Reentry

The Problem

The number of released prisoners has increased in California more than in any other state in the nation. In 1980, 11,759 prisoners returned to their communities; less than 25 years later that number is 113,000, an increase of almost 1000%. In the Golden State, 65% of parolees end up back in prison within three years; nationally that figure is only 35%.

Many released prisoners are ill-equipped to live successful lives. Too often, they have low levels of job training and literacy. As a result of incarceration, they are disenfranchised, barred from public housing, and refused jobs. Facing hopelessness and obstacles, a parolee will often violate probation or commit a new crime and land back in prison.

The intent of punishing rather than rehabilitating was to "get tough on crime." But in reality, aggressive incarceration without effective reentry programs is inhumane for the prisoner, unsafe for our communities, and extremely expensive for taxpayers.

The Solution

How do we correct a parole system the California Little Hoover Commission called in 2003, "a billion dollar failure?" Successful reentry depends on having a system of services—housing, jobs, mentoring, meals, addiction treatment, and mental health services—in place and immediately available to prisoners returning home. This can be achieved at the community level through the development and implementation of a data-driven, evidence-based strategic plan.

NCCD is currently at work on a pilot project of just such a strategic planning process in Santa Barbara County, California.

Over a nine-month period, NCCD will convene key community leaders who share a stake in the successful integration of prisoners returning to their community. An initial assessment will provide the common understanding of the current situation. The group will use a variety of data sources and information-gathering approaches, such as focus groups with former prisoners and interviews with agency leaders to fuel the planning process. The plan will move into implementation of short-term, intermediate-, and long-term outcomes, using milestones, time lines, needed resources, and new management structures. The full action plan, complete with best practice recommendations, will come before key decision makers for approval. The next phase will be the community mobilization and education effort. This phase will involve a broad range of stakeholders from the business community, the media, social service organizations, faith-based groups, and public sector agencies. Finally, we will use renewed data to assess progress and refine the plan.

Reengineering Reentry Newsletter (Winter 2006)