HUMBOLDT PARK PRISONER REENTRY PROGRAM PROGRAM PROPOSAL NARRATIVE

Transcription

1 HUMBOLDT PARK PRISONER REENTRY PROGRAM PROGRAM PROPOSAL NARRATIVE John Straw, Consultant August 29, 2007

2 I. Introduction The Humboldt Park neighborhood, located on Chicago s northwest side, is one of sixteen target communities of the Local Initiatives Support Corporation/Chicago s (LISC) New Communities Program (NCP). In 2006, over 125 organizations from Chicago s greater Humboldt Park area completed a community strategic planning process through the NCP and identified the need for a comprehensive community response to the employment and support service needs of exoffenders. It was recognized that while there are many organizations that serve ex-offenders in the community in various capacities, there has been a lack of an organized effort to meet these needs directly and to increase the number and quality of services being provided. In response, in November 2006, the NCP organization established the Prisoner Reentry Task Force. This group received funding from LISC to plan a comprehensive community service network for ex-offenders and contracted with a consultant in May, 2007 to identify new Task Force members that can fully represent all areas of the community, form and facilitate working groups or similar service providers to identify opportunities and gaps, to match national bestpractice community service models to the emerging network design, and finally to use this information to develop a reentry program that responds to the unique needs and realities of the neighborhood. The result of this effort is detailed in the following pages. According to 2005 Urban Institute report on Illinois ex-offenders, of the more than 33,000 returnees from prison that year, 73% returned to Cook County, 52% returned to Chicago, and 34% returned to 7 of Chicago s 77 neighborhoods: Austin, Humboldt Park, North Lawndale, Englewood, West Englewood, Auburn Gresham, and East Garfield. 1 Of this group, Humboldt Park has the third highest returning prisoner rate in the City (1,137), but is not far behind the first two: East Garfield (1,343) and Austin (1,190). These 7 neighborhoods have been identified as the city s most distressed, having the highest City rates in vacant housing, renter-occupied housing, and female-headed households, the highest numbers of families below the poverty level and serious crimes per 1,000 residents, and the lowest numbers of high school graduates. Humboldt Park is conspicuous in that, of the 7 neighborhoods, it has the lowest number of high school graduates: 50.3% as compared with average of 66.6% for the other 6 communities, and the city s 71.8%. 2 As a community, Humboldt Park is demographically unique in terms of race/ethnicity, yet exhibits much of the same geographic divisions between diverse groups that is seen throughout Chicago. According to the 2000 U.S. Census, the total population of Humboldt Park was 65,836 (down by nearly 2,000 from the 1990 census). Of this total, 47% of residents are African American and 48% are Latino; of the Latinos in 2000, 51% are of Mexican origin and 37% of Puerto Rican origin. 3 The neighborhood is often divided into East and West, and in general, the East side is identified as Latino and the West side as African American. It is important to note within this context that the reentry program design process detailed herein was mindful of 1 The Urban Institute, Number of Prisoners Released by Illinois More Than Doubles in Two Decades: Many Head to distressed Chicago Neighborhoods, April 3, 2003, web link: 2 Visher, Christy, and Farrell, Jill, Chicago Communities and Prisoner Reentry. The Urban Institute: September University of Notre Dame, Institute for Latino Studies, Chicago Fact Finder, web link: John Straw, Consultant Page

