Integrated Strategies for Improving Employment and Reentry Outcomes Among Ex-Offenders

Transcription

1 Integrated Strategies for Improving Employment and Reentry Outcomes Among Ex-Offenders Hank Rosen and Phoebe Potter Council of State Governments Justice Center Monday, May 5, 3:45 5pm 2014 NAWDP Annual Conference

2 The Council of State Governments Justice Center National non-profit, non-partisan membership association of state government officials Engages members of all three branches of state government Justice Center provides practical, nonpartisan advice informed by the best available evidence Council of State Governments Justice Center 2

3 The National Reentry Resource Center The NRRC is a project of the CSG Justice Center and is supported by the Bureau of Justice Assistance. NRRC staff have worked with nearly 600 SCA grantees, including 40 state corrections agencies. The NRRC provides individualized, intensive, and targeted technical assistance, training, and distance learning to support SCA grantees. Please register for the monthly NRRC newsletter at: Please share this link with others in your networks that are interested in reentry! Council of State Governments Justice Center 3

4 Learning Objectives After today s training, participants should be able to: 1. Discuss the economic and social implications of prisoner reentry 2. Explain the importance of risk and job readiness assessments in matching clients with criminal records to employment services 3. Assess the appropriateness of different services for a client based on their specific needs Council of State Governments Justice Center 4

5 Presentation Outline Unemployment among the reentry population and the need for an integrated approach Understanding the unique needs of our shared clients Integrating services to meet our clients needs Operationalizing the Integrated Reentry and Employment Strategies white paper Council of State Governments Justice Center 5

6 Scope of reentry challenge Over 90% of individuals in jail/prison return to the community, and: 68% of state prisoners are rearrested in 3 years 50% of state prisoner are reincarcerated in 3 years Source: Pew Center on the States (2012); Bureau of Justice Statistics (2014) Council of State Governments Justice Center 6

7 Why do we care? Public Safety Impacts Social Impacts Economic Impacts Council of State Governments Justice Center 7

8 Quiz: Number of working age adults with felony records? (A) ~1 million (B) ~6 million (C) ~13 million 65 million when you count all criminal records (including arrests and misdemeanor offenses) In 2008: one in 33 working-age adults was an ex-prisoner one in 15 working-age adults was an ex-felon one in 17 adult men of working-age was an ex-prisoner one in 8 adult men of working-age was an ex-felon Council of State Governments Justice Center 8

9 Quiz: How many people are out of work in the U.S. because of their felony record? (A) ~825,000 fewer workers (B) ~1.6 million fewer workers (C) ~5.0 million fewer workers Just captures the independent effect of a felony record on the employment prospects of ex-offenders Skill deterioration Loss of pro-social networks Employer bias Legal barriers to employment Council of State Governments Justice Center 9

10 Implications for individuals and families 50% 40% 30% 20% 10% 0% % Incarcerated % Employed 37% 26% Young African American Men without GED/HS Diploma For men, serving time reduces: hourly wages by 11 percent, annual employment by 9 weeks, and annual earnings by 40 percent. 2.7 million children (1 in 28) have a parent behind bars. Family income is reduced 22 percent while a father is incarcerated. Source: The Pew Charitable Trusts (2010) Collateral Costs: Incarceration s Effect on Economic Mobility Council of State Governments Justice Center 10

11 Quiz: Resulting loss of output in U.S. economy? (A) $12-$15 billion (B) $20-$26 billion (C) $57-$65 billion Even at the relatively low productivity rates of ex-offenders, the resulting loss of output per year is somewhere between $57 and $65 billion. Source for slides 9-12: Schmitt & Warner (2008) Ex-offenders and the labor market, Washington, DC: Center for Economic and Policy Research Council of State Governments Justice Center 11

