What Makes Reentry Programs Work: A Practical Guide for Job Centers

Reentry programs succeed when they begin before release, tailor services to each person’s real risks and needs, focus on getting participants into meaningful work with the right support, and track results so they know what’s working.

Every year, hundreds of thousands of people leave prisons and try to rebuild their lives. Most walk out with the same goals: steady work, safe housing, and a chance to support themselves and their families. But the path to get there is rarely simple.

The challenges they face after incarceration are mostly workforce-related — gaps in employment history, missing credentials, limited digital skills, unstable housing, and the very real stigma of having a record.

When these barriers stack up without support, the results can be severe. In fact, roughly two-thirds of people are rearrested within three years of release in the U.S. That’s not because individuals aren’t motivated, but because the transition period is full of obstacles that would overwhelm anyone.

This is where the workforce system plays a critical role. Job centers, community partners, and policymakers can shape reentry impact in very practical ways — from helping someone secure an ID to coordinating training, mental health support, and employer partnerships.

By the end of this guide, you’ll know how to:

• Design reentry programs that start before release and continue after placement
• Better align services with individual needs
• Coordinate employers, case managers, and support services more effectively
• Measure what’s working and adjust programs over time

The Pillars of Successful Reentry Programs

In this guide, we break down the core pillars that make reentry programs successful and turn them into specific actions job centers can take. You’ll also see examples from well-known models across the country as reference points to help you strengthen your local approach.

Pillar 1 — Start with a validated risk-and-needs assessment

Effective reentry begins with a clear picture of each person’s actual problems, rather than jumping straight into programs. A good example of this is Second Chance Act programs, where they first assessed each participant’s risk of reoffending and their real-world barriers, then built services around those findings.

Why this matters

• The Second Chance Act demo sites consistently used validated risk-and-needs assessments as the foundation of their programs. These assessments helped programs decide who to serve, what kind of support each person needed, and how intensive those services should be over time.
• This approach avoids a one-size-fits-all model where everyone receives the same workshops or training. The evaluation found that tailoring services based on assessment results helped with program stability and better participant outcomes.
• In practice, this means looking at both criminogenic risk (offense history, criminal thinking patterns, and supervision risk) and practical needs (employment history, housing stability, substance use, education). Higher-risk individuals often need more intensive case management, behavioral support, and transitional employment. Lower-risk participants can move more quickly into training or job placement with lighter-touch services.

Pillar 2 — Begin pre-release, continue post-release

For people leaving incarceration, the moment of release, and what happens in the first few days or weeks after, is the most fragile time. Many of the obstacles they face (housing, IDs, employment gaps, health care, documentation) come up immediately.

That’s why reentry programs that begin engagement before release and carry support through post-release tend to work much better.

The most successful reentry models don’t wait until someone walks out of prison to start planning. They begin inside, build trust, gather documents, and create a job and reentry plan. They also make sure this support continues once the person returns to the community. This “pre-release-post-release” flow reduces risk at the most critical moment: those first 90 days back.

Why this matters

• Multiple studies from the Second Chance Act (SCA) demo projects name “working with clients before release and providing continuity of care after release” as one of the top factors for successful reentry.
• When case management and preparation for reentry start inside the facility, providers have time to gather necessary documents (IDs, resumes, training credentials, benefit enrollments) so that people don’t emerge back into society unprepared.
• The key is in the mix of services. Individual needs should be addressed early and holistically — from education and job placement to housing, mental health and substance treatment.
• Research and program evaluations highlight that the first 90 days post-release carry the highest risk for recidivism, relapse, or failure to reengage. Programs that offer sustained case management — beginning before and extending after release — give individuals a stable bridge during that critical window.

Pillar 3 — Treat employment as the backbone, not an add-on

Strong reentry programs don’t put work at the end of the process. For them, work is the centerpiece. Employment comes first, with real jobs, real pay, and clear paths forward, not just generic workshops or job-readiness classes.

Research consistently shows that programs centered around actual work (including transitional jobs) tend to improve employment outcomes and can reduce recidivism, while workshops alone rarely make a measurable difference.

