The Wave of the Future DCC Offender Management Plan

“The overall mission of the Division of Community Corrections is to protect the safety of the citizens throughout the state by providing viable alternatives and meaningful supervision to offenders placed in our custody. How we accomplish this is through an equal balance of control and treatment for offenders that will positively affect their behavior and lifestyle patterns.” (Introduction in the DCC Violation Policy Lesson Plan)

KEY DATES IN THE HISTORY OF THE DIVISION OF COMMUNITY CORRECTIONS 1993  1993 REORGANIZATION OF THE DIVISION OF ADULT PROBATION AND PAROLE BEGINS WHERE HAVE WE COME FROM!

1994***  1994*** PASSAGE & IMPLEMENTATION OF STRUCTURED SENTENCING:  ESTABLISHES (3) FORMS OF PUNISHMENT  ESTABLISHES A STATUTORY CONTINUUM OF SANCTIONS  ESTABLISHES A MODEL FOR MATCHING SENTENCING PRACTICES WITH RESOURCES  ESTABLISHES THE CRIMINAL JUSTICE PARTNERSHIP PROGRAM

 LARGEST EXPANSION OF DAPP RESOURCES IN ITS 60 YEAR HISTORY! 1998  1998 CRIMINAL JUSTICE PARTNERSHIP PROGRAM MERGES WITH DAPP TO CREATE THE “NEW” DIVISION OF COMMUNITY CORRECTIONS

1999  1999 DCC IMPLEMENTS A NEW CASE MANAGEMENT POLICY: “A RETURN TO OUR COMMUNITIES” 2002  2002 LEGISLATURE TRANSFERS COMMUNITY SERVICE WORK PROGRAM TO DCC

Budget135 MillionOffender Population: 127,476 Staff2,596 Supervised: 118,131 Unsupervised/CSWP: 9,345  Day Reporting Centers * (19)  Electronic House Arrest  Intensive Control Program  Community Service Work Program  Substance Abuse Screening and Intervention Program Intervention Program  Resource Centers * (20)  Satellite Substance Abuse * (43)  Pre-Trial * (26)  Post-Release/Parole  Victims Advocate Program Programs/Sanction Oversight * CJPP Funded

Offender Statistics  Supervised Offender Populations

Offender New Admissions (Supervised with CSWP is included in Probation) Distribution of FY Probation Entries by Punishment Type Intermediate -21.5% Community – 53.5% DWI – 14.9% Pre-Structured Sentencing - 1.1% Non-NC Offenses – 2.5% Other - 6.5% Not listed above: Unsupervised with CSWP – 34,881

Felons Sentenced Under North Carolina’s Structured Sentencing Law Felony Non-Trafficking Drug and Property Offenders comprise more than 60% of the Intermediate Population

Intermediate/Post-Release Staff  (60:1) Intermediate Probation Officers483  (25:1) Intensive Case Officers 330  Surveillance Officers336  (30-40:1) Special Operations (Select Urban Districts)  (27) Day Reporting Officers  (19) Drug Treatment Court Officers  (45) Sex Offender Officers  (32) Domestic Violence Officers  (18) Electronic House Arrest Officers

Community Punishment Staff  (90:1) Community Probation Officers (PO-1)544  (185:1) Community Service Coordinators (CSWP) 136 DCC Field Operations Management  (4) Judicial Division Chiefs  (4) Assistant Judicial Division Chiefs  (43) Judicial District Managers  (9) Assistant Judicial District Managers  (190) Chief Probation/Parole Officers

2004 NIC RECOMMENDATIONS  That the offender contact requirements be modified;  Need a more structured case planning process;  Increase the caseloads of community officers;  Assign appropriate cases to staff;  Develop and/or adopt a dynamic risk/needs assessment tool;  Expand specialization where feasible for Sex Offenders, Domestic Violence, Drug Treatment Court, Day Reporting Centers, etc.

