A SECOND CHANCE/SECOND CAREER

Transcription

1 Redemption Bridge A SECOND CHANCE/SECOND CAREER Developing sustainable, scalable, replicable models for re-entry & re-integration Executive Summary May 2018 Redemption Bridge * 712 W Abram * Arlington, TX * Redemption Bridge 2018

2 INTRODUCTION _ One of the critical economic issues facing Texas today is the need to develop sustainable, scalable, replicable models of talent pipeline s, capable of addressing the unmet demand for middle level STEM skill positions in high demand industry sectors. However, doing what you have always done, the way you have always done it, with the people and methods you have always utilized, and expecting a different result is not a strategy. Nor is it a realistic approach to resolve the challenge. Therefore, Redemption Bridge has taken a new approach; that of thinking differently about how we approach the challenge, by facilitating the connectivity necessary to re-allocate and realign the resources of the 8 state agencies that comprise the Texas Workforce System, and to establish the connectivity needed to develop a collaborative approach. BACKGROUND The current 8-year strategic plan for the Texas workforce system identifies three populations in Texas that face significant challenges; (1) Adult offenders, served by the Texas Department of Criminal Justice, (2) Youth offenders, served by the Texas Juvenile Justice Department; and (3) Veterans, served by the Texas Veterans Commission. The state plan, approved by Governor Abbott, effective September 2015, also calls for an emphasis on serving all three populations. 1 Following the Governor s approval of the plan in September, 2016, Redemption Bridge launched A Second Chance/ Second Career to develop and demonstrate sustainable, scalable, replicable models that would support the successful reentry and reintegration of the three identified populations, working directly with the three state agencies in Texas that serve them; the Texas Veterans Commission, the Texas Department of Criminal Justice, and the Texas Juvenile Justice Department, with Redemption Bridge, serving as the intermediary. The primary objective of A Second Chance/ Second Career is to develop and institutionalize a methodology providing connectivity and linkage among state agencies, local government, and community stakeholders, enabling a collaborative approach, to resolve the primary challenges related to re-entry, focused on employment & training, housing, and integration with community & faith based organizations (CFBOs). This includes supporting and enhancing CFBOs through community resource coordination, linking them with state and federal agencies and regional programs and/or initiatives, providing information and assistance pre-release, and information & technical assistance post release. A second objective is to establish demonstration models that can develop the talent pipelines necessary to close the skills gap's for high demand occupations in Texas, that are inclusive of our three target populations. 1 The plan can be found on the Texas Workforce Investment Council website: 1

3 The approach is broad-based and collaborative, inclusive of government, academia and the private sector. It represents a transformative, game changing approach in Texas, to address the economic sustainability of these three populations, as they reintegrate into their communities. In essence, we are developing the "roadmap of connections" that must be in place to support the innovation and cultural changes needed for risk reduction and re-entry to become a way of doing business, rather than separate programs that must be administered by the respective state and federal agencies. THE CHALLENGE_ Since the "great recession", Texas economic recovery has been remarkable. We often lead the nation; our current unemployment rate is low, and our job creation rate is high. Unfortunately, not all Texans have shared in our state's prosperity; and despite our low unemployment rate, there are occupational sectors whose workforce needs are not adequately served. Based on information from the 3 primary state agencies, upon release, all three targeted populations share common challenges, with a significant percent requiring assistance with (1) training and employment; (2) housing; (3) mental and medical health; (4) transportation; and (5) introductions to and support from Community & Faith based organizations. They are often challenged, upon release, to navigate the landscape of regional, county, and municipal agencies and nonprofits that offer that assistance. Statistical evidence shows that when they fail to find employment and housing assistance, they all too frequently recidivate, establishing a cycle that must be broken. In addition to the direct assistance needed by individuals, there are multiple challenges Texas, as well as our nation faces, in order to support reentry and reduce recidivism. (1) Public perception; (2) public policy; (3) the need for stronger alignment & integration between state and local agencies and local government; and (4) the need for collaborative community capacity, to more effective facilitate reentry. As one example, in Tarrant County, the recidivism rate, as defined by individuals re-arrested within three years of their release from prison, has actually risen over the past 3 years, from 68% to 71%. According to a report released by the Council of State Governments Justice Center, dated May 25, 2016, over half of county jail releases following a local sentence were re-arrested within three years. Felony releases had a higher re-arrest rate than misdemeanor releases across all release types. Post sentence felony releases had the highest re-arrest rate of any release type, at 66%, which was 12% higher than any misdemeanor post sentence release at 54%. The three-year re-arrest rate for state jail releases was 66%, with over one half of the arrests (37%) occurring during the first year. The number of individuals to be served is significant. Again, using Tarrant County as an example, in the last 12 months, the Texas Department of Criminal Justice released 5,247 inmates and Tarrant County 2

