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
The Council of State Governments Justice Center •
National non-profit, non-partisan membership association of state government officials
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Engages members of all three branches of state government
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Justice Center provides practical, nonpartisan advice informed by the best available evidence
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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: http://csgjusticecenter.org/subscribe/ Please share this link with others in your networks that are interested in reentry!
www.nationalreentryresourcecenter.org Council of State Governments Justice Center
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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
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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
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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
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Why do we care?
Public Safety Impacts
Social Impacts
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Economic Impacts
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Quiz: Number of working age adults with felony records?
~1 million (B) ~6 million (C) ~13 million (A)
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
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Quiz: How many people are out of work in the U.S. because of their felony record?
~825,000 fewer workers (B) ~1.6 million fewer workers (C) ~5.0 million fewer workers (A)
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
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Implications for individuals and families % Incarcerated
% Employed
50%
hourly wages by 11 percent, annual employment by 9 weeks,
40%
30% 20%
For men, serving time reduces:
and annual earnings by 40 percent.
37% 26%
2.7 million children (1 in 28) have a parent behind bars.
10%
Family income is reduced 22 percent while a father is incarcerated.
0%
Young African American Men without GED/HS Diploma Source: The Pew Charitable Trusts (2010) “Collateral Costs: Incarceration’s Effect on Economic Mobility”
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Quiz: Resulting loss of output in U.S. economy?
$12-$15 billion (B) $20-$26 billion (C) $57-$65 billion (A)
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
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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
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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
Workforce Development
Prepare people to be productive, successful, tax-paying, communityminded citizens
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How do we break the cycle?
Lowered employment prospects
Incarceration
Failed reentry Council of State Governments Justice Center
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Common Misconception
Job acquisition ≠ Reduced Recidivism
Job acquisition ≠ Long-term Workforce Attachment
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Employment is still incredibly important Income for Family
Fewer Risky Activities
Prosocial Activities
• •
Improved Mental Health1
Less likely to reoffend
Stronger positive relationships
Especially when earnings are above minimum wage2 Especially with stable jobs3
---1. Graffam, J., A. Shinkfield, B. Lavelle, B.W. McPherson. 2004. "Variables Affecting Successful Reintegration as Perceived by Offenders and Professionals." Journal of Offender Rehabilitation.40 (1/2), 147–171 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)
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How do we get there? Make the most of limited time and resources
Workforce Development
Corrections & Reentry
Job readiness assessment
Risk/needs assessment
Address skill deficits that impact employment
Address needs that lead to reoffending
Case management and wraparound support
Case management and wraparound support
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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
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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
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Resource-Allocation and Service-Matching Tool
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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
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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 market based on personal characteristics. Examples of Static (unchangeable) Dynamic (changeable) factors : Factors factors: Low education level Underlying Work experience Lack of occupational skills Assessment: 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
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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 (not related to seriousness of new offense). Factors Static (unchangeable) factors: Underlying Age at first arrest Assessment: 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
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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 (not related to seriousness of new offense). Factors Static (unchangeable) factors: Underlying Age at first arrest Assessment: 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
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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
* Approx. 3,500 offenders placed in halfway houses, compared to 3,500 not placed in a halfway house
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High
(Lowenkamp & Latessa, 2005b)
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Why assess criminogenic risk/needs? 2) It tells us what to target 60%
Recidivism Reductions as a Function of Targeting Multiple Criminogenic vs. NonCriminogenic Needs
50% 40% 30% 20% 10% 0% -10%
-20%
6
5
4
More criminogenic than non-criminogenic needs
3
2
1
0
-1
-2
-3
More non-criminogenic than criminogenic needs (Andrews, Dowden, & Gendreau, 1999; Dowden, 1998)
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Why should reentry professionals care about job readiness factors?
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Why should reentry professionals care about job readiness factors?
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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
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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
Mental health issues
Low self-esteem
Antisocial cognition
Antisocial Peers Poor family/marital relationships
Unemployed
Lack of pro-social leisure activities
Smoking cigarettes
Literacy
Homelessness Council of State Governments Justice Center
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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
Mental health issues?
