1. The Ohio Parole Board’s implementation of Select Strategies Presented by: Cynthia Mausser Chair

2. 1. Define Success as Recidivism Reduction and Measure Performance:  Adopt Risk Reduction & Behavior Change Strategies  Measure Performance by reintegration outcome 2. Tailor Conditions of Supervision  Realistic, Relevant & Research-Based 3. Focus Resources on Higher Risk Offenders

3. 4. Frontload Supervision Resources  Begin case planning in the institution  Concentrate resources in the first few days & weeks 5. Implement Earned Discharge  Provide incentives to meet case-specific goals 6. Supervise Offenders in their Communities  Organize caseloads by neighborhood

4. 7. Engage Partners to Expand Intervention Capacity  Partner with other community organizations 8. Assess Criminal Risk and Need Factors  Use a reliable instrument and link to case plan 9. Balance Surveillance and Treatment in Case Plans  Combine surveillance and treatment

5. 10. Involve Offenders in the Supervision Process  Offender is active participant in development of case plan 11. Engage Informal Social Controls  Incorporate offenders’ support networks into supervision 12. Use Incentives and Rewards  Use positive reinforcement as supervision tool (4:1) 13. Respond to Violations with Swift & Certain Sanctions

6.  Division of Parole and Community Services in Ohio Department of Rehabilitation & Correction  Comprised of Parole Board, Field Services, Bureau of Adult Detention, Bureau of Community Services and Office of Victim Services  Deputy Director established Overriding Goal to reduce recidivism by 5% over a year  Each section head was tasked with developing a Strategic Plan to support the overriding goal  Guidelines were to adhere to risk/needs principles, engage family members & use positive reinforcement

7.  Planning sessions  Organized by Facilitator and Deputy Director  Key management staff involved  Focused on identifying 3-5 attainable, realistic goals that would support overriding goal

8.  Final Product  Implement standardized Parole Board info at orientation classes  Promote supervision compliance through post release contacts with 25% of monthly parole releases  Utilize risk/needs principles in decision making

9.  Rationale:  PBM rarely utilized historically as a positive supervision resource  PBM rarely had the opportunity to experience success of offenders  Change practice of offenders’ contact with PBM occurring only when returned to institution

10.  Related Strategies :  #3 Focus Resources on Higher Risk Offenders  Contacts concentrated on high risk offenders  #8 Assess Criminal Risk and Need Factors  Utilize contact checklist that incorporates criminogenic needs  #12 Use Incentives and Rewards  PBM contact utilized to promote positive behavior and encourage compliance  Tool to help support the 4:1 positive contact ratio

11.  Contact Implementation  PBM met with Field Regional Administrator  Contact types based on needs of Region  Examples of contacts  Office visits  Community ReEntry Management Team member  Program meetings  Halfway houses  Tracking and sharing activities  Discuss at monthly staff meetings  PBM includes description of contacts in monthly report

12.  Rationale  Consider institutional programming efforts when imposing Special Conditions  Credit offenders who complete institutional programs with removal of supervision programming requirement  Ensure that criminogenic needs are being addressed when Hearing Officers conduct summonses with offenders who are engaging in violation behavior

13.  Related Strategies  #2 Tailor Conditions of Supervision  Desire to have fewer, more meaningful conditions  Overlapping and/or unnecessary conditions  Remove conditions that merely convey information  Examine reasons for imposing particular types of conditions, timing of conditions and consequences (especially financial burden) of imposing conditions  Develop process for imposing Special Conditions

14.  Developed Workgroup and Charter  Tasked with addressing problem areas of conditions and special conditions  Membership included both Field and Parole Board Staff  Work in Progress  Currently, have reduced the number of conditions from 16 to 6  Suggested process for imposing Special Conditions  PB will not impose SC if offender completed approved program as suggested in RAP  #5 Implement Earned Discharge  Field staff must seek PB approval to impose SC

15.  #4 Frontload Supervision Activities  Pilot Project with I Team unit:  Interview conducted by PBPO at institution 30 days prior to release  Risk Instrument completed  Marital status, Education, Employment, Drug and Alcohol use, prior criminal history (arrests, convictions, supervision)  Rated as Low, Low-Moderate, Moderate, High

16.  Needs Instrument completed  Ten Needs areas assessed  No need, low need, moderate need, high need  Moderate and high need areas identified  Community resource information provided to offender to address need areas  Information Provided to Supervising PO prior to release  Beneficial information received by PO that would not have otherwise been shared  Expansion plan  Frontloading implemented statewide  Offender will receive “credit” toward SAP for any RAP programs completed

17.  #13 Respond to Violations with Swift and Certain Sanctions  Sanction Grid developed and implemented in 2005  PBS is an option prior to revocation hearing  No parameters in place for conducting summons  Develop checklist that incorporates criminogenic needs  When Hearing Officer addressing violation behavior needs should be addressed as well as a means for gaining supervision compliance

18.  Many of the concepts in the 13 Strategies can be implemented by Parole Boards  Parole Board staff are supportive and enjoy participating in these new activities that emphasize the positive aspects of supervision and promote success  Offenders receive information and support from additional resources