3 this division and diversity in the community, and the resulting program is intended to serve all former prisoners living in greater Humboldt Park. II. Humboldt Park Resource Mapping As a first step in the four-month process to design a reentry program for greater Humboldt Park, an extensive mapping of the existing institutional resources of the community was conducted. The purpose of this mapping included the following: To ensure that any and all organizations operating in and/or serving the population of greater Humboldt Park were aware of and invited to participate in the Reentry Task Force; To include all possible organizations in the 10 community focus groups that were held (see section III); To quantify the services provided by all organizations operating in the community to help identify existing services as well as service gaps across the neighborhood; and To provide organizations, including this emerging reentry program, the base of a comprehensive resource and referral guide for the area. To compile the Resource Map List, a variety of methods were utilized including interviews with key organizations knowledgeable of the service providers of the region, existing service provider and faith-based organization lists, and internet searches. The resulting document is a comprehensive listing of 71 organizations and religious institutions providing services and outreach in the community that includes contact information, web site URL if available, and a listing of services provided. Based on the Resource Map List, a visual map of the community was created plotting the location and services of each organization, a tool that was helpful in further analyzing service gaps and strengths in the area. III. Realities of Humboldt Park and Reentry: Focus Groups In an effort to develop a detailed understanding of the barriers facing individuals returning to greater Humboldt Park from prison, as well as the resources available to them, ten Focus Groups were organized and held over the course of a month. The first seven of the ten Focus Groups listed below were organized around a specific issue related to reentry and were attended by social service providers working in these fields, while Groups eight to ten were attended by the specific populations themselves. The Focus Groups held were as follows: 1. Primary Health Care 6. Families 2. Mental Health/Substance Abuse 7. Youth 3. Housing 8. Formerly Incarcerated (x2) 4. Education, Job Training/Placement 9. Religious 5. Economic Development 10. Community Leaders John Straw, Consultant Page

4 Utilizing the comprehensive Resource Map List, invitations to participate in the Focus Groups were extended to all 70+ organizations through an initial mailing, with follow-up s, phone calls, and visits to various organizations to get the word out about the meetings and encourage broad participation. Indeed, this method succeeded in bringing to the table various organizations working in the area that were previously unaware of the Reentry Task Force but whose services and expertise have and will now play an important role in the emerging Reentry Program. As can be seen in the list of the 35 institutions/ groups that attended one or more of the Focus Groups (see Appendix A), there existed a critical diversity of participants. As such, much important and useful feedback was gained through the Groups, all of which provided critical information that forms the basis, together with the best practice and model program research, for the reentry program design that was developed. Each Focus Group lasted at least two hours and provided an overview of each issue and its relation to reentry (or the insights of key members of the community); as well, many of the Groups enabled organizations engaged in similar activities to share best practices and network. Though many pages would be needed to document all that came out of each Focus Group, it is worth noting here some of the key findings of each Group that are of most relevance to reentry programming and that help paint a picture of the realities faced by ex-offenders in greater Humboldt Park. Primary Health Care Various clinics, hospitals, and services exist in Humboldt Park, though some difficulties exist in treating those without insurance, for dental services, and especially men. In addition, the Cook County health closures of late are already affecting local clinics; Many former prisoners interviewed indicated that they did not know where to turn for their health care needs, despite the significant numbers of free and reduced cost health services in the Humboldt Park area. Many indicated that they use Cook County Hospital for health services; and In general, former prisoners do not rank health as a top priority though many have chronic illnesses or issues that should be addressed. The prison population has 2, 5-10 times higher occurrence of various illnesses (HIV, TB, mental health), though many reenter without ongoing health services. 4 Mental Health/ Substance Abuse Mental health and substance abuse prevention services for low income members of the society, including the formerly incarcerated, exist within the community to a significant extent (Parole has mentioned the need for greater mental health support). However, getting clients to the services, and the stigma attached to mental health/substance abuse treatment, are seen as barriers that need to be addressed; and The existing Community of Wellness Behavioral Health Task Force could play a role in this reentry program as a place to discuss and act to improve related services. 4 National Commission on Correctional Health Care, The Health Status of Soon-to-be-Released Inmates: A Report to Congress. March, John Straw, Consultant Page

