prisoner Reentry Process
Each year, more than 650,000 former inmates from state and federal institutions return to communities throughout the U.S. Many of these men and women are returning to resource-poor neighborhoods, and the only positive
place available they have to turn is to a local and trusted faith-based or community organization. As more and
more prisoners are released into America’s communities, it is increasingly vital to connect them with sustainable employment and caring mentors to keep them from relapsing into a life of criminal activity. Oftentimes,
faith-based and community organizations (FBCOs) are uniquely well positioned to provide quality transitional
services to men and women returning from prison.
Local FBCO reentry programs can provide ex-prisoners with the compassion and services they need to thrive in
the communities they are returning to. Placing ex-prisoners in steady employment that matches their abilities
and needs is an important effort that helps ensure the safety of America’s streets and the successful integration
of ex-prisoners into America’s communities. Recidivism is a vicious cycle of crime, prison, more crime, re-imprisonment, and so on. Statistics show that more than two-thirds of released prisoners will be charged with new
crimes within three years following their release, and over half will be reincarcerated . According to criminal
justice experts, an attachment to the labor force through stable employment, in concert with family and community connections, is a key element in helping ex-prisoners break this cycle.
Oftentimes, former inmates face numerous barriers to successful employment, including: (1) employers often are
hesitant to hire ex-prisoners for various reasons; (2) ex-prisoners often lack skills to properly market themselves
to potential employers; and (3) ex-prisoners frequently lack the needed social supports that allow them to enter
and remain in the workplace. These and other obstacles to reentry, such as substance abuse and housing, create
a demand for structured reentry programs. Often times, employers in need of qualified workers are more likely
to hire ex-prisoners who are supervised by a reentry program than those who are not. A well-structured and
highly-regarded program can make a big difference in the lives of ex-prisoners in your community.

	

The Ready4Work Model
In 2003, the Department of Labor launched R4W, a three-year pilot program to address the needs of ex-prisoners utilizing FBCOs. This $25 million program was jointly funded by the U.S. Department of Labor (DOL), the
U.S. Department of Justice, Public/Private Ventures (P/PV)—a Philadelphia-based research and demonstration
non-profit—and a consortium of private foundations. The program was administered by P/PV.
R4W placed faith-based and community organizations at the center of social service delivery to ex-offenders. It
placed an emphasis on employment-focused programs that incorporate mentoring, job training, job placement,
case management and other comprehensive transitional services.

1

Langan, Patrick A. and David J. Levin. 2002. Recidivism of Prisoners Released in 1994. Washington, DC: Bureau of Justice Statistics.

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R4W served adult offenders in eleven sites across the nation. To be eligible to participate in the adult R4W
sites, an ex-prisoner had to be between the ages of 18 and 34 and within 90 days of release. Ex-prisoners who
had been convicted of violent or sexual offenses were not eligible for the program. Each site was encouraged
to recruit up to 40 percent of their participants prior to their release from prison. Clients were served up to 12
months, and each site had to maintain an active caseload of at least 125 participants. The R4W model had three
central components: (1) case management, (2) mentoring and (3) job training and placement. Each of these
components will be covered in detail in later chapters.

	

Ready4Work Adult Sites
The eleven R4W adult sites funded by the DOL Employment and Training Administration are listed in the
following table.
Ready4Work Adult Lead Agencies	

Organization Type	

Site Location

Allen Temple Economic and Development	
Corporation (Allen Temple Baptist Church)

Faith-based nonprofit	

Oakland

America Works 	
(with Hartford Memorial Baptist Church)	
	

For-profit	
in partnership with
religious congregation)

Detroit

EIMAGO (Union Rescue Mission) 	

Secular nonprofit	

Los Angeles

East of the River Clergy-Police-Community Partnership	

Faith-based nonprofit	

Washington, DC

Exodus Transitional Community	

Faith-based nonprofit	

New York

Operation New Hope 	

Faith-based nonprofit	

Jacksonville

Search for Common Ground 	

Secular nonprofit	

Philadelphia

Second Chance Ex-Felon Program (City of Memphis)	

City program	

Memphis

The Safer Foundation 	

Secular nonprofit	

Chicago

5C’s Foundation (Wheeler Avenue Baptist Church)	

Faith-based nonprofit	

Houston

	

Word of Hope Ministries 	
(Holy Cathedral Church of God in Christ)

Faith-based nonprofit	

Milwaukee

	

Ready4Work Results
The R4W pilot program formally ended August 31, 2006. The results of the program, which were verified by an
independent third party, are promising. A total of 4,482 formerly incarcerated individuals enrolled in R4W. Of
these participants, 97 percent received comprehensive case management services, 86 percent received employment services and 63 percent received mentoring services.
R4W sites placed 2,543 participants (57 percent) into jobs, with 63 percent of those placed retaining their job for
three consecutive months after placement. On average, program costs were approximately $4,500 per participant, compared with average costs of $25,000 to $40,000 per year for re-incarceration.
Data analysis on R4W prepared by P/PV shows that only 2.5 percent of R4W participants have been re-incarcerToolkit for FBCO’s Prison Reentry


ated in state institutions within 6 months of release, and 6.9 percent were re-incarcerated at the one-year post-release mark. Though these statistics are promising, it is important to note that a random-assignment study has not
been performed, so no strict control group existed for the sake of comparison.
When, however, compared against the recidivism benchmark from the Bureau of Justice Statistics (BJS) re-incarceration study, “Recidivism of Prisoners Released in 1994 ,” R4W recidivism rates are half the national re-incarceration rate of 5 percent at six-months and 44 percent lower than the 10.4 percent national rate of re-incarceration one-year after release.

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R4W recidivism statistics are of particular significance given the fact that the program’s population was at a
statistically higher risk for recidivating than the general ex-prison population represented by the BJS statistic. When compared against a subset of the 1994 BJS study that includes only African American male inmates
between the ages of 18 and 34 released after serving time for nonviolent offenses, the 2.5 percent recidivism rate
for R4W participants at 6 months is 58 percent lower than the 6 percent BJS benchmark figure. The 6.9 percent
R4W recidivism rate at the one-year post-release mark was 52 percent lower than this BJS subset at the one-year
post-release point.

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Over 60 percent of R4W participants received mentoring as part of their services. Participants who met with a
mentor at least once showed stronger outcomes than those who did not participate in mentoring in a number of
ways:
• 	 Mentored participants remained in the program longer than unmentored participants
(10.2 months versus 7.2 months).
• 	 Mentored participants were twice as likely to obtain a job. After the first encounter, an additional
month of meetings between the participant and mentor increased the former’s likelihood of finding a
job by 53 percent.
• 	 Meeting with a mentor increased a participant’s odds of getting a job the next month by 73 percent over
participants who did not take advantage of mentoring. An additional month of meetings increased a
Toolkit for FBCO’s Prison Reentry


participant’s odds of finding a job by another 7 percent.
• 	 Those who met with a mentor were 56 percent more likely to remain employed for three months than
those who did not. An additional month of meetings with a mentor increased the participant’s odds of
remaining employed three months by 24 percent.
A complete analysis of mentoring outcomes can be found in Mentoring Ex-Prisoners in the R4W Reentry Initiative, on-line at www.dol.gov/cfbci.

	

Ready4Reentry Toolkit
Ready4Reentry Toolkit is a collection of practices and tools for small to mid-sized FBCOs involved or anticipating involvement in prisoner reentry based on the experience of successful reentry program. Following the R4W
model, this toolkit explores the building blocks of a successful reentry program and provides examples of promising practices drawn from the eleven adult R4W sites. This toolkit is meant to provide real world examples that
may assist FBCOs in establishing effective case management, mentoring and job training and placement services
in their reentry curriculum. Other areas essential for operating a successful reentry program, such as forming
community partnerships and adopting effective recruiting practices, are also covered in the toolkit.
Each chapter of the toolkit focuses on a distinct issue facing FBCOs and offers related practices from R4W.
Chapters are divided into sections that include:
(1) an overview of the chapter topic,
(2) a few innovative practices used by R4W sites,
(3) a set of action questions to help you evaluate your prisoner reentry program, and
(4) sample job descriptions and documents from R4W.
Each chapter’s initial discussion will orient you to the central issues in that chapter. It will provide you with a
general, and in some cases specific, understanding of the subject matter. The next section will provide you with
ideas on how to proceed by referencing particular practices from the R4W adult sites and by posing valuable
questions meant to encourage you to take action. The remaining pages include practical documents, including
sample job descriptions, agreements, and publicity tools, each on its own page, patterned after those used by
R4W. Before entering into any agreements it is wise to consult with a legal representative.

	

Tools: Job Descriptions and Documents
The job descriptions and documents included in this toolkit are intended to be user friendly and adaptable to
your particular program. You should use these tools to customize your own program descriptions and documents. Each item includes a reminder to add program-specific information before integrating the job description or document into your practice of reentry.

	

Job Descriptions
Identifying and filling important roles with qualified employees and volunteers is crucial to providing quality
services to program participants. This can be accomplished more effectively and more efficiently if your organization is clear in defining the requirements for each position. Creating a file of detailed job descriptions will aid
in this process. Several of the chapters in this toolkit include sample job descriptions from R4W sites. Some of
the roles are essential, such as a Case Manager, while others are optional, such as an Employer Recruitment
Specialist. Your program may choose, for example, to integrate the duties of this job developer into the job
description of your case managers. The mission of your organization, the size of your budget and your organizaToolkit for FBCO’s Prison Reentry


tion-specific circumstances will determine how many employees are required to effectively run your organization’s programs. You must always keep in mind that assigning too much responsibility to one staff member may
result in a lower quality of service.
The job descriptions included in this toolkit are summaries of actual job announcements from the R4W sites.
The positions listed should satisfy the needs of a small, community-based program. If your organization is
larger, requiring more than several case managers, it may be expedient to add another level of management and
divide the tasks between more employees, possibly including positions not listed here. For instance, Eimago,
in Los Angeles, splits management responsibilities among several positions, including a program coordinator, a
program director and a program manager. In smaller agencies, many tasks can be delegated to the case managers and/or volunteers in lieu of hiring additional management or an extra employment specialist.

	

Documents
This toolkit also features examples of useful documents – applications, forms, agreements, flyers, etc. – modeled
after those used by R4W sites. These documents are provided for you to create documents that will specifically
suit your organization’s needs. The original documents were collected from both P/PV and the R4W sites.
We hope that your organization finds this toolkit informative and beneficial to your current or future prisoner
reentry programs. Each chapter is designed to stand alone from the rest of the toolkit, but it is most beneficial to
read the entire toolkit to understand some of the best practices for prisoner reentry programs. If you have any
questions regarding workforce development, prisoner reentry or the content of this toolkit, do not hesitate to
contact the Center for Faith-Based and Community Initiatives at the U.S. Department of Labor.
U.S. Department of Labor
Center for Faith-Based and Community Initiatives
200 Constitution Avenue, S2235
Washington, DC 20210
www.dol.gov/cfbci
Email: contact-cfbci@dol.gov
Phone: (202) 693-6450
The Memorandums of Agreement/Understanding, applications, forms, flyers, etc. inserted throughout this
toolkit are examples of agreements that Ready4Work used in its programs. The Department of Labor does not
endorse these documents as conforming to federal law. Rather, each organization should consult with a legal
representative to adapt these documents to their organization’s needs and to ensure the final agreements are in
accordance with local, state and federal law.

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Chapter I: Launching a Reentry Organization
This chapter features successful practices employed by faith based and community organizations who train and
equip ex-prisoners for successful reentry into their communities. While it is beyond the scope of this publication to go into how and why the organizations participating in Ready4Work (R4W) formed, it is relevant to
engage the mission of each organization and to understand how they became involved in reentry generally and
in R4W specifically.
R4W lead organizations vary in terms of experience. Some have years of experience with reentry, while others
have only recently entered the field by expanding their work with other populations (e.g., the homeless). Each
organization’s path to helping ex-prisoners is unique. For example, you may lead an existing organization that
wishes to become involved in reentry, or you may desire to create a new nonprofit to serve ex-prisoners as they
reenter their communities. Alternatively, you may want your house of worship to organize a separate entity for
ex-prisoner outreach. The following are examples of organizations that participated in the R4W program.

	

Reentry Organizations Created to Deal Solely with Ex-Prisoners
Safer Foundation (Safer) and Exodus Transitional Community (Exodus) both existed prior to R4W solely to
reach out to ex-prisoners. While they may have a common vision, the organizations’ size, structure and strategies are very different. Safer, located in Chicago, Illinois, is the largest provider of services to ex-prisoners
in the United States. Safer has operated since 1972 and now has nine locations in Illinois and Iowa, a staff of
approximately 300 and an annual budget of $19.1 million. Safer has served over 8,000 ex-prisoners and places
over 1,700 into employment yearly. Exodus, located in New York City, is engaged in much of the same activity,
but on a smaller scale. Founded by a former inmate in 1999, Exodus dramatically expanded its service capacity
following its involvement with R4W. Exodus now reaches out to approximately 500 ex-prisoners a year. Both
Safer and Exodus remain committed to helping ex-prisoners reintegrate into the community and secure a lasting
attachment to the labor market.

	

Church-Established Offshoot Organizations to Serve Community Needs
Churches often launch spin-off organizations to serve a particular community more efficiently and effectively.
These organizations take a variety of forms – from an agency devoted exclusively to serving prisoners to one
committed to numerous underserved populations. This is the case with Wheeler Avenue Baptist Church, Allen Temple Baptist Church and Holy Cathedral Church of God in Christ. Wheeler Avenue has been providing
social services in Houston, Texas since its inception in 1962. The lead agency at this site is Wheeler Avenue’s
5C’s Foundation, an organization formed by the church for community development efforts. Allen Temple, a
congregation of 5,500 members in Oakland, California, created the Allen Temple Housing and Economic Development Corporation to help low-income residents find housing and jobs. The Holy Cathedral Church of God,
in Milwaukee, Wisconsin, created Word of Hope Ministries, a comprehensive service provider. As demonstrated
by these three churches, religious congregations can create nonprofit agencies as one way to supply their communities with necessary services. Through these organizations, churches are able to provide separate staffing
and bookkeeping, which provide organizational independence that can provide high-quality management and
financial accountability.

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Some Organizations Must Adapt to Serve Ex-Prisoners
Many groups are already serving other segments of their communities and desire to integrate a reentry program
into their existing operations. Operation New Hope, housing and community development service organization
located in Jacksonville, Florida, and Philadelphia’s Search for Common Ground, an international conflict resolution organization, are two examples of organizations already serving their communities that desired to reach
out to the ex-prisoner population by incorporating a reentry program into their services. While an established
organizational culture with a lack of expertise in reentry may present unique challenges, a good reputation can
enable your organization to recruit new staff members with experience in reentry and/or workforce development
in order to leverage resources within the community.

