Organizational Management of Offender Reentry: Do More Effective Change Models Exist?

Brenda J. Bond, Brandeis University

ABSTRACT
Offender reentry is a recently recognized phenomenon that requires criminal justice and select community organizations to individually and collectively assess their role is reentry, and change or modify their activities accordingly. There is limited research on contemporary, collaborative reentry strategies, and no research on how organizations effectively manage a new focus on offender reentry and community safety.

This poster presentation details dissertation research currently underway, examining organizational factors that lead to more effective offender reentry strategies. The focus is on constructs of change and performance measurement, as a linked process for policy formation and implementation. Theories of change and action research provide the basis for this research.

A multi-method approach is being employed in this comparative case study. Baseline data on reentry success were gathered in Massachusetts communities, and adjusted for external factors that predict reentry success (local employment rates, demographics, and so on). One "rank-ordered", several communities (or cases) are selected for more in-depth examination. Interviews will be conducted with organizational leaders and staff, and complemented with documents and project materials to understand how and why organizations in some communities have facilitated the progression towards successful reintegration, focusing on how they have achieved organizational change. Data will help to understand whether or not there are more effective organizational change models to achieve reentry success.

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Updated 05/20/2006