Low self-esteem
Antisocial cognition
Antisocial Peers Poor family/marital relationships
Unemployed
Lack of pro-social leisure activities
Smoking cigarettes
Literacy?
Homelessness? Council of State Governments Justice Center
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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
Mental health issues
Low self-esteem
Antisocial cognition
Antisocial Peers Poor family/marital relationships
Unemployed?
Lack of pro-social leisure activities
Smoking cigarettes
Literacy
Homelessness Council of State Governments Justice Center
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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
Mental health issues
Low self-esteem
Antisocial cognition
Antisocial Peers Poor family/marital relationships
Unemployed
Lack of pro-social leisure activities
Smoking cigarettes
Literacy
Homelessness Council of State Governments Justice Center
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The Integrated Reentry and Employment Strategies Framework The “Resource-Allocation and Service-Matching Tool” Steps 1 and 2: Assessment
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Related Resources: Department of Education Employability Skills Framework
http://cte.ed.gov/employabilityskills/ Council of State Governments Justice Center
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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
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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
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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
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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.
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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
• Work-readiness/soft-skill training
• Basic education
• Supportive/wraparound services
• Vocational training
• Transitional job placements
• Job development and coaching
• Job retention services
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Responding to varying levels of job readiness Workforce Development Program Components “what” services are provided based primarily on job-readiness More Job-Ready
Less Job-Ready
Primary Focus:
Primary Focus:
Finding and Retaining Employment
Promoting Job Readiness
• Non-transitional Subsidized Employment • Job Development and Coaching
• Education and Training • Soft-/Cognitive-Skill Development
• Retention and Advancement Services • Financial Work Incentives
• Transitional Job Placements • Non-skill-Related Interventions
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Accounting for criminogenic risk/needs Lower Risk
Higher 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.
Need to address the “Big 4” criminogenic needs (antisocial personality pattern, attitudes, cognitions, peers) Requires use of cognitivebehavioral interventions and intensive, structured engagement
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Accounting for criminogenic risk/needs
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What are cognitive-behavioral interventions? Focus on changing the individual’s thinking patterns in order to change behavior
“If we truly want to incorporate employment into effective correctional programs, we need to employ techniques Participants practice new and approaches that have been found to be effective in changing behavior… behavior patterns and skills with feedback from program We should focus on preparing offenders to staff work by first targeting their attitudes and value about work, and then combine that These techniques can be with teaching those skills that will help incorporated into any routine them be successful at work.” engagement with a client (e.g. (Latessa, 2011)
a 15 minute case management meeting)
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Applying risk-reduction strategies to workforce development services Service Delivery Principles “how” services are delivered based primarily on risk of recidivism Lower-Risk Service Delivery Principles
Less Intensive Application for Lower-Risk Individuals
Higher-Risk More Intensive Application for Higher-Risk Individuals
Engagement
Avoid intensive engagement and case management
Intensive case management with frequent contact
Timing
Timing is still important, but less of a priority for lower-risk individuals
Connect with individuals shortly after release from jail/prison
Incentives
Incentives are less of a priority and need for lower-risk individuals
Enhance motivation through communication and incentives
Coordination
Community supervision should not be intensive, and officers do not have to play as active a role
Work closely with community supervision officers, who can assist with intensive engagement
Structured Time
Avoid structuring time that disrupts existing pro-social ties
Highly structured time to provide a pro-social environment
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Applying risk-reduction strategies to workforce development services Service Delivery Principles “how” services are delivered based primarily on risk of recidivism Lower-Risk Service Delivery Principles
Less Intensive Application for Lower-Risk Individuals
Higher-Risk More Intensive Application for Higher-Risk Individuals
Engagement
Avoid intensive engagement and case management
Intensive case management with frequent contact
Timing
Timing is still important, but less of a priority for lower-risk individuals
Connect with individuals shortly after release from jail/prison
Incentives
Incentives are less of a priority and need for lower-risk individuals
Enhance motivation through communication and incentives
Coordination
Community supervision should not be intensive, and officers do not have to play as active a role
Work closely with community supervision officers, who can assist with intensive engagement
Structured Time
Avoid structuring time that disrupts existing pro-social ties
Highly structured time to provide a pro-social environment
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Putting it all together
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An Example Joseph • 28 • Felony conviction • GED
Michael • 27 • Felony conviction • High school graduate
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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
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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
Other Job Readiness Factors:
• 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?
