Working Together to Break the Cycle

LaDonna Thompson

Commissioner

Kentucky Department of Corrections

December 2010, Corrections Today

Whether you're working on a crossword puzzle or mathematical equation, or assembling a model airplane, if all the pieces don't fit together perfectly, or if you're missing a piece, all your hard work can seem meaningless until you get it just right.

In Kentucky, the Department of Corrections started several excellent reentry initiatives years ago that were functioning independently of each other. We began a targeted increase in substance abuse treatment for offenders six years ago, increasing the number of treatment beds sixfold.

Within the DOC, we created the PORTAL (Parole, Orientation, Rehabilitation, Training, Assimilation, Lesson) project. PORTAL was designed in 2003 by Mark Stonex, one of our probation and parole officers. Stonex has since been promoted to a district supervisor and PORTAL has been implemented in several districts with success across the state. The program consists of 12 lesson plans that all parolees are required to complete during their period of supervision. These courses range from the basics of "how to make it on parole," employment and financial issues, to health and wellness, and relationships.

In 2007, we received grant funding and launched the Reentry Hotline that recently received the Council of State Government's Innovations Award for the Southern Region. The hotline provides 24-hour, seven-day-a-week access to information for returning offenders. The offenders receive resource information on what is available in their specific area such as workforce development information, treatment referrals and faith-based programs. It is staffed by offenders completing the substance abuse program at Roederer Correctional Complex. The hotline was developed through a partnership with the Louisville Metro Reentry Task Force.

Now we have things moving in a cohesive mindset. We call it a change in philosophy within the department rather than a new program because frankly, that's what it is. For years our profession has only been equated with things like prison cells, razor wire and gun towers. People usually associate the DOC with confinement in the sense of "how long we can keep an offender locked up." There aren't many people that associate our agencies and the words "recovery" or "reentry."� But burgeoning budgets and growing inmate populations in recent years have forced everyone to take a hard look at this revolving door of recidivism.

Kentucky Gov. Steven L. Beshear recognized the significance of the issue as well. He created the Governor's Reentry Task Force through an executive order in April of 2009. The task force is comprised of other key governmental agencies and community partners in addition to DOC and Justice & Public Safety Cabinet officials. These individuals have been appointed to assist the department with resources and ideas to reduce recidivism of a piloted group by 50 percent during a five-year period.

We knew this was an endeavor that would require collaboration and community partnerships from across the state in order to have a long-reaching effect or long-term success. Just like our own reentry initiatives that were piecemealed across the department, there were great reentry projects under way in different parts of the state with no coordinated efforts or central point of communication.

In November 2009, we hosted the Community Safety through Successful Offender Reentry Conference, sponsored by the Bureau of Justice Assistance (BJA) and the Center for Effective Public Policy (CEPP). The conference and grant funding allowed the department to provide training for 250 staff and community partners.

The conference and training served as a kick-off for a paradigm shift in the department. All of our energy became focused on providing reentry services from the moment an offender enters the prison system, instead of waiting until he or she is six months from being released.

DOC administrators knew we needed a proven risk and needs assessment tool and grant funding. We received additional assistance in 2009 to help us strategically plan and pay for the changes through the Second Chance Act grant and the Transition from Prison to the Community Initiative model (TPCI) grant. The Second Chance Act Demonstration grant is funding reentry coordinators in our institutions and four reentry probation and parole officers, as well as employment counseling and job readiness through increased community involvement and support for reentry task forces and reentry pilot projects.

The TPCI grant is a technical assistance grant sponsored by NIC and is contracted through CEPP. CEPP will work directly with the department for the next three years with its model on reentry. This will allow us to implement a plan to reduce recidivism based on research and "what works."� The grant also ensures the department does not move forward without a clear mission, effective performance measures and evidence-based practices.

In order to assess offender risk, we selected LS-CMI (Level of Services Case Management Inventory), the most widely used tool for assessing offender risk in the world. Twelve DOC staff recently completed their training and were certified as "train the trainers"� in order to train more than 750 other DOC staff to administer this tool. We began piloting LS-CMI mid-July in four probation and parole districts and three of our institutions. The training groups are mixed, allowing for institutions and probation and parole officers to hear concerns on both sides.

We are now developing a case plan for offenders that will not only follow them through their incarceration, but their release as well. I haven't seen this level of excitement throughout the department in a long time. It is evident that staff and community partners are ready to be part of this important initiative.

Corrections Is an Honorable Profession

Susan L. Clayton, MS

Managing Editor, Periodicals

American Correctional Association

October 2010, Corrections Today

Corrections professionals not only serve the offenders they supervise on a daily basis; they also serve the community, public safety and their country. The corrections field offers a variety of career opportunities. There truly is something for everyone. Positions range from security, treatment and reentry to research, administration and education. There is a great need for all types of professionals in corrections including doctors, nurses, counselors, teachers, officers and administrators. It is our job as corrections professionals to convey this to those who are exploring career possibilities. We need to promote the field to students and professionals who might be interested in pursuing a corrections career or career change. As a profession, we need to familiarize potential job candidates with the wide-ranging opportunities that corrections has to offer and make them aware of possible internships, education, certification, promotional preparation, and training. It is essential that we attract well-qualified applicants, encourage education and certification, and groom individuals for promotion.

