Prison to Paycheck: Community Release, Employment Re- Entry and Impacted Recidivism for Offenders with Disabilities

Transcription

1 Prison to Paycheck: Community Release, Employment Re- Entry and Impacted Recidivism for Offenders with Disabilities 1 GORDON SWENSEN, M.S., CRC, OWDS RANDY LOSS, M.A., CRC, OWDS MAINE APSE CONFERENCE JUNE 11, 2014

2 Objectives 2 Formal networking/partnering will be reviewed and how it can replicated will be discussed Three (3) vocational/support programs on returning citizens will be discussed for both Pennsylvania and Utah Attendees will know methods of employer engagement for clients with criminal records.

3 Tilting at Windmills 3 How do you view challenges? OR.. Do they throw you?? Are you generating a force??

4 Where Do You Start? First ask, where do you end? Goal=Employment (Good for business & VR client) Defining Customer Ecology oresources oeducation osupports What is your resolve? What role do you play and when 4 oculture/language obarriers oneeds

5 Comfort Level Who is your customer? Individual with an Intellectual Disability Individual in Recovery (Mental Health/Substance Abuse) Individual seeking community employment Individual with criminal records sexual offenses?? Local business/owner ALL OF THE ABOVE 5

6 Layer Upon Layer Responsibilities of your client with a criminal history: 6 Legal Home Family Other What can be done and by who/what? Where are resources located?

7 Barriers Fog that Impacts Employment 7 TRANSPORTATION HOUSING CRIMINAL HISTORY EMPLOYMENT FINES AND COSTS FINES & COSTS IDENTIFICATION FAMILY SITUATION SUPERVISION SUPERVISION requirements restrictions

8 Additional Barriers to Employment Cultural/Language Lack of education Lack of training Disability Criminal Thinking Errors 8

9 Criminal Thinking Errors 9 UNDERSTANDING THE MINDS OF OFFENDERS IN FACILITATING POSITIVE CHANGE AND EMPLOYMENT SUCCESS

10 Criminal Thinking (Types) 10 THIS INFORMATION IS ADAPTED FROM THINKING ERRORS DEFINED, BY TRACY E. BARNHART, 2010, ON CORRECTIONS. COM

11 ANGER 11 KEEPS OTHERS AWAY AND HELPS THE OFFENDER AVOID FEELINGS OF SHAME, SADNESS OR FEAR THROWING TANTRUMS, ACTING AGGRESSIVELY, ETC. GETS OTHERS FOCUSING ON THE ANGER ALSO USED TO INTIMIDATE OR THREATEN OTHERS TO REMAIN IN CONTROL

12 ASSUMING 12 MIND READING - WE BELIEVE WE KNOW WHAT OTHER S THINK MISSING WORK WITHOUT INFORMING AN EMPLOYER BECAUSE THE OFFENDER ASSUMES IT WAS FOR GOOD REASON ANTISOCIAL INDIVIDUALS ASSUME PEOPLE DON T LIKE THEM SO THEY JUSTIFY BLOWING UP, ROBBING, MOLESTING, ETC.

13 AVOIDING THE HOT IRON 13 THE OFFENDER DOES NOT UNDERSTAND WHY OTHERS BRING UP THE PAST OR THEIR CRIMINAL HISTORY AND CANNOT SEE THE FUTURE WITH CLARITY OR VISION DO NOT WANT TO FACE WEAKNESSES OR PAST/PRESENT BAD HABITS

14 BLAMING 14 POINTING THE FINGER /FINDING EXCUSES BLAMING OTHERS MAKES THE OFFENDER LESS RESPONSIBLE USED TO EXCUSE BEHAVIOR AND BUILDS UP RESENTMENT TOWARD OTHERS

15 CONFUSION 15 PRESENTING SELF AS PUZZLED AND CLAIMING NOT TO UNDERSTAND QUESTIONS, EXPECTATIONS, OR THE NEED TO MEET OBLIGATIONS PRETENDING TO BE UNSURE OF WHAT HAPPENED OR OUR ACTIONS