Actual employment gives structure, income, confidence, and a sense of forward movement, which is essential in the first months after release.

Why this matters

• Work-first approaches show stronger outcomes. The MDRC study of the Center for Employment Opportunities (CEO), one of the most well-known reentry employment models in the country, found that participants who engaged in immediate paid transitional jobs had higher short-term employment and reduced recidivism, especially among those at higher risk of reoffending.
• For many returning citizens, landing a permanent job right away is extremely difficult. Transitional jobs create a bridge because they give people temporary paid work that starts immediately, builds recent work history, and gets them into a routine. This helps stabilize the early weeks after release.
• A job does more for people than provide income. In the first days post-release, having a job acts as an anchor for the entire reentry plan. It establishes ties with the community and helps create positive habits. When participants see a clear path from the very beginning, they’re more likely to stay engaged with training, case management, or behavioral support.
• Programs that work closely with local employers help people move from transitional work into stable roles with room to grow.

Pillar 4 — Pair work with evidence-based behavioral supports

Employment is crucial, but not enough. Many people adjusting to life after release also deal with trauma, long-term stress, and habits that affect how they handle pressure, make decisions, and show up at work.

The strongest reentry programs pair jobs with proven behavioral support, like cognitive behavioral therapy (CBT). When this kind of support is integrated in reentry and connected to actual work goals, participants are better prepared to handle workplace issues, solve problems, and stay employed over time.

Why this matters

• CBT is one of the most effective tools in reducing recidivism. Several research studies by the U.S. Department of Labor show that CBT programs reduce recidivism by addressing criminal thinking, impulsivity, and behavior patterns.
• Challenges like conflict with supervisors, frustration, time management, or perceived disrespect are common reasons justice-involved individuals leave or lose jobs. CBT helps participants practice these skills before they face real workplace stress.
• Many returning citizens have experienced trauma before or during incarceration. Trauma-informed group work helps them build coping strategies, identify triggers, manage stress, and understand how trauma affects their daily behavior.
• When employment coaching, transitional jobs, and CBT are integrated, participants don’t just get a job. They learn how to keep it, manage conflict, communicate better, and adapt to community life.

Pillar 5 — Help build credentials and skills that employers value

What really makes a difference for people returning from incarceration are short, industry-recognized credentials that align directly with real job opportunities, not general courses with little practical value in the labor market.

Why this matters

• A recent study found that employment-focused training during incarceration, when aligned with labor demand, increased post-release employment by almost 5% and reduced crime by about 8% over three years.
• Another study showed that having a recognized credential or certification helps returning citizens compete for jobs more effectively.
• Training must match local labor markets. Evidence from reentry and workforce development research shows that training works best when it’s targeted at sectors where employers are actually hiring.

This is where job centers can benefit from working with Big Interview. Our specialized Adult Reentry playbook helps participants practice answering tough interview questions, including how to discuss their background.

They can complete an interview training course, then record self-paced video mock interviews, and get automated feedback on how they did.

Pillar 6 — Provide wraparound support that removes practical barriers

For many returning citizens, the biggest threats to getting a job are everyday obstacles that make it hard to show up consistently — things like lack of transportation, childcare gaps, and limited social support. This can seriously derail job progress, even when someone is genuinely ready to work.

Why this matters

• Research on reentry consistently shows this pattern: employment gains fade when basic stability isn’t in place. If someone doesn’t know where they’re sleeping tonight or can’t get a state ID, a training program or job referral won’t stick.
• Job centers can’t fix every problem, but they can reduce friction. When partners coordinate services instead of sending people through scattered systems, job seekers stay engaged longer and are more likely to complete training, start jobs, and retain them.

Pillar 7 — Prioritize mentoring and pro-social connection

Returning citizens often face their toughest challenges outside the classroom or job site. It often comes down to rebuilding routines and staying motivated when progress feels slow.

Programs like Ready4Work showed that mentoring is a massive stabilizing factor that helps people solve everyday problems before they turn into missed appointments, lost jobs, or disengagement. Trusted mentors provide accountability, encouragement, and a safe place to talk through decisions.