5 Housing Affordable housing is a serious issue in Humboldt Park for low income families, not only individuals with records who are excluded from Section 8 and other programs; The need for transitional, SRO, and permanent housing for the target population is significant. Most related housing programs in the City have waiting lists, and no organization in greater Humboldt Park is currently addressing this issue; There exist legal assistance organizations working on fair housing issues that can be called upon as resources for housing rights education and individual support; and Special housing isn t always needed. A fair number of individuals would do well in private rental properties. It was suggested that identifying and supporting landlords to rent, and creating funds for security deposits, would be a significant support to many exoffenders in the area. Education, Job Training/Placement Education and Job Training programs (with funding for students!) exist in the area, though mainly for higher literacy individuals (8th grade+); need is for programs for lower literacy youth/adults; Target population is continually frustrated by doors closed due to their records and need for income; and Pay-off from training/programs too far off for most; the need for money is immediate. Economic Development Experience from a previously operating small scale, volunteer mentoring and job placement program was positive, and showed that many local businesses, including those in the industrial corridors of the area (e.g. Kinzie), are open to hold spots for and hire qualified former prisoners IF there is a comprehensive program in place supporting the individuals. It was mentioned that if a good program gets developed, the local chambers of commerce can be engaged, and once they support the program, the businesses (i.e. jobs) will follow; A desire was expressed to support former prisoner-led businesses; and Many businesses want qualified workers; criminal records not always the primary barrier. Families Family support key to reintegration, though family dynamics are often complex and too often destructive; Children need extra support when parents are incarcerated; domestic abuse is an ongoing concern after reentry; and Need to provide mentors to children, parenting classes, family therapy, fatherhood classes/support. Youth Youth have unique psychosocial needs, and are often in legal gray areas; Despite successful services being provided by agencies in the neighborhood (substance abuse and mental health, art/cultural programs, young moms, some youth housing), gaps in service were recognized: housing, gang intervention, life skills/confidence building, John Straw, Consultant Page

6 transportation to get youth to programs, outpatient psych services, daycare for babies (<1 year), and lack of mentors; Job training programs and cognitive/behavioral therapy work less well in individuals under 26 years old, and point to the need to pay special attention to this population; and Youth 18 and under are a very small percentage of parole population; youth largest percentage. Formerly Incarcerated The realities of the participants mirrored the research on the subject of reentry, namely the need for jobs, housing, obtaining personal paperwork, transportation to appointments/ job interviews, and general frustrations with the criminal justice system; There were mixed feelings about parole officers: some had positive experiences and received much support and guidance from their parole officers; others had negative experiences. Whether a parole agent or not, most spoke positively of the support they received from an individual who acted as a mentor; and Few received services while in prison such as continuing education, obtaining documents (IDs, etc.), referrals for services, or life skills needed to make it when they reenter. Religious Few churches in the area are currently involved in reentry; most do not understand issues/pit falls or how to be a support. There are a few existing leaders/churches with much experience that are and can help lead religious response and participation; and Faith and faith-based institutions can play a very important role in reentry support and mentoring. Community Leaders Humboldt Park averages 1 returnee for every 10 residents, the third highest rate in Chicago; Public Safety AND supporting the target population both identified as important concerns; and Community education needed when placing programs in an area to both alert neighbors to services and work through safety fears. IV. Reentry Best Practice and Model Program Research Simultaneous to the Focus Groups that were held, an extensive review of the best practice literature in prisoner reentry was conducted. Included in this review were a number of research studies, position papers, and model program overviews, with a specific focus on those programs and recommendations that dealt directly with community-based reentry interventions. Much of the literature consulted is readily available through the internet, while a significant portion of the information obtained about model programs was the result of direct conversations with program directors. A representative list of some of the model programs and institutions consulted for this research can be found in Appendix B. Listed below is a summary of the key best practice findings of the literature and program reviews. The information included here is that which best relates to the community-centered focus of this program and was concurred by the various studies and programs that exist. One John Straw, Consultant Page

