1. Shaping the Future of Transition Office of Transition Services NC Department of Correction May 2007

2. Office of Transition Services The Office of Transition Services (OTS) was created in September 2006 by Secretary Theodis Beck OTS is responsible for the coordination of all internal activities related to transition and reentry. OTS provides assistance to internal and external stakeholders in developing policies and procedures, shaping new programs and providing training for staff in effective transition and reentry

3. Goals of OTS Ensure all transition and reentry efforts within the department are unified and coordinated Provide education & training to internal divisions and external partners/stakeholders on the needs and barriers offenders face when returning to the community Promote programs & services that address barriers to successful offender reentry (i.e. employment, housing, treatment, etc) Provide education, training, technical assistance, and support for local partnerships and networks designed to support offender transition and reentry

4. What is Transition?

5. Transition is the process of reentry made by incarcerated individuals from jail or prison to the community. (Report of the Re-entry Policy Council/www.reentrypolicy.org) Transition is the process of implementing a defined plan of action from incarceration to reentry into the community.

6. Why Transition? Structured Sentencing Laws require 100% completion of sentence Transition is a better use of tax dollars and community resources During incarceration offenders obtain marketable skills for today’s labor market

7. Best Practices in Transition Collaborative- active integration among parties Person Centered Plan-inclusive and progressive steps with realistic goals Modifiable- as behavior changes and goals are met the team assess plan Plan is centered on seamless transition Sustainable in the community

8. Best Practices cont. Informal social controls (such as family, peer, and community influences) have a more direct effect on offender behavior than formal social controls Duration of the intervention is critical to offender outcomes. Behavior change is a long process that requires a minimum of 12 to 24 months. Dosage of the intervention is critical to change. Intensity and frequency are important to assist the offender in making critical decisions that affect the likelihood of success. Comprehensive, integrated, and flexible programs are effective when they meet the individual’s multiple needs

9. Best Practices Cont. Continuity, Interventions, either in prison or in the community, should build upon each other Continuity, Interventions, either in prison or in the community, should build upon each other Communication of offender responsibility and expectations is necessary Support mechanisms are critical to long-term success. Support mechanisms can involve the family, community, and informal agencies Offender accountability and responsibility is key. A system of sanctions and incentives must ensure that the offender understands expectations and rules

10. NC Department of Correction: Transition Goal NC Department of Correction goal for transition is to lessen recidivism and to restore offenders to being productive members of society.

11. The Current Need Prison Inmates 38,497 –Male Inmates 35,730 –Female Inmates 2,767 Probationers 114,104 Parolees 2,851 Total 155,452 (figures based on data from 5-16-07) 53% of current inmates are re-admissions

12. Overview 79 prisons, 3 contract facilities Male/female, adult/youth, minimum/medium/close >38,000 inmates Estimates of >45,000 incarcerated by 2016 Releases: –2003 - 2004= 20,228 –2004 - 2005 = 24,618 –2005 - 2006 = 26,457 –1/2007- 3/2007= 6,651

13. Offender Management Model (OMM) The Offender Management Model states each inmate will have one plan created by a single inmate will have one plan created by a single team that includes wrap around services team that includes wrap around services designed for achieving the goals of designed for achieving the goals of incarceration and successful reentry. incarceration and successful reentry.

14. Phase I Intake & Stabilization Phase II Supervision & Monitoring Phase III Structured Transition Phase IV Reintegration Maintenance & Sustainability AssessmentClassification Treatment referrals Address Risk & Criminogenic Needs Change thinking & behavior Treatment participation Skill Development Re Develop pro social networks Sense of Self Efficacy Engage external supports Discharge planning Coordinate Aftercare services Accountability & Ownership Integrated Case Planning & Case Management NCDOC Office of Transition Services Reentry Model (under construction)

15. PHASE I Assessment, Classification & Treatment Referrals Assessment, Classification & Treatment Referrals Phase I Intake & Stabilization

16. Phase I Team Members: Team Members: –Prison Divisions –Community Volunteers –Family Members –Community Resource Council –Community Colleges –Vocational Rehabilitation –Vital Records –Social Security Administration/ DMV –Faith partners