Why this matters

• Good mentoring strengthens follow-through. When job seekers feel supported, they’re more likely to complete training and stick with job search activities.
• Any kind of pro-social connection, especially having a dedicated mentor, helps to encourage law-abiding behavior. Beyond that, when participants have a proper support system, it’s easier to stay grounded, learn healthy routines, and own their progress.

Pillar 8 — Engage employers based on mutual value

Effective reentry programs engage employers early, and with a single goal — preparing participants for real, available work opportunities. They also support participants to keep the jobs once they get them.

Why this matters

• Employers want to hire reliably, safely, and efficiently. When job centers understand their needs and offer clear, responsive support, employers become long-term partners instead of one-off placements. For returning citizens, this means more consistent hiring pipelines and better retention outcomes.
• To engage the right employers, incentives can help, too. Many employers simply aren’t aware of programs like the Work Opportunity Tax Credit (WOTC) or federal bonding programs.

Pillar 9 — Measure what matters and improve as you go

Reentry programs succeed when they stay grounded in what works — and that requires tracking data and optimizing continuously. Programs that track outcomes tend to scale more effectively and secure funding. Second Chance Act grantees often highlight this as the main lesson: small, steady improvements make programs stronger.

Why this matters

• Without data, it’s hard to know if participants are actually progressing toward stable employment. Tracking doesn’t need to be complicated, you just need to make it consistent.
• Even a simple dashboard can help job centers understand who completes a program, who gets placed, and who stays employed long-term. Over time, this information will guide your decisions — you’ll know where to invest more effort, where to simplify, and which partners or practices give the strongest results.

What Success Looks Like Operationally in 6 Simple Steps

This part outlines what strong operations look like on the ground. Think of it as a practical checklist that can help you strengthen reentry pathways.

1. Use simple agreements with key partners

Create clear MOUs with corrections, probation or parole, health providers, community colleges, and community organizations that spell out who handles referrals, what information is shared, and who’s responsible for each step. This avoids duplicated work, speeds up services, and keeps things running smoothly even when staff change.

2. Use low caseloads for people who need more support

Participants with higher needs do best when case managers can check in weekly or biweekly, make warm handoffs, and help solve problems early. Smaller caseloads give staff the time to build trust, step in before issues grow, and support job retention.

3. Train staff to work in a trauma-informed way

Many reentry citizens carry past trauma that affects how they communicate and build trust. If your staff has even the basic training in trauma-informed communication and support, they’ll create safer interactions, build more trust, and keep participants engaged.

4. Set clear rules (and don’t punish small missteps)

Strong programs are clear about who’s eligible and what’s expected, without kicking people out for minor issues. If someone misses an appointment, treat it as the cue to step in and support the participant, not as automatic reasons for dismissal.

5. Build participant feedback into the program

Use simple tools like surveys, focus groups, or advisory councils to hear what’s working and what isn’t. Participants often spot barriers staff miss, leading to practical fixes in scheduling, services, and program flow.

6. Stable, diversified funding streams

Programs that combine workforce, justice, health, and housing dollars are less vulnerable to single-grant drop-off. Diversified funding also supports continuous staffing, predictable programming, and long-term planning.

6 Real-World Successful Reentry Examples That Worked

Real, tangible results are possible.

The strategies we’ve covered aren’t just theory. There are states, nonprofits, and programs across the U.S. that have put them into practice with measurable success.

At the Center for Employment Opportunities (CEO), people leaving prison start with paid transitional jobs the day they get out. They work alongside job coaches and learn workplace routines while receiving placement support into permanent roles. MDRC found this “work-first” approach reduced recidivism for some participants and improved long-term employment stability.

In Chicago, the Safer Foundation has been helping justice-involved individuals rebuild their lives for decades. Participants can access job training, education, and wraparound services, all while connected to employers that are ready to hire. This blend of nonprofit, workforce, and employer support gives people multiple ways to succeed after release.

Under the Ready4Work Initiative, participants combined intensive case management, mentoring, and employment services. Many entered the program unsure how to do job search or adapt to life outside prison, but structured mentoring helped them secure work and stay on track.

