BSCC
Board of State and Community Corrections
Read the report at Board of State and Community Corrections ↗
2011 P S R A :
UBLIC AFETY EALIGNMENT CT
Fourth Annual Report on the Implementation of
Community Corrections Partnership Plans
July 2016
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TABLE OF CONTENTS
Executive Summary....................................................................................................................... 5-8
Introduction.……...............................................................................................................................11
Individual County Profiles.………….........................................................................................12-318
Appendix.…………………..………...........................................................................................321-355
Glossary of Terms
BSCC Definitions of Key Terms
FY 2015-16 Community Corrections Partnership Survey
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EXECUTIVE SUMMARY
Public Safety Realignment was landmark 2011 legislation intended to reduce the state prison
population by shifting the responsibility of lower-level offenders to counties, with the intent of
improving public safety outcomes for the adult offender population.
The goals of the legislation were many, including to:
Protect California’s essential public services;
Create a government structure that meets public needs in the most effective and efficient
manner;
Assign program and fiscal responsibility to the level of government that can best provide the
service;
Provide dedicated revenues to fund these programs;
Provide as much flexibility as possible to the level of government providing the service;
Focus the state’s role on appropriate oversight, technical assistance, and monitoring of
outcomes (Governor’s Budget Summary, 2012-13).
The state allocates approximately $1 billion annually to the counties to house offenders who the
courts previously would have sent to state prison, to supervise them through local probation
departments, and to provide programming designed to reduce recidivism. County spending plans
are created locally by Community Corrections Partnerships (CCPs), which are chaired by the county
probation chief, and include leaders of local law enforcement, the courts, county mental health, and
victim and community advocacy. County Boards of Supervisors review and approve the plans
pursuant to section 1230.1 of the Penal Code.
“Cycling these offenders through
state prisons wastes money,
aggravates crowded conditions,
thwarts rehabilitation, and impedes
local law enforcement supervision.”
Governor Jerry Brown, April 5, 2011.
To help the state and public understand local approaches, the Budget Act of 2015 (AB 93, Chapter
10) appropriated $7,900,000 for counties that prepare and submit their reports on the
implementation of local CCP plans to the Board of State and Community Corrections (BSCC). The
county CCP implementation plans are summarized in this document.
In preparation for this annual report, the BSCC surveys the counties (see Appendix) to collect
information. This year’s survey covers a range of topics, including CCP membership, Fiscal Year
(FY) 2014-15 and FY 2015-16 Realignment allocations, and goals and objectives. For the first time,
this year’s survey included optional questions regarding the counties processes for determining
program evaluation and local capacity to offer services.
In November 2015 the BSCC provided these surveys to each county Chief Probation Officer in his
or her capacity as CCP Chair. CCP Chairs were asked to share the survey with members,
collaborate on responses, and submit a response representative of the CCP view by December
2015. Counties that provided completed surveys received an allocation as outlined in the 2015
Budget Act as follows:
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$100,000 to each county with a population under 200,000, inclusive, $150,000 to each
county with a population of 200,001 to 749,999, inclusive, and $200,000 to each county
with a population of 750,000 and above. Allocations were determined based on the most
recent county population data published by the Department of Finance.
This legislative report describes how counties used Realignment allocations to invest in varied
approaches to offender treatment, including mental health services, education, diversion, and
alternatives to incarceration. Many counties also reported investing in evidence-based programming
and evaluating local programs and services for effectiveness in reducing recidivism.
Examples of a local best practice or promising programs include:
Turning Point of Central California in conjunction with the Fresno County Probation Department
operates the First Street Center locally. The First Street Center-Full Service Partnership program
(FSC-FSP) is a Mental Health Services Act (MHSA) partnership serving approximately 1,055
adults at any given time, referred by the County of Fresno AB 109 Probation Department. FSC-
FSP provides comprehensive mental health/co-occurring services and works in conjunction with
the Fresno County Probation Department to fulfill agreed upon treatment goals.
The Los Angeles Skid Row Pilot Project was developed in 2015. This program co-locates two
deputy probation officers and local law enforcement in the “skid row” area of downtown Los
Angeles. Twice a month, the teams set up the mobile resource center to enable homeless
persons residing in the area the opportunity to report for supervision and be connected with
services such as housing, employment, substance use disorder treatment and mental health
treatment. The project has displayed positive results in that they have seen a reduction in the
number of warrants issued in the area and they have moved several supervised persons off of
“skid row” and into transitional housing.
The San Luis Obispo Behavioral Health Department's community-based post-release treatment
program served 229 new or continuing clients in FY 2014-15. The average stay of treatment
services was 180 days and 91.4 days in sober living housing services. The successful
completion rate was 55 percent, consistent with the previous year's treatment completion rate.
For the first time, the BSCC also surveyed counties on a series of optional questions that include
local capacity, use of BSCC definitions (see Appendix) and evaluation results, and programmatic
changes and/or course corrections. Responses included:
40 counties evaluate the effectiveness of programs and/or services (Figure 1)
42 counties consider evaluation results when funding programs and/or services (Figure 2)
50 counties allocate a percentage of Realignment funds to evidence-based programming
(Figure 3)
34 counties use the BSCC definition of average daily population
27 counties use the BSCC definition of conviction
24 counties use the BSCC definition of length of stay
29 counties use the BSCC definition of treatment program completion rate
32 counties use the BSCC definition of recidivism
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Figure 1 Figure 2
Does the county evaluate the effectiveness (as Does the county consider evaluation results
defined locally) of programs and/or services when funding programs and/or services?
funded with its Public Safety Realignment
allocation?
Yes, 69%
No, 22%
No Response, 9%
Figure 3
Of the total Public Safety Realignment funds allocated
specifically to programs and/or services, what
percentage is dedicated to evidence-based programming
More than 81%
61 to 80%
41 to 60%
21 to 40%
Less than 20%
Did not report
7
When asked to describe a programmatic change and/or course correction made in the
implementation of Realignment that other counties would find helpful, counties responded in many
ways. Please see the individual survey responses for all of them. Here are a few examples in their
own words.
“Monterey County housing services have gradually increased since the beginning of
Realignment. We initially offered case management for homeless offenders to provide them help
in finding affordable housing, potential financial support to pay for overnight motel fees, rent or
deposit fees for rental units and placement in local shelters. As we observed need, we expanded
services to include six month transitional housing and have been able to see the benefits of
stable housing. It has allowed for better opportunities to intervene in high-risk behaviors and it
has allowed more opportunities for program participation and employment.”
“San Joaquin County created a community-based organization compliance monitoring process to
help ensure accountability, consistency and transparency to make sure there is fiscal
responsibility. This lengthy process is done once a year with a report going to the Executive
Committee. The process includes a self-monitoring report, site visit, contract agency staff
interviews, internal staff interviews, participant interviews, file reviews, semi-annual review, final
summary evaluation, follow-up/assistance report, corrective action plan and a correction action
plan progress review.”
“Based on needs and service data, Santa Cruz County has dramatically expanded funding for
cognitive behavioral interventions targeting criminal thinking, behaviors and identity. The CCP
has increased the scope and scale of mental health services, including group and individual
counseling, and system navigation services. This reflects the need identified during the first two
years of AB 109 implementation for mental health services to individuals with mental health
issues that impair their ability to engage and benefit from services targeting criminogenic needs,
but that are not serious enough to warrant services through the County's System of Care.”
“Santa Cruz County continues to partner with the Pew-MacArthur Results First Initiative in order
to maintain a priority on programs and strategies that are proven effective and which result in a
positive benefit/cost ratio. The Results First economic modeling tool, now in its second
generation, is being used to inform the selection and funding of programs to address recidivism.
In order to enhance outcomes for substance use disorder (SUD) treatment, the CCP has
developed a pilot Recovery Maintenance Program. This program changes the nature of SUD
treatment from an episodic, acute-response model to one of ongoing support for a chronic health
condition. The program includes expanded assessment, engagement and discharge planning,
"telehealth" continued communication for up to a year following discharge, ongoing assessment
and rapid/priority return to treatment as needed in response to relapse triggers. The program is
expected to shift the culture of SUD treatment and the expectations of staff and clients, resulting
in better long-term outcomes and reduced criminal recidivism.”
This legislative report provides a high-level overview and does not capture all local events,
meetings, or decisions occurring in each county. Whenever possible, the narrative and figures
provided present information as reported by the county. Attending local CCP meetings and reading
each county’s local implementation plan remain the most comprehensive way to gather county-
specific information. Additional information on Realignment, CCP plans, and the BSCC’s annual
reports on the implementation of local CCP plans can be accessed from the BSCC website at
http://www.bscc.ca.gov/index.php.
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INTRODUCTION
Senate Bill (SB) 678 (Chapter 608, Statutes of 2009) implemented the California Community
Corrections Performance Incentives Act and introduced the concept of local community corrections
advisory boards known as the Community Corrections Partnerships (CCPs). Each CCP is tasked
with recommending a local public safety plan to its county Board of Supervisors for approval.
SB 92 (Chapter 36, Statutes of 2011) subsequently required the Board of State and Community
Corrections (BSCC) to collect each county’s CCP implementation plan as adopted by the Board of
Supervisors and authorizes the BSCC to evaluate, publish, and disseminate statistics and other
information on the condition and progress of criminal justice in the state. Effective July 1, 2013, and
annually thereafter, the BSCC is required to submit a report to the Governor and the Legislature on
the implementation of CCP plans. This legislative report respectfully is submitted in fulfillment of this
mandate and is the fourth annual report on county implementation of CCP plans.
Pursuant to SB 92, the BSCC has surveyed counties since 2012 to collect information on their CCP
plans for this report. In November 2015, each county was asked to provide information about the
implementation of its Fiscal Year (FY) 2014-15 CCP Plan, progress in achieving outcome measures,
programs and services, and funding priorities and plans for FY 2015-16 allocation of funds (AB 93,
Chapter 10, Statutes of 2015). All 58 counties responded to this survey providing varying detail on
local goals, outcome measures, fiscal information, and local best practices.
Since Realignment, each county has taken a unique approach to developing its local public safety
approach. Diverse approaches, include funding allocations, target populations, community
stakeholders, and goals, are described throughout the report. The remainder of the report includes
Individual County Profiles and an Appendix consisting of a Glossary of Terms and the FY 2015-16
CCP survey.