4 released approximately 19,078 non-duplicated individuals. This doesn't count the other counties in North Texas, nor does it count those released from Juvenile Justice, Federal Prisons, or those coming out of the military into Tarrant County. The employment of all 3 populations, once released, is one of the most critical factors if we are to significantly reduce recidivism. As documented, 71% of those released in Tarrant County are rearrested within 3 years. If they become employed, they are 10 times less likely to be re-arrested. According to a report released by the White House on April 11, 2016, 2.2 million Americans are behind bars. While the U.S. accounts for only 5% of the world s population, our prison population represents 25% of all individuals incarcerated throughout the world. Annually 600,000 Americans are released from prison; of these, 70,000 are released in Texas, and an additional 11.4 million cycle through local jails. The financial cost incurred by government, paid for by taxpayers, is significant. Tarrant County alone spends nearly $1 billion annually. Each individual act of recidivism costs taxpayers approximately $50,000. Reincarceration of each individual will cost taxpayers a minimum of $26,000 to $219,000 a year, depending on the health of the individual and the mental and medical health care required. Reducing recidivism in Tarrant County for adult offenders would result in significant cost savings; resources that could be re-purposed for more critical needs. THE MODEL Redemption Bridge, operating externally from but in partnership with agencies of the Texas Workforce System, is developing demonstration models that integrate the resources of Community College Systems with Independent School Districts, supported by Regional Educational Service Centers. The Colleges and High schools are then integrating into their respective curriculums as dual credit industry recognized, third-party accredited, nationally portable, competency-based industry certifications. The definition is a critical distinction, since less than 5% of all certificates, credentials and certifications meet that criteria. This step alone enables the models to reach thousands of high school students who will be exposed to these careers and earn certifications that matter to industry. This compares and contrasts to the fact that we have been attempting to fill these jobs focused primarily at the community college level and with career changers. Given the significant, unmet demand, we are also reaching out to additional populations in Texas, in order to expand the scope of our outreach. We are doing so by connecting our community college systems with the institutions managed by, directly or through contracts with, the Federal Bureau of Prisons; the Texas Department of Criminal Justice; the Texas Juvenile Justice Department; the county Justice Systems, and military installations in Texas. 3

5 That enables Community College Systems to provide instructional support, testing and evaluation within county jails, state and federal prisons, transitional living centers, juvenile detention centers, military installations, and nonprofit agencies, resulting in individuals in those facilities also earning the industry certifications that lead to employment. As examples of the significance of this outreach, there are more than 30,000 individuals stationed at or affiliated with the Joint Reserve Base (JRB) in Fort Worth alone. In Dallas County, there are more than 30,000 individuals released annually from the county jail and state and federal prisons. The majority are minor, nonviolent offenders, representing approximately 30% of working age Texans. ADVISORY COUNCIL In order to coalesce and gain insight from the regions agencies, and service providers, Redemption Bridge has established an Advisory Council, comprised of organizations that are primary stakeholders in the identified areas of need to the populations we are serving. The council meets monthly, for all of our partners and stakeholders, open to all, for the purposes of: 1. INFORMATION: we provide information, relative to policy, resources, projects & programs, and assistance to support our partners who are working with Redemption Bridge. 2. PRESENTATIONS: we engage our partner agencies, both state & federal, to make presentations and provide materials that can assist our partners individual and our collaborative, collective efforts. 3. INPUT: we seek & solicit our partners input, relative to our current & future direction & strategies. 4. NETWORKING: we support our partners ability to network and develop partnerships, supporting their respective organizations & missions. STANDING COMMITTEES Redemption Bridge has established 3 standing committees, that make recommendations to Redemption Bridge, relative to (1) Employment & Training; (2) Housing; and (3) Community & Faith Based Organizations. These Committees primarily focus on working with the Redemption Bridge staff to develop specific strategies and demonstration projects, as well as make specific recommendations on how Redemption Bridge can more effectively create the connectivity necessary among and between the state agencies, the county criminal justice system, and the various stakeholders and service providers, in the 4