	

Some Organizations Serve Similar Populations
America Works and the Union Rescue Mission have years of experience serving populations, including exprisoners, and offer services necessary for successful reentry. America Works, located in Detroit, Michigan, is a
for-profit, experienced welfare-to-work agency operating since the early 1980s. Union Rescue Mission, founded
in 1891, is a faith-based homeless shelter in Los Angeles, California. America Works and the Union Rescue
Mission have successfully integrated the R4W program into their organizations. Both organizations altered staff
and curriculum to adjust to R4W requirements. If your organization is currently serving a similar population
and wants to become more involved with the ex-prisoner population, this toolkit will help enable you to do that.
Highlighting your organization’s desire to reach out to the ex-prisoner population may facilitate your recruitment of new partners and resources within your service area.

	
	

Some Ex-Prisoner Organizations Were Recently Created to Address 	
Community Needs
In other organizations, a lead agency was created specifically to assist ex-prisoners’ reentry into their respective communities. For example, in Memphis, Tennessee, the Second Chance Program is an innovative initiative
created by the mayor’s office to help local ex-prisoners reenter the community. Another example is East of the
River Clergy-Police-Community Partnership (ERCPCP). ERCPCP was formed in the District of Columbia to
combat crime and facilitate successful reentry. ERCPCP estimates that 40 percent of the organization’s efforts are
devoted specifically to reentry. Creating a new organization in response to the reentry crisis may be a necessary
step in many communities across the United States because reentry touches many lives in a community – from
the neighborhoods affected by high crime to the children without their incarcerated parents to the businesses
that need dependable employees. ERCPCP saw a need east of the Anacostia River in Washington D.C. and
enhanced their organization’s social services to include reentry. If you assess the needs of your community, you
may find a specific, pressing need for more effective reentry services.

	

Action Questions
1. How has the reentry crisis affected your community? What is the crime rate in your community? How many
men and women are reentering your community from prison?
2. Do ex-prisoners in your area have access to a reentry program?
3. What can be done to address the issues caused by crime and prisoner reentry in your community?
4. Which of these services can be offered by your organization?
5. Which organization discussed in this chapter seems must like your organization? Why?
6. Follow-up by researching and/or contacting the organization you referenced in question 5 to gain a greater
understanding of the organization’s reentry program.

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Chapter II: Designing an Effective Program Structure
An effective program structure serves as the backbone of your organization’s reentry efforts. It is important to
remember that reentry programs come in many varieties. Most R4W sites follow a more traditional social service model accompanied by additional unique concepts that depend on the type of agency offering the services.
The 11 adult sites in R4W include six faith-based organizations, three secular nonprofits, one city program and
one for-profit company. Each organization approaches reentry from a unique and dynamic position, allowing
their strengths to determine the nature of each site-specific program. The sites all serve the same target population, but each site takes a unique approach in administering their services. Identifying your organization’s
strengths is the first step in designing an effective program structure. For instance, if you operate a congregation-based nonprofit, you may want to take greater advantage of recruiting volunteers. If you do not have a large
network of volunteers, it may benefit your organization to connect with FBCOs in your area for the purpose
of recruiting volunteers. Partnership between a reentry program and local FBCOs will further all stakeholders’ missions by advancing community cooperation and by maximizing the strengths of all the organizations
involved.
This chapter provides the basic model that has shown proven success throughout the R4W demonstration and an
introduction to the unique variations of this model in the specific adult sites. Reviewing the fundamental R4W
model should provide insight into how to structure your organization.

	

General Program Structure: From Recruitment to Placement and Beyond
There is a common approach taken by the R4W program organizations:
RECRUITMENTgINTAKEgCASE MANAGEMENT1gJOB TRAININGgMENTORINGgJOB PLACEMENT
gFOLLOW-UP
Case management and mentoring occur throughout involvement in a program.

1

	

During the intake process, R4W participants are assigned to an individual case manager. Following the initial
assessment, case managers develop a service plan for each participant to give the participant the best chance of a
successful transition from prison to work. Thereafter, participants go through orientation, ranging from one day
to a week-long course, often including an overview of the program, individual education and skills assessments
and soft-skills development workshops. Based on each individual’s situation, this plan might include additional
services not offered in the standard program, such as drug or alcohol treatment, transitional housing and/or
childcare. These services may be offered through referrals to other providers. All R4W sites provide job-readiness
training. Job-readiness training covers resume writing, interviewing, computer skills and other preparatory tools.
Following the completion of all program components, participants are placed in employment through job leads
from classified advertisements and/or from participating employers. Throughout the program, the sites connect
participants with a mentor. Many volunteer mentors are recruited from religious congregations in the community. Organizations continue to follow-up with participants after they place them into employment. These followups become less frequent over time, as the participants become more integrated into their community.

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Diversity Determines Divergent Structures
While all of the R4W sites include some form of faith-based and community partnership, each site incorporates unique approaches to case management, mentoring and supportive services. Organizational structures
often determine the exact nature of the program itself. For instance, some organizations offer support services
in-house and others do not; some organizations recruit in prisons immediately prior to release, while others do
all recruitment from within affected communities; some programs perform intake and case management in a
central program office while others deal with clients at neighborhood-based locations throughout the city. These
program distinctions are described in the following chapters. There are many options from which to choose, but
you must assess your organizational strengths and weaknesses carefully and choose the approach that best suits
your particular organization.

	

Action Questions
1. How are ex-prisoners different from the population you currently serve?
2. What unique needs do ex-prisoners have that your current clients do not?
3. Is serving ex-prisoners consistent with your organization’s mission?
4. If so, what programmatical changes must be made to effectively serve ex-prisoners?
5. If you are currently operating a reentry program, draw a map of your program. What similarities
exist between your approach to reentry and R4W’s approach? What differences exist?
6. What do you hope to learn from the R4W model?

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Sample Job Description: Program Manager
Every organization offering reentry or any other social service needs an administrator to supervise all aspects of
the program. This position may be referred to as the program manager, coordinator, supervisor or director. It
may also consist of multiple positions depending on the size and structure of the organization. In a small organization, the Executive Director may fill this role. In most other organizations, however, this position is a distinct
role that focuses on managing one individual program or a set of programs, such as R4W or all of the organization’s prisoner reentry efforts.

	
	

Position Title: Program Manager

	

Responsibilities/ Duties
• 	 Manage all aspects of the reentry program
• 	 Supervise Case Managers, Employment Training Specialists, Employer Recruitment
Specialists and Volunteers
• 	 Develop organizational partnerships with government and private and nonprofit entities
• 	 Monitor the quality of services offered
• 	 Account for all funds associated with the program
• 	 Perform any other duties necessary to properly manage the program

	

Minimum Qualifications
• 	 Bachelor’s Degree in Business/ Public Administration, Communications, Criminology,
or any related field
• 	 Master’s Degree preferred (MBA, MPA, MPP, MSW, or MA/MS in related field)
• 	 3-5 years experience managing social services with a nonprofit or other entity
• 	 Excellent verbal, written and interpersonal communication skills
• 	 Ability to work effectively with people of diverse educational and cultural backgrounds,
from ex-prisoners to public officials
• 	 Computer literacy, including knowledge of basic software applications and familiarity
with the internet and email communications
• 	 Knowledge of the criminal justice system and experience working with ex-prisoners
• 	 Ability to travel within the metropolitan area and nationally or internationally if required

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Chapter III: Forming Successful Partnerships
No organization can effectively meet all of the needs of the ex-prisoner population. Community and strategic
partnerships make successful reentry possible. Working with criminal justice officials, the faith and nonprofit
community, local employers, One-Stop Career Centers, as well as mental health, substance abuse and other
social service providers will allow your organization to effectively identify, serve and place clients. Partnerships
that provide drug and alcohol treatment, transitional housing and other services should be a component of any
well-designed reentry curriculum. Even if your organization intends to provide in-house job preparation and
support services, outside partnerships with employers are still necessary for job placement. Partnerships are
also very helpful for non-placement activities, such as recruitment, referrals and retention. Take advantage of
the immeasurable resources offered by faith-based, community-based and other organizations in or near your
service area.

	

Building and Sustaining Powerful Partnerships
It is essential that you begin the coalition-building process as early as possible. Building partnerships with other
organizations can be as simple as creating a referral relationship that benefits all parties involved. For example, if
an organization is struggling to recruit clients for its drug addiction program and your reentry clients desperately
need drug treatment, it makes sense to develop a referral network that benefits both parties. The same is true in
many other relationships, such as those with local businesses. Businesses need employees and your participants
need jobs. Corrections agencies need help preventing crime and you have an interest in keeping ex-prisoners
from recidivating. FBCOs can be effective partners in these types of relationships.
However, coalition-building will not create an enduring reentry program unless a conscious effort is made to
nurture existing organizational relationships. You must work towards sustainable partnerships through frequent
dialogue and joint-evaluation of the relationship. Connecting one addict with the drug treatment he/she desperately needs will change one life. On the other hand, it is possible to point hundreds in the direction of recovery
through a long-term, multi-year partnership. Encourage your reentry participants to treat other organizations
with respect in order to lay the groundwork for future participants.

	

Formal Agreements
It is advisable that your organization formalize its working relationships through a written agreement known as
a Memorandum of Agreement or Understanding (MOA/MOU). This document sets out the clear roles of each
party, the terms of the relationship and the potential causes for separation. Several examples of these agreements
are included at the end of this chapter. However, before entering into any agreements, it is wise to consult with a
legal representative.

	

Partnering with One-Stop Career Centers
Partnering with the One-Stop Career Center in your area is an easy way to offer quality employment services
to your clients. One-Stops are designed to provide a full range of assistance to job seekers. Established by
the Workforce Investment Act, the centers offer training referrals, career counseling, job listings and other
employment-related services. Clients can visit a center in person or connect to the center’s information remotely
kiosk. Contact your local One-Stop today to begin to build a relationship and to find out what services are available for your clients. For more information or to search for a One-Stop location in your area, visit
www.careeronestop.org.

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Example 1:

East of the River Partnership Brings Together Clergy, Policy and Community
Washington, DC’s East of the River Clergy-Police-Community Partnership (ERCPCP) is an example of publicprivate partnership in action. ERCPCP has been successful at organizational relationship-building. The collaboration consists of 1) clergy – the faith community, 2) police – law enforcement agencies and 3) community
– the affected neighborhoods and community-based groups. The partnership was formed by two local pastors,
Rev. Anthony Motley and Rev. Donald Isaac, along with former DC Police Chief Charles Ramsey, who connected with community leaders to help form the partnership. The founders modeled ERCPCP after the Boston
Ten-Point Coalition, an ecumenical group of ministers and lay leaders working to encourage action on minority youth issues from within the Christian community. The three Washington, DC leaders coordinated a trip to
Boston to observe the “ten-point” effort along with other area institutions.
Initially, ERCPCP held steering committee meetings once every month, which were open to the public. At
these meetings, partners would voice their concerns about where ERCPCP’s efforts should be directed. As these
meetings gained publicity, the partnership base increased. ERCPCP served as the central location to learn about
resources in the community and was responsible for coordinating meetings to ensure that existing service gaps
were covered. In its formative stages, ERCPCP was viewed as the coordinating entity at the table. Today,
ERCPCP identifies its role as “connecting the dots” between service providers interested in facilitating reentry
and a crime-free community.
ERCPCP’s partnership network includes many organizations from throughout DC. In the area of job readiness, ERCPCP regularly works with the Congress Heights Training Center for literacy instruction, a concrete
construction company for job placement and Carter Investment for job readiness, housing and placement.
Carter Investment is a faith-centered organization that provides transitional housing and real estate training for
homeless men. ERCPCP also partners with the Court Services and Offender Supervision Agency for the District
of Columbia (CSOSA), an independent federal agency established by Congress in 1997 to offer support and
assistance to offenders under supervision in DC. This unique program links CSOSA-supervised offenders with
ERCPCP and other reentry services, including mentoring. ERCPCP also works closely with the Naylor Road
One-Stop Career Center because of Naylor’s focus on reentry. The two agencies share referrals and ERCPCP’s
job placement specialist works with the One-Stop Career Center’s team of specialists to provide supportive services to participants.

	
	

Example 2:

Safer Foundation Establishes “Mini-Sites” in Affected Communities
Chicago’s Safer Foundation (Safer) relies on partnerships for the administration of its R4W program. Safer partners with four different denominational congregations to establish “mini-sites” in several affected neighborhoods
throughout Chicago. They include:
• Saint Sabina, an African-American Catholic church (West Englewood/Auburn Gresham)
• People’s Church of the Harvest C.O.G.I.C., a Church of God in Christ congregation (North Lawndale)
• Ambassadors for Christ, a non-denominational church (Englewood/Auburn Gresham)
• Trinity United Church of Christ, an African-American U.C.C. congregation (Auburn Gresham)
These four churches serve as regional headquarters for R4W throughout Chicago. Each site is equipped with R4W
office space, a Reentry Counselor (i.e., case manager) on site, a mentor coordinator from the congregation and
numerous volunteer mentors. These partnerships with faith institutions allow Safer to fulfill its recruitment goals.
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Safer has formed additional partnerships to provide employment-related services in the community. Safer works
with the Mayor’s Office of Workforce Development and the Council for Adult and Experiential Learning to link
R4W participants with training providers that have industry-recognized credentials. Training providers supply
R4W participants with adult literacy education leading to a High School diploma or GED certificate and possibly
a credential in a vocational trade. In addition, community colleges partner with Safer to offer specific vocational
training, including Olive Harvey College and Prairie State College that offer commercial driver’s license training
and Kennedy King College that provides automotive mechanic certificates. Safer also partners with the OneStop Career Center in Chicago for hard skills training and to utilize the One-Stop’s employer database system.
According to Rev. Steve Epting, Safer’s Associate Vice President for Faith and Community Partnerships, “Critical lessons were learned through the R4W program that will facilitate success in future initiatives. First, services
are best delivered in communities most affected by reentry.” Safer accomplished this by partnering directly with
congregations in the various neighborhoods. Rev. Epting continued, “Second, true community partnerships
must be established among clients, family, church and public and private organizations. Third, employers must
be brought into these partnerships as full-fledged members. Fourth, partnerships work. If any element is missing, that becomes a barrier to successful reentry.”