16 EXCUSES 16 JUSTIFICATION OF REASONS FOR ANYTHING AND EVERYTHING BETTER FOR THE OFFENDER NOT TO ACCEPT RESPONSIBILITY

17 FACT STACKING 17 TELLING THE TRUTH IN A WAY THAT THE FACTS HELP THE OFFENDER NOT TAKE RESPONSIBILITY FOR THEIR ACTIONS MAKES THEM FEEL POWERFUL AND UNLIKE OTHERS REARRANGING THE ACTUAL FACTS FOR THE BENEFIT OF THE OFFENDER

18 FRONTING 18 THE OFFENDER PRESENTS AS HELPFUL, BUT AS A MEANS TO MANIPULATE OTHERS TO AVOID CONFRONTATION PHONY BEHAVIOR THAT MAKES US FEEL POWERFUL AND IN THE DEBT OF ANOTHER PLAYING A FAKE ROLE TO BE SOMETHING YOU ARE NOT FOR A SPECIFIC PURPOSE

19 GRANDIOSITY or MAXIMIZING 19 TRYING TO MAKE LITTLE THINGS SEEM LIKE IMPORTANT THINGS MAKING A MOUNTAIN OUT OF A MOLEHILL SETTING LITTLE FIRES TO CREATE CHAOS AND A DISTRACTION FROM THE REAL ISSUE AT HAND

20 HELPLESSNESS 20 THE OFFENDER PRESENTS HIM/HERSELF AS HELPLESS AND UNABLE TO MEET EXPECTATIONS SIMILAR TO THE VICTIM STANCE OFFENDERS USE THIS THINKING ERROR TO MAKE OTHERS UNCARING

21 HOPOVERS 21 THE OFFENDER SIDETRACKS OR CHANGES THE SUBJECT TO AVOID CONFRONTATION PASSING FROM ONE CONVERSATION TO ANOTHER TO DISTRACT OTHERS FROM THE REAL ISSUES

22 HOT SHOT OR COCKINESS 22 THE OFFENDER BELIEVES THEY ARE TRIUMPHANT OVER EVERYTHING USED TO AVOID FURTHER GOAL SETTING, PERSONAL DEVELOPMENT, OR BEHAVIORAL IMPROVEMENT THE OFFENDER ALSO OVERESTIMATES PROGRESS AND THE NEED FOR FURTHER DEVELOPMENT

23 I CAN T ATTITUDE 23 USED SO THAT OTHER S WON T EXPECT THE OFFENDER TO COMPLETE EXPECTATIONS THIS ATTITUDE EVENTUALLY LEADS TO DISAPPOINTMENT, LOSS OF CONTROL, OR A LOSS OF FREEDOM I CAN T MEANS I WON T

24 IT S MINE, or ENTITLEMENT 24 THE OFFENDER FEELS IT IS OKAY TO TAKE WHAT THEY WANT THE EXPECTATION THAT OTHERS WILL DO AS WE SAY TREATING THE PROPERTY OF OTHERS AS IF IT BELONGS TO THE OFFENDER WITH LITTLE REGARDS FOR THE OWNER

25 JUSTIFYING 25 LIKE BLAMING OTHERS OR MAKING EXCUSES ALLOWS US TO EXPLAIN THE REASON FOR THINGS BUT NOT NECESSARILY THE WAY THEY TRULY ARE JUSTIFICATION OF ALL THINGS TO AVOID RESPONSIBILITY AND /OR ACCOUNTABILITY

26 KEEPING SCORE 26 PLAYING REPRISAL; KEEPING TRACK OF OTHERS MISTAKES RATHER THAN FOCUSING ON THE OFFENDER S BEHAVIORS THE OFFENDER HAS A ONE UP MENTALITY IN POINTING TO THE HIGHER NUMBER OF MISTAKES OR ERRORS OF OTHERS KEEPING SCORE ALLOWS THE OFFENDER TO AVOID MAKING PERSONAL IMPROVEMENTS

27 LACK OF EMPATHY 27 BY USING A LACK OF EMPATHY THE OFFENDER DOES NOT CONSIDER HOW THEIR ACTIONS AFFECT OTHERS/NO CONCEPT OF CAUSING PAIN

