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Employed! A supported reentry program

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Employed! A supported reentry program

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Content Running head: EMPLOYED! A SUPPORTED REENTRY PROGRAM
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EMPLOYED! A Supported Reentry Program
Monica Jorgensen
Suzanne Dworak-Peck School of Social Work
University of Southern California
Doctor of Social Work
August 2020
Capstone Advisor: Dr. Ronald Manderscheid
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Contents
Area 1: Executive Summary ….…………………………………………………….. 4
Area 2: Conceptual Framework ….………………………………………………… 8
Problem Statement …….……………………………..………………………….……. 8
Literature and Practice Review of Problem and Innovation ………..……….….…...... 9
Employment Training………...………………………………………….…….…… 9
Case Management & Risk Assessment ……………..……………………….…….. 10
Prototype Connection …….………………………………………………….……. 11
Social Significance .…………………………………………………………….……... 11
Micro ……………………………………………………………………….…..….. 11
Mezzo …..………………………………………………………..………….……... 12
Macro ……………………………………………………………...……….……… 13
Cost of Incarceration ………………………………………...…………….……… 14
Theory of Change …...………………………………………………………….……... 14
Economic Theory.………..………………………………………………….……... 14
Strain Theory …...……………………………………………………………..…… 15
Area 3: Problems of Practice an Innovative Solution ……………………………... 15
Proposed Innovation and its effect on the Grand Challenge ……….……………...….. 16
Views of Key Stakeholders ………………………………………………………….... 17
Evidence and Current Context Proposed Innovation …...………………………..…… 19
Comparative Assessment of Other Opportunities for Innovation ……………….……. 20
Local …………………………………………………..……………………..…...... 20
State …...…………………………..…………………………………………..…… 20
National …………………..…………………………………………………..……. 21
How Innovation Links to Proposed Logic Model and Theory of Change ………..…... 21
Area 4: Project Structure and Methodology ………….…………………………… 22
Description of Capstone Deliverable/Artifact …………………………..……………. 22
Comparative Markey Analysis ………..……………………………….……………... 23
Actual Practice In-Prison Job Skills Programs …………..……………………….. 23
Re-entry Programs …...……………………………………………….…………… 24
Project Implementation Methods …………………………….………………….……. 25
Exploration………………………………………….………………………….…... 25
Preparation ………………………………………………………………………... 25
Implementation …...………………………………………………..….…………… 26
Sustainment……………………………………………………….……….……….. 26
Financial Plans ………………………………………………………..…..…………... 27
Program Expenses ………………………………………..……………………….. 27
Project Impact Assessment Methods ………………………….......………………….. 27
Measurement Approach………………………………………….………..……….. 27
Outcome Measures ……………………………………………….………………... 27
Evaluations ……………………………………………………..………………….. 28
Stakeholder Engagement Plan ……………………………………..…………….……. 29
Internal Stakeholders ……………………………………………………………… 30
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External Stakeholders ……………………………………………………………... 30
Communication Strategies and Products ………………………….……………..…… 31
Ethical Considerations …………………………………………….…..……………… 31
Area 5: Conclusions, Actions, Implications …………………...…………………… 32
Summary of Project Plans …………………………………………..………………… 32
Current Practice Context for Project Conclusions ………...…….….………………… 33
Project Implications for Practice and Further Action …..………..…………………… 34
Project Limitations …………………………………………….……………………… 35
Participants………………………………………………………………………… 35
Collateral Consequences ………………………….………………………………. 35
Collaborators ……………………………………………………………………… 36
Parole/Probation Requirements …………………………………………………… 36
Financial ………………………………………………………...………………… 37
References ……………………………………………………………………………. 38
Appendix …………………………………………………………………………….. 47
Appendix A …………………………………………………………………………… 47
Appendix B …………………………………………………………………………… 72
Appendix C …………………………………………………………………………… 112
Appendix D …………………………………………………………………………… 113
Appendix E …………………………………………………………………………… 114
Appendix F …………………………………………………………………………… 115

