Shaping the Future of Transition

1. Shaping the Future of Transition Office of Transition Services NC Department of Correction May 2007

2. Office of Transition Services • The Office of Transition Services (OTS) was created in September 2006 by Secretary Theodis Beck • OTS is responsible for the coordination of all internal activities related to transition and reentry. • OTS provides assistance to internal and external stakeholders in developing policies and procedures, shaping new programs and providing training for staff in effective transition and reentry

3. Goals of OTS • Ensure all transition and reentry efforts within the department are unified and coordinated • Provide education & training to internal divisions and external partners/stakeholders on the needs and barriers offenders face when returning to the community • Promote programs & services that address barriers to successful offender reentry (i.e. employment, housing, treatment, etc) • Provide education, training, technical assistance, and support for local partnerships and networks designed to support offender transition and reentry

4. What is Transition?

5. What is Transition? • Transition is the process of reentry made by incarcerated individuals from jail or prison to the community. (Report of the Re-entry Policy Council/www.reentrypolicy.org) • Transition is the process of implementing a defined plan of action from incarceration to reentry into the community.

6. Why Transition? • Structured Sentencing Laws require 100% completion of sentence • Transition is a better use of tax dollars and community resources • During incarceration offenders obtain marketable skills for today’s labor market

7. Best Practices in Transition • Collaborative- active integration among parties • Person Centered Plan-inclusive and progressive steps with realistic goals • Modifiable- as behavior changes and goals are met the team assess plan • Plan is centered on seamless transition • Sustainable in the community

8. Best Practices cont. • Informal social controls (such as family, peer, and community influences) have a more direct effect on offender behavior than formal social controls • Duration of the intervention is critical to offender outcomes. Behavior change is a long process that requires a minimum of 12 to 24 months. • Dosage of the intervention is critical to change. Intensity and frequency are important to assist the offender in making critical decisions that affect the likelihood of success. • Comprehensive, integrated, and flexible programs are effective when they meet the individual’s multiple needs

9. Best Practices Cont. • Continuity, Interventions, either in prison or in the community, should build upon each other • Communication of offender responsibility and expectations is necessary • Support mechanisms are critical to long-term success. Support mechanisms can involve the family, community, and informal agencies • Offender accountability and responsibility is key. A system of sanctions and incentives must ensure that the offender understands expectations and rules

10. NC Department of Correction: Transition Goal NC Department of Correction goal for transition is to lessen recidivism and to restore offenders to being productive members of society.

11. The Current Need Prison Inmates 38,497 • Male Inmates 35,730 • Female Inmates 2,767 Probationers 114,104 Parolees2,851 Total 155,452 (figures based on data from 5-16-07) • 53% of current inmates are re-admissions

12. Overview • 79 prisons, 3 contract facilities • Male/female, adult/youth, minimum/medium/close • >38,000 inmates • Estimates of >45,000 incarcerated by 2016 • Releases: • 2003 - 2004= 20,228 • 2004 - 2005 = 24,618 • 2005 - 2006 = 26,457 • 1/2007- 3/2007= 6,651

13. Offender Management Model (OMM) The Offender Management Model states each inmate will have one plan created by a single team that includes wrap around services designed for achieving the goals of incarceration and successful reentry.

14. Discharge planning Coordinate Aftercare services Accountability & Ownership Re Develop pro social networks Sense of Self Efficacy Engage external supports Phase IV Reintegration Maintenance & Sustainability Phase III Structured Transition Address Risk & Criminogenic Needs Change thinking & behavior Treatment participation Skill Development Phase II Supervision & Monitoring Assessment Classification Treatment referrals Integrated Case Planning & Case Management Phase I Intake & Stabilization NCDOC Office of Transition Services Reentry Model (under construction)

15. PHASE I Assessment, Classification & Treatment Referrals Phase I Intake & Stabilization

16. Phase I Team Members: • Prison Divisions • Community Volunteers • Family Members • Community Resource Council • Community Colleges • Vocational Rehabilitation • Vital Records • Social Security Administration/ DMV • Faith partners

17. Phase I Process Ensure the use of validated instruments for consistent results that are reliable and address static and dynamic factors. - DOP uses the OTI for static factors such as previous incarceration, childhood abuse - DCC is creating a dynamic assessment for factors such as substance abuse and risk assessments

18. PHASE II Address Risk and Criminogenic Needs; Change thinking, and behavior; treatment participation; Skill development Phase II Supervision and Monitoring

19. Team Members: Community Corrections -DMV Victim Services - Employment Services Parole Commission - Treatment Providers Community Volunteers -Business Community Community Colleges -Vocational Rehabilitation Family Members - Faith Based Community Housing Providers Criminal Justice Partnership Program PHASE II

20. Phase II Process • Create an informed individualized program plan geared toward release • Person centered assignments are better than arbitrary assignments • Use data from assessments to provide targeted and comprehensive program • Use multidisciplinary team as described above • Incorporate the plan into the daily life of the inmate

21. PHASE III (Re) Develop pro-social networks; Sense of self efficacy; Engage external Supports PHASE III Structured Transition

22. PHASE III Team Members: • Community Volunteers • Mentors • Faith Partners • Employment Services • Family Members • Treatment Providers

23. Phase III Process • Convene transition planning team to review inmates preparedness for release • Assess progress of assigned programs • Perform risk assessment for criminogenic factors • Gauge community of release for its preparedness to accept ex-offender • Keep information and communication open

24. Preparation for Release • TDE (Transition Document Envelope) • Confirmed Home Plan • 30 day supply of Medication (If required) • Substance abuse treatment appointment scheduled • Mental health treatment appointment scheduled (if required) • Acquire employability skills, job leads , educational opportunities • Strengthen ties to Mentor and Community resources

25. PHASE IV Discharge planning, coordinating aftercare services, accountability and ownership Phase IV Reintegration, Maintenance & Sustainability

26. PHASE IV Team Members • Faith Partners • Treatment Providers • Family Members • Established Support System

27. Phase IV Process Use collaborative network to obtain: • Meaningful employment • Adequate housing • Treatment needs • Mentor • Continual network of support • Clear path to accountability and ownership of new life

28. Gaps in the Process • The decision making processes by which individuals are sent to prison. • The preparation of prisoners for release. • The process by which prisoners exit prisons so that key supports and services are in place during the initial transition. • Developing reentry initiatives that build on key social relationships-such as family, friends, and the faith community-and improve access to other community-based supports and services. • Targeting and supporting high-risk communities to which the majority of prisoners return.

29. Gaps Cont. • Raising the profile of prisoner reentry as a public safety issue and not solely a corrections issue. • Availability of therapists for; substance abuse, anger management and sex offences. • Mentors that are committed to long term involvement

30. Barriers to Successful Transition • The stigma the community has toward ex-offenders • Housing policies continue to be a major barrier to affordable safe living • Employability beyond “offender friendly” fields to meet the demands of growing occupations and workforce shortages • The cost of appropriate treatment. • Criminal record active until ex-offender reaches 80 or dies • Resources are often untapped or hard to access without community collaboration

31. Office of Transition Services Contact Information: Monica L. Artis, Community Development Specialist email: martis@doc.state.nc.us (919) 716-3091 Vincent Gaddy, Community Development Specialist email: vgaddy@doc.state.nc.us (919) 716-3096 Anthony Reggi, Community Development Project Manager email: treggi@doc.state.nc.us (919) 716-3098 Roshanna S. Parker, Research and Evaluation Analyst email: rparker@doc.state.nc.us (919) 716-3089