Analysis of Optimal Caseloads (Legislative Mandate)  Recognition of the need for different strategies between Urban and Rural.  Need to continue to assess numbers and adjust resources.  Continue to establish Special Operations Officers where feasible to manage High Risk/Need Offenders.  Need for assessment instrument.  Impact of In-service Training being delivered by caseload carrying officers.  Impact of specialized courts.  Impact of vacancies, extended leave, military leave. Following issues involving offender caseloads and position resources are noted:

DCC Initiatives Objectives:  Eliminate duplication of services by placing DCC Officers in case management positions in Day Reporting Centers (Budget reduction $344,490 FY ).  Assign Surveillance Officers to DRC to enforce curfews and promote immediate response to violators.  Special Operations Unit designed to handle High Risk/High Need Offenders, Sex Offenders, Domestic Violence, Drug Treatment Court and Electronic House Arrest (EHA).  Units to maintain traditional supervision of Community, Intermediate and Intensive Caseloads.  Judicial Services Team specializing in Court Services, Case Management of Low Risk Offenders, Community Service Coordination and Monitoring, Investigations, Data Entry and *Assessments. (NIC Report) Urban Plan:(14 Judicial Districts) Total Offenders: 58,312 (Includes Unsupervised w/CSWP) Total Staff: 1,054

Types of Blending:  Blending Intermediate/Intensive  Blending Intermediate/Community  Blending Special Offender Populations Why Blend?  Caseload Numbers  Court Volume  Staff Size  Geographic/Travel Time Blended Plan: (19 Judicial Districts)

DCC Budget/Operations Strategy ( )  Action: Increase caseload goal for Community Offenders from 90 – 110 (NIC Report)  Objective: Utilize existing resources to implement case management strategies in both Urban and Rural Districts “NO ONE COOKIE CUTTER”  Use staff resources made available with above action to:  Reallocate positions to Intermediate Level to address projected shortages as well as special operations case management (NIC Report)  Establish DCC full-time Trainers  Increase number of Chief PPO in needed areas to provide sufficient supervision of officers and caseload monitoring  Develop para-professional role in Urban Areas to deal with high volume of court activities as well as assist in case management for low risk offenders (NIC Report)  Develop and implement a Risk/Needs Assessment Instrument to better target appropriate case management strategies

NEW Policy Manual Chapter IV - Supervision A. Case Management Expectations & Standards 1.Case Management Expectations for Staff 2. *Offender-Management Contact 3.*Use of Intervention Strategies 4.Intermediate Punishments & Special Populations (Level I) 5.Intermediate Standards (Level II) 6.Community Standards 7.Suspended 8.Unavailable 9.Out of state

Policy will define:  Officer Expectations  Quality  Triggers

Emphasis on the FIRST 30 DAYS  Capture the offender’s attention  Develop a relationship with the offender and family/household members  Establish structure  Prioritize expectations  Identify offender needs  Identify and gather key partners

Effective Case Management can empower officers to make good sound decisions. Effective Case Management should be case plan driven NOT contact driven. Effective Case Management is a coordinated plan of offender supervision, programs, treatment and management.

Case Management Expectations for Staff  Engage the offender in an information sharing discussion…identifying needs such as:  housing  employment  substance abuse treatment  education  decision making  financial  family  transportation  and physical or mental health IV.A page 1 IV.A page 1

Officers are expected to identify “red flags” such as:  Substance abuse  Sudden behavior change  Family problems  Any non-compliance or violation of probation IV.A page 2 IV.A page 2

Intervention Strategies  Electronic Monitoring  Substance Abuse Screening  Curfews  Searches  Violation Philosophy IV.A page 4 IV.A page 4

Violation Response Examples : Increase frequency of reporting Add Electronic Monitoring to enforce curfew compliance Add community service hours Mandate treatment participation Recommend intermediate punishment Extend supervision period Contempt of court Revocation