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Area 1: Executive Summary
In 2013, the Grand Challenges Executive Committee gathered input from across the
Social Work profession to begin their development of the concept of Grand Challenges
(American Academy of Social Work & Social Welfare, 2018). From this, 12 Grand Challenges
were identified. One of these critical areas was to promote smart decarceration. Three outcomes
were designated:
“(1) The incarcerated population in US jails and prison is substantially decreased, (2)
existing racial and economic disparities in the criminal justice system are redressed, and
(3) public safety and public well-being are maximized.” (Epperson et al., 2018)
Epperson et al., (2018) stated smart decarceration must be “proactive, transdisciplinary, and
empirically driven” and aim “to build a social capacity and provide a more robust and
community-driven response to local issues.” They believe if these strategies are followed, there
is the capacity to reduce the inmate population by 25% in the next 10 years.
The Employed! Supported Re-entry Program has the capability to aid the first outcome of
reducing the population in prison by providing supported re-entry before release and beyond the
prison gates. The approach Employed will take is a multimodal approach, instead of a unimodal
which bases decision on limited risk assessments. Pettus-Davis stated unimodal approaches
effect on recidivism is a problem, and a multimodal intervention is necessary (Pettus-Davis,
2019). Through case management that looks at risks and needs through valid assessment, that
includes, not only the participant, but the family, community and employment setting as well, all
needs can be identified and supported through transition and beyond. In addition, the program
offers job coaching to help the participant reacclimate to an employment setting to allow for
success in the workplace. The Employed! program aims to provide case management six months
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before release and up to one year post release and find gainful employment and support the
participant in that employment with job coaching for one year to reduce recidivism for women in
the state of California that have participated in qualified job skills programs while incarcerated.
Over the past seven years policy has been created to help the re-entry process. With
Bipartisan support, the Trump administration passed the First Step Act in December of 2018
(Martin, 2019). Leading up to this legislation, President Trump announced, through executive
order, a Federal Interagency Council on Crime and Prevention and Improving Reentry (McCoin,
2019). McCoin (2019) stated President Trump wanted the new council to “provide those who
have engaged in criminal activity with greater opportunities to lead productive lives.”
Jones (2019), host of “The Van Jones Show” and CNN political commentator, hailed this
new law as doing just that, making prisons not just a place of punishment, but rather helping men
and women successfully return to their families and society. Jones (2019) stated that the First
Step Act opens the door to rethink our criminal justice system where retribution and
incapacitation is no longer the sole aim of public safety policies.
The Employed! program aligns with current policy, providing an innovative take on re-
entry, offering a wrap-around type case management and guaranteed employment with job
coaching. This gives returning citizens the opportunity to be successful and a productive member
of the community. If successful, the Employed! program can easily be scaled to men’s prisons
within the state of California and to other states.
Research literature has shown the current approach to re-entry planning does not
adequately address returning citizen’s needs. Clark stated (2014) in 2010, Minnesota’s
Department of Corrections was awarded funding from the Second Chance Act to target re-entry
and found that a more comprehensive case management program helped reduce recidivism.
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Welch stated grants are available for creating innovative re-entry programs, however, California
Department of Corrections (CDCR) is unable to ask the Correctional Counselors to do any more
than what they are currently doing for transition. She also stated with COVID-19, early release is
leaving many returning citizens unprepared for the transition. Many prisons are not
implementing more supportive programs and continue to give minimal or no support for re-entry.
This leaves the returning citizen in a position of having to locate help post release with little to
no support. Returning citizens report the lack of support puts them in a bad situation, leaving
them no option but to return to crime (Ruth, A., 2019, Zeleski, 2019).
A focus group was held to determine the feasibility of the Employed! program. The focus
group contained stakeholders to include police, prison guard, prison mental health professional,
administration for CDCR, inmates, community business owners, returned citizens, and family
members of people with histories of incarceration and repeated recidivism. Each member of the
focus group gave both critical and positive feedback. The returned citizens, inmates and family
members of people with histories of incarceration all demonstrated frustration with their
interactions with the criminal justice system. A common theme among their comments were the
support Employed! would provide is a needed item during re-entry and the first year after release.
Concern was expressed by the members who worked within the prison whether the program
would be welcome, both in the community and within the prison, but agreed that re-entry support
is lacking. They state this was especially true during the current COVID-19 climate. They stated
worries about budget cuts and early releases hamper the ability for most prisons to provide
anything past the basics.
Employed! A Supported Re-Entry Program supports women re-entering society. The 18-
month pilot will be conducted in the state of California, at three women’s prisons with a planned
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participation of 30 women. The women will be offered Case Management pre and post release,
gainful employment post release, located by Employed! and job coaching post release. By
providing a supported re-entry based on valid assessment and interviews, secured gainful
employment facilitated by Employed!, post release support in the community and on-the-job
assistance, the returning citizens will have an increased likelihood of a successful transition back
into the community.
The Employed! program model is based on two theories of change: The Strain theory,
which states criminal behavior is the solution for individuals feeling frustrated when legal
avenues are not enough to gain desired material items and perceived wealth and the Economic
theory, which states returning citizens are more likely to commit crimes after release if they were
not able to earn enough money to support themselves and/or their family through legitimate
work. The purpose of the program is to provide a comprehensive, systems-based approach to
support returning citizens and reduce recidivism.
Using Exploration, Preparation, Implementation, and Sustainment (EPIS) framework, an
implementation plan was developed. Employed! is currently in the Preparation stage, moving
toward implementation. A 501(c)(3) is currently being created, a Board of Directors has been
established, Bylaws and Articles of Incorporation have been drawn up, and an EIN has been
obtained (see Appendix A – Non-profit paperwork). Due to COVID-19, an alternate start-up has
been developed and the full startup date pushed back two years. A program manual was
developed to aid start-up (see Appendix B – Program Manual).
With adequate funding and collaboration, the Employed! Supported Re-entry program
has the ability to disrupt the justice system and stop the cycle of recidivism. Currently, the
United States spends more than $80 billion a year on incarceration (Lewis & Lockwood, 2019).
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A 10% decrease in recidivism could save the U.S. almost $635 million (Favro, 2014). Supporting
women through case management before and after release, finding them gainful employment and
supporting them through job coaching to relearn interpersonal interactions can help lower
recidivism. The Employed! program can be a critical component to re-entry because every
woman deserves a second chance.
Area 2: Conceptual Framework
Problem Statement
Epperson, Pettus-Davis, Grier and Sawh (2018) found incarceration the typical response
to crime in the United States. This long-held belief of punishment has led to overcrowding in the
prisons and an era of mass incarceration. Pettus-Davis and Epperson (2014), stated the United
States represents 5% of the world’s population, however, houses 25% of the world prisoners.
Wagner and Sakala (2014) reported that there are approximately 2.6 million people incarcerated
in in the United States. These numbers alone reveal a serious problem. However, simply
reducing sentences and releasing inmates is not the answer due to the reality of recidivism, the
revolving door of our justice system (Bureau of Justice Statistics, 2018; Jorgensen, 2019;
Matthews, 2017).
A nine-year longitudinal study by Alper, Durose and Markman (2018) found five in six
prisoners released in 2005 were re-arrested at least once in the time frame. Ramakers,
Nieuwbeerta, VanWilsem and Kirkzwager (2017) believed there were many reasons for re-
offending to include education, job training and employment. With long gaps in employment and
lack of job skills, approximately 60% of returning citizens found themselves unemployed or
underemployed after serving time behind bars (Jorgensen, 2019; McGrew & Hanks, 2017).
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Surveys revealed employers were 50% less likely to hire a person with a criminal history,
making finding gainful employment difficult for returning citizens (Rand, 2018).
The Urban Institute (as cited in McGrew & Hanks, 2017) found that individuals who had
secured gainful employment within three months of release decreased the likelihood of
recidivism. They also found higher wages helped reduce recidivism, with returning citizens who
made $10 an hour, 50% less likely to return to prison than those who made $7 or less per hour.
This information is crucial as underemployment and unemployment have long term affects for
returning citizens. It impacts many different parts of their lives to include mental health, family
relations, parole/probation requirements, and restitution (Arditti & Parkman, 2011). Finding
gainful employment after incarceration can help to decrease recidivism and aid in the Smart
Decarceration effort.
Literature and Practice Review of Problem and Innovation
Employment Training
Many research studies have been completed regarding education and employment
training during incarceration and its impact on recidivism. Newton et al. (2018) conducted a
systematic review of current studies evaluating vocational training and their impact on
employment post release. They found a program that had offered job coaches and case managers
produced positive outcomes for the participants, with the returning citizens feeling more
connected to staff and produced fewer re-arrests than other programs. They also found a 5%
reduction in recidivism rates for participants as opposed to those who did not participate.
Richmond (2014) conducted research on women in prison, as their needs differed from
men post-release. She offered several examples to include lower wages, lack of childcare and
substance abuse program access. She found access to Federal prison programs helped enhance
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their technological skills and aided women’s search for gainful employment after release and
decreased recidivism by at least 10%, in the female population of returning citizens.
Case Management & Risk Assessment
Sullivan, McDonald and Thomson (2016) found significant evidence that offender case
management after release was effective at reducing recidivism. They found re-entry plans which
included employment, housing and family/social connections, helped reduce the rate of
recidivism, particularly in the early days post release. However, they believed re-entry was more
successful when using a valid assessment prior to release. Dyck, Campbell and Weshler (2018)
and Viglione and Taxman (2018) labeled this model as Risk-Need Responsivity (RNR), which
outlined principles that guided case managers for the ultimate goal of reducing recidivism. They
found fidelity to the RNR model resulted in a 10% decrease recidivism compared to those only
assessed at intake.
In addition to assessment, re-entry needs to be solution focused, as a one-size-fits-all plan
is ineffective (Jorgensen, 2019). Sullivan, McDonald and Thomson (2016) stated case
management that began at least three months prior to release and extended post-release up to
one-year helped tackle barriers to services and decreased recidivism by 25%. They also found
when case management included help locating employment, housing, local resources and re-
establishing relationships with family, reintegration was more successful with a 15% increase in
employment.
Case management can be utilized to connect employers with returning citizens.
McNeeley (2018) found case management helped employment difficulties by connecting
employers and graduates of in prison programs, which saw improved employment statistics by at
least 6% post-release. In addition, he found that in a Minnesota prison that utilized re-entry
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coordinators, participants were significantly more likely to receive services form linked agencies
in the areas of Cognitive Behavior Treatment, transportation and housing and were 43% less
likely to be reconvicted of another crime. She also found participants 28% less likely to commit
technical parole or probation violations.
Protype Connection
The Employed! A Supported Reentry program proposes utilizing case management,
combined guaranteed employment with collaborating businesses and job coaching to improve
outcomes after release. The Employed! program believes support is crucial to success and will be
assigning a case manager prior to release and up to one-year post release to co-ordinate with
parole/probation and help with housing, reunification with family, health care, and any related
services deemed necessary by valid assessment. It also provides a job coach for the returning
citizen that will remain with the employee for up to one year.
Social Significance
Mass incarceration and the problem of recidivism is a major problem in the United
States. It is currently being addressed from many different services and agencies, from the
prisons themselves, to non-profits, to state and federal criminal justice reform. (“Founding
Story,” 2017; Petersen, 2019; Nelson, 2019). A great amount of trust from the American people
was put into the criminal justice system to rehabilitate prisoners and make communities safer,
however, with little rehabilitation happening, mass incarceration has had a severe, negative
impact on currently incarcerated and society as a whole (“How Does Mass Incarceration Affect
Communities?,” 2019).
Micro
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The micro level looks at the impact of mass incarceration and recidivism on the
individual that is currently incarcerated or returning to society. The Simmons Staff writer (2016)
found six areas needing to be adequately managed to reduce recidivism through successful
reentry: employment, housing, family, health, criminal justice compliance and social
connections. They found many prisoners limited education and work experience impacted their
ability to transition back to society. They stated approximately 70% were high school drops outs
with little job histories. This was compounded for those incarcerated for many years, as it created
resume gaps making employment after release even harder.
Mezzo
The mezzo level looks at the impact of mass incarceration and recidivism on families and
small groups. Simmons Staff Writer (2016) found currently incarcerated individuals who report
consistent contact with their families during incarceration have lower recidivism rates after
release. Unfortunately, this was not an easy feat, as many obstacles prevent visitation. Children
are greatly affected by incarceration, as losing a parent to the prison system can set the child up
for a life filled with poverty, health issues and stigma (“How Does Mass Incarceration Affect
Communities?,” 2019). Turney (2017) found children exposed to parental incarceration had a
greater infant mortality rate than children not exposed and were prone to high cholesterol, STIs,
learning disabilities, and speech and language problems. She also found they had more
behavioral and mental health problems than their counterparts. Luther (2016) pointed out
children may lose their primary caregiver and see a living situation change when a parent was
incarcerated. She also found children may be stigmatized by the incarceration of a parent, as they
may become “guilty by association” or had fears people believe they will be just like their mom
or dad.
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Partners, spouses and families are impacted by mass incarceration and recidivism. The
Simmons Staff Writer (2016) found family members discovered the returning citizen dependent
on them after years of limited to no contact, which can result in resentment and a change in the
dynamic of the household. They also found family members suffer financial and emotional
burdens when having to support a dependent adult. During incarceration and after release, female
partners of male incarcerated or returning citizens reported depression and symptoms of anxiety
(Hatzenbuehler, Keyes, Hamilton, Uddin, & Galea, 2015).
Wallace et al. (2016) found currently incarcerated and returning citizens had weak social
support systems and affected the ability to successful transition back into society. They found
weak social support systems, or social networks which no longer existed after long prison stays,
hindered the returning citizen when trying to access mental health care, employment and
housing. They also found supportive systems helped the returning citizen endure strain and
adverse events, therefore a weak system may not prevent recidivism.
Macro
The macro level looks at the impact of mass incarceration and recidivism on
communities, organizations, agencies and large groups of people such as the nation. Mass
incarceration may not affect everyone directly, however, it does impact many parts of our
society. Hatzenbuehler, Keyes, Hamilton, Uddin and Galea (2015) suggested neighborhoods
with higher levels of incarceration saw their social ecology changed through the eroding of group
connection and disruption of social/family networks and relationships key for sustaining
individuals’ mental health and well-being of the community. The schools in these areas often
followed “zero tolerance” policies which exposed the children to their first police contact at an
early age and the preschool to prison pipeline (“How Does Mass Incarceration Affect
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Communities?,” 2019). The Simmons Staff Writer (2016) also found employment after release
more difficult in these areas due to above average unemployment for lower socio-economic
areas.
Cost of Incarceration
The Legislative Analyst’s Office (2019) stated the average cost of a California inmate
today is approximately $81,000 per year, with more than three-quarters allocated to security and
health care. They found this to be a 58% increase from the 2010-2011 budget. Associated Press
(2018) reported California’s governor Jerry Brown’s budget in 2017-2018 to be an increase at
$11.4 billion for Department of Corrections even though they expected a decrease in prisoners.
They reported this cost to be the highest in the nation and more expensive to house a prisoner for
one year than to send them to Harvard for the same time frame.
The cost of incarceration is not just monetary, but also emotional for the inmate and their
families. Franco (2015) reported the cost of conviction is an average $13,607 per individual,
which include conviction related fees, fines, and victim restitution. The Legislative Analyst’s
Office (2017) found state fines and fees were imposed during court proceedings and were based
upon each criminal offense. They also found to collect on these bills, a proposal from the
Governor’s office recommended debt collection through the Franchise Tax board and removal of
a person’s driver’s license for failure to pay. These created significant barriers to finding
employment and following rules of release, as transportation was key for employment and
meeting the obligations of parole/probation.
Theory of Change
Economic Theory
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A program that provides currently incarcerated people job skills prior to release and
supports them through re-entry with case management and supported employment has the ability
to reduce recidivism. The Economic Theory supports this statement. Cook, Songman, Braga,
Ludwig, and O’Brien (2015) found this theory suggested returning citizens were more likely to
commit crimes after release if they were not able to earn enough money to support themselves
and/or their family through legitimate work. Therefore, work needed to be gainful employment,
employment that earned enough money to support the returning citizen and/or family, not simply
a job at minimum wage.
Ramakers, Nieuwbeerta, Van Wilsem and Dirkzwager (2017) found returning citizens,
who were employed during the first few months after release and working in a job with a higher
occupation level decreased the likelihood of recidivism by at least 10%. They also found
working for a higher wage held more incentive for the returning citizen to not re-offend. Cantora
(2015) interviewed women returning to society after incarceration. She found one woman, who
had a college degree, could only find employment at a McDonalds. She stated the woman, while
happy she earned an income, was not happy with the job and was not able to support her children
and eventually returned to selling drugs on the side to make additional money. Therefore,
increased earnings through lawful employment may make crime less worthwhile.
Strain Theory
The Strain theory, described by Ramakers, Nieuwbeerta, Van Wilsem and Dirkzwager
(2017), interprets criminal behavior as a solution for individuals who were feeling frustrated
when legal avenues were not enough to gain desired material items and perceived wealth.
Therefore, the researchers believe employment can be expected to reduce criminal behavior as it
allows the returning citizen to earn money to buy what they need or want or be perceived in a
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certain way due to income. They found that a job-shift, for example moving from the food
industry to a skilled job led to an 11% crime reduction and concluded returning citizens who
worked higher quality jobs were less likely to recidivate.
Area 3: Problems of Practice an Innovative Solutions
Proposed Innovation and its effect on the Grand Challenge
The Employed! program provides a supported re-entry to society for women incarcerated
in California that includes: 1) collaboration with current in-prison programs or non-profit
apprenticeships that teach in demand, 21
st
century job skills 2) case management beginning 6
months prior to release and extending post-release for up to one year and 3) supported gainful
employment by a full-time job coach with income above minimum wage that allows the
returning citizen to support themselves and/or family without qualifying for government
supported income (Jorgensen, 2019). Participation in the program also comes with full health
benefits, bus transportation and a cell phone (Jorgensen, 2019).
The aim of the program is to assess the effects of supported re-entry on recidivism rates
for women in the state of California. Cook, Songman, Braga, Ludwig and O’Brien (2015) stated
if returning citizens were unable to support their family through legitimate work, they were more
likely to return to crime and violate their parole by committing additional crimes after release.
Kimberlin and Rose (2017) stated gainful employment for a single adult household in the state of
California to be between $35,000 and $45,000. Newton, et al. (2018) stated vocational programs
with case management and job coaching produced positive outcomes for participants evidenced
by a 5% decrease in recidivism rates. McGrew and Hanks (2017) found prison education
programs produced individuals who were 43% less likely to recidivate and 30% more likely to
be employed after release. Richmond (2014) stated access to prison education programs and job
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skills training in the area of technology aided women’s pursuit of employment after release with
a decreased recidivism rate of 10%. The Employed! program plans to reduce recidivism through
successfully bridging prison education programs to post-release employment by providing
support through case management and job coaching (Jorgensen, 2019).
Views of Key Stakeholders
Key stakeholder views are essential to the Employed! program. They can be separated
into two groups: internal stakeholders and external stakeholders. Internal stakeholders include
those that are inside the criminal justice system. Examples are police officers, probation/parole
officers, correctional officers, courts (e.g. judges, lawyers, etc.) and others that are responsible
for enforcing the law. External stakeholders are those that the criminal justice system serves or
affects. Examples are victims and their families, offenders and their families, communities, and
businesses.
In building the Employed! program, evidence-based literature was utilized, however, the
views of key stakeholders were also taken into account. Using a focus group style of inquiry,
Employed! was able to gain views from several different people from both groups, internal and
external of stakeholders. Internal stakeholders involved in the focus group included police
officers, county correctional officer, prison clinical psychologist, Federal Bureau of
Investigations (FBI) agent and a parole officer. External stakeholders involved in the focus group
included a currently incarcerated individual, a recently released returning citizen, two family
members, non-profit classroom facilitators, a member of the council on criminal justice and
behavioral health and a local business owner. Two themes emerged from the participants of the
focus group.
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The internal stakeholders all held very negative views of the currently incarcerated
individuals. The two police officers and FBI agent agreed that gainful employment was a key
element required in the reduction of recidivism (Colon, 2019; Holt, 2019; Simon, 2019).
However, they also stated that it may take a few generations of gainful employment before the
cycle of intergenerational incarceration was broken. They believed that income was a part of the
problem, however, community, family values and race also played a large part in crime. The
clinical psychologist, the parole officer and the county correctional officer admitted that current
transition planning failed the returning citizens (Adair, 2019; Anonymous, 2019; Cole, 2019).
They all stated that additional support was needed in the community to help the returning citizen
be successful. The parole officer stated they are frequently asked to help in areas that they do not
have information and the levels of their caseloads prevents individualized help in the community.
While they all agreed the program sounded like a great idea, the overall theme of the internal
stakeholders was skepticism. This was taken into account when developing recruiting
information for prisons and businesses, as well as how to collaborate with prison staff and
probation or parole.
The external stakeholders were very optimistic and offered suggestions that were
included in the Employed! program. The current incarcerated individual and recently released
individual and their families all stated there was not enough support post release (Deutschman,
2019; Ruth, A., 2019; Ruth, K, 2019; Zalesky, 2019). Their statements on the strain put on the
family was also supported in the literature found regarding release. They offered suggestions on
the amount of family involvement and including the family in mental health services before
release, during the transition and for up to one year during the program. The member of the
council on criminal justice and behavioral health stated the current transition services were
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lacking and impossible to change due to unions (Welch, 2020). She also stated that certain
things, like doctors’ appointments and help with documents, needed to be made prior to release,
however, the CDCR was not allowed to do this. She stated a non-profit was a great idea to
facilitate this missing piece of transition. This information help develop the duties of the case
manager. There were also positive reactions from non-profit in-prison programs who have
already stated interest in collaborating with the Employed! program (Haley, 2019; Lin-
McMurray, 2019). The local business owner held an overall positive view of the program and
had several suggestions regarding incentives for employing returning citizens that will be
included in the program, as well (Ruth, 2020).
Evidence and Current Context for Proposed Innovation
The Employed! program was developed based on evidence-based research, current
literature regarding re-entry and focus groups. This evidence supports the Employed! programs
linkage between activities and outcomes listed on the logic model found in the Employed!
program manual’s Appendix A (see Appendix B). McNeely (2018) outlined a recent pilot
program in Minnesota that found case management and re-entry coordinators helped returning
citizens who graduated from in-prison job skills programs by connecting them with employer’s
post release. She stated this program found higher employment, lower recidivism and higher
access to community services, such as mental health treatment, housing and transportation. This
program saw a 43% decrease in reconviction and a 28% decrease in technical violations.
Innovations in the field have also driven the development of the Employed! program. The
Last Mile program workforce re-entry program helps returning citizens find jobs in tech and
business (The Last Mile, 2019). Partnering with major companies, they created a year-long
apprenticeship program to continue to train and mentor graduates from the in-prison Last Mile
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program. The success of this program has driven decision making for the Employed! program
and can be seen through activities and outcomes listed on the logic model found in the Program
Manual in Appendix A.
Stephanie Welch (2020) stated there is a great need for better transition planning. She has
found with recent COVID-19 and laws, early release has impacted currently incarcerated
individuals’ access to transition planning. This has created a gap in services that will most likely
lead to increased recidivism. In addition, she stated the current union for the correctional officers
inhibit the CDCR’s ability to change how the transition planning is conducted. Her insights have
also driven the activities and outcomes for the Employed! program as seen on the logic model
found in the Employed! program manual Appendix A.
Comparative Assessment of Other Opportunities for Innovation
Reform of the justice system is a very relevant topic at all levels of government as well as
in many communities across the United States. The problem of recidivism is being addressed
from many different angles to include non-profits working toward mental health rehabilitation
and job skill training for returning citizens, law makers making and changing laws, and states
marketing incentive programs to businesses to hire returning citizens. All these efforts combined
are making progress toward the goals laid out in the Grand Challenges and in the next two
decades, the United States should see a dramatic decrease in incarcerated individuals (Baldwin,
2018; Fong, Lubben & Barth, 2018).
Local
High recidivism rates place strains on already vulnerable communities by creating crime
and safety issues, as well as tearing apart families and increasing intergenerational cycles of
crime (Johnson, Fletcher & Farley, 2008). Steps to have a more coordinated, comprehensive
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reentry were laid out and included assembling a task force, collaborating with communities,
addressing city-level barriers to employment and engaging the business community (Johnson,
Fletcher & Farley, 2008).
State
To increase returning citizen’s opportunity for employment, California passed “Ban-the-
Box” initiative, also known as the California Fair Chance Act (AB 1008), prohibiting employers
with more than five employees from asking about a criminal past prior to offering the individual
a job (California Department of Fair Employment and Housing, 2019). A Certificate of
Rehabilitation (COR) is another way to help a returning citizen with employment. A COR is a
court order declaring a person, convicted of a felony or certain misdemeanor sex crimes,
rehabilitated and restores some rights, helping with applications for work, housing and
professional licenses (Office of the Public Defender, n.d.). Another program that has recently
been giving attention in the press by California’s governor Gavin Newson is Tax Credits and
incentives to businesses who hire a returning citizen (Hunt, Smart, Jonsson, & Tsang, 2019).
National
In 2018, a sweeping overhaul of the justice system, known as the First Step Act, passed
to help mitigate the United States mass incarceration problem (Jorgensen, 2019). According to
Lopez (2018), it pulls back mandatory minimum sentences, eased crack cocaine sentencing,
expands “good time credits” and creates “earned time credits.” Lopez points out that there is one
drawback of the legislation - it only affects the federal criminal justice system. Lopez also stated
that advocates were less impressed with the First Step Act calling for deeper sentencing reform
in additional bills. Nelson (2019) outlines President Trump’s plans for a Second Step Act which
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would focus on employment barriers for returning citizens. He also spoke of Trumps desire to
encourage employers to adopt second chance hiring practices.
How Innovation Links to Proposed Logic Model and Theory of Change
The proposed innovation links to the logic model and two theories of change: economic
theory and strain theory. The economic theory posits that returning citizens were more likely to
commit crimes after release if they were not able to earn enough money to support themselves
and/or their family through legitimate work. The Employed! program plans to attack this through
capitalizing on in-prison job skills program and supported, gainful employment that is organized,
post release, by the case manager and recruitment team. This opportunity and the supports that
come with it are outline in the Employed! program manual (see Appendix B) and the inputs,
activities and outputs of the logic model found in the Program Manual’s Appendix A. Through
gainful employment, the Employed! program plans to decrease recidivism as reflected in the
outcomes of the logic model as well.
The strain theory interprets criminal behavior as a solution for individuals who were
feeling frustrated when legal avenues were not enough to gain desired material items and
perceived wealth. The Employed! program hopes, through gainful supported employment, the
participants will be able to purchase desired material items through legal means and feel a sense
of accomplishment and security with their income. This is outlined through activities and
outcomes in the logic model. The relationships between the inputs, activities and outputs found
in Employed! program’s logic model demonstrate how the program will affect recidivism and
reduce the prison population, ending mass incarceration.
Area 4: Project Structure and Methodology
Description of Capstone Deliverable/Artifact
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To address the problem of recidivism for women in the state of California and allow for
consistent, effective and implementation with fidelity, the Employed! program created a program
manual (see Appendix B), that is an operationalization of the program. The program manual was
created as a guide for Employed! staff, board members, collaborating businesses, in prison
programs and prison employees who are working with the program to reduce recidivism through
supported reentry. The contents of the manual include a description of the problem, a description
of the program and the interactions between all components of the program. It describes how to
administer the program through job duties and expectations of the case managers, job coaches
and Employed! administration. Timelines are given to allow for complete understanding of the
program. Assessments are outlined, as well, to ensure the program is both valid and reliable. The
program manual can be found in Appendix B.
Comparative Markey Analysis
Actual Practice In-Prison Job Skills Programs
Currently, in the State and Federal prison systems in the Unites States, there are many
different types of job skill programs available to the inmates. McGrew and Hanks (2017) stated
that prison industry programs included: 1) facility support, such as maintenance, clerical work,
laundry and cooking, work; and 2) work programs, such as electronics recycling, wood working,
sewing, options and license-plate manufacturing. Richmond (2014) found, while low-skill prison
programs show little success in reducing recidivism, they help with behavior control within the
prison facility. He also found these types of programs were typically self-selected to enter,
mostly male and offset the operating costs, benefitting the prison over the currently incarcerated.
Another popular program currently running in the prisons is the Prison Industry
Enhancement Certification Program paying the currently incarcerated participant full pay versus
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twelve cents or less per hour found in prison industry programs (Jorgensen, 2019). In 1934,
Congress established UNICOR in the Federal prisons. The Federal Prison Industries (n.d.)
reported participants were 24% less likely to recidivate and 14% more likely to find employment
after release. They also stated a very limited number of inmates were able to benefit from this
program with less than 1% participation in the fiscal year of 2015.
There are a few innovative programs currently running in California as well as other
states across America. One program in particular is The Last Mile, a program providing business
and technology training. Located in 12 facilities across four states, The Last Mile (2019)
program has served 460 students incarcerated in prison and boasts a 0% recidivism rate for
participants who re-entered society. Currently, they list 60 graduates post-release who are
employed full time or attending higher education institutions. Their program is unlike other
programs, as they provide 21
st
century technology education to help the participants develop
highly marketable personal and professional skills that are relevant in today’s workforce. This
program provides software development training over the course of one year.
Another innovative program is Defy Ventures, currently functioning in California,
Colorado and the Tri-State region (New York, New Jersey and Connecticut). Defy Ventures
(2017) is a unique program that offers education in entrepreneurship, business training and
personal development through a six-month training program. They provide hands-on mentoring
and community support by engaging top corporate executives, investors and other entrepreneurs
as volunteers to shape and train the participants as business owners.
Re-entry Programs
CDCR has a Custody to Community Transitional Reentry Program (CCTRP) that allows
currently incarcerated females to serve their sentence in the CCTRP community housing with
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rehabilitative services that assist with substance abuse recovery, education, employment, housing
and family reunification. It is a voluntary program for women with a minimum of 45 days to a
maximum of 30 months prior to release date. There are, however, limited spots, with a total 399
beds for the state of California. According to Welch (2020), it is a very difficult program to get
into and is reserved for serious and violent crime offenders.
There are many non-profit companies that offer re-entry services as well. In San Diego,
Second Chance (2020) offers a need -based assessment services that include mental health
services, childcare, legal services and help applying for government assistance. They also offer
basic education and assistance enrolling in post-secondary and vocational training. In addition,
they have a limited amount of supervised sober-living facilities. These types of services are
available if sought out by the returning citizen and services start post release.
Project Implementation Methods
The Employed! program uses the EPIS framework, a multifaceted approach, to facilitate
implementation of the program. The EPIS framework has implementation phases that look at the
inner and outer context at each step, including factors that bridge these factors, the nature of the
practice being implemented and the role of the developers (EPIS Framework, n.d.).
Exploration
Activities in the exploration phase are outlined in EPIS Framework in Appendix A, along
with barriers and facilitators for both the outer and inner context. The Employed! program will
create an implementation team that has expertise in the programs for re-entry, implementation
science and improvement strategies (CEBC, 2015). This team will be responsible for finding and
selecting effective interventions and implementations methods. Relevant stakeholders, to include
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collaborating businesses and prison programs, advocates, family members, and prospective
participants, will be included in this process.
Preparation
Once the specific innovation has been identified by the Employed! implementation team,
the Preparation Phase of the EPIS will begin. Activities in the preparation phase are outlined in
EPIS Framework in Appendix C, along with barriers and facilitators for both the outer and inner
context. The primary work during this phase is to build a coalition and develop timelines
(Brownson, Colditz & Proctor, 2018; CEBC, 2015). The Employed! program is designed to
bridge many different organizations to include probation/parole, community services such as
social security, department of rehabilitation, mental health services, employers, communities,
families, etc. These linkages will need to be formalized so there are no unexpected issues, or the
issues are anticipated and can be dealt with accordingly.
Implementation
Activities in the implementation phase are outlined in EPIS Framework in Appendix C,
along with barriers and facilitators for both the outer and inner context. This includes training,
monitoring and fidelity systems to be reviewed. Weekly meetings will be scheduled for the team
and monthly meetings with collaborators scheduled. Feedback systems will be checked to
quickly identify and fix problems that hinder quality implementation. The day before the start of
the program, positive and inspirational contact will be made with key stakeholders to include last
minute tips and reminders and contact information in case of difficulties (CEBC, 2015). In
addition, request for suggestions and feedback to collaborators will be issued.
Sustainment
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In this phase, fidelity systems are in place and monitored on a regular basis. Activities in
the sustainment phase are outlined in EPIS Framework in Appendix C, along with barriers and
facilitators for both the outer and inner context. Two key areas stand out in the sustainment
phase: sustainable funding and ongoing training and needs. In the sustainment phase, training
and costs of training take a more prominent role. Key issues include costs of annual training for,
not only new staff, but additional training for existing staff. This may put an additional strain on
the funding streams or may not be covered and will need other options for funding. Using tools
that look specifically at sustainability can help the Employed! program. An additional measure to
help with sustainability is the Program Sustainability Index (PSI). These and more tools are
available to help create a program that can sustain functioning.
Financial Plans
The Employed! program plans to utilize several different funding streams to include
corporate, state and federal grants, in-kind donations, and family and corporate foundations. The
start-up budget expenses are $250,000 with revenue equaling $260,000 leaving Employed! with a
$10,000 surplus described in section 4 of the Employed! program manual and outlined in the
manuals Appendix I (see Appendix B). The first-year operating budget expenses are $870,000
with revenue equaling $1,030,000 leaving Employed! with a $160,000 surplus. For a complete
line-item budget see Appendix I in the Employed! program manual (see Appendix B).
Program Expenses
The program expenses and funding are described in detail in the Employed! program
manual in section 4 and outlined in the program manual Appendix I (see Appendix B). A
complete description of each position is also included in the program manual.
Project Impact Assessment Methods
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Measurement Approach
This program will be a quasi-experimental design, as the treatment group and control
group are not randomly assigned. In addition, the groups will be non-equivalent. The treatment
group will receive supported re-entry and the control group will be the current system in place.
Outcome Measures
The outputs that will used to measure the Employed! program are outlined in the logic
model as seen in the Employed! program manuals Appendix A (see Appendix B). This includes
measuring participants enrolling in the program, as well as completing the program. In addition,
in-prison partnerships will have goals set and measured. An important component is business
collaboration for gainful employment. This will be closely measured with number of
informational sessions conducted, contracts signed, and successful completion of one year of
employment for participants.
Evaluations
There will be both quantitative data, as well as qualitative data for the participants. The
data will include how many complete the year-long program following release. In addition, in
conjunction with the CDCR, recidivism numbers will be collected over nine years for both
groups to show effectiveness of the Employed! Program. There will be a 5-question Likert scale
survey (see Appendix D), developed by my non-profit company, that investigate which parts of
the program the participants felt worked best for them. In addition, a 1:1 interview will be
conducted at the end of year 2, one year after completion of the program, by the case manager
for each participant, asking similar questions on the Likert scale but having the ability for the
participant to elaborate on their answers.
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Within the program, assessment tools will be utilized with the participants. This includes
the Level of Service Inventory Revised (LSI-R), which is a quantitative survey of offender
attributes and situations to make decision about levels of supervision and treatment following
release. The LSI-R is typically used to predict parole outcomes, success in correctional halfway
houses, institutional misconduct and recidivism (Ostermann and Herrschaft, 2013). The
COMPAS will be used and is a tool for assessing risk and needs for offenders in correctional
settings as well. It is comprised of five types of scales: basic scales, higher order scales, validity
tests, professional judgments, and risk scales (Brennan, Dieterich & Ehret, 2009).
The assessment portion of the program has some weaknesses. The design, Quasi-
Experimental, can lead to some issues of the groups differing enough to impact the outcomes,
confounding variable. Tracking the success of our program is largely dependent on recidivism
rates, which may be hard to keep track for both groups, although the control group will be more
difficult to track. Mainly because data will be tracked for nine years. Another weakness is many
of the components of the program are readily available for returning citizens to seek out on their
own, except for job coaching. This means that someone in the control group, if motivated, may
access everything that we offer on their own and may skew the data. Generalization may be a
weakness due to the non-randomness of the sample. If the sample is not representative of the
larger population, then generalization may not be found.
There are several strengths to the program. A quasi-experimental design is easier to set
up than a true experimental design. It also works better with longitudinal research. In addition,
due to the natural setting, this study has a better chance at generalization to other areas, if the
sample is representative of the larger population.
Stakeholder Engagement Plan
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The Employed! program has two types of stakeholders: Internal and external. Internal
stakeholders include those that work within the criminal justice system, to include but not limited
to police officers, county correctional officers, prison mental health workers, and a parole or
probation officers. External stakeholders include those that have been impacted by the criminal
justice system or those involved with the transition to the community. This includes but not
limited to currently incarcerated individuals, returning citizens, victims, family members of
victims, family members of incarcerated or released individuals, non-profit programs working on
job skills, and a business owner. The interactions with the critical stakeholders, to include
participants/inmates, prisons, non-profit prison programs, families, communities, and employers
are outlined in detail in the Employed! program manual (see Appendix B).
Internal Stakeholders
The prison employees are a primary internal stakeholder. To have our program
implemented with fidelity, we will need to have the prison staff invested and understand the
importance. This will be done by establishing strong relationships with the prison administration,
correctional officers, correctional counselors and any other staff that will be interacting with the
participants and/or the Employed! program. Recruitment of the prisons and the in-prison
programs will be completed by CEO and Director of Development. The engagement plan is
outlined in the program manual (see Appendix B).
External Stakeholders
The external stakeholders include the participants, the families of the participants, the
non-profit job skills programs, the collaborating employers and the community. Recruitment of
participants and interactions between the participants and employees of the program are outlined
in the program manual (see Appendix B). In addition, a timeline is included that outlines the
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process the participant follows throughout the entire program. Families are especially important
as they are impacted by the incarceration of their family member. Their involvement is critical
and interactions with them and the Employed! case manager and staff are also outlined in the
program manual (see Appendix B). Employers and community outreach are also a critical
component of the program, not only for collaboration but also to reduce the stigmas associated
with criminal histories. Building strong relationships through education and outreach will allow
the Employed! program to repair the damage of years of mass incarceration and the preschool to
prison pipeline. The recruitment and outreach are outlined in the program manual (see Appendix
B). Stakeholders and the Employed! program will work together to continue the development of
the prototype to ensure all needs for the participant are being met.
Communication Strategies and Products
Several communication products and strategies will be utilized to spread awareness and
inform stakeholders of the Employed! program. Each strategy will be tailored toward the
intended audience and may include but not limited to posters, DEI trainings, informational
presentations regarding the program, blogs, social media posts, reports, presentations at
conferences, articles for peer-reviewed journals, media campaigns to raise awareness about
program and problem, email campaigns and state programs for employers. Currently, the
Employed! program has a poster (see Appendix E) and two short videos presenting information
(see Appendix F).
Once the first cohort completes the program and data begins to exist in the area of
recidivism, these findings can be drafted in reports. The information can be disseminated to
stakeholders, to include donors, current and future grants programs, current and future
collaborators, participants and their families, in-prison job skills programs and wardens of the
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participating prisons. Conferences where proposals can be submitted include National
Association of Social Workers or Society for Social Work and Research. In addition, the
information may be disseminated through panel presentations at conferences such as Smart
Decarceration Initiative.
Ethical Considerations
When working with currently incarcerated individuals, who have already had their rights
limited, it is important to respect their voluntary, informed consent, protection of privacy and
adequate care so that participation vs nonparticipation does not limit their transition services.
Additionally, it is important to realize the inherent ethics of predictive assessments that are
utilized in the program. First, predication of recidivism is negative as opposed to positive and
looking at successful completion of a program, improvement in self or obtaining employable
skills. Second, while the instruments are valid, there still remains some bias and basing decisions
about freedom and independence on calculation of risk raises ethical issues.
More specifically, currently incarcerated women are a very vulnerable population,
frequently referred to as a “captive population” (Gostin, Vanchieri & Pope, 2007). They have
restrictions on their autonomy with limited privacy and inadequate health care which can impact
informed consent. However, responsible programs have the potential to provide them with
improved conditions before and after release (Committee on Ethical Considerations for
Revisions to DHHS Regulations for Protection of Prisoners Involved in Research, Board on
Health Sciences Policy Staff, & Institute of Medicine – U.S. Staff, 2007). To ensure a safe
environment, the Employed! program plans to provide a clear and concise description of the
program using everyday language. The introduction to the program will include what the
program is about and why Employed! believes it will be beneficial to the participants. Employed!
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will clearly outline what will happen when joining the program and the duration required, with a
clear emphasis on voluntary participation and self-removal from program without penalty. The
benefits of the program will be outlined, along with any risks, such as psychological risks,
emotional risks, breach of confidentiality, etc. Steps to alleviate these risks will be disclosed
during the introduction to the program. Each currently incarcerated woman will be given the
opportunity to ask questions regarding the program and her participation. Contact information
will be given to all women.
Area 5: Conclusions, Actions and Implications
Summary of Project Plans
The first step for the Employed! program is to create the non-profit. At present, the name
of the corporation has been determined and the articles of incorporation have been drafted (see
Appendix A). A board of directors has been appointed that represent important stakeholders (see
Appendix A). The bylaws and conflict of interest policy has been created, an employer
identification number has been secured and the initial board has taken actions to initiate
registration with the California Attorney General’s Registry of Charitable Trusts (see Appendix
A). The next step will be to complete the registration, file the statement of information with the
California Secretary of State, apply for federal tax exemption with the IRS and California tax
exemption with the Franchise Tax Board.
The original plan was to seek collaborators once the paperwork had been filed, however,
with COVID-19, the plans for Employed! has changed. The board has decided that a “start
small” approach needs to be taken. Currently, many currently incarcerated individuals are being
given early release, prior to any transition planning (Welch, 2020). The Employed! programs
plan is to disseminate information about the program to communities and businesses in San
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Diego. Through this plan, we will locate between 1-10 individuals who have completed job skills
programs in prison and help connect them to employment, provide case management and
modified job coaching. This approach will allow the program to begin immediately, gain data for
future collaborations and be small enough to not require immediate funding.
Current Practice Context for Project Conclusions
Sawyer & Wagner (2020) stated mass incarceration has directly impacted millions of
Americans. They stated there are approximately 2.3 million people currently incarcerated today
with 4.9 million formerly incarcerated individuals. In addition, they found 77 million Americans
have a criminal record and 113 million adults have an immediate family member who has been
to prison or jail. Each year, more than 600,000 inmates are released from prison, another 9
million cycle through the jail system and current data shows over 66% will return to prison
within three years (US Department of Human Services, 2020).
Transition planning within the prison system is failing the majority of the returning
citizens by not providing adequate support. Rivers (2017) found the prison systems were
overwhelmed and unable to give much needed services, especially job training and mental
health. She also found that transitional services were lacking. The implementation of the
Employed! program has the potential to transform the expectations of transition planning by
demonstrating the need to bridge the gap of support, beginning in the prison and carrying
through into the community.
Project Implications for Practice and Further Action
In the Grand Challenges of Social Work, three guiding concepts are outlined for
successful Smart Decarceration: (1) changing the narrative on incarceration and the incarcerated,
(2) system-wide criminal justice reform and (3) transdisciplinary policy and practice (Epperson
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et al., 2018). Employed! Supported Reentry Program’s is an innovative program addressing the
first guiding concept of changing the narrative on incarceration and the incarcerated with the
ultimate goal to reduce recidivism through supported reentry that goes beyond the prison gates,
extending into the community, place of employment, the family and the individual. This program
takes a systems approach to reentry, focusing on behavior within the contexts of larger systems
(e.g. family, work, community). The planned pilot will demonstrate program effectiveness to
current and future collaborators, funders, communities, and participants and their families.
Additional funding will be sought to scale the program to other prisons within the state of
California. However, this change involves change within the justice system, which presents
barriers.
While legislation has been recently passed to rehaul the justice system the social norms
people hold in regard to people with criminal histories can impact the success of the Employed!
program. Marginalized populations and stigmatized groups may come with stereotypes and
labels that impact their success (Moore & Tangney, 2017). This directly impacts re-entry in the
areas of housing and employment. Employed! plans to attack this through DEI education in the
community and in businesses. The stigma associated with a criminal history needs to be
addressed for any change to happen.
Long term plans for the Employed! program include scaling to other states and
advocating for justice system reform at the local, state and federal level. This will be completed
through collaborating with other innovations that target other areas of justice reform, such as
youth justice, healthy development of youth, school reform and pre-trial reform. In addition,
obtaining board members who are more broadly known in the field or in entertainment will bring
more focus to the program and the problem.
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Project Limitations
Participants
Due to COVID-19, the initial size of participants will be greatly reduced from the
intended amount. When the Employed! pilot program is up and running, participant size might
impact data. In addition, it may be difficult to find people to participate in the control group and
continue to monitor their progress after release.
Collateral Consequences
The American Bar Association (2018) defines collateral consequences of incarceration as
legal sanctions and restrictions forced on people due to their criminal record. These
consequences are plentiful, with over 50,000 in the nation, more than 1000 per state. They cover
many different areas with sweeping adverse consequences for the returning citizen. The state of
California list 110 different categories of collateral consequences, with nearly 2400 entries
limiting the returning citizens’ rights (California Compilation of Collateral Consequences, n.d.).
These areas cover everything from agriculture and livestock, to housing, childcare/custody to
health care, public office, pest control and massage and acupuncture. While not all apply to every
returning citizen, there are some critical areas that can have a profound impact on their lives,
their family’s lives, and the members of their community.
According to Berson (2013), collateral consequences may affect a person’s employment,
business opportunities, and give limited access to government benefits and program
participation, including student loans and housing. This limits the employment capabilities of
participants. If a participant is trained for a specific program that does not allow people with
criminal histories, such as a cosmetology license, the Employed! program will need to assist the
participant in an appeal. However, this can be denied and is a limitation of the program.
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Collaborators
Finding collaborating businesses as well as collaborating prison programs will be a
challenge. Currently, there are only a few non-profit programs that run in-prison job skills
programs. To work within the prison, permission will need to be granted from CDCR, as well as
the warden of the prison. Finding employers will also pose a challenge and if it is a problem will
greatly inhibit the implementation. If we are only able to find a limited number of employers, it
will limit the participants option post release.
Parole/Probation Requirements
Parole or probation requirements may inhibit the participants ability to enter into
employment directly after release. Typically, the court will require the returning citizen to attend
classes that are held daily during working hours. In addition, they may require residence in a
half-way house. This can be problematic, as the half-way house is generally near the prison
versus near the family. This will inhibit reunification with children, spouses, partners and family
members.
Financial
Revenue streams have the potential to limit the Employed! program. The program relies
heavily on federal grant money and large business in the technology field that are supporters of
re-entry. This funding is held within the First Step Act. The justice department, in coordination
with an outside committee, was supposed to develop training, rehabilitation and other prisoner
programs, in addition to a risk assessment tool (Martin, 2019). Rascoe stated the deadline to form
the committee has passed and the deadline for this non-existent committee to develop the risk
assessment loomed (Martin, 2019). She also stated the money to run this program, $75 million,
had not been requested by the President and did not appear in his proposed budget. With more
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than 500 inmates released under this new legislation, the critical component of re-entry is not
funded nor developed, making for swift failure and the real possibility of recidivism for the
unsupported returning citizens (Martin, 2019). Relying on government grants, for this reason, is
not a sustainable for long term planning. Funding will need to be diversified to maintain a
growing program. To woo potential private donors and the possibility of endowments, the
program needs to have solid data outlining the effects of Employed! services on recidivism. The
data may take many years to obtain, so in the beginning funding streams will be limited.

