Rebuilding Lives. Strengthening Communities.

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Expand curriculum for work readiness “soft skills” training. Recommendation Issue Work readiness training traditionally has been focused on ensuring that individuals master “soft skills”; that is, the non-technical, intangible, interpersonal skills needed to succeed in the workplace. These skills include punctuality, reliability, good communication, teamwork, working with supervisors, problem-solving, and critical thinking. Employers often emphasize that these “soft skills” are essential, and sometimes even more important than technical skills to the success of their business. 82 However, as the 21st century workplace has become more complex, employers often look for expanded work readiness skills to be competitive for a job. Solution Cities, counties and states across the country are adopting work readiness credentials in response to employer experiences with large numbers of job seekers and workers lacking basic employability skills. When an individual completes the requirements for a work readiness credential, he or she receives a certificate that covers competencies like reading comprehension, technology proficiency, problem solving, team building, business math and many others. These credentials are nationally portable for job seekers, legally defensible for employers, and have been developed in cooperation with agencies like the National Skill Standards Board (NSSB). They represent employer consensus on what “work readiness” means for workers across industry sectors and across the nation. Once formerly incarcerated individuals have achieved these credentials, they will have the foundation for success in the workplace. The City should form a taskforce comprised of representatives from the Chicago Workforce Board, the Mayor’s Office of Workforce Development, the City Colleges, the Chicagoland Chamber of Commerce, World Business Chicago, Chicago Public Schools, local businesses and other stakeholders to determine how work readiness credentials could meet the needs of employers in the Chicago area. This taskforce should review and evaluate the models of “work readiness” credentials that are currently being used throughout the United States. 83 Once a model has been selected that fits the needs of Chicagoland employers, a pilot program should be developed for formerly incarcerated individuals, high school students, immigrants and/or public housing residents. Although the concept of a work readiness credential is being discussed in several different venues locally, one model should be chosen to be implemented across Chicago’s workforce and education systems, thereby ensuring uniformity and consistency for job seekers and employers. MAYORAL POLICY CAUCUS ON PRISONER REENTRY 30 INSPIRATION FROM THE FIELD: SAN DIEGO WORKFORCE PARTNERSHIP IN CALIFORNIA In 1998, the San Diego Workforce Partnership and community employers established a focus group to determine which work readiness skills would best serve both job seekers and local businesses. The group created a list of 24 skills, and contracted with the school district to develop a program for each skill set. The program’s curriculum is available to a variety of training organizations throughout San Diego, including One-Stop Career Centers and community organizations. Upon completion of the program, participants earn a “Work Readiness Certificate.” The certificate is accepted by a majority of San Diego employers, and represents work readiness skills that are commonly demanded by the targeted industries. This certificate enables job seekers to show potential employers they have the skills to succeed in the workplace, and gives employers some assurance that hiring these individuals will be a worthwhile investment. Source: Cindy Perry, (Director of Special Operations, San Diego Workforce Partnership), interview with Tim Michaels, August 19, 2005.
Issue Encourage more “demand-side” approaches to job training designed in partnership with employers and customized to meet their needs. Recommendation A significant number of industries currently are experiencing labor shortages due to an aging workforce, changes in workplace requirements, and lack of a skilled employee base. 84 These shortages provide formerly incarcerated individuals with opportunities to find jobs after participating in education and employment programs, and for employers to hire trained and qualified employees. Unfortunately, training programs and employer demands are not always aligned. Community-based education and employment agencies should collaborate with businesses to identify career opportunities in high-demand, high-growth industries, 87 assess which industries would be good matches for individuals with criminal backgrounds, and develop customized training that goes beyond traditional education and employment programs. Such partnerships would provide potential employees with specific industry skills and chances for career advancement, and would provide employers with a stable workforce that contributes to their business profitability. To strengthen local businesses and help formerly incarcerated individuals obtain and retain jobs with advancement possibilities that lead to self-sufficiency, training programs and employer demands must be better matched. To this end, work readiness training must be followed by industry-specific training based on employer demands. “Potential employees must have the requisite skills and a solid understanding of a particular field to increase their chances of being hired,” stated Diane Williams, President and CEO of the Safer Foundation. 85 Without a strong link between training programs and employer demands, limited public resources will be spent on training that does not result in long-term retention of quality jobs for formerly incarcerated individuals. Solution Community-based education and employment agencies must link their job training to the evolving needs of Illinois industries through direct partnerships with specific employers. “What we have realized is that customized training works only to the extent that it creates the opportunity for real dialogue between the company and the training provider,” said Will Edwards, Director of the Workforce Solutions Unit for the Chicago Mayor’s Office of Workforce Development. “This dialogue demands that the company is a true partner. When a company is not fully engaged in the training process, there is less of a chance that they will actually hire individuals who successfully complete the training.” 