Employment Focused Research Based Reentry Models - PowerPoint PPT Presentation

1 / 49
About This Presentation
Title:

Employment Focused Research Based Reentry Models

Description:

The mission of the Safer Foundation is to reduce recidivism by ... From the Illinois Department of Employment Security (IDES) 2004 Report. - Pay a living wage. ... – PowerPoint PPT presentation

Number of Views:161
Avg rating:3.0/5.0
Slides: 50
Provided by: lindsay82
Category:

less

Transcript and Presenter's Notes

Title: Employment Focused Research Based Reentry Models


1
Employment Focused Research Based Reentry Models
  • Jodina Hicks
  • Vice President, Public Policy Community
    Partnerships
  • Safer Foundation
  • March 18, 2006, Michigan Dept. of Corrections,
    Lansing, Michigan

2
Safer Foundations Mission
  • The mission of the Safer Foundation is to
    reduce recidivism by supporting, through a broad
    spectrum of services, the efforts of those
    formerly incarcerated to become productive,
    law-abiding members of the community.
  • Bottom line goal self sufficiency

3
Safer Foundation Organizational Capacity
  • 501(c)3 in operation over 30 years, focused
    exclusively on the criminal justice population
  • 300 employees
  • Operates in two states with 18 sites and provides
    technical assistance in several other states
  • Diverse Governing Board of Directors (business,
    research/urban planning, legal, media), five
    Advisory Boards, including CARRE (Council of
    Advisors on Reduction of Recidivism through
    Employment), Pivotal Advisory Board (Staffing
    Company), and Faith and Community Partnerships
    Board.
  • Provides direct service, as well as public policy
    and advocacy services. Safers competencies
    include employment, residential services,
    contract management, and research based model
    development and implementation
  • Several separate funding streams/funding
    accountabilities currently operates programs
    funded by the Illinois Department of Corrections,
    Illinois Department of Human Services, Illinois
    Department of Public Aid, Illinois Department of
    Employment Security, Illinois Department of
    Commerce and Economic Opportunity, Chicago
    Mayors Office of Workforce Development, Chicago
    Department of Human Services, Illinois Secretary
    of State, U.S. Small Business Administration,
    U.S. Department of Labor, U.S. Department of
    Housing and Urban Development, Illinois Community
    College Board, and private foundations.

4
Safer Foundation Direct Services
Secured Institutional
Secured Community-Based
Post-Release Community-Based
Sheridan Correctional Center Job Readiness
Cook County Jail PACE Institute
Adult Services
Youth Services
Adult Transition Centers Crossroads (350 Beds)
North Lawndale (200 Beds)
  • Assessment/ Career Planning
  • Employment Readiness Training
  • Job Shadowing
  • Computer Resource Room
  • Linkages to Employment Services
  • Literacy
  • GED
  • Support Services
  • Employment Services
  • Basic Skills/ GED
  • Case Management
  • Cognitive Restructuring
  • Substance Abuse Treatment
  • Mental Health Treatment
  • Community Service
  • Life Skills
  • Family Support
  • Employment Services
  • Basic Skills/ GED
  • Case Management
  • Community-Based Services
  • Staffing Company
  • Housing
  • Employment Services
  • Basic Skills/ GED
  • Peer Learning
  • Life Counseling
  • Case Management

5
Safer Foundation Demand Growth
6
Safer Foundation Outcomes
Success may be measured by the lives Safer has
touched, the families that have benefited, the
communities that were impacted. One objective
measure is the recidivism rate of Safer
clients. 3 Year Recidivism Comparison (1999)
54
IDOC releases
Safer clients receiving supportive services
28
67 reduction
Safer clients achieving employment
21
Safer clients achieving 30 days of employment
18
7
Safer Foundation Demonstration Initiatives
  • Sheridan
  • Begins upon entrance in prison with reentry
    planning, career development, and job training
    and continues to the community with two years of
    job placement, retention, and career advancement
    integrated service delivery with Gateway, TASC,
    Parole, and vocational and educational providers.
    Statewide focus.
  • Program capacity 3,300 per year 2
    million/year
  • Ready4Work
  • Pre-release case management planning and job
    training, continuing to the community with 12
    months of faith-based mentoring, employment, and
    case management supports. Focus on Chicago
    faith-based capacity building and community-based
    program provision.
  • Program capacity 135 clients, 65 mentors, 5
    congregations per year 350,000/year
  • Transitional Employment Program
  • Transitional employment provided to clients
    through staffing services, providing over 300
    jobs to 1,000 clients per year. Provides
    supportive services, employment, transportation,
    training, and staff support to clients during
    reentry and transition from first to second job.
  • Program capacity 1,000 clients, 300 full time
    jobs, cost for supportive services only, third
    party employer pays the salaries
  • Halfway Back (under design)
  • Community-based placement and programming for
    technical parole violators (rather than returning
    to prison), provides counseling, education, job
    placement, and substance abuse treatment while
    housed in the community, with intensive case
    management support while transitioning out of the
    center.
  • Program capacity 1,200 per year Cost TBD
  • Housing
  • Transitional, independent housing with case
    management supports and long-term housing
    planning, including financial literacy, credit
    repair, and job/career supports.
  • Program capacity 10 units Cost TBD