12 Takeaways 1. The scope of the challenge is too big to ignore it is inevitable that workforce development professionals will work with clients with criminal records 2. These individuals are particularly disadvantaged and have very high unemployment rates as a result of their conviction or incarceration 3. Unemployment affects public safety and the economic well-being of families and communities 4. Continued reincarceration will only exacerbate unemployment and poverty Council of State Governments Justice Center 12

13 Shared goals of the reentry and workforce development fields Make the most of limited time and resources Corrections Break the cycle of reincarceration and/or joblessness Prepare people to be productive, successful, tax-paying, communityminded citizens Workforce Development Council of State Governments Justice Center 13

14 How do we break the cycle? Incarceration Lowered employment prospects Failed reentry Council of State Governments Justice Center 14

15 Common Misconception Job acquisition Reduced Recidivism Job acquisition Long-term Workforce Attachment Council of State Governments Justice Center 15

16 Employment is still incredibly important Income for Family Fewer Risky Activities Improved Mental Health 1 Prosocial Activities Less likely to reoffend Stronger positive relationships Especially when earnings are above minimum wage 2 Especially with stable jobs Graffam, J., A. Shinkfield, B. Lavelle, B.W. McPherson "Variables Affecting Successful Reintegration as Perceived by Offenders and Professionals." Journal of Offender Rehabilitation.40 (1/2), Christy Visher, Sara Debus, and Jennifer Yahner, Employment after Prison: A Longitudinal Study of Releasees in Three States (Washington: Urban Institute, 2008) 3. R.J. Sampson, R.J. and J.H. Laub, Crime in the Making: Pathways and Turning Points Through Life. (Cambridge: Harvard University Press, 1993) Council of State Governments Justice Center 16

17 How do we get there? Make the most of limited time and resources Workforce Development Corrections & Reentry Job readiness assessment Address skill deficits that impact employment Case management and wraparound support Risk/needs assessment Address needs that lead to reoffending Case management and wraparound support Council of State Governments Justice Center 17

18 How do we get there? Make the most of limited time and resources One Client, One Plan Integrated Risk and Job Readiness assessment Integrated treatment of risk and employment needs Coordinated case plan Council of State Governments Justice Center 18

19 The Integrated Reentry and Employment Strategies Project Public-private partnership with the Annie E. Casey Foundation and U.S. Department of Justice Supported by the U.S. Department of Labor Purpose is to bridge and integrate best practices from the reentry, corrections, and workforce development fields Council of State Governments Justice Center 19

20 Resource-Allocation and Service-Matching Tool Council of State Governments Justice Center 20

21 Presentation Outline Unemployment among the reentry population and the need for an integrated approach Understanding the unique needs of our shared clients Integrating services to meet our clients needs Operationalizing the Integrated Reentry and Employment Strategies white paper Council of State Governments Justice Center 21

22 Individualized approaches to service delivery What is the first thing you do when you meet a client? Individualized Assessment Job Readiness Definition: A determination of an individual s competitiveness in the labor Examples of Factors Underlying Assessment: market based on personal characteristics. Static (unchangeable) Dynamic (changeable) factors : factors: Low education level Work experience Lack of occupational skills Prior performance in Soft skills/attitudes toward work school Mental health needs or learning disabilities Why assess for job readiness? Council of State Governments Justice Center 22

23 Individualized approaches to service delivery Assessment in the reentry/corrections field Criminogenic Risk/Needs Definition: The likelihood that an individual will engage in new criminal activity Factors Underlying Assessment: (not related to seriousness of new offense). Static (unchangeable) factors: Age at first arrest Number of prior offenses Dynamic (changeable) factors (or criminogenic needs ): Antisocial behavior Antisocial personality pattern Antisocial cognition Antisocial associates Poor family and/or marital relationships Low levels of performance and satisfaction in work or school Lack of pro-social leisure activities Substance abuse Council of State Governments Justice Center 23