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Community Corrections Alameda County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
LaDonna M. Harris FY 2014-15
Chief Probation Officer
Goal: Protect the public through transparent and accountable
administration and service
Chad Finke
Presiding judge or
Objectives: Reduce Recidivism
designee
Measure: Number/percent of clients with a new conviction
Susan Muranishi Number/percent of violations filed
County supervisor or
Progress: From FY 2013-14 to 2014-15, new convictions and
chief administrative
violations have declined by 11.8% and 3% respectively
officer or designee
Nancy O’Malley
District Attorney Goal: Ensure effective and supportive transitions from detention
to the community
Brendon Woods
Objectives: Connect clients to supportive services, pre- and post-
Public Defender
release
Rich Lucia Measure: Number/percent of PRCS clients enrolled in services
Sheriff
Progress: The county offered services to clients at the Transition Day
Reporting Center and Operation My Home Town, subse-
Ricard Lucero
quently 65% of referred PRCS clients were enrolled into
Chief of Police
services
Lori Coz
Department of Social
Services and
Goal: Develop innovative and therapeutic support for clients
Department of
focused on health, housing and improving access to family
Employment
sustaining employment
Alex Briscoe Objectives: Connect clients to housing and employment
Department of Mental
Measure: Number/percent of employed PRCS clients
Health and Alcohol and
Number/percent of PRCS clients with benefits after 90
Substance Abuse
days of employment
Programs
Number/percent of PRCS clients participating in the
housing program exiting with permanent housing
Karen Monroe
Office of Education
Progress: 73% of PRCS clients were employed, 48% received
benefits after 90 days of employment and 47% exited with
Vacant
permanent housing
Community-based
organization
The CCP reports it will use the same goals, objectives and outcome
measures identified above in FY 2015-16.
Vacant
Victims’ interests
__________________
The CCP meets monthly
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
*District Attorney eCrimms system
Note: 50% of our base FY 15-16 funding was allocated to community-based organizations, one-time
growth and carry-over funds were used to bridge the gap to fund the public agencies at the above
amounts. The total amount approved for community-based services and services provided by
County Departments totals $45.8 million, which exceeds the currently budgeted funding amount of
$39.1 million by $6.7 million.
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
$1,300,000
Social Workers
$1,300,000
$1,300,000
Clean Slate/Victim Witness, etc
$1,300,000
$18,000,000
In-custody services
$18,000,000
$2,200,000
Realignment Service Delivery
$2,200,000
FY 2015-16 $22,800,000 FY 2014-15 $22,800,000
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
$2,100,000
Ongoing Services
$13,700,000
Request for Proposal
Mental Health/Substance Services
$2,000,000
$600,000
Housing
$400,000
Employment Service Providers
$1,750,000
$3,000,000
Transition Day Reporting Center
$500,000
Education
$1,250,000
FY 2015-16 - $19,400,000 FY 2014-15 - $5,900,000
Employment Service Providers includes Oakland Private Industry Council, Acts Full Gospel, Center
for Employment Opportunities and Building Opportunities for Self-Sufficiency. Housing includes
Abode Services, Berkeley Food & Housing Project and East Oakland Community Project. Mental
Health/Substance Services includes over 30 providers.
Housing includes Abode Services, Berkeley Food & Housing Project and East Oakland Community
Project. The Request for Proposal will award funding to organizations in eight categories, these
include behavioral health services, innovation, case management, community capacity, education,
employment pre-trial and mentoring. Ongoing services includes employment providers.
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Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, the county has released a Request for Proposal and will award a contract by December 2015
to an organization to conduct a formal evaluation of our realignment efforts.
Does the county consider evaluation results when funding programs and/or services?
Yes, the county obtains feedback from staff and clients in determining funding for programs and
services and, as noted above, we plan to contract with an outside evaluator to more formally evalu-
ate our programs and services. We will utilize this information to inform future funding decisions.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC recidivism definition.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more. Examples include:
The Probation Department and case managers working in our local jail conduct risk and needs
assessment and services are delivered based upon these results.
Probation Department staff have been trained in motivational interviewing and Cognitive
Behavioral classes are offered through our Transition Day Reporting Center (TDRC).
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Mental health services, as follows:
In-Custody: medication evaluations and counseling, psychiatric hospitalization (5150 crisis) and
pharmacy; and
Out-of-Custody: psychiatric hospitalization and residential, crisis medication, counseling and
pharmacy
Substance use disorder services, as follows:
Out-of-Custody: detox, sobering station, residential/recovery residences, outpatient group and
individual sessions, care management and narcotic treatment programs (dosing and counseling)
What challenges does your county face in meeting these programming and service needs?
Developing a robust data system that will collect and report services and outcomes for both public
and community agency service providers has been a challenge due to the number of agencies and
resources available to clients in Alameda County.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The Probation Department applied for and received federal funding to augment services within our
day reporting center that will allow us to better address gender-based services and case
15
management. Additionally, we are working more collaboratively to leverage resources and funding
from a variety of partners to increase services and improve communication and outcomes. For
example, the Alameda County Workforce Investment Board received federal funding to create a
One-Stop Center at our local jail. We will be leveraging their funding and resources to increase ser-
vices and improve outcomes for our clients, pre-release and post-release.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Significant strides have been made with the implementation of our TDRC. We are focusing on the
high-risk/high need clients and providing a plethora of services and support to address their needs
and to reduce recidivism. We have exceeded our goal of 75% of clients connecting to services in
only eight months of operation. Currently, 80% of the clients referred have successfully connected to
the TDRC. The center is operated by a local community-based organization (CBO). Services are
rendered based upon the completion of a validated risk/need assessment and a case plan is
developed jointly with the client, the assigned deputy probation officer and the case manager located
at the TDRC. Through coordination and collaboration, with the Probation Department's lead, the
TDRC has established positive onsite connections to both CBOs and governmental agencies that
provide services such as employment, housing, health and education. In regards to education, we
offer an onsite accredited school where clients can get educational assistance at their own pace.
Many classes are offered on-site, such as Cognitive Behavioral and parenting classes. Additionally,
clients receive gourmet meals prepared by formerly incarcerated individuals participating in a job-
training program; the meals are catered to the facility, daily. Clients receive transportation from the
local jail to the center along with transportation to offsite offices, such as DMV and the Social
Security Administration in order to obtain needed identification. The TDRC is a family-oriented
center where the client and his/her family can reunite and participate in positive events within the
community. We have received positive feedback from both Probation Department staff and clients
as we work together to positively impact our community and its residents.
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Community Corrections Alpine County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(November 2, 2015)
Gordon Morse FY 2014-15
Chief Probation Officer
Goal: Maintain offender accountability and public safety
Vacant throughout the duration of their probationary period
Presiding judge or
Objective: To prevent the negative impact on local crime patterns
designee
due to former prison inmates and parolees being
Janet Dutcher supervised locally
County supervisor or
Measure: Increase/decrease of local crime in the county
chief administrative
officer or designee
Karen Dustman
Goal: Provide successful alternative sentencing options
District Attorney
Objective: Provide additional resources to the Probation
Eric Acevedo
Department to offer services
Public Defender
Measure: Post-release community supervision (PRCS) rates
Rick Stephens Grants of probation rates
Sheriff
Note: It is difficult to providing alternative sentencing options in
Vacant Alpine County due to a lack of infrastructure and available
Chief of Police programs. There are limited employment opportunities, few
non-profit organizations and no treatment or counseling
Nichole Williamson
centers other than programming offered by county
Department of Social
Behavioral Health. In those instances when an alternative
Services
sentencing option is identified, it is difficult to get clients to
those locations. Specifically, there is no public transportation
Alissa Nourse
and the terrain is difficult to traverse in harsh winter
Department of Mental
conditions. Offered programs are mostly in either El Dorado
Health
County, which is 32 miles away and over a pass with an
Vacant elevation of 7,740 ft., or over the state line in Nevada.
Department of Local programs are greatly needed.
Employment
Vacant Goal: Provide successful offender rehabilitation options to
Alcohol and Substance
offenders as close to their home as possible
Abuse Programs
Objective: Offer additional treatment options
Vacant
Measure: Number of successful offender rehabilitations
Office of Education
Vacant
Community-based
organization
Vacant
Victims’ interests
__________________
The CCP meets semi-
annually
18
Goal: Implement a Probation case management program
Objective: Expedite tracking and data collection of PRCS and probationers
Measure: Case management program implemented
Increase efficiency and time management in the Probation Department
Note: The entire Probation Department consist of a part-time Chief Probation Officer and a
full-time Administrative Assistant. Subsequently all case management tracking is
completed manually.
Goal: Implement GPS and Secure Continuous Remote Alcohol Monitoring (SCRAM)
through the Probation Department
Objective: Ability to monitor PRCS and probationers more affectively
Progress: The county is implementing a monitoring process
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Goals, Objectives, Outcome Measures and Progress FY 2015-16
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
*This may be increased due to increased in-custody services including catastrophic medial
expense.
FY 2014-15: Alpine County Government Center - funds were allocated to remodel probation
space in the Court House, create a space to meet and interview probationers, construct a new
restroom to include facilities for collecting drug test samples, add employee break room, add securi-
ty doors and a business transaction window, modify the exterior entry into the building, upgrade the
fire sprinkler and fire alarm systems, upgrade the building security alarm system and repair the
wastewater drain lines.
El Dorado County Jail Contract - Alpine County does not have a jail or detention center. There is a
contract with El Dorado County based on a daily bed charge for inmates held there for incarceration
of any kind.
FY 2015-16: Alpine County Sheriff Department - funds were allocated to a Deputy position to
increase enforcement activities and local control by the Sheriff's charge for inmates held there for
incarceration of any kind.
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FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
The county reported no allocations to non-public agencies for programs and services.
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, the county evaluates the effectiveness of programs through local agencies.
Does the county consider evaluation results when funding programs and/or services?
Yes, local agency programs are evaluated when funding is needed through the CCP.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definition for recidivism, average daily population, conviction, length of
stay and treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more. We seek out only evidence-based programs, but locally we have no programs other
than Alpine County Behavioral Health. When tasked with finding more intense or inpatient
treatments we have to look outside the county and sometimes look to Nevada for appropriate
programs. Those inpatient programs that are used are evidence-based.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Alpine County has limited resources when offering treatment. Our Behavioral Health Department is
the only agency in the county to offer evaluations and outpatient services which includes mental
health, substance use disorder and behavioral health programs. When seeking services for DUI
programs, inpatient care including 5150 PC holds, our probationers have to travel to or be
transported to El Dorado County or other counties where services can be obtained and even into
Nevada for programs and treatment.
What challenges does your county face in meeting these programming and service needs?
Alpine County is the least populated county in the State of California. It is a remote seasonal
community with no television stations, no newspaper, store, bank, hospital, or gas station. It is
geographically isolated with an area of about 758 square miles and population of around 1,100
people. Alpine County's only school is K-8. Up until this year the high school students were all
bussed to Nevada to attend high school and graduated in Nevada. This year there is an option of
transportation to El Dorado County in California for high school. As you can see, the challenges are
vast. There are many things to be considered—probationer's treatment is simply one of them.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Alpine County has successfully negotiated a Memorandum of Understanding (MOU) with the local
Washoe Tribal Community, Bureau of Indian Affairs, which was approved by the Congress of the
United States for felony law enforcement services, including probation and child protective services
on tribal lands.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The county declined to respond to this question.