7 interesting finding that is worth noting is that regardless of the focus of the model programs consulted, be they top down in origin (i.e. initiated by departments of corrections or sheriffs departments with a focus on public safety) or grew from the bottom up (i.e. initiated by community-based organizations or places of worship with a focus on serving those reentering society), the resulting successful programs were similar in nature and their characteristics are reflected below. Successful community-centered reentry programs share the following characteristics: They are based primarily in the community and connect service agencies 5 together through a case management model; 6 Working partnerships exist (in a formalized structure) between law enforcement, social service agencies, faith-based groups, government, community leaders, and the target population for important linkages, coordinating services, and leveraging funding; 7 There are direct relationships with individuals pre-release, and connections between preand post-release service plans; 8 Cognitive-behavioral treatment techniques are utilized in conjunction with other program services, namely job training; 9 They include vocational training, job-enhancing opportunities, and employment accompaniment; 10 Employers are engaged as clients and provided the support they need to hire the target population; 11 Have a housing component to meet this serious need; 12 Pay close attention to the health, mental health, and substance abuse needs of the target population; 13 Are intensive and last at least 6 months; 14 Are focused on high-risk individuals (to maximize resources); 15 Focus on family reintegration issues; 16 5 Bazemore, Gordon and Stinchcomb, Jeanne, A Civic Engagement Model of Reentry: Involving Community Through Service and Restorative Justice. Federal Probation: A Journal of Correctional Philosophy and Practice, Volume 68, Number 2: September Jucovy, Linda, Just Out: Early Lessons from the Ready4Work Prisoner Reentry Initiative. Public/Private Ventures: February Petersilia, Joan, What Works in Prisoner Reentry? Reviewing and Questioning the Evidence. Federal Probation: A Journal of Correctional Philosophy and Practice, Volume 68, Number 2: September Buck, Maria, Getting Back to Work: Employment Programs for Ex-Offenders. Public/Private Ventures: Solomon, Amy L., Travis, Jeremy and Waul, Michelle, From Prison to Home: The Dimensions and Consequences of Prisoner Reentry. The Urban Institute, Justice Policy Center: June Farley, Chelsea and McClanahan, Wendy S, Ready4Work In Brief: Update on Outcomes; Reentry May Be Critical for States, Cities. Public/Private Ventures: In Brief, Issue 6, May Jucovy, Linda, Just Out 12 Visher, Christy, and Farrell, Jill, Chicago Communities and Prisoner Reentry. The Urban Institute: September Unraveling What Works for Offenders. National Drug Court Institute Review, Vol. II, 2, Special Research Edition Petersilia, Joan, What Works 15 Petersilia, Joan, What Works 16 Visher, Christy, and Farrell, Jill, Chicago Communities John Straw, Consultant Page

8 Are flexible and can quickly adapt to individualized needs (health care, mental health/ substance abuse treatment, personal identification, etc.); 17 and Include mentoring, especially with youth. 18 V. Humboldt Park Prisoner Reentry Program Design Proposal Once the Focus Groups were held and the best practice/ model program research was completed, the program design phase was begun. The final program proposal described below resulted from an active process of developing draft program designs as guided by the research and local realities, and work-shopping the designs with key stakeholders at two working group meetings and one Reentry Task Force meeting. The proposed program design that follows is a direct result, therefore, of the insight and expertise of numerous agencies and that which has proven to work well in reentry, all based on the existing resources and challenges facing greater Humboldt Park. The proposed Humboldt Park Prisoner Reentry Program is comprised of four key components: 1. Advisory Council 2. Community Council 3. Core Program Services 4. Illinois Department of Corrections (IDOC) and Parole The Program is designed to leverage the many existing resources in the greater Humboldt Park neighborhood, combining those already working directly with ex-offenders with other institutions that have great potential to provide key services needed by this population. The Program will utilize core and referral services using a case management model to provide timely, individualized attention to the formerly incarcerated individuals living in and returning to greater Humboldt Park with a focus on helping them to successfully reintegrate into their families and society. The Program will receive guidance, oversight, and support from the Advisory Council, an active body made up of representatives of the key sectors working in reentry in the area. In order to bring all voices in the community together to collectively focus on reentry, the Community Council will operate as an open forum to educate, inform, and build collaborations in the area. Finally, important linkage agreements and working relationships will exist between the Program and the IDOC and Parole to work as partners in accompanying the reentering individuals from pre- through post-release. Each Program component and how they all fit together are detailed below in narrative form, and their relationship is also shown graphically in the flowchart found in Appendix C. A. Advisory Council An important element of many of the model programs reviewed included the existence of a central, decision making and action focused group of key stakeholders working in a region. 17 Unraveling What Works, and through feedback by ex-offenders themselves. 18 McClanahan, Wendy S., Mentoring Ex-Prisoners in the Ready4Work Reentry Initiative. Public/Private Ventures: Preview, March 2007 John Straw, Consultant Page