	
	

Example 3:

Search for Common Ground Builds Consensus
Search for Common Ground (SFCG) is an international organization that conducts conflict resolution in over a
dozen countries. SFCG convened a policy consensus workgroup in Philadelphia along with local stakeholders to
address the prisoner reentry crisis. These stakeholders included the Probation & Parole Department, the Police
Commissioner, Philadelphia Prison System and local faith-based and community organizations. These groups
together formed the Philadelphia Consensus Group on Reentry & Reintegration of Adjudicated Offenders.
SFCG’s unique ability to foster cooperation and consensus greatly aided this process. The Philadelphia Consensus Group’s membership included two unlikely partners: the District Attorney’s Office and the Public Defender’s
Association. The consensus group collaborated and made over forty recommendations to improve the current
system of integrating ex-prisoners into the community. As a result of the partnerships that developed through
this process, SFCG was in a unique position to effectively implement and manage Philadelphia’s adult R4W site.
SFCG began the demonstration partnering with various FBCOs to provide all the core components of R4W,
including case management, mentoring and job placement. Some partnerships were formal, complete with a
Memoranda of Agreement (MOA), and others were more informal, built on the relationships developed through
the consensus process. During the first year of R4W, SFCG provided sub-grants and technical assistance to four
faith-based organizations (FBO) and one community-based organization (CBO) who in turn provided the core
services of R4W. As the demonstration advanced, SFCG’s program evolved. SFCG partnered with one FBO
to provide the core components of R4W in the second program year. Eventually, SFCG decided to take direct
responsibility of the core services for R4W and to establish its own program office. However, SFCG continued to
partner with other government agencies, FBOs and CBOs for recruitment and to provide supplemental services.
SFCG partnered with the Philadelphia Adult Probation & Parole Department (APPD) from the beginning of
R4W. This relationship has allowed SFCG to effectively make use of APPD resources. APPD has made many
in-kind contributions to SFCG’s implementation of R4W, including access to office space and criminal databases
and providing referrals and copies of court petitions for participant recruitment purposes. This partnership has
been essential for SFCG’s ability to effectively recruit & screen participants for R4W. The Philadelphia Prison
System (PPS) is another one of SFCG’s criminal justice partners. The consensus process made arrangements for
SFCG’s access to PPS. The SFCG staff has organized several recruitment events at PPS for inmates to access R4W

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services. SFCG has also partnered with Turning the Tide, an FBO, to coordinate the mentoring component of
R4W. Turning the Tide recruited over 40 mentors from the faith community to serve as mentors in R4W.
The Transitional Work Corporation (TWC) provides job placement services to Philadelphia R4W participants.
TWC, an organization that usually serves the welfare-to-work population, collaborated with SFCG to modify
the TWC model for ex-prisoners in order to serve approximately 75 R4W clients. Services provided through
this partnership include job readiness classes, a transitional work experience and eventual placement in permanent employment. In addition, SFCG developed a relationship with the local One-Stop Career Centers, called
CareerLink, and SFCG staff often refers participants to CareerLink locations. Once referred, SFCG staff notifies
CareerLink that a referral has been made. The R4W participant then works with a job developer who specializes
in ex-prisoner job placement.

	

Action Questions
1. What services does your organization offer that you would consider your “core competencies”? What other
services might be necessary for successful reentry that your organization might not be providing?
2. List organizations that you currently partner with. What services are not offered by these organizations that
you may want to secure through new partnerships?
3. What organizations do you believe offer these services in your community? How might you build a bridge
between the two agencies?
4. Are you aware of the nearest One-Stop Career Center? Do you know what services they offer?
5. Who do you know – people and organizations – that offer services that would complement the services you
offer?
6. How can you go about creating and maintaining partnerships for complimentary services that your organization might not offer?

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Sample Document: Memorandum of Agreement (MOA)
with Faith-Based Partner/Congregation or Community-Based Organization
(Insert your organization’s name and information, as well as the name and information of the partnering organization. The original MOA that this sample is patterned after refers specifically to a partnership with an organization
for the purpose of recruitment and mentoring. This MOA will require alteration to apply to your specific organization and partnership.)

MOA Between
(Your Organization)
And
(Partnering Organization)
Ready4Work (Program Name)
I. The Parties
The parties to this Memorandum of Agreement (MOA) are:
• 	 Primary Organization (Primary), address
• 	 Partnering Organization (Partner), address
II. Term of this Agreement
This agreement is effective between (start date) and (end date).
III. Description of the Project
Ready4Work (R4W, or Program) is a demonstration program focused on assisting young ex-offenders, 18-34
years of age, leaving places of incarceration and reentering area communities. The Program has three primary
components: case management, mentoring, and employment. R4W is intended to positively affect the lives of its
participants, their family, and their community. (Attach a more-detailed Program Description to a completed
MOA.)
IV. Scope and Purpose of this Memorandum
The purpose of this memorandum is to outline:
•	 The roles and responsibilities of Primary and Partner in connection with the funding and operation of
the Program during the period specified above. Specifically, this MOA will delineate the role of Primary and the role of Partner in relation to the Program.
• 	 It also outlines how grant funds from Primary will be disbursed to, used by, and accounted for by Partner.
V. Roles and Responsibilities of Primary
Operational Responsibilities
• 	 Primary is the lead agency responsible for the Program. As such, Primary will implement its Program
in accordance with the mission and strategic work plan of the organization.
• 	 Primary will work with Partner to recruit 30-40 eligible participants for the Program. An eligible
participant is any man or woman (age 18-34) who has been sentenced and served time for a non-violent
and non-sexual felony offense. An eligible participant must be enrolled prior to release from confinement or within 90 days of release.
• 	 Primary will complete intakes on participants.
• 	 Primary will provide or coordinate employment training and placement opportunities for participants.
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• 	 Primary will provide case management services, providing direct or referral services in all areas relating
to barriers to successful reentry, including, but not limited to, child support, housing, addiction, physical and mental health, and family support.
• 	 Primary will provide guidelines to assist Partner with determining criteria for mentor selections and the
mentoring component.
• 	 Primary will provide office equipment and furniture set-up for Partner’s Program office, including a
desk, computer, fax, phone, computer, and will cover the costs of Program phone/ fax calls each month.
• 	 Primary will provide mentor screening, training, and match services for Partner’s recruited mentors.
Primary will coordinate with Partner’s Mentor Coordinator to facilitate these services.
• 	 Primary will facilitate at least one group celebration event each year for all mentors and participants.
• 	 Primary will work cooperatively with Partner and meet at least quarterly with the Program Leader or
other delegate appointed to review progress and at least monthly with the Mentor Coordinator to discuss, review, and plan program progress.
• 	 Primary will work with Partner to provide capacity building and technical assistance aimed at planning
for Partner’s long-term funding and service delivery to returnees.
	
Reporting and Research Responsibilities
• 	 Primary will provide administrative and physical security for personally identifiable data and to
preserve the anonymity of participants in the Program.
VI. Roles and Responsibilities of Partner
Operational Responsibilities
• 	 Partner will develop and implement the mentoring component for the Program. The mentoring component includes recruitment and retention of mentors, ensuring all mentors’ completion of screening,
interviewing, training and match-components; engagement in consistent mentoring activity; and maintenance/ submission of mentor documentation. Partner is responsible for meeting the goals outlined
in the work plan (attach). Activities performed by Partner will be at their own expense unless outlined
within this MOA.
• 	 Partner is responsible for recruiting and ensuring that 10 qualified mentors are actively involved in the
Program for the 12-month period. Active involvement entails 4-8 hours per month of face-to-face positive interactions with participants. A qualified mentor is a mature, caring adult committed to devoting
focused, quality, and consistent time to the participant, with the goal of helping the participant become
a responsible adult member of the community. Mentors shall not have been convicted of any sex crime
or crime against children; nor convicted of a violent offense within the last 5 years. The mentor should
view his/ her role as developing a trusting relationship with the participant, as well as being an agent of
change for the participant.
• 	 Partner will provide a Mentor Coordinator for the Program. The Mentor Coordinator is the primary
contact for the mentoring program. The Mentor Coordinator is responsible for the recruitment and
retention of mentors; the facilitation of the group mentoring sessions; ensuring all required forms are
submitted on time; and mentors are actively participating in the program.
• 	 Partner’s Program Leader will regularly participate on Program’s advisory body twice per year. The
advisory body will be composed of the faith community, business community, corrections, and community leaders. The advisory body will meet twice per year with Primary leadership to offer guidance
and resources in building and sustaining the Program.
• 	 Partner will work cooperatively with the Primary program staff. Partner will participate in at least
quarterly review sessions and provide monthly mentoring progress updates.
• 	 Partner will provide office space for at least one case manager. This office space must have access to
phone lines, computer connections, and adequate space and privacy for conducting participant intakes
and storing secure files.
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• 	 Partner will provide space for conducting employment training and hosting group mentoring sessions.
• 	 Partner agrees to participate in Program events, including but not limited to participant success celebrations, mentoring learning sessions, and media events.
• 	 Partner will make available other supportive services offered to community residents available to participants.
Reporting and Research Responsibilities
• 	 Partner will provide Primary with all required Program mentor forms on the 1st of each month; these
include, but are not limited to mentor consent forms, mentor intake forms, and monthly mentoring
activity forms.
• 	 Partner leadership and mentors will meet twice per year with the Primary research team in one-on-one
interviews and focus groups.
VII. Payment
Primary will pay Partner a total of $5,000 for expenditures incurred as outlined in the Program Budget. Primary must be invoiced quarterly for all payments. Partner will utilize this funding to provide for: (1) a Mentor
Coordinator who will facilitate the recruitment and retention of at least 10 mentors; the facilitation of bi-weekly
(4-8 hours/mentor) group mentoring sessions for 12 months; and monthly completion and submission of mentor forms. (2) space for Program services, including a case management office space and group mentoring/ job
training space. Partner is responsible for completing and providing Primary with all required forms outlined in
this MOA. If progress, reports, and invoices are submitted from Partner to Primary in a timely manner, payment
will be made as follows:
On contract: $1,000
August 15: $1,000
November 15: $1,000
February 15: $1,000
May 30: $1,000
Primary will disburse each installment, provided that the financial reports and mentor reports indicated have
been received. Delays in submitting reports may result in the delay of grant payment release.
VIII. Disputes and Termination
• 	 Primary and Partner agree to contact each other immediately on the occurrence of any serious problem, or if concern effecting the continuance of the Program or the partnership emerge during the term
of this MOA.
• 	 Primary and Partner agree that key Program representatives will meet as quickly as is practical and
reasonable to attempt to resolve any such concern or problem.
• 	 In the event that either Primary or Partner conclude that the problem or concern cannot be resolved
and that the Program’s operation or the relationship between Primary and Partner cannot continue, that
party will give a 30-day notification to the other in writing that it intends to terminate the MOA. At
the time of termination, Partner must provide an accounting of all Program-related expenditures and
return to Primary any unused funds.

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IX. Notices  
All notices concerning this MOA will be presented in writing by either party to the other, addressed as follows:
To Primary:

To Partner:

Name
Executive Director
Primary Organization
Address

Name
Executive Director
Partner Organization
Address

IX. Other Requirements  
No person shall on the grounds of race, color, religion, national origin, gender, disability, or age be excluded from
participation in the Program, denied the benefits of the Program, or subjected to discrimination under or in connection with this Program.
X. Extensions and Modifications of this MOA  
This MOA is a complete representation of the responsibilities of the parties to this agreement. Modification or
extension of the terms of this agreement may be made only in writing and only if signed by both parties.
For:
Primary Organization
____________________________
Signature
Executive Director
Date: _______________________

For:
Partner Organization
____________________________
Signature
Executive Director
Date: _______________________

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Sample Document: Memorandum of Agreement (MOA)
with Faith-Based Partner/Congregation
(Insert your organization’s name and information, as well as the name and information of the partnering organization. The original MOA that this sample is patterned after refers specifically to a partnership with a faith-based organization for the purpose of recruitment and mentoring. This MOA will require alteration to apply to your specific
organization and partnership.)

MOA Between
(Your Organization) And
(Partnering Organization)
Ready4Work (Program Name)
I. The Parties
The parties to this Memorandum of Agreement (MOU) are:
• 	 Primary Organization (Primary), address
• 	 Partnering Organization (Partner), address
II. Purpose of this Agreement
The mission of Primary is to enroll, assess, and serve recently released offenders who have limited training and/
or work experience for the purpose of engaging them with available training and employment opportunities.
The mission of Partner is to train and equip unemployed and underemployed individuals for the world of work
through soft and hard skills training.
III. Summary of the Project
Ready4Work (R4W, or Program) is a demonstration program focused on assisting young ex-offenders, 18-34
years of age, leaving places of incarceration and reentering area communities. The Program has three primary
components: case management, mentoring, and employment. R4W is intended to positively affect the lives of its
participants, their family, and their community.
IV. Roles of Primary and Partner
Primary and Partner agree to jointly collaborate on the training and job placement of trainees engaged in the reentry program. As partners, Primary and Partner agree to work together to provide recently released offenders with
the training tools needed to successfully enter the work force upon completion of such training. The parties propose to serve candidates from the reentry program that are in need of obtaining marketable skills through training.
V. Responsibilities of Primary and Partner
Primary will conduct intake sessions, assess candidates prior to referral, develop action plans, provide case
management, provide job referrals, follow-up on training and subsequent employment, and arrange for training
payments.
Partner will provide pre-training orientation sessions during the first week of classes, identify problem areas
needing attention, test trainees following each module, provide job leads, provide reports and outcomes, and
refer to jobs.
VI. Timeline and Duration  
This MOU shall remain in place for 12 months from signing, unless modified in writing before that date.
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VII. Grounds for Termination
This MOU may be terminated in whole or in part by either party without cause. The MOU will be deemed to be
terminated 30 days after written notice of intent to terminate has been received by the other party. This notification must include a detailed reason for termination. This MOU will terminate automatically if either agency
ceases operations. In the event of termination, all required reports will be completed through the end of the
agreement period.
VIII. Reporting Requirements
Reports will be submitted to each other on a quarterly basis. Partner will provide the total number of participants enrolled in each training program to Primary. Agency representatives will participate in meetings on a
quarterly basis. This meeting will provide an opportunity to discuss performance measures, assess referral linkages, and suggest necessary improvements.
IX. Assurances and Nondiscrimination Clause  
• 	 The partners in this MOU agree that they will not discriminate in its employment practices or services
on the basis of gender, age, race, color, creed, religion, national origin, disability or veterans’ status or
any other classification protected under state or federal law.
• 	 The partners in this MOU assure that they will comply with all nondiscrimination and equal opportunity provisions under current laws and regulations, including 29 CFR Part 31 and 29 CFR Part 32.
• 	 The partners to this MOU must, upon request from state and federal law enforcement entities, furnish
all necessary employment and training records for the purpose of investigations to ascertain compliance
with the provisions of nondiscrimination clauses.
• 	 The partners to this MOU will assure that complaints alleging discrimination on any of the above bases
will be processed in accordance with all applicable state and federal nondiscrimination laws. Copies of
complaint procedures developed pursuant to all applicable laws under (29 CFR Part 37.76 and amendments) and approved by the U. S. Department of Labor’s Civil Rights Centers will be made available to
be followed in processing discrimination complaints.
X. Attachments
Attachments necessary to complete this MOU include:
• 	 Detailed mission statements and program description
• 	 Federal Procurement Policy/ Laws if government funding is involved
• 	 Lobbying certification page
• 	 More detailed mission statements and program description
• 	 Forms utilized by Primary and Partner in execution of duties
• 	 Financial declarations
XI. Signatures
For:
Primary Organization

For:
Partner Organization

____________________________
Signature

____________________________
Signature

Executive Director

Executive Director

Date: ____________________________

Date: _______________________

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Sample Document: Subcontractor Agreement
with Residential Facility
(Insert your organization’s name and information, as well as the name and information of the subcontractor. The
original Agreement that this sample is patterned after refers specifically to a partnership with a residential facility.
This Agreement will require significant rewording if applied to an alternate relationship.)