17. Phase I Process Ensure the use of validated instruments for consistent results that are reliable and address static and dynamic factors. Ensure the use of validated instruments for consistent results that are reliable and address static and dynamic factors. - DOP uses the OTI for static factors such as previous incarceration, childhood abuse - DCC is creating a dynamic assessment for factors such as substance abuse and risk assessments

18. PHASE II Address Risk and Criminogenic Needs; Change thinking, and behavior; treatment participation; Skill development Phase II Supervision and Monitoring

19. PHASE II Team Members: Team Members: –Community Corrections -DMV –Victim Services - Employment Services –Parole Commission - Treatment Providers –Community Volunteers -Business Community –Community Colleges -Vocational Rehabilitation –Family Members - Faith Based Community –Housing Providers –Criminal Justice Partnership Program

20. Phase II Process Create an informed individualized program plan geared toward release Create an informed individualized program plan geared toward release Person centered assignments are better than arbitrary assignments –Use data from assessments to provide targeted and comprehensive program –Use multidisciplinary team as described above –Incorporate the plan into the daily life of the inmate

21. PHASE III (Re) Develop pro-social networks; Sense of self efficacy; Engage external Supports (Re) Develop pro-social networks; Sense of self efficacy; Engage external Supports PHASE III Structured Transition

22. PHASE III Team Members: Team Members: –Community Volunteers –Mentors –Faith Partners –Employment Services –Family Members –Treatment Providers

23. Phase III Process Convene transition planning team to review inmates preparedness for release Assess progress of assigned programs Perform risk assessment for criminogenic factors Gauge community of release for its preparedness to accept ex-offender Keep information and communication open

24. Preparation for Release TDE (Transition Document Envelope) Confirmed Home Plan 30 day supply of Medication (If required) 30 day supply of Medication (If required) Substance abuse treatment appointment scheduled Mental health treatment appointment scheduled (if required) Acquire employability skills, job leads, educational opportunities Strengthen ties to Mentor and Community resources

25. PHASE IV Discharge planning, coordinating aftercare services, accountability and ownership Phase IV Reintegration, Maintenance & Sustainability

26. PHASE IV Team Members Team Members –Faith Partners –Treatment Providers –Family Members –Established Support System

27. Phase IV Process Use collaborative network to obtain: Use collaborative network to obtain: –Meaningful employment –Adequate housing –Treatment needs –Mentor –Continual network of support –Clear path to accountability and ownership of new life

28. Gaps in the Process The decision making processes by which individuals are sent to prison. The preparation of prisoners for release. The process by which prisoners exit prisons so that key supports and services are in place during the initial transition. Developing reentry initiatives that build on key social relationships-such as family, friends, and the faith community-and improve access to other community- based supports and services. Targeting and supporting high-risk communities to which the majority of prisoners return.

29. Gaps Cont. Raising the profile of prisoner reentry as a public safety issue and not solely a corrections issue. Availability of therapists for; substance abuse, anger management and sex offences. Mentors that are committed to long term involvement

30. Barriers to Successful Transition The stigma the community has toward ex-offenders Housing policies continue to be a major barrier to affordable safe living Employability beyond “offender friendly” fields to meet the demands of growing occupations and workforce shortages The cost of appropriate treatment. Criminal record active until ex-offender reaches 80 or dies Resources are often untapped or hard to access without community collaboration

31. Office of Transition Services Contact Information: Monica L. Artis, Community Development Specialist email: martis@doc.state.nc.us martis@doc.state.nc.us (919) 716-3091 Vincent Gaddy, Community Development Specialist email: vgaddy@doc.state.nc.us vgaddy@doc.state.nc.us (919) 716-3096 Anthony Reggi, Community Development Project Manager Anthony Reggi, Community Development Project Manager email: treggi@doc.state.nc.us treggi@doc.state.nc.us (919) 716-3098 Roshanna S. Parker, Research and Evaluation Analyst email: rparker@doc.state.nc.us rparker@doc.state.nc.us (919) 716-3089