Title: Employment Focused Research Based Reentry Models
1Employment Focused Research Based Reentry Models
- Jodina Hicks
- Vice President, Public Policy Community
Partnerships - Safer Foundation
- March 18, 2006, Michigan Dept. of Corrections,
Lansing, Michigan
2Safer 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
3Safer 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.
4Safer 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
5Safer Foundation Demand Growth
6Safer 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
7Safer 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
8Sheridan 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).
9Sheridan 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.
10Safer Sheridan Overview
- Assessment/individual career plans
- Job readiness workshop
- Computer lab utilization
- Pre-release planning and portfolios
- - Self-directed placement training and support
- Supported job placement, including transitional
employment - Career laddering
- Work supports
11Fact 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.
12Safer 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.
- Warehousing, logistics, transportation
- Building trades
- Manufacturing, welding
- Hospitality
From the Illinois Department of Employment
Security (IDES) 2004 Report.
13Fact 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.
14Assessments / 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.
15Fact 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).
16Job 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
17Fact 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).
18Institutional 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.
19Computer 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.
20Job 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
21Fact 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.
22Educational 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)
23Safer 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.
24Fact 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.
25Job 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.
26Safer 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
27Placement 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
28Overall 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
29Ready4Work 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).
30Chicago 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.
31Ready4Work 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
32Research 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
33Mentoring 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)
34Mentoring 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.
35Clients 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.
36Clients 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.
37Mentoring 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
38Mentoring 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.
39Mentoring Principles (cont.)
- 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
40R4W 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.
41Safer 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!
42Ready4Work 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.
43Pivotal 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.
44Transitional 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.
45Support 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.
46Pivotal 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)
47Housing 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.
48Housing 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
49What 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).