8
Sheridan State Partnership
  • A national demonstration model, launched by
    Illinois Governor Rod Blagojevich in January
    2004.
  • The largest totally dedicated substance abuse
    treatment and reentry focused facility in the
    nation.
  • Focuses on treatment, community integration, job
    readiness, and job placement.
  • Provides programming in a medium security
    1,100-bed adult male facility, and at least two
    years of post-release supports in the community
    (50 Cook County, 50 statewide).

9
Sheridan Overview
  • A national demonstration model, created by
    Illinois Governor Rod Blagojevich in January
    2004.
  • Increases the total number of substance abuse
    treatment slots for the Illinois Department of
    Corrections (IDOC) by 50.
  • The largest totally dedicated substance abuse
    treatment facility in the nation.
  • Focuses on community integration, job readiness,
    and job placement.
  • Medium security 1,300-bed adult male facility.

10
Safer Sheridan Overview
  • Internal
  • Assessment/individual career plans
  • Job readiness workshop
  • Computer lab utilization
  • Pre-release planning and portfolios
  • External
  • - Self-directed placement training and support
  • Supported job placement, including transitional
    employment
  • Career laddering
  • Work supports

11
Fact 1 Labor Market Focused Training
  • The U.S. Department of Labor estimates that 60
    percent of todays jobs require skills possessed
    by only 20 percent of the labor market.
    According to the skills-mismatch theory, many
    disadvantaged individuals have trouble in the job
    market because they lack the basic skills and
    education that employers require and are not
    prepared to meet the demands of the workplace. It
    is argued that as a result of structural changes
    in the U.S. economy, more entry-level jobs now
    require higher-skill levels than before, yet do
    not pay as well. It is also argued that many
    individuals who grow up in consistently poor
    neighborhoods, where large numbers of residents
    are unemployed, may lack knowledge of job
    opportunities and an understanding of appropriate
    workplace behavior.
  • Skills training prepares job seekers for work by
    developing technical skills in a classroom
    setting and may be the most effective
    intervention strategy to reduce recidivism after
    educational attainment.

12
Safer Sheridan Planning Based on Labor Market
Analysis
  • Analysis of growth sectors that
  • - Pay a living wage.
  • Hire people with records.
  • Do not have legislatively imposed barriers.
  • Findings
  • Warehousing, logistics, transportation
  • Building trades
  • Manufacturing, welding
  • Hospitality

From the Illinois Department of Employment
Security (IDES) 2004 Report.
13
Fact 2 Individuals Should Be Drawn into the
Career Plan
  • Job Readiness and Placement
  • Studies show that return rates are significantly
    reduced by participation in work readiness
    programs (Buck 2000, Finn 1998, Sung 2001).
    Job-search/job-club work readiness programs
    typically teach disadvantaged individuals how to
    look for jobs, prepare applications or resumes,
    interview, and monitor progress in employer
    contact. Group job readiness programming provides
    for support and motivation for chronically
    underemployed populations and, coupled with
    workforce strategies focused on increasing
    earning levels, is a noteworthy program
    intervention. Best practice programs draw the
    individuals into identifying job placement
    barriers and creating career readiness plans,
    assist individuals in ascertaining needed
    resources, such as child care and transportation,
    and provide rigorous after-care/job placement
    supports.