28 LET S FIGHT, or SPLITTING 28 THE OFFENDER STARTS FIGHTS AND STANDS BACK TO WATCH MANIPULATION AND CONTROL TO INCITE HOSTILITY OR AGGRESSIVENESS IN OTHERS THE OFFENDER THEN APPEARS AS A MATURE MEDIATOR IN RESOLVING THE ISSUE ANOTHER FORM OF THIS THINKING ERROR IS PITTING STAFF AND ADMINISTRATION AGAINST EACH OTHER

29 LYING 29 DISTORTING, CONFUSING, OR MAKING FOOLS OF OTHER PEOPLE THREE TYPES OF LIES: 1. COMMISSION- TELLING A HALF TRUTH 2. OMISSION- MAKING UP THINGS THAT ARE NOTE TRUE/LEAVE OUT IMPORTANT DETAILS 3. ACTION- ACTING IN AN INACCURATE MANNER THAT SUGGESTS SOMETHING IS NOT TRUE

30 MAKING FOOLS OF 30 ALLOWS THE OFFENDER TO RIDICULE OTHERS TO FEEL POWERFUL AND CONTROLLING THE OFFENDER OFTENTIMES AGREES TO DO THINGS BUT THEN DOES NOT FOLLOW THROUGH AND LETTING OTHERS DOWN

31 MINIMIZING 31 THE OFFENDER MAKES THINGS SMALLER THAN THEY ARE BY DEPRECIATING OUR ACTIONS THEY BECOME UNIMPORTANT OR NOT THAT BAD USED IN AN ANTISOCIAL WAY TO PROTECT THE OFFENDER WHEN CONFRONTED ON SPECIFIC BEHAVIOR

32 MR. GOODGUY 32 A TYPE OF FRONTING WHERE THE OFFENDER PRESENTS THEMSELF AS A NICE PERSON THAT DOES NOT MAKE MISTAKES THEY OFTEN PRESENT AS DOING MANY GOOD DEEDS BUT TAKE ADVANTAGE OF OPPORTUNITIES FOR PERSONAL GAIN OR PLEASURE

33 MY WAY, OR NO WAY 33 ALL OR NOTHING THINKING. USED TO FORCE POWER OVER OTHERS IN DOING THING S TO BENEFIT THE OFFENDER THINGS ARE SEEN IN BLACK AND WHITE AND THE OFFENDER FEELS THERE IS NO ALTERNATIVE TO PERFECTION THE OFFENDER DOES NOT WANT TO FAIL

34 PET ME 34 THE OFFENDER IS SELFISH AND THINKS ONLY OF HIS/HER NEEDS DOING THINGS TO BE COMPLIMENTED OR APPLAUDED BY OTHERS ACTING OR BEHAVING IN A MANNER TO RECEIVE NOTICE OFTEN DOING THINGS FOR THE WRONG REASONS TO GAIN APPROVAL

35 POWERPLAY 35 AUTHORITY CONFLICT, OR THE OFFENDER WANTING THE POWER AND TO BE RIGHT ALL OF THE TIME THEY ENJOY FIGHTING AND DOMINATING OTHER PEOPLE/OTHERS ARE NOT ALLOWED TO LEARN PLACING INDIVIDUAL NEEDS OVER THE RIGHTS OF OTHERS

36 REDEFINING 36 THE OFFENDER DETERMINES BOUNDARIES BY SHIFTING THE FOCUS OF AN ISSUE THE OFFENDER AVOIDS SOLVING PROBLEMS BY USING THIS THINKING ERROR AS A POWER PLAY TO GET THE ATTENTION AWAY FROM THEMSELVES

37 REFUSAL TO ACKNOWLEDGE FEAR 37 THE OFFENDER TELLS THEMSELVES THAT NOTHING SCARES THEM THE OFFENDER AVOIDS THE ANXIETY OF PREVENTING THEM FROM COMMITTING UNLAWFUL ACTS

38 SECRETIVENESS 38 OFFENDERS LIKE TO PROTECT PERSONAL SECRETS AND AVOID OPENING UP TO OTHERS AND TRUSTING THIS HELPS THEM MAINTAIN THE POWER IN THEIR MIND OVER OTHERS AND KEEPS THEM FROM FACING THEIR FEARS AND EMOTIONS