Agreement Between
Contractor
(Your Organization)
And
Subcontractor
(Residential Facility)
Ready4Work (Program Name)
This Agreement is made and entered into this_______day of________(month), _______(year), by and between
Reentry Organization, hereinafter referred to as the “Contractor,” and Residential Facility, a residential facility for
men and women, hereinafter referred to as the “Subcontractor.”

RECITALS
WHEREAS, Contractor desires to have the Subcontractor provide sober-living housing to eligible program
participants, and
WHEREAS, Subcontractor holds itself out as capable, competent and licensed to perform the required service,
NOW THEREFORE, the parties hereto agree as follows:

SCOPE OF SERVICES
Subcontractor shall perform the following services relating to housing for male and/or female program participants pursuant to the Agreement:
1. For those eligible program participants determined by Contractor staff, Subcontractor will provide clean and
sober housing at the facility located at #### New Home Street, City, State, Zip.
2. Subcontractor will provide supportive services such as 12-step meetings, seminars, group and/or individual
counseling, random drug testing and anger management to program participants.

AGREEMENT
Section 1.	
Subcontractor: 	
				
				
				
				
				

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Residential Facility
Contact: CEO
(###) ###-####
#### New Home Street
City, ST #####
Tax ID # ##-#######

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Section 2. Contractor:	
			
			
			

Reentry Organization
Contact: Vice President
#### Reentry Avenue
City, ST #####

Section 3. Term of Agreement
The term of this agreement is from________through________.
Section 4. Professionalism
All work shall be done in a professional manner and in accord with standard industry practices.
Section 5. Licensing
Subcontractor shall maintain all necessary licenses to perform the services contemplated by this Agreement.
Section 6. Ethics
Subcontractor shall render services to Contractor in connection with the tasks and services defined in Scope
of Services. Subcontractor shall conduct their business affairs with ethics, integrity and acceptable business
practices.
Section 7. Employer Relationship
The parties to this Agreement concur that the relationship is that of prime contractor and independent subcontractor. Consistent with the foregoing, Contractor shall not deduct withholding taxes, FICA or any other taxes
required to be deducted by an employer. Subcontractor is expected to conduct its business with integrity and pay
its employees and all related applicable taxes, workers’ compensation, etc. in accordance with federal guidelines.
Section 8. Conflict of Interest
The existence of this Agreement shall not restrict the Subcontractor’s right to engage other consulting and business activities as long as no conflict of interest exists. Likewise Subcontractor and its employees shall not share
or disclose proprietary information that they learn about Contractor or its participants while fulfilling this
agreement.
Section 9. Payment Schedule
Contractor shall pay the Subcontractor at a rate of $12.50 per day, up to 28 days per client but not to exceed $350
and will make payment after receipt of a monthly invoice which will be submitted to Contractor the first day of
the following month. A check will be processed by Contractor and will be sent to the Subcontractor within (7)
seven business days following the receipt of the invoice. The balance of the required monthly rent, will be paid
by the participant in accordance with prior agreed upon conditions between the Subcontractor and the participant, not to exceed $100 per month for their portion of the rent.
Section 10. Confidentiality
The Subcontractor shall maintain the confidentiality of all documents, discussions with and information
obtained from Contractor and its program participants, unless otherwise required by state or federal audit of
financial disclosure laws, and that information is to be secured with lock and key at the program site.
Section 11. Interns
Subcontractor must ensure that all interns working in its program have the proper supervision with certification
to perform an internship training program.

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Section 12. Disputes
Subcontractor and/or Contractor shall notify the other party of any dispute immediately, in writing. Contractor
and Subcontractor, within thirty (30) days thereafter, shall in good faith attempt to resolve said dispute. If after
thirty (30) days the parties cannot resolve said dispute, then the parties agree to resolve said matter in accordance with Section(s) 13 and 14.
Section 13. Arbitration
In the event of a dispute between Contractor and Subcontractor the parties mutually agree to submit to arbitration under the standard rules and provisions of the American Arbitration Association.
Section 14. Venue
In the event of judicial action by either party against the other, the parties agree that the venue for dispute resolution shall be the State of________in the County of________. The laws of the State of________shall govern.
Section 15. Insurance
Subcontractor shall maintain insurance coverage, and to name Contractor as an additional insured during the
entire term of this agreement, and at all times during which Subcontractor provides service hereunder. Subcontractor shall provide Contractor with at least 60 days notice of cancellation of any insurance coverage required
here under.
Subcontractor agrees to provide and maintain coverage, each in the sum of at least $1,000,000 for the following
insured endorsements:
1. General Liability
2. Social Services Organization Professional Liability Coverage
3. Sexual or Physical Abuse or Molestation, Vicarious Liability Coverage
4. Workers’ Compensation Coverage
Section 16. Compliance  
Subcontractor warrants and represents that it is fully eligible to provide services for projects covered under this
agreement. Further, Subcontractor shall at all times during the period of the work covered under this agreement, remain eligible under said provisions. Should debarment occur or certifications and eligibility be revoked,
suspended or temporarily halted, Subcontractor shall immediately notify Contractor of such, revocation, suspension or temporary halting and cease any further work on the project. Subcontractor acknowledges and agrees
that they shall not be eligible to bill Contractor for any work remaining incomplete as of the date of the revocation, suspension or temporary halting. Should Contractor deem it necessary to complete the work with a “Substitute Subcontractor” then Contractor shall be relieved of any further financial obligations to Subcontractor.
Section 17. Conflict in Language  
In the event there is a conflict in provisions between this agreement and any attachments, this agreement
prevails.
Section 18. Contract Termination
Contractor and/or Subcontractor may terminate this agreement with or without cause if not fully satisfied with
the relationship. Termination notice must be submitted in writing. Contractor and Subcontractor agree that
before contract termination is made final, that a 30-day notice to correct action will be attempted.

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Section 19. Client Information
Subcontractor agrees to meet with the Contractor’s management and/or case management staff as outlined in
a mutually agreed upon schedule to share information and provide input on the overall goals for the program
participants.
IN WITNESSES WHEREOF, the Contractor and the Subcontractor have caused this Agreement to be executed
by their duly authorized representatives.
Executed the________day of 			

Executed the________day of	

_______________,________			

_______________,________

For:____________________			

For:____________________

By:_____________________			

By:_____________________

Chapter IV: Recruiting Clients and Volunteers
Recruitment is a vital first step for your reentry program. Organizations must recruit willing clients and motivated volunteers to have a successful reentry program. To do this, organizations employe diverse recruiting
techniques.

	

Recruiting Clients
Many programs are successful at recruiting participants for several reasons: they target communities with high
rates of ex-prisoners; they rely on partners and the community for referrals; and they maintain a high-quality,
high-profile image in the community. Pointing young men and women in the direction of employment and the
independence that comes with it is a community effort. Client enrollment can be done pre-release or post-release; through formal routes or informal word-of-mouth; by staff, partners, volunteers or even former
participants.

	

Some sites found pre-release recruiting more effective because the program can form a relationship with the participant before he/she returns to the community. Formal partnerships with correctional institutions that provide
access to prisoners nearing release enable recruitment on the inside of prison walls. Outside the walls, your program generally has a small window of opportunity to recruit an ex-prisoner. While R4W restricts recruitment
to those within 90 days of release, it may be possible for your organization to actively recruit ex-prisoners who
were released longer than the than three-month success window. Some individuals, unable to find success after
release, may be encouraged by stories from ex-prisoners who participated in your program. This is an important
vehicle for recruitment across the R4W adult sites. If your program works for one ex-prisoner, others will take
note of that person’s experience and inquire about how your program enabled that particular ex-prisoner to successfully reenter his/her community.

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Recruiting Volunteers/Mentors
While marketing your organization to potential participants is of primary importance, maintaining an active
recruitment drive for new volunteers is also imperative. Volunteers can fill the gap by supplying necessary
administrative assistance, supplementing case management through mentoring and providing networking
opportunities for your program and its clients. The most important volunteer role in R4W is that of a mentor.
Mentors serve as role models for the ex-prisoners participating in the program. To ensure that you have enough
individuals on hand to mentor your caseload, you must actively recruit volunteers from the community. Mentoring will be discussed at greater length in chapter nine.
Volunteer recruitment can be done through neighborhood non-profit organizations, at community events or
from local religious congregations. Churches, mosques, synagogues, other houses of worship and other community organizations may be good resources for recruitment. Faith-base and community organizations are familiar
with service delivery, which is built upon their years of experience in the areas of prison ministry, housing
assistance and other social services. You should utilize the networks of counselors, healthcare professionals and
business owners from within those FBCOs in your community.

	
	

Example 1:

Safer Foundation’s Strategy on Recruiting Clients and Mentors
Due to its reputation as an effective organization, the Safer Foundation (Safer) is very good at recruiting
participants in its programs. Safer exists as a testimony to the need for reentry organizations and ex-prisoners’ willingness to work. This is due to years of marketing and promotion through various avenues, such as the
Sheridan Correctional Center’s Substance Abuse Treatment Program case managers, police officers, the Department of Corrections’ prisons and parole, Safer’s own Adult Transitional Centers’ case managers, faith partners
and family/community members. The faith-based partners conduct outreach through announcements during
worship services and flyers distributed in the community. They seek connections with parole officers, police
districts, employers and family members of ex-prisoners. In addition to post-release efforts, participants are also
recruited prior to release from confinement through orientation sessions for inmates provided by Safer’s staff at
the Sheridan Correctional Center and at the Adult Transitional Centers.
Partnerships with congregations throughout Chicago make for easier volunteer mentor recruitment as well.
With R4W office space on site, Safer staff are able to coordinate the mentoring component in cooperation with
each congregation’s mentor coordinator. This strategy will be discussed more in a later chapter on mentoring.

	
	

Example 2:

Word of Hope Ministries Recruits through Several Outlets
Word of Hope Ministries (WOHM) recruits reentry participants pre-release from the Wisconsin Department
of Corrections’ institutions. In addition, the organization distributes flyers to individual parole/probation officers (POs). WOHM also provides space for POs to meet with clients at the organization’s site. Another avenue
for the recruitment of ex-prisoners is through meeting with other faith and community-based organizations.
WOHM also utilizes a weekly telecast, radio broadcast and newspaper advertisements promoting their programs. The newspaper ad appeared in the Milwaukee Journal Sentinel and produced a sizable response from
interested ex-prisoners.

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WOHM employs a full-time Mentoring Director and a part-time mentor coordinator to oversee the mentoring
component of this R4W site. Together, they are responsible for recruiting and training mentors and matching
mentors with participants. They regularly make presentations for recruitment at faith-based, community-based
and professional organizations. Their efforts have led to the recruitment of over 90 volunteer mentors.

	

Action Questions

	

Participants
1. 	 Do you know the correctional facilities in your area? Do you have relationships with the wardens, corrections staff and parole or probation officers?
2. 	 What are some strategies used by the R4W sites to recruit participants that may be useful in your organization’s context? What steps should you take to incorporate these ideas into your reentry program?

	

Volunteers
4. 	 What facets of your program need volunteers (in addition to paid program staff)? Do you have enough
volunteers? If not, what is your strategy to recruit more volunteers?
5.	 Do you have relationships with faith institutions or other community-based organizations for the purpose of recruiting volunteers?
6. 	 What are some strategies used by the R4W sites to recruit volunteers that may be useful in your organization’s context? What steps should you take to incorporate these ideas into your reentry program?

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Sample Document: Program Application
(Adjust the header and questions with information on your organization.)
PERSONAL INFORMATION
FIRST NAME: _______________________________ LAST NAME: _______________________________		
			
DATE OF BIRTH: ______ /______ / ______	 	
	
			
ARE YOU AN EX-FELON? oYes oNO Dep. of Corrections #: ________________________________		
			
DATE OF RELEASE: ______ /______ / ______ PHONE: _______________________________________		
					
WAS YOUR CRIME VIOLENT? oYes oNO WAS YOUR CRIME SEXUAL? o Yes oNO
PROBATION/ PAROLE OFFICER
PAROLE/ PROBATION OFFICER’S NAME:	___________________________________________________	
						
TELEPHONE #: _________________________________________________________________________	
											
ADDRESS: _____________________________________________________________________________	
											
PRISON (IF CURRENTLY INCARCERATED) ________________________________________________
PRISON NAME: _______________________________________________________________________
ADDRESS: _____________________________________________________________________________	
					
DORM #: _____________________________________ BED #: ___________________________________	
						
RESIDENCY/HOUSING
WHERE DO YOU CURRENTLY LIVE? ______________________________________________________	
								
IF CURRENTLY INCARCERATED, WHERE WILL YOU RESIDE ONCE RELEASED: _________________
________________________________________________________________________________________
			
EMERGENCY CONTACT
NAME: _________________________________________________________________________________	
											
RELATIONSHIP TO YOU: _________________________________________________________________	
								
TELEPHONE #: __________________________________________________________________________	

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Sample Document: Participant Recruitment Print Advertisement  
(Insert your organization’s name and information to suit the ad for your marketing needs. The original advertisement was placed in the Milwaukee Journal Sentinel by Word of Hope Ministries.)

	

Are You an Ex-Prisoner Looking for Work?
We may have the solution for you!
We have several positions, skilled and unskilled, available through our Reentry Program. We can also serve
those without any job history. For immediate consideration, please stop by on July 31 or August 3 at 9:00 am.
Organization Name
#### New Job Street
City, ST #####
(###) ###-####

	

Sample Document: Participant Recruitment Flyer 1
(Insert your organization’s name and information. You may also want to add color, photographs from your program
or stock images of workers in action.)

