Jeanine Hohn Email & Phone Number

Salem, Oregon, United States

Salem, Oregon, United States

In this technical writing role, I am responsible for the research, development and finalization of process, procedure and policy documentation that support's the success of DOJ's Legal Tools technology modernization program. The program, which includes four, specific procurement, implementation, decommissioning and organizational change management projects will replace the agency's legacy case, time and billing systems, along with dozens of in-house developed ancillary systems.

St Helens, Oregon, United States

As the HR Director for Columbia County, it was my responsibility to plan for and successfully implement a full portfolio of human resources programs and services, on behalf of a 200-employee local government organization including oversight of the personnel management system from hire through separation, employee relations, labor relations, classification and compensation, staff development, investigations, staff safety and wellness, DE&I and staff recognition programs. All strategic decisions and actions were taken in support of the organization's needs and the Board of Commissioners' goals. I created strong relationships with the Board, leadership team and union leaders, with the overarching mission of providing, thorough, thoughtful, caring support to the managers and employees I was charged to serve.

Salem, Oregon, United States

As an HR Investigator for the Oregon Department of Corrections, it was my role to conduct a neutral fact-finding review of individual staff complaints received by the HR Division. This was a management-level, staff-technical position that completed all facets of the investigative, process including complaint-intake, policy/rule/law review, documentary, video and other evidence collection, witness/subject interviews, report-writing with final analysis of findings (substantiated, unsubstantiated or unfounded).

Salem, Or

As DOC-HR's Employee Relations Unit Administrator, it was my duty to provide oversite, long-range visioning and tactical day-to-day support to an 18-employee, management-level workforce, charged with providing HR subject matter expertise and counsel to agency executives, managers and employees. Specifically, I managed three sub-units, with a budget of $5.4 million biennially (including the agency’s HR Managers, Classification/Compensation Analysts and FMLA/OFLA Analysts). In this role, I was charged with establishing and maintaining a knowledgeable team that was structured and positioned to maximize available resources, and that could complete the agency’s HR work in a hard-driving environment, with multiple competing priorities and projects. I supervised and provided guidance on the team’s work to conduct FMLA/OFLA eligibility reviews, approvals and tracking, reclassification reviews, desk audits, pay equity assessments, ADA requests and approvals, employee performance management and progressive discipline processes, investigations (in partnership with the HR investigations unit), and relationship-management with our labor partners. Accomplishments included the initial stand-up and implementation of state government's new HRIS - Workday, positive turnover, hiring and initial orientation of new members of the Employee Relations team, and initial support/response to the COVID-19 pandemic.

Salem, Or

In this position, I led the DOC-HR Division Professional Development Unit - a statewide, 20-staff, $4.9 million training and development program. With the strategic goal of becoming a provider of "world class training," the unit was responsible for needs assessment, curriculum design and provision of the agency's basic certification and ongoing annual in-service training programs for 4,500 employees, while also functioning as the agency's central repository of staff training records. The unit also provided training opportunities for agency managers and leaders. As the unit administrator, it was my duty to ensure my team had the resources and support needed to be successful in a highly-variable, political environment, in an era of ongoing budget reductions and policy changes. Accomplishments included the creation of a set of agency leadership attributes, development strategies, rollout and implementation plans and initial training curriculum, creation of a 40-hour manager training program, an updated training evaluation format that tied training outcomes directly to the agency mission and goals, unit scope, goal and measurement redefinition, and successful partnership with sister certifying body - Department of Public Safety Standards and Training (DPSST). This position actively engaged with internal stakeholders (unit team members, institution superintendents, central executives and collective bargaining units) to understand and address staff/manager development successes, challenges and needs and recommend solutions. In this role, I was a member of the DOC HR Executive Team; I sat on and contributed to the DPSST Corrections Policy Committee; I was a member of the State of Oregon ASCENT Leadership Coalition Steering Committee, and I was a member of the State of Oregon Soft Skills Training Committee.

Salem, Or

In this role, I co-led the DOC Inspector General's Office (IGO), providing policy, communications, strategic planning and budget oversight for a staff of 58 inspectors, Lieutenants, intelligence coordinators, hearings officers and other program coordinators. While in this position, I oversaw a budget of $10.3 million biennially. In concert with the agency-wide strategic planning initiatives, I facilitated the team's creation of IGO-specific mission and improvement goals, focused on customer service to other agency business units and targeted results. I facilitated development and implementation of a comprehensive communications plan - which included interpersonal communication strategies, placement of staff to facilitate improved access, and a variety of written communications - to inform our internal customers of future improvement initiatives, goals and measurements.