39 SEEKING SYMPATHY 39 OFFENDERS DON T WANT TO FEEL THEY ARE WRONG IT IS BETTER TO HAVE OTHERS FEEL SORRY FOR THEM

40 SILENT POWER 40 THE OFFENDER ENJOYS THE ATTENTION GIVEN BY OTHERS AND THE FRUSTRATION THAT OTHERS FEEL FROM USING THIS THINKING ERROR FOCUSING ON THE SILENCE ALLOWS THE OFFENDER TO NOT CONCENTRATE ON THEIR REAL ISSUES AND SERVES AS AN UNHEALTHY PROTECTION

41 SLACKING 41 DOING THE BARE MINIMUM REQUIRED AND NOTHING MORE GETTING THE GOAL OR OBJECTIVE ACCOMPLISHED AND THEN RELAXING AND/OR KICKING BACK A MEDIOCRE EFFORT TO GET PEOPLE OFF THEIR BACK BUT NO REAL SELF IMPROVEMENT OCCURS

42 UNIQUENESS 42 THE OFFENDER FEELS SO SPECIAL THAT RULES ONLY APPLY TO OTHERS, AND NOT THEMSELVES THE OFFENDER FEELS SO UNIQUE THEY DON T HAVE TO LISTEN TO OTHERS OR PARTICIPATE

43 VAGUENESS 43 THE OFFENDER AVOIDS GIVING SPECIFIC INFORMATION AND DOES NOT WANT TO BE PINNED DOWN ON DETAILS UNCLEAR ANSWERS ARE SAFER AND ALLOW THEM TO AVOID THE REALITY OF THEIR ACTIONS

44 VICTIM STANCE 44 THE OFFENDER WANTS OTHERS TO FEEL SORRY FOR THEM BY ACTING POWERLESS AND THE ROLE OF A VICTIM THE OFFENDER DOES NOT NEED TO TAKE RESPONSIBILITY FOR THEIR BEHAVIORS

45 YOU RE OKAY, I M OKAY THE OFFENDER TRIES TO BE EXTREMELY POSITIVE TO AVOID THE REALITY OF THE PAIN CAUSED BY THEIR ACTIONS WORK HARD AT BEING COOPERATIVE AND SUPPORTIVE OF OTHERS AND WORRY ABOUT OTHERS PROBLEMS MORE THAN THEIR OWN (CO- DEPENDENT) THE OFFENDER FOCUSSES ON THEIR OWN WEAKNESS BY FALSELY APPEARING TO ACCEPT OTHERS 45

46 ADVICE TO SERVICE PROVIDERS 46 CRIMINAL THINKING SHOULD BE VIEWED AS AN OUTCOME OF MALADAPTIVE COPING STRATEGIES RATHER THAN AS A PERMANENT FIXTURE OF THE OFFENDER S PERSONALITY (TREATMENT FOR ADULTS IN THE CRIMINAL JUSTICE SYSTEM, QUANTUMUNITSED.COM)

47 ADVICE TO SERVICE PROVIDERS 47 CRIMINAL THINKING CAN BE ADDRESSED USING THE SAME TOOLS AS IN SUBSTANCE ABUSE RELAPSE PREVENTION. THIS INCLUDES IDENTIFYING OFFENDERS PRIMARY THINKING ERRORS, INSTRUCTING CLIENT S TO SELF- MONITOR WHEN THESE ERRORS OCCUR

48 ADVICE TO SERVICE PROVIDERS 48 OFFENDERS CAN LEARN TO RECOGNIZE THINKING ERRORS AND TO UNDERSTAND HOW THOSE ERRORS CAN LEAD TO BEHAVIOR THAT GETS THEM INTO TROUBLE (WANBERG AND MILKMAN 1988)

49 Collateral Consequences Individual Employment Public Assistance Voting Public Housing Driver s Licenses Adoptive and Foster Parenting Student Loans 49 Community Neighborhoods Families Health State budgets Groups with High Incarceration Levels