	

	
	

Are You Ready for Work?

We can help you find a job and can also provide you with specialized 	
training and career planning.  
Services Include:		
• 	 Assessment to determine strengths and interests
• 	 Job placement and specialized/educational training
• 	 Mentoring by successful individuals
• 	 Transportation and housing assistance
• 	 Other support services
Eligibility Guidelines:
• 	 Ex-prisoners, male or female, ages 18 – 34 years old
• 	 Released within the past 90 days or within 90 days of release
• 	 Unemployed or underemployed
• 	 Offenses must be nonviolent and nonsexual
PLEASE CALL: (###) ###-####
Or stop in at: ##### NEW JOB STREET

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Sample Document: Participant Recruitment Flyer 2
(Insert your organization’s name and information. You may also want to add color, photographs from your program
or stock images of workers in action.)

NEED A JOB ?

	

HAVE YOU BEEN RELEASED WITHIN THE PAST 90 DAYS WITH A FELONY CONVICTION?
ARE YOU UNEMPLOYED AND HAVING A HARD TIME GETTING A JOB?
ARE YOU BETWEEN THE AGES OF 18-34?
DO YOU NEED SOMEONE TO GIVE YOU A SECOND CHANCE?
If you answered “YES” to the above…
The Reentry Program can help you!
All services are FREE.
EMPLOYMENT TRAINING CLASSES ARE HELD
MONDAY, WEDNESDAY, AND FRIDAY
9:30 AM - 11:30 AM
Reentry Program
#### New Life Street
City, State #####
Call (###) ###-####
for more information
RECEIVE $10 FREE FOR ENROLLING IN THE PROGRAM
Eligibility: Recently released 18-34 year old, 90-days out of prison/jail,
non-violent felony (presenting charge), and no sex offenses.

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Chapter V: Crafting Intensive Case Management
Case management is the foundation for all other reentry services. The case manager, sometimes referred to as a
“reentry counselor,” “workforce development specialist” or “navigator,” is a key staff member of a successful reentry program. These individuals facilitate the entire reentry experience from prison to sustained employment.
They provide a human face to an otherwise structured program.
Normally, case management begins with a comprehensive individual assessment. From this assessment, a
service plan is created that manages every aspect of the participant’s reentry program. The case manager monitors the plan, ensuring that all goals and objectives are being reached. Case managers often participate in client
recruitment, services, mentorship and job training and placement. The following are examples of successful case
management strategies.

	
	

Example 1:

Eimago Uses “Team” Strategy to Manage Cases
Comprehensive case management is the foundation of Eimago’s reentry program, and many members of
Eimago’s staff are involved in the case management process. The organization assists each client in addressing a
wide variety of systemic problems that contribute to recidivism. This process includes providing resources and
fostering changes in behavioral patterns. Case managers assist participants in rebuilding their lives by addressing factors that contribute to homelessness, incarceration and addiction. Through its comprehensive approach to
removing barriers, Eimago reduces recidivism by providing a supportive safety net for its participants. Eimago’s
programs provide assistance in the areas of supportive housing, substance abuse, legal advocacy, social skills,
financial management, basic skills education, vocational training and job placement. This “holistic” approach to
rehabilitation, accessed through case managers, encourages accountability. The organization continually evolves
with the participant base to offer the best and most complete services. Eimago’s philosophy is embodied in their
vision: “By being consistent in our offerings, our attitude, and in the practical, professional skills we offer; we
build that trust that will allow our clients to see beyond their current circumstances.” Case management is the
vehicle that transports clients from unemployment and failure to employment and success; the case manager
designs and administers the services needed for successful reentry.

	
	

Example 2:

Safer Foundation Employs “Community-Based” Reentry Counselors
The Safer Foundation (Safer) utilizes “community-based” case managers for its R4W program. Safer established
mini-sites in neighborhoods hit hardest by the reentry crisis. Each site is community based and located at a
neighborhood church. Safer’s reentry counselors assess participants during the intake process to determine
what types of services participants need. After the initial assessment, reentry counselors provide access to the
following program components: case planning, service matching, housing, job retention, legal assistance and
post-placement/aftercare support. This community-based approach allows the case management staff to connect
with program participants in a family-like atmosphere. Reentry Counselors even refer to participants as “family
members.” Through this community-based approach, they can encourage participation and retention in employment and accountability and integration in the community.

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Example 3:

Exodus Transitional Community and the Exodus Contract Permit Self-Assessment
Exodus Transitional Community’s (Exodus) strategy is centered on the Exodus Contract. This document,
included in the toolkit as a “Goal Contract,” frames the case management process. It essentially serves as a “selfassessment,” allowing the participant to assess his/her own life and create goals in several areas including: Family
and Relationships, Education, Health, Community Involvement and Service and Spirituality. The participant can
then track his/her success in accomplishing each goal. This approach places control in the hands of the participant rather than dictating what he/she needs. The contract is a powerful tool that can help ex-prisoners assess
their lives and take action - leading to a better life “outside of the walls.”

	
	
	

Example 4:

Second Chance Uses Employer-Style Zero Tolerance Policy and Other Unique Tactics to 	
Manage Clients’ Cases
The Memphis’ Second Chance program has a zero tolerance policy. The program involves an agreement or “bargain” between Second Chance staff and the ex-prisoner. If a participant violates part of his/her bargain – such
as missing a scheduled event like a meeting with his/her case manager – he/she may be terminated from the
program. While some may find this approach too harsh, the staff believes it encourages responsibility and is the
best preparation for entering the workforce. Since participants know termination is imminent if they violate the
rules, they have an incentive to be present and punctual for all meetings and necessary services.
Also unique to the Memphis program is a meeting with the Mayor during orientation. This reiterates the seriousness of the program and the need for every participant to work hard to achieve success.

	

Action Questions
1.	 What case management strategies outlined in this chapter seem like they would be successful if
employed by your organization?
2.	 What steps can you take to implement these strategies?
3.	 What types of skill sets and experiences must an effective case manager possess? Who would be the
best possible candidate to work for your organization as a reentry case manager?

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Sample Job Description: Case Manager
This position is the central role in any social service program. The various R4W sites refer to case managers by
many names, including Reentry Counselors, Project Service Coordinators and Navigators.
Position Title: Case Manager
Responsibilities/Duties
• Service a caseload of 25-30 active participants, all of which will be adult ex-prisoners
• Provide individual case management sessions with all clients at regularly scheduled intervals
• Develop individual service plans for all clients that identify barriers to successful reentry
• Document all client contact and progress, including time and date, type of contact, outcome and plan of action
• Provide or broker services to holistically address clients’ needs
• Oversee sessions with volunteer mentors, including tracking contact times, facilitating activities and resolving 	
issues
• May also perform the duties of employment training specialist and/or job developer
• Provide regular updates to the Program Manager
Minimum Qualifications
• Bachelor’s Degree in Social Work (BSW), Psychology, Counseling, Criminology or a related social/behavioral
science field
• Master’s Degree in Social Work (MSW) provides distinct advantage
• 2-3 years experience in delivering case management services
• Excellent verbal, written and interpersonal communication skills
• Ability to work effectively with people of diverse educational and cultural backgrounds, from ex-prisoners to
public officials
• Computer literacy, including knowledge of basic software applications and familiarity with the internet and
email communications
• Knowledge of criminal justice system and/or experience with ex-prisoners is preferred
• Ability to travel within city and surrounding communities

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Sample Document: Participant Intake Assessment
(Add organization-specific information.)
BASIC/ CONTACT INFORMATION
DATE: _________________________ PARTICIPANT’S NAME: ______________________________________________
SEX: o Female

o Male

STREET ADDRESS: __________________________________________________________________________________	
CITY: ________________________________________________________	 ZIP: _______________________________
PHONE #s: _____________________________________ (HOME) ____________________________________ (CELL)
ALTERNATIVE PHONE #: _____________________________________________________________________________	
TIME AT PRESENT ADDRESS: _________________________________________________________________________	
									
ADDITIONAL CONTACTS
NAME: __________________________________________ RELATION: ________________________________________	
ADDRESS: _______________________________________ PHONE #: _________________________________________	
NAME: __________________________________________ RELATION: ________________________________________	
ADDRESS: _______________________________________ PHONE #: _________________________________________	
			
DOCUMENTS TO OBTAIN
o BIRTH CERTIFICATE			

o SS CARD			

o DRIVER’S LICENSE			

o OTHER PHOTO ID

o LIBRARY CARD

PERSONAL INFORMATION
DATE OF BIRTH: _________________________ 	

PLACE OF BIRTH:	____________________________________

RACE: __________________________________	

MARITAL STATUS: __________________________________

CHILDREN: o YES	

o NO	

	

IF YES (NAMES/ AGES): ______________________________________	

____________________________________________________________________________________________________
CHILD SUPPORT: o YES	 o NO	

NEEDS CHILDCARE SERVICES: o YES	

o NO	

CURRENT RESIDENCE: _______________________________________________________________________________	
WITH WHOM: ______________________________________________________________________________________
____________________________________________________________________________________________________
PERMANENT RESIDENCE: o YES

o NO	

RESIDENCE FOR PAST YEAR:
o PARENT OR GUARDIAN’S HOME

	o OTHER RELATIVE’S HOME

o TRANSITIONAL/ TREATMENT FACILITY 	 o HOMELESS SHELTER
o CORRECTIONAL FACILITY 		

o FRIEND’S HOME

	
	

	

o INDEPENDENTLY
o HOMELESS
o FOSTER HOME

o OTHER __________________________________________________________________________________________
____________________________________________________________________________________________________
SOURCE OF FINANCIAL SUPPORT: ____________________________________________________________________
____________________________________________________________________________________________________
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LEGAL HISTORY
EVER ARRESTED: o YES

o NO	

DATE AND DESCRIPTION OF OFFENSE(S): _____________________________________________________________
____________________________________________________________________________________________________	
____________________________________________________________________________________________________	
____________________________________________________________________________________________________	
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
EVER CONVICTED OF A CRIME: o YES

o NO	

NATURE OF THE OFFENSE(S): _________________________________________________________________________
____________________________________________________________________________________________________
_________________________________________________________________________________________________________
____________________________________________________________________________________________________	
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
EVER BEEN IN JAIL: o YES

o NO

EVER BEEN IN PRISON: o YES

o NO

PRISON ID# ________________________________________________ RELEASE DATE: _________________________
NUMBER OF TIMES IN JAIL/ PRISON AS A JUVENILE:	____________________________________________________
NUMBER OF TIMES IN JAIL/ PRISON AS AN ADULT: _____________________________________________________	
TOTAL TIME SPENT INCARCERATED AS AN ADULT: _____________________________________________________	
CURRENTLY ON PROBATION: o YES
CURRENTLY ON PAROLE: o YES

o NO
o NO

IF YES TO EITHER, HOW LONG: ______________________________________________________________________
NAME OF AGENT: __________________________________________ PHONE OF AGENT: ______________________
MEET HOW OFTEN: _________________________________________________________________________________
INVOLVED IN A GANG: o YES

o NO	

ACCESS TO WEAPON(S): o YES

o NO

EXPLAIN: __________________________________________________________________________________________	
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________

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EMPLOYMENT HISTORY
EVER BEEN EMPLOYED: o YES

o NO

LAST TWO POSITIONS HELD:
A. POSITION, DATES, SALARY, AND DUTIES: ___________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________

													
B. POSITION, DATES, SALARY, AND DUTIES:	 ___________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
WORK-RELATED SKILLS: _____________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
FUTURE EMPLOYMENT GOALS: _____________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________	
		
ANY PROFESSIONAL REFERENCES (OTHER THAN FAMILY AND FRIENDS):__________________________________
____________________________________________________________________________________________________
_______________________________________________________________________________________________________________
______________________________________________________________________________________________________________
EDUCATIONAL HISTORY
HIGHEST SCHOOLING COMPLETED:
o NO SCHOOLING/ LESS THAN HS			

	

o HS DIPLOMA/ GED	

o SOME COMMUNITY COLLEGE/ TRADE SCHOOL

	

o ASSOCIATE’S DEGREE

o SOME COLLEGE/ UNIVERSITY 				

o BACHELOR’S DEGREE	

o SOME GRADUATE SCHOOL				

o GRADUATE DEGREE

NAME AND LOCATION OF LAST SCHOOL ATTENDED:___________________________________________________
____________________________________________________________________________________________________
EVER RECEIVE SPECIAL EDUCATION SERVICES: o YES

o NO

EVER HAD AN INDIVIDUAL EDUCATIONAL PLAN (IEP): o YES
EVER SUSPENDED FROM SCHOOL: o YES

o NO

o NO

EVER PLACED IN AN ALTERNATIVE SCHOOL: o YES

o NO

EXPLAIN YES ANSWERS: _____________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
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WHAT DID YOU LIKE BEST ABOUT SCHOOL?___________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________	
						

						

WHAT DID YOU LIKE LEAST ABOUT SCHOOL?_________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
FUTURE EDUCATION GOALS: ________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
ANY SKILL DEFICIENCIES/ BARRIERS TO SUCCESSFUL LEARNING: ________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
PHYSICAL & MENTAL HEALTH HISTORY
HEALTH INSURANCE: o YES

o NO

SELF-HEALTH RATING:
o POOR 	

o FAIR	

o GOOD	

o EXCELLENT

EXPLANATION: _____________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________	
KNOWN HEALTH PROBLEMS/ DISABILITIES:	 ___________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
CURRENTLY TAKING ANY PRESCRIPTION MEDICATIONS? o YES

o NO

DATE OF LAST PHYSICAL EXAM:									
EVER HOSPITALIZED: o YES

o NO

IF YES, CONDITION AND APPROXIMATE DATE:_________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
DATE OF LAST EYE EXAM: ___________________________________________________________________________
____________________________________________________________________________________________________	
REQUIRE GLASSES TO READ, WORK, ETC. o YES

o NO

EVER EXPERIENCED NEGLECT OR ABUSE: o YES

o NO

PHYSICAL ABUSE: o YES

o NO

SEXUAL ABUSE: o YES

o NO

DIFFICULTY SLEEPING: o YES
ALCOHOL ABUSE: o YES
DRUG ABUSE: o YES

o NO

o NO
o NO

SELF-MUTILATION: o YES

o NO

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37
ATTEMPTED SUICIDE: o YES

o NO

CASE MANAGER CERTIFICATION
NEEDS ADDITIONAL ASSESSMENT: o YES
NEEDS OUTSIDE REFERRAL: o YES

o NO

o NO

SERVICES NEEDED: __________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
REQUIRES IN-HOUSE SERVICES: o YES

o NO

SERVICES NEEDED: __________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
CASE MANAGER SIGNATURE: ____________________________________________________	DATE: _____________

