Mentoring Former Prisoners A Guide for Reentry Programs Renata Cobbs Fletcher and Jerry Sherk with Linda Jucovy Mentoring Former Prisoners A Guide for Reentry Programs Renata Cobbs Fletcher and Jerry Sherk with Linda Jucovy Public/Private Ventures is a national leader in creating and strengthening programs that improve lives in low-income communities. We do this in three ways: innovation We work with leaders in the field to identify promising existing programs or develop new ones. research We rigorously evaluate these programs to determine what is effective and what is not. action We reproduce model programs in new locations, provide technical assistance where needed and inform policymakers and practitioners about what works. P/PV is a 501(c)(3) nonprofit, nonpartisan organization with offices in Philadelphia, New York City and Oakland. For more information, please visit www.ppv.org. Board of Directors Research Advisory Committee Matthew T. McGuire, Chair Jacquelynne S. Eccles, Chair Principal University of Michigan Origami Capital Partners, LLC Robert Granger Yvonne Chan William T. Grant Foundation Principal Robinson Hollister Vaughn Learning Center Swarthmore College The Honorable Renée Reed Larson Cardwell Hughes University of Illinois Judge, Court of Common Pleas Jean E. Rhodes The First Judicial District, University of Massachusetts, Philadelphia, PA Boston Christine L. James-Brown Thomas Weisner President and CEO UCLA Child Welfare League of America Robert J. LaLonde Professor The University of Chicago John A. Mayer, Jr. Retired, Chief Financial Officer J. P. Morgan & Co. Anne Hodges Morgan Consultant to Foundations Siobhan Nicolau President Hispanic Policy Development Project Marion Pines Senior Fellow Institute for Policy Studies Johns Hopkins University Clayton S. Rose Senior Lecturer Harvard Business School Cay Stratton Special Adviser UK Commission for Employment and Skills Sudhir Venkatesh William B. Ransford Professor of Sociology Columbia University William Julius Wilson Lewis P. and Linda L. Geyser University Professor Harvard University Copyright © 2009 Public/Private Ventures Acknowledgments Authored by Public/Private Ventures (P/PV), this guide was originally published by the US Department of Labor in November 2007 under the title Mentoring Ex-Prisoners: A Guide for Prisoner Reentry Programs. Because of growing interest in establishing mentoring programs as part of larger reentry efforts around the country, it seemed worthwhile to reissue—and more broadly distribute—the advice, resources and tools collected in the guide. This new ver- sion of the guide was updated in late 2009; it features more current information from P/PV’s evaluation of the Ready4Work reentry initiative (particularly findings published in Mentoring Formerly Incarcerated Adults, 2009). The authors wish to gratefully acknowledge the people, agencies and organizations who contributed significantly to this publication, including former P/PV president Fred Davie, for his support and encouragement of the initial idea; Chelsea Farley, for her strong editing and championing of getting the guide published; Wendy McClanahan, for her leadership of the research on Ready4Work, especially her collaborative approach to examining its mentor- ing component; and various other program and research staff from P/PV who contributed to the success of the Ready4Work demonstration. Thanks must also be extended the US Department of Labor Employment and Training Administration, the US Department of Justice Office of Juvenile Justice and Delinquency Prevention, and the Annie E. Casey and Ford Foundations for their generous support of Ready4Work and prisoner reentry programs more broadly. We also deeply appreciate the leaders and staff of each of the 17 Ready4Work sites across the country; their hard and persistent work as pioneers in this emerging program area—mentoring the formerly incarcerated—delivered rich information to study and learn from, while providing thousands of men, women and youth with a valuable service. Finally, the formerly incarcerated people who participated in Ready4Work and specifically in its mentoring component deserve appreciation for taking a leap of faith and working alongside their men- tors to establish meaningful and strong relationships. Table of Contents I. Introduction ...........................................................................................1 Ready4Work ........................................................................................................2 Why include mentoring in a reentry program for adults? ....................................3 The purpose of this manual.................................................................................5 II. Designing the Mentoring Component .....................................................9 Define the mentors’ role ....................................................................................10 Decide on a mentoring model ...........................................................................11 Develop an approach for providing pre-release mentoring ..............................14 Decide what to call the mentors, mentees and the component as a whole .....14 III. Hiring a Mentor Coordinator ................................................................17 Define the mentor coordinator’s roles and responsibilities ...............................18 Identify the experience, personal characteristics and skills necessary for performing effectively ........................................................19 IV. Developing Initial Policies and Procedures ...........................................21 Identify mission, goals and objectives ..............................................................22 Define eligibility requirements for mentors ........................................................23 Create a “mentor participation agreement” ......................................................24 Develop a confidentiality policy for mentors .....................................................24 Create guidelines for screening potential mentors ...........................................25 Develop strategies and procedures that encourage participants to become involved in mentoring ........................................................................................26 V. Recruiting Mentors ...............................................................................29 Set recruitment goals ........................................................................................30 Target your recruitment efforts ..........................................................................31 If recruiting through houses of worship, get buy-in from the spiritual leader ...33 Develop your recruitment message and materials ............................................33 Keep track of every step—write it down! ..........................................................36 Provide good customer service ........................................................................36 Mentoring Former Prisoners: A Guide for Reentry Programs VI. Training and Matching Mentors ............................................................39 Identify the training goals and topics ................................................................40 Address the practical issues ............................................................................42 Pay attention to details .....................................................................................43 Create a handbook to give to mentors .............................................................44 Develop an approach for matching mentors and participants..........................44 VII. Providing Supervision and Support ......................................................47 Set up a regular schedule of individual contacts between a staff member and the mentor ..................................................................................................49 Have mentors keep logs about their meetings with participants ......................50 Develop a procedure for checking in regularly with participants ......................51 Involve the case manager in supporting the relationships ................................51 Make it easy for mentors to speak to program staff on short notice ................52 Provide ongoing trainings .................................................................................52 Develop a procedure for officially closing mentor-participant matches ............53 Recognize and celebrate mentors’ and participants’ hard work and success .....................................................................................53 Concluding Thoughts ........................................................................................54 Endnotes .....................................................................................................55 Appendices .................................................................................................57 Appendix A: Guidelines for Group Mentoring ...................................................58 Appendix B: Sample Forms ..............................................................................65 Appendix C: Mentor Training Activities .............................................................78 Appendix D: Additional Resources ...................................................................88 Mentoring Former Prisoners: A Guide for Reentry Programs Mentoring Former Prisoners: A Guide for Reentry Programs I Introduction I. Introduction Nearly 650,000 adults are released from America’s prisons each year.1 They return to their communities needing housing and jobs, but their prospects are generally bleak. The majority of returning prisoners have not completed high school.2 Close to three quarters of them have a history of substance abuse, and more than one third have a physical or mental disability.3 These former prisoners are going home to some of the nation’s poorest neighborhoods, where they often lack stable social bonds and where there are few supports and services to help them restart their lives. Given the huge gap between their complex challenges and their limited opportunities for addressing them, it is not surprising that recidivism rates are high. In fact, more than half (52 percent) of former state prisoners are back behind bars within three years after their release, either as a result of a parole violation or because they have committed a new crime.4 This cycle of recidivism has layers of negative consequences. Households that are already fragile become overwhelmed. Communities that are already struggling fall further behind. And the lives of those who move in and out of prison are wasted. The cost to taxpayers is enormous. Overall, the US spends more than $60 billion a year on prisons and jails. (It costs more than $23,000 to incarcerate someone in a Federal Bureau of Prisons facility for one year and approximately $3,500 per year for probation; incarceration in a state prison can run as high as $45,000 per year.)5 Without the development of effective approaches for reducing recidivism, the problem is certain to grow. The number of Americans behind bars has increased steadily and now includes more than 2.3 million men and women.6 Almost all of them will eventually be released—and unless something changes, more than half will not be successful in reentering their communities and will return to prison. Ready4Work Such economic and social considerations led Public/Private Ventures (P/PV) and the US Department of Labor (DOL) to develop Ready4Work: An Ex-Prisoner, Community and Faith Initiative in 2003. Funded by DOL and the Annie E. Casey and Ford foundations, Ready4Work was designed to address the needs of the growing 2 Mentoring Former Prisoners | I. Introduction ex-prisoner population and to test the capacity of community- and faith-based organizations to meet those needs. Services consisted of employment-readiness training, job placement and intensive case management, including referrals for housing, healthcare, drug treatment and other programs. Ready4Work also involved a unique mentoring component—including one-to-one and group men- toring—based on the belief that mentors could help ease ex-prisoners’ reentry by providing both emotional and practical support. The program operated in 11 cities around the country.7 The lead agencies at six of the sites were faith-based organi- zations; at three other sites, they were secular nonprofits. Operations in the remain- ing two cities were headed up by a mayor’s office and a for-profit entity. After the formal three-year demonstration period ended (in Fall 2006), most of the participat- ing programs continued operations, using the Ready4Work model. Ready4Work targeted 18- to 34-year-olds whose most recent incarceration has been for a nonviolent, nonsexual felony offense, and enrolled them within 90 days of their release from prison. All participants entered the program voluntarily. Together, the sites enrolled approximately 4,500 formerly incarcerated individuals—predominantly African American males, with an average age of 26. Half of all participants had exten- sive criminal histories at the time of their enrollment, with a record of five or more arrests. A majority had spent more than two years in prison, and almost 25 percent had spent five or more years behind bars. Once individuals entered the program, they were eligible for up to a year of services. The cost per participant/per year of service was approximately $4,500. Why include mentoring in a reentry program for adults? For more than 10 years, research has demonstrated that carefully structured, well-run mentoring programs can positively affect social, behavioral and academic outcomes for at-risk young people.8 Research has also shown how mentoring works—through the development of a trusting relationship between the young person and an adult mentor who provides consistent, nonjudgmental support and guidance. Among the questions that Ready4Work was designed to explore was whether mentoring could similarly lead to positive outcomes for adult ex-prisoners. Findings from the evaluation of Ready4Work suggest that mentoring may have real benefits in strengthening outcomes in the context of a multifaceted reentry program. Across the 11 sites, about half of the participants became involved in mentoring. Those participants fared better, in terms of program retention and employment, than those who were not mentored.9 Specifically: • They remained in Ready4Work. Because individuals who leave programs early are less likely to realize the full benefits of participation, one key ques- tion is whether there is an association between mentoring and the length of time participants remain in a reentry program. Ready4Work participants 3 Mentoring Former Prisoners | I. Introduction