Salem, Or

This promotional role provided leadership and management of the DOC Public Affairs office, which provided comprehensive public relations, media relations, community engagement and legislative coordination functions for the agency. In this role, I supervised eight staff members, ensuring that our full-scale communications and legislative agendas were met. In addition to managing the office, I covered the agency's Legislative Concept development process, working with internal and external stakeholders to identify legislation beneficial to the agency and our partners. This required regular interaction with legal counsel from the Department of Justice, Legislative staff, Legislators, Legislative committees and stakeholder groups to communicate and collaborate on desired outcomes. Additionally, I oversaw our Public Affairs team efforts to track all statewide legislation, respond to legislative informational inquiries, collaborate on DOC's budget presentation to the Ways and Means Sub-Committee on Public Safety, and monitor for potential policy and fiscal impacts to DOC.

Salem, Or

This role, in one of Oregon's largest state agencies, gave me an opportunity to utilize creative internal communications strategies to inform a staff of 4,500 about the agency mission, policies, strategic improvement initiatives, legislative policy updates and emerging issues. This position was also the primary agency contact for local, statewide and national media, requiring daily interactions, excellent relationships and prompt responses. The position provided oversight, training and counsel on agency messaging to 14 institution-level public information officers. I established the agency's social media presence, targeting client families and friends. While in this position, I maintained strong relationships with the Governor's Office and Department of Administrative Services communication teams to assure DOC's messaging aligned with statewide communication initiatives. I collaborated with and advised agency leaders on special communications projects and issue-specific communication, including crises and major events. While maintaining a full communications workload, I also facilitated a strategic planning process for the agency's General Services Division, resulting in a two-year plan for divisional improvement.

As the agency’s communications program leader, this position developed and oversaw a set of public relations and marketing strategies that effectively communicated organizational purpose, policy, practices and brand with staff, constituents, members of the public and the Legislature. The position facilitated the agency-wide strategic planning process, performance measurement process and formal legislative coordination efforts. As a member of the leadership team, my responsibilities included oversight of information release and successful placement of agency news stories in all segments of the media; development of agency and program-specific collateral; management of the agency webpage; and creative outreach to constituents; participation in and provision of communications guidance to business units; agency budget development; and special events planning and publicity.

As the school district’s primary public relations professional, this position was responsible for planning and implementing its overall communications program. I advised and consulted the administrative team on general communications issues, reported on communications program performance and managed crisis communications activities as needed. I also prepared, defended and oversaw the communications program budget. Day-to-day duties included acting as district spokeswoman for all general public and media requests for information; creating a variety of low-cost, high-impact collateral that communicated district challenges and successes; implementing internal communications strategies that provided needed information to staff; managing and developing content for the district’s webpage; and organization and delivery of effective-communications training to faculty and represented staff members. Additionally, I assumed the lead role in disseminating information regarding the district’s $96 million bond measure.

As a member of the district-wide leadership team, I oversaw the development and implementation of the district’s first-ever strategic communications plan for a diverse student and community population; acted as primary media contact; facilitated the district’s strategic planning process; advised administrators, coordinators, board of directors and staff during crises communication scenarios and on non-emergent issues and events; and, oversaw district advertising activities. I also developed the district’s Key Communicators program (community involvement process) and facilitated quarterly group meetings; produced and disseminated district-wide publications; edited grants, articles and other written materials; and, developed content and oversaw management of district website. In an effort to develop and maintain the district’s relationship with external community organizations, I acted as district liaison to the four civic organizations.

This position functioned as primary media contact for the fire district – in conjunction with fire chief and incident commanders – for emergency and non-emergency information dissemination; developed webpage content; facilitated district’s information campaign for successful bond measure.

In this role, I completed all functions related to researching, writing and placing “City Beat” news articles in twice-weekly community newspaper. Additionally, I designed pages, and submitted, edited and placed photos and graphics.

Graduate Level Certificate, Public Management

Bachelor Of Arts, Organizational Communication