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38
Sample Document: Individual Service Strategy
(Customize this document for use by your organization.)
Name: _____________________________________________________ Date of Birth: _________________________
Address:	 ___________________________________________________ Zip Code: _____________________________
Telephone: _________________________________________________ Sex: o Male	

o Female

Emergency Contact (Name/Phone #): _________________________________________________________________
___________________________________________________________________________________________________
In addition to case management, job training and job placement assistance, what other employment/ educational services would you like to receive?
o Job Search and Readiness Assistance
o Resume Development
o Interview Skills
o Educational Referrals- High School Diploma/GED, Trade/Vocational, Financial Aid Assistance
Short-Term Employment Goal: _______________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
Barriers to Employment:
o Lack of updated resume
o Appropriate clothing for job search
o Transportation
o Stable housing
o Substance abuse
o Poor interview skills
o Poor job search skills
o Non high school graduate
o No documentation (ID, SS card)
o Other: ___________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________	

												
Strategies for Overcoming Short-Term Employment Barriers (to be completed by case manager):
Barrier:	 ____________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
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39
Time line and method for overcoming barrier: ________________________________________________________
____________________________________________________________________________________________________
Barrier:	 ____________________________________________________________________________________________
____________________________________________________________________________________________________
Time line and method for overcoming barrier: ________________________________________________________
____________________________________________________________________________________________________
Barrier:	 ____________________________________________________________________________________________
____________________________________________________________________________________________________
Time line and method for overcoming barrier: ________________________________________________________
____________________________________________________________________________________________________
Barrier:	 ____________________________________________________________________________________________
____________________________________________________________________________________________________
												
Time line and method for overcoming barrier: ________________________________________________________
____________________________________________________________________________________________________

							
Current Education Level:
o Less than high school
o GED completion
o High school graduate
o Trade/Tech/Vocational certificate
o Some college
o Associates degree
o College graduate
Would you like to further your education? o Yes	 o No
If yes, to what level?________________________________________________________________________________
___________________________________________________________________________________________________
Long-Term Employment Goal: _______________________________________________________________________
____________________________________________________________________________________________________
___________________________________________________________________________________________________
Method of Achievement (to be completed by case manager): ___________________________________________
____________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________
								

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I understand that Organization provides job training, job placement and referral services to qualified applicants. As a participant, I am responsible for working with Organization’s staff and partners to progress
toward my employment and educational goals.

________________________________________	
Participant Signature					

________________________________________	
Case Manager Signature					

____________________________________________
Date

____________________________________________
Date

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41
Sample Document: Participant Program Checklist
(Customize based on your program structure.)

Name: ____________________________________________

Potential Program: _____________________________	

		
Start Date: ________________________________________

Intake Date: ___________________________________	

			
Workshops Completed

Date

Time Spent

Staff Initials

Orientation
Employment Preparation
Mock Video Interviews
Attitudes
Spiritual Awakenings (optional)
Intro to Resumes
Resume Writing/Typing
Resume Writing/Typing
			
Other Services (list dates)
Metrocards
Food
Clothing
Other (define)
	
Other
Employment Assessment (sent to Employment Office)
Resume (emailed to Employment Office)
Interview Observation Form (sent to Employment Office)
Interview Attire
Acceptable ID

	

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Date

Staff Initials

42
Sample Document: Goal Contract
(This document is patterned after the “Exodus Contract” created by Exodus Transitional Community. The following text is the organization’s own description of the contract and the following two pages include samples from the
contract itself.)
“The Exodus Contract is based on the understanding that successes in different areas of your life are interconnected. Family problems affect you at work while a deeper faith in God influences your family life. The contract
helps you achieve your goals in all areas of your life by creating a concrete plan for success. Each of the six pages
in the plan represents an area of importance (employment, education, family, health, community service, and
spirituality). The first step is to develop one or two goals in every category. To improve your employment prospects, you could choose to become computer literate. A family goal might be to reconnect with your son.
After identifying a goal, list each of the steps necessary to complete that objective. For example, to reconnect
with your son, you may have to make amends with his mother for some past action. You may also need to commit to spending your weekends with him or speak with his teachers to become involved in his education. After
listing the steps, you arrange them in the correct order. By completing this process in every category, you create
a concrete plan to transform your life.
Following a plan is critical to avoid repeating the activities that resulted in your incarceration. With the many
obstacles society places in front of formerly incarcerated individuals, absent a plan for success, it can be easy to
lose hope a condition that all too often leads back to prison. Alternatively, as you move forward in your plan, the
vision of a brighter future becomes clearer with every step. As you progress, you will often need to include new
actions or amend your contract in other ways. Life rarely goes exactly according to plan. However, if you keep
working, you will eventually overcome your setbacks and move forward in your life.
The key to progress is to ensure that you work on at least one action every day. To accomplish this objective,
the night before, it is important to write down on the daily schedule, which action you plan to take and, of equal
importance, at what time this will occur the following day. Review your scheduled action in the morning, and,
upon completing it, cross it off of your list.
After achieving a goal, it is important to create a new one to keep progressing in your life. If a goal is ongoing,
develop a new goal after you have repeated this action for six weeks. By then you will have integrated the activity
into your daily life.
Since change can be stressful, there will be times when you resist following your plan. Your Exodus Case Manager and Mentor form an important supportive network that assists in developing and modifying your plans and
encourages you to achieve success – especially in the difficult times when a better life seems out of reach. It is
important to also share your contract plans with your family. This shows them you are serious about change and
will help involve them more fully in your life.
	
The Exodus Contract has guided so many formerly-incarcerated people through the wilderness to the promised
land of a new life. Despite the many obstacles in your way, you have control of your future. Take action and
your dreams will soon be within your grasp.”

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EMPLOYMENT*
Goal 1
Goal 2
Sample Goals: Learn to us email, find a full time job, obtain a commercial driver license, go on give job interviews

Actions require to

Correct Order of actions

Actions require to

Correct Order of actions

complete Goal #1

to complete Goal #1

complete Goal #2

to complete Goal #2

1

1

1

1

2

2

2

2

3

3

3

3

4

4

4

4

5

5

5

5

6

6

6

6

7

7

7

7

8

8

8

8

9

9

9

9

10

10

10

10

*“Employment” is a sample contract sheet. Other sheets include: Family/ Relationships, Education, Health/ Physical Fitness, Community
Involvement/ Service, and Spirituality (optional).
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Contract CALENDAR
WEEK 1*	
Actions

Scheduled  
Time

WEEK 2	
Actions

Scheduled  
Time

WEEK 3	
Actions

Scheduled  
Time

WEEK 4	
Actions

Scheduled  
Time

WEEK 5	
Actions

Scheduled  
Time

WEEK 6	
Actions

Scheduled  
Time

Monday

Tuesday

Wednesday

Thursday

Friday

Saturday

Sunday

Monday

Tuesday

Wednesday

Thursday

Friday

Saturday

Sunday

*The “Weeks” should extend for the full duration of the program and possibly beyond if participants wish to continue using this valuable
tool. Make as many copies as needed.

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45
Chapter VI: Removing Barriers to Employment through Supportive Services
Removing barriers to successful reentry is an integral part of case management. Often, it must be done prior to
any job training and placement. Support services are a necessary component of any realistic workforce reentry
program. These services may include such essential items as: physical/mental healthcare, transitional housing,
transportation, identification documents, childcare and drug or alcohol treatment. Many of the services necessary to remove barriers are offered by partnering organizations within your community.
Since it is highly unlikely that your organization could provide all of the necessary services that an ex-prisoner
would need, it is important that your organization become familiar with other agencies in your area. Before
entering into a referral relationship, you must be sure about the quality of the organization you are considering
partnering with. Never enter into formal or even informal arrangements without ensuring that your referrals
will result in high-quality services provided to the participants in your program. The following are examples of
successful partnerships of this type.

	
	

Example 1:

East of the River Connects with Drug Treatment and Temporary Housing Providers
East of the River Clergy-Police-Community Partnership’s (ERCPCP) joint ventures and referral networks include
organizations that provide many of the necessary supports for ex-prisoners reentering the community. Major
examples include drug treatment facilities and extensive transitional housing operations. ERCPCP operates its
own transitional house funded by the Court Services and Offender Supervision Agency (CSOSA) for the District
of Columbia. This 180-day program offers on-site case management, substance abuse treatment with mandated
random drug testing and possibly most important – a place to live. Residents complete a 30-day internal assessment followed by a 30- to 45-day period to secure employment.
Two other transitional housing partners collaborate with ERCPCP – Community Action Group (CAG) and the
Hope Village Halfway House (Hope Village). CAG operates separate men’s and women’s facilities. The organization provides two main services in addition to providing temporary housing: 1) substance abuse treatment and
2) mental health services. Women are permitted to bring up to four children under ten-years-old so they do not
forego treatment in order to care for their children. Most other residential programs do not allow children to
stay on the premises. Residents generally stay at CAG’s facility for 3-4 months leave when they have obtained
another housing option. Another important program feature allows past program graduates to return and help
current residents by sharing their experiences in the program. Hope Village is transitional facility housing up to
360 ex-prisoners. It offers job training courses through its Congress Heights Training Center.

	
	

	

Example 2:

Safer Foundation Refers Clients to Partnering Service Providers
The Safer Foundation connects clients with services through their directory of approved public and private
community-based service providers. Safer’s partner organizations provide medical care, mental health care and
family support services. Safer’s assessment process identifies the special needs of each individual and, if required,
the Reentry Counselor refers the R4W participant to a partnering organization. The Reentry Counselor evaluates the R4W client’s eligibility for federal benefits, such as Temporary Assistance for Needy Families, Medicaid,
Social Security Insurance and Children’s Health Insurance, and refers the individual to the Chicago Department
of Human Services for enrollment. Safer includes in the reentry plan strategies to fulfill court-ordered child support, restitution, community service, fines and cost obligations.

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Example 3:

Many Sites Provide Transportation Assistance
Most of the R4W sites provide transportation solutions to their clients. This often comes in the form of “metro
cards” or equivalent passes to ride the community’s subway, light rail or bus service. The City of Memphis and
Jacksonville’s Operation New Hope often provide transportation to job interviews. Case managers drive participants and provide encouragement and support along the way. Without these transportation services program
participants would most likely have no means of travel to and from the program headquarters, supplemental
service providers and eventually their place of employment.

	

Action Questions
1.	What services do you think are necessary to run a comprehensive reentry program?
2.	Of these necessary services which do you have the capacity to offer in-house?
3.	Which of these services must you partner with other organizations to provide?
4.	Do you have a referral system in place for services that you do not offer? If not, how would you go about
developing a referral system?

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Sample Document: Agency Referral Form
(Personalize with your organization’s name, information and/or logo.)

Client Name: _______________________________________________________________________________________	
___________________________________________________________________________________________________
Program Name: ____________________________________________________________________________________
___________________________________________________________________________________________________
Service Providing Agency:	____________________________________________________________________________
__________________________________________________________________________________________________	
							
Service to be Provided: ______________________________________________________________________________
___________________________________________________________________________________________________
This Agency Referral Form is to be used specifically for the purpose of providing a written referral for
_______________________________ and may not be used for any other purpose. Please feel free to contact
me directly should you need further information.

_____________________________________			

_____________________

Case Manager Name					

Telephone

_____________________________________			

_____________________

Case Manager Signature						

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Chapter VII: Implementing Effectual Employment Preparation
Job-readiness training is a very important service offered in a reentry program. Training can be done either
in-house or through referrals. It can take the form of soft or hard skills training. It can occur in many places
– including classrooms, computer labs or construction sites. It may utilize various forms of training including
worksheets or mock interviews. Most sites provide soft skills workshops in-house as a part of the orientation
process, including interview preparation, resume-writing and dress-for-success instruction. Hard skills, such as
those provided through a construction apprenticeship, are often made accessible through organizational partnerships with employers and educational institutions. The following examples demonstrate how R4W sites have
implemented employment preparation into their reentry programs.

	
	

Example 1:

Word of Hope Ministries Connects Clients to Employment Services
Word of Hope Ministries (WOHM), in Milwaukee, Wisconsin, provides two orientations to job seekers and
two full weeks of job readiness training. WOHM places applicants with no work history into transitional jobs
through the New Hope Project. WOHM also has agreements with several outside programs that provide hard
skills training. This training often leads to careers in high-growth industries, such as construction, manufacturing, graphics, and packaging. Job seekers without a high school diploma, or its equivalent, receive free GED
preparation through WOHM’s Family Technology labs. In addition, those who qualify can apply to Milwaukee
Area Technical College and University of Wisconsin-Milwaukee. A representative from both schools serves on
WOHM’s Prisoner Reentry Advisory Board.

	
	

Example 2:

Safer Foundation Provides Soft and Hard Skills Training
Safer Foundation’s (Safer) participants who lack employment history are placed in job training services. Exprisoners participate in a 40-hour (divided into eight modules) job readiness and job retention training program
that focuses on workplace-readiness skills training, soft skills, job-seeking and interview techniques, resumes,
workplace acclimation, job retention skills and career development. During this training, Safer’s Sector Manager
(or Employer Recruitment Specialist) ensures that each participant has the necessary identification (e.g., state-issued photo ID, Social Security card and birth certificate) for employment. Qualified R4W participants interested
in hard skills training are referred to One-Stop Career Centers. Safer also participates in several hard-skills apprenticeship training programs that allow participants to get valuable workforce experience. For example, some
clients enroll in a truck-driver training program while others work with the Illinois Manufacturing Foundation
(IMF) to receive additional hard skills training in the manufacturing sector. Participants receive a stipend over
the course of the 14-week training. IMF then connects program graduates with employment that may pay a
starting rate of up to $14 an hour. Safer is also able to provide state-funded stipends to other ex-prisoners willing
to train for three months in food services, construction or manufacturing.

	
	

Example 3:

America Works Seeks Work Experience through Quick Placement
America Works, a for-profit welfare-to-work agency in Detroit, Michigan, takes a different approach to job training. They provide a one-week soft-skills orientation followed immediately by placement in an entry-level job.
Once employed, the organization works with the participant to address long-term needs. The brief training is
conducted in a classroom setting with computer access and web-based tutorials as needed. The trainer provides
materials on the pre-interview setting, the application process, interviewing skills and career development.
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Following several interviews, participants usually obtain entry-level employment. This “rapid attachment” strategy is a successful alternative to providing a stipend over the course of a long training period.

	
	

Example 4:

Operation New Hope’s Flexible Approach to Job Readiness
Jacksonville’s Operation New Hope developed a flexible approach to dealing with participants’ varying levels of
job preparation and experience. All participants are required to enroll in a two-week course upon entry into the
program. After one week of soft-skills workshops, participants meet one-on-one with a job placement specialist.
If a placement does not occur quickly, the participant returns for additional employment preparation.