21
Community Corrections Amador County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Mark Bonini FY 2014-15
Chief Probation Officer
Goal: Deal/continue to deal with impacts as a result of
realignment and provide a fluid response to those impacts
Barbara Cockerham
Presiding judge or Objective: Supervision of offenders
designee Ensure jail beds are used for those offenders
presenting the highest risk
Chuck Iley Ensure evidence-based programming (EBP) is
County supervisor or available
chief administrative
officer or designee Measure: All offenders supervised by agency responsible for
supervision
Todd Riebe Amador County Sheriff has access to use contract jail
District Attorney beds when needed/warranted
All offenders have access to EBP
Randy Shrout
Progress: No offenders have gone unsupervised, been released from
Public Defender
custody "early" and EBP is available
Martin Ryan
The CCP reports it will use the same goals, objectives and outcome
Sheriff
measures identified above in FY 2015-16.
Tracy Busby
Chief of Police
Jim Foley
Department of Social
Services, Department of
Mental Health and Alco-
hol and Substance
Abuse Programs
Vacant
Department of
Employment
Vacant
Office of Education
Vacant
Community-based
organization
Vacant
Victims’ interests
__________________
The CCP meets monthly
22
23
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$982,783
Local Community
Corrections
$1,008,290
FY 2015-16 - $982,783 FY 2014-15 - $1,008,290
Note: The CCP budgets funding based on need and does not "allocate" funds to any one
department. The budget sits outside of any one department, but the Probation Department is
responsible for the budget. The county maintains its initial implementation budget as a base and
allocates money each year based on needs above and beyond that base.
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
FY 2014-15, $10,000 allocated to Drug Testing
FY 2015-16, $5,000 allocated to sober living beds
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, various agencies keep the agreed upon data and provide said data to the CCP.
Does the county consider evaluation results when funding programs and/or services?
Yes, the CCP considers that data if/when funding is requested.
Does the county use BSCC definitions when collecting data? If so, which?
No.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
41-60%. The Community Corrections budget funds 1 full-time employee (FTE) at the Behavior
Health Department to provide evidence-based programming. The cost for that FTE is $ 84,298.98.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Moral Reconation Therapy™, Thinking for a Change (T4C) and the Matrix Alcohol and Drug
programming are all provided to offenders if/when needed/warranted.
What challenges does your county face in meeting these programming and service needs?
Service providers (COBs) are needed. Providing the programming outlined in question (see prior
response) needs to be done in a custodial setting. However, due to the age of the current jail, this is
not possible.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The CCP has started the Workforce Assistance Placement Program (WAPP) with the intent of
removing barriers to employment. Key program components include:
WAPP participants, if they complete the program, will become employable ready as an entry
level Public Works worker
The length of the program is 90 days. WAPP case managers (officers, Mother Lode Job Training
staff and Public Works lead workers) will have the ability to keep participants an additional 30-90
days
24
The maximum length of the program is 6 months per participant
Participants will be assessed by the Public Works Team Leader every 30 days. Those
assessments can/will be shared with the WAPP case managers
Upon successful completion and concurrence of the case managers, participants can earn work
boots, pants and outer clothing as a reward thus further enhancing participants future
employability
25
Community Corrections Butte County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(November 2, 2015)
Steven K. Bordin FY 2014-15
Chief Probation Officer
Goal: Provide effective supervision and programming to Post-
Release Community Supervision (PRCS) offenders that
Kristen Lucena
ensures public safety and uses evidence-based practices
Presiding judge or
in reducing recidivism
designee
Objective: 100% of the offenders will be assessed to determine
Paul Hahn
their individual needs and follow-up with appropriate
County supervisor or
referrals
chief administrative
officer or designee 100% of participants will be supervised according to
their needs and risk
Michael Ramsey
Measure: Number of offenders released into the community
District Attorney
Number of offenders completing their period of
Ron Reed supervision
Public Defender Number of offenders sustaining subsequent arrests
and/or convictions
Kory Honea
Sheriff Progress: As of December 1, 2015, 365 PRCS offenders were on
supervision in Butte County, with 23.6% in warrant status.
Gabriela Tazzari-Dineen In FY 2014-15, 240 PRCS offenders were released onto
Chief of Police supervision. During that same period, 84 PRCS offenders
were successfully discharged from supervision.
Cathi Grams
Department of Social
Goal: Provide effective supervision and programming to
Services and
Mandatory Supervision (MS) offenders that ensures public
Department of
safety and uses evidence-based practices in reducing
Employment
recidivism
Dorian Kittrell Objective: 100% of the offenders will be assessed to determine
Department of Mental their individual needs and follow-up with appropriate
Health and Alcohol and referrals
Substance Abuse
100% of participants will be supervised according to
Programs
their needs and risk
Timothy Taylor Measure: Number of offenders released into the community
Office of Education Number of offenders completing their period of
supervision
Ema Friedeberg
Number of offenders sustaining subsequent arrests
Community-based
and/or convictions
organization
Progress: As of December 1, 2015, 93 MS offenders were on
Monica O’Neill supervision in Butte County, with 22.6% in warrant status.
Victims’ interests In FY 2014-15, 55 MS offenders were released onto
__________________ supervision. During that same period, 24 MS offenders
were successfully discharged from supervision.
The CCP meets
bi-monthly
26
Goal: Provide effective supervision and programming to Alternative Custody
Supervision (ACS) offenders that ensures public safety and uses evidence-
based practices in reducing recidivism
Objective: 100% of the offenders will be assessed to determine their individual needs
and follow-up with appropriate referrals
100% of participants will be supervised according to their needs and risk
Measure: Number of offenders released into the community
Number of offenders completing their period of supervision
Number of offenders sustaining subsequent arrests and/or convictions
Progress: As of December 1, 2015, 76 ACS offenders were on supervision in Butte
County. In FY 2014-15, 230 ACS offenders were released to supervision.
During that same period, 115 ACS offenders were successfully discharged from
supervision. Between 10/1/11 and 11/11/15, 111 ACS offenders were
rearrested (including escapes) while in the program.
The CCP reports it will use the same goals, objectives and outcome measures identified above
in FY 2015-16.
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$45,636
District Attorney
$74,512
Employment and Social Service
$174,619
$3,808,135
Sheriff Department
$3,722,844
$865,553
Department of Behavioral Health
$1,553,660
$2,203,374
Probation Department
$1,819,870
FY 2015-16 - $6,997,210 FY 2014-15 - $7,270,993
27
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
$23,000
Education Services
$10,000
Residential/ADF/Emergency Housing $434,500
Services (BH) $327,000
$50,740
Medical/Medication Services (BH)
$129,784
Mental Health/Counseling Services $861,321
(BH) $839,935
$74,512
Employment/Veteran Services (DESS)
$174,619
$471,275
Day Reporting Center (SO)
$597,000
$24,300
Bus Passes (BH/SO/Prob)
$32,001
$411,000
GPS/RF Services (SO/Prob)
$506,276
PRCS/Mandatory Supervision Services $850,876
(Prob) $839,072
Alternative Custody Supervision $791,161
Services (SO) $856,307
FY 2015-16 $3,992,685 FY 2014-15 $4,311,994
BH=Behavioral Health. SO=Sheriff’s Office. Prob= Probation Department. DESS=Department of
Employment and Social Services
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
Butte County does not directly allocate funding to non-public agencies for programs and services.
However, once funds are allocated to the public agencies, services are subcontracted out to non-
public agencies to provide programs to the realignment population. For example, Residential
Substance Abuse Treatment, Sober Living Housing, Day Reporting Center Services, etc.
28
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
No, only the CCP and Probation Department evaluate the effectiveness of the programs and/or
services provided and funded by the County's Public Safety Realignment allocation.
Does the county consider evaluation results when funding programs and/or services?
No, although Chico State University has done a study on impacts of AB 109 in Butte County, specific
evaluations regarding program effectiveness have not been completed.
Does the county use BSCC definitions when collecting data? If so, which?
No.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
61-80%.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Assessment services, alternative supervision services, Post-Release Community and Mandatory
Supervision services, GPS/EMP services, mental health/psychiatric assessment and counseling
services, drug and alcohol assessment and counseling services, residential drug and alcohol
services, wrap around services, Cognitive Behavioral Therapy services, employment/veteran and
case management services, public assistance services, medical/medication services, housing
services, education services, Day Reporting Center services, Community Outreach Center services,
drug testing services, transportation services, clothing and food services, victim witness services,
and community clean-up services
What challenges does your county face in meeting these programming and service needs?
The Butte County CCP has continued offering outstanding service and program delivery with the
funding provided in our allocation. However, additional funding is always needed to expand service
delivery options (extending housing, treatment etc.).
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Co-locating service providers at the Day Reporting Center, Community Outreach Center and
Probation Department has helped to streamline service referral delivery among our realignment
population.