24 Individualized approaches to service delivery Assessment in the reentry/corrections field Criminogenic Risk/Needs Definition: The likelihood that an individual will engage in new criminal activity Factors Underlying Assessment: (not related to seriousness of new offense). Static (unchangeable) factors: Age at first arrest Number of prior offenses Dynamic (changeable) factors (or criminogenic needs ): Antisocial behavior Antisocial personality pattern Antisocial cognition Antisocial associates Poor family and/or marital relationships Low levels of performance and satisfaction in work or school Lack of pro-social leisure activities Substance abuse Council of State Governments Justice Center 24

25 Why assess for criminogenic risk/needs? 1) It tell us who to target Better outcomes Efficacy of Halfway Houses that focus on providing case management and CBT targeting criminogenic thinking in Relation to Offender Risk Level* 5% Poorer outcomes -5% Low Low/moderate Moderate High * Approx. 3,500 offenders placed in halfway houses, compared to 3,500 not placed in a halfway house (Lowenkamp & Latessa, 2005b) Council of State Governments Justice Center 25

26 Why assess criminogenic risk/needs? 2) It tells us what to target 60% 50% 40% 30% 20% 10% 0% Recidivism Reductions as a Function of Targeting Multiple Criminogenic vs. Non- Criminogenic Needs -10% -20% More criminogenic than non-criminogenic needs More non-criminogenic than criminogenic needs (Andrews, Dowden, & Gendreau, 1999; Dowden, 1998) Council of State Governments Justice Center 26

27 Why should reentry professionals care about job readiness factors? Council of State Governments Justice Center 27

28 Why should reentry professionals care about job readiness factors? Council of State Governments Justice Center 28

29 Why should workforce development professionals care about criminogenic needs? The Big 4 criminogenic needs affect one s ability to find and retain gainful employment Attitudes on the job Valuation of work Lacking self-control/self-regulation Having poor problem-solving or coping skills Having skills (soft or hard) to succeed on the job Takeaway: you need to address the top 4 risk factors to see improvements in employment outcomes Council of State Governments Justice Center 29

30 Activity 1 Instructions: Circle the criminogenic risk factors/needs (i.e. the factors associated with someone being at a higher-risk of reoffending) in this list. Antisocial personality pattern Substance abuse Low self-esteem Antisocial Peers Poor family/marital relationships Unemployed Homelessness Lack of pro-social leisure activities Mental health issues Antisocial cognition Smoking cigarettes Literacy Council of State Governments Justice Center 30

31 Activity 1 Instructions: Circle the criminogenic risk factors/needs (i.e. the factors associated with someone being at a higher-risk of reoffending) in this list. Antisocial personality pattern Substance abuse Low self-esteem Antisocial Peers Poor family/marital relationships Unemployed Homelessness? Lack of pro-social leisure activities Mental health issues? Antisocial cognition Smoking cigarettes Literacy? Council of State Governments Justice Center 31

32 Activity 1 Instructions: Circle the criminogenic risk factors/needs (i.e. the factors associated with someone being at a higher-risk of reoffending) in this list. Antisocial personality pattern Substance abuse Low self-esteem Antisocial Peers Poor family/marital relationships Unemployed? Homelessness Lack of pro-social leisure activities Mental health issues Antisocial cognition Smoking cigarettes Literacy Council of State Governments Justice Center 32

33 Activity 1 Instructions: Circle the criminogenic risk factors/needs (i.e. the factors associated with someone being at a higher-risk of reoffending) in this list. Antisocial personality pattern Substance abuse Low self-esteem Antisocial Peers Poor family/marital relationships Unemployed Homelessness Lack of pro-social leisure activities Mental health issues Antisocial cognition Smoking cigarettes Literacy Council of State Governments Justice Center 33

34 The Integrated Reentry and Employment Strategies Framework The Resource-Allocation and Service-Matching Tool Steps 1 and 2: Assessment Council of State Governments Justice Center 34

35 Related Resources: Department of Education Employability Skills Framework Council of State Governments Justice Center 35