	

Action Questions
1.	What skills are necessary for successful placement in local jobs?
2.	What training does your organization offer?
3.	If you do not currently provide any training, does your organization have the capacity to deliver in-house job
training?
4.	Do you know of other organizations, technical schools, apprenticeship programs, One-Stop Career Centers or
employers that supply soft or hard skills training in your area?

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Sample Job Description: Employment Training Specialist
This position is responsible for providing job-related education, including soft and hard skills. It may be a regular employee(s) or a contractor; done in-house or through a referral to an outside partner agency; or absorbed
into the responsibilities of the case managers. This position may be referred to as Job Trainer or Instructor.
Position Title: Employment Training Specialist
Responsibilities/ Duties
• Develop and conduct initial orientation session for program participants
• Create and implement multifaceted curriculum that meets the needs of ex-prisoners
• Administer skills assessments tests and any other examinations
• Conduct soft-skill training sessions on resume writing, interview skills, dress for success, etc.
• May also be required to train participants in hard-skills, such as computer literacy, or arrange such training
through an outside partner agency, such as a construction apprenticeship
• Prepare program participants for quick placements once they are interview-prepared
• Provide regular updates to Program Manager
Minimum Qualifications
• Bachelor’s Degree in Education, Business Administration, Communications, Social Work, Psychology, Counseling or a related field (or equivalent experience)
• 2-3 years experience in teaching, training or counseling ex-prisoners or another high-risk, adult population
• Experience with Adult Basic Education
• Excellent verbal, written and interpersonal communication skills
• Ability to effectively teach ex-prisoners with little education
• Computer literacy, including knowledge of basic software applications and familiarity with the internet and
email communications
• Knowledge of criminal justice system and/or experience with ex-prisoners is preferred
• Ability to travel within city and surrounding communities

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Sample Document: Employment Readiness Curriculum
(Adjust this curriculum to the needs of your participants and staff.)
Session I
•	
•	

Create Individual Class File Folders to Include Pre-Employment Preparation Materials
Introduce the Assessment Materials and Have Participants Complete the Materials

Session 2
•	
•	
•	
•	
•	
•	
•	
•	

Goals and Objectives
Building a Foundation
Brainstorming/Introduction to Retention
When Success Takes Time
Complete Job Search Attitude Inventory Form
How to Answer the Difficult Questions
How to Explain the Gaps in Employment History
Salary Negotiating

Session 3
•	
•	
•	
•	
•	

Application Tips and Tools
Master Application
Skills Assessment Worksheet
Practice Applications
Reasons for Leaving a Job

Session 4
•	
•	
•	
•	
•	
•	
•	
•	

Introduction to Mock Interviews
Role Playing
Face-to-Face with Employers
Personal Strengths
Interview Tips To Remember
Interview Questions to Answer
Interview Follow-Up – Thank You
Review the Employment Plan One-on-One

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Session 5
•	
•	
•	
•	
•	

Writing a Winning Resume
Before You Begin
Learning Key Resume Verbs
Assistance in Choosing the Right Type of Resume
Creating the Proper Cover Letter

Session 6
•	
•	
•	
•	
•	
•	

Employment Resources
One-Stop Workshops – Employment Development
How to Network with Employers
How to Use Classified Ads
Cold Calls to Employers
Mock Interview

Session 7
•	
•	
•	
•	

Expectations During Job Search
Completing Goals Calendar
Constructive Criticism – Group Review of Mock Interviews
Issuance of Pre-Employment Preparation Certificates

Session 8
•	

Dress for Success

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Chapter VIII: Succeeding at Job Placement
Matching a program participant with an appropriate employment opportunity is critical tool in preventing reincarceration. Just as with training, placement can either be done in-house or outside of your organization. The
most efficient route may be through a formal referral relationship with the local One-Stop Career Center. These
partnerships are discussed in chapter three.
Employer recruitment specialists, commonly called job developers, form the relationships with employers
that make placement possible. They accomplish this through various avenues. Most R4W sites network with
employers through job fairs, past/current relationships and reaching out to new employers. Religious congregations often have business leaders as members who may be willing to hire ex-prisoners through your structured
program. Knowledge of the case management and supportive services supplied by your organization will often
encourage employers to hire ex-prisoners. If the placement is successful, your organization will build a reputation for preparing qualified employees.

	
	

Example 1:

Word of Hope Ministries Employs Job Developer
Word of Hope Ministries (WOHM) employs a full-time job developer who obtains between seven to eight job
orders from businesses per week. Once a participant completes the job readiness training, he/she is referred to
the job developer and matched with employers. If he/she is hired, the case managers and career counselors follow up at the job site to provide retention services for up to one year. WOHM also provides financial incentives
to participants remaining on the job for 90 days. The goal is to place the participant in a “high growth/high wage
job.”

	
	

Example 2:

Safer Foundation’s “Ever-Expanding Network”
The Safer Foundation (Safer) excels at job placement through an ever-expanding network of employer contacts.
Sector managers investigate the Chicago area job market for potential employers to add to Safer’s network. The
industries that Safer selects are those with a high demand for workers. Safer has agreements with roughly 300
employers and training providers that benefit R4W participants. Participants with a prior history of employment, a high school diploma/GED and a high level of motivation will be placed by the sector manager early on.
The sector manager is responsible for the development of long-term employer relationships that result in Safer’s
participants obtaining “career path” placements. The reentry counselors maintain contact with employed R4W
participants on a weekly basis for the first four weeks. Counselors then follow up bi-weekly for one month and
then monthly after that. The counselors maintain contact with participants for a total of twelve months after
placement to ensure success.

	
	

Example 3:

East of the River Partners with Employers in the Interest Areas of Participants
East of the River Clergy-Police-Community Partnership’s (ERCPCP) job placement specialist develops partnerships with employers in the interest areas of participants. ERCPCP believes that listening to clients helps tailor
employment opportunities to each individual and, thus, creates a greater chance of compatibility with stable,
long-term employment. Through these partnerships, ERCPCP serves as a mediator between the employer and
the participant. In addition, participants are paired with a job coach to ensure a successful placement.

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Example 4:

America Works: Entry Level Employment First, Higher Paying Job Later
As discussed in the chapter on job training, America Works takes a different approach that emphasizes getting an
entry-level job first and addressing long-term needs second. Through a partnership with Jackets for Jobs, a national nonprofit that provides professional clothing and training seminars, participants are given business clothes
for interviews. The site also provides bus passes to help clients attend job interviews as early as their third day in
the program. The program expects that each client may require several interviews to obtain employment. The
salesperson, charged with matching clients with appropriate employers, uses a business-to-business approach to
“sell” R4W participants to potential employers, emphasizing the benefits of hiring program participants. Following placement, the case manager visits the job site weekly, then bi-weekly, and so on with growing intervals
between visits. Participants work in numerous fields from telemarketing to food service start at an hourly rate
between $6.50 and $10.00.

	
	

Example 5:

Wheeler Avenue’s 5C’s Foundation Identify Employers as “Consumers”
The Houston site’s “sales pitch” emphasizes that employers are the consumers for R4W’s final product – program
graduates who are ready for employment. The program staff assesses each individual client based on general factors like work- readiness, as well as by focusing on specific job skills that can contribute to a successful employeremployee match. For instance, a client who already has skills and experience in the manufacturing sector will
likely be in demand by a manufacturing employer.

	
	

Example 6:

Operation New Hope Offers New Hope in the Form of a Job
Under Jacksonville’s Operation New Hope, participants complete one week of job-readiness training. From
there one-on-one meetings are arranged with the job placement specialist to develop individual employment
programs. Following placement, the job placement specialist and case managers perform monthly visits to each
worksite to support the employer-employee relationship. The site maintains a network of willing employers,
including restaurants, building contractors, a supermarket and healthcare organizations.

	

Action Questions
1.	What occupations or industries in your area are in need of employees?
2.	Do these employers generally hire ex-prisoners?
3.	Which strategies do you think would be most effective at “selling” your program’s participants to local
employers?
4.	How would you go about developing and maintaining these relationships?
5.	Do you have any connections that make placement possible?

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Sample Job Description: Employer Recruitment Specialist
This position is also known as Job Developer, Salesperson or Sector Manager.
Position Title: Job Developer
Responsibilities/ Duties
• Build sustainable relationships with current and potential employers through a range of sales and marketing
initiatives (telephone, field visits, job fairs, direct mail, presentations, marketing materials, social networking,
etc.)
• Manage time and performance by meeting and documenting weekly/ monthly targets for prospecting calls,
new employer appointments, job starts, verifications and follow-ups with existing employers
• Discuss the need for a program matching ex-prisoners with employment
• Provide the “public face” of the organization and program
• Maintain an updated roster of participant placements and potential job opportunities
• Work with Case Managers and the Employment Training Specialist to match participants with appropriate
employers
• Potentially participate in training and mock interviews at the request of the Employment Training Specialist
• Research program’s success (recidivism and retention rates) and maintain database to measure that program
compliance and performance goals are met
• Create marketing materials targeted to current and potential employers
• Explain participants’ failures and reconcile relationships with employers
• Provide regular updates to Program Manager
Minimum Qualifications
• Bachelor’s Degree in Marketing, Business Administration, Communications, Public Relations or a related field
(or equivalent experience)
• 2-3 years experience in Marketing, Public Relations, Sales or a related field with a proven track record of
success
• Acquaintance with the local employment market and community resources
• Familiarity with city, state and federal laws, regulations and codes related to employment and Equal Employment Opportunity regulations
• Excellent verbal, written and interpersonal communication skills
• Computer literacy, including knowledge of basic software applications and familiarity with the internet and
email communications
• Knowledge of criminal justice system and/or experience with ex-prisoners is preferred
• Ability to travel within city and surrounding communities

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Sample Document: Participant Placement Form
(Customize this form to your particular organization.)

Date:

/

/

DOB:

/

/

Name: ____________________________________________________________________________
Age: ______________________________ 	

Gender: o M 	

oF

Phone Number: ( _____ ) _______ - _______________ Alternate Number: (____ ) ________ - _______________ 	
Current Address: ________________________________ City:______________________ State:________ Zip:______
How long @ current address: ______________________Valid DL: o YES

o NO DL State and #: _____________

Ethnicity: _______________________ Marital Status: ( )Married ( )Separated ( )Single ( )Divorced ( )Widow
Describe mode of reliable transportation or do you depend on public transportation? ___________________
___________________________________________________________________________________________________
Most recent release date: ____/____/____ What was your crime? ________________________________________
What type of position/s are you interested in? ________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
General type of work experience: 	____________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
								
Prison work experience: _____________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
									
Do you have any restrictions? (ES, Curfews, Currently in CCC, etc.) 	

o YES

o NO

Describe restrictions in detail: ________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
High School Diploma: o YES

o NO 	

GED: o YES

o NO 	

Educational level: _________________

____________________________________________________________________________________________________
Certifications: ______________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
										
Languages Spoken:

o

English		

o Spanish	

o

Other	

			

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Sample Document: Employee Performance Evaluation
(Add organization-specific information.)
PERFORMANCE EVALUATION

Purpose of Performance Evaluation: This review evaluates the employee’s performance over the review period
and provides feedback to help improve performance for the next review period.
Employee Name:
ID Number:
Job Title:
Date of Hire:
Effective Date:
Evaluated By:

	
What do the performance ratings mean?
1 = Unsatisfactory; requires immediate improvement
2 = Below average; deficient in specified areas
3 = Good; meets performance standards
4 = Very good; exceeds most position requirements
5 = Outstanding; far superior to others (ALL RATINGS OF FIVE REQUIRE PERFORMANCE COMMENDATION)
N/A = Not applicable/Too soon to rate
1. General Work Habits
1. WORK ETHICS						

1 	

2

	

3

	

4 	

5

	 N/A

2. DEMONSTRATES INTEREST IN CURRENT DUTIES		

1 	

2

	

3

	

4 	

5

	 N/A

3. DEMONSTRATES INTEREST IN NEW SKILLS/ DUTIES	

1 	

2

	

3

	

4 	

5

	 N/A

4. THOROUGHNESS & ATTENTION TO DETAIL		

1 	

2

	

3

	

4 	

5

	 N/A

5. INITIATIVE						

1 	

2

	

3

	

4 	

5

	 N/A

6. MEETS DEADLINES					

1 	

2

	

3

	

4 	

5

	 N/A

7. ADHERENCE TO POLICIES & PROCEDURES		

1 	

2

	

3

	

4 	

5

	 N/A

8. RESOURCEFULNESS					

1 	

2

	

3

	

4 	

5

	 N/A

9. CREATIVITY & IMAGINATION				

1 	

2

	

3

	

4 	

5

	 N/A

10. PLANS & ORGANIZES WORK EFFICIENTLY		

1 	

2

	

3

	

4 	

5

	 N/A

11. ATTENDANCE & PROMPTNESS				

1 	

2

	

3

	

4 	

5

	 N/A

12. PERFORMS WORK SAFELY				

1 	

2

	

3

	

4 	

5

	 N/A

5

	

OVERALL TOTAL = TOTAL POINTS FOR #1-12 _____ DIVIDED BY 12 _____ (DO NOT INCLUDE N/A)
OVERALL WORK HABITS ASSESSMENT			

1 	

2

	

3

	

4 	

COMMENTS:________________________________________________________________________________________
____________________________________________________________________________________________________

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____________________________________________________________________________________________________
____________________________________________________________________________________________________
2. Attitude and Cooperation
1. WILLINGNESS TO ASSUME RESPONSIBILITY		

1 	

2

	

3

	

4 	

5

	 N/A

2. CAN ADMIT FAULT & MISTAKES				

1 	

2

	

3

	

4 	

5

	 N/A

3. COOPERATION WITH CO-WORKERS			

1 	

2

	

3

	

4 	

5

	 N/A

4. COOPERATION WITH SUPERIORS			

1 	

2

	

3

	

4 	

5

	 N/A

5. ABILITY TO WORK ON A TEAM				

1 	

2

	

3

	

4 	

5

	 N/A

6. PRIDE IN WORK					

1 	

2

	

3

	

4 	

5

	 N/A

7. REACTS WELL TO CONSTRUCTIVE CRITICISM		

1 	

2

	

3

	

4 	

5

	 N/A

8. COMMITMENT TO GOALS OF ORGANIZATION		

1 	

2

	

3

	

4 	

5

	 N/A

9. EXERCISE OF SOUND JUDGMENT			

1 	

2

	

3

	

4 	

5

	 N/A

10. ABILITY TO TAKE DIRECTION				

1 	

2

	

3

	