50 50

51 Pennsylvania Criminal Justice Statistics PA State Corrections 27 facilities/51,300 inmates/$1.8 billion per year 15,000 released annually (over 90% are released) 65% have substance abuse issues 60% to 80% have a disability State Probation/Parole 37,800 under supervision Local example: Dauphin County PA 6400 under supervision 51

52 PA Offender Workforce Development Specialist 52

53 PA Reentry & Employment Offender Workforce Development Specialist (OWDS) professionals professionals Offender Employment Specialist (OES) professionals professionals 53

54 Pennsylvania Example 1: Communities 54 County Jail Work Release County Probation Community Organizations County Workforce Office Mentoring Program Training Programs District Attorney s Office County Prison Benefits Substance Abuse Treatment Transitional Housing Legal Advocacy

55 Capital Region Ex-Offender Support Coalition 55 CRESC Dauphin County, PA 50 organizations Mentoring Program

56 56

57 Lancaster County RMO 57 Over 50 partnering agencies Relationship building Trust building Clear communication Information sharing agreements Governance decision-making structure Direct service to clients Advocacy for policy change

58 58

59 Collaboration for Wrap-Around Services Clients probation/parole officers Housing providers D&A providers MH providers 59 Legal advocacy Family services Food, clothing, other basics

60 PA Example 2: Lancaster County WIB Lancaster County RMO is a creation of Lancaster County WIB Two sides of the reentry coin 60 Realized need to provide employment supports specifically to address the needs of the returning citizens Employers have training facilities within WIB building that returning citizens use

61 Integration Activities Required Determine entry point of customers 61 Establish one process for all customers to follow as they utilize core, intensive and training services Outline and document each step through the process Standard Operating Procedures (SOP) Revisit process frequently and adjust as needed to make this process stay current TEAMWORK

62 Lancaster County RMO-Employment Lancaster County WIB Partner Workforce readiness program Ready2Work Specific skill training: welders, construction workers machine operators forklift drivers printers, and others. 62

63 63

64 Returning Citizens (RC) One Stop Customers 64 Average of 287 job seekers per day from July 1, June 30, ,835 new customers overall to the resource room New Clients=6,835 Return Visits=64,381 Referrals=2,116 Total visits for this time frame = 71,216

65 WIB RC Demographics 65 Age Breakdown 18 and under to to to to to Unknown 32 Male 3865 Female 2944 Highest grade completed Non HS Grad 910 GED 448 HS Grad 2515 Trade school 239 Some college 749 Tech school 44 Assoc. Degree 233 Bachelors Degree 473 Masters Degree 123 Not Available 1100

66 WIB RC Enrollment Job Search Center 316 Ready2Work activities 863 Metrix Online Learning 41 Youth Programs 163 Individual Training Accounts 59 EARN program 514 TOTAL ENROLLED TOTAL NUMBER OF JOBS 1067

67 67

68 Reentry Employment Program at PA CareerLink of Lancaster County 68 Fiscal Year Outcomes Summary 639 people completed Landing a Job with a Criminal Background workshop Occupational Skills Training/ Certifications Obtained Ready2Work (national work readiness credential) Applied Technology Blue Print CDL Construction Customer Service Forklift Driving Hot Lab Intro to Office Procedures Manufacturing OSHA Sales Soldering Welding JOB PLACEMENTS: 142 people were placed in jobs with an average wage of $10.80 per hour # of Reentry clients certified

69 Seamless Process? Everyone must buy into the plan & follow it Requires functional supervision Less confused customer Better outcomes for all parties; job seeker, employer and common measures 69

70 Collaboration for Wrap-Around Services 70 Given the numerous barriers and collateral consequences that go with having a criminal record, no single agency can address every need of a returning citizen Reentry partnerships are forming around PA CareerLinks and WIBs should be involved in these reentry partnerships

71 Pennsylvania State Level Efforts Past PA Developmental Disabilities Council (PADDC) member Resources created through Temple University Video and booklet to assist individual/family through criminal justice process Educating first responders (police/emt/etc) how to observe if person has a disability and respond accordingly 71

