Initiating

1
Initiating Sustaining a Mentoring Program

• Dr. Virginia Strand- Fordham University
• Jodi Hill-Lilly, MSW Tracy Davis, MSW
• Connecticut Department of Children and Families
• Training Academy

2
Connecticut DCF in Context

• Low turnover
• Low caseloads
• High pay
• Consent decree

3
Mentoring Program Context

• Recruitment and Retention Grant
• Focus on building management capacity
• Baseline survey informed direction of program

4
Survey Results Informing Program

• Supervisors of caseworkers express the most
  dissatisfaction with their jobs
• Supervisors of caseworkers are more dissatisfied
  with their own supervision than caseworkers
• The longer one stays at DCF the less satisfied
  they become with their job
• Those with MSW degrees are significantly more
  likely to express intent to leave than those with
  BA

5
Overview

• History
• Goals of the Program
• Increase Organizational Commitment
• Build Leadership Capacity
• Increase Retention
• Navigate and Negotiate within DCF and the
  Community
• Increase Opportunities for Career and Personal
  Development

6
Eligibility
Mentees

• Program Supervisor Level Above
• Good Standing
• Supervisory Approval

Mentors

• Social Worker Supervisor Level
• Good Standing
• 2 years Experience
• Supervisory Approval

7
Application Process

• Complete Application
• Letter of Support from Supervisor
• Brief Statement of Interest

8
Matching

• Not in Chain of Command
• Self Selection
• Goals and Interest
• Strengths of the Mentors
• Distance
• Preference of Gender and Race
• Notification Process/Early Conflict Resolution

9
Administrative Support

• Advisory Board
• Mentoring Committee
• Team Leaders

10
Training

• Kickoff Training for Mentors and Mentees
• Quarterly Meetings
• Closing Ceremony

11
Program Activities

• Development Plan
• Mock Interviews
• Shadowing Experience
• Participation in special work groups
• Exploration of Higher Education Opportunities
• Observations of leadership activities
• Development of innovative programs
• Development of Training and Presentation Skills
• Mentors to Shadow Mentees

12
Video
13
Evaluation Method

• Process How well is the program being
  implemented?
• Feedback sought from participants formally 4
  times during the year
• Development plans collected and reviewed
• Team leaders in monthly contact with participants
• Outcome How well did we do in meeting the goals?
• Feedback sought formally at end of year
• Feedback sought six months after
• Feedback sought 12 months after

14
Evaluation Findings to Date

• Method
• Attention to recruitment and matching process is
  critical
• Orientation meeting is effective in setting the
  stage and motivating participants
• Team leaders are helpful in troubleshooting and
  supporting and monitoring pairs
• Difficulties in operationalizing the
  developmental plans are often due to lack of time
  on the part of one or more of the pairs
• Shadowing and preparation for interviews and
  mock interviews have proven to be very popular
  and helpful activities
• Quarterly meetings are effective in keeping
  mentees motivated, but mentors attendance lags

15
Evaluation Findings to Date (continued)

• Outcome
• Increased commitment to the agency and mission
  reported
• Increasing skills in leadership capacity reported
• Some effectiveness in helping mentees negotiate
  and navigate DCF
• Increased job satisfaction
• Increased sense of professional and personal
  growth

16
Unanticipated Findings

• The program has positively impacted
  organizational culture
• Mentor/Mentee relationships often continue beyond
  the official program year
• Beginning to change the culture of the agency
• Need to take care not to promote program as
  providing promotional opportunities in the
  program year for mentees