4 	

5

	 N/A

OVERALL TOTAL = TOTAL POINTS FOR #1-10 _____ DIVIDED BY 10 _____ (DO NOT INCLUDE N/A)
OVERALL ATTITUDE ASSESSMENT				

1 	

2

	

3

	

4 	

5

COMMENTS:________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
													
3. Job-Related Skills and Abilities
1. PRODUCTIVITY					

1 	

2

	

3

	

4 	

5

	 N/A

2. QUALITY OF WORK					

1 	

2

	

3

	

4 	

5

	 N/A

3. JOB KNOWLEDGE					

1 	

2

	

3

	

4 	

5

	 N/A

4. COMMUNICATION SKILLS				

1 	

2

	

3

	

4 	

5

	 N/A

5. ANALYTICAL SKILLS					

1 	

2

	

3

	

4 	

5

	 N/A

6. TECHNICAL SKILLS					

1 	

2

	

3

	

4 	

5

	 N/A

7. PROBLEM SOLVING SKILLS				

1 	

2

	

3

	

4 	

5

	 N/A

8. DECISION MAKING SKILLS				

1 	

2

	

3

	

4 	

5

	 N/A

9. LEADERSHIP						

1 	

2

	

3

	

4 	

5

	 N/A

5

	

OVERALL TOTAL = TOTAL POINTS FOR #1-9 _____ DIVIDED BY 9 _____ (DO NOT INCLUDE N/A)
OVERALL SKILLS ASSESSMENT				

1 	

2

	

3

	

4 	

COMMENTS:________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________
____________________________________________________________________________________________________

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OVERALL RATING______ (TOTAL POINTS IN THE THREE PRIOR ASSESSMENTS DIVIDED BY 3)
OVERALL QUALITY OF WORK					

1

2

3

4

5

REVIEWER’S SIGNATURE ________________________________________		

DATE ______________________

DEPARTMENT HEAD SIGNATURE ________________________________		

DATE ______________________

				

HUMAN RESOURCES ___________________________________________		

DATE ______________________

				

I certify that I have reviewed a copy of this evaluation and have had the opportunity to discuss it with my
reviewing supervisor. My signature means that I have been advised of my performance status, goals and
objectives. It does not necessarily imply that I agree with the evaluation of my performance.
EMPLOYEE’S SIGNATURE	 _______________________________________		
	

			

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60
Chapter IX: Mentoring Adult Ex-Prisoners
Mentoring adult ex-prisoners is an innovative aspect of R4W, especially since mentoring is a technique usually
applied when the mentee is a child or adolescent. The mentoring component can be the linchpin holding a reentry program together, reinforcing the work of the case managers. Mentoring does, at times, present a challenge
for organizations to overcome. Working intimately with outside volunteers and local faith-based or community
organizations may not come naturally for your organization. Thus, this chapter will present some strategies and
techniques from R4W on how to mentor adult ex-prisoners.
Mentoring is separate and distinct from case management. While case managers are professionally-trained
social workers “managing” a participant’s entire program of services, mentors are volunteers willing to donate
their time to share their life experiences with an ex-prisoner. The mentoring relationship enables an ex-prisoner
to build a responsible, fruitful friendship with a mature, responsible adult. This relationship may be a new thing
for a participant and the mentor may serve as a role model. Regular meetings with a mentor will foster responsibility and accountability. Ideally, mentors will support your participants through many situations as they seek to
re-enter into their community.
The R4W sites employ various mentoring strategies. Some offer team mentoring sessions where several mentors
meet with a group of R4W participants. Others offer one-on-one mentoring, which may be more effective for
your program, although recruiting enough volunteers for this option may pose a challenge. Some sites found
a middle ground where mentoring sessions begin with discussion in large groups and then discussions move
to smaller groups of two-to-three participants. In these cases, each smaller group is paired with a mentor to
encourage greater transparency.
The R4W experience has shown that male and female participants should always be paired with same-sex
mentors to avoid the appearance of impropriety. It has been the experience of some R4W sites that same-race
relationships often proved more successful; however, recruiting African-American, male mentors was often difficult. Notwithstanding, several sites were able to overcome this difficulty and recruit committed, African-American, male mentors. Pairing ex-prisoner mentees with ex-prisoner mentors may be the most successful option.
Knowing that other ex-prisoners have faced similar challenges in their lives and successfully re-integrated back
into the community may be the best motivator for your participants. Consult the recruiting chapter and the following examples for an overview of how several sites partnered with religious congregations to recruit mentors
for their participants. For more information on mentoring, including a mentoring guide for ex-prisoners, please
visit www.dol.gov/cfbci.

	
	

Example 1:

Safer Foundation’s “Mini-Site” Mentoring
As mentioned earlier, the Safer Foundation has an innovative “mini-site” approach to mentoring participants
that maximizes recruitment. The organization has partnered with several congregations throughout Chicago in
the neighborhoods most affected by the reentry crisis. Through these partnerships, Safer has established miniature reentry programs. These congregation-based sites allow for on-site volunteer mentor recruitment.
Safer prefers using a group mentoring model because it increases the social, behavioral and relational skills of
ex-prisoners who can draw on experiences of other formerly incarcerated persons. Prior to facilitating a R4W
mentoring group, each mentor undergoes an eight-hour training session on group mentoring conducted by
Safer’s mentoring training provider, the National Mentoring Center. After completing the mentoring training
session, each mentor provides the following services to R4W participants for a twelve-month period:

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1.	Phone contact – at least weekly;
2.	Four to eight hours of mentoring each month; and
3.	Linkages to community resources.
Each mentor provides information and support to the mentoring coordinator, reentry counselor and sector
manager to assist in the completion of the reentry plan. The mentoring coordinator collaborates with the reentry
counselor after each mentoring session to provide information that will be incorporated into the reentry plan.
The reentry counselor and the mentoring coordinator ensure that the special needs of participants with any
physical or mental disabilities are addressed. Mentors are equipped with the knowledge and skills necessary to
handle these special-needs clients. The reentry counselor and the mentoring coordinator are located on-site and
ensure that mentors do not proselytize through training. This is done by co-facilitating mentoring groups, interviewing R4W clients and supervising mentors. The use of R4W funds, or any other direct federal funding, is not
permitted for any inherently religious activity, including worship or religious instruction.
To strengthen relationships and instill positive self-esteem, each R4W participant is encouraged to express
his/her appreciation to the mentor through some form of donated service to the congregation or community. A
mentoring coordinator is appointed by each partnering congregation, who is supervised by the on-site Reentry
Counselor, to manage the mentoring program. This individual recruits, interviews and selects mentors from
within the congregation or community. Trained mentors are matched with R4W participants based on gender,
age, other demographic characteristics and life experiences. A minimum of ten mentors provides group mentoring to about 40 R4W clients at each site – a ratio of at least one mentor to every four R4W participants. Priority is given to potential mentors who were once incarcerated but are now self-sufficient, law-abiding citizens.
Mentoring sessions begin in a large setting where a relevant topic is discussed. The large group is then broken
down into smaller groups for more personal discussion. A modest stipend is provided to partners for mentoring
expenses, such as travel or food.

	
	

Example 2:

East of the River Partnership Uses Past Role Models as “Life Coaches”
East of the River Clergy-Police-Community Partnership’s (ERCPCP) employs a system where ex-prisoners are
asked to pick a role model. During the intake process participants are asked to identify a positive role model
from some point in their life. For participants who choose role models who are not family members, ERCPCP
reaches out to officially incorporate him/her as a “life coach.” For participants who do not have a positive, caring
adult in their life, the organization recruits life coaches from within the congregations of faith partners. These
pairs are matched based on interest and participant needs.
One-on-one relationships are fostered, beginning in a group setting, with each group containing one life coach
and three R4W participants. Two monthly meetings are held. The first meeting occurs at one of the eight
churches involved in the local R4W program, and the second involves an activity in the city. In addition,
mentors telephone individual participants at least once a week. To avoid the appearance of another reporting
requirement, ERCPCP works to ensure that participants control the direction of the discussion. Rather than
dictate a preplanned topic, life coaches strive to discover the topics of concern to the program participants.
Along with its partners, ERCPCP also designed a unique mentoring program to provide pre-release mentoring
services. Since Washington DC prisoners are housed in a federal prison in North Carolina, video mentoring allows DC-based mentors to meet and develop a relationship before a prisoner’s release.

	
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Example 3:

Career Coaches Join Eimago’s Team
At Eimago’s Los Angeles site, volunteer mentors serve as part of the holistic case management team by providing
additional support for participants. Mentors are called career coaches, a technique that seems to make the adult
ex-prisoners more receptive to the mentoring relationship. The organization’s mentoring coordinator interviews
potential career coaches to ensure that an appropriate match is formed. The coach is assigned to facilitate group
or one-on-one mentoring sessions.

	

Action Questions
1.	Why is mentoring an important facet of a reentry program? What are the benefits of mentoring adult
ex-prisoners?
2.	How can mentoring be incorporated into your program?
3.	What challenges might need to be overcome to implement a successful mentoring program?
4.	How is mentoring distinct from case management?
5.	What makes more sense for your program – a team approach to mentoring or a one-on-one approach?
6.	What curriculum should you use to train mentors?
7.	What steps might you take to prevent mentor burn-out?
8.	What strategies might you use to match mentors and mentees?

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Sample Job Description: Mentor Coordinator
The Mentor Coordinator can be either a paid part-time or full-time staff member or a volunteer, usually from
an area congregation. Larger organizations may want to hire someone for this position since more participants
mean more mentors are required and, thus, more work for the Mentor Coordinator.
Position Title: Mentor Coordinator
Responsibilities/ Duties
• Coordinate the mentoring component of the reentry program
• Recruit and train new mentors from local congregations and the community who will be able to support the
program mission by mentoring adult, same-sex ex-prisoners
• Recruit other volunteers from local congregations and the community for clerical support, outreach and other
services
• Provide regular updates to Program Manager
• Screen mentors for eligibility and suitability
• Prepare mentees as to the expectation of the mentoring relationship
• Match mentors with mentees in a manner that brings mutual support and energy to the overall recovery and
empowerment goals of participants
• Monitor progress of the mentoring relationships through regular contact and prepare necessary reports
Minimum Qualifications
• High school diploma required, college degree recommended
• Previous volunteer recruitment experience desired
• Excellent planning, organizing and project management skills
• Understanding of and experience working with the various faith traditions within the community, especially
including those that are traditional partners of the program or organization (i.e., those that share a similar
religious tradition and represent pools of potential volunteers (for faith-based organizations and programs)

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Sample Job Description: Volunteer Mentor
Mentors are an original and important component of the R4W model of reentry. Most sites recruit mentors
from area congregations. This position is strictly voluntary, although some sites offer a small stipend to cover
expenses such as travel and food.
Position Title: Mentor
Responsibilities/ Duties
• Develop and maintain a meaningful relationship with one or more program participants
• Participate in mentor orientation and attend other scheduled training sessions
• Abide by all guidelines set forth by the program and organization
• Provide regular updates to Mentor/ Volunteer Coordinator
Minimum Qualifications
• High school diploma required, college degree recommended
• Relatively successful in life and career (i.e., able to offer guidance to newly released ex-prisoners)
• Ability to listen
• Realistic expectation of mentee’s receptiveness and cooperation
• Respectful of mentee’s religious beliefs and cultural sensitivities
• Willing to spend time alone with an adult, same-sex ex-prisoner convicted of a non-violent, non-sexual
offense(s)
• Genuine desire to help ex-prisoners maintain a stable, crime-free lifestyle
• Ability to adapt to constructive criticism

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Sample Document: Mentor-Mentee Match Cards
(Add your organization’s contact information and/or logo.)
Meet and Match
Name: ________________________________________	
Life Coach name & contact:
_______________________________________________							
_______________________________________________							
_______________________________________________							
I plan to meet/contact my Life Coach on:
Date __________________________________________	
----------------------------------------------------------------------Meet and Match
Name: ________________________________________	
Life Coach name & contact:
_______________________________________________							
_______________________________________________							
_______________________________________________							
I plan to meet/contact my Life Coach on:
Date __________________________________________	
----------------------------------------------------------------------Meet and Match
Name: ________________________________________	
Life Coach name & contact:
_______________________________________________							
_______________________________________________							
_______________________________________________							
I plan to meet/contact my Life Coach on:
Date __________________________________________	

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Chapter X: Monitoring Program Success
The faith-based and non-profit communities often measure success by anecdotes and testimonies. While this
works well for “spreading the word” about your reentry program, it will not provide you with an accurate and
verifiable measure of your success. Often times, grant-making foundations, government agencies and private donors, need to see data that demonstrates the positive impact that you are having on the lives of your participants.
In order to do this, you must develop goals – outputs and outcomes – in the form of quantifiable data. Proper
methods of data collection must be employed throughout every stage of your program to accurately measure
your success. Data collection must be integrated into your reentry design as a program management tool. P/PV
conducted constant evaluation of R4W sites by collecting monthly updates from all sites.
Two important measures for any reentry program are 1) recidivism rates and 2) employment data (both placement and retention). With outcome goals of preventing both unemployment and recidivism, these measures
would help evaluate the results of your program. Your program should collect pre-program data, such as
demographic information and the nature of the offense, and post-participation data, such as services delivered,
employment status and recidivism status.
Public/ Private Ventures’ MIS
P/PV initiated a Management Information System (MIS) data collection operation to monitor the success of the
R4W sites. Information collected through this MIS system included participant demographics (age, ethnicity
gender), enrollment information (when enrolled, pre-release vs. post-release) participation in services (mentoring, job-training case management, counseling, education, health, life skills), program participation (active case
load, graduates, terminations, etc., job placements, job retention and recidivism status.

	

Action Questions
1.	Does your organization adequately monitor the success of your programs?
2.	What quantifiable data points can you develop that would define “success” in your program?
3.	Does the data produced and distributed by your organization provide an accurate portrayal of your activities
and rates of success?
4.	Are there other data elements that you are not collecting that would more accurately portray your program’s
activities and successes?
5.	What is your target employment rate? Your target recidivism rate?
6.	What do you think you can do as a nonprofit administrator to better the performance of program monitoring
at your organization?
7.	How can you use data as an effective management tool?

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Conclusion
Hopefully this toolkit provided you with helpful practices and tools to establish or enhance your prisoner reentry
program. Faith-based and community organizations play a vital role in prisoner reentry in communities all
across the country. These trusted neighborhood organizations provide compassionate and caring services and are
valuable community partners that help touch the lives of many ex-prisoners.
If you need more information on prisoner reentry, please visit the Department of Labor, Center for Faith-Based
and Community Initiatives website at www.dol.gov/cfbci.

Toolkit for FBCO’s Prison Reentry