Corrections has always had to deal with a perception that it is a difficult career choice. The field is generally viewed as it is portrayed in movies and TV shows or what people see through their local news outlets. We need to let others know what corrections is really like and the importance of the work that we do every day. We must promote a better public image, increased staff development, expanded career choices, and the need for higher education and professional achievement. Corrections must focus on effective recruitment, hiring and retention of a qualified and diverse work force. This will help to improve the public perception of corrections and make others interested in what we are doing and why. And it will result in people seeing corrections as a viable career choice. Being active in our communities also helps, as others can see the good that we do outside of our facilities as well.

In today's changing world, we also need to offer flexibility to staff. Many correctional agencies are already doing this. It is equally important to invest in staff by offering continuing training, involving staff in organizational planning, encouraging cross-training and offering mentoring programs. This empowers staff and makes them feel that no matter what level they have reached in their careers they are making a difference. Correctional leaders must understand generational differences in the work force and know how to engage all staff. This will make it easier to recruit, hire and retain a stable work force. Corrections also needs to focus on staff retention and must maintain a culture of professional development that spans one's career. Leaders must be able to project and meet future staffing needs and create career ladders whereby individuals can grow and advance in their careers.

The professionalism of corrections has increased substantially during the last two decades. ACA has been at the forefront of this increased professionalism through its certification program, training, workshops and conferences. The association offers professional certification for officers, supervisors, managers, executives, nurses, and security threat group supervisors and managers. ACA also offers a full range of educational and training opportunities to its members. Whether you are just beginning your career or are working toward a position at the management or executive level, there are professional development opportunities available to fit your needs.

Current options include the Online Training Collaborative and the Leadership Development Program. ACA strives to provide state-of-the-art training and educational services to help everyone in the field - from entry-level officers to experienced professionals - meet their needs.

This issue of Corrections Today focuses on corrections as a career and examines such topics as rebranding corrections for today's work force, recruiting in the classroom, career pathways, recruiting strategies, careers in corrections, and leadership. Corrections professionals have the awesome responsibility of caring for millions of individuals, as well as contributing to their rehabilitation and reentry into society. We must pave the way for generations of people to enter the field of corrections and remain throughout their careers. Effective correctional leaders of the future will know how to implement change, build teams of different generational groups with varying perspectives and lead a multigenerational work force. Corrections is a public service, as professionals are not only protecting society but they are also changing people's lives. Thus, corrections is indeed a very noble profession.

Stepping Stones to Successful Reentry

Edwin G. Buss

Commissioner Indiana Department of Correction

August 2010, Corrections Today

It has become apparent that corrections cannot afford to warehouse offenders nor continue to build prisons due to increasing offender populations. Research shows that providing essential services to offenders based upon need and risk reduces the chance for recidivism. Prison systems must make every effort to deliver essential services efficiently to reduce the number of offenders returning to crowded prisons. If an offender's essential needs are addressed during incarceration, his or her chance for successful reentry is greater.

Chemical dependency is a common factor for offenders returning to prison. In Indiana, 81 percent of offenders have a significant history of substance abuse. Criminal thinking must also be addressed to ensure individuals successfully reenter society. Other key factors to reentry include education, job training, job readiness and retention skills. In recent years, the Indiana Department of Correction (IDOC) partnered with other agencies and external services to improve the successful transition of offenders returning to their communities. Internally, IDOC works diligently to address these critical needs through fundamental programming.

The department's specialized intensive therapeutic communities (TCs) are designed to treat offenders with severe drug addictions. The program includes a minimum of eight months of cognitive behavioral counseling. Clients receive up to 12-15 hours of programming each day to assist in addiction recovery, build social skills, and develop job interviewing skills. Further, clients work on peer and personal relationship skills to aid in their recovery when released. IDOC has TCs at six facilities, totaling more than 1,300 treatment beds. During 2009, 773 offenders successfully completed a TC program. The TCs demonstrate a positive impact on both recidivism and conduct.

Clean Lifestyle Is Freedom Forever (CLIFF) is a modified TC designed specifically for individuals addicted to methamphetamine. The program is similar to the department's other TCs, but the treatment focus is unique to methamphetamine addiction, an issue that widely affects Indiana. The matrix model is a best-practices curriculum that focuses on treating the unique aspects of methamphetamine and cocaine addiction, and is used as a core part of the program. Two male units have 356 beds total and one female unit has 100 beds. During 2009, 371 offenders successfully completed the CLIFF program. That same year, the program was recognized by the American Correctional Association, receiving the Exemplary Offender Program Award.

