Missouri Reentry… It’s a Process! George A. Lombardi, Director Missouri Department of Corrections

Missouri’s Early Challenges Prison population growth was exceeding resources available.  Growth of prison population at 3 1/3 offenders per day  Duplication of effort by state agencies Assessment tools Treatment Services  Severe budget shortfalls  No additional prison construction planned  Little coordination as offenders pass through the system.

The Opportunity... In 2002, Missouri was one of the first two states chosen by NIC as a demonstration for the Transition from Prison to Community (TPC) model. TPC model provided the framework for the Missouri Reentry Process. Focus on working with “stakeholder agencies” to promote - Common interests - Integrate policies & services - Improve the overall transition process

The Missouri Reentry Process We did not develop a new “program” we changed Departmental Philosophy...  Prioritizes collaborative relationships with stakeholder agencies.  Prioritizes providing staff needed tools and training.  Includes all activities and programming conducted to prepare offenders for community success.  Focuses not only on structure but on offender accountability for progress and actions.  Focuses on release preparation and continuity of care into the community.

Leadership from the Top Commitment from the Governor – Executive Order Commitment from the Department of Corrections Commitment from key Cabinet members  Active participation  Sharing of information  Willingness to truly collaborate Commitment from staff in all departments involved in the initiative Commitment from National Institute of Corrections  Advice and technical assistance

Missouri Reentry Process State Steering Team Convened by Executive Order of the Governor and formally chartered. Representatives include 10 State Agencies, community organizations representing crime victims, law enforcement, treatment providers, the faith based community, etc. Focus on identifying:  Strengths and Gaps in reentry services at the state level  Strategies to improve reentry

MRP State Steering Team The first major task of this team was to analyze baseline data to identify what correlated to a successful transition to guide state and local efforts: - Education- Employment - Family / Social- Information Sharing - Substance Abuse- Mental Health - Housing- Transportation

Missouri Reentry Process Local Steering Teams Representatives from state and local government agencies, community organizations representing crime victims, law enforcement, treatment providers, the faith based community, etc. Formally Chartered Focus on identifying:  Strengths and Gaps in reentry services at the state level  Strategies to improve reentry

How MRP Works Start planning for release the first day of incarceration. Identify assets and liabilities, utilize assessment tools and design a plan of programming during the offenders incarceration. (Institutional Phase) Approximately 6 months short of the established release date the offender will move into a Transition Housing Unit where intense pre-release planning will begin. (Transition Phase) The goal is to have services and community involvement established prior to release.

The offender is released into the community for continued supervision and support by Probation and Parole and the community. The goal is to have services and community involvement established prior to release. The offender is released into the community for continued supervision and support. (Community Phase) Aftercare connections into the community – pro- social support, strong family ties, therapeutic community How MRP Works

What Has Changed? Selected Highlights

Changes in Approach at DOC MRP Leadership Team  Formally chartered.  Focus on facilitating the incorporation of reentry principles department-wide in DOC.  Sponsored by the Deputy Department Director; chaired by the Reentry Manager who is a part of the Office of the Director  Upper-level executive or administrative staff from each division.

Integrated Case Management Development of Integrated Case Management Approach Training for Staff  Evidence Based Practices  Case Management  Cognitive Skills / Pathway to Change  Motivational Interviewing  Transitional Accountability Planning

IMPROVED PUBLIC SAFETY ASSESSMENT OFFENDER SUCCESS CASE PLANNING INTERVENTIONON-GOING ASSESSMENT AS A RESULT OF MRP… (Evidence-Based, Integrated, System Wide) Case Management Model

Changes in Approach at DOC Transitional Housing Units  Focus on Intensive Pre-Release Services  Offenders moved to THUs approximately 6 months pre-release  Minimum and Medium Institutions Reentry Services also occur in higher security level institutions; the smaller number of releases having a dedicated unit is impractical.

Key Partnership Efforts Pre-Release State Identification Cards Pre-Release Birth Certificates  (In State and Out of State) Pre-Release Social Security Cards Pre-Release Medicaid Application In-Reach from Veterans Administration and Veterans Commission In-Reach from Division of Workforce Development Big Brothers Big Sisters Amachi Program

Changes in Approach at DOC E-Driven Supervision  It is E valuation towards E xcellence and E ffectiveness through the application of E vidence-based practices. The model is E xtant, yet E volving.  Strengthened approach to field supervision that: Promotes Accountability while changing how officers assess and address risk/need. Better guidance and more flexibility in caseload management.

Changes in Approach at DOC Development of Transitional Accountability Plan Implementation of Pathway to Change System-Wide Award Community Reentry Contracts to support reentry efforts at the local level.

The Missouri Reentry Process is still a “Change in Process” Organizational priorities Organizational practices Organizational culture Change in the lives of offenders, their families and communities.

Selected Next Steps MRP Steering Team  Re-analyzing data and refining collaborative evaluation process.  Further identifying barriers to reentry and recommend system, policy and practice reforms. MRP Leadership Team  Promotion of quality assurance efforts department wide.  Supporting continued expansion of reentry services in high security institutions.  Expanding the philosophy of THUs throughout medium and minimum institutions.

Selected Next Steps MRP Planning Team  Submitted recommendations to further enhance employment services. Planning for implementation of the Women’s Risk Need Assessment Continued expansion of Local MRP Teams throughout Missouri.

Impact of MRP on Communities Across the past 5 years, of offenders released after spending 5 months or more in a THU:  8% to 10% decrease in recidivism rate.  Offenders receiving transitional services are not committing new crimes or violations at the rate of those not receiving services. Increased Public Safety Reduction of victimization Productive, tax-paying citizens Healthy, functional families Safer children Civic participation Quality of life

Questions?