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References
Alper, M., Burose, M. and Markman, J. (2018). 2018 Update on Prisoner Recidivism: A 9-year
Follow-up Period (2005-2014).
https://www.bjs.gov/content/pub/pdf/18upr9yfup0514.pdf
American Academy of Social Work & Social Welfare. (2018). Promote Smart Decarceration.
http://aaswsw.org/grand-challenges-initiative/12-challenges/promote-smart-
decarceration/
American Bar Association. (2018). Collateral Consequences of Criminal convictions: Judicial
Bench Book. https://www.ncjrs.gov/pdffiles1/nij/grants/251583.pdf
Arditti, J. and Parkman, R. (2011). Young men’s reentry after incarceration: A developmental
paradox. Family Relations: An Interdisciplinary Journal of Applied Family Studies,
60(2), 205-220.
Associated Press. (2018). At $75,560, housing a prisoner in California now costs more than a
year at Harvard. https://www.latimes.com/local/lanow/la-me-prison-costs-20170604-
htmlstory.html
Baldwin, A. (Interviewer). (2018, March 5). How to reduce the prison population by nearly half
[Audio Podcast]. https://news.uchicago.edu/story/podcast-how-reduce-us-prison-
population-nearly-half
Berson, S. (2013). Beyond the Sentence – Understanding Collateral Consequences. National
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Medicine (U.S.) Staff. (2007). Ethical Considerations for Research Involving Prisoners.
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Franco, N. (2015). The Hidden costs of Incarceration in the Adult System.
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Gostin, L.O., Vanchieri, C. and Pope, A.M.P. (2007). Ethical Considerations for Research
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Damage of Mass Incarceration: Risk of Psychiatric Morbidity Among Nonincarcerated
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mass-incarceration-affects-communities/
Hunt, P., Smart, R., Jonsson, L. and Tsang, F. (2019). Incentivizing employers to hire ex-felons:
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Johnson, L., Fletcher, R. and Farley, C. (2008). From Options to Action: A Roadmap for City
Leaders to Connect Formerly Incarcerated Individuals to Work.
Jones, Van. (2019). Our criminal justice system is built to inflict pain. Here’s how we can heal it.
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Jorgensen, M. (2018). Smart decarceration – recidivism. Unpublished manuscript, University of
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Jorgensen, M. (2019). Assignment Four. Unpublished manuscript, University of Southern
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Jorgensen, M. (2019). Large System. Unpublished manuscript, University of Southern California.
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Kimberlin, S. and Rose, A. (2017). Making Ends Meet: How Much Does it Cost to Support a
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people%20behind%20bars
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Incarceration Mental Health. International Journal of Offender Therapy and
Comparative Criminology, 60(1), 3-20.

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Appendix
Appendix A – Non-Profit Paperwork
Bylaws0F

of

Employed! A Supported Re-entry Program

A California Nonprofit Public Benefit Corporation

TABLE OF CONTENTS

ARTICLE 1 NAME ........................................................................................................................................ 51
SECTION 1.1 CORPORATE NAME ...................................................................................................................... 51
ARTICLE 2 OFFICES ................................................................................................................................... 51
SECTION 2.1 PRINCIPAL OFFICE ....................................................................................................................... 51
SECTION 2.2 OTHER OFFICES ........................................................................................................................... 51
ARTICLE 3 PURPOSES ............................................................................................................................... 51
SECTION 3.1 GENERAL PURPOSE ..................................................................................................................... 51
SECTION 3.2 SPECIFIC PURPOSE ....................................................................................................................... 51
ARTICLE 4 LIMITATIONS ......................................................................................................................... 51
SECTION 4.1 POLITICAL ACTIVITIES ................................................................................................................ 51
SECTION 4.2 PROHIBITED ACTIVITIES .............................................................................................................. 51
ARTICLE 5 DEDICATION OF ASSETS .................................................................................................... 52
SECTION 5.1 PROPERTY DEDICATED TO NONPROFIT PURPOSES ...................................................................... 52
SECTION 5.2 DISTRIBUTION OF ASSETS UPON DISSOLUTION ........................................................................... 52
ARTICLE 6 MEMBERSHIPS ...................................................................................................................... 52
SECTION 6.1 MEMBERS .................................................................................................................................... 52
SECTION 6.2 NON-VOTING MEMBERS ............................................................................................................. 52
ARTICLE 7 DIRECTORS ............................................................................................................................ 52
SECTION 7.1 NUMBER AND QUALIFICATIONS .................................................................................................. 52
7.1.1 Number ....................................................................................................................................... 52
7.1.2 Qualifications ............................................................................................................................. 52
SECTION 7.2 CORPORATE POWERS EXERCISED BY BOARD .............................................................................. 53
SECTION 7.3 TERMS; ELECTION OF SUCCESSORS ............................................................................................. 53
SECTION 7.4 VACANCIES ................................................................................................................................. 53
7.4.1 Events Causing Vacancy ............................................................................................................ 53
7.4.2 Removal ..................................................................................................................................... 53
7.4.3 No Removal on Reduction of Number of Directors .................................................................. 53
7.4.4 Resignations ............................................................................................................................... 53
7.4.5 Election to Fill Vacancies .......................................................................................................... 53
SECTION 7.5 REGULAR MEETINGS ................................................................................................................... 54
SECTION 7.6 SPECIAL MEETINGS ..................................................................................................................... 54
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SECTION 7.7 NOTICE OF MEETINGS ................................................................................................................. 54
7.7.1 Manner of Giving ....................................................................................................................... 54
7.7.2 Time Requirements .................................................................................................................... 54
7.7.3 Notice Contents .......................................................................................................................... 54
SECTION 7.8 PLACE OF BOARD MEETINGS ....................................................................................................... 55
7.8.1 Meetings by Telephone or Similar Communication Equipment ............................................... 55
SECTION 7.9 QUORUM AND ACTION OF THE BOARD ........................................................................................ 55
7.9.1 Quorum ...................................................................................................................................... 55
7.9.2 Minimum Vote Requirements for Valid Board Action ............................................................. 55
7.9.3 When a Greater Vote Is Required for Valid Board Action ........................................................ 55
SECTION 7.10 WAIVER OF NOTICE ..................................................................................................................... 55
SECTION 7.11 ADJOURNMENT ............................................................................................................................ 56
SECTION 7.12 NOTICE OF ADJOURNMENT .......................................................................................................... 56
SECTION 7.13 CONDUCT OF MEETINGS .............................................................................................................. 56
SECTION 7.14 ACTION WITHOUT MEETING ....................................................................................................... 56
SECTION 7.15 FEES AND COMPENSATION OF DIRECTORS .................................................................................. 56
SECTION 7.16 NON-LIABILITY OF DIRECTORS ................................................................................................... 56
SECTION 7.17 EMERGENCY BYLAWS ................................................................................................................. 56
7.17.1 When Applicable ........................................................................................................................ 57
7.17.2 Emergency Actions .................................................................................................................... 57
ARTICLE 8 COMMITTEES ........................................................................................................................ 57
SECTION 8.1 COMMITTEES OF DIRECTORS ....................................................................................................... 57
SECTION 8.2 MEETINGS AND ACTION OF BOARD COMMITTEES ....................................................................... 58
SECTION 8.3 QUORUM RULES FOR BOARD COMMITTEES ................................................................................ 58
SECTION 8.4 REVOCATION OF DELEGATED AUTHORITY .................................................................................. 58
SECTION 8.5 NONPROFIT INTEGRITY ACT/AUDIT COMMITTEE ........................................................................ 58
SECTION 8.6 ADVISORY COMMITTEES ............................................................................................................. 59
ARTICLE 9 OFFICERS ................................................................................................................................ 59
SECTION 9.1 OFFICERS ..................................................................................................................................... 59
SECTION 9.2 ELECTION OF OFFICERS ............................................................................................................... 59
SECTION 9.3 REMOVAL OF OFFICERS ............................................................................................................... 59
SECTION 9.4 RESIGNATION OF OFFICERS ......................................................................................................... 59
SECTION 9.5 VACANCIES IN OFFICES ............................................................................................................... 59
SECTION 9.6 RESPONSIBILITIES OF OFFICERS .................................................................................................. 60
9.6.1 Chairperson of the Board ........................................................................................................... 60
9.6.2 President ..................................................................................................................................... 60
9.6.3 Vice President ............................................................................................................................ 60
9.6.4 Secretary ..................................................................................................................................... 60
9.6.5 Treasurer .................................................................................................................................... 60
9.6.6 Additional Officers .................................................................................................................... 61
SECTION 9.7 CHIEF EXECUTIVE ....................................................................................................................... 61
SECTION 9.8 COMPENSATION OF OFFICERS ..................................................................................................... 61
9.8.1 Salaries Fixed by Board ............................................................................................................. 61
9.8.2 Fairness of Compensation .......................................................................................................... 62
ARTICLE 10 TRANSACTIONS BETWEEN CORPORATION AND DIRECTORS OR OFFICERS . 62
SECTION 10.1 TRANSACTIONS WITH DIRECTORS AND OFFICERS ....................................................................... 62
10.1.1 Interested Party Transactions ..................................................................................................... 62
10.1.2 Requirements to Authorize Interested Party Transactions ......................................................... 62
10.1.3 Material Financial Interest ......................................................................................................... 63
SECTION 10.2 LOANS TO DIRECTORS AND OFFICERS ......................................................................................... 63
SECTION 10.3 INTERLOCKING DIRECTORATES ................................................................................................... 63
SECTION 10.4 DUTY OF LOYALTY; CONSTRUCTION WITH ARTICLE 11 .............................................................. 63
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ARTICLE 11 INDEMNIFICATION OF DIRECTORS, OFFICERS, EMPLOYEES AND AGENTS .. 64
SECTION 11.1 DEFINITIONS ................................................................................................................................ 64
11.1.1 “Agent” ...................................................................................................................................... 64
11.1.2 “Proceeding” .............................................................................................................................. 64
11.1.3 “Expenses” ................................................................................................................................. 64
SECTION 11.2 APPLICABILITY OF INDEMNIFICATION PROVISIONS ..................................................................... 64
11.2.1 Successful Defense by Agent ..................................................................................................... 64
11.2.2 Settlement or Unsuccessful Defense by Agent .......................................................................... 64
SECTION 11.3 ACTIONS BROUGHT BY PERSONS OTHER THAN THE CORPORATION ............................................ 64
11.3.1 Scope of Indemnification in Third Party Proceedings ............................................................... 64
11.3.2 Required Standard of Conduct for Indemnification in Third Party Proceedings ....................... 64
SECTION 11.4 ACTION BROUGHT BY OR ON BEHALF OF THE CORPORATION ................................................... 65
11.4.1 Scope of Indemnification in Proceeding By or On Behalf Of the Corporation ......................... 65
11.4.2 Required Standard of Conduct for Indemnification in Proceeding By or On Behalf Of the
Corporation .................................................................................................................................................... 65
11.4.3 Claims Settled Out of Court ....................................................................................................... 65
11.4.4 Claims and Suits Awarded Against Agent ................................................................................. 65
SECTION 11.5 DETERMINATION OF AGENT’S GOOD FAITH CONDUCT ............................................................... 65
SECTION 11.6 LIMITATIONS ............................................................................................................................... 66
SECTION 11.7 ADVANCE OF EXPENSES .............................................................................................................. 66
SECTION 11.8 CONTRACTUAL RIGHTS OF NON-DIRECTORS AND NON-OFFICERS ............................................. 66
SECTION 11.9 INSURANCE .................................................................................................................................. 66
ARTICLE 12 CORPORATE RECORDS, REPORTS AND SEAL ............................................................ 66
SECTION 12.1 MINUTE BOOK ............................................................................................................................. 66
SECTION 12.2 BOOKS AND RECORDS OF ACCOUNT ........................................................................................... 66
SECTION 12.3 ARTICLES OF INCORPORATION AND BYLAWS .............................................................................. 66
SECTION 12.4 MAINTENANCE AND INSPECTION OF FEDERAL TAX EXEMPTION APPLICATION AND ANNUAL
INFORMATION RETURNS .......................................................................................................................................... 67
SECTION 12.5 ANNUAL REPORT; STATEMENT OF CERTAIN TRANSACTIONS ..................................................... 67
SECTION 12.6 DIRECTORS’ RIGHTS OF INSPECTION ........................................................................................... 67
SECTION 12.7 CORPORATE SEAL ....................................................................................................................... 67
ARTICLE 13 EXECUTION OF INSTRUMENTS, DEPOSITS AND FUNDS ......................................... 68
SECTION 13.1 EXECUTION OF INSTRUMENTS ..................................................................................................... 68
SECTION 13.2 CHECKS AND NOTES .................................................................................................................... 68
SECTION 13.3 DEPOSITS ..................................................................................................................................... 68
SECTION 13.4 GIFTS ........................................................................................................................................... 68
ARTICLE 14 CONSTRUCTION AND DEFINITIONS .............................................................................. 68
ARTICLE 15 AMENDMENTS ....................................................................................................................... 68
SECTION 15.1 AMENDMENT BY DIRECTORS ...................................................................................................... 68
CERTIFICATE OF SECRETARY .......................................................................................................................... 69

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DEFINED TERMS USED IN THIS DOCUMENT

“annual meeting” – Section 7.5
“Articles of Incorporation” – Section 7.2
“Attorney General” – Section 7.4.4
“Board” – Section 7.2
“California Nonprofit Corporation Law” – Section 3.1
“Chairperson” – Section 9.6.1
“Code” –Section 4.2
“Committees” – Section 8.1
“Corporation” – Section 1.1
“Directors” – Section 7.1.1
“e-mail” – Section 7.7.1
“Officers” – Section 9.1
“President” – Section 9.6.2
“Secretary” – Section 9.6.4
“Treasurer” – Section 9.6.5
“Vice President” – Section 9.6.3
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ARTICLE 1 NAME

Section 1.1 Corporate Name1F
The name of this corporation is Employed! A Supported Re-Entry Program (the “Corporation”).

ARTICLE 2 OFFICES

Section 2.1 Principal Office2F
The principal office for the transaction of the business of the Corporation may be established at any
place or places within or without the State of California by resolution of the Board.

Section 2.2 Other Offices3F
The Board may at any time establish branch or subordinate offices at any place or places where the
Corporation is qualified to transact business.

ARTICLE 3 PURPOSES

Section 3.1 General Purpose4F
The Corporation is a nonprofit public benefit corporation and is not organized for the private gain
of any person. It is organized under the Nonprofit Corporation Law of California (“California
Nonprofit Corporation Law”) for public purposes.

Section 3.2 Specific Purpose5F
The specific purpose of the Corporation shall include without limitation, provide supported
employment and re-entry services.

ARTICLE 4 LIMITATIONS

Section 4.1 Political Activities6F
The Corporation has been formed under California Nonprofit Corporation Law for the charitable
purposes described in Article 3, and it shall be nonprofit and nonpartisan. No substantial part of the
activities of the Corporation shall consist of carrying on propaganda, or otherwise attempting to
influence legislation, and the Corporation shall not participate in or intervene in any political
campaign (including the publishing or distribution of statements) on behalf of, or in opposition to,
any candidate for public office.

Section 4.2 Prohibited Activities7F
The Corporation shall not, except in any insubstantial degree, engage in any activities or exercise
any powers that are not in furtherance of the purposes described in Article 3. The Corporation may
not carry on any activity for the profit of its Officers, Directors or other private persons or distribute
any gains, profits or dividends to its Officers, Directors or other persons as such. Furthermore,
nothing in Article 3 shall be construed as allowing the Corporation to engage in any activity not
permitted to be carried on (i) by a corporation exempt from federal income tax under
section 501(c)(3) of the Internal Revenue Code of 1986, as amended (the “Code”) or (ii) by a
corporation, contributions to which are deductible under section 170(c)(2) of the Code.

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ARTICLE 5 DEDICATION OF ASSETS

Section 5.1 Property Dedicated to Nonprofit Purposes8F
The property of the Corporation is irrevocably dedicated to public purposes. No part of the net
income or assets of the Corporation shall ever inure to the benefit of any of its Directors or Officers,
or to the benefit of any private person, except that the Corporation is authorized and empowered to
pay reasonable compensation for services rendered and to make payments and distributions in
furtherance of the purposes set forth in Article 3 hereof.

Section 5.2 Distribution of Assets Upon Dissolution9F
Upon the dissolution or winding up of the Corporation, its assets remaining after payment, or
provision for payment, of all debts and liabilities of the Corporation shall be distributed to a
nonprofit fund, foundation, or corporation which is organized and operated exclusively for public
purposes and which has established its tax exempt status under Section 501(c)(3) of the Code.

ARTICLE 6 MEMBERSHIPS

Section 6.1 Members10F
The Corporation shall have no members within the meaning of section 5056 of the California
Nonprofit Corporation Law.

Section 6.2 Non-Voting Members
The Board may adopt policies and procedures for the admission of associate members or other
designated members who shall have no voting rights in the Corporation. Such associate or other
members are not “members” of the Corporation as defined in section 5056 of the California
Nonprofit Corporation Law.

ARTICLE 7 DIRECTORS11F

Section 7.1 Number and Qualifications12F

7.1.1 Number
[The authorized number of directors of the Corporation (“Directors”) shall be not less than 5 or
more than 15; the exact authorized number to be fixed, within these limits, by resolution of the
Board.]

7.1.2 Qualifications13F
The Board shall make reasonable efforts to include Directors who represent the diversity of the
State of California, including, but not limited to, factors such as race, age, ethnicity, gender, or
geography. Directors shall support the goals, philosophies and objectives of the Corporation and
the laws and regulations under which it is founded.

A director shall not: (a) engage in any activity that is directly contrary to the interests of the
Corporation; (b) engage in the misrepresentation of the Corporation and its policies to outside
third parties, either willfully, or on a repeated basis; or (c) be disruptive or unprofessional during
3 or more board meetings or exhibit behavior that is deemed to be detrimental to the function of
the board meeting; (d) violate any other qualification or requirement for board service that has
been adopted by resolution of the Board of Directors prior to the commencement of that director’s
term of office, if that director was notified of such qualification or requirement at the
commencement of his or her term of office.

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Section 7.2 Corporate Powers Exercised by Board14F
Subject to the provisions of the Articles of Incorporation of the Corporation (the “Articles of
Incorporation”), California Nonprofit Corporation Law and any other applicable laws, the business
and affairs of the Corporation shall be managed, and all corporate powers shall be exercised, by or
under the direction of the board of Directors (the “Board”). The Board may delegate the
management of the activities of the Corporation to any person or persons, management company or
committee however composed, provided that the activities and affairs of the Corporation shall be
managed, and all corporate powers shall be exercised under the ultimate direction of the Board.