6 context of employment and training, housing assistance, and integration with the community and faith-based organizations. These committees are true working committees, developing Redemption Bridges programs and approaches. HOUSING COMMITTEE Our Housing Committee works with the Regional Office of the U.S. Department of Housing & Urban Development (HUD). The Committee includes County and Municipal Housing Authorities, night shelters; associations of home builders, apartment owners, and realtors; as well as other stakeholders. The committee is charged with the development of a strategic plan to address (1) a collaborative approach to ensure local service providers can collectively provide housing assistance to our three target populations, and (2) the overall lack of capacity to ensure that adequate housing becomes available to serve these populations. EMPLOYMENT & TRAINING COMMITTEE Our Employment & Training Committee works with the Regional Office of the US Department of Labor (DOL) and the regional staff. The Committee includes local Workforce Boards; regional employers, employment agencies, and certification and training providers; as well as other stakeholders that can provide the assistance needed to ensure all three populations have access to both training and employment opportunities. This Committee supports our establishment of training & certification opportunities pre-release, and new models that provide training certification and employment post-release. We are doing so by identifying and working with organizations committed to provide training, resulting in industry recognized, third party accredited, nationally portable, competency based certifications, leading to employment. As one example, we are working with Npower, a nationally recognized nonprofit, that provides certifications for the IT industry at no cost for veterans and young adults needing a second chance/second career. On completion of the training, the individuals are provided with business wardrobes, paid internships, and employment assistance. 2 As a second example, we are working with the Manufacturing Skill Standards Council (MSSC), a national nonprofit that provides certifications for and critical to the Transportation-Distribution-Logistics and Advanced Manufacturing sectors. MSSC has agreements with national employers, such as Wal-Mart, that preferentially offer individuals with MSSC certification viable employment opportunities

7 COMMUNITY & FAITH BASED ORGANIZATIONS (CFBOs) Our Community and Faith-Based Organization Committee is comprised of local churches, faith-based organizations, community based organizations, and other NGOs. The Committee is focused on working with CFBOs to create awareness, by their disseminating information, and educating their members and/or congregations about the issues, as well as providing opportunities to serve as mentors; provide their technical expertise to individuals who often need soft skills training; open doors to employers to discuss opportunities to become second chance/career employers; and provide direct services to both individuals and their families, enabling those served to develop a supportive social infrastructure within their community. SUMMARY Redemption Bridge directly interfaces with state and federal agencies to establish protocols and models for both pre-release and post release assistance. We do so to enable regional, county, and municipal agencies and organizations the opportunity to (1) pre-assess the need for housing, employment, and other assistance needed, (2) enable pre-registration of individuals with the appropriate agencies and service providers in advance of the individual s release; (3) establish pre-release access to training certification programs to enhance each individuals employability; and (4) establish sustainable demonstration models that assist local, county, and regional entities in successfully re-integrating these populations. Redemption Bridge also works with the agencies that comprise the Texas Workforce System, to integrate support and assistance from them. 4 can reduce recidivism, reduce the cost of incarceration, and support the job needs of thousands of Texas businesses, who often find it challenging to find an adequate number of employees with the middle level STEM skills needed. In our meetings with major employers and employment agencies, virtually all have agreed to support the project, citing an increased need for employees, and a willingness to hire veterans and those formerly incarcerated. The challenge we face is real. From our perspective, this initiative represents a call to action for all members of the private sector. It will improve Texas communities by eliminating barriers for all 3 populations, creating a pathway for a "". 4 The following organizations are the partner agencies that comprise the Texas Workforce System: Governor s Office of Economic Development Texas Department of Criminal Justice Texas Education Agency Texas Health & Human Services Council Texas Higher Education Coordinating Board Texas Juvenile Justice Department Texas Veterans Commission Texas Workforce Commission 6

8 FREQUENTLY ASKED QUESTIONS WHO IS REDEMPTION BRIDGE? Redemption Bridge is a 501 (c) (3) nonprofit intermediary, governed by a board of directors, primarily comprised of business, educational, and civic leaders. The primary focus of Redemption Bridge is to develop formal, long term collaborative models that change the way the organizational stakeholders do business, thereby improving their efforts to serve the three designated populations. We expect this to prove successful in reintegrating ex-offenders, veterans, and juveniles into family, community, and society with the life skills to be successful, thereby reducing recidivism while assisting the workforce needs of employers in Texas. WHAT IS A SECOND CHANCE/SECOND CAREER? is a project of Redemption Bridge, focused on developing sustainable, replicable, sustainable models to support the successful reintegration of individuals leaving the military, and the Juvenile & Criminal Justice Systems. HOW IS THE DEMONSTRATION PROJECT ORGANIZED? The project is guided by a regional advisory council, comprised of primary regional stakeholders; and advisory councils comprised of stakeholders and service providers from the areas that have been identified, relative to assistance needed. WHERE IS REDEMPTION BRIDGE LOCATED? Redemption Bridge s corporate office and administrative staff are located within the Salvation Army s primary location in Arlington, at 712 W. Abram St. The North Central Texas regional office of the Salvation Army has committed the office space for Redemption Bridge, as well as providing access in their facilities throughout Texas, enabling Redemption Bridge to expand into additional regions in Texas, as we secure the necessary financial support. 7