14
Assessments / Individual Career Plan Development
  • Within first 7 to 10 days after arrival
  • Individualized Career Plan
  • Intake interview
  • Career scope aptitude and interest objective
    testing
  • Barriers to employment test
  • Individual career plan with pre- and
    post-release goals
  • Assessment data is shared with educational and
    vocational providers, and recommendations are
    made for vocational and educational training.

15
Fact 3 Job Readiness
  • After or while participating in educational
    programming, each program participant should
    spend time completing job-readiness training.
    Providing this foundation for candidates is
    critical to success in the workforce (Buck 2000,
    Finn 1996, Holzer 2003).

16
Job Preparedness Workshop
  • 40 hours
  • Cognitive-based developed by employers,
    cognitive psychologists, staff, and clients
  • Focused on soft skills and group interaction
  • Topics include
  • Career exploration
  • Job-seeking skills
  • Maintaining employment and advancement
    opportunities
  • Simulated interviewing skills

17
Fact 4 Practice is the Best Preparation
  • In a therapeutic community, participants must
    have the opportunity to practice, fail, get
    feedback, and practice and fail, again (Faye
    Taxman, 2004).

18
Institutional Job Shadowing
  • To expose the client to the interpersonal
    environment of the workplace through modeling and
    feedback.
  • Work placements by IDOC and Safer.
  • Evaluations every 45-90 days with supervisor,
    client, and Safer Job Coach.
  • Evaluations shared with employers on the outside.
  • Placement opportunities include dietary, garment
    cutting, and engineering.

19
Computer Lab and Resource Center
  • Self-directed vocational and educational learning
    opportunities to be explored at clients own
    pace.
  • Vocational Therapist, Career Planner, and Lab
    Aides on site.
  • Vocational/educational computer programs mirror
    sector growth/available institutional training.
  • Lab utilization 6 days and 5 nights/week, testing
    on Saturdays.

20
Job Portfolios Developed Pre-Release
  • Client resume (25 copies)
  • Client cover letter (25 copies)
  • Job shadowing evaluations (if applicable)
  • Letters of recommendation (if applicable)
  • Certificates earned
  • Area resource guide
  • Voter registration card
  • Policy information
  • Links to other programs
  • Articles

21
Fact 5 Mix Job Readiness with
Vocational/Educational Training
  • Studies show that recidivism rates are
    significantly reduced as educational levels
    increase (Adams et al. 1994, Boudin 1993, Harer
    1995, Stillman 1999). "Education as Crime
    Prevention" from The Center on Crime, Communities
    and Culture Research Brief of 1997 showed a
    marked decline in recidivism as educational
    levels rose above high school level. However,
    this research also found that education by itself
    is not the answer. To be successful, educational
    programming has to be part of a systematic
    approach, integrating employability, social
    skills training, and other specialized
    programming. Best practice correctional
    educational programs have carefully tailored
    educational programming to the needs and sentence
    times of individuals and have tied the
    educational programming to vocational and job
    skills training. Additionally, corrections
    centers have found that mandating educational
    attainment has not reduced successful completion
    rates amongst inmates.

22
Educational and Vocational Training
  • Basic Skills Bridge
  • TABE Scores 4.0 6.0
  • Applied reading, language, math with career
    path/sector training and goal-setting
  • Sector Specific Bridge Options
  • TABE Scores 6.0 8.0
  • Manufacturing spring and coil machining, welding
    (132), electrical, building/home maintenance
    (180)
  • Warehousing (60)
  • Hospitality culinary, custodial, horticulture,
    barbering (200)

23
Safer Sheridan Community-Based Program
  • Assists program participants in attaining
    employment in career track occupations that allow
    them to earn at least a livable wage of
    8.40/hour.
  • Supplements the Internal components job
    preparation training and reiterates training
    modules as needed.
  • Provides case management and job coaching
    supports.

24
Fact 6 Transitional Jobs Work
  • Supportive Work Models
  • Transitional job models offer a closely
    supervised, intensive work experience become
    increasingly demanding over time and provide
    opportunities to develop peer supports in small
    work crews. Research shows that supported work
    raised employment and earnings and reduced
    welfare receipt among long-term AFDC recipients
    and had some positive outcomes among the target
    group of former drug addicts (MDRC Board of
    Directors). Several programs that work with
    special-needs populations (substance abusers and
    ex-offenders) are based on the supported work
    model. Transitional job models have been shown to
    increase job attainment by 33 over other job
    preparation programs. 81-94 of transitional
    employment graduates go on to attain employment
    at a second job.