9 These stakeholder groups, known here as the Advisory Council, bring together in a formal structure the diverse sectors working in reentry so that the actions of the reentry programs they represent benefit from the collective wisdom, connections, and strength of its members. The Humboldt Park Prisoner Reentry Program s Advisory Council should be made up of key representatives chosen from each sector in the community involved in prisoner reentry, including: Humboldt Park Prisoner Reentry Program Staff Social Service Agencies Faith-based Institutions Community Leaders Formerly Incarcerated Individuals Law Enforcement (IDOC, Parole, Probation, Police, Judges) Government (local, City, County, State, Federal) The representatives that sit on the Advisory Council should be chosen carefully by the key stakeholders themselves, as this body will have significant responsibilities within the scope of the Program and its members must be competent, dedicated, representative, and respected within the community. Though the work of the Council must be transparent and open to the community it serves, much like a board of directors, its responsibilities require that it have the autonomy necessary to carry out its functions. The role of the Advisory Council is to: Advise the work of the Program Enhance Program relationships Build Program infrastructure Coordinate funding opportunities Take the lead in reentry policy and advocacy Evaluate applications of institutions to be lead agency partners In addition to the regular meetings necessary for the work of the Advisory Council, the bulk of its work will take place through five Core Service Teams, chosen to reflect the key services needed by former prisoners to successfully reintegrate into their families and society. The Teams will be charged with helping to create, build, and leverage resources for the core services of the Program. The Core Service Teams are as follows: Housing Employment Youth/Family Services Emergency Needs Mentoring Each Core Service Team will be led by one or more members of the Advisory Council, and will be made up of the service providers and other institutions in the community that are working on each service issue. For example, the Employment Core Service Team could be made up of representatives from local community colleges, vocational training institutions, GED programs, John Straw, Consultant Page

10 workforce development programs, chambers of commerce, and employers. The work of the Teams will be driven by the existing needs of the community, the time and dedication of the representatives, and the opportunities that present themselves, with oversight provided by the Advisory Council; the Council representative(s) on each Team will act as the link between the Team and the Council. For example, funding becomes available to develop a one-stop employment center in the community, and the Employment Core Service Team helps to identify lead agencies, engages community support, and develops a funding proposal. These actions are coordinated together with the Council to ensure that this effort is in sync with and is supported by other reentry activities in the area. B. Community Council Many successful reentry programs operating in other states are intentional in creating spaces where all voices of the community are honored and heard. Modeled similarly to the promising work and structure of the Community Support Advisory Council (CSAC) currently operating on the west side of Chicago, the Program s Community Council will bring together any and all sectors of the community interested in reentry from block clubs, crime victims, etc. to faithbased institutions, law enforcement, government representatives, the target population, and the Program staff to: Network Coordinate Services Receive Training Provide input to Advisory Council The Community Council is open to everyone engaged and interested in reentry in greater Humboldt Park and will meet on a regular basis. Successful models of such councils engage stakeholders in general discussions of issues such as the root causes of crime, the challenges of reentry, police-community partnerships, etc., to specific items which may include where to build a transitional housing unit or reactions to incidents that happen in the community. The Community Council would receive regular presentations of interest from a variety of sectors, and those present at each meeting are able to connect with others to network and coordinate services. The important findings that come out of the Council will serve as invaluable input to the Advisory Council and the work of the Program. C. Program Core and Referral Services Utilizing a case management model, the Program provides core and referral services to the returning population of the greater Humboldt Park neighborhood. Due to the many existing services in the area, it is not necessary for the Program to develop a wide variety of on-site core services, as these will be provided through referrals. Other services, however, are currently lacking to meet all of the needs of the returning population, or are best provided as core services of the Program. The Program core and referral services are as follows, and they mirror the Core Service Teams of the Advisory Council: Housing: referrals for housing services, with a focus on building transitional housing in the community in the medium to long term; John Straw, Consultant Page