Intermediate Punishments [Sanctions] and Special Populations (Level I) Common standards for the first 30-days of supervision  Initial face to face contact day of sentencing or release  Explain conditions of supervision  Conduct home verification – 3 days  Conduct OMC  Conduct face to face family contact  Inform offender and family of warrantless searches, if ordered  If ordered, conduct a search  If ordered, conduct a drug screen  Conduct a face to face weekend contact  If ordered, immediately schedule assessment or make referral to appropriate agencies  Ensure all conditions are acted upon and enforced  Special Probation –Non-Continuous Split  Electronic House Arrest  Day Reporting Center  Drug Treatment Court  Intensive  Sex Offender  Domestic Violence IV.A page 6 IV.A page 6

Domestic Violence Domestic violence offender case management combines effective utilization of supervision tools designed to assist the victim and control the offender along with treatment resources to break the cycle of violence.  The primary goals are to: –Provide close supervision and control of domestic violence offenders –Enhance the safety of domestic violence victims –Ensure that the batterer completes treatment –Coordinate the efforts of the courts, law enforcement, treatment providers and victim advocates IV.A page 11 IV.A page 11

A domestic violence case is one in which the Court finds:  The offense involved assaulting or communicating a threat AND  The defendant had a personal relationship with the victim AND  DV designation is marked on the judgment IV.A page 11 IV.A page 11

Domestic Violence Level I supervision for the duration of probation First 30 Days – Additional Duties  Ensure that no weapons or ammunition are in the home  Refer to an approved program for abuser treatment  Obtain a copy of any 50-B order in effect  Provide Victim Advocate Notification Coordinator victim contact information IV.A page 11 IV.A page 11

Sex Offender Level I supervision for the duration of probation First 30 days – Additional Duties  Ensure registration with Sex Offender and Public Protection Registration Program  Obtain and complete all DCC forms and required investigations  Refer and schedule appointments with sex offender treatment provider, if court ordered  Conduct home verification to determine if minors reside in the home  If placed on Intensive, curfew checks remain in effect for the duration of Intensive Duration of Level I – Additional Duties  Staff cases with treatment provider monthly  Verify registration within 10 days of offender’s residence change  Conduct at least one warrantless search if court ordered every 180 days IV.A page 10 IV.A page 10

Day Reporting Centers Recommended supervision period is 6 to 12 months  Duration of Level I - Additional PO Duties –Serve as lead –Notify employer –Update case plan –Conduct staffings and orientations –Address positive drug screens  Duration of Level I - Additional SO Duties –Immediate response –Install monitoring equipment –Conduct record checks –Conduct curfew checks –Participate in staffing of cases  Duration of Level I - Shared PO and SO Duties –Home verifications –Warrantless searches –Assist with CBI –Update FMS and OPUS IV.A page 8

House Arrest with Electronic Monitoring Recommended supervision period is 3 to 6 months First 30 days – Additional Duties  Immediately determine suitability  Install equipment within 24 hours  Return to Court or fax Supervision Office same day for guidance if the offender has no phone IV.A page 7 IV.A page 7

Drug Treatment Court  Recommended supervision period is 12 to 24 months  Duration of Level I – Additional Duties –Treatment team approach  Probation Officer  Judge  DA  Defense Attorney  TASC Care Manager  Treatment Counselor  Law Enforcement Officer –Common goal of sobriety and productivity –Local Rules and Regulations IV.A page 8 IV.A page 8

The overall goal is to get to a point where the local systems are integrated and work together seamlessly, serving the offender and promoting public safety. Offender Management Model

QUALITY OVER QUANTITY

“COMMUNITY CORRECTIONS” COLLABORATION COMMUNICATION “DEVELOPING AND IMPLEMENTING A CONTINUUM OF PUNISHMENTS THAT HOLDS OFFENDERS ACCOUNTABLE FOR THEIR ACTIONS AND A COMPREHENSIVE TREATMENT STRATEGY WITHIN A COMMUNITY SETTING.” Robert Lee Guy CONTROL Public Safety TREATMENT Public Health GOOD PUBLIC POLICY