72 Pennsylvania State Level Efforts Memorandum of Understanding (MOU)-PA OVR and DOC Concise and timely information for VR eligibility and case Fee Waiver of DOC records Case Summary on flash drive Forensic Certified Peer Specialist 300 trained within state prisons Those released are becoming employed Transitional Housing Units Accelerated programming for those within six (6) to nine (9) months of release Connection with community resources 72

73 Pennsylvania-Justice Reinvestment Initiative 73 Data driven approach PA one of 17 states involved in JRI PA-Act 122 of 2012 Anticipated $142 million reinvested Reallocates funds back to the local level from state DOC funding. Counties have more resources to promote postive behaviors/divert individuals DOC has contracted private providers for employment services Sitting committee member of PA Commission of Crime and Delinquency (funding source)

74 What is Working in Maine Reentry coalitions? Partnering Businesses Workforce VR and DOC 74

75 75 Examples of Successful Partnerships in Utah

76 Rehab N the Hood 76 NAVY Networking Agencies for Violent Youth Coming Together Growing Pains The Impact on the Problem Before Offender Re-entry Was Fashionable What About the Adult Offender?

77 The UDOWD Creation Story Breaking Down The Barriers Finding the Right Group of Change Agents Separate But Equal in Terms of Vision Looking Beyond the Differences/Capitalizing on United Strengths Constant Relationship Work To Increase Success and Ensure Buy-In 77

78 Mission Statement of UDOWD 78 We unite to facilitate collaboration between Federal, State, and Local agencies in an effort to eliminate barriers among agencies, increase community awareness, assist offenders with increased employment opportunities, and reduce recidivism.

79 Agency Collaboration 79

80 Task Force Members 80 US District Court- District of Utah US Probation and Pretrial Services US Bureau of Prisons U.S. Attorney s Office Utah Federal Defenders Office Community Correctional or Re-Entry Centers Faith Based Groups Child Recovery Services State of Utah- Third District Court State of Utah- Department of Corrections State of Utah- Department of Workforce Services State of Utah- Office of Rehabilitation State of Utah- Office of Education Utah County Sheriff s Office Salt Lake County Criminal Justice Services Division of Occupational and Professional Licensing (DOPL)

81 Organizational Makeup 81 The Advisory Board consists of executive level individuals from various federal, state, county and local agencies. It is currently chaired by Russ Thelin, Executive Director of the Utah State Office of Rehabilitation. This administrative body meets on a quarterly basis. Their primary responsibility is to provide support for the working group and help alleviate inter-agency and procedural barriers.

82 Organizational Makeup 82 The Working Group consists of individuals from various agencies, many of whom are the original members who formed the UDOWD Taskforce. This group is responsible for curriculum development, job readiness training for offenders, cross-training for allied agencies, and community awareness. They meet on a monthly basis and report directly to the Advisory Board.

83 Organizational Makeup 83 County Groups- Utah, Salt Lake, Davis and Weber Counties. County-based team members deal directly with employers, participate in job fairs and community events, and prepare offenders through employment. They meet on a monthly or bi-monthly basis and report directly to the Working Group. Some of the Working Group members attend the County Group meetings on a regular basis.

84 Challenges/Barriers 84 Defining measurable outcomes Managing rapid growth Keeping the team focused Communication between multiple agencies Google Docs Interagency Groups

85 Job Development 85 Multiple agencies The Hatfield's and the McCoy's Collaborative process Share job leads Referral process Case staffing around employment needs Job match company and ex-offender Information sharing

86 Accomplishments of UDOWD 86 Offender Employment Specialist (OES) Training to more than 300 practitioners in various agencies. Employer and Community Awareness OWDS Training GCDF Certification Creation of Standardized Employment Workshops that are being taught across the State Creation and Implementation of a streamlined UDOWD referral County Team Meetings Legislative Efforts/ID Issue Resolved Expansion of the Mission Presentations and State and National Conferences State and National Recognition Recent Senate Testimony (Don Uchida)

87 Advantages to Collaboration 87 Leverage resources Create opportunities for efficiency Standardization Increased communication and cooperation between agencies (joint benefits) Cooperative problem-solving Impact recidivism and decrease costs

88 More to Come! 88 UDOWD Website (Host to be determined) UDOWD Video- Working with UVU and Hailstorm Productions Continue to offer Offender Employment Specialist Training across the State Continued Awareness to the Courts, Officers/Agents, and the Community