36 Related Resources: risk-assessment Risk/need assessment are designed to be administered by corrections agencies They require extensive data collection and training Community partners should access information through partnerships See Risk/Needs Assessment 101 from the Pew Center on the States for more information Council of State Governments Justice Center 36

37 Presentation Outline Unemployment among the reentry population and the need for an integrated approach Understanding the unique needs of our shared clients Integrating services to meet our clients needs Operationalizing the Integrated Reentry and Employment Strategies white paper Council of State Governments Justice Center 37

38 What do we do with our assessment results? Step 3: Assessments of risk/needs and job readiness inform a client s case plan and the services they receive Council of State Governments Justice Center 38

39 NAWDP Job Seeker Services Endorsement Competency J6: Case Management Understands the process to connect the customer with needed services. Is able to use these services to help the job seeker develop and implement a service plan related to his career and employment goals. Is knowledgeable about and able to facilitate access to community resources. Council of State Governments Justice Center 39

40 Activity 2 Check off the workforce development services available in your one-stop career center or at the agency where you work in column 1. Then indicate in column 2 whether the services are most appropriate for someone more job-ready, less job-ready, or both. Job search assistance Basic education Vocational training Job development and coaching Work-readiness/soft-skill training Supportive/wraparound services Transitional job placements Job retention services Council of State Governments Justice Center 40

41 Responding to varying levels of job readiness Workforce Development Program Components what services are provided based primarily on job-readiness More Job-Ready Primary Focus: Finding and Retaining Employment Non-transitional Subsidized Employment Job Development and Coaching Retention and Advancement Services Financial Work Incentives Less Job-Ready Primary Focus: Promoting Job Readiness Education and Training Soft-/Cognitive-Skill Development Transitional Job Placements Non-skill-Related Interventions Council of State Governments Justice Center 41

42 Accounting for criminogenic risk/needs Lower Risk For the most part, treat like any other client Do NOT benefit from specialized, intensive services May still need special assistance with disclosure, finding jobs without legal barriers, etc. Higher Risk Need to address the Big 4 criminogenic needs (antisocial personality pattern, attitudes, cognitions, peers) Requires use of cognitivebehavioral interventions and intensive, structured engagement Council of State Governments Justice Center 42

43 Accounting for criminogenic risk/needs Council of State Governments Justice Center 43

44 What are cognitive-behavioral interventions? Focus on changing the individual s thinking patterns in order to change behavior Participants practice new behavior patterns and skills with feedback from program staff These techniques can be incorporated into any routine engagement with a client (e.g. a 15 minute case management meeting) If we truly want to incorporate employment into effective correctional programs, we need to employ techniques and approaches that have been found to be effective in changing behavior We should focus on preparing offenders to work by first targeting their attitudes and value about work, and then combine that with teaching those skills that will help them be successful at work. (Latessa, 2011) Council of State Governments Justice Center 44

45 Applying risk-reduction strategies to workforce development services Service Delivery Principles how services are delivered based primarily on risk of recidivism Service Delivery Principles Engagement Timing Incentives Coordination Structured Time Lower-Risk Less Intensive Application for Lower-Risk Individuals Avoid intensive engagement and case management Timing is still important, but less of a priority for lower-risk individuals Incentives are less of a priority and need for lower-risk individuals Community supervision should not be intensive, and officers do not have to play as active a role Avoid structuring time that disrupts existing pro-social ties Higher-Risk More Intensive Application for Higher-Risk Individuals Intensive case management with frequent contact Connect with individuals shortly after release from jail/prison Enhance motivation through communication and incentives Work closely with community supervision officers, who can assist with intensive engagement Highly structured time to provide a pro-social environment Council of State Governments Justice Center 45

