The Kansas Department of Corrections (KDOC) interest in work-based learning began with a conversation between Dr. Cris Fanning, Executive Director, Programs and Risk Reduction, and Ved Price at the Alliance about bringing employers into prisons to hire individuals directly. Dr. Fanning identified an ideal candidate, and within a year the pilot launched, thanks to administrative support and the right personnel. Dr. Fanning advises other states to start small, with reliable individuals: “I think if other states are going to try this, you need to have those people identified.”

The resident in the KDOC pilot has access to technology typically restricted in correctional settings, including Zoom, email, G-Suite, and Microsoft Office, allowing them to work remotely and engage with employers and mentors.

KDOC provides incarcerated individuals with a central inmate banking system to manage their earnings. In addition to the 25% that is deducted for room and board, funds are allocated to mandatory savings and any outstanding fines, fees, or restitution, with the remainder available for personal use.

As part of broader reentry efforts, KDOC is active in the Returning Citizens Consortium, a collaborative that brings together workforce development centers, community-based organizations, and reentry programs. Last year, the consortium was awarded a Kauffman Foundation Collective Impact Planning Grant, to help advance long-term workforce development strategies.

Looking ahead, KDOC plans to formalize the WBL application process to mirror real-world hiring, incorporating formal applications, interviews, and selection criteria. KDOC is also pursuing grant funding and partnerships to expand the program and create sustainable employment pathways for incarcerated individuals, improving their reintegration prospects.

Action steps for other states looking to adapt Kansas’ approach:

1. Establish Key Partnerships. Identify stakeholders and decision-makers within the Department of Corrections (DOC), including leadership, education coordinators, and reentry specialists.
   
   • Engage community-based organizations, workforce development centers, and higher education institutions to provide support, resources, and training opportunities.
   • Connect with existing national organizations like the Alliance to leverage their expertise.
2. Secure Administrative Support
   
   • Present the benefits of WBL programs to DOC leadership and state policymakers to gain approval and institutional backing.
   • Review existing policies and eliminate barriers that may prevent incarcerated individuals from participating in remote or in-prison employment.
   • Seek endorsements from correctional leadership, advocacy groups, and even legislators to ensure sustainable long-term support.
3. Address Compensation, Banking, and Financial Literacy
   
   • Determine wage structures and establish clear policies on deductions for room and board, savings, and restitution.
   • Ensure that incarcerated individuals have controlled access to their earnings to manage personal financial responsibilities such as child support or family assistance.
   • Incorporate financial literacy training into the WBL program to help individuals manage earnings effectively and prepare for post-release financial independence.
4. Seek Funding and Grant Opportunities
   
   • Apply for grants to help fund program expansion.
   • Explore public-private partnerships with businesses willing to invest in workforce training inside correctional facilities.
   • Utilize existing DOC reentry budgets to support infrastructure needs such as technology, training materials, and transportation services.
5. Measure Success and Adapt
   
   • Establish key performance metrics (e.g., job placement rates, recidivism reduction, participant satisfaction) to evaluate program effectiveness.
   • Share success stories and build case studies to advocate for program expansion within other correctional facilities and states.