89 Transition Model Initiative (TMI) 89 The Transition Model Initiative (TMI) for Utah is based on the National Institute of Corrections (NIC) Transition from Prison to Community Initiative (TPCI)

90 Transition from Prison to the Community/Transition Model Initiative 90 TMI

91 Scope and Nature of Transition ,000 in 2005 from prison to the community. Projected that 67% will be re-arrested. 46.9% will be convicted of a crime. 51.8% will be returned to prison. In 2008 Pew Center reported 1 in 100 adults was behind bars. Total state expenditure is $52 billion(april 2011).

92 Scope and Nature (cont.) 92 In 2008 Pew Center reported 1 in 100 adults was behind bars. Total state expenditure is $52 billion (April 2011) Utah s recidivism rate was 53.7%

93 Successful Offender Transition as a Public Safety Issue 93 Successful transition promotes public safety. Changing expectation for correctional agencies. No longer just housing inmates. Equipping offenders during and after incarceration for law-abiding release.

94 Outcomes of Successful Transition 94 Fewer victims Lower correctional costs Healthier communities

95 Traditional Roles 95 Correctional systems are fragmented: Separate areas of expertise Information sharing Custody staff are focused on institutional practice Community supervision is focused on post release

96 Barriers to Transition for Offenders 96 Up to 1/3 of adult offenders have a diagnosable mental illness and don t receive services. Up to 75% of adult offenders have substance abuse problems, but only 10% receive treatment % with mental disorders have cooccurring issues.

97 Barriers to Transition for Offenders % of released offenders do not have a GED or diploma. Only 1/3 of inmates receive vocational training while incarcerated. 55% of inmates have children under the age of 18.

98 Strategic Partnerships 98 Common interests among agencies because of shared clients. Collaboration Importance of joint planning. Resource sharing

99 Historical Context 99 Early 20 th century focused on re-habilitation. By the 70 s faith in re-habilitation was diminishing. Studies concluded nothing worked. Crime rights began to rise The public began to demand tougher sentencing. Determinate sentencing s

100 Historical Context (continued) 100 Build larger prisons Re-habilitation was not emphasized. Community corrections also focused on monitoring and enforcement. ISP caseloads

101 New Century (2000) 101 Increase in offenders being released Higher proportion being returned to prison Rising correctional budgets brought focus to transition Research shows that EBP in transition are successful NIC creates the TPC model

102 Goals of the TPC model Assist jurisdictions to make systemic change: Reduce recidivism among transitioning offenders. Reduce future victimization. Enhance public safety. 102 Improve the lives of communities, victims, and offenders.

103 Utah TMI Model Goal 103 The overarching goals of the TMI are for all criminal justice involved clients/offenders, county, state or federal from intake through release to remain arrest free over the long haul, and to become competent and selfsufficient members of their community.

104 Utah TMI Objectives 104 To promote public safety by reducing the threat of harm to persons and their property by released offenders in the communities to which they return.

105 Challenges for Transition 105 Lack of focus on offender success as a desired outcome. Lack of consensus that transition should begin at admission to prison and extend through discharge. Extreme fragmentation within agencies managing transition.

106 Challenges for Transition 106 Lack of focus on offender success as a desired outcome. Lack of consensus that transition should begin at admission to prison and extend through discharge. Extreme fragmentation within agencies managing transition.

107 Challenges for Transition 107 Lack of empirically based assessments at appropriate times in process. Lack of offender programs/interventions

108 Implementation of the Transition Model 108 Partnerships will be critical: Identify stakeholder s common and specific interests Articulate a common vision for transition Identify problems in existing policies and practices that need to be corrected Plan improvements and monitor their implementation Establish regular and continuing communication among stakeholders Develop and implement policies that expedites information flow and minimizes barriers among the partners

109 Elements of the Transition Process Assessment and Classification (Risk, Need, and Responsivity) Transition Accountability Plan (TAP) A. Institutional Phase B. Reentry Phase C. Community Phase D. Discharge Phase Note: Concerns to be addressed: Accountability, Public Safety, Restoration, Treatment, and Success 109

