Initiating & Sustaining a Mentoring Program

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. Social Worker &Supervisor Level Good Standing 2 years Experience Supervisory Approval Program Supervisor Level & Above Good Standing Supervisory Approval Eligibility Mentees Mentors

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