Describes how workforce development and jail staff members collaborated across their distinct organizational cultures in the early implementation of jail-based American Job Centers funded through Linking Employment Activities Pre-release grants.
“This issue brief…explores lessons from the planning phase of the Linking to Employment Activities Pre-release (LEAP) grants. Funded by the U.S. Department of Labor, Employment and Training Administration, LEAP pilots the creation of jail-based American Job Centers (AJCs) to support the successful reentry of participants and directly link them to community-based AJCs upon release” (p.1). “The creation of specialized...AJCs…in jails requires that workforce development agencies and corrections agen¬cies learn about and adjust to each other’s organizational cultures, including priorities, rules, assumptions, and decision-making processes. Although 16 of the 20 local workforce investment boards that received…LEAP…grants had previously provided post-release services to transitioning offenders, only four had prior experience with provid¬ing pre-release services in jails. This brief draws on data from visits to all 20 LEAP sites and focuses on the strategies the grantees used during the early planning and implementation period to build common ground between jail and workforce staff in promoting successful reentry for participants” (p.1). The brief is divided into two short sections. The first section, “Context for Partnership and Collaboration,” describes workforce and jail staff’s “perceptions of the quality of their relationships” and suggests “factors that may have contributed to [those] perspective[s]” (p.1). The second section, “Bridging Jail and Workforce Cultures,” summarizes several organizational factors that affect the way in which workforce and jail staff interact (p.2).“  Note that this issue brief is one in a series of five briefs that explore lessons from the early stages of LEAP.(Abstractor: Author and Website Staff)