25
Job Placement
  • Market driven and sector specific
  • Sector managers drive employer marketing,
    supports, and connections to right fits.
  • Sector managers provide employer supports around
    federal bonding and tax credits.
  • Job coaches engage clients in self directed
    placement, internet searches, etc.
  • Clients placed in areas of hard skills training.
  • Drug testing and screening as requested.
  • Provide transportation assistance to all
    interviews and until pay check kicks in, work
    boots, equipment, interview clothing, training
    stipends.

26
Safer Sheridan Year One Outcomes
  • Internal
  • 1,100 intakes, objective tests, individual career
    plans
  • 667 completed Safer 40-hour job readiness class
    99 percent rated helpful.
  • 45 participants in veterans support group
  • 881 participants evaluated monthly via Safer Job
    Shadowing component
  • 1,100 participants use Safers computer lab to
    earn job skills/certificates.
  • External
  • 700 graduates
  • 55 job starts upon release
  • Average wage of 9.10/hour
  • New for FY06
  • Provision of post-release services to non-Cook
    County returnees
  • Job Fairs in the institution

27
Placement Outcomes to Date
  • Total clients completed internal 974 (177
    ineligible)
  • Released to Cook County 505
  • Job starts 440, 404 currently working
  • Average starting wage 8.99/hour
  • Percentage of placements in targeted sectors
  • Construction 13
  • Retail 9
  • Hospitality 6
  • Manufacturing 15
  • Custodial Maintenance 7
  • Transportation/Warehousing 10

As of October 2005
28
Overall Outcomes of First 150
  • As compared to the non-Sheridan control group
  • 66 decline in recidivism
  • 55 decline in arrest after release
  • 50 increase in job attainment after release

29
Ready4Work Federal Faith Partnership
  • A national demonstration project, funded by
    U.S.D.O.L.E.T.A., led by Public/Private Ventures,
    and located in 16 cities.
  • Safer Foundation lead agency in Chicago, with (4)
    faith-based partners and (1) employer training
    partner.
  • Program model (1) provides reentry counseling,
    mentoring, and job training/placement each year
    for 125-200 returnees ages 18-34 and (2) builds
    the capacity of faith-based institutions to
    provide community-based reentry services.
  • Safer provides reentry counseling (case
    management) and job training/placement with job
    supports (transportation, work equipment,
    interview clothing, and training stipends).
  • Faith partners provide group mentoring in
    congregations with a 24 ratio (2 mentors to 4
    mentees).

30
Chicago Ready4Work Structure
  • Safer is the lead agency.
  • Partners, sub-grants to, and co-locates with four
    churches.
  • Safer is accountable for client recruitment, case
    management, job training and placement, and
    mentor screening and training.
  • Churches are responsible for facilitation of
    bi-weekly group mentoring and mentor
    recruitment/retention.
  • 4 more faith partners and neighborhoods being
    added in March 2006.
  • 2 community based partners (one treatment
    focused, one gangs focused) being added in March
    2006.

31
Ready4Work Reentry Counseling
  • Client focused, client driven
  • Case manager the role of a coach
  • Assessment tools utilized to develop plan with
    client
  • Case Manager ensures job readiness prior to
    sending client to placement
  • Provide critical supports to remove barriers to
    employment, transportation assistance, stipends
    for training, boots, equipment, emergency
    supports, tickets/licenses
  • Mentor/mentee matches
  • Exit planning

32
Research Shows Mentoring Reduces Risks
  • Mentoring is the single most effective
    intervention research has uncovered in the
    lives/outcomes of high risk youth.
  • Outcomes of mentoring include reduction in
    violence reduction in the initiation of using
    drugs and alcohol increased school attendance
    increased trust in the family.
  • Definition is a relationship with a caring adult,
    consistency in time/relationship, and a formative
    approach to the relationship (not a prescriptive
    approach).
  • Based on Public/Private Ventures Big Brother
    Big Sister Study, Branch and Tierney