Section 7.3 Terms; Election of Successors15F
Directors shall be elected at each annual meeting of the Board for 1-year terms. Each Director,
including a Director elected to fill a vacancy, shall hold office until the expiration of the term for
which he or she was elected and until the election and qualification of a successor, or until that
Director’s earlier resignation or removal in accordance with these Bylaws and California Nonprofit
Corporation Law.16 By resolution, the Board may arrange for terms to be staggered.

Section 7.4 Vacancies

7.4.1 Events Causing Vacancy18F
A vacancy or vacancies on the Board shall be deemed to exist on the occurrence of the following:
(i) the death, resignation, or removal of any Director; (ii) whenever the number of authorized
Directors is increased; or (iii) the failure of the Board, at any meeting at which any Director or
Directors are to be elected, to elect the full authorized number of Directors.

7.4.2 Removal19F
The Board may by resolution declare vacant the office of a Director who has been declared of
unsound mind by an order of court, or convicted of a felony, or found by final order or judgment of
any court to have breached a duty under California Nonprofit Corporation Law.

The Board may by resolution declare vacant the office of a director who fails to attend 3 consecutive
Board meetings during any calendar year.

The Board may by a majority vote of the Directors who meet all of the required qualifications to be
a Director set forth in Section 7.1.2, declare vacant the office of any Director who fails or ceases to
meet any required qualification that was in effect at the beginning of that Director’s current term
of office.

Directors may be removed without cause by a majority of Directors then in office.

7.4.3 No Removal on Reduction of Number of Directors20F
No reduction of the authorized number of Directors shall have the effect of removing any Director
before that Director’s term of office expires unless the reduction also provides for the removal of
that specified Director in accordance with these Bylaws and California Nonprofit Corporation Law.

7.4.4 Resignations21F
Except as provided in this Section 7.4.4, any Director may resign by giving written notice to the
Chairperson, the President, the Secretary, or the Board. Such a written resignation will be effective
on the later of (i) the date it is delivered or (ii) the time specified in the written notice that the
resignation is to become effective. No Director may resign if the Corporation would then be left
without a duly elected Director or Directors in charge of its affairs, except upon notice to the
California Attorney General (the “Attorney General”).

7.4.5 Election to Fill Vacancies22F
If there is a vacancy on the Board, including a vacancy created by the removal of a Director, the
Board may fill such vacancy by electing an additional director as soon as practicable after the
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vacancy occurs. If the number of Directors then in office is less than a quorum, additional directors
may be elected to fill such vacancies by (i) the unanimous written consent of the Directors then in
office, (ii) the affirmative vote of a majority of the Directors in office at a meeting held according
to notice or waivers complying with section 5211 of the California Nonprofit Corporation Law, or
(iii) a sole remaining Director.

Section 7.5 Regular Meetings23F
Each year, the Board shall hold at least one meeting, at a time and place fixed by the Board, for the
purposes of election of Directors, appointment of Officers, review and approval of the corporate
budget and transaction of other business. This meeting is sometimes referred to in these Bylaws as
the “annual meeting.” Other regular meetings of the Board may be held at such time and place as
the Board may fix from time to time by resolution.24F

Section 7.6 Special Meetings25F
Special meetings of the Board for any purpose may be called at any time by the Chairperson, or the
President, or the Vice President (if any), or the Secretary, or any two Directors.

Section 7.7 Notice of Meetings

7.7.1 Manner of Giving26F
Except when the time and place of a regular meeting is set by the Board by resolution in advance
(as permitted by Section 7.5), notice of the time and place of all regular and special meetings shall
be given to each Director by one of the following methods:

(a) Personal delivery of oral or written notice;

(b) First-class mail, postage paid;

(c) Telephone, including a voice messaging system or other system or technology designed to
record and communicate messages; or

(d) Facsimile, electronic mail (“e-mail”) or other means of electronic transmission if the recipient
has consented to accept notices in this manner.

All such notices shall be given or sent to the Director’s address, phone number, facsimile number
or e-mail address as shown on the records of the Corporation. Any oral notice given personally or
by telephone may be communicated directly to the Director or to a person who would reasonably
be expected to promptly communicate such notice to the Director. Notice of regular meetings may
be given in the form of a calendar or schedule that sets forth the date, time and place of more than
one regular meeting.

7.7.2 Time Requirements27F
Notices sent by first-class mail shall be deposited into a United States mailbox at least four days
before the time set for the meeting. Notices given by personal delivery, telephone, voice messaging
system or other system or technology designed to record and communicate messages, facsimile, e-
mail or other electronic transmission shall be delivered at least 48 hours before the time set for the
meeting.

7.7.3 Notice Contents28F
The notice shall state the time and place for the meeting, except that if the meeting is scheduled to
be held at the principal office of the Corporation, the notice shall be valid even if no place is
specified. The notice need not specify the purpose of the meeting unless required to elsewhere in
these Bylaws.

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Section 7.8 Place of Board Meetings29F
Regular and special meetings of the Board may be held at any place within or outside the state that
has been designated in the notice of the meeting, or, if not stated in the notice or, if there is no notice,
designated by resolution of the Board. If the place of a regular or special meeting is not designated
in the notice or fixed by a resolution of the Board, it shall be held at the principal office of the
Corporation.

7.8.1 Meetings by Telephone or Similar Communication Equipment30F
Any meeting may be held by conference telephone or other communications equipment permitted
by California Nonprofit Corporation Law, as long as all Directors participating in the meeting can
communicate with one another and all other requirements of California Nonprofit Corporation Law
are satisfied. All such Directors shall be deemed to be present in person at such meeting.

Section 7.9 Quorum and Action of the Board

7.9.1 Quorum31F
A majority of Directors then in office (but no fewer than two Directors or one-fifth of the authorized
number in Section 7.1.1, whichever is greater) shall constitute a quorum for the transaction of
business, except to adjourn as provided in Section 7.11.

7.9.2 Minimum Vote Requirements for Valid Board Action32F
Every act taken or decision made by a vote of the majority of the Directors present at a meeting duly
held at which a quorum is present is the act of the Board, unless a greater number is expressly
required by California Nonprofit Corporation Law, the Articles of Incorporation or these Bylaws.
A meeting at which a quorum is initially present may continue to transact business, notwithstanding
the withdrawal of Directors from the meeting, if any action taken is approved by at least a majority
of the required quorum for that meeting.

7.9.3 When a Greater Vote Is Required for Valid Board Action33F
The following actions shall require a vote by a majority of all Directors then in office in order to be
effective:

(a) Approval of contracts or transactions in which a Director has a direct or indirect material
financial interest as described in Section 10.1 (provided that the vote of any interested
Director(s) is not counted);

(b) Creation of, and appointment to, Committees (but not advisory committees) as described in
Section 8.1; and

(c) Removal of a Director without cause as described in Section 7.4.2

Section 7.10 Waiver of Notice34F
The transactions of any meeting of the Board, however called and noticed or wherever held, shall
be as valid as though taken at a meeting duly held after regular call and notice, if (i) a quorum is
present, and (ii) either before or after the meeting, each of the Directors who is not present at the
meeting signs a written waiver of notice, a consent to holding the meeting, or an approval of the
minutes. The waiver of notice or consent does not need to specify the purpose of the meeting. All
waivers, consents, and approvals shall be filed with the corporate records or made a part of the
minutes of the meeting. Also, notice of a meeting is not required to be given to any Director who
attends the meeting without protesting before or at its commencement about the lack of adequate
notice. Directors can protest the lack of notice only by presenting a written protest to the Secretary
either in person, by first-class mail addressed to the Secretary at the principal office of the
Corporation as contained on the records of the Corporation as of the date of the protest, or by
facsimile addressed to the facsimile number of the Corporation as contained on the records of the
Corporation as of the date of the protest.

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Section 7.11 Adjournment35F
A majority of the Directors present, whether or not constituting a quorum, may adjourn any meeting
to another time and place.

Section 7.12 Notice of Adjournment36F
Notice of the time and place of holding an adjourned meeting need not be given, unless the meeting
is adjourned for more than 24 hours, in which case personal notice of the time and place shall be
given before the time of the adjourned meeting to the Directors who were not present at the time of
the adjournment.

Section 7.13 Conduct of Meetings37F
Meetings of the Board shall be presided over by the Chairperson, or, if there is no Chairperson or
the Chairperson is absent, the President or, if the President and Chairperson are both absent, by the
Vice President (if any) or, in the absence of each of these persons, by a chairperson of the meeting,
chosen by a majority of the Directors present at the meeting. The Secretary shall act as secretary of
all meetings of the Board, provided that, if the Secretary is absent, the presiding officer shall appoint
another person to act as secretary of the meeting. Meetings shall be governed by rules of procedure
as may be determined by the Board from time to time, insofar as such rules are not inconsistent with
or in conflict with these Bylaws, with the Articles, or with any provisions of law applicable to the
Corporation.

Section 7.14 Action Without Meeting38F
Any action required or permitted to be taken by the Board may be taken without a meeting, if all
members of the Board, individually or collectively, consent in writing to the action. For the purposes
of this Section 7.14 only, “all members of the Board” shall not include any “interested Director” as
defined in section 5233 of the California Nonprofit Corporation Law. Such written consent shall
have the same force and effect as a unanimous vote of the Board taken at a meeting. Such written
consent or consents shall be filed with the minutes of the proceedings of the Board.

Written consent may be transmitted by first-class mail, messenger, courier, facsimile, e-mail or any
other reasonable method satisfactory to the Chairperson or the President.

Section 7.15 Fees and Compensation of Directors39F
The Corporation shall not pay any compensation to Directors for services rendered to the
Corporation as Directors, except that Directors may be reimbursed for expenses incurred in the
performance of their duties to the Corporation, in reasonable amounts as approved by the Board.

Also, Directors may not be compensated for rendering services to the Corporation in a capacity
other than as Directors, unless such compensation is reasonable and further provided that not more
than 49% of the persons serving as Directors may be “interested persons” which, for purposes of
this Section 7.15 only, means:

(a) any person currently being compensated by the Corporation for services rendered to it within
the previous 12 months, whether as a full or part-time Officer or other employee, independent
contractor, or otherwise, excluding any reasonable compensation paid to a Director as
Director; or

(b) any brother, sister, ancestor, descendant, spouse, brother-in-law, sister-in-law, son-in-law,
daughter-in-law, mother-in-law, or father-in-law of any such person.

Section 7.16 Non-Liability of Directors40F
The Directors shall not be personally liable for the debts, liabilities, or other obligations of the
Corporation.

Section 7.17 Emergency Bylaws41F

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7.17.1 When Applicable
Notwithstanding anything to the contrary herein, Section 7.17 applies solely during an emergency,
which is the limited period of time during which a quorum cannot be readily convened for action as
a result of the following events or circumstances until the event or circumstance has subsided or
ended and a quorum can be readily convened in accordance with the notice and quorum
requirements in Sections 7.7 and 7.9:

(a) A natural catastrophe, including, but not limited to, a hurricane, tornado, storm, high water,
wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide,
snowstorm, or drought, or, regardless of cause, any fire, flood, or explosion;
(b) An attack on this state or nation by an enemy of the United States of America, or on receipt
by this state of a warning from the federal government indicating that an enemy attack is
probable or imminent;
(c) An act of terrorism or other manmade disaster that results in extraordinary levels of casualties
or damage or disruption severely affecting the infrastructure, environment, economy,
government function, or population, including, but not limited to, mass evacuations; or
(d) A state of emergency proclaimed by the governor of the state in which one or more Directors
are resident, or by the President of the United States.

7.17.2 Emergency Actions
In anticipation of or during an emergency, the Board may take either or both of the following actions
necessary to conduct the Corporation’s ordinary business operations and affairs:

(a) Modify lines of succession to accommodate the incapacity of any director, officer, employee,
or agent resulting from the emergency;
(b) Relocate the principal office or authorize the officers to do so.

During an emergency, the Board may take either or both of the following actions necessary to
conduct the Corporation’s ordinary business operations and affairs:

(a) Give notice to a Director or Directors in any practicable manner under the circumstances
when notice of a meeting of the Board cannot be given to that Director or Directors in the
manner prescribed by Section 7.7
(b) Deem that one or more officers present at a board meeting is a Director, in order of rank and
within the same rank in order of seniority, as necessary to achieve a quorum.

During an emergency the Board may not take any action that is not in the Corporation’s ordinary
course of business. Any actions taken in good faith during an emergency under this section bind the
Corporation and may not be used to impose liability on a director, officer, employee, or agent. All
provisions of the regular bylaws consistent with these emergency bylaws shall remain effective
during the emergency.

ARTICLE 8 COMMITTEES

Section 8.1 Committees of Directors42F
The Board may, by resolution adopted by a majority of the Directors then in office, create one or
more Board Committees (“Committees”), including an executive committee, each consisting of two
or more Directors, to serve at the discretion of the Board. Any Committee, to the extent provided in
the resolution of the Board, may be given the authority of the Board except that no Committee may:

(a) approve any action for which the California Nonprofit Public Benefit Corporation Law also
requires approval of the members or approval of a majority of all members;

(b) fill vacancies on the Board or in any Committee which has the authority of the Board;

(c) fix compensation of the Directors for serving on the Board or on any Committee;
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(d) amend or repeal Bylaws or adopt new Bylaws;

(e) amend or repeal any resolution of the Board which by its express terms is not so amendable
or repealable;

(f) appoint any other Committees or the members of these Committees;

(g) expend corporate funds to support a nominee for Director after more persons have been
nominated than can be elected; or

(h) approve any transaction (i) between the Corporation and one or more of its Directors or
(ii) between the Corporation and any entity in which one or more of its Directors have a
material financial interest unless the conditions of Section 10.1.2.2 are satisfied.

Section 8.2 Meetings and Action of Board Committees43F
Meetings and action of Committees shall be governed by, and held and taken in accordance with,
the provisions of Article 7 concerning meetings of Directors, with such changes in the context of
Article 7 as are necessary to substitute the Committee and its members for the Board and its
members, except that the time for regular meetings of Committees may be determined by resolution
of the Board, and special meetings of Committees may also be called by resolution of the Board.
Minutes shall be kept of each meeting of any Committee and shall be filed with the corporate
records. The Committee shall report to the Board from time to time as the Board may require. The
Board may adopt rules for the governance of any Committee not inconsistent with the provisions by
these Bylaws. In the absence of rules adopted by the Board, the Committee may adopt such rules.

Section 8.3 Quorum Rules for Board Committees44F
A majority of the Committee members shall constitute a quorum for the transaction of Committee
business, except to adjourn. A majority of the Committee members present, whether or not
constituting a quorum, may adjourn any meeting to another time and place. Every act taken or
decision made by a majority of the Committee members present at a meeting duly held at which a
quorum is present shall be regarded as an act of the Committee, subject to the provisions of the
California Nonprofit Corporation Law relating to actions that require a majority vote of the entire
Board. A meeting at which a quorum is initially present may continue to transact business,
notwithstanding the withdrawal of Committee members, if any action taken is approved by at least
a majority of the required quorum for that meeting.

Section 8.4 Revocation of Delegated Authority45F
The Board may, at any time, revoke or modify any or all of the authority that the Board has delegated
to a Committee, increase or decrease (but not below two) the number of members of a Committee,
and fill vacancies in a Committee from the members of the Board.

Section 8.5 Nonprofit Integrity Act/Audit Committee46F
In any fiscal year in which the Corporation receives or accrues gross revenues of two million dollars
or more (excluding grants from, and contracts for services with, governmental entities for which the
governmental entity requires an accounting of the funds received), the Board shall (i) prepare annual
financial statements using generally accepted accounting principles that are audited by an
independent certified public accountant (“CPA”) in conformity with generally accepted auditing
standards; (ii) make the audit available to the Attorney General and to the public on the same basis
that the Internal Revenue Service Form 990 is required to be made available; and (iii) appoint an
Audit Committee.47F

The Audit Committee shall not include paid or unpaid staff or employees of the Corporation,
including, if staff members or employees, the President or chief executive officer or the Treasurer
or chief financial officer (if any). If there is a finance committee, members of the finance committee
shall constitute less than 50% of the membership of the Audit Committee and the chairperson of the
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Audit Committee shall not be a member of the finance committee. Subject to the supervision of the
Board, the Audit Committee shall:

(a) make recommendations to the Board on the hiring and firing of the CPA;

(b) confer with the CPA to satisfy Audit Committee members that the financial affairs of the
Corporation are in order;

(c) approve non-audit services by the CPA and ensure such services conform to standards in the
Yellow Book issued by the United States Comptroller General; and

(d) if requested by the Board, negotiate the CPA’s compensation on behalf of the Board.

Section 8.6 Advisory Committees48F
The Board may create one or more advisory committees to serve at the pleasure of the Board.
Appointments to such advisory committees need not, but may, be Directors. The Board shall appoint
and discharge advisory committee members. All actions and recommendations of an advisory
committee shall require ratification by the Board before being given effect.

ARTICLE 9 OFFICERS49F

Section 9.1 Officers50F
The officers of the Corporation (“Officers”) shall be either a President or a Chairperson, or both, a
Secretary, and a Treasurer or chief financial officer, or both. Other than the Chairperson, these
persons may, but need not be, selected from among the Directors.51F The Board shall have the power
to designate additional Officers, including a Vice President, who also need not be Directors, with
such duties, powers, titles and privileges as the Board may fix, including such Officers as may be
appointed in accordance with Section 9.6.6. Any number of offices may be held by the same person,
except that the Secretary, the Treasurer and the chief financial officer (if any) may not serve
concurrently as either the President or the Chairperson.

Section 9.2 Election of Officers52F
The Officers, except those appointed in accordance with Section 9.6.6, shall be elected by the Board
at the annual meeting of the Corporation for a term of one year, and each shall serve at the discretion
of the Board until his or her successor shall be elected, or his or her earlier resignation or removal.
Officers may be elected for consecutive terms.

Section 9.3 Removal of Officers53F
Subject to the rights, if any, of an Officer under any contract of employment, any Officer may be
removed, with or without cause, (i) by the Board, at any regular or special meeting of the Board, or
at the annual meeting of the Corporation, or (ii) by an Officer on whom such power of removal may
be conferred by the Board.

Section 9.4 Resignation of Officers
Any Officer may resign at any time by giving written notice to the Corporation. Any resignation
shall take effect at the date of the receipt of that notice or at any later time specified in that notice;
and, unless otherwise specified in that notice, the acceptance of the resignation shall not be necessary
to make it effective. Any resignation is without prejudice to the rights, if any of the Corporation
under any contract to which the Officer is a party.

Section 9.5 Vacancies in Offices
A vacancy in any office because of death, resignation, removal, disqualification, or any other cause
shall be filled in the manner prescribed in these Bylaws for regular appointments to that office,
provided that such vacancies shall be filled as they occur and not on an annual basis. In the event of
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a vacancy in any office other than the President or one appointed in accordance with Section 9.6.6,
such vacancy shall be filled temporarily by appointment by the President, or if none, by the
Chairperson, and the appointee shall remain in office for 60 days, or until the next regular meeting
of the Board, whichever comes first. Thereafter, the position can be filled only by action of the
Board.

Section 9.6 Responsibilities of Officers

9.6.1 Chairperson of the Board54F
The chairperson of the Board (the “Chairperson”), if any, shall be a Director and shall preside at
meetings of the Board and exercise and perform such other powers and duties as may from time to
time be assigned to him by the Board or prescribed by these Bylaws. If the Board designates both a
Chairperson and a President, the Board shall, by resolution, establish the specific duties carried by
each position.

9.6.2 President55F
The president of the Corporation (the “President”) shall, if there is no Chairperson, or in the
Chairperson’s absence, preside at meetings of the Board and exercise and perform such other powers
and duties as may from time to time be assigned to him by the Board or prescribed by these Bylaws.
If no other person is designated as the chief executive, the President shall, in addition, be the chief
executive and shall have the powers and duties prescribed in Section 9.7.

9.6.3 Vice President56F
The vice president of the Corporation (the “Vice President”) shall, in the absence or disability of the
President, perform all the duties of the President and, when so acting, have all the powers of and be
subject to all the restrictions upon, the President. The Vice President shall have such other powers
and perform such other duties as may be prescribed by the Board.

9.6.4 Secretary
The secretary of the Corporation (the “Secretary”) shall attend to the following:
9.6.4.1 Bylaws
The Secretary shall certify and keep or cause to be kept at the principal office of the
Corporation the original or a copy of these Bylaws as amended to date.
9.6.4.2 Minute Book57F
The Secretary shall keep or cause to be kept a minute book as described in Section 12.1.
9.6.4.3 Notices
The Secretary shall give, or cause to be given, notice of all meetings of the Board in
accordance with these Bylaws.
9.6.4.4 Corporate Records
Upon request, the Secretary shall exhibit or cause to be exhibited at all reasonable times to
any Director, or to his or her agent or attorney, these Bylaws and the minute book.
9.6.4.5 Corporate Seal and Other Duties
The Secretary shall keep or cause to be kept the seal of the Corporation, if any, in safe
custody, and shall have such other powers and perform such other duties incident to the
office of Secretary as may be prescribed by the Board or these Bylaws.

9.6.5 Treasurer58F
The treasurer of the Corporation (the “Treasurer”) shall attend to the following:
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9.6.5.1 Books of Account
The Treasurer shall keep and maintain, or cause to be kept and maintained, adequate and
correct books and records of accounts of the properties and transactions of the Corporation,
including accounts of its assets, liabilities, receipts, disbursements, gains, losses, capital,
retained earnings, and other matters customarily included in financial statements. The
books of account shall be open to inspection by any Director at all reasonable times.
9.6.5.2 Financial Reports
The Treasurer shall prepare, or cause to be prepared, and certify, or cause to be certified,
the financial statements to be included in any required reports.
9.6.5.3 Deposit and Disbursement of Money and Valuables
The Treasurer shall deposit, or cause to be deposited, all money and other valuables in the
name and to the credit of the Corporation with such depositories as may be designated by
the Board; shall disburse, or cause to be disbursed, the funds of the Corporation as may be
ordered by the Board; shall render, or cause to be rendered to the President and Directors,
whenever they request it, an account of all of his or her transactions as Treasurer and of the
financial condition of the Corporation; and shall have other powers and perform such other
duties incident to the office of Treasurer as may be prescribed by the Board or these
Bylaws.
9.6.5.4 Bond
If required by the Board, the Treasurer shall give the Corporation a bond in the amount and
with the surety or sureties specified by the Board for faithful performance of the duties of
his office and for restoration to the Corporation of all its books, papers, vouchers, money,
and other property of every kind in his possession or under his control on his death,
resignation, retirement, or removal from office.

9.6.6 Additional Officers59F
The Board may empower the Chairperson, President, or chief executive, to appoint or remove such
other Officers as the business of the Corporation may require, each of whom shall hold office for
such period, have such authority, and perform such duties as are provided in these Bylaws or as the
Board from time to time may determine.

Section 9.7 Chief Executive60F
Subject to such supervisory powers as may be given by the Board to the Chairperson or President,
the Board may hire a chief executive who shall be the general manager of the Corporation, and
subject to the control of the Board, shall supervise, direct and control the Corporation's day-to-day
activities, business and affairs. The chief executive (who may be referred to as the “chief executive
officer” or “executive director” shall be empowered to hire, supervise and fire all of the employees
of the Corporation, under such terms and having such job responsibilities as the chief executive shall
determine in his or her sole discretion, subject to the rights, if any, of the employee under any
contract of employment. The chief executive may delegate his or her responsibilities and powers
subject to the control of the Board. He or she shall have such other powers and duties as may be
prescribed by the Board or these Bylaws. Additionally, the Board may, by resolution, appoint the
chief executive as an Officer.