46 Applying risk-reduction strategies to workforce development services Service Delivery Principles how services are delivered based primarily on risk of recidivism Service Delivery Principles Engagement Timing Incentives Coordination Structured Time Lower-Risk Less Intensive Application for Lower-Risk Individuals Avoid intensive engagement and case management Timing is still important, but less of a priority for lower-risk individuals Incentives are less of a priority and need for lower-risk individuals Community supervision should not be intensive, and officers do not have to play as active a role Avoid structuring time that disrupts existing pro-social ties Higher-Risk More Intensive Application for Higher-Risk Individuals Intensive case management with frequent contact Connect with individuals shortly after release from jail/prison Enhance motivation through communication and incentives Work closely with community supervision officers, who can assist with intensive engagement Highly structured time to provide a pro-social environment Council of State Governments Justice Center 46

47 Putting it all together Council of State Governments Justice Center 47

48 An Example Joseph 28 Felony conviction GED Michael 27 Felony conviction High school graduate Council of State Governments Justice Center 48

49 An Example Other Risk Factors: Joseph 28 Felony conviction GED Michael 27 Felony conviction High school graduate No prior convictions 3 prior convictions Maintained family ties Criminal thinking History of substance abuse Council of State Governments Justice Center 49

50 An Example Other Risk Factors: Other Job Readiness Factors: Joseph 28 Felony conviction GED Michael 27 Felony conviction High school graduate No prior convictions 3 prior convictions Maintained family ties Criminal thinking History of substance abuse Employed at time of arrest Unemployed at time of arrest Worked in correctional industries while incarcerated Gaps in employment history Limited skills Question: How would you group Joseph? How would you group Michael? Council of State Governments Justice Center 50

51 An Example Joseph 28 Felony conviction GED Group 4 Group 1 Other Risk Factors: Other Job Readiness Factors: Michael 27 Felony conviction High school graduate No prior convictions 3 prior convictions Maintained family ties Criminal thinking History of substance abuse Employed at time of arrest Unemployed at time of arrest Worked in correctional industries while incarcerated Gaps in employment history Limited skills Council of State Governments Justice Center 51

52 An Example Joseph 28 Felony conviction GED Group 4 Group 1 Other Risk Factors: Other Job Readiness Factors: Appropriate Services: Michael 27 Felony conviction High school graduate No prior convictions 3 prior convictions Maintained family ties Criminal thinking History of substance abuse Employed at time of arrest Unemployed at time of arrest Worked in correctional industries while incarcerated Connect with services that focus on job attainment and retention Low intensity service delivery and supervision Gaps in employment history Limited skills Intensive engagement and highly structured programming Focus on soft skill development and enhancing job readiness Council of State Governments Justice Center 52

53 An Example of Programming for Higher-Risk Clients: The Center for Employment Opportunities Transitional jobs that provide work experience and structured setting Work crew model that provides high levels of engagement Emphasis on soft-skill development and addressing antisocial attitudes Financial incentives of pay each day model Enroll people as soon after release as possible and minimize waiting times Regular assessments on progress and job readiness are use to determine when client receives job coaching Council of State Governments Justice Center 53

54 CEO s Impact on Recidivism Recidivism Rate 50% 40% 30% 20% 10% 1-Year Impacts on Recidivism -17%** -34%** 45.3% 46.5% 38.7% 34.6% Control Group Participants 0% Full Sample Recently Released from Prison (<3 months) Sub-Group **Significance level = p<.05 Source: Cindy Redcross, Megan Millenky, Timothy Rudd, and Valeria Levshin, More Than a Job: Final Results from the Evaluation of the Center for Employment Opportunities (CEO) Transitional Jobs Program (Washington: Office of Planning, Research and Evaluation, Administration for Children and Families, U.S. Department of Health and Human Services, 2012). Council of State Governments Justice Center 54

55 CEO Evaluation: Recidivism Outcomes by Risk Level* Differences in reconviction rates between program participants and control group (years 1 and 2) Low Risk Mod Risk -1.2 High Risk *Risk levels determined by age and number of prior offenses Recidivism impacts for the high risk group were only statistically significant in year 2 Council of State Governments Justice Center 55