Purposeful Living Units Serve (PLUS) is a faith- and character-based program that encourages offenders to choose alternatives to criminal thinking and behavior by focusing on spiritual and character development, life-skills training, community service, and intentional preparation for living as law-abiding citizens. Key components include a strong positive peer culture, a curriculum that addresses risk factors and a mentoring relationship with a community volunteer who serves as a positive role model. Now in its fifth year, the PLUS program is offered at 14 facilities with approximately 1,200 participants. Since its inception, more than 1,700 participants have completed the 12- to16-month program. Of these, about 500 have been released back into the community. As of March 2010, the return rate of PLUS graduates was 12.42 percent. In 2009, PLUS was recognized by the American Correctional Chaplains Association with its Offender Program of the Year Award.

To bring more job opportunities to offenders as they prepare for reentry, Indiana is developing and expanding U.S. Department of Labor (USDOL) apprenticeship programs throughout its correctional facilities. The USDOL apprenticeships help offenders with structured, on-the-job training in traditional industries, as well as emerging industries. The partnership between the USDOL Office of Apprenticeship and Indiana's Correctional Industries, PEN Products, has been the launching pad for PEN Products' move into offender reentry. The Indiana PEN Products USDOL program has grown to be the largest state prison program in the country. This collaboration also provides ex-offenders sound documentation to use as a reentry transition tool. There are currently about 200 registered apprenticeships throughout all DOC facilities. To date, more than 1,000 offenders have earned apprenticeships in more than 31 registered job titles. More than 300 staff have earned certificates in various disciplines as well.

IDOC has found a statistical significance between the formal education of offenders and recidivism. According to the 2008 unpublished doctoral dissertation, The Relationship Between College Degree Completers and Recidivism in the Indiana Department of Correction, by John M. Nally:

• The number-one predictor of recidivism is employment;

• An unemployed ex-offender is 2.1 times more likely to return to prison than an employed ex-offender; and

• The number-one predictor of employment post-release is academic achievement while incarcerated.

To maximize offender employment opportunities, the Department is partnering with Ivy Tech Community College to offer basic literacy, GED and vocational programs. Ivy Tech is uniquely situated to provide multiple services post-release, including continuing education, job placement and counseling services. A 2006 survey of released offenders revealed that 80 percent lived within a 40-mile radius of an Ivy Tech campus. The focus of the Ivy Tech and IDOC partnership is to increase employment through occupational preparation for middle-skill, high-demand occupations with sustainable wages.

Through innovative programming, Indiana continues to afford more opportunities to offenders, helping them to return to society as productive citizens. These efforts, as in all states, are crucial for ensuring that men and women have a chance at a successful crime-free life once they step outside the walls of the correctional facility.

Health Care and Administration Must Collaborate for Effective Care

Viola Riggin

Director of Health Care Services

Kansas Department of Corrections

June 2010, Corrections Today

In correctional health care, whether you find yourself in a clinical mid-management position or a central management position, decisions are required to be made quickly and competently. Sometimes, none of the available options looks very attractive. With all the challenges, learning opportunities and late nights in the office, one may wonder: Is it worth the effort? Striving for excellence as a manager requires fully understanding the manager?s role. Within the correctional health care system, it involves bringing together the interests of administrators and security personnel, who may compete for attention and be at odds when trying to find solutions.

Excellence in clinical services is achieved when facility staff routinely, and as a whole unit, perform their functions for the right reasons at the appropriate times, and in accordance with community and industry standards. Building this functional synergy takes a strong manager, careful planning and long-term goals.

Mental health programming in particular requires planning and leadership to incorporate a therapeutic influence within the environment of a correctional facility. Mental health managers find themselves balancing resources to deal with the constraints of budget cuts, too little staff for the workload and restriction of access to the client, while monitoring clinical practices to ensure shortcuts are not taken. Obviously, money is an important resource, and that resource translates to improved services. The better we maintain fiscal reasonability the better service we can provide. By applying proper money management and quality communications skills, and by implementing priority outcomes within a facility, managers can accomplish great works with very little resources even while practicing within the most restrictive environment.

While mental health managers take an active role in clinical management, it is the health service administrators who are responsible for negotiating professional boundaries between health care staff and wardens. Without clearly defined boundaries, wardens may find themselves trying to make clinical decisions, and clinical staff may try to override administrative orders. If either side is too strong, it may result in an increase in staff liability and can be harmful to the patient. Health service administrators can generally resolve these types of miscommunications by utilizing strong leadership skills and by being respectful of the administration.

One of the most effective tools in achieving this balance is identifying treatment modalities that result in reliable, predicable and quality therapeutic outcomes. Creating a therapeutic environment not only for the client base but among staff leads to an atmosphere of cooperation and teamwork. This is imperative in a correctional environment and can be life saving. When correctional mental health and correctional staff work as a team, they can spark ideas that serve as catalysts for creating new program strategies.