Section 9.8 Compensation of Officers

9.8.1 Salaries Fixed by Board
The salaries of Officers, if any, shall be fixed from time to time by resolution of the Board or by the
person or Committee to whom the Board has delegated this function, and no Officer shall be
prevented from receiving such salary by reason of the fact that he or she is also a Director, provided,
however, that such compensation paid to a Director for serving as an Officer shall only be allowed
if permitted under the provisions of Section 7.15. In all cases, any salaries received by Officers shall
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be reasonable and given in return for services actually rendered for the Corporation which relate to
the performance of the public benefit purposes of the Corporation. No salaried Officer serving as a
Director shall be permitted to vote on his or her own compensation as an Officer.

9.8.2 Fairness of Compensation61F
The Board shall periodically review the fairness of compensation, including benefits, paid to every
person, regardless of title, with powers, duties, or responsibilities comparable to the president, chief
executive officer, treasurer, or chief financial officer (i) once such person is hired, (ii) upon any
extension or renewal of such person’s term of employment, and (iii) when such person’s
compensation is modified (unless all employees are subject to the same general modification of
compensation).

ARTICLE 10 TRANSACTIONS BETWEEN CORPORATION AND DIRECTORS OR OFFICERS62F

Section 10.1 Transactions with Directors and Officers63F

10.1.1 Interested Party Transactions
Except as described in Section 10.1.2, the Corporation shall not be a party to any transaction:

(a) in which one or more of its Directors or Officers has a material financial interest, or

(b) with any corporation, firm, association, or other entity in which one or more Directors or
Officers has a material financial interest.

10.1.2 Requirements to Authorize Interested Party Transactions

10.1.2.1 By the Board of Directors
The Corporation shall not be a party to any transaction described in 10.1.1 unless:

(a) the Corporation enters into the transaction for its own benefit;

(b) the transaction is fair and reasonable to the Corporation at the time the transaction is entered
into;

(c) prior to consummating the transaction or any part thereof, the Board authorizes or approves
the transaction in good faith, by a vote of a majority of Directors then in office (without
counting the vote of the interested Directors), and with knowledge of the material facts
concerning the transaction and the interested Director’s or Officer’s financial interest in the
transaction;

(d) prior to authorizing or approving the transaction, the Board considers and in good faith
determines after reasonable investigation that the Corporation could not obtain a more
advantageous arrangement with reasonable effort under the circumstances; and

(e) the minutes of the Board meeting at which such action was taken reflect that the Board
considered and made the findings described in paragraphs (a) through (d) of this Section
10.1.2.
10.1.2.2 By a Committee
A Committee shall not approve a transaction described in 10.1.1 unless:

(a) the Committee approves the transaction in a manner consistent with the standards set forth in
section 10.1.2.1;
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(b) it was not reasonably practicable to obtain approval of the transaction by the Board prior to
entering into the transaction; and

(c) the Board, after determining in good faith that the two above-enumerated conditions of this
section 10.1.2.2 are satisfied, ratifies the transaction at its next meeting by a vote of the majority
of the Directors in office without counting the vote of the interested Director or Directors.

10.1.3 Material Financial Interest6
A Director or Officer shall not be deemed to have a “material financial interest” in a transaction:

(a) that fixes the compensation of a Director as a Director or Officer;

(b) if the contract or transaction is part of a public or charitable program of the Corporation and
it (1) is approved or authorized by the Corporation in good faith and without unjustified
favoritism, and (2) results in a benefit to one or more Directors or their families only because
they are in the class of persons intended to be benefited by the program; or

(c) where the interested Director has no actual knowledge of the transaction and it does not
exceed the lesser of one percent of the gross receipts of the corporation for the preceding year
or $100,000.

Section 10.2 Loans to Directors and Officers65F
The Corporation shall not make any loan of money or property to or guarantee the obligation of any
Director or Officer, unless approved by the Attorney General; except that the Corporation may
advance money to a Director or Officer for expenses reasonably anticipated to be incurred in the
performance of duties of such Director or Officer, if in the absence of such advance, such Director
or Officer would be entitled to be reimbursed for such expenses by the Corporation.

The limitation above does not apply if (i) the loan is necessary, in the judgment of the Board, to
provide financing for the purchase of the principal residence of an Officer in order to secure the
services of (or continued services of) the Officer and the loan is secured by real property located in
California; or (ii) the loan is for the payment of premiums on a life insurance policy on the life of a
Director or Officer and repayment to the Corporation of the amount paid by it is secured by the
proceeds of the policy and its cash surrender value.

Section 10.3 Interlocking Directorates66F
No contract or other transaction between the Corporation and any corporation, firm or association
of which one or more Directors are directors is either void or voidable because such Director(s) are
present at the Board or Committee meeting that authorizes, approves or ratifies the contract or
transaction, if (i) the material facts as to the transaction and as to such Director’s other directorship
are fully disclosed or known to the Board or Committee, and the Board or Committee authorizes,
approves or ratifies the contract or transaction in good faith by a vote sufficient without counting
the vote of the common Director(s) (subject to the quorum provisions of Article 7); or if (ii) the
contract or transaction is just and reasonable as to the Corporation at the time it is authorized,
approved or ratified.

Section 10.4 Duty of Loyalty; Construction with Article 1167F
Nothing in this Article 10 shall be construed to derogate in any way from the absolute duty of loyalty
that every Director and Officer owes to the Corporation. Furthermore, nothing in this Article 10
shall be construed to override or amend the provisions of Article 11. All conflicts between the two
articles shall be resolved in favor of Article 11.

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ARTICLE 11 INDEMNIFICATION OF DIRECTORS, OFFICERS, EMPLOYEES AND AGENTS68F

Section 11.1 Definitions69F
For purpose of this Article 11,

11.1.1 “Agent”
means any person who is or was a Director, Officer, employee, or other agent of the Corporation,
or is or was serving at the request of the Corporation as a Director, Officer, employee, or agent of
another foreign or domestic corporation, partnership, joint venture, trust, or other enterprise, or was
a Director, Officer, employee, or agent of a foreign or domestic corporation that was a predecessor
corporation of the Corporation or of another enterprise at the request of the predecessor corporation;

11.1.2 “Proceeding”
means any threatened, pending, or completed action or proceeding, whether civil, criminal,
administrative, or investigative; and

11.1.3 “Expenses”
includes, without limitation, all attorneys’ fees, costs, and any other expenses reasonably incurred
in the defense of any claims or proceedings against an Agent by reason of his or her position or
relationship as Agent and all attorneys’ fees, costs, and other expenses reasonably incurred in
establishing a right to indemnification under this Article 11.

Section 11.2 Applicability of Indemnification Provisions

11.2.1 Successful Defense by Agent
To the extent that an Agent has been successful on the merits in the defense of any proceeding
referred to in this Article 11, or in the defense of any claim, issue, or matter therein, the Agent shall
be indemnified against expenses actually and reasonably incurred by the Agent in connection with
the claim.

11.2.2 Settlement or Unsuccessful Defense by Agent
If an Agent either settles any proceeding referred to in this Article 11, or any claim, issue, or matter
therein, or sustains a judgment rendered against him, then the provisions of Section 11.3 through
Section 11.6 shall determine whether the Agent is entitled to indemnification.

Section 11.3 Actions Brought by Persons Other than the Corporation
This Section 11.3 applies to any proceeding other than an action “by or on behalf of the corporation”
as defined in Section 11.4. Such proceedings that are not brought by or on behalf of the Corporation
are referred to in this Section 11.3 as “Third Party proceedings.”

11.3.1 Scope of Indemnification in Third Party Proceedings70F
Subject to the required findings to be made pursuant to Section 11.3.2, the Corporation may
indemnify any person who was or is a party, or is threatened to be made a party, to any Third Party
proceeding, by reason of the fact that such person is or was an Agent, for all expenses, judgments,
fines, settlements, and other amounts actually and reasonably incurred in connection with the
proceeding.

11.3.2 Required Standard of Conduct for Indemnification in Third Party Proceedings71F
Any indemnification granted to an Agent in Section 11.3.1 above is conditioned on the following.
The Board must determine, in the manner provided in Section 11.5, that the Agent seeking
reimbursement acted in good faith, in a manner he or she reasonably believed to be in the best
interest of the Corporation, and, in the case of a criminal proceeding, he or she must have had no
reasonable cause to believe that his or her conduct was unlawful. The termination of any proceeding
by judgment, order, settlement, conviction, or on a plea of nolo contendere or its equivalent shall
not, of itself, create a presumption that the person did not act in good faith or in a manner he or she
EMPLOYED! A SUPPORTED REENTRY PROGRAM

65
reasonably believed to be in the best interest of the Corporation or that he or she had reasonable
cause to believe that his or her conduct was unlawful.

Section 11.4 Action Brought By or On Behalf Of the Corporation72F
This Section 11.4 applies to any proceeding brought (i) by or in the right of the Corporation, or (ii)
by an Officer, Director or person granted relator status by the Attorney General, or by the Attorney
General, on the ground that the defendant Director was or is engaging in self-dealing within the
meaning of section 5233 of the California Nonprofit Corporation Law, or (iii) by the Attorney
General or person granted relator status by the Attorney General for any breach of duty relating to
assets held in charitable trust (any such proceeding is referred to in these Bylaws as a proceeding
“by or on behalf of the Corporation”).

11.4.1 Scope of Indemnification in Proceeding By or On Behalf Of the Corporation
Subject to the required findings to be made pursuant to Section 11.4.2, and except as provided in
Sections 11.4.3 and 11.4.4, the Corporation may indemnify any person who was or is a party, or is
threatened to be made a party, to any proceeding by or on behalf of the Corporation, by reason of
the fact that such person is or was an Agent, for all expenses actually and reasonably incurred in
connection with the defense or settlement of such action.

11.4.2 Required Standard of Conduct for Indemnification in Proceeding By or On Behalf Of the
Corporation
Any indemnification granted to an Agent in Section 11.4.1 is conditioned on the following. The
Board must determine, in the manner provided in Section 11.5, that the Agent seeking
reimbursement acted in good faith, in a manner he or she believed to be in the best interest of the
Corporation and with such care, including reasonable inquiry, as an ordinarily prudent person in a
like position would use under similar circumstances.

11.4.3 Claims Settled Out of Court
If any Agent settles or otherwise disposes of a threatened or pending action brought by or on behalf
of the Corporation, with or without court approval, the Agent shall receive no indemnification for
amounts paid pursuant to the terms of the settlement or other disposition. Also, in cases settled or
otherwise disposed of without court approval, the Agent shall receive no indemnification for
expenses reasonably incurred in defending against the proceeding, unless the proceeding is settled
with the approval of the Attorney General.

11.4.4 Claims and Suits Awarded Against Agent
If any Agent is adjudged to be liable to the Corporation in the performance of the Agent’s duty to
the Corporation, the Agent shall receive no indemnification for amounts paid pursuant to the
judgment, and any indemnification of such Agent under Section 11.4.1 for expenses actually and
reasonably incurred in connection with the defense of that action shall be made only if both of the
following conditions are met:

(a) The determination of good faith conduct required by Section 11.4.2 must be made in the
manner provided for in Section 11.5; and

(b) Upon application, the court in which the action was brought must determine that, in view of
all of the circumstances of the case, the Agent is fairly and reasonably entitled to indemnity
for the expenses incurred. If the Agent is found to be so entitled, the court shall determine the
appropriate amount of expenses to be reimbursed.

Section 11.5 Determination of Agent’s Good Faith Conduct75F
The indemnification granted to an Agent in Section 11.3 and Section 11.4 is conditioned on the
findings required by those Sections being made by:

(a) the Board by a majority vote of a quorum consisting of Directors who are not parties to the
proceeding; or
EMPLOYED! A SUPPORTED REENTRY PROGRAM

66

(b) the court in which the proceeding is or was pending. Such determination may be made on
application brought by the Corporation or the Agent or the attorney or other person rendering
a defense to the Agent, whether or not the application by the Agent, attorney, or other person
is opposed by the Corporation.

Section 11.6 Limitations76F
No indemnification or advance shall be made under this Article 11, except as provided in
Section 11.2.1 or Section 11.5(b), in any circumstances when it appears:

(a) that the indemnification or advance would be inconsistent with a provision of the Articles of
Incorporation, as amended, or an agreement in effect at the time of the accrual of the alleged
cause of action asserted in the proceeding in which the expenses were incurred or other
amounts were paid, which prohibits or otherwise limits indemnification; or

(b) that the indemnification would be inconsistent with any condition expressly imposed by a
court in approving a settlement.

Section 11.7 Advance of Expenses77F
Expenses incurred in defending any proceeding may be advanced by the Corporation before the
final disposition of the proceeding on receipt of an undertaking by or on behalf of the Agent to repay
the amount of the advance unless it is determined ultimately that the Agent is entitled to be
indemnified as authorized in this Article 11.

Section 11.8 Contractual Rights of Non-Directors and Non-Officers
Nothing contained in this Article 11 shall affect any right to indemnification to which persons other
than Directors and Officers of the Corporation, or any of its subsidiaries, may be entitled by contract
or otherwise.

Section 11.9 Insurance79F
The Board may adopt a resolution authorizing the purchase and maintenance of insurance on behalf
of any Agent, as defined in this Article 11, against any liability asserted against or incurred by any
Agent in such capacity or arising out of the Agent’s status as such, whether or not the Corporation
would have the power to indemnify the Agent against the liability under the provisions of this Article
11.

ARTICLE 12 CORPORATE RECORDS, REPORTS AND SEAL

Section 12.1 Minute Book
The Corporation shall keep a minute book in written form which shall contain a record of all actions
by the Board or any committee including (i) the time, date and place of each meeting; (ii) whether
a meeting is regular or special and, if special, how called; (iii) the manner of giving notice of each
meeting and a copy thereof; (iv) the names of those present at each meeting of the Board or any
Committee thereof; (v) the minutes of all meetings; (vi) any written waivers of notice, consents to
the holding of a meeting or approvals of the minutes thereof; (vii) all written consents for action
without a meeting; (viii) all protests concerning lack of notice; and (ix) formal dissents from Board
actions.

Section 12.2 Books and Records of Account
The Corporation shall keep adequate and correct books and records of account. “Correct books and
records” includes but is not necessarily limited to: accounts of properties and transactions, its assets,
liabilities, receipts, disbursements, gains, and losses.

Section 12.3 Articles of Incorporation and Bylaws
The Corporation shall keep at its principal office, the original or a copy of the Articles of
Incorporation and Bylaws as amended to date.
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12.3.1 Maintenance and Inspection of Federal Tax Exemption Application and Annual Information
Returns81F
The Corporation shall at all times keep at its principal office a copy of its federal tax exemption
application and, for three years from their date of filing, its annual information returns. These
documents shall be open to public inspection and copying to the extent required by the Code.

Section 12.4 Annual Report; Statement of Certain Transactions82F
The Board shall cause an annual report to be sent to each Director within 120 days after the close of
the Corporation’s fiscal year containing the following information:

(a) The assets and liabilities of the Corporation, including the trust funds, as of the end of the
fiscal year;

(b) The principal changes in assets and liabilities, including trust funds, during the fiscal year;

(c) The revenue or receipts of the Corporation, both unrestricted and restricted to particular
purposes, for this fiscal year;

(d) The expenses or disbursements of the Corporation for both general and restricted purposes
during the fiscal year;

(e) A statement of any transaction (i) to which the Corporation, its parent, or its subsidiary was
a party, (ii) which involved more than $50,000 or which was one of a number of such
transactions with the same person involving, in the aggregate, more than $50,000, and (iii) in
which either of the following interested persons had a direct or indirect material financial
interest (a mere common directorship is not a financial interest):

(1) Any Director or Officer of the Corporation, its parent, or its subsidiary;

(2) Any holder of more than 10% of the voting power of the Corporation, its parent, or its
subsidiary.

The statement shall include: (i) a brief description of the transaction; (ii) the names of
interested persons involved; (iii) their relationship to the Corporation; (iv) the nature of their
interest in the transaction, and; (v) when practicable, the amount of that interest, provided
that, in the case of a partnership in which such person is a partner, only the interest of the
partnership need be stated.

(f) A brief description of the amounts and circumstances of any loans, guaranties,
indemnifications, or advances aggregating more than $10,000 paid during the fiscal year to
any Officer or Director under Article 10 or Article 11.

Section 12.5 Directors’ Rights of Inspection
Every Director shall have the absolute right at any reasonable time to inspect the books, records,
documents of every kind, and physical properties of the Corporation and each of its subsidiaries.
The inspection may be made in person or by the Director’s agent or attorney. The right of inspection
includes the right to copy and make extracts of documents.

Section 12.6 Corporate Seal84F
The corporate seal, if any, shall be in such form as may be approved from time to time by the Board.
Failure to affix the seal to corporate instruments, however, shall not affect the validity of any such
instrument.

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ARTICLE 13 EXECUTION OF INSTRUMENTS, DEPOSITS AND FUNDS

Section 13.1 Execution of Instruments85F
The Board, except as otherwise provided in these Bylaws, may by resolution authorize any Officer
or agent of the Corporation to enter into any contract or execute and deliver any instrument in the
name of and on behalf of the Corporation, and such authority may be general or confined to specific
instances. Unless so authorized, no Officer, agent, or employee shall have any power or authority
to bind the Corporation by any contract or engagement or to pledge its credit or to render it liable
monetarily for any purpose or in any amount.

Section 13.2 Checks and Notes
Except as otherwise specifically determined by resolution of the Board, or as otherwise required by
law, checks, drafts, promissory notes, orders for the payment of money, and other evidence of
indebtedness of the Corporation shall be signed by the Treasurer and countersigned by the President.

Section 13.3 Deposits
All funds of the Corporation shall be deposited from time to time to the credit of the Corporation in
such banks, trust companies, or other depositories as the Board may select.

Section 13.4 Gifts
The Board may accept on behalf of the Corporation any contribution, gift, bequest, or devise for the
charitable or public purposes of the Corporation.

ARTICLE 14 CONSTRUCTION AND DEFINITIONS

Unless the context requires otherwise, the general provisions, rules of construction, and definitions
of California Nonprofit Corporation Law shall govern the construction of these Bylaws. Without
limiting the generality of the above, the masculine gender includes the feminine and neuter, the
singular number includes the plural, the plural number includes the singular, and the term “person”
includes both the Corporation and a natural person. All references to statutes, regulations and
laws shall include any future statutes, regulations and laws that replace those referenced.

ARTICLE 15 AMENDMENTS

Section 15.1 Amendment by Directors
The Board may adopt, amend or repeal bylaws. Such power is subject to the following limitations:

(a) Where any provision of these Bylaws requires the vote of a larger proportion of the Directors
than otherwise is required by law, such provision may not be altered, amended or repealed
except by the vote of such greater number.

(b) No amendment may extend the term of a Director beyond that for which such Director was
elected.

(c) If bylaws are adopted, amended or repealed at a meeting of the Board, such action is
authorized only at a duly called and held meeting for which written notice of such meeting,
setting forth the proposed bylaw revisions with explanations therefor, is given in accordance
with these Bylaws, unless such notice is waived in accordance with these Bylaws.

EMPLOYED! A SUPPORTED REENTRY PROGRAM

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CERTIFICATE OF SECRETARY

I certify that I am the duly elected and acting Secretary of Employed! A Supported Re-Entry Program, a
California nonprofit public benefit corporation; that these Bylaws, consisting of 19 pages, are the Bylaws of this
Corporation as adopted by the Board of Directors on 6/27/2020; and that these Bylaws have not been amended or
modified since that date.

Executed on 6/27/2020 at San Diego, California.

Lillian Zoller
Secretary

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70

DEPARTMENT OF THE TREASURY
INTERNAL REVENUE SERVICE
CINCINNATI OH 45999-0023
Date of this notice: 06-29-2020
Employer Identification Number:
85-1666263
Form: SS-4
Number of this notice: CP 575 E
EMPLOYED A SUPPORTED RE-ENTRY
PROGRAM
% MONICA R JORGENSEN For assistance you may call us at:
8301 JUNE LAKE DR 1-800-829-4933
SAN DIEGO, CA 92119

IF YOU WRITE, ATTACH THE
STUB AT THE END OF THIS NOTICE.
WE ASSIGNED YOU AN EMPLOYER IDENTIFICATION NUMBER
Thank you for applying for an Employer Identification Number (EIN). We assigned
you EIN 85-1666263. This EIN will identify you, your business accounts, tax returns,
and documents, even if you have no employees. Please keep this notice in your
permanent records.
When filing tax documents, payments, and related correspondence, it is very
important that you use your EIN and complete name and address exactly as shown above.
Any variation may cause a delay in processing, result in incorrect information in your
account, or even cause you to be assigned more than one EIN. If the information
is not correct as shown above, please make the correction using the attached tear-off
stub and return it to us.
When you submitted your application for an EIN, you checked the box indicating
you are a non-profit organization. Assigning an EIN does not grant tax-exempt status
to non-profit organizations. Publication 557, Tax-Exempt Status for Your
Organization, has details on the application process, as well as information on
returns you may need to file. To apply for recognition of tax-exempt status under
Internal Revenue Code Section 501(c)(3), organizations must complete a Form
1023-series application for recognition. All other entities should file Form 1024 if
they want to request recognition under Section 501(a).
Nearly all organizations claiming tax-exempt status must file a Form 990-series
annual information return (Form 990, 990-EZ, or 990-PF) or notice (Form 990-N)
beginning with the year they legally form, even if they have not yet applied for or
received recognition of tax-exempt status.
Unless a filing exception applies to you (search www.irs.gov for Annual Exempt
Organization Return: Who Must File), you will lose your tax-exempt status if you fail
to file a required return or notice for three consecutive years. We start calculating
this three-year period from the tax year we assigned the EIN to you. If that first
tax year isn't a full twelve months, you're still responsible for submitting a return
for that year. If you didn't legally form in the same tax year in which you obtained
your EIN, contact us at the phone number or address listed at the top of this letter.
For the most current information on your filing requirements and other important
information, visit www.irs.gov/charities.
EMPLOYED! A SUPPORTED REENTRY PROGRAM

71

Running head: EMPLOYED! A SUPPORTED REENTRY PROGRAM

2
Appendix B – Program Manual

EMPLOYED! A SUPPORTED REENTRY PROGRAM

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Note: This program manual is intended for use by Employed! staff, prison staff, collaborating
employers and donors. This is not a marketing document or program manual for participants.
The sole intention is to provide definitions, timelines and an overview of the program. For
marketing information or participant manuals, please contact monica.jorgensen@cox.net.