33
Mentoring Studies to Date
  • Studies have focused on children, youth, court
    adjudicated (high risk) youth, disabled adults,
    and most recently incarcerated and formerly
    incarcerated adults.
  • Impact research has been conducted on one-to-one
    mentoring.
  • Outcome research has been conducted on group,
    team, and one-to-one mentoring. (Define each)

34
Mentoring and Time Engaged Success
  • Safers R4W 2005 study unveiled that mentoring
    and time engaged in the program greatly impact
    client success.
  • Unsuccessful clients attended 28 percent of
    monthly mentoring sessions, while 100 percent and
    82 percent respectively of successful and engaged
    clients attended monthly mentoring services.
  • Unsuccessful clients engaged in the program fewer
    than three months, while successful clients
    engaged for 9-12 months and engaged clients
    engaged for 8 months.

35
Clients Want Mentors with Experience
  • Client Focus Groups for R4W Start-Up Clients
    desire mentoring, but only if mentors have had
    the prisoner/reentry experience.
  • Client Focus Groups after Chicago R4W Start-up
    Clients desire mentoring, as long as most mentors
    have the prison/reentry experience and as long as
    participants can be part of the mentoring process
    as mentor and mentee. Want to be able to give
    back, not just receive.

36
Clients Believe R4W Is Successful
  • Interview testimonials from successful clients
    have the following common themes
  • No other program was willing to help them.
  • Reentry Counselors kept them on track and helped
    them believe they could be successful.
  • Mentoring sessions gave them the opportunity to
    have group support and a relationship with
    someone in the community who supported them.
  • Clients were at first reluctant to engage in a
    reentry program but, with the encouragement from
    the mentors and staff, felt that the community
    was supportive in their efforts to change.
  • Mentors that have been incarcerated can share
    their experiences and success.
  • It is harder than they thought it would be to get
    a job / turn their lives around.

37
Mentoring Principles
  • I. Program Must Support Volunteer Mentors
  • Screen, train, and prepare volunteers for
    mentoring.
  • Screen in appropriate mentors and provide
    relevant training ahead of time.
  • Prepare mentors ahead of time. Time in
    training/preparation retention.
  • Provide ongoing support, particularly proactive
    calls and support after each mentoring session.
  • Communication and feedback are key.
  • Case managers attend mentoring sessions.
  • Taken from P/PVs research Making the Most of
    Volunteers, Group Mentoring, and Mentoring
    Children of Prisoners

38
Mentoring Principles (cont.)
  • Training is conducted by the Mentoring Center out
    of Oakland, California.
  • 8-hour training, Afrocentric in framework, and
    focused on transformative relationship
    development.
  • Focus on transformative mentoring, mentoring
    spirit, and wraparound services.

39
Mentoring Principles (cont.)
  • II. Group mentoring
  • Small, consistent groups 24 ratio same groups
    meet year round.
  • Goal is to establish caring, consistent
    relationships with people in the participants
    communities.
  • Encourage peer support, as well as mentor
    support.
  • Build communication and a positive network.
  • Taken from P/PVs research Making the Most of
    Volunteers, Group Mentoring, and Mentoring
    Children of Prisoners

40
R4W Mentoring Issues Role of Faith
  • Faith is often the driving reason for people to
    mentor, but it should not be the focus of the
    mentoring. Stay formative or transformative, and
    not prescriptive.
  • Mentors should watch three rules (1) do not
    accept/match relationships due to faith (2) do
    not include faith-based substance in the
    structure or discussion (3) if asked to share
    about faith, pray, incorporate biblical stories
    in meeting time, rather set up a time outside of
    the program structure to discuss.
  • Federal rule federal dollars cannot support
    religious activities. Breaking this will
    jeopardize the program. Mentoring rule meet
    people where they are, do not make people
    uncomfortable or forced to see/embrace aspects of
    mentors experience. Breaking this may jeopardize
    individuals reentry experience.

41
Safer Ready4Work Year Two Outcomes
  • 150 new participants engaged per year
  • 100 case management
  • 90 mentoring
  • 88 job starts
  • 73 30-day retention
  • 64 60-day retention
  • Other
  • 60 active mentors
  • Less than 2 recidivism
  • 8 enrolled in college
  • 20 completed hard skills training
  • 10 graduates became mentors!