56 The value of an integrated approach Council of State Governments Justice Center 56

57 Presentation Outline Unemployment among the reentry population and the need for an integrated approach Understanding the unique needs of our shared clients Integrating services to meet our clients needs Operationalizing the Integrated Reentry and Employment Strategies white paper Council of State Governments Justice Center 57

58 How do we operationalize it? Council of State Governments Justice Center 58

59 Initial Considerations - Do we have necessary assessment information? - Do we have partnerships with corrections or reentry agencies to access assessment information? - Do we have the ability to provide tailored services? - Do we have the capacity to serve higher-risk clients utilizing the service delivery principles? - How do we build our capacity to work with different clients? - Do we have a referral network for individuals that we are not equipped to serve? Council of State Governments Justice Center 59

60 Client-matching: systems-level approach Specialized, intensive service providers Lower-risk; more-ready clients Linchpin: Corrections Higher-risk; less-ready clients Traditional workforce development centers Council of State Governments Justice Center 60

61 Partnering with Corrections Behind the walls programming Creating a continuum of services Accessing assessment information Ongoing, coordinated case management Cross-training and education Council of State Governments Justice Center 61

62 Client-matching: program-level approach Lower-risk clients Traditional workforce development centers Service track for lessjob-ready clients Service track for morejob-ready clients Council of State Governments Justice Center 62

63 Building Capacity: National Institute of Corrections (NIC) Trainings Offender Employment Specialist Training Offender Workforce Development Specialist Training Council of State Governments Justice Center 63

64 Building Capacity: DOJ s Second Chance Act (SCA) Grant Program SCA grants can support employment programs: Adult and Juvenile Demonstration Grants Technology Career Grants Council of State Governments Justice Center 64

65 Building Capacity: DOL s Reintegration of Ex- Offenders (RExO) Grant Program DOL grant funds provide a range of employment-focused services to returning prisoners: job training on-the-job training work experience basic skills remediation career counseling and case management job placement other reentry services Council of State Governments Justice Center 65

66 Client-matching in NYS: A case study Right People Right Services Right Time Who is coming back to the community? What services are available to meet their unique needs? Council of State Governments Justice Center 66

67 Characteristics of the reentry population Employment readiness of parolees by risk level (based on risk/need assessments completed in CY 2012) 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 80.9% 9.5% 9.6% Low Risk/Low Need (supervision level 4) 60.2% 15.4% 24.4% Low Risk/High Need (supervision level 3) 38.5% 16.4% 45.1% High Risk (all need levels) (supervision levels 1 and 2) High job readiness Moderate job readiness Low job readiness Council of State Governments Justice Center 67

68 What types of services are available? Council of State Governments Justice Center 68

69 NYS Client-Matching Process Assessment DOCCS assesses risk/need 4-6 months prior to release Parole supervision intensity determined by risk level Referral Assessment information from DOCCS is provided to parole officers before release. Low risk/need clients are referred to Career Centers; High-risk clients are referred to an intensive transitional job program Enrollment Career Center liaisons trained specially to work with individuals with criminal records help facilitate the clients' enrollment A "job-search ready" assessment is conducted during the first appointment Council of State Governments Justice Center 69

70 Activity 3 List the workforce development and employmentfocused reentry programs in your community and check off whether the services they provide seem most appropriate for lower-risk or higher-risk clients. How well do you know other community providers? Are there already established referral networks? How can you take the conversation home? Council of State Governments Justice Center 70

71 The Reentry and Employment Toolkit Council of State Governments Justice Center 71

72 The Reentry and Employment Toolkit Council of State Governments Justice Center 72

73 Thank You! Questions? Please take a moment to complete our feedback survey Contacts: Phoebe Potter: ppotter@csg.org Hank Rosen: hrosen@csg.org Council of State Governments Justice Center 73