Created by: Monica Jorgensen
EMPLOYED! A SUPPORTED REENTRY PROGRAM

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Contents

Introduction ………………………………………………………………………….. 6
Overview of Problem ……………………………………………………………… 6
What is the Employed! A Supported Reentry Program ……………………………. 7
Purpose of program ……………………………………………………………...... 7
Intended audience of manual ……………………………………………………… 7
Section 1: Employed! A Supported Reentry Program …………………………….. 7
Definitions …………………………………………………………………………. 7
Recruitment ………………………………………………………………………... 8
In-Prison Programs …………………………………………………………….. 8
Participants ……………………………………………………………………... 9
Employers ……………………………………………………………………… 9
Employed! Staff ………………………………………………………………… 10
Section 2: Integration ………………………………………………………………... 10
Working with Participants .………………………………………………………... 10
Case Manager …...……………………………………………………………… 11
Job Coach ………………………………………………………………………. 13
Timeline ………………………………………………………………………... 15
Working with Prisons …………………………………………………………….... 16
Case Manager …...……………………………………………………………… 16
Job Coach ………………………………………………………………………. 16
Working with Non-Profit Programs ……………………………………………...... 16
Case Manager …...……………………………………………………………… 16
Job Coach ………………………………………………………………………. 17
Working with Employers …………………………………………………………... 17
Case Manager …...……………………………………………………………… 17
Job Coach ………………………………………………………………………. 18
Timeline ………………………………………………………………………... 18
Working with Families …………………………………………………………….. 18
Case Manager …...……………………………………………………………… 18
Job Coach ………………………………………………………………………. 19
Timeline ………………………………………………………………………... 19
Working with Community Services ………………………………………………... 19
Case Manager …...……………………………………………………………… 19
Section 3: Program Assessment …………………………………………………….. 21
Case Manager ……………………………………………………………………... 21
Job Coach ………………………………………………………………………….. 22
Data Collection Schedule ………………………………………………………….. 22
Section 4: Financial Plan Summary and Budgets………………………………….. 23
Personnel/Staffing Costs …………………………………………………………... 23
Other Operating Costs …………………………………………………………….. 24
Revenue Plan ………………………………………………………………………. 25
References ……………………………………………………………………………. 26
Appendix ……………………………………………………………………………... 29
Appendix A ………………………………………………………………………… 29
EMPLOYED! A SUPPORTED REENTRY PROGRAM

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Appendix B ………………………………………………………………………… 32
Appendix C ………………………………………………………………………… 33
Appendix D ………………………………………………………………………… 34
Appendix E ………………………………………………………………………… 36
Appendix F ………………………………………………………………………… 37
Appendix G ………………………………………………………………………… 38
Appendix H ………………………………………………………………………… 39
Appendix I …………………………………………………………………………. 40

EMPLOYED! A SUPPORTED REENTRY PROGRAM

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Introduction

Overview of Problem

United States prisons are full. With only 5% of the world’s population, the U.S.
incarcerates 25% of the world’s prisoners (Epperson, Pettus-Davis, Grier & Sawh, 2018). Each
year, approximately 24 million people will shuffle through the criminal justice system (Pettus-
Davis, 2019). Today, there are 7 million people under the control of the U.S. justice system, with
approximately 2.3 million in correctional facilities and over 3.6 million on probation or parole
(Sawyer & Wagner, 2020). Current efforts to reduce the prison populations, to include early
release and sentencing reform, have done little to fix the problem (Gramlich, 2018). This is due
to recidivism, defined as re-arrest after release. A nine-year longitudinal study of state prisoners
released in 2005 found 83% were rearrested at least once during the studies timeframe (Alper,
Durose, & Markman, 2018). In California, the California Department of Corrections and
Rehabilitation (CDCR) reported a 65% recidivism rate within three years, with 73% of these
being rearrested within the first year (California Innocence Project, 2020).

Recidivism is a loaded problem with several contributing factors. Community
supervision, identified as probation or parole, while seemingly a great support, are often so
restrictive that they set the returning citizens up for failure (Sawyer & Wagner, 2020). Research
also found demands of supervision, post release, negatively impacts women by interfering in
their ability to participate fully in their own healthcare and relationship building causing undue
stress and anxiety (Colbert, Goshin, Durand, Zoucha, & Sekula, 2016). In a 2016 study, technical
violations were the main reason for 51% of probationers or parolees returning to prison (Sawyer
& Wagner, 2020). Technical violations can be minor (e.g. missing curfew, not having
employment) to more severe (e.g. testing positive for substances, being detained by police for
suspected new crime).

Other reasons for recidivism are less obvious. For example, earning potential for
returning citizens is severely limited after incarceration, with men finding a 40% reduction in
income (Pettus-Davis, 2019). For women, they find themselves underemployed in low-skilled
jobs which may result in the search for additional sources of income, including illegal means
(Richmond, 2014). Sentences above three years produce long gaps of employment and have
shown to exacerbate finding gainful employment (Jorgensen, 2019; McGrew & Hanks, 2017).
Stigma of criminal histories also impact employment, with surveys revealing employers 50%
less likely to hire an individual with a past that included interaction with the justice system
(Rand, 2018).

Lack of support after release impacts recidivism as well. Sullivan, McDonald and
Thomson (2016) found re-entry plans that included employment planning, secured housing and
reestablishing family/social connections in the early days after release, helped reduce the rate of
recidivism. Studies have also found officers, during transition planning, underestimate the need
for substance abuse treatment, employment and family reunification support post release
(Colbert, et al., 2016). Housing is an important component of a successful re-entry providing, not
only shelter, but also the ability to parent their children, obtain employment, resist addiction and
establish healthy behaviors, however, studies show approximately 26% remain homeless after
EMPLOYED! A SUPPORTED REENTRY PROGRAM

7
release (Keene, Smoyer, & Blankenship, 2018). With limited employment opportunities and
resources upon release, returning citizens are more likely to offend (Li, 2018).

What is the Employed! Supported Reentry Program?

Employed! A Supported Re-Entry Program supports women re-entering society. The 18-
month pilot will be conducted in the state of California, at three women’s prisons with a planned
participation of 30 women. The women will be offered Case Management pre and post release,
gainful employment post release and job coaching post release. By providing a supported re-
entry based on valid assessment and interviews, secured gainful employment facilitated by
Employed!, post release support in the community and on-the-job assistance, the returning
citizens will have an increased likelihood of a successful transition back into the community.

Purpose of Program

The purpose of the Employed! A Supported Re-entry program is to provide sufficient
support to returning citizens during their transition back into the community through case
management, secured employment and job coaching before and after release. The initial focus is
women in the state of California who have participated in in-prison training programs teaching
21
st
century in demand job skills that result in a gainful wage. Employed! is intended to decrease
the rate of recidivism for women returning to the community.

Intended Audience of Manual

The intended audience of this program manual are Employed! staff/board members,
prison staff, non-profit in-prison job skills programs, collaborating employers and donors. This
program manual helps collaborators understand the program and see timelines associated with
program components.

Section 1: Employed! A Supported Reentry Program

Definitions

CDCR: California Department of Corrections and Rehabilitation

CalPIA: The California Prison Industry Authority (CalPIA) offers in-prison job skills training
and industry-accredited certifications to incarcerated individuals in the area of specialty trades,
such as pre-apprentice carpentry and commercial diver and underwater welder.

Case Manager: The case managers of the Employed! program will have a background in social
work, psychology, career counseling or a related field. A licensed clinical social worker or
licensed psychologist is preferred but not required. Case managers provide case management
services which include assessment, planning, facilitation, care coordination, and advocacy for
options and services to meet an individual’s and family’s needs.
EMPLOYED! A SUPPORTED REENTRY PROGRAM

8

Community Services: Community services include any service provided in the community post
release. This includes but not limited to substance abuse programs, mental health services,
housing, health care, family counseling,

Gainful Employment: Employment is considered gainful when the employee earns enough
money to support themselves without qualifying for government assistance. This is
approximately $35,000 or more per year, depending on location.

In-Prison Job Skills Program: These are programs offered by the prison that focuses on job skill
development. The programs that qualify to collaborate with Employed! will be required to
produce a skill that will allow the participant to earn a gainful wage. The programs differ at each
correctional facility.

Job Coach: The job coaches of the Employed! program will be enrolled in a program leading to a
degree in social work, psychology, education, or a related field. This position may be filled with
an intern or a paid position.

Non-Profit Job Skills Program: These are programs offered by non-profit programs within the
prison and focuses on job skill development. The programs that qualify to collaborate with
Employed! will be required to produce a skill that will allow the participant to earn a gainful
wage. The programs differ at each correctional facility.

Participant: Eligible participants are currently incarcerated women at one of three women’s
prisons in the state of California. They individual will be incarcerated for a non-violent crime
and have at least one year on their sentence. They must be enrolled in a qualifying program or
have completed the program in the past two years.

Recidivism: Defined as re-arrest after release.

UNICOR: UNICOR is the trade name for Federal Prison Industries. It is a government owned
corporation established by Congress in 1934 that provides inmates with job skills training.

Recruitment

In-Prison Programs

Recruitment for collaborating programs will need to begin with in-prison job skills
training. In-Prison programs are run by either a non-profit entity or the correctional facility. They
can be a federal program, such as UNICOR, a state program, such as CalPIA, or a prison specific
program such as auto body repair. These programs are essential and will need to participate
willingly for the Employed! program to operate due to the involvement of the case manager, job
coach and employer within their training program. Due to the importance of these programs’
involvement, the direct recruitment will be completed by the CEO and Director of Development.
Referrals for job skills programs participation will be received from board members and friends
of the Employed! program as well.
EMPLOYED! A SUPPORTED REENTRY PROGRAM

9
Recruitment for collaborating in-prison programs will begin six months to one year
before the program begins within the prisons and is on-going. Recruitment includes a complete
description of the program, to include funding sources, goals of the program and any data on
completed cohort (see Appendix A). In addition, interactions between the Employed! program
and the in-prison program will be clearly articulated both during recruitment and within the
collaboration contract (see Appendix B). The interaction of Employed! administrators, case
managers, and job coaches with in-prison programs is described in the integration section.

Participants

Participants are the most important part of the Employed! program. Recruitment of
currently incarcerated women will begin six months before implementation of the program and
be ongoing. Recruitment will be completed by the CEO and Case Managers in collaboration with
in-prison job skills programs, as well as inmate case managers or correctional counselor. The
participant will be given literature explaining the program and benefits of participation. Rules
and regulations of participation will be outlined. In prisons that allow, small group presentations
will be completed explaining the program. Applications will be available through the in-prisons
programs collaborating with the Employed! program and prison case managers or correctional
counselors.

Community outreach will also allow for recruitment of participants, however, through
their family members. Presentations will be conducted at local community centers, churches and
other community locations. Community members with loved ones who are currently incarcerated
may pass along the information. However, the referral for the participant must be received from
either the in-prison program, case manager or the correctional counselor (see Appendix C). The
interaction of case managers and job coaches with participants is described in the integration
section.

Employers

Employers are a key component to the Employed! program. The participants of the
program are guaranteed gainful employment upon release. The recruitment of this employment is
critical and may present a challenge. While 59% of employers would consider hiring someone
with a nonviolent felony for an incentive of a tax credit, they only consider them for entry-level
positions (Rand, 2018). The positions that Employed! will be searching for are gainful wages,
defined as an income that does not allow the person to qualify for assistance through the
government. The minimum yearly income required would be at least $35,000 a year, depending
on area.

Current programs and policies being made available increase the chances of employers
hiring people with criminal histories. The “Ban-the-Box” policy eliminates the question of a
criminal history on applications in the state of California (Barreiro, 2019). In addition, the state
of California is offering incentives such as tax breaks to businesses that hire returning citizens.
The federal government offers $5000 bonds that covers theft of loss during the first six months
of employment for returning citizens (The Federal Bonding Program, 2016). Added benefits of
EMPLOYED! A SUPPORTED REENTRY PROGRAM

10
collaborating with the Employed! program include supervision, training, healthcare provided for
the participant for one year, and advertising as a collaborator. In addition, the collaborating
employer has the opportunity to get to know the employee prior to release by participating in
activities in the prison. This way the employer is able to see the participants strengths and
dedication and will feel engaged and invested in the program, rather than just a collaborator.
Armed with this information, the CEO, the director of development and case managers will
compose a team of employer recruiters. The interaction of case managers and job coaches with
employers is described in the integration section.

The Employed! employer recruitment team will offer free Diversity, Equity, and
Inclusion (DEI) trainings, teaching how to build an inclusive work community, to local
businesses and communities in the areas of possible release for participants, as well as large
metropolitan areas in exchange for a brief introduction to the program. These trainings will be
aimed at reducing the stigma associated with criminal histories. Businesses that are in the
targeted area of the training programs at the prison will be given additional information and
asked to participate as an employer or become a valued donor. Recruitment will begin at least
six months to one year, prior to the enrollment of participants at the three women’s prisons in
California. Partnerships with existing non-profits will allow for a wider net to be spread for
possible business collaborators. In addition, those business and companies that invest in our
program may also be a bridge to opening collaborations with people/businesses they know.

Employed! Staff

Recruitment of staff and training of hired staff will be staggered. Case Managers will be
required to have backgrounds in social work, psychology, career counseling or related fields of
study. Licensed social workers and psychologist are preferred. Case Managers will require one
month of training before working in their position independently. This can be done through
direct trainings or shadowing of other case managers. Job coaches will be recruited from local
college programs in the area of social work, psychology, education or related fields of study. It is
a part time position. Job coaches will require one to two months of training. This will be done
through a combination of direct training from case managers and shadowing of other job
coaches. The interaction of job coaches with collaborators and participants is described in the
integration section.

Section 2: Integration

Working with Participants

Participants for the Employed! Supported Reentry Program need to meet certain
requirements for admittance. The participants must be incarcerated for a non-violent crime in one
of three women’s State Prisons in California, to include Valley State Prison at Chowchilla,
Central California Women’s Facility at Chowchilla, and California Institution for Women at
Chino. They will also need to be expecting release within two years with at least 6 months
remaining in their prison location. In addition, they need to be enrolled or have completed in the
last two years a required job skills training program.
EMPLOYED! A SUPPORTED REENTRY PROGRAM

11
In the California Institution for Women at Chino, the qualifying training programs
include the construction program ran by California Prison Industry Authority (CalPIA), the
computer coding program ran by the Last Mile, classes leading to an associates or Bachelor’s
degree through one of the participating community colleges or Adams State University, and the
forestry/camp training. In Central California Women’s Facility at Chowchilla, the qualifying
training programs include the dental lab program ran by CalPIA, the auto body
repair/refurbishing program, computer tech program, cosmetology program and classes leading
to an associate degree through one of the participating community colleges. In Valley State
Prison, the qualifying training programs include the automotive mechanics program,
cosmetology, Heating Ventilation Air Conditioning (HVAC) program, welding program, and the
carpentry/masonry program.

Currently incarcerated women will need to complete an application, have an in-person
interview with Employed! staff and pass a basic skills test. Those that are accepted and/or
enrolled who transfer to another location during the program will no longer be enrolled and will
be dropped. However, if the participant has completed their job skills program and are
transferred to one of the three women’s prisons where Employed! is located, the participant can
file an appeal which will be handled on a case by case basis. Those who apply and are not
accepted are welcome to reapply for the next cohort.

Each participant will have a transdisciplinary team that will meet monthly upon release
and entrance into the community. This team will be made up but not limited to the participants
case manager, job coach, Employed! administration, employer, probation/parole, mental health
service providers, participant, and family members. The meetings will be conducted through
video or audio conferencing.

Case Manager

Case Management is an integral part of the Employed! program as maintaining service
continuity as the returning citizen enters the community is essential to decrease recidivism. Case
management will begin at least six months prior to release and extend 12 months post release.
There are two common models of case management, strength-based, which focuses on the
client’s strengths and talents, building on them during treatment and when creating the service
plan and assertive, which focuses on delivering services aggressively, rather than passively
offering services in an office setting (Healey, 1999). Both models will be utilized in the program.

The Employed! case manager will be required to have a background in social work,
psychology or a related field. Each participant will be assigned two case managers, so that if one
is absent, the other can step in with full knowledge of the individual. The case manager will be
located both in the prison, as well as in the community. The participant will conduct all meetings
with the case manager in prison prior to release. Once the returning citizen is released from
prison, all meetings will be in the community of the participant and/or via teleconference
depending on need of the individual.

The case managers will be following an evidence-based model, risk-need-responsivity
(RNR) model, using best practice principles to guide the development of intervention and
EMPLOYED! A SUPPORTED REENTRY PROGRAM

12
services (Sullivan, McDonald, & Thomson, 2015). The risk principal looks at level of treatment
programs depending on amount of risk as evidenced through valid assessment. The need
principal targets specific factors that typically lead to recidivism and the responsivity principal
ensures that the most effective services and programs are put in place for each individual. The
case manager task areas may frequently overlap, as opposed to discrete and sequential (Healey,
1999). They task areas fall under working with the participant, employer, prisons, non-profit
companies, families, and community services

Intake
In this stage, the case manager will establish a rapport with the participant in a face to
face setting. The program will be introduced and outlined for the currently incarcerated
individual and rules of the program will be discussed. How to communicate with the team
members, to include treatment providers, case managers, job coaches, employers, in-prison team
members, and probation/parole, will be outlined. An honest and forthright discussion on
sanctions for failure to comply to the rules of the program will be had between the case manager
and the participant as well. The Employed! participant contract will be reviewed and signed by
both parties, the case manager and the participant.

Assessment
The assessment phase is an on-going portion of the case manager duties. This involves
interview and history-taking of the participant and interviews of any family members or friends
designated by the currently incarcerated participant. Use of gender responsive assessments are
encourage, and needs/strengths that influence behavior are identified and capitalized upon.
Listening to the participants insight on their own strengths, needs and life experiences will help
create a safe environment, allowing for increased awareness of the participants situation
(Ramirez, 2010). Assessments may also include substance abuse evaluation, a psychological
evaluation or a review of evaluations completed by the prison. Home visits to connect with
family members, employers or other agencies the participant has been previously involved with
may occur as well.

Risk assessment tools, such as the Level of Service Inventory – Revised (LSI-R) and/or
the COMPAS Risk and Need Assessment will be utilized to determine needs pre and post
release. In addition, other assessments such as the Myers-Briggs Personality test can be
administered to show change or growth throughout the process. Research has also found that
using a gender responsive approach works best for women, identifying their strengths and social
environment, to help resist pressures to return to crime (Ramirez, 2010). The participants whose
cases may be a more complicated situation and may require written assessment from mental
health experts, social workers or specialists. These assessments may include the Minnesota
Multiphasic Personality Inventory or empirically based prediction models.

After completion of the assessments, the case manager will meet with the participant face
to face in a one-on-one situation to discuss the results. The case manager and the participant will
work collaboratively to explore areas of priorities, review personal goals of the participant,
review possible incentives and develop the goals and actions steps of the transition plan. During
EMPLOYED! A SUPPORTED REENTRY PROGRAM

13
incarceration, the participant will have services that may need to continue into the community. It
is the case managers responsibility to facilitate a safe transition from one level of care, e.g.
mental health services in the prison setting, to another level of care, e.g. mental health services in
the community setting. While the correctional counselor employed by CDCR is not allowed to
make future mental health appointments for the inmate while they are incarcerated, the
Employed! case manager will be able to form a relationship with the service providers that will
be receiving the participant post release.

Services

Employed! case managers are not in charge of in-prison services, such as substance abuse
or counseling. However, they will be able to work in collaboration with the prison case manager
if services are required. Post release, the case manager will need to locate services that are
required based on risk and needs assessments as well as participants requests. When the
participants transitions into the community, the case manager will be responsible for getting the
participant health care, transportation, housing, mental health services, valid identification, birth
certificate, communication strategies (e.g. mobile phone), daycare (if needed) and any other
services deemed required by the assessments or participant. These services will need to be
secured at least one month prior to release. The case manager will work with the participant to
connect with all services. This will be outlined on a 7-day post release plan (see figure 2).

Advocacy
Case managers are advocates for the participants in many ways. The case manager may
testify or make recommendations for the participant in a court setting, negotiate pro bono
services for the participants in the community or within the criminal justice system, and may
secure placements, to include housing, treatment and employment. In addition, the case manager
may need to advocate for licensure, such as cosmetology. The case manager might be needed to
navigate stressful situations, such as visitation to children they no longer have custody or family
counseling when moving back into the family home. They can also advocate for inter-agency
collaboration for the participant and their family. They can also advocate for the removal of
conditions that might lead to a higher rate of recidivism for the participant.

The case manager will also work with the Employed! team to advocate for change in the
criminal justice system at the local, state and federal levels. The team will advocate for changes
in the laws of policy that contribute to the incarceration of marginalized individuals, to increase
support for returning citizens and increase opportunities to reduce stigma of criminal histories
with employers. In addition, the team will advocate of developing policies, practices and
programs that promote healthy pro-social relationships to family members, children, significant
others and community to increase their success after release (Ramirez, 2010).

Job Coach

Job coaching is an innovative and vital component of the Employed! program. Unlike
counseling, the job coaching position does not require a licensed professional, however it does
require the individual to have education and training. The job coaching positions outlook is
EMPLOYED! A SUPPORTED REENTRY PROGRAM

14
rooted in humanistic and positive psychology, with the belief that people have free will and that
people are basically good with the innate sense to make themselves and the world better by
building on their strengths to thrive (Koppi, 2018; McLeod, 2020; Positive Psychology Center,
2020).

The workplace can be a difficult place to navigate. It becomes even more difficult when a
person has been out of the workplace for an extended amount of time. Each participant of the
Employed! program will be assigned a part-time job coach beginning one month prior to release
and for one-year post release. The job coach will help in many areas to include problem solving
skills, abilities to work in teams, communication skills both written and verbal, technical skills of
the job, interpersonal skills, organization and strategic planning skills, leadership skills and soft
skills/customer service.

Assessment
The job coach will complete on-going evaluations with the participant. This will include
evaluations completed by the job coach as well as self-assessment completed by the participant.
The first on-going evaluation will be in the area of performance and will contain the following
sections: Performance and Attitude, Knowledge, Strengths, Areas of need, Recommendations
and suggestions (see Appendix D). Another assessment will be the Washington University
Career Skills Inventory – A Self Diagnostic Guide (see Appendix E). This assessment has the
following 6 competency areas: career planning, self-assessment, market research, informational
evaluation/negotiation, and networking.

The job coach will also re-administer the Myers-Briggs that was administered by the case
manager at entrance to the program. The job coach and the participant will review the results and
discuss how they impact the participant as an employee, as a leader, and what it says about future
employment possibilities. In addition to discussing attributes that make a good employee, the job
coach will review workplace culture, which explicitly discusses rules of the workplace to include
dress code, equipment and resources, everyday protocol and unusual circumstances (see
Appendix F).

Instruction
The job coach will also complete direct instruction in areas of need for the participant.
This will vary, as each participant will have different needs. An example, however, is decision
making. After being incarcerated for many years, decision making skills may need sharpening.
This can be done through explicit decision-making lesson (see Appendix G). The lesson has five
steps: Identify decision, brainstorm options, identify possible outcomes, make decision and
reflect on the decision.

The job coach will also teach soft skills, defined as personal attributes that allow a person
to interact effectively and cordially with other people. Soft skills can include adaptability,
attitude communication, thinking creatively, work ethic, positivity, time management and
networking. These skills are not necessarily taught with explicit teaching but rather through
EMPLOYED! A SUPPORTED REENTRY PROGRAM

15
modeling and positive reinforcement. The participant will keep a shared journal with the job
coach that reflects upon soft skills in the workplace.

Timeline

The participant will begin by completing an application and being accepted into the
program. Six months to one year prior to release, a case manager will be assigned, and the
program will begin. One month prior to release, the job coach will be assigned, and the
designated employer may be introduced. Upon release, case management and the job coach will
begin a yearlong support system for the participant. The transdisciplinary team will meet
monthly to assess progress in the program and decide on additional supports if necessary. At the
end of one year, case management and job coaching will end. The participant will be transferred
to services in the community based on needs assessment. The case manager will continue to
monitor the participant with a check-in 6-months after completion of the program. This will be
done in person or on the phone. Another check-in will be completed 6-months later, at the end of
year two post release. This will also be completed either in person or via phone. The remaining
check-ins will be completed via email or phone call at the end of year four, year six and year
nine.