42
Ready4Work What Works
  • Partnership between social service agency aimed
    at hard outcomes and faith/community partners
    aimed at relationships/community engagement.
  • Services based in the communities to highest
    return.
  • Services are client-focused.
  • High involvement of African-American male
    mentors.
  • Evolved, equal relationships.
  • Mentees formally becoming mentors (and staying
    involved)
  • Capacity Building of faith partners.

43
Pivotal Staffing Social Enterprise
  • Pivotal Staffing Services is an LLC of the Safer
    Foundation, designed to provide temporary
    staffing opportunities as a non-profit entity.
  • Started in January 2005, Pivotal currently
    employs in excess of 300 people on a daily basis
    and manages staff at 3 city facilities.
  • Initiated by requests to help private employers
    effectively staff recycling centers, due to
    previous client placement.
  • Current Pivotal jobs are transitional in nature,
    with the goal of 90-day job starts, employer
    recommendation, and second placement upon
    completion.
  • Clients/employees selected 7th grade or lower
    TABE score, little to no work experience.

44
Transitional Work Supports - Critical!
  • Structure based on existing research on
    transitional employment programs.
  • 90-day job start
  • Job Coaches on site with a focus on case
    management and short term job goals
  • Career plan developed over 90-day period
  • Transportation, work boots, and 30, 60, and 90
    day financial incentives are provided.
  • Letter of recommendation is provided to
    employers, resume updated, and job placement for
    2nd job is a major focus.

45
Support to Employers
  • Sector Managers market to employers to hire our
    clients.
  • Ensure a right fit between employer needs and
    client match.
  • Provide information/assistance on WOTC and
    bonding.
  • Provide follow-up supports and replacement
    supports.
  • Provide employer of record supports.

46
Pivotal Year One Outcomes
  • Pivotal Staffing Services
  • Provided staffing for 1 employer, 5 facilities, 3
    shifts 300 recycling sorters and security
    personnel
  • Placed 450 clients in 300 transitional
    opportunities
  • Covered start-up expenses
  • 30-day Retention Over Doubled with the Advent of
    Supportive Services (33 in Q1 77 in Q4 of 06)

47
Housing Federal and City Partnership
  • In January 2005, the Safer Foundation embarked on
    testing a housing initiative for recent returnees
    as a means to increase employability and decrease
    recidivism.
  • The Safer Foundation estimates that over half of
    its 8,000 yearly clientele have housing related
    issues, ranging from homelessness to living in
    unsafe or drug/crime-infested housing.
  • Appropriate clients selected and placed in
    scattered site (master lease) housing, while
    10-unit apartment complex is built.
  • HUDs Shelter Plus Care (SC) fund provides full
    rental subsidies to 10 recently incarcerated
    individuals with substance abuse disabilities in
    a scattered site model.
  • Residents work with Safers Housing Director to
  • - Develop long-term housing and financial plans
    and complete tenant- focused life skills
    training (including financial literacy).
  • - Develop a therapeutic family through
    bi-monthly group meetings.
  • - Participate in services to meet individual
    needs, including job readiness,
  • treatment, job placement, and
    reentry counseling.
  • - Contribute 30 percent of their earnings to
    savings, and eventually, to rent.

48
Housing Year One Outcomes
  • Program Services
  • Client Financial and Housing Plans 10
  • Monthly Home Visits
    162 (average 2 per month)
  • Education and Training
    10
  • Program Compliance
  • Re-Arrests / Recidivism
    0
  • Program Terminations
    2
  • Employment
  • Job Starts
    8 (80)
  • 30-Day Retention
    72
  • 60-Day Retention
    100
  • Average Wage
    9.12

49
What Works?
  • Align programs with research (including focus
    groups of staff and clients).
  • Begin planning and/or service delivery in prison
    and transition programming to the community upon
    release.
  • Provide a continuum of services, integrated
    delivery service, with a single (lead) point of
    contact. Provide retention, case management, and
    continued supports for at least 24 months after
    placement. Treatment is essential.
  • Ensure community involvement, particularly
    family, neighborhoods, and service deliverers,
    including faith- and community-based
    organizations. Deliver services in the
    community.
  • Multiple housing options are needed to address
    varying capacities for recently incarcerated
    individuals to live independently (transitional,
    treatment, permanent).
  • Program budgets should be in line with critical
    aspects of success (incentives, partners, client
    success focused).
Write a Comment
User Comments (0)
About PowerShow.com