29
Community Corrections Calaveras County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(November 2, 2015)
Samuel Leach
FY 2014-15
Chief Probation Officer
Goal: Redesign the Day Reporting Center (DRC) to improve
treatment options and overall public safety
Grant Barrett
Presiding judge or Objective: Implement and/or improve Courage to Change, Moral
Reconation Therapy™ and Seeking Safety with greater
designee
fidelity by hiring two new clinicians and training the
deputy probation officers
Shirley Ryan
County supervisor or Extend clinical services and Cognitive Behavioral Treat-
ment groups into the jail for effective re-entry program-
chief administrative
ming by the end of 2014-2015
officer or designee
Measure: Average daily population
Barbara York Completion rates at the DRC
District Attorney
Scott Gross Goal: Continue to improve communications and real time
Public Defender information exchanges among law enforcement, probation
and health and human services partners essential to the
Gary Kuntz success of the DRC and public safety
Sheriff
Objective: Continue the monthly Post-Release Community
Supervision (PRCS) meetings and email exchanges to
Todd Fordahl
communicate the status and progress of offenders to all
Chief of Police
stakeholders
Mary Sawicki Measure: Monthly PRCS meetings and email exchanges to
Department of Social communicate the status and progress of offenders to all
Services, Department of stakeholders
Mental Health,
Department of
Goal: Support workforce training and educational opportunities
Employment and
for AB 109 population
Alcohol and Substance
Abuse Programs
Objective: Redesign the DRC as a county-run DRC that will
become a greater resource hub for employment and
Kathy Northington
educational resources and training
Office of Education
Measure: Workforce training and educational programming is
Vacant offered regularly at the DRC by county personnel
Community-based
organization
Kelli Fraguero
Victims’ interests
__________________
The CCP meets
bi-monthly
30
Goals, Objectives, Outcome Measures and Progress FY 2015-16
Goal: Program evaluation
Objective: The CCP will evaluate the impact of evidence-based programming on re-arrest
rates and risk of recidivism
Measure: Impacts of evidence-based programming on re-arrest rates and risks of
recidivism
Goal: Continue to implement and improve evidence-based programming
Objective: The DRC and the Jail Re-entry Program will become fully staffed during the
2015-2016 fiscal year. The CCP will focus on training, program fidelity and
comprehensive delivery of services
Measure: Staffing levels should reach 100% prior to June 30, 2016 and staff should
receive evidence-based programming training
Goal: Coordinate services for victims
Objective: The District Attorney's Office, in coordination with the CCP, will hire a Program
Coordinator for victim services. This position will assist with restorative justice
efforts to increase offender accountability and make victims whole again
Measure: Successful recruitment for the Program Coordinator position and a functional
restorative justice program by June 30, 2016
31
32
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 14-15 and 15-16 Allocations Public Agencies for Programs & Services
Unallocated**** $34,123
Incarceration $20,000
Education $29,130
Anger Management/ DM* $20,000
Alternative Sentencing $101,586
$16,500
Non-Public Programs & Services
$236,940
Housing Parolees in County Jail $20,000
Electronic Monitoring $107,947
$101,948
Data Collection & Analysis
$161,655
$33,970
DRC***
$13,000
Jail Re-entry $262,780
$154,272
$24,330
Transportation
$24,330
$3,000
Adult Literacy
$18,308
$237,573
Supervision
$240,308
Training $26,396
$31,850
Inmate Medical Insurance $50,000
$50,000
$7,670
CBT**
$13,421
Substance Abuse Counseling $48,663
$49,885
Individual & Group Therapy $173,545
$71,133
Restorative Justice $75,908
FY 2015-16 - $1,267,122 FY 2014-15 - $1,193,049
*Domestic Violence, **Cognitive Behavioral Therapy, ***Day Reporting Center, ****to fund balance
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
Multiple Agencies (Residential Substance Abuse
$14,000
Treatment)
The Resource Connection (Housing Assistance) $2,500
Public Agencies
$956,109
Substance Abuse Residential Treatment
$14,000
Anger Management & Domestic Violence
$20,000
Moral Reconation Therapy™
$197,790
Victim Services
$2,650
Homeless Assistance
$2,500
FY 2015-16 - $16,500 FY 2014-15 - $1,193,049
33
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, an evaluation is currently in progress and details will be available in a future fiscal year.
Does the county consider evaluation results when funding programs and/or services?
Yes, an evaluation is currently in progress and will be considered when funding programs and
services in future fiscal years.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction, length of
stay and treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Alternative Sentencing: in lieu of incarceration, offenders qualifying for alternative sentencing may
be placed on home detention or additional alternative sentencing programs including attending the
Day Reporting Center, electronic monitoring or a work program.
The Probation Department, with input from the Calaveras County Sheriff’s Department and the
Angels Camp Police Department, will identify members of the Post-Release Community Supervision
(PRCS) population and County Jail inmates who qualify for one or more of the alternative sentencing
strategies.
Anger management and domestic violence programs at the Day Reporting Center are facilitated by
a certified professional. While participating in the program, offenders develop the skills necessary to
regulate emotions and learn to communicate in a relationship in a healthy and productive manner.
Cognitive Behavioral Therapy (CBT) has been embraced by the CCP as a viable treatment method
for individuals with criminal histories. Calaveras County has implemented three CBT programs:
Moral Reconation Therapy (MRT™), Changing Offender Behavior and The Courage To Change.
CBT groups take place at the Day Reporting Center for high-risk offenders on supervision and in the
Calaveras Jail for inmates.
MRT™ is a Cognitive Behavioral Counseling program that combines education, group and individual
counseling, and structured exercises designed to foster moral development in treatment-resistant
offenders. The program is designed to alter how offenders think, make judgments about what is right
and wrong, and what to do in a given situation.
Changing Offender Behavior (COB) is a Cognitive Behavioral, evidence-based program that helps
offenders recognize and practice responsible behavior.
34
Courage To Change is a Cognitive Behavioral interactive journaling system designed to help
offenders address their individual problem areas within the criminogenic needs identified by the Ohio
Risk Assessment System (ORAS) assessment tool. By personalizing the information presented in
the journals to their own circumstances, offenders develop a roadmap to success in their efforts to
change.
Education: Offenders without a high school diploma qualify for General Education Development
(GED) assistance. The GED test in California is now a computer-based exam rather than a
traditional paper-based exam. The CCP has opted to purchase a computer system which replicates
current exam conditions for offenders choosing to study for the GED test. Adult tutors are readily
available to custom-tailor assistance to an offender’s educational needs. Once an offender has
successfully prepared for the GED test, the CCP has set aside funding to cover the cost of
administering the exam and receiving a California High School Equivalency Certificate. The
Calaveras CCP education program also includes a personal finance program through Hands On
Banking. The personal finance program offers the necessary tools and skills for offenders to
succeed in building their credit, opening a small business, investing in the market, purchasing a
home, creating a sustainable budget and many other areas of personal finance. The CCP education
program is offered at the Day Reporting Center for high-risk offenders on supervision and in the
Calaveras Jail for inmates.
Housing: The CCP has implemented a housing program for high-risk homeless offenders. Offenders
with no where to stay are provided up to six months of housing until they are able to secure housing
of their own. Obstacles preventing the offender from obtaining permanent housing are identified and
a plan to overcome those obstacles is developed.
Incarceration: Calaveras County is responsible for housing inmates who would have been
sentenced to state prison prior to realignment. To supervise these inmates, the CCP has two
correctional officers in the county jail and provides financial support to offset the additional costs.
Job Skills: Most jobs today require working with computers. Offenders who have never owned or
used a computer can begin learning the basics of computer operations and, once prepared, learn to
use standard office software. The job skills program is transitioning from using Key Blaze typing
software to a more comprehensive computer education system purchased through Essential
Education. Assistance with preparing resumes is available including how to avoid common resume
mistakes, how to format a resume, sample resumes and help with preparing their resume. The
importance of cover letters and how to effectively utilize them is shared with offenders on an
individual basis. Prior to obtaining employment, trained staff assist with interview skills including how
to handle questions about their past, proper interview attire and behavior, punctuality, and what to
expect during the interview process. The CCP job skills program is offered at the Day Reporting
Center for high-risk offenders on supervision and in the Calaveras Jail for inmates.
Medical Insurance: Inmates who require hospitalization due to medical emergencies or life-
threatening illnesses are covered by Catastrophic Inmate Medical Insurance. The CCP provides this
insurance due to the increased risk of medical costs associated with longer county jail sentences.
Mindfulness Meditation: Mindfulness meditation has been embraced by the Department of Veterans
Affairs to reduce Post-Traumatic Stress Disorder symptoms. The Day Reporting Center currently
offers one mindfulness meditation course per week.
Parenting Skills: The Parent Project is a program designed to assist parents with out of control
juveniles. Offenders who have out of control children are taught behavioral modification techniques
to effectively control their children, thereby reducing family stress and allowing for the offender’s own
successful recovery.
Post-Supervision: After supervision ends, probation officers keep in contact with previous offenders
to assist with overcoming obstacles that might arise due to living a non-criminal lifestyle.
35
Post-supervision offenders are encouraged to continue to participate in the education and job skills
programs to ensure successful re-entry.
Restorative Justice: The CCP is exploring options for implementing a comprehensive restitution
collection system including collecting restitution from inmates and enforcing post-incarceration
collections. A full time Program Coordinator position has been created to assist with the Restorative
Justice program.
Substance Abuse: Substance abuse continues to be problematic for many offenders. The CCP has
hired a Substance Abuse Counselor to provide individual treatment and to lead group sessions at
the Day Reporting Center for high-risk offenders. If a trained professional determines that an
offender requires residential treatment to overcome substance abuse, several providers are
available throughout the state. An updated list of residential treatment providers is maintained to
best match the unique needs of the offender to the available services. In addition to residential
treatment and counseling, the CCP has partnered with multiple local sober living homes to provide a
safe, effective transition to sobriety.
Transportation: Lack of adequate transportation was identified as a problem for many offenders. For
this reason, the CCP provides bus passes for travel throughout the county. If bus transportation is
not possible due to route coverage or lack of adequate arrival/departure times, transportation is
provided by a Probation Aide.
What challenges does your county face in meeting these programming and service needs?
Calaveras is a rural county with towns that are isolated from one another. Lack of adequate
transportation is the primary obstacle many offenders must overcome to participate in services. The
CCP has helped offenders overcome this obstacle by devoting a portion of the annual allocation to
transportation.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Services at the Day Reporting Center were originally provided by a private vendor. Calaveras
County chose to hire two licensed clinicians and two probation officers rather than renew the
contract with the vendor. The cost is comparable even though services are offered at a higher level
than what was provided by the vendor.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The county declined to respond to this question.
36
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37
Community Corrections Colusa County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
William E. Fenton
FY 2014-15
Chief Probation Officer
Goal: Continue use of Moral Reconation Treatment™ (MRT™)
Kevin Harrigan
(cognitive intervention around criminal thinking) in-custody
Presiding judge or
and Day Reporting Center (DRC)
designee
Objective: Enroll all eligible AB 109 probationers into MRT™ within
Mark D. Marshall the first month they are out-of-custody, thereby reducing
County supervisor or recidivism by 40%
chief administrative Assist all AB 109 probationers who require assistance
officer or designee (i.e., bus passes), and offer a variety of classes
scheduled on various days and times to achieve 100%
John R. Poyner
attendance
District Attorney
Achieve 80% graduation rate for all enrolled MRT™
Albert Smith participants
Public Defender
Measure: Number of probationers enrolled in MRT™
Graduation rate
Joe Garofalo
New convictions
Sheriff
Progress: 69 probationers were enrolled in MRT™ in FY 2014-15,
Josh Fitch 12 graduated the program and there were no new
Chief of Police convictions of MRT™ graduates
Incentives are varied class schedules that produced a
Elizabeth A. Kelly
82% attendance rate
Department of Social
Of the 69 probationers enrolled in MRT™ (minus the 12
Services
graduates) 54 of the remaining 57 continued attending
Terence Rooney MRT™ without a new conviction
Department of Mental
Health and Alcohol and
Substance Abuse Goal: Provide In-custody (jail) and out-of-custody (DRC) mental
Programs health services to all of the AB 109 clients in Colusa County
Cindy Lovelace Objective: All AB 109 clients will be assessed by a mental health
Department of professional and provide with appropriate services
Employment Provide assessed and documented mental health
services to those clients who require individual and/or
Michael P. West
group counseling, medication management, Substance
Office of Education
Abuse Program, etc.