11 Employment: transitional employment and job skill building opportunities combined with cognitive-behavioral therapy for low-skilled individuals (<8 th grade math/ reading levels and poor work history), with referrals to education and vocational training programs in the area for higher skilled individuals; Youth/Family Services: referrals to existing programs that provide fatherhood classes, childcare, individual and family therapy, and legal support. It is recommended that at least one of the Program case managers have significant experience working with youth to help meet the unique and challenging needs of this population; Emergency Needs: focus on the many needs that, when unmet, can lead quickly to recidivism, including working to secure personal identification papers, support with transportation vouchers and interview and work clothing/ tools, and referrals for health, mental health, and substance abuse services as well as legal assistance; and Mentoring: through relationships with faith-based institutions, mentors will provide important support to those individuals who want to take advantage of this service, and will be targeted to younger clients (18-34 year olds). An important aspect of the Program that will be decided by the Advisory Council, and be the result of many possible factors (funding, existing programs, lead agency interest, etc.), is the placement of the Program in the community. Some successful programs operating today are located within existing agencies who both provide direct services and connect together a network of agencies throughout the community for expanded support; other programs are stand alone in that they have their own physical structures and unique identities, while also being connected to and relying upon on a network of agencies to provide comprehensive services. Lead agencycentered programs often have the benefit of being less costly as they can take advantage of the existing resources of the agency, while stand alone programs can be more readily identifiable to potential clients and singular in their focus. As laid out in the Conclusions and Next Steps section below, the Humboldt Park Prisoner Reentry Program can begin now by leveraging current services, and then emerge naturally as the Program grows. D. Illinois Department of Corrections and Parole Linkages A common thread among many successful reentry programs is that they begin working with their clients before they leave prison. The best programs provide numerous services to individuals while they are incarcerated that are directly tied to programming in the community post-release. A key part of this is a reentry plan, and the Humboldt Park Program must make connections with the individuals that will be returning to the community before they are released in order to develop such service plans and begin to build relationships. In order to accomplish this, linkage agreements must be made with the IDOC so that the Program is able to develop relationships with the clients while in prison, preferably with enough time to develop detailed reentry service plans so that when released, each individual is immediately engaged in the activities that will help her/him reenter their families and society. The prisons of Illinois, however, are scattered throughout the State and often a significant distance from Chicago, so the logistics of connecting with clients pre-release will need to be explored with the IDOC. Similarly, the Program must have good working relationships with the Parole officers working in the area. In programs in other regions, clients are best served when Parole, case managers, and mentors work together as reentry teams. Parole officers have been regular attendees of the John Straw, Consultant Page