Across several Second Chance Act (SCA) Adult Reentry Demonstration Programs, federal grants helped local partners integrate assessment, pre- and post-release planning, employment services, treatment, and housing into a single coordinated model. These projects showed that braided funding can support proven practices while still giving programs the flexibility to respond to local needs.

CSG Justice Center “Reentry Matters grantees achieved better results when they combined family engagement, mentoring, housing support, and workforce services under a coordinated plan that connected pre-release work with post-release follow-up.

For example, in Michigan’s Department of Corrections Computer Service Technician Program, training, college credit, and reentry planning function as a single, integrated system. Men 12–24 months from release can earn industry-recognized IT credentials through Jackson College, build social skills in dedicated classroom units, and then work with the Detroit School of Digital Technology after release to find jobs or continue their education. The program has been successful enough that MI DOC is now expanding it into more facilities and adding a coding track, giving even more people a direct route into fast-growing tech careers.

In Washington State, the ARC 20 Wildland Firefighting Pathway is a clear example of sector-specific training tied directly to labor-market demand. As the Pacific Northwest faces longer and more severe wildfire seasons, the program prepares incarcerated individuals to join professional “hand crews” working on the front lines of active fires. ARC 20 participants train in the same skills used by civilian crews and can earn significantly higher wages than traditional incarcerated fire camp workers, up to $60,000 compared to about $11,000 in a recent year.

Common Mistakes that Undermine Reentry Programs

Even programs with the best intentions can fail if common issues aren’t handled. Here’s a quick list of mistakes and what to watch for when setting up or improving your services.

• Training without hiring pipelines — You’ll end up with low placement if you offer certificates or short-term training that doesn’t tie into real employer and market demands. Job centers should validate training with employers up front to ensure skills and programs lead to actual interviews and jobs.
• Post-release services only — Starting support after release skips the most critical planning window. Pre-release engagement consistently shows improvement in participation and job-readiness after the transition home.
• Not having enough case workers — Case managers with too many clients can’t give enough attention to each person. This definitely isn’t easy to fix, but even small steps (like prioritizing higher-need participants or using peer mentors to support follow-ups) can make a big difference.
• Ignoring housing and health barriers — Employment progress rarely sticks without basic stability. Participants dealing with untreated health conditions, mental health needs, or unstable housing will struggle to keep jobs, even with strong motivation or training.
• Job placement is your only metric — Tracking only if someone gets a job misses the bigger picture. Programs should also watch 90- and 180-day retention, earnings growth, and re-engagement patterns, as these tell the real story of long-term success.

Next Steps: 5 Practical Tips to Actually Implement This

To turn the pillars of successful reentry into real, measurable results, job centers need concrete actions. Here’s a short action plan you can take back to your office:

• Map your local reentry ecosystem — Identify key partners, including corrections agencies, parole offices, shelters, clinics, colleges, and major local employers. Knowing who’s in the network makes handoffs and referrals smoother.
• Adopt shared assessment and referral pathways — Work with DOC, parole, and community partners to standardize risk-and-needs assessments and referral processes, so participants arrive with an individualized plan already in place.
• Focus on industries with clear hiring demand — Some well-known ones are construction, logistics, culinary, CDL driving, or wildfire. Align training and credentials to these real opportunities.
• Assign a mentoring or behavioral-support partner — If your program doesn’t already offer CBT, trauma-informed coaching, or structured mentorship, partner with providers who can deliver these services.
• Measure retention and review results — Track 90- and 180-day employment or engagement outcomes, then review quarterly to identify areas for improvement and refine services over time.

Summary of the Main Points

• Research is clear on one thing: successful reentry happens when job centers follow a small set of well-tested practices that meet people where they are, connect them to real work, and coordinate support across systems.
• But research also gives us an important reality check: best programs start before release, focus on real employment opportunities, and combine work with behavioral, educational, and practical support that continues after release.
• Some KPIs to track: employment attainment after 90 or 180 days, earnings growth, credential completion, lower recidivism, and greater stability across housing, health, and supervision requirements.