Summary of the Sentencing Reform Oversight Committee Report

1. Summary of the Sentencing Reform Oversight Committee Report South Carolina Department of Probation, Parole & Pardon Services November 18, 2013

2. Major Accomplishments-FY 2013(Page 3) • Evidence-Based Supervision Practices • 157 offenders early discharged due to earned Compliance Credits • Use of COMPAS Risk and Needs Assessment Instrument • 24,423 assessments completed • Most commonly identified offenders needs- substance abuse, vocational/educational and criminal thinking • Core Correctional Skills Training for Staff • 130 probation/parole agents trained on Effective Practices in Community Supervision (EPICS II) • Reduction in the Impact to the Prison System • 49% reduction in compliance revocation admissions to SCDC over a three year period • Updates from Departmental Taskforces • Received recommendations to improve organizational operations and processes from various internal working groups 1

3. Implementation of Evidence-Based Strategies and Programs • Developed a framework to address violations using risk scores and severity of violations (Page 3) • Increased internal stakeholder engagement through the development of taskforces to assess opportunities for improvement in key areas (Page 4): • Hiring Practices Taskforce • Administrative Hearings Taskforce • Parole Matrix Taskforce • Job Titles/Classification Codes Taskforce 2

4. Active Population Growth A savings of $3,962,014 was achieved while the active offender population increased by 8% 3

5. FY13 Snapshot (Page 5) The following reductions from FY10baseline data have been achieved for FY 13: • 45% (-2,157 offenders) reduction of compliance revocations (i.e., technical rule infractions) • 49% (-1,611 offenders) reduction of compliance revocation admissions to SCDC • 6% (-57 offenders) reduction in new offense revocations • 42% (-11,384 warrants/citations) reduction in legal process 4

6. FY 2013 Violations SummaryImpact of Sentencing Reform Act Strategies (Page 7) 33,842 Active offenders as of June 30, 2013 26,007 Offenders with at least one violation in FY 13 Use of Administrative Sanctions Administrative Sanctions: 3,541 PSE conversions 141 PSE sanctions 11,538 fee exemptions 15,797 fee restructures 12,917 home visits 4,407 other administrative sanctions 23,886 verbal/written reprimands 72,227 Total Sanctions (69% Increase from FY 2010) 4,123 Administrative hearings conducted in FY 13 33,842 Active offenders as of June 30, 2013 2,626 Offenders revoked for compliance violations in FY 13 1,682 Compliance revocations resulting in SCDC admissions 5

7. Total Cost Savings (Page 8) A savings of $3,962,014 was achieved while the active offender population increased by 8% 6

8. Reinvestment Strategies: Priority 1 (Page 12) Reinvestment in the SMART Probation & Community-Based Treatment Model The Department is requesting funding for continued support of the SMART Probation Model to include EPICS II agent training and assisting offenders with the payment of treatment services: • Expand the number of agents trained in EPICS II for up to 250 additional agents • Coaching support for up to 30 EPICS II coaches • Temporary salary adjustments for EPICS II coaches at $1,500 annually for three years • Funding to support treatment and other reentry services for offenders • $ 540,366  - Total Estimated Cost • 29% of the Total Percentage of Reinvestment Cost 7

9. Reinvestment Strategies: Priority 2 (Page 13) Caseload Management According to Geography and Risk Implementation of EPICS II strategies combined with the development of optimal caseload sizes for agents (“standard” 1:200, “medium” 1:50 and “high” 1:35) according to geography and risk initiative is a three-pronged approach consistent with evidence-based practices in reducing recidivism: • Enable agents’ successful implementation of EPICS II strategies through case management of “medium” and “high” risk offenders • Allow agents to narrow and hone their skills in working with a specific risk-level offender population • 20 - number of FTEs needed for optimal caseload sizes • $ 1,203,700 - Total Estimated Cost • 65% of the Total Percentage of Reinvestment Cost 8

10. Reinvestment Strategies: Priority 3 (Page 14) Expansion of Victim Impact Services and Support Strategies The goal of the Victim Impact Educational Program (VIEP) is to provide offenders with evidence-based programming in order to raise their awareness about victimization with the hopes of preventing future reoffending: • Develop and implement programming to teach offenders about victimization trauma, increase awareness of the negative impact of criminogenicbehavior on victims and others, and encourage offenders to accept responsibility for their past criminal behavior • VIEP training for the Department’s victim services coordinators • Obtain technical assistance to develop a VIEP and train-the-trainer curriculum and expand victim outreach and support services • 1 – number of FTEs needed for Victim Impact Program Coordinator • $102,649 - Total Estimated Cost • 6% of the Total Percentage of Reinvestment Cost 9

11. Next Steps-FY 14 Initiatives (Page 28) • Parole Board Accreditation • Seek national accreditation through the American Correctional Association to enhance current standards and protocols in order to adhere to the nationally recognized standards for Parole Board operations • Enhancements to Parole Summaries • Modify parole summaries to place emphasis on actuarial risk and criminogenic needs while minimizing the subjective recommendation discretion of parole examiner staff in presenting offenders eligible for parole to the Board • Agency Hiring and Retention Strategies • Restore the Volunteer/Intern Program in order to improve recruitment strategies for recruiting qualified staff to carry out the Department’s Mission and Vision 10