12 Humboldt Park Prisoner Reentry Task Force, and the Regional Supervisor of the North Parole Division of Chicago is already committed to develop the necessary relationships and linkages to make a successful Program. Contacts already exist within the IDOC and Parole, and there is a willingness to create the necessary linkage agreements and work together with the Program so that it is successful. In addition, the IDOC is currently instituting and expanding a number of pilot projects which, if successful, with help improve the ability of the Program to support ex-offenders. These efforts include the Lifestyle Redirection Program, the Track One and Track Two Programs, biannual Reentry Summits in each facility, and a shared, computer-based case management software program. VI. Conclusions and Next Steps Despite the high incidence of prisoner reentry in the greater Humboldt Park neighborhood, levels of poverty and crime, and the many barriers former prisoners face who return to the area, the community is rich in services that are forming the base of this Reentry Program. The Focus Groups and ongoing Task Force meetings have helped identify a wide variety of competent and dedicated community leaders, social service programs, faith-based institutions, law enforcement agencies, and government officials that are already forming the basis of a network of services with a potential to build a successful program in the community. The needs are great, but the Humboldt Park Prisoner Reentry Program is well positioned to meet the many challenges faced by the returning prisoners of the community. To begin to take the Program from a proposal to reality, the following specific next steps are recommended: NCP-Humboldt Park convenes the next reentry meeting in the month of September, 2007 in order to start the planning process to support the following key activities: Bring together existing reentry agencies to map out a community reentry program using current resources; Create the process for organizing the Advisory Council and Core Service Teams; and Define and establish the Community Council. John Straw, Consultant Page

13 APPENDIX A: FOCUS GROUP PARTICIPANTS Access Community Health Network Alcoholics Anonymous Association House Bickerdike Redevelopment Corporation Blocks Together Building Employment & Entrepreneurial Partnerships Chicago Abused Women Coalition Chicago Commons Chicago Lawyers Committee for Civil Rights Under Law Circle Family Care Community Counseling Centers of Chicago C4 Community Leaders Community of Wellness Division Street Business Development Association Easter Seals First Defense Legal Aid Formerly Incarcerated Individuals Garfield Workforce Center Greater West Town Training Partnership Healthcare Alternative Systems Humboldt Park Social Services Humboldt Park Vocational Education Center Illinois Department of Corrections La Capilla del Barrio La Casa Norte Legal Assistance Foundation Men s Employment & Business Opportunities Program Near Northwest Neighborhood Network New Moms West Chicago CSAC West Humboldt Park Community Development Council West Town Health Center YMCA Street Intervention Program Youth Service Project Gateway Foundation John Straw, Consultant Page

14 APPENDIX B: Sample of Model Programs and Reentry Literature Reviewed St. Leonard s House (Chicago, IL) Philadelphia Consensus Group on Reentry & Reintegration of Adjudicated Offenders Operation New Hope (Jacksonville, FL) Boston Reentry Initiative Ohio Community-Oriented Reentry Project Maryland Reentry Partnership Initiative (Baltimore, MD) Second Chance Ex-Felon Program (Memphis, TN) Ready4Work: An Ex-Prisoner, Community and Faith Initiative (pilot that funded 17 reentry programs including the Safer Foundation) Studies from The Urban Institute, Public/Private Ventures, National Media Outreach Campaign, Federal Probation Journal, National Drug Court Institute, National Commission on Correctional Health Care, National Institute of Justice, Federal Bureau of Prisons, etc John Straw, Consultant Page

15 Greater Humboldt Park Prisoner Reentry Program Advisory Council Provides Program oversight and guidance through five Core Service Teams. The Advisory Council is made up of key representatives of the sectors involved in prisoner reentry, including: * Program Staff * Social Service Agencies * Faith-based Institutions * Community Leaders * Formerly Incarcerated Individuals * Law Enforcement (IDOC Parole, Probation, Police, Judges) * Government (local, City, County, State, Federal) Walk-in Clients IDOC Statewide Correctional Centers Case Managers Reentry Plan Clients Return to Community EMERGENCY NEEDS - Health/Mental Health - Substance Abuse - Identification Greater Humboldt Park Prisoner Reentry Program A center that provides access to Core and Referral Case Management services to formerly incarcerated individuals living in the greater Humboldt Park neighborhood of Chicago. Community Council The forum that open to all sectors in the community interested in reentry, including: * Former Prisoners * Block Clubs/Community Leaders * Social Service Agencies * Faith-based Organizations * Law Enforcement * Government YOUTH/FAMILY - Family Reintegration - Youth s Unique Needs EMPLOYMENT - Transitional Jobs - Job Training/Placement - Education MENTORING - Faith-Based Institutions HOUSING - Develop Transitional Housing