Lora Ceccon Measure: Number of clients seen and assessed for mental health
Community-based needs/services
organization
Progress: 56 clients, or 100%, were seen and assessed for mental
Mary Godinez-York
health needs/services at the jail or DRC
Victims’ interests
366 mental health contacts were completed at the jail
__________________
and DRC and appropriate services provided based on
The CCP meets each individual’s assessment
quarterly
38
Goal: Refer and provide employment assistance and education programs to all AB 109 clients
In-custody or at the DRC
Objective: Provide online GED courses to all eligible clients
Assist all eligible clients in the completion of resumes, how to answer interview
questions and referrals to available jobs
Measure: Number of clients completing online GED courses
Number of clients completing job resumes
Progress: One AB 109 client completed his GED out of the 37 working on online courses. 36
continue to complete courses
20 of the 37 clients completing job resumes and actively searching for employment
found jobs. One client was enrolled in a welding class and 5 other clients obtained
employment in August and September 2015
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2015-16.
39
$82,542
District Attorney
$74,722
Behavioral Health Department
$78,570
$252,038
Sheriff Department
$454,401
$591,178
Probation Department
$646,344
FY 2015-16 - $1,179,315 FY 2014-15 - $1,000,480
40
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
In FY 2014-15 and 2015-16 $15,000 was allocated to Colusa One Stop
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
No, only the CCP and Probation Department evaluate the effectiveness of the programs and/or
services provided and funded by the County's Public Safety Realignment allocation.
Does the county consider evaluation results when funding programs and/or services?
Yes, the CCP has considered results and the County Board of Supervisors has approved the
recommended funded programs and services based on outcomes.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction, length of
stay and treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
61-80%
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Primarily only available through the County Behavioral Health Department.
What challenges does your county face in meeting these programming and service needs?
Lack of appropriate community-based organizations (CBO's), services, phone access and
transportation for this clientele population.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Implementation of the DRC and partnering with Health and Human Services, Behavioral Health,
Sheriff, District Attorney, Public Defender and Court to provide the appropriate offender needs to this
clientele (i.e. cognitive interventions, education, substance abuse, mental health, employment
assistance, etc.).
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Adding the Thinking for Good for those clients who are not able to work at the Moral Reconation
Therapy™ level, and the Staying Quit Programs at the Day Reporting Center, which are both
evidence-based programs.
41
Community Corrections Contra Costa County
Partnership Membership
(November 2, 2015)
The CCP did not provide goals for FY 2014-15 or 2015-16
Philip Kader
Chief Probation Officer
FY 2014-15 and 2015-16 Budget Allocations to Public
Mim Lyster- Agencies
Zemmelman
Presiding judge or
designee FY 2015-16 - $26,295,814 FY 2014-15 - $20,669,679
David Twa
County supervisor or $138,002
Public Defender
$138,002
chief administrative
officer or designee
Contracted Community
$3,995,000
Mark Peterson Programs $3,995,000
District Attorney
Pre-Trial Blended Revenue - $751,717
Robin Lipetzky Probation $728,498
Public Defender
Contra Costa County Police
$522,000
David Livingston
Chiefs $522,000
Sheriff
$450,000
Brian Addington County Administrator
$450,000
Chief of Police
Kathy Gallagher $200,000
Workforce Development Board
$200,000
Department of Social
Services
Employment & Human
$40,000
Cynthia Belon Services $40,000
Department of Mental
Health $1,458,738
District Attorney
$1,478,916
Stephan Baiter
Department of $1,124,000
Public Defender
Employment $1,124,000
Fatima Matal Sol
$1,055,562
Health Services
Alcohol and Substance $1,055,562
Abuse Programs
$2,243,433
Lynn Mackey Behavioral Health
$2,243,433
Office of Education
$2,683,018
Roosevelt Terry Probation
$2,438,818
Community-based
$6,786,564
organization
Sheriff
Deborah Levine
$6,786,564
Victims’ interests
__________________
FY 2014-15 Allocation: Additional carry-over funds used
The CCP meets
FY 2015-16 Allocation: Additional funds put in carry-over fund
bi-monthly
42
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Health Services--Detention Health $1,055,562
Division $1,055,562
Health Services--Behavioral Health $1,538,924
Division
$1,536,302
$525,248
District Attorney
$981,180
$757,000
Public Defender
$757,000
$306,092
Sheriff
$304,642
$900,000
Probation
$900,000
FY 2015-16 - $5,082,826 FY 2014-15 - $5,534,686
FY 2014-15: Probation (Pre-Trial Services Program $900,000) Sheriff (Behavioral Health Court
$304,642) Public Defender (Arraignment Court—Early Representation/Resolution Program
$655,000, Clean Slates Services $92,000) District Attorney (Arraignment Court-Early
Representation/Resolution Program $705,383, Victim Witness Assistance Program $275,797)
Health Services - Behavioral Health Division (Homeless Programs $232,900, Forensic Mental
Health Services $1,215,797, Alcohol & other Drug Services $87,635) Health Services - Detention
Health Services (In-Custody Health Services $1,055,562)
FY 2015-16: Probation (Pre-Trial Services Program $900,000) Sheriff (Behavioral Health Court
$306,092) Public Defender (Arraignment Court—Early Representation/Resolution Program
$655,000, Clean Slates Services $92,000) District Attorney (Arraignment Court - Early
Representation/Resolution Program $525,248) Health Services - Behavioral Health Division
(Homeless Programs $238,084, Forensic Mental Health Services $1,210,575, Alcohol & other Drug
Services $90,265) Health Services - Detention Health Services (In-Custody Health Services
$1,055,562)
43
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
FY 2014-15: Employment (Rubicon $1,400,000, Goodwill Industries $600,000) One Stop Center
(Re-entry Success Center—Rubicon $400,000) Re-entry Services (Network System of Services
$800,000) Mentoring & Family Reunification (Men & Women of Purpose $66,667, Center for
Human Development $66,667, Brighter Beginnings $66,666)
FY 2015-16: Employment (Rubicon $1,400,000, Goodwill Industries $600,000) One Stop Center
(Re-entry Success Center—Rubicon $400,000) Re-entry Services (Network System of Services
$800,000) Mentoring & Family Reunification (Men & Women of Purpose $110,000, Center for
Human Development $90,000)
44
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t r y S e r v c ie s
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S h e l t e r I n c .
m p lo y m e n t
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Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, outside contracted services through "Research and Development Associates" provide a wide
cross section of data and service delivery through county agencies and contracted community-
based organizations.
Does the county consider evaluation results when funding programs and/or services?
No formal evaluations of programs are implemented however there are ongoing discussions of
programs/services effectiveness.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction, length of
stay and treatment program completion rates
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
21-40%
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
We offer services through both county agencies and contracted services. Our data showed we were
receiving the best results from our mental health, alcohol and other drugs and our housing
programs. Data indicates that those participating in at least one of those services did better and
those who were engaged in all three services did the best. There were other services that either
showed promising and/or effective services such as but not limited to: mentoring, lawyer support for
retention and/or regaining driver licenses, family reunification, education and vocation training, job
placement as well as cognitive programming such as Thinking for a Change.
What challenges does your county face in meeting these programming and service needs?
There continues to be difficulty to find a methodology to engage those returning citizens that are
uninterested in participating or believe they do not need assistance. We also have been challenged
to ensure our clients interested in services can find them in their specific communities.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
We began with a very strong commitment to engage the community and continue to work hard to do
so. We believe that has assisted us in building trust while continuing to enhance our service delivery
system. We have also enhanced our relationship with local law enforcement so that we can
collaborate in our supervision responsibilities and develop and enhance our trust in the system of
care we have developed in our communities.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The county declined to respond to this question.
45
Community Corrections Del Norte County
Partnership Membership
(November 2, 2015)
The CCP did not provide goals for FY 2014-15 or 2015-16
Lonnie Reyman
Chief Probation Officer
Sandra Linderman
Presiding judge or
designee
Jay Sarina
County supervisor or
chief administrative
officer or designee
Dale Trigg
District Attorney
Rebecca Linkous
Public Defender
Erik Apperson
Sheriff
Ivan Minsal
Chief of Police
Barbara Pierson
Department of Social
Services, Department of
Mental Health and Alco-
hol and Substance
Abuse Programs
Vacant
Department of
Employment
Jeff Harris
Office of Education
Vacant
Community-based
organization
Vacant
Victims’ interests
__________________
The CCP meets
quarterly
46
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FY 2014-15 and 2015-16 Budget Allocations to Public
Agencies
47
CS oe ur
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t r
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M e n t a l H e
S h e r if f 's O
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FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
The county reported no allocations to non-public agencies for programs and services.
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
No local definitions have been agreed upon.
Does the county consider evaluation results when funding programs and/or services?
No formal evaluation of programs is implemented, however there are ongoing discussions of
program/services effectiveness.
Does the county use BSCC definitions when collecting data? If so, which?
No.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
20% or less. No local definition of evidence-based programming (EBP) has been agreed upon.
Some EBP that has been implemented is risk/needs assessments & high-risk supervision by
Probation, Moral Reconation Therapy™ (MRT™) by Mental Health and programming by Alcohol and
Other Drug Services.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Limited at best.
What challenges does your county face in meeting these programming and service needs?
The county lacks resources and funding to bring in resources because of the isolated nature of the
county. There is great difficulty in attracting high quality providers of any services. There are very
limited alternative housing options because of the isolated nature of the county and the limited
population. Most services are provided by county governmental agencies or funded through them
and the same challenges are faced by county agencies in attracting and retaining qualified
personnel to not only establish but maintain sustainability of programs and services.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The county declined to respond to this question.
48
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49
Community Corrections El Dorado County
Partnership Membership
(November 2, 2015)
Goals, Objectives, Outcome Measures and Progress
Brian J. Richart
FY 2014-15
Chief Probation Officer
Goal: Provide effective supervision and programming to the
Jackie Davenport Community Corrections Center (CCC) offenders that
Presiding judge or
ensures public safety and uses evidence-based practices
designee
in reducing recidivism
Laura Schwartz Objective: 100% of offenders will be assessed to determine their
County supervisor or individual need and reassessed at the start of each
chief administrative phase of the CCC
officer or designee 100% of offenders will be supervised according to their
needs and risk level
Vern Pierson
Measure: Number of offenders accepted into the CCC
District Attorney
Number of offenders completing their period of
supervision
Teri Monterosso
Public Defender Number of offenders convicted of subsequent felonies
John D’Agostini
Sheriff
Goal: Use Moral Reconation Treatment™ (MRT™) at the CCC
Scott Heller Objective: Enroll all CCC accepted referrals into MRT™ within the
Chief of Police first month they are accepted
Achieve an 80% graduation rate for MRT™ at the CCC
Don Ashton
Department of Social Measure: Number of all accepted referrals into MRT™ and days
Services, Department of in between the accepted date and the start date of
Mental Health and Alco- MRT™
hol and Substance Number of graduates from MRT™
Abuse Programs
The CCP did not provide goals for FY 2015-16.