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An Example Group 4
Other Risk Factors:
Joseph • 28 • Felony conviction • GED
Group 1
Michael • 27 • Felony conviction • High school graduate
• No prior convictions
• 3 prior convictions
• Maintained family ties
• Criminal thinking • History of substance abuse
Other Job Readiness Factors:
• Employed at time of arrest
• Unemployed at time of arrest
• Worked in correctional industries while incarcerated
• Gaps in employment history • Limited skills
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An Example Group 4
Other Risk Factors:
Joseph • 28 • Felony conviction • GED
Group 1
Michael • 27 • Felony conviction • High school graduate
• No prior convictions
• 3 prior convictions
• Maintained family ties
• Criminal thinking • History of substance abuse
Other Job Readiness Factors:
• Employed at time of arrest
• Unemployed at time of arrest
• Worked in correctional industries while incarcerated
• Gaps in employment history
Appropriate • Connect with services that focus on Services: job attainment and retention • Low intensity service delivery and supervision
• Limited skills • Intensive engagement and highly structured programming • Focus on soft skill development and enhancing job readiness
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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
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CEO’s Impact on Recidivism 1-Year Impacts on Recidivism 50%
Recidivism Rate
40%
45.3%
-17%**
46.5%
-34%**
38.7%
34.6%
30%
Control Group
20%
Participants
10% 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).
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CEO Evaluation: Recidivism Outcomes by Risk Level* Differences in reconviction rates between program participants and control group (years 1 and 2)†
Low Risk + 11.7
Mod Risk -1.2
High Risk - 8.5
*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
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The value of an integrated approach
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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
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How do we operationalize it?
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Initial Considerations -
Do we have necessary assessment information?
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Do we have partnerships with corrections or reentry agencies to access assessment information?
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Do we have the ability to provide tailored services?
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Do we have the capacity to serve higher-risk clients utilizing the service delivery principles?
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How do we build our capacity to work with different clients?
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Do we have a referral network for individuals that we are not equipped to serve? Council of State Governments Justice Center
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Client-matching: systems-level approach Lower-risk; more-ready clients Specialized, intensive service providers
Linchpin: Corrections
Traditional workforce development centers
Higher-risk; less-ready clients
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Partnering with Corrections Behind the walls programming Creating a continuum of services Accessing assessment information Ongoing, coordinated case management Cross-training and education
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Client-matching: program-level approach
Service track for lessjob-ready clients Lower-risk clients
Traditional workforce development centers
Service track for morejob-ready clients
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Building Capacity: National Institute of Corrections (NIC) Trainings Offender Employment Specialist Training Offender Workforce Development Specialist Training
http://nicic.gov/owd Council of State Governments Justice Center
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Building Capacity: DOJ’s Second Chance Act (SCA) Grant Program SCA grants can support employment programs: Adult and Juvenile Demonstration Grants Technology Career Grants
https://www.bja.gov/ProgramDetails.aspx?Program_ID=90 Council of State Governments Justice Center
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Building Capacity: DOL’s Reintegration of ExOffenders (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
www.doleta.gov/rexo
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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?
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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%
38.5% 60.2% 80.9%
16.4%
15.4% 45.1% 9.5% 9.6%
24.4%
High job readiness
Moderate job readiness Low job readiness
Low Risk/Low Need Low Risk/High Need High Risk (all need (supervision level 4) (supervision level 3) levels) (supervision levels 1 and 2) Council of State Governments Justice Center
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What types of services are available?
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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
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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?
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The Reentry and Employment Toolkit
http://csgjusticecenter.org/reentry/the-reentry-and-employment-project/ Council of State Governments Justice Center
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The Reentry and Employment Toolkit
http://csgjusticecenter.org/reentry/the-reentry-and-employment-project/ Council of State Governments Justice Center
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Thank You! Questions? Please take a moment to complete our feedback survey
Contacts: Phoebe Potter: ppotter@csg.org Hank Rosen: hrosen@csg.org
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