Shaping the Future of
Transition
Office of Transition Services
NC Department of Correction
May 2007
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
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
What is Transition?
What is Transition?
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.
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
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
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
Best Practices Cont.
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
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.
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
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
Offender Management Model
(OMM)
The Offender Management Model states each
inmate will have one plan created by a single
team that includes wrap around services
designed for achieving the goals of
incarceration and successful reentry.
Discharge planning
Coordinate Aftercare services
Accountability & Ownership
Re Develop pro social networks
Sense of Self Efficacy
Engage external supports
Address Risk & Criminogenic Needs
Change thinking & behavior
Treatment participation
Skill Development
Assessment
Classification
Treatment referrals
Phase I
Intake &
Stabilization
Phase II
Supervision &
Monitoring
Phase IV
Reintegration
Maintenance &
Sustainability
Phase III
Structured
Transition
Integrated Case Planning &
Case Management
NCDOC Office of Transition
Services Reentry Model
(under construction)
PHASE I
Phase I
Intake &
Stabilization
Assessment, Classification & Treatment Referrals
Phase I
Team Members:
–
–
–
–
–
–
–
–
–
Prison Divisions
Community Volunteers
Family Members
Community Resource Council
Community Colleges
Vocational Rehabilitation
Vital Records
Social Security Administration/ DMV
Faith partners
Phase I Process
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
PHASE II
Phase II
Supervision and
Monitoring
Address Risk and Criminogenic Needs; Change thinking,
and behavior; treatment participation; Skill development
PHASE II
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
Phase II Process
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
PHASE III
PHASE III
Structured
Transition
(Re) Develop pro-social networks; Sense of self efficacy;
Engage external Supports
PHASE III
Team Members:
–
–
–
–
–
–
Community Volunteers
Mentors
Faith Partners
Employment Services
Family Members
Treatment Providers
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
Preparation for Release
TDE (Transition Document Envelope)
Confirmed Home Plan
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
PHASE IV
Phase IV
Reintegration,
Maintenance
&
Sustainability
Discharge planning, coordinating aftercare services,
accountability and ownership
PHASE IV
Team Members
– Faith Partners
– Treatment Providers
– Family Members
– Established Support System
Phase IV Process
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
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 communitybased supports and services.
Targeting and supporting high-risk communities to which
the majority of prisoners return.
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
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
Office of Transition Services
Contact Information:
Monica L. Artis, Community Development Specialist
email: martis@doc.state.nc.us
(919) 716-3091
Vincent Gaddy, Community Development Specialist
email: vgaddy@doc.state.nc.us
(919) 716-3096
Anthony Reggi, Community Development Project Manager
email: treggi@doc.state.nc.us
(919) 716-3098
Roshanna S. Parker, Research and Evaluation Analyst
email: rparker@doc.state.nc.us
(919) 716-3089