Participant Timeline
6 months to 2 years before release Participant will apply to the Employed! program and
have completed or be currently enrolled in in-prison
job skills program.
6 months before release Employed! case management begins and continues
until one-year post release. Case manager will assess
for required services and locate gainful employment for
post release
1 Month before release Job Coach assigned, employer meets & trains
participant, required services post release located, Case
Management makes a 7-day post release schedule for
participant to follow (see figure 2.)
Release from Prison Case Management works with participant on
implementation of post release schedule which includes
attending first meetings with all service providers,
employment and probation/parole.
Week 1 post release Employment and job coaching begin
Figure 1.

Working with Prisons

Case Manager

The case manager will receive referrals for participants from the prisons. Currently,
inmates in the California prisons have correctional counselors that are in charge of their care
during their incarceration as well as their transition to the community after release. The case
manager will need to work with the correctional counselor closely as they both complete
EMPLOYED! A SUPPORTED REENTRY PROGRAM

16
assessments, to include risk assessments that drive needs post release. The correctional
counselors also have to follow court orders that the participant will need to comply with, which
may include different types of programs or classes that need to be attended or completed. The
Employed! case manager will need to take this into account when connecting the participant to
employment post release, as well as connections for mental health and substance abuse. This also
includes minor children. The case manager will facilitate reunification, along with the
correctional counselors and judicial system.

The case manager will also be a critical liaison between prison administration and the
Employed! administration. Adjustments will need to be made when the program first begins in
the prison and the case manager will be a daily presence, with the ability to troubleshoot in a
timely manner. The case manager will also need to work closely with the prison during the
critical time of release. The “hand-off” will need to be managed by not only Employed! but also
the prison staff. This will be a joint effort to ensure a smooth transition managed by both the
prison and the case manager.

Job Coach

The job coach begins working with the participant one month prior to release. The job
coaches’ interactions with prison staff and administration will be limited. However, the job
coach will need to follow all directions given by prison staff as collaboration is critical. Any rule
not followed may be received as a sign of disrespect to the prison and may cause the prison to
revoke collaborating with the Employed! program.

The primary interactions with the prisons will be within the job skills training program.
The job coach will need to get an overall familiarity with the expectations of the specific job
skill, as well as identify key skills that require support in the prison setting or may require
support in the community setting. The job coach will work closely with the job skills program
facilitators to understand the needs of the participant and strive to provide those needs post
release.

Post release, the interactions with probation or parole, which is considered part of the
prison program in this manual, will be an area for the job coach to manage. The job coach will be
a liaison between the employer and probation/parole. They will also coordinate any meetings that
need to happen on the job site to minimize disruption to the place of employment but still keep
with the rules and regulations of probation or parole.

Working with Non-profit Programs

Case Manager

There are several non-profit job skills programs that are currently being run in California
women’s prisons. The case manager will receive referrals for participants from the non-profit job
skills programs and will collaborate with the program in the area of employment. This is slightly
different than the collaboration with prisons, as the non-profit job skills programs do not case
manage or do the job of a correctional counselor. When collaborating with a non-profit program,
EMPLOYED! A SUPPORTED REENTRY PROGRAM

17
the Employed! case manager will need to collaborate with both the non-profit company as well
as the prison staff.

When working with non-profit programs, a bonus is they may have connections with
businesses in the community who are interested in collaborating with the Employed! program.
Fostering a good relationship with the non-profit programs is essential for the Employed! case
manager. Referrals to Employed! are important for continued success. Non-profit programs that
report exceptional relationships with Employed! will encourage others to form collaborations as
well. This relationship begins with the case manager.

Job Coach

The job coach begins working with the participant one month prior to release. The job
coaches’ interactions with non-profit job skills training programs. As with working with the
prison run programs, the job coach will need to get an overall familiarity with the expectations of
the specific job skill, as well as identify key skills that require support in the prison setting or
may require support in the community setting. The job coach will work closely with the job
skills program facilitators to understand the needs of the participant and strive to provide those
needs post release. The job coach will begin assessments of the participant during this final
month incarceration to facilitate a smooth transition to employment post release.

Working with Employers

Case Manager

The Employed! case manager is part of the recruitment team for finding employers.
Besides working within the realms of recruitment, the case manager will also work with
collaborating employers on finding the employee that will fit with their company. Employers that
collaborate with the Employed! program will have the ability to come into the job skills program
and assist with educating the participants. In this way, the employer will become close to the
participants and feel engaged in the program. In addition, they will be able to see who the
women truly are in a setting where they are comfortable. The employers, along with the case
manager, will be able to meet with small groups of participants, run through mock interviews in
the area of the specific job skill and help select women that will be joining their team post
release.

The case manager will work closely with the employers to ensure they find a good match
based, not only on observation, but on valid formal assessments. The case manager will also
troubleshoot during incarceration and after the participant reenters society. The Employed!
program will supply any training the employer believes the participant is missing. This training
may happen during may happen during incarceration or after release. The case manager will be
in charge of facilitating the additional instruction in the area specified by the employer.

EMPLOYED! A SUPPORTED REENTRY PROGRAM

18
Job Coach

Working with employers is an important collaboration for the job coach. When the
participant is first released, the job coach will be spending extra time with them on the job site.
This will be to evaluate needed skills both technical as well as soft skills. In collaboration with
human resources or the training staff, the job coach will administer assessments and train the
participant in the job at hand. Since the job coach is a part-time position, the job coach will rely
on the employer to monitor any modifications or accommodations required by the participant.

Troubleshooting difficulties will be an important component of working with employers.
The job coach will keep in close contact with both the participant and the employer. If either
bring up a problem, the job coach will meet with the Employed! team and create an outline of the
problem to mediate the difficulty. The team will first meet alone, then will include the individual
that brought the problem to the table. The team will then meet with the other party. Afterwards
the team will meet all together to create a plan to remediate the problem in a timely and
sufficient manner.

Timeline

Working with Employers Timeline
2-3 months before release The collaborating employers have the unique ability to participate
in the in-prison training programs by providing lessons that apply
to the workplace. This opportunity gives the employer time to see
the women and ability to offer others employment when they see
a good fit for their company.
2 days post release The participant arrives at the workplace to complete hiring
paperwork with either the case manager or the job coach.
1-week post release The participant begins employment at a rate designated by the
employer. (e.g., begins working part time for the first three weeks
and then full time thereafter, etc.)

Working with Families

Case Manager

One of the main goals of the Employed! case manager is reconnecting the families with
the participant. More than 66% of currently incarcerated women have minor children waiting for
them at home. Reunification is a critical component and needs to begin prior to release. During
the six months of case management, if the visitation of families has not begun, the case manager
will arrange consistent visits of family members to include children with the participant. In
addition, the case manager will meet with the family to evaluate needed services to include
family counseling, individual counseling, any medical or financial assistance during the
participants incarceration and after release, housing needs and transportation needs.

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19
The case manager and the participant will create a plan that will support and enable the
participant and their families in achieving an optimal level of wellness and functioning by
accessing and using community-based services and resources. This will be achieved by
evaluating all needs of the participant through valid assessment, to include the family, assessing
services and supports in the community and connecting the participant and family to the services
and supports. For the family, this will begin during the six months prior to release and then
continue on through the year of the program for both the family and the participants.

Job Coach

The job coach works less with the families yet supports them by participating on the team
for each participant. The job coach will elaborate on issues that impact both the family and the
place of employment. They will also be in close contact with the case manager in regard to
overall performance that may be affected by the home life. This might include a sudden increase
in tardies or absences, losing focus at work, speaking about problems at home at an increased
rate, etc.

Timeline

Working with Families Timeline
Post assessment of Participant The case manager will begin with reunification procedures of
family
6-months before release Case manager will locate services needed for family
1-month before release Case manager will make house visit to ensure the family is
ready for participant arrival. If they are not ready, case
manager will locate housing for participant until family is
ready.
Day of release Case manager will facilitate reunification and follow the 7-
day plan
2 weeks after release Case manager will check in on family to ensure services are
being accessed and if there are any additional needs. Family
will be included on transdisciplinary meetings.
1 month after release Case manager will ensure family attends transdisciplinary
meeting.

Working with Community Services

Case Manager

Referrals
The case manager will be in charge of making referrals to needed services and ensuring
the connection happens post release. Working collaboratively, the case manager and participant
will explore services in four areas for post release: personal, vocational, family and community.
In addition, referrals may be made for the duration the of incarceration as well. For example, if
the participant would benefit from Cognitive Behavior Therapy to improve on soft skills for a
EMPLOYED! A SUPPORTED REENTRY PROGRAM

20
working environment, that referral would be given to the prison case manager. The case manager
will also make referrals to housing, counseling (e.g., substance abuse, family, individual), health
care and education/job training as appropriate.

The case manager will also make referrals to community and government agencies that
will be part of the participants team post release. This includes the Department of Rehabilitation
for those participants with designated disabilities, half-way houses or supported living programs,
Applied Behavior Analysis (ABA) programs for behavior modification, and programs for serious
health problems such as HIV/AIDS. Some of the participants will be eligible for transitional
housing. The case manager will be responsible for making this referral and following up to
ensure there is space upon release.

Intervention
The case manager is the point person to ensure that the participant makes contact with all
referrals post release. In addition, the case manager is required to ensure the returning citizen is
cooperating with the program requirements pre and post release. This is an on-going process that
will continue for the 18 months of the program.

The case manager will need to coordinate with many different professionals during the
release process to ensure services are implemented during the first 48-72 hours post release, the
participant makes it to housing, transportation is available, and the cell phone for communication
is delivered. This will require the case manager to create a release plan for the first seven days.
See example below, figure 2.

Release Plan
Participant 1 Phone: 619-555-1234
Case Manager Phone: 619-876-5309
Probation Officer Phone: 619-421-2591
Date Time Location Activity Resource Required
10/12/2020
Monday
9:00am CDCR Pick-up and transport
to home with
Employed! case
manager
Transportation
Cell Phone
Housing
11:00am Bank Open account with
Employed! case
manager
Transportation
Gate money from CDCR
ID
1:00pm Social
Security
Apply for new social
security card with
Employed! case
manager
Transportation
ID
4:00pm Grocery Store Buy groceries with
Employed! case
manager
Transportation
Bank Card
10/13/2020 9:00am Probation
Office
Check in – preliminary
meeting with probation
Transportation
EMPLOYED! A SUPPORTED REENTRY PROGRAM

21
with Employed! case
manager
12:00pm Location of
Employment
Fill out all employment
paperwork with
Employed! case
manager at place of
employment
Transportation
ID
Social Security printout
3:30pm Counseling Attend first counseling
meeting with
Employed! case
manager
Transportation
ID
Medical Insurance Card
(provided by Employed!
program)
Figure 1

Section 3: Program Assessment

Case Manager

Monitoring
Successful case management includes effective participant monitoring. The level of
monitoring will depend on where the participant is within the program. During the first six
months of the program, the case manager is working closely with the currently incarcerated
participant. This is to build a good relationship and get sufficient information for transition
planning. Two to three weeks prior to release, the case management will increase and maintain a
high level during the transition to community. This may contain intensive monitoring of several
areas, such as frequent drug or alcohol testing, frequent phone or personal contacts, compliance
checks with court-ordered conditions and service providers, and compliance to Employed!
program requirements.

The need for a high level of monitoring should decrease, shifting from a tightly structured
support system with external controls on relapse or re-offense to a lower level of monitoring,
where the personal responsibility is returned to the participant (Healy, 1999). In addition, the
transition plan should be reviewed frequently and updated when needed. The case manager will
also need to communicate the successes of the participants program as well as what was
unsuccessful when handing off to the new team after completion of the Employed! program. This
final transition is critical to ensure the participant continues on the right path.

Monitoring should not be completed by only the case manager. The participant must also
participate in the monitoring, reviewing their own progress and completing updates weekly to be
provided to the case manager. This gives the participant an active role in their rehabilitation and
builds their ability to rate personal success.

EMPLOYED! A SUPPORTED REENTRY PROGRAM

22
Evaluation
The case manager will be in charge of ensuring the participant has received the services
outline in their transition plan. In addition, the case manager will need to evaluate if the
participant benefitted from the service. Evaluation will happen during the entire program, pre
and post release. All referrals will need to be scrutinized to ensure delivery and the success or
failure of the service. If the case manager determines that the service is not successful, a re-
evaluation of the problem will need to take place to determine a more appropriate referral for
service.

Case managers will collect data on each participant. This data may include behavior
change information from services providers (e.g., counselors, Board Certified Behavior Analysts,
etc.), drug or alcohol testing, attendance and compliance reports, information from family
members, employers and job coach, and/or other data from other service providers. One
important evaluation for the Employed! program is recidivism. The case manager is part of the
evaluation team for recidivism. The team will be collecting program completion data, as well as
longitudinal check ins at the end of year two post completion of program, year four, year six and
year nine. Recidivism will be measured in three ways, to include a rearrests for a new offense, a
reconviction for a new offense, and a revocation for a technical violation (McNeely, 2018).

Job Coach

The job coach will be working with the team, which includes case managers, service
providers, and probation/parole, to evaluate the participants progress in the Employed! program.
The evaluation includes data from weekly records, joint assessment between job coach and
participant, and meeting notes between employer and job coach (see Appendix H). The team will
discuss the participants strengths, current progress and areas of need or additional services
required for success. The job coach will assist the participant in areas of need when applicable.

Data Collection Schedule

The following is a schedule for when data will be collected over the course of the program:

Month 1 Participant enters Employed! program in community
Month 2 Transdisciplinary Team reviews progress
Month 3 Transdisciplinary Team reviews progress
Month 4 Transdisciplinary Team reviews progress
Month 5 Transdisciplinary Team reviews progress
Month 6 Transdisciplinary Team reviews progress
Month 7 Transdisciplinary Team reviews progress
Month 8 Transdisciplinary Team reviews progress
Month 9 Transdisciplinary Team reviews progress
Month 10 Transdisciplinary Team reviews progress
Month 11 Transdisciplinary Team reviews progress
Month 12 Transdisciplinary Team reviews progress
Month 18 Case Manager Data Collection via in person meeting or phone meeting
EMPLOYED! A SUPPORTED REENTRY PROGRAM

23
Year 2 Case Manager Data Collection via in person meeting or phone meeting
Year 4 Case Manager Data Collection via email or phone meeting
Month 6 Case Manager Data Collection via email or phone meeting
Month 9 Case Manager Data Collection via email or phone meeting

Section 4: Financial Plan Summary and Budgets

The Employed! program plans to utilize several different funding streams to include
corporate, state and federal grants, in-kind donations, and family and corporate foundations. The
start-up budget expenses are $250,000 with revenue equaling $260,000 leaving Employed! with a
$10,000 surplus. The first-year operating budget expenses are $870,000 with revenue equaling
1,030,000 leaving Employed! with a $160,000 surplus (see Appendix I).

Personnel/Staffing Costs
Personnel for the Employed! program begins with the Chief Executive Officer (CEO).
The CEO position is a key management leader and will be responsible for overseeing the
administration, programs and strategic plan of the Employed! program. Duties will include
fundraising, marketing, community outreach and ensure the financial health of the Employed!
program. The CEO reports directly to the Board of Directors. This position requires at least 4
years’ experience within non-profit setting, strong leadership skills and a background within
education or social work. Payscale (2019), a web-based compensation platform, states the
median pay for a non-profit CEO in the state of California is $120,000 per year. Since Employed!
will be a startup, the pay for the CEO will be slightly less and increase as the business gains
momentum. The CEO will be the creator of the Employed! program and will begin at a salary of
$100,000 per year, as seen in Appendix I.
The Employed! program requires the employment of a Development Director. They will
be responsible for the development and implementation of fund raising, to include state and
government grants and private and corporate donations. They will oversee and manage
fundraising efforts, building strong relationships, maintaining communications with donors and
collaborating with staff in fundraising events. The Employed! program is willing to nurture a
Development Director new to the non-profit arena, but willing to take on additional duties with
implementation. The annual salary will begin at $95,000 as seen in Appendix I. A grant writer
will work in conjunction with the Development Director. The responsibilities will include
researching, writing and coordinating grant applications, managing proposals and ongoing
grants, as well as maintaining a donor database. The position will also include helping with
fundraising efforts. The grant writer position will be a full-time position, under the auspices of
development and pay will begin at $55,000 as seen in Appendix I.
The Employed! program employs one case manager for every 30 participants at each
women’s prison in the state of California. The case manager will have a background in social
work or career counseling and will begin working with currently incarcerated women at least one
year prior to release and will remain with them up to one-year post release. Their job will entail
administering valid assessments for career development and personality assessments to create a
portfolio for each participant outlining strengths and weaknesses (Jorgensen, 2019). They will
also be administering risk assessments to determine needs for transition. They will review
EMPLOYED! A SUPPORTED REENTRY PROGRAM

24
participants of the prison programs and/or apprenticeship programs and match the participant
with an appropriate business match. The case manager will be a liaison between parole/probation
and the returning citizen after release. They will also be in charge of helping the participant with
housing, “meeting demands of probation/parole, reunification with family, enrolling in health
care, tending to mental health needs, transportation (metro card), communication (cellular phone)
and any related services deemed necessary by the valid risk assessment” (Jorgensen, 2019).
Their starting pay will be $70,000 as seen in Appendix I.
Each participant will have a part-time job coach helping them acclimate and succeed at
their place of employment in the community. The Employed! program will employ two part-time
job coaches per prison, for a total of six job coaches. They will work on job skills, as well as
interpersonal skills and be the liaison between the employer and the case manager and
parole/probation. These job coaches will be students/interns with a background in education,
psychology, social work or related field, earning $15-$18 per hour, working approximately 20
hours per week (Appendix I). Even though they are part-time they will earn all the same benefits
as the full-time staff. They will be required to use their own vehicle for transportation and will be
reimbursed for mileage. In addition, they will be issued an iPad for job use.
The Employed! program will have one brick and mortar office where the CEO,
Development Director and Grant Writer will be located. This office will be staffed with 2 full-
time administrative assistants meeting the needs of the CEO and the Development Director. They
will co-ordinate with all off-site staff, collaborating business, collaborating prison programs, and
other administrative duties. Their pay will begin at $55,000 a year and increase as the business
gains momentum (Appendix I).

Each employee will be offered a benefits package. Justworks (2018) stated benefit
packages are a powerful tool for recruiting and retaining excellent talent. They also state
employees often accept employment that involves a pay cut for a quality benefit package. The
benefit package for employees of the Employed! program include medical, dental and vision
coverage, flexible spending accounts – health and dependent care, life insurance, short and long
term disability, an employee assistance program (EAP), 403 (b) plan, paid membership to fitness
gym, 10 days of paid sick leave, and 4 weeks paid vacation (Appendix I).

Other Operating Costs
The Employed! program will have one brick and mortar office located in Southern
California that will be the base of operations. Start-up costs make-up the majority of the other
operating costs of the initial budget. However, these costs are offset by in kind donations. Start-
up for the Employed! program is approximately 3 months. The rent for three months totals
$6000, at $2000 per month. The purchase of new furniture for the office is estimated at $25,000,
however, an in-kind donation from a local school district helped in this area. The other large
investment for the start-up costs is the purchase of new technology. As most of the employees
will be in the field, the purchase of laptops and iPads are essential for the Case Managers and Job
Coaches. The estimated expense is $5000 for technology, which includes the desktop computers
for the brick and mortar office.

The other operating costs for the first-year operating budget represent only 5% of the
total budget. The rent, the largest cost in the first year, will be $2000 per month, a total of
EMPLOYED! A SUPPORTED REENTRY PROGRAM

25
$24,000 per year. Utilities are expected to cost $4,000 per year. Office supplies, for the office
and for the employees in the field, will be $5,000 per year. Technology, to include internet
access for employees in the field, and upkeep of computer equipment will be approximately
$3,000 per year. Cloud services for file storage will be $1,000 per year. Due to the nature of the
Employed! program operating at three separate prisons in the state of California, travel will be a
necessity. Travel expenses will be $5,000 for transportation. These other costs amount to 5% of
the yearly budget as seen in Appendix I.

Revenue Plans
Major tech companies are proposed collaborating businesses with the Employed!
program. The Employed! program anticipates donations of approximately $600,000 for start-up
expenses and first year operating budgets (see Appendix I). The Employed! program plans to
access state and federal grants for re-entry. The state of California offers grants for “warm hand-
offs” for returning citizens (BSCC, 2019). The average amount, according to 2019 grants, is
$500,000. The Employed! program expects to obtain this grant for the first and second year of
operation in the amount of $500,000 (Appendix I). The California Arts Council awards grants to
programs using art for re-entry. The California Arts Council’s guidelines include job skills
training programs within the prison with an average amount awarded of $50,000 in 2019. The
Employed! program expects to obtain this grant for the first year of operation and continuing
years, as well. The California Department of Corrections awards grants to innovative
programming and is an on-going funded grant. The Employed! program expects to obtain this
grant for the first year and continuing years in the amount of $100,000 per year, with $50,000 of
the first grant revenue going to start-up (see Appendix I).

In April 2019, the U.S. Department of Labor announced $82.5 million grants available
for Reentry Employment Opportunities. The grants are available to develop or expand programs
that improve employment opportunities for returning citizens who have been incarcerated for
two or more years (U.S. Department of Labor, 2019). The Employed! program expects to obtain
multiple year grants from this program in the amount of $50,000 for start-up and $100,000 every
year. Foundation grants will also be sought and will cover approximately 5-7% of the budget
during the first year of operation in the amount of $55,000 (Appendix I). This amount is
expected to increase as the business increases through connecting with communities and people
who have been affected by incarceration. This will be done through the Office of Development
and the Employed! program expects this division to grow with the company.

EMPLOYED! A SUPPORTED REENTRY PROGRAM

26
References

Alper, M, Durose, M., and Markman, J. (2018). 2018 Update on Prisoner Recidivism: A 9-year
Follow-up Period (2005-2014).
https://www.bjs.gov/content/pub/pdf/18upr9yfup0514.pdf
Barreiro, S. (2019). What is a ban-the-box law? https://www.nolo.com/legal-encyclopedia/what-
is-a-ban-the-box-law.html
BSCC. (2019). Adult Re-entry Grant Program. https://www.bscc.ca.gov/s_argrant/
California Innocence Project. (2020). Recidivism Rates.
https://californiainnocenceproject.org/issues-we-face/recidivism-
rates/#:~:text=A%202019%20report%20released%20by,inmates%20released%20in%202
017%2D2018
Colbert, A., Goshin, L., Durand, V., Zoucha, R., and Sedula, K. (2016). Women in Transition:
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Fong, Lubben and Barth (Ed.). Grand Challenges for Social Work and Society (181-203).
New York, NY: Oxford University Press.
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services/employers
Gramlich, J. (2018). America’s incarceration rate is at a two-decade low.
https://www.pewresearch.org/fact-tank/2018/05/02/americas-incarceration-rate-is-at-a-
two-decade-low/
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Healey, K. (1999). Case Management in the Criminal Justice System. National Institute of
Justice: Research in Action, February 1999, 1-12.
Jorgensen, M. (2019). Assignment Four. Unpublished manuscript, University of Southern
California.
Justworks. (2018). Resources. https://justworks.com/blog/offer-great-employee-benefits-
package-your-nonprofit
Keene, D., Smoyer, A., and Blankenship, K. (2018). Stigma, housing and identify after prison.
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a-new-paradigm-for-student-centered-career-services/
Li, M. (2018). From prisons to communities: Confronting re-entry challenges and social
inequality. https://www.apa.org/pi/ses/resources/indicator/2018/03/prisons-to-
communities
McGrew, A. and Hanks, A. (2017). The case for paid apprenticeships behind bars.
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paid-apprenticeships-behind-bars/
McLeod, S. (2020). Humanistic Approach. https://www.simplypsychology.org/humanistic.html
McNeely, S. (2018). A long-term follow-up evaluation of the Minnesota high risk revocation
reduction reentry program. Journal of Experimental Criminology, 14, 439-461.
Payscale. (2019). About Us. https://www.payscale.com/about
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Pettus-Davis, C. (2019). Reverse Social Work’s Neglect of Adults Involved in the Criminal
Justice System: The Intersection and an Agenda. In Bent-Goodley, Williams, Teasley and
Gorin (Ed.). Grand Challenges for Society (352-357). Washington, DC: NASW Press.
Positive Psychology Center. (2020). Welcome. https://ppc.sas.upenn.edu/.