86 INSPIRATION FROM THE FIELD: NORTH LAWNDALE EMPLOYMENT NETWORK AND ADVOCATE HEALTHCARE PARTNERSHIP IN CHICAGO The North Lawndale Employment Network (NLEN) and Advocate Trinity Hospital (Trinity) have developed a partnership to help formerly incarcerated individuals secure jobs in local hospitals. Participants who graduate from NLEN’s “U-Turn Permitted” reentry program and qualify under the Illinois Healthcare Worker Background Check Act spend three weeks of unsubsidized training in Trinity’s Environmental Services or Nutritional Services Departments. Upon completion of the training, participants are placed into available positions at Trinity. Starting hourly pay is $9.00 to $10.50 with full benefits; Trinity also provides a work-school program that assists employees in acquiring education to advance in a medical career. To date, all 15 participants that have enrolled in the training have completed it. Trinity directly hired 12 trainees and two were placed in other jobs. Of the 12 individuals hired at Trinity, 11 still work there after three years. One study showed that these employees have a 25 percent reduction in absences and time off compared with other employees, which provides the hospital with a direct cost savings. NLEN plans to replicate the program at Mount Sinai Hospital and Advocate Bethany Hospital. Source: Brenda Palms-Barber (Executive Director, North Lawndale Employment Network), interview with Julie Wilen, October 24, 2005. MAYORAL POLICY CAUCUS ON PRISONER REENTRY 31
Page 1 and 2: Rebuilding Lives. Restoring Hope. S
Page 3 and 4: Message from the Mayor The issue of
Page 5 and 6: Introduction The Reality of Reentry
Page 7 and 8: Communities Too many communities ar
Page 9 and 10: A National Movement, A Nonpartisan
Page 11 and 12: The Mayoral Policy Caucus on Prison
Page 13 and 14: Theresa W. Theresa W. is a 25-year-
Page 15 and 16: Ramon C. is a 51-year-old Real Life
Page 17 and 18: Chapter 1: Employment Formerly inca
Page 19 and 20: The current need for IDOC’s educa
Page 21 and 22: Ensure pre-release vocational train
Page 23 and 24: Restructure and expand Illinois Cor
Page 25 and 26: While the passage of this legislati
Page 27 and 28: IDOC is currently re-examining the
Page 29 and 30: Solution To increase employment opp
Page 31: Solution To be most effective, educ
Page 35 and 36: Promote and support transitional jo
Page 37 and 38: Promote and support social enterpri
Page 39 and 40: Foster more opportunities for entre
Page 41 and 42: (e.g., expungement, sealing of reco
Page 43 and 44: Sandra S. is a 38-year-old African-
Page 45 and 46: Marvin A. Marvin A. is a 64-year-ol
Page 47 and 48: Chapter 2: Health By most measures,
Page 49 and 50: “This is the best chance to locat
Page 51 and 52: Similar to substance abuse treatmen
Page 53 and 54: Solution Connections to community-b
Page 55 and 56: Solution Initially, the State shoul
Page 57 and 58: Medicaid does not pay for services
Page 59 and 60: To ensure the greatest return on in
Page 61 and 62: Solution Diversion programs and alt
Page 63 and 64: Create more positive social structu
Page 65 and 66: Margaret M. is a 55-year- old Latin
Page 67 and 68: Sam J. is a 41- Real Life year-old
Page 69 and 70: Chapter 3: Family Having a supporti
Page 71 and 72: Improve visitation facilities and p
Page 73 and 74: Issue Facilitate contact between pr
Page 75 and 76: Review policies regarding child sup
Page 77 and 78: Reforms with Citywide Impact Suppor
Page 79 and 80: Improve reunification services at C
Page 81 and 82: Support more mentoring and other so
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Billie H. is a 41-year-old Real Lif
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Shannon G. is a 33-year-old African
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Chapter 4: Community Safety Prisone
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Ensure that prisoners have appropri
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Expand capacity and number of Adult
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However, with the dramatic increase
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N City of Chicago 2004 Inmate Exits
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Solution The goal of “justice rei
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Solution The City, in partnership w
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Internet. This vehicle allows for i
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Solution The City should work with
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Solution Local “reentry resource
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For example, in Oregon, Deschutes C
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A Note of Thanks Many people worked
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Ms. Ellen A. Meyers, Office of Illi
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Endnotes Introduction MAYORAL POLIC
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Introduction (cont.) 46 Bush, Georg
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Chapter 1: Employment (cont.) MAYOR
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Chapter 1: Employment (cont.) MAYOR
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Chapter 2: Health (cont.) MAYORAL P
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Chapter 2: Health (cont.) MAYORAL P
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Chapter 3: Family (cont.) MAYORAL P
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Chapter 4: Community Safety (cont.)
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Chapter 4: Community Safety (cont.)
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