Vacant
Department of
Employment
David Publicover
Office of Education
Vacant
Community-based
organization
Vacant
Victims’ interests
__________________
The CCP meets semi-
annually or more often as
needed
50
51
H e
L
a
C h
o c a l
P r o b
O
lt h &
S
ie f A d m in is
O f f ic e
L a w E n f o r c
( C it y )
a t io n D e p a
f f ic e o f E d u
H u m a n S e
A g e n c y
h e r if f D e p a
F
t r a
e m
r t m
c a
r v
r t m
Y 2
t iv e
e n t
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0 1 5 - 1 6
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- $
$ 1
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5 0 ,
0
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5
An additional $547,375 in carry-over funds was used in the FY 2014-15 budget.
In FY 2014-15, the CCP did not allocate realignment funds to non-public agencies
In FY 2015-16 $109,974 was allocated to Data Consulting Services
H e a
C
lt h
o
C
&
m m
( P
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nt
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0 1 5 - 1 6
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0
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5
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Not at this time, however, it is the intent of the CCP agencies to become able to evaluate and/or
contract out for the evaluation of our local program/services effectiveness.
Does the county consider evaluation results when funding programs and/or services?
Not applicable at this time.
Does the county use BSCC definitions when collecting data? If so, which?
El Dorado County has adopted the BSCC definition of recidivism. The additional definitions
approved by BSCC during the September 2015 Board Meeting will be used in El Dorado County
data collection practices.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
21-40%
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
The Community Corrections Center (CCC): creates a one stop shop for the high-risk probation
offenders in the El Dorado County community. The CCC is designed to provide intensive treatment
options. Below is a list of available services:
Mental Health: Assessments, case management, short-term individual counseling (Cognitive
Behavioral Therapy programs), psychiatric evaluations, medication management, referrals to other
county agencies
Alcohol and Drug Services: Comprehensive substance use disorder assessment, comprehensive
case management, individual counseling, substance use disorder treatment groups, Moral
Reconation Therapy™
Public Health Nursing: Infant/child, adult and family assessment and intervention, medication
management education and monitoring, referral/coordination to specialty and prevention health,
including dental services
Public Guardian: case management services, eligibility/benefits/application assistance to county
programs, prescription medications, rehabilitation and support groups, housing and transportation,
24-hr crisis hotline, budgeting and money management, federal lifeline assistance, family and senior
services, general assistance, health education and food services, income assistance (Social
Security Assistance/Social Security Income/Veteran’s Affairs), reduced fee identification cards
Education: High school diploma, GED, basic reading, writing, vocational/enrichment
52
Jail: There are hybrid versions of prior mentioned services. One of the main goals of the Jail
services through Health and Human Services is actively promoting, educating and assisting
inmates with their Health Care Options while incarcerated. Inmates can access services through a
direct referral process or an inmate self-directed referral process
What challenges does your county face in meeting these programming and service needs?
One of the biggest challenges to El Dorado County is housing and transportation.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The Community Corrections Center (CCC) and Jail services described in Question 24 are promising
and anecdotally have shown positive results. However, a more thorough analysis is in process to
ensure empirically this program and services are having an impact in reducing recidivism and future
victimization.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The CCC and Jail services described above are promising and anecdotally have shown positive
results. However, a more thorough analysis is in process to ensure empirically this program and
services are having an impact in reducing recidivism and future victimization.
53
Community Corrections Fresno County
Partnership Membership
(November 2, 2015)
The CCP did not provide goals for FY 2014-15.
Rick Chavez
Chief Probation Officer Goals, Objectives, Outcome Measures and Progress
Jon C. Conklin
FY 2015-16
Presiding judge or
designee
Goal: Continue hiring practices and training of staff to meet the
Jean Rousseau adopted ratios in the 2011 CCP Implementation Plan
County supervisor or
chief administrative Objective: The department will hold quarterly job recruitments for
the deputy probation officer (DPO) classification until
officer or designee
the positions are adequately filled
Lisa Smittcamp Revised DPO job specifications from requiring a
District Attorney Bachelor’s degree in criminology, social work,
sociology or closely related field, to accepting a
Elizabeth Diaz
Bachelor’s degree in any field
Public Defender
Recruit through job fairs; accept applications from
undergraduates with a condition that a copy of their
Margaret Mims
Bachelor’s degree and transcripts are provide upon a
Sheriff
formal job officer
Jerry Dyer
Measure: Number of DPOs that have been hired
Chief of Police
Progress: From July 2015 to December 2015, 19 permanent and
Delfino Neira
extra-help DPOs have been hired
Department of Social
Supervision ratios of 1 to 50
Services and
Department of
Employment
Goal: Create specialized caseloads for domestic violence, sex
offender and mental health populations
Dawan Utecht
Department of Mental Objective: Modify the current CCP Plan (3rd update 2014) for the
Health specialized caseloads by enhancing the supervision
needs of three separate designed types of offenders
Susan Holt
Move away from strictly caseload standard that is
Alcohol and Substance
based on the number of offenders an officer can
Abuse Programs
effectively supervise
Jim Yovino Request funding to establish a fourth AB 109 Unit for
Office of Education this specialized unit that will consist of one Probation
Services Manager (PSM), three Deputy Probation
Vacant Officer IV’s, seven Deputy Probation Officer I-III’s, two
Community-based
Probation Technicians and one Office assistant
organization
Measure: Updated CCP plan
Nancy Dominquez Supervision ratios
Victims’ interests
__________________ Progress: Funding was granted however this is an ongoing goal
as the department works towards filling positions in the
The CCP meets as
DPO classification
needed Supervision ratios of 1 to 35
54
Goal: Increase services in the areas of job/vocational employment and transitional
housing
Objective: Received Request for Proposals (RFPs) from agencies that provide job/
vocational employment and transitional housing for the AB 109 population
Establish committee to review RFPs from agencies that can assist and/or
provide services to the targeted population
Measure: Contract with an employment agency and transitional housing program
Progress: Contracted with America Works of California for the Employment Readiness
program. Services are expected to be available in April 2016
The transitional housing program is an ongoing goal as agencies/organizations
that can provide these types of services are currently being sought
10% increase in referrals to associated services and 10% increase in the
average daily population of transitional housing
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$172,738
City of Clovis Police Department
$164,911
$196,070
City of Reedley Police Department
$70,750
$161,842
City of Selma Police Department
$70,750
City of Fresno Police Department $178,838
$176,996
$347,012
Public Defender
$52,822
$568,983
District Attorney
$262,167
$9,414,591
Probation
$7,333,833
$15,088,750
Sheriff
$13,845,607
FY 2015-16 - $26,128,824 FY 2014-15 - $21,977,836
55
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Employment $175,000
Readiness Program
$175,000
$1,533,874
Pre-Trial Program
$844,225
$861,800
Jail Transition Pod
$817,596
FY 2015-16 - 2,570,674 FY 2014-15 - $1,386,821
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
$20,000
Court Hearing Notification Services
$60,000
GPS Electronic Monitoring
$113,150
$90,520
Vocational Training
$132,044
$203,725
Family Violence Counseling
$105,071
Substance Abuse/ Mental Health $1,888,246
Treatment $1,828,246
$2,181,467
Jail Medical Services
$2,181,467
$120,000
Inmate Counseling Services
$120,000
$600,000
Homeless Transition Beds & Services
$600,000
FY 2015-16 $5,103,958 FY 2014-15 $5,139,978
56
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, the CCP contracted with Owen Research and Associates to complete a three year evaluation
of programs, services and outcomes under the auspices of AB 109. The research group is currently
finalizing the report for the second year operation with an expected presentation at the CCP meeting
in January of 2016.
Does the county consider evaluation results when funding programs and/or services?
Yes, the county and the probation department are currently establishing modifications to bidding
contracts for community-based services in an effort to prioritize a portion of funding for programs
that have been identified through the county's association with the Pew Research Center as most
likely to reduce recidivism and generate cost savings. Under consideration is the ability to report and
track outcomes and to submit data for evaluation purposes.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism and average daily population.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
20% or less. Fresno County is in the midst of the completion of the Results First Model with the Pew
Research Center to identify and invest in effective programs that yield high returns on investment.
As part of this initiative, the county is currently doing a program inventory to determine which
programs are most effective and cost beneficial.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
The county in conjunction with the probation department and public private provider networks is
attempting to provide services that in the past have not been available to the offender populations in
Fresno County. The probation department in conjunction with the superior court operates a
Behavioral Health Court and caseload supervision for specialized services to mentally ill populations
meeting the established criteria. The county also has drug courts and caseloads as well as domestic
violence courts and caseloads.
In relation to counseling services that have been developed, the SERI (Sierra Educational Regional
Institute) provides counseling at both the Fresno County Jail Transition Pod and on field caseloads
as well as assessments to offenders. Cognitive Behavioral Therapy is also available at the jail and
on community-based organization (CBO) caseloads as part of counseling services. The probation
department utilizes the Static Risk and Offender Needs Guide (STRONG) assessment tool for
services after identification of needs. Fresno County has established a Full Service Partnership
(FSP) for the critically mentally ill with public and private providers with housing for 105 offenders in
case management and services. In addition, the county offers homeless beds and transitional
services as well as a Day Reporting Center for increased services to the population.
57
What challenges does your county face in meeting these programming and service needs?
Since the implementation and development of AB 109 in Fresno County, the greatest challenge has
been hiring of staff and in particular, peace officers. With the necessary background investigations
for peace officer positions for the Fresno County Sheriff's Office and the Fresno County Probation
Department the average time to hiring following qualification through testing has grown. It is also
necessary that this population have all the requisite training to be able to deal with the widely diverse
population and have a good understanding of EBP.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Program development implementation under AB 109 required a paradigm shift for an entire justice
system. As such much of what was implemented with AB 109 funding was intuitive or traditional.
With the association with the Pew Research Group under the Results First Initiative we will be able
to move from intuition to evidence and research that will guide us in future program design. Use of
evidence-based practices represents a practical solution to Fresno County's need to manage the
higher than anticipated influx of greater risk, longer stay offenders.
