Launching Ohio’s WBL pilot required building new employment processes from the ground up. Key steps included securing approval from the governor’s office, navigating complex hiring procedures, and coordinating with correctional leadership. One of the biggest hurdles was completing the I-9 employment verification process for the intern, which required collaboration between the warden, assistant warden, and Sinclair Community College staff. Obtaining necessary documents, such as a birth certificate, added another layer of complexity.

Access to technology remains a challenge. The intern has limited Zoom use, no direct email, and must rely on prison education staff to print and scan documents. Real-time communication is restricted to scheduled meetings, requiring flexibility and persistence. Despite these barriers, the intern has contributed meaningfully to multiple projects.

ODRC does not deduct room and board from earnings. However, state policy limits incarcerated individuals’ account balances to $200, with any additional earnings automatically deposited into a state-managed savings account. To streamline future hiring, Vera has developed an internal guide to help other teams onboard incarcerated employees.

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Action steps for other states looking to adapt Ohio’s approach:

1. Build partnerships with organizations experienced in corrections and committed to WBL.
2. Secure buy-in from state leadership, including the governor’s office, early in the process.
3. Collaborate with correctional education institutions to navigate administrative hurdles.
4. Prepare for complex employment verification challenges, including I-9 completion and document acquisition.
5. Develop alternative communication strategies to address limited technology access.
6. Understand financial regulations affecting incarcerated employees’ earnings and savings.
7. Engage correctional staff at all levels to ensure smooth implementation.
8. Create internal resources to document hiring procedures for future expansion.