110 Elements of the Transition Process (Cont.) Release Supervision and Services (Monitoring, Interventions, Advocacy, and Referrals) Responses to Adjustment and Achievement on Supervision 110 Discharge from Supervision Aftercare and Community Services

111 The TMI Team Executive Group Implementation and Development Group A. Made Up of Committees Representing Aspects of Transition: Volunteer Support Multicultural Groups Transition Assessment Mental Health Housing Education/Employment UDC Probation Treatment Resource Centers Federal Probation 111

112 112

113 What Does It All Mean? Reentry=Restoration/Rehabilitation/Habilitation Professional champions 113 Needed in all agencies and organizations Big picture: Housing o Childcare Transportation o Income Prior to Employment Fees and Restitution o Collaboration Conditions of Supervision o Personal Identification Increased public safety/tax paying citizens Reduction of Criminal Activity

114 Collaborative Approach to Reentry Potential Challenges: Differing goals 114 Different terminology/language Information sharing agreements Assumptions of the system (non-compliance, defiance) vs clients actual abilities and limitations

115 Final Thoughts on Partnering 115 The Story of The River Babies

116 Morning Session Review Formal Partnering OWDS OES Reentry Coalitions Workforce 116 State examples PA Utah

117 Final Puzzle Piece 117 EMPLOYER

118 Why Are Employers Adverse to Hiring Ex- Offenders? Reluctant to hire ex-offenders May steal or harm customers Imperfect monitoring of employees-premium on trustworthiness Certain occupations are legally closed to applicants with prior felony convictions Protect against lawsuits 118 Legally liable for criminal actions of employees - theory of negligent hiring

119 PA Example 3: OVR Services 119 Single Point of Contact Two Customer Model Concentrated effort to engage businesses Placement Counselor Assist with legal issues/engage businesses Substance Abuse Counselors Caseloads either all or mostly primary disability of substance abuse disorders

120 OVR Services (continued) 120 Hiring Persons with Disabilities

121 121

122 Engaging Employers Business first, employer second No shortcuts Customer service How are you of value to the employer 122

123 Business First, Employer Second 123 Community business purposes What hat do you wear What do you know of the employer What are there requirements for employees What skills are needed for job seekers

124 Customer Service 124 What does customer service mean Before, During and After How do you deal with mistakes Who do you represent

125 No Shortcuts How do you seek employers What activities are you doing to meet businesses where they are at How do you prepare in advance What is your plan B 125

126 Your VALUE to the Employer 126 Tax dollars well spent Talent acquisition ADA expert Accommodations expert Understanding of legal issues

127 Correlates of Employer Aversion to Ex-Offenders Smaller establishments Service and FIRE sectors (Manufacturing open to hiring) Customer Contact 127 Use Informal Recruiting Methods Unwilling to hire other disadvantaged groups

128 What Favors Job Retention 128 Getting a job isn t good enough, high attrition rate Development of attitudes and behaviors that support retention must start immediately Service providers should mirror the workplace Do the client s skills match the job (We may need to disappoint them) Effective workplace communication Effective relationships between client and staff: When to be supportive and when to be tough Client s beliefs and attitudes toward employment are crucial (NIC, 2010)

129 Resources/Examples Ban the Box Desk References Work Opportunity Tax Credits On the Job Training Progressive Employment Customized Employment Fairweather Lodge Transitional Employment (Fountainhouse Model) 129

130 What to Do to Raise Employment? Supports for Reentry Reverse Bans on Financial Aid and Public Assistance Employment Bans Based on Content of Criminal History, Not Blanket Use Conviction Not Arrest Records Ensure Accuracy of Records Incentivize Desistance-Expunge Certain Records After Fixed Time Period Indemnify Employers Bonds, Not in Blanket Fashion Re-examine Federal, State and Local Employment/Licensing Restrictions Child Support 130

131 Review of Afternoon Session 131 Methods of employer engagement for clients with criminal records.

132 THANK YOU 132 Gordon Swensen, M.S., LVRC, CRC, CPM, GCDF (801) Randall E. Loss, M.A., CRC, OWDS, OERS (717)