Of note is the research and evaluation plan that is underway that should be able to direct decision
making internally as to what works and to use success found in the data to move forward.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Turning Point of Central California in conjunction with the Fresno County Probation Department
operates the First Street Center locally. The First Street Center-Full Service Partnership program
(FSC-FSP) is a Mental Health Services Act (MHSA) partnership serving approximately 1055 adult
individuals at any given time, referred by the County of Fresno AB 109 Probation Department. FSC-
FSP provides comprehensive mental health/co-occurring services and works in conjunction with the
Fresno County Probation Department to fulfill agreed upon treatment goals. FSC-FSP focuses on
client strengths/abilities to successfully gain independence and self–sufficiency in the community
with an additional housing component for up to 105 residential beds available. Services are available
at First Street Center Outpatient include:
24/7 Crisis Response
Daily Program Rehabilitation/Support
Intensive Case Management
Social/Recreational Activities
Assessment/Treatment Planning
Individual Therapy, Educational Groups and Peer Support Groups
Psychopharmalogical Treatment
Housing Support
Hospitalization Support, Probation/Court Engagement
The CCP continues to look to the Resources Subcommittee to build additional services and is
anticipating additional resource development following the presentation of the Pew Report final
analysis and the Owen Research Group second year evaluation.
The goals of the program are to reduce psychiatric hospitalizations, to reduce incarcerations, to
reduce homelessness, to increase level of community functioning and to increase education and
employment participation for AB 109 offenders.
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59
Community Corrections Glenn County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(November 2, 2015)
Brandon Thompson
FY 2014-15
Chief Probation Officer
Goal: Provide effective supervision and programming to Post-
Release Community Supervision (PRCS) offenders that
Vacant
ensures public safety and uses evidence-based practices
Presiding judge or
in reducing recidivism
designee
Objective: 100% of offenders will be assessed to determine their
John Viegas individual needs and appropriate referrals will be made
County supervisor or
Measure: 100% of offenders will be supervised based on their risk
chief administrative
level and needs
officer or designee
Number of offenders released into the community
Number of offenders on warrant status
Dwayne Stewart
District Attorney
Albert Smith Goal: Provide effective supervision and programming to
Public Defender Alternative Custody Supervision (ACS) offenders that
ensure public safety and use evidence-based practice in
Rich Warren reducing recidivism
Sheriff
Objective: 100% of participants of ACS will be supervised based
on their risk level and needs
Jason Dahl
Chief of Police Measure: Number of offenders released into the community on
ACS
Christine Zoppi
Number of offenders completing their period of
Department of Social
supervision
Services, Department of
Mental Health, Number of offenders sustaining subsequent arrest and/
or convictions
Department of
Employment and
Alcohol and Substance
Goal: Provide in-custody and outpatient mental health services to
Abuse Programs
AB 109 offenders
Tracey Quame Objective: Provide AB 109 offenders, who meet the criteria, a
Office of Education mental health diagnosis assessment, individual
treatment, medication management, outpatient
Vacant substance abuse services and/or in-custody mental
Community-based health support
organization
Measure: Number of clients seen at the jail
Teresa Pinedo Number of clients assessed for mental health needs
Victims’ interests Number of clients receiving mental health services
__________________
The CCP reports it will use the same goals, objectives and outcome
The CCP meets 3 to 4
measures identified above in FY 2015-16.
times a year as needed
60
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 2015-16 - $1,656,712 FY 2014-15 - $1,066,825
Health and $180,701
Human Services $180,701
$255,604
Sheriff
$255,604
$762,877
Reserves
$452,324
$457,530
Probation
$433,800
FY 2014-15: Health and Human Services includes Mental Heath ($122,914), Drug and Alcohol
($31,001) and Offender Resource Center ($26,786). Sheriff includes Alternative Custody
Supervision ($253,104) and Sheriff Jail Special Needs ($2,500)/ Probation includes Drug Testing
($2,557) and Electric Monitoring ($6,935)
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Offender Resource/Learning
$26,786
Center
K-9 Program $23,729
$2,500
Sheriff Jail Special Needs
$2,500
Jail Staff/Alternative Custody $253,104
Supervision/Pre-trial services $253,104
$6,935
Electric Monitoring
$6,935
$452,324
Reserves
Client Support Incentive Program $15,000
$31,001
Drug & Alcohol
$57,787
$107,914
Mental Health
$122,914
$2,557
Drug Testing
$2,557
$424,309
Probation Supervision
$424,308
FY 2015-16 $893,835 FY 2014-15 $1,322,429
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
In FY 2014-15 and 2015-16, $6,000 was allocated to Unity in Recovery Housing.
61
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
The County has not yet defined what constitutes effectiveness as it relates to the Public Safety
Realignment allocation.
Does the county consider evaluation results when funding programs and/or services?
The CCP will be discussing formal data collection procedures prior to the end of this program year.
Once an evaluator has been identified, and the areas to be evaluated are selected, the data
collection will cover the span of time from initial implementation to present.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, length of stay and
treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
41-60%
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Sheriff: Alternative Custody Supervision, Pre-Trial services
Health and Human Services: Drug and Alcohol, Mental Health, Eligibility, Assessments,
Cognitive Interventions, Life Skills and Anger Management
Office of Education: Assessments, Success One Charter School where an individual can earn
his/her high school diploma or GED
Probation: Assessments, Electronic Monitoring, Cognitive Interventions
Child Support System: Assessments to determine if individual qualifies for program to earn their
driver's license back on a temporary basis, while making payments towards delinquent child
support. Some delinquent child support can be forgiven if individual qualifies.
What challenges does your county face in meeting these programming and service needs?
Lack of community-based organizations that are able to provide services and lack of sober living
environments, vocational training and employment placements.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
62
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Developed an adult charter school (Success One) that emphasis attaining a high school diploma,
but also allows for GED studies. This program not only engages the AB 109 population, but other
adult learners within the community. The Office of Education is able to sustain the program through
normal ADA funding sources. Therefore, AB 109 funding can be utilized in other areas.
63
Community Corrections Humboldt County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(November 2, 2015)
FY 2014-15
William Damiano
Chief Probation Officer Goal: Expand in-custody services within the jail (set forth in FY
2013-14)
Kim Bartleson
Objective: Approve hiring of additional behavioral health staff to
Presiding judge or
provide Moral Reconation Therapy™ (MRT™) and
designee
Alcohol and drugs (AOD) services
Phillip Smith-Hanes Measure: CCP executives have approved funding for additional
County supervisor or 2.6 FTE staff
chief administrative Hiring of staff, training in MRT™ and AOD-CBT (alcohol
officer or designee and drugs Cognitive Behavioral Therapy) programming
Implementation of MRT™ and AOD groups and
Maggie Fleming assessments within jail
District Attorney
Progress: In process of hiring
Kevin Robinson
Public Defender Goal: Continue to develop interagency data management platform
and plan
Michael Downey
Objective: CCP Executive approval of funding for Phase 2 and 3 of
Sheriff
contract with Humboldt State University California
Center for Rural Policy (HSU-CCRP)
Thomas Chapman
Data workgroup to assist HSU-CCRP in development of
Chief of Police
data platform and plan
Implement data platform and plan with partner agencies
Phillip R. Crandall
Department of Social Measure: CCP executives approved funding for Phases 2 and 3 of
Services, Department of data project
Mental Health, Data platform and plan agreed upon
Department of Development of platform and implementation of finished
Employment and product
Alcohol and Substance
Progress: Data workgroup is in process of working with HSU-CCRP to
Abuse Programs
develop and implement platform and plan
Gary Eagles, PhD
Goal: Pilot Equine Assisted Growth and Learning (Horses Help)
Office of Education
with AB 109 offenders
John McManus Objective: Complete pilot project, assess outcomes/benefits and
Community-based determine if continuation supported
organization
Measure: Track completion rates of participating offenders
Survey participating offenders and staff regarding
Joyce Moser
experience and report back to CCP executives
Victims’ interests
__________________ Progress: Pilot project completed, 50% completion rate, staff/
participants surveyed expressed positive experience and
The CCP meets monthly
requested continuation of same
The CCP reports it will use the same goals, objectives and outcome
measures identified above in FY 2015-16.
64
65
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
Health and Human Services Department includes Mental Heath, employment development and
Alcohol/drug. Probation Department includes contract services funds to community-based
organizations and lease costs for the Day Reporting Center
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Staff & costs reside in multiple budget units under different organizations, or staff is split unevenly
between programs based on need & availability. Figures for FY 15-16 are a rough estimate.
*includes Non-SRA Realignment Staff-Probation, Probation CCRC Operational Costs, DHHS
Mental Heath Staff (non-Jail), DHHS ETD Staff, DHHS Medications, DHHS Training & DHHS Misc.
Costs; **includes Correctional Facility (Jail) Realignment Staff, HCCF Realignment Operational
Costs, SRP Staff-Probation & Electronic Monitoring Contract; ***includes SWAP Program Daily
Rate/Sheriff Admin &Revenue Recovery Admin; ****includes Mental Health Staff in HCCF
Figures are not a set amount per program, but are allocated on a case-by-case basis as indicated
by offender needs. Expenditures to date in FY 15-16.
¥ includes HRC, James Payne, James Spears, North Coast Transitions and Personal Growth Cen-
ter; ‡ includes ADCS, HRC and Detox; + includes HFSC and MEND/WEND; § includes ADCS,
SNSAC, HRC, ADCS Bonnie Brown and Personal Growth Center, *Residential Alcohol and Drug
(AOD), detox, clean/sober housing; **Residential AOD, clean/sober housing; ***Residential AOD;
****Electronic Monitoring Equipment; *****Equine Assisted Growth/learning
66
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FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, we track a wide variety of data on offenders served in AB 109-funded programs. Currently we
are working on integrating criminal justice and health and human services data on these same
individuals in our data project with Humboldt State University. Until that project is complete, we are
limited to looking at criminal justice outcomes and data: jail population; jail alternative program
participation and completion rates; pre-trial program participation and outcomes; and Post-Release
Community Supervision/Mandatory Supervision (PRCS/MS) offender supervision outcomes. This
data can be looked at by assessed risk level as well as by assessed offender needs and further
broken out by other demographic data held by Probation. Data is reviewed monthly by the CCP and
CCP Executives. Trends are noted, needs and challenges identified, and solutions proposed for
investigation or implementation. Public agency programs and services are the ones most easily
evaluated, though evaluating behavioral health programs and services has been limited to numbers/
types of services provided or accessed. Community-based services/organizations (CBOs) are not
evaluated by the CCP, but outcomes are tracked on individual cases that have been referred.
Does the county consider evaluation results when funding programs and/or services?