Ramirez, R. (2010). Reentry Considerations for Justice Involved Women.
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Justice-Involved-Women-FINAL.pdf
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Sawyer, W. and Wagner, P. (2020). Mass Incarceration: The Whole Pie.
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to improve employment opportunities for Americans exiting the criminal justice system.
Retrieved from https://www.dol.gov/newsroom/releases/eta/eta20190410.

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Appendix A Logic Model
Logic Model – Employed! A Supported Re-entry Program
Inputs Activities Outputs Short-term Outcomes Mid-term
Outcomes
Long-term Outcomes
In-Prison Programs:
• Job Skills Program
• CEO
• Development
Director
• Informational
session
• Technology
In-Prison Programs:
• Qualifying in-
prison programs
receive
informational
sessions regarding
Employed!
program
• Qualifying in-
prison program
partners with
Employed!
• In-prison program
refers participants
to Employed!
program
In Prison Programs:
• Number of
informational
sessions given
• Number of
programs enrolled
• Number of
referrals made
In Prison Programs:
• One informational
session given in
each of the three
women’s prisons
• One qualifying in-
prison program in
each of the three
prisons
collaborates
• Each program
from the three
prisons refers 2
women
In Prison Programs:
• Collaborating in-
prison programs will
refer another prison
for an information
session
• Two additional
prisons will
collaborate or ask
for information
session with
Employed! program
• Each program from
the new
collaborating prisons
will refer 5 women
In Prison Programs:
• In-prison programs
and prison
employees (e.g.
correctional
counselors,
wardens, CDCR
administration) will
begin to have
conversations about
the benefits of case
management, job
coaching and
collaborating with
employers past the
prison gates
Case Management:
• 3-5 case managers
• CEO
• Training
• Evidence-based
case mgt
approaches
• Time
• Funding
• Technology
Case Management:
• Case Managers
hired & trained
• Case Managers
provide intake for
participants
• Case Managers
complete
assessments for
participants
• Case Managers
identify areas of
need and arrange
services for post
release for
participant and
families
Case Management:
• Number of case
managers hired &
trained
• Number of
participants
progressing
through intake
• Number of
assessments
completed
• Number of
services located,
arranged or
received
• Number of
meetings with
collaborators
Case Management:
• Case Managers
enroll 3 women at
each prison
• Case Managers,
through valid
assessment,
identify areas of
need and begin to
make
collaborations with
outside services
• Case managers
increase
knowledge of
program elements
by attending team
meetings
Case Management:
• Case Managers will
work with
correctional
counselors to
provide solid
coordinated support
for the participant
• Case Manager
increases web of
services available
for participants
• Case Managers
increase family’s
knowledge of the
transition program,
helping with
referrals from
Case Management:
• Case managers
increase
conversations with
collaborators about
the benefits of care
coordination to
reduce recidivism
EMPLOYED! A SUPPORTED REENTRY PROGRAM

30
Logic Model – Employed! A Supported Re-entry Program
Inputs Activities Outputs Short-term Outcomes Mid-term
Outcomes
Long-term Outcomes
• Case Managers
liaison with
Correctional Staff,
In-Prison Program
and Employer
• Case Manager
meets monthly for
team meetings for
each participant
• Case Managers
assist in
community
informational
sessions
• Number of
monthly meetings
attended

community/family
members to program

Job Coaching:
• 6-8 Job Coaches
• CEO
• Case Managers
• Training
• Time
• Funding
• Technology
Job Coaching:
• Job coaches hired
& trained
• Job coaches work
with participant
and in-prison
program
• Job Coaches
collaborate with
employer
• Job coaches assess
for areas of need in
the workplace
• Job coaches train
participant in
identified areas of
needs (e.g. soft
skills)
• Job coach meets
monthly for team
meetings of each
participant
Job Coaching:
• Number of job
coaches hired &
trained
• Number of
participants
working with
• Number of
employers
working with
• Number of
assessments
completed
• Number of areas
of need identified
and participant
trained
• Number of
meetings attended
Job Coaching:
• Participants learn
appropriate ways
to handle
workplace stress
through lessons
with job coach
• Participants learn
how to be an
effective employee
through weekly
lesson plans in
areas of need with
job coach
• Job coaches
collaborate with
employers to assist
with training
participants
• Job coaches
increase
knowledge of
program elements
Job Coaching:
• Participants
demonstrate skills
learned in in-prison
program and soft
skills learned from
lessons with job
coach
• Participants chart
their own progress
through journaling
Job Coaching:
• Participants are
successful in their
job site with
decreased amount
of support toward
the end of the year
long program
EMPLOYED! A SUPPORTED REENTRY PROGRAM

31
Logic Model – Employed! A Supported Re-entry Program
Inputs Activities Outputs Short-term Outcomes Mid-term
Outcomes
Long-term Outcomes
by attending team
meetings
Employer:
• Collaborating
businesses
• CEO
• Development
Director
• Job Coaches
• Training
• Time
• Funding
Employer:
• Employed! team
completes
informational
sessions &
Employer
collaborates with
Employed!
program
• Employed! team
completes DEI
trainings
• Employer employs
participant
• Employer
collaborates with
Case Manager, In
prison program
and job coach
• Employer attends
monthly team
meetings as
needed
Employer:
• Number of
employers
collaborating with
program
• Number of
employers
employing
participants
• Number of
employers
collaborating with
in-prison programs
for trainings and/or
interviews
• Number of
meetings attended
by employer
Employer:
• 8 employers agree
to information
session
• 3 employers agree
to be collaborators
• 3 DEI trainings
completed
Employer:
• Employers
implements ongoing
DEI training
• Employers complete
training with the in-
prison programs
Employer:
• More employers
understand the
benefits of hiring
returning citizens’
and share their
thoughts with other
businesses

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32
Appendix B

Participant Contract

I, _______________________________________, understand the following:

____ I certify that I have at least 6 months to 2 years remaining on my sentence.

____ I understand that the program will last 6 months during incarceration and 1-year post release.

____ I agree to participate in all forms of data collection during the program and for 9-years after completion.

____ I understand the program is to reduce recidivism, involving case management and job coaching.

____ I have received the document outlining the program with my rights and responsibilities.

____ I understand participation is voluntary and I can withdrawal at any time without consequence.

____ I understand the program is designed to support my transition to community and employment to improve
my success

____ I understand if I break the rules of the prison or program or move prisons during the program I will be
removed.

____ I understand that if I stop working at the place of employment, my participation will end.

____ I agree to attend all team meetings and to follow all my rules of probation.

____ I agree to use all services recommended by my case manager.

____ I agree to tell my case manager when I am having difficulties.

____ I understand the program is free of cost.

Participant: _________________________________ Date: _________________

Employed! Staff: ______________________________ Title: _________________ Date: ____________
EMPLOYED! A SUPPORTED REENTRY PROGRAM

33
Appendix C Referral

Referral Guidelines

1. To refer a potential participant, please complete this form and return it by fax 1-888-876-5309, mail it
to Employed! 8301 June Lake Drive San Diego, CA 92119, or email: monica.jorgensen@cox.net
2. Participant must be enrolled in a verified and qualifying job skills program or have completed said
program within the last two years.
3. Participant must be incarcerated for a non-violent offense. If participant is not incarcerated for a non-
violent offense and wants to apply via appeal, please contact the Employed! program before
completing application via phone: 1-888-876-5309 or email: monica.jorgensen@cox.net
4. Participant must have not had any violations of prison rules within the last six months.

Participant Information

Participant Name: ___________________________________________ Date: ________________________

Participant Location: ________________________________________________________________________

Participant Contact Information: _______________________________________________________________

Participant proposed area of release: ___________________________________________________________

Referral Information

Referrer & Title: ____________________________________________________________________________

Phone Number: _____________________________ Email: _________________________________________

Best time to contact: ________________________________________________________________________

Why do you consider this individual a good candidate for the Employed! program?

For Employed! Use Only

Date Received: ________________ Interviewed? Y / N Circle One: 1. 2. 3. 4. 5. 6
EMPLOYED! A SUPPORTED REENTRY PROGRAM

34
Appendix D Assessment

Participant Evaluation Form

Participant: _______________________________________ Date: _______________________________

Employment Location: _______________________________________________________________________

On-site Supervisor: _________________________________ Phone: _____________________________

Job Coach: ________________________________________

Instructions for Evaluation: Place an “X” for the appropriate response for each statement.

1. Rarely/poorly displays characteristic
2. Occasionally displays characteristic
3. Frequently displays characteristic
4. Always displays characteristic
N/A Not Applicable

I. Performance and Attitude

4 3 2 1 N/A
Does quality work
Shows organization skills
Displays dependability
Takes/shows initiative
Has ability to solve problems
Ability to work independently
Demonstrates strong communication skills
Completes assignments on time
Accepts assignments willingly
Shows motivation/enthusiasm about work
Shows ability to lead and direct
Accepts criticism/suggestions
Positive attitude toward workers/clients
Displays flexibility
Displays self-confidence
Displays professionalism

EMPLOYED! A SUPPORTED REENTRY PROGRAM

35

I. Knowledge

4 3 2 1 N/A
Applies academic and conceptual knowledge
Applies suggestions from others
Displays knowledge of safety factors
Displays knowledge of facility’s general guidelines & rules
Demonstrates various ways of instructing concepts and
material

II. Strengths

Overall strengths of participant:

A. ___________________________________________________________________________________

B. ___________________________________________________________________________________

C. ___________________________________________________________________________________

III. Areas of Need

Describe area the participant needs the most improvement:

A. ___________________________________________________________________________________

B. ___________________________________________________________________________________

C. ___________________________________________________________________________________

IV. Recommendations and Suggestions

_________________________________________________________________________________________

_________________________________________________________________________________________

_________________________________________________________________________________________

_________________________________________________________________________________________

_________________________________________________________________________________________

_________________________________________________________________________________________

Job Coach Signature: _________________________________________ Date: ________________________

Participant Signature: ________________________________________ Date: ________________________

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36
Appendix E Washington University Assessment
Career Skills Inventory – A Self Diagnostic
Competency Area Progressing Proficient Expert Score
1 Point 3 Points 5 Points
BEGINNING STAGE BASIC UNDERSTANDING CONSISTENTLY DEMONSTRATES
Career Planning Has limited project management experience
and understanding on how to create and
manage self-guided career exploration. Not
familiar with all resources available.
Periodically evaluates progress and can identify
contingencies as hurdles arise and feedback is
received from marketplace encounters.
Documents lessons learned.
Creates a realistic, strategic plan based on self
and market assessment which achieves short and
long-term desired career outcomes. Constantly
incorporates new marketplace info to update and
alter milestones and objectives as appropriate.

Self-Assessment Historically worked in areas of personal
strengths without regard to personal interests,
values, passions or motivators.

Beginning to understand interests, values,
strengths, weaknesses, and identify possible
career paths. Investigating how best to build on
strengths, fortify weaknesses, build new areas of
expertise and connect them to possible career
paths.
Applies findings from assessment tools
consistently throughout employment. Can
succinctly list interests, motivations, values and
passions in a variety of ways - one-on-one, via
social media.

Market Research No clear understanding of what can be
obtained through traditional market research.
Needs to better understand "employment
brands" and how to assess them against
personal interests and values.
Effectively uses traditional resources such as
LinkedIn, Facebook and other social media.
Mastered all relevant research tools available and
applies advanced research methods such as using
trade journals, articles, professional associations,
and seeking targeted new relationships for
networking purposes.

Evaluation and
Negotiation

Can articulate basic needs in making an
employment decision, aware of interests,
values, strengths and weaknesses.

Aware of information needed to make a viable
decision to continue in a process or accept or
turndown an offer. Can obtain most of this
information in a timely manner given previous
networking, research and relationships built up in
the career planning process.

Continuously evaluates options throughout the
job search process, taking actions to follow-up or
step away from opportunities as they are
clarified. Consistently reviews personal interests,
values, strengths, weaknesses, cultural fit for
both short and long-term prospects of the
opportunity under review. Seeks career advice as
needed from career professionals and others in
target industry. If driven to negotiate, is clear on
professional needs and market rates.

Networking Not always aware of how one is being
perceived. Uncomfortable in new social
situations while communicating a 30 second,
2 minute or longer overview of career
interests.

Has started to build networks for long term
objectives, not just short-term job needs. Is
generally comfortable speaking to new
individuals, and reaching out to professional
organizations, in addition to demonstrating skills
employers are seeking.

Strategically establishes relationships to serve
short and long-term goals, stays in touch with
many connections, and provides insight and
knowledge valued by new contacts which
encourages consistent communication.

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37
Appendix F Workplace Culture
Workplace Culture
Discussed To be clarified N/A
DRESS CODE
Clothing/uniform
Shoes and socks or stockings
Jewelry and accessories
Nails
Hair
Make-up
Personal Hygiene
EQUIPMENT AND RESOURCES
Usage of the phone of the company
Usage of personal phone
Computer
Email
Skype
Facebook
Printer or copier
Food and/or drink
Other
EVERYDAY PROTOCOL
Starting
Taking breaks
Smoking
Eating and drinking
Listening to music
Use of employee lounge or other areas
Other
UNUSUAL CIRCUMSTANCES
Acceptable reasons of absence
If you are late
If you are ill
Changing schedule
Need to come in late or leave work
If you need help/have question

EMPLOYED! A SUPPORTED REENTRY PROGRAM

38
Appendix G Decision Making Lesson

Step 1 – Identifying a decision that needs a decision
• Before participants can identify a decision, they need to be able to have a discussion about
circumstances that can help or hinder health decision-making.
• They need to anticipate when and where situations will arise that will require them to make a healthy
decision.
• The next step is being able to evaluate when a thoughtful decision is needed versus an everyday
decision.
• Another concept for participants to examine is the difference between an impulsive versus a thoughtful
decision.
• Participants should discuss what situations they will need help with a decision.
• Finally, participants need to be able to verbalize why this decision is important to their health and how
making a healthy decision will benefit themselves and/or others.
Step 2 - Brainstorm possible options
• Make a list of all of the possible options you would consider
Step 3 – Identify the positive and negative outcomes for each option
• The use of a chart is beneficial in listing all of the positive and negative outcomes of each option: The
criteria to be used is as follows:
o Is the option healthy or unhealthy?
o How does the option affect myself?
o Does this option support my values?
o How do these options affect my goals?
o Does the decision follow the law?
Step 4 – Make a decision and follow through
• Participants are now ready to make their decision based on their analysis of the positive and negative
outcomes.
Step 5 – Reflect on the decision that was made

• Participants need to take time to reflect on the decision that was made and analyze the outcome of the
decision. They ca answer a variety of questions related to the decision-making process.
o What was the decision I made?
o Why did I make the choice that I did?
o Did the decision that I made work? Why or Why not?
o How did this decision affect my health?
o Would you make this decision again?
Running head: EMPLOYED! A SUPPORTED REENTRY PROGRAM

39

Running head: EMPLOYED! A SUPPORTED REENTRY PROGRAM

40
Appendix I Budgets
Start-Up Operating Budget 3 Months
REVENUE Comments:
Corporate Grants 80,000 Tech Companies
State Grant 50,000 CDCR
Federal Grant 50,000 US Department of Labor
Foundations 55,000 Family & Corporate
Foundations
In-Kind (***) 25,000 Furniture from local school
district
Total Revenue: 260,000
EXPENSES
Personnel
Wages/Salaries All amounts rounded to 1K
X CEO 25,000
X Development Director 24,000
X Case Manager 53,000 3 at 70K per year
X Job Coach 30,000 6 part-time at 20K per year
X Grant Writer 14,000
X Administrative Assistant 28,000 2 full-time at 55K per year
Subtotal: 174,000
Benefits (@ 20%) 35,000
Total Personnel Expenses: 209,000
Other Operating Expenses 3 months & rounded up to 1K
X Rent 6000 2 room office with open
office in front at $2000/mo.
X Utilities/Telephone 1000
X Furniture (***) 25,000 Desks & chairs x5, waiting
room area – (***)In-Kind
donation in the amount of
$25K
X Technology 5,000 Desktop x5, laptops for
satellites x3, iPad for job
coach x3, Printer for office x1
X Office Supplies 1000
X Travel 2000
X Cloud Services 1000
Total Other Op Exp: 41,000
Total Expenses: 250,000
Surplus/Deficit: +10,000

EMPLOYED! A SUPPORTED REENTRY PROGRAM

41
First-Year Operating Budget
REVENUE Comments:
Corporate Grants 525,000 Tech Companies
State Grants 350,000 CA Re-Entry Grant Program
500K for two years, CA Arts
Council 50K, CDCR 50K
Federal Grants 100,000 US Dept. of Labor
Foundations 55,000 Family & Corporate
Foundations
Total Revenue: 1,030,000
EXPENSES
Personnel
Wages/Salaries All amounts rounded to 1K
X CEO 100,000
X Development Director 95,000
X Case Manager 210,000 3 at 70K per year
X Job Coach 120,000 6 part-time at 20K per year
X Grant Writer 55,000
X Administrative Assistant 110,000 2 full-time at 55K per year
Subtotal: 690,000
Benefits (@ 20%) 138,000
Total Personnel Expenses: 828,000
Other Operating Expenses
X Rent 24,000 2 room office with open
office in front at $2000/mo.
San Diego
X Utilities/Telephone 4,000
X Technology 3,000 Maintenance
X Office Supplies 5,000
X Travel 5,000
X Cloud Services 1,000
Total Other Op Exp: 42,000
Total Expenses: 870,000
Surplus/Deficit: +160,000

Running head: EMPLOYED! A SUPPORTED REENTRY PROGRAM

112
Appendix C – EPIS Framework
Appendix A EPIS Framework
Exploration Preparation Implementation Sustainment
Outer Context
Barriers: Funding
Facilitators: Sociopolitical
context, client advocacy,
interorganizational networks
Outer Context
Barriers: Employers reluctant
to hire returning citizens
Facilitators: Justice reform
Outer Context
Barriers: funding,
administrative costs
Facilitators: political
landscape, state incentives,
state leadership
Outer Context
Barriers: funding, politics
Facilitators: Leadership
Inner Context
Barriers: Limited education &
work experience, broken social
networks, lower bonds
w/family
Facilitators: Previously
passed legislature
Inner Context
Barriers: Prison guards’
disapproval, returning citizens
strain on communities
Facilitators: Organizational
characteristics, leadership
Inner Context
Barriers: Participant
receptivity, service delivery
Facilitators: training and
support, case management
Inner Context
Barriers: Staffing, turnover,
fidelity, data/monitoring
Facilitators: plenty of
evidence-based research, social
network
Activities
• Research problem &
solutions
• Research need in
California
• Research current programs
& possible collaborators
• Identify missing
components
• Create program, develop
staff plan
• Investigate funding

Activities
• Build coalition & Solidify
funding
• Create timeline &
goals/outcomes
• Review staffing
requirements & secure
space
• Train staff
• Create fidelity tools
• Woo partners (participants,
programs & businesses)
• Create linkages
• Funding streams
investigated
Activities
• Begin program
• Review training logs
• Ensure monitoring &
fidelity measures are in
place
• Baselines & assessments
for participants
• Evaluation of process
• Contracting collaborators

Activities
• Fidelity systems monitored
• Continue seeking funding
• Re-assess costs
• Assess sustainability
• On-going training and
assessing needs
• Use of sustainability tools
(e.g. Program
Sustainability Assessment
Tool)
Running head: EMPLOYED! A SUPPORTED REENTRY PROGRAM

113
Appendix D – Survey

Satisfaction Survey

Please answer the questions by circling the number that best represents your experience: (1)
Strongly disagree; (2) Disagree; (3) Neither agree nor disagree; (4) Agree; (5) Strongly agree.

1. Case Management services were essential to my success pre and post release.

1 2 3 4 5

2. Job Coaching helped me reacclimate to working in the community and was essential to
my success.

1 2 3 4 5

3. I believe the services arranged for me by case management were essential to my success
and I attended all that was advised.

1 2 3 4 5

4. I felt the team meetings were an important aspect to my services and were essential to my
success.

1 2 3 4 5

5. I believe the collaboration between parole/probation and my case manager
helped me follow the rules of my release.

1 2 3 4 5

EMPLOYED! A SUPPORTED REENTRY PROGRAM

114
Appendix E – Infogram

EMPLOYED! A SUPPORTED REENTRY PROGRAM

115
Appendix F – Videos
Promotional video #1 found at: https://youtu.be/nYDVurZlz2E

Promotional Video #2 - https://youtu.be/1uUQj7yD25A
Promotional Video #3 -
https://drive.google.com/file/d/1Cky6YTj5r4vg0whAvR1BrIGxMAKbqzwb/view?usp=sharing

Abstract (if available)

Abstract Epperson, Pettus-Davis, Grier and Sawh (2018) found incarceration the typical response to crime in the United States. This long-held belief of punishment has led to overcrowding in the prisons and an era of mass incarceration. Wagner and Sakala (2014) reported that there are approximately 2.6 million people incarcerated in in the United States. These numbers alone reveal a serious problem. However, simply reducing sentences and releasing inmates is not the answer due to the reality of recidivism, the revolving door of our justice system (Bureau of Justice Statistics, 2018

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Asset Metadata

Creator Jorgensen, Monica Rae (author)

Core Title Employed! A supported reentry program

School Suzanne Dworak-Peck School of Social Work

Degree Doctor of Social Work

Degree Program Social Work

Publication Date 02/08/2021

Defense Date 08/07/2020

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag aging women in prison,alternatives to parole,California,case management,case management for returning citizens,CDCR,community collaboration,employment post release,incarceration,job skills,job training,long term sentences on women,mass incarceration,OAI-PMH Harvest,parole,post release,Prisoners,probation,recidivism,returning citizens,smart decarceration,supported reentry,women in prison,women prisoners

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Manderscheid, Ronald (committee chair), Kay-Wicker, Robin (committee member), Nguyen, Loc (committee member)

Creator Email monicarjorgensen@gmail.com,mrjorgen@usc.edu

Permanent Link (DOI) https://doi.org/10.25549/usctheses-c89-419767

Unique identifier UC11667409

Identifier etd-JorgensenM-9264.pdf (filename),usctheses-c89-419767 (legacy record id)

Legacy Identifier etd-JorgensenM-9264.pdf

Dmrecord 419767

Document Type Capstone project

Rights Jorgensen, Monica Rae

Type texts

Source University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Access Conditions The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the a...

Repository Name University of Southern California Digital Library

Repository Location USC Digital Library, University of Southern California, University Park Campus MC 2810, 3434 South Grand Avenue, 2nd Floor, Los Angeles, California 90089-2810, USA