Yes, we have piloted various programs/services and tracked offender outcomes, interviewed
offenders, providers and stakeholders and discussed recommendations for future utilization of those
program/services at the CCP Executive meetings.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for average daily population, conviction, length of stay and
treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
41-60%. This is difficult to determine on a funding level. The CCP has prioritized support of evidence
-based programs (EBP) and services throughout our budget. Probation utilizes validated
assessment instruments (Static Risk and Offenders Needs Guide, ORAS-PAT), and facilitates
individual/group EBP Cognitive Behavioral interventions (Thinking for a Change, Moral Reconation
Therapy™ (MRT™), Effective Practices in Community Supervision). Health and Human Services
Department utilizes clinical assessment instruments (SAMHSA, Addiction Severity Index), facilitates
group EBP Cognitive Behavioral interventions (MRT™, Matrix, Seeking Safety, Integrated Dual
Disorders Treatment). CBO staffs have been sent to training in facilitation of University of
Cincinnati's Cognitive Behavioral Interventions for Offenders, MRT™ and Seeking Safety.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
A full forensic mental health team is working within the jail and Community Corrections Resource
Center to serve AB 109 and non-AB 109 clients (providing EBP services described above plus
general behavioral health assessment, treatment, medication support, case management, "cross-
walk" services from jail to resource center, etc.). The forensic mental health team works with
Probation and Sheriff's Department Corrections staff in a multi-disciplinary team structure,
67
and consists of:
0.2 FTE Physician/Psychiatrist
1 FTE Psychiatric Nurse Practitioner
0.03 FTE MD Supervision for Nurse Practitioner
1 FTE Supervising Mental Health Clinician
1 FTE Psychiatric Nurse
3.1 FTE Mental Health Clinicians
1 FTE Senior Substance Abuse Counselor
2 FTE Substance Abuse Counselors
2 FTE Mental Health Case Managers
County Behavioral Health operates the local psychiatric inpatient facility, a psychiatric emergency
services unit (walk-in, intake and assessment), a day-habilitative program for women with children
under age 6, outpatient alcohol and drug counseling (standard and co-occurring groups).
The county has contracts with CBOs for residential detox, and 30-to 90-day residential treatment.
There is generally capacity within these programs since Proposition 47 was passed in 2014.
Concerns have been voiced about ongoing viability of individual programs because of decreases in
clientele and increasing staffing costs, particularly when training in EBP is prioritized.
Private community clinics offer Suboxone programs and limited mental health services. Additionally,
there are a number of private substance abuse and mental health counselors/clinicians providing
services throughout the county.
What challenges does your county face in meeting these programming and service needs?
Getting the AB 109 offenders with long histories of criminal justice community supervision failure,
specifically, to engage in the various behavioral health treatment offerings.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Better linkage between County Behavioral Health and community-based residential alcohol/drug
programs to serve dual-diagnosed clients and stabilize them in treatment. Supporting training of
CBOs in EBPs.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The county declined to respond to this question.
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69
Community Corrections
Imperial County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Dan Prince FY 2014-15
Chief Probation Officer
Goal: Implement a residential treatment facility
Tammy L. Grimm
Objective: Offer enhanced treatment to drug users through a non
Presiding judge or
faith-based treatment program
designee
Progress: The County has contracted with McAlister Institute, a non
Ralph Cordova Jr.
faith-based treatment facility, which services over 300
County supervisor or
clients and offers 22 programs. The county has referred 58
chief administrative
individuals to the McAlister Institute for FY 2014-15.
officer or designee
Gilbert G. Otero
District Attorney
Goal: Begin evidence-based programming at the Day Reporting
Center
Timothy Reilly
Public Defender Objective: Begin Inside/Out program by partnering with Imperial
Valley College; 15 incarcerated adults and 15 “outside”
Raymond Loera
college students will meet weekly to complete a 1 unit
Sheriff
college course
Michael Crankshaw Measure: The first Inside/Out Program class (1 unit) will be
Chief of Police completed in December 2014
The second Inside/Out Program class (3 units) will begin
Peggy Price
in spring 2015
Department of Social
Provide monthly vocational trainings to work crew and
Services
start case management and discharge planning
Michael Horn
Progress: Additional services at the Day Reporting Center have been
Department of Mental
expanded within the fiscal year. Probation and New
Health
Creations entered into a contract to implement a Batterer’s
Rodolfo Aguayo Program which currently services 15 participants. Due to an
Department of increasing demand, offering a second Batterer’s
Employment Program is being considered. The Day Reporting Center
has also increased its participants from 50 to 70 individuals
Don Gorham who will begin evidence-based programming. Child Support
Alcohol and Substance
representatives are available and assist offenders with child
Abuse Programs and
support matters two days per week. The Sheriff’s Office
Community-based
Community Service Inmate Work Crew has also continued
organization
to perform community service projects. They have covered
938 miles of roadside clean up, collected 4,215 (10 gallon)
Todd Finnell
trash bags of litter, and have worked 1,219 hours of public
Office of Education
service. Lastly, the Sheriff’s Office will work with
Vacant Connectrex to develop a Pre-Trial Case Management
Victims’ interests System to streamline an offender’s process through the
__________________ judicial process.
The CCP meets monthly
70
Goal: Implement Affordable Care Act to those who are not enrolled
Objective: Begin the enrollment process for all inmates along with probationers
Measure: Number of individuals enrolling in the Affordable Care Act
Progress: Catholic Charities is maintaining presence at the Day Reporting Center and has
enrolled approximately 406 incarcerated individuals and participants/probationers at
the Day Reporting Center.
Goals, Objectives, Outcome Measures and Progress FY 2015-16
Goal: Continue the Inside/Out College Program
Objective: Provide college courses to 15 incarcerated individuals and 15 community college
students in the field of life skills and substance abuse
Measure: College courses offered in life skills and substance abuse
Progress: Spring 2015 course was completed
Fall 2015 course was completed
Goal: Implement Self Management and Recovery Training (SMART) Recovery Substance
Abuse Counseling
Progress: Implemented SMART Recovery therapy as a component to substance abuse
counseling.
Goal: Implement a sex offender containment model
Objective: Implementation will provide services to sex offenders
Progress: Contracted with Matt Burgen, Certified Sex Offender Counselor
Implemented polygraphing of sex offenders
Use of GPS as a graduated sanction and alternative to incarceration
71
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$278,568
Other
$321,350
$56,400
Day Reporting Center Operations
$279,000
$209,105
Public Defender
$215,709
$272,731
District Attorney
$217,648
$1,844,742
Sheriff
$661,503
$609,772
Behavioral Health
$240,000
$1,608,231
Probation
$1,893,890
FY 2015-16 - $4,879,549 FY 2014-15 - $3,829,100
FY 2014-15 and 2015-16 allocations including growth
72
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
73
S
V
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S
P s y c h ia tr ic S o c ia l W o r k e r
D is t r ic t A tt o r n e y
ic t im / W it n e s s S u p e r v is o r
P u b lic D e f e n d e r
b s t a n c e A b u s e T r e a tm e n t
m a r t C o u n s e lin g S e r v ic e s
K e y C a r d T e c h n o lo g y
K io s k R e p o r t in g
S o b e r L iv in g H o u s in g
T r a n s it io n a l H o u s in g
M e d ic a tio n S u p p o r t
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The county declined to respond to the optional questions.
Community Corrections Inyo County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Jeffrey L. Thomson FY 2014-15
Chief Probation Officer
Goal: Improve in-custody re-entry services
Pamela Foster
Objective: Create a new re-entry services coordinator position
Presiding judge or
designee Hire a re-entry services coordinator
Development a re-entry services program
Kevin Carunchio
County supervisor or Measure: Personnel records
chief administrative Program Plan
officer or designee
Progress: A new re-entry services coordinator position was
created and successful filled
Thomas Hardy
District Attorney and Vic- The jail has a new re-entry services program for
tims’ interests in-custody inmates
Vacant
Public Defender Goal: Sustain alternative sentencing programs, treatment
programs and offender supervision
William Lutze
Objective: Keep jail population under 99 inmates
Sheriff
Continue treatment programs within the jail
Chris Carter Field supervision of realigned population
Chief of Police
Measure: Population of the jail
Jean Tuner Graduation/completion of programs
Department of Social
Field contacts
Services
Progress: The jail population has not reached 99 inmates in the
Dr. Gail Zwier last year
Department of Mental
Several inmates have graduated from ongoing
Health
treatment programs throughout the year and we have
had inmates successfully test for GED,
Marilyn Mann
Department of A dedicated Deputy Probation Officer is assigned to the
Employment and realigned population for field contacts and
Alcohol and Substance supervision
Abuse Programs
Dr. Terry McAteer Goal: Reduce recidivism rates in Inyo County
Office of Education
Objective: Less than California Department of Corrections parole
average rate of 70%
Sheila Turner
Community-based Measure: BSCC definition of recidivism
organization
__________________ Progress: Last year our recidivism rate for the realigned population
was under 70%
The CCP meets monthly
74
Goals, Objectives, Outcome Measures and Progress FY 2015-16
Goal: Implement a case management system in Probation and District Attorney (DA)
Objective: Implement a robust case management system to assist with data collection,
outcome measures and case management
Goal: Sustain alternative sentencing programs, treatment programs and offender
supervision
Objective: Keep the jail population under 99 inmates
Expand treatment programs within the jail
Work with re-entry coordinator for the supervision and case management of
realigned population
Measure: Population of jail
Re-entry service plan
Goal: Expand the inmate work program
Objective: Expand the inmate work program to include the realigned population
Measure: Number of realigned inmates that participate in the inmate work program
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$300,000
Catastrophic Illness Fund
$90,000
District Attorney's Office
$2,029
$39,828
Health and Human Services
$11,311
$104,200
Sheriff's Office
$98,520
$137,078
Probation Department
$26,996
FY 2015-16 - $671,106 FY 2014-15 - $138,855
Inyo County does not allocate a specific amount of funds to any one department or agency. Instead,
each department develops a budget that is approved by the Board of Supervisors. Funds are
distributed to each department as expenditures are made. These expenditures are approved by the
CCP Executive Committee Chair prior to disbursement.
75
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
The county did not provide this information for FY 2015-16
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
The county did not provide this information
76
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, we share a data analyst with Health and Human Services for different services and programs
such as, treatment programs in the jail, jail population numbers, probation population numbers and
risk/needs assessment data.
Does the county consider evaluation results when funding programs and/or services?
Our programs are relatively new, however if we evaluate a program that is not having success, we
will no longer use it.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism and average daily population.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more. All of our programs within the jail are evidence-based programs with the exception of
the jail inmate work program. Electronic monitoring is a major component to our pre-trial services.
The probation department uses a validated risk/needs assessment tool for case management
decisions. The re-entry coordinator uses a case management tool to develop case plans and
re-entry goals for the in-custody realigned population.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Inyo County has very few community-based organizations that are involved in the criminal justice
system. We have one private provider that offers any type of group therapy including a 52 week
Domestic Violence Program Most of our treatment services are provided by the County including
alcohol and drug services (AODS), Moral Reconation Therapy™ (MRT™), Aggression Replacement
Training® (ART®), parenting, mental health services and public health.
What challenges does your county face in meeting these programming and service needs?
The lack of available services. The struggle of recruiting qualified applicants for county positions.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
We provide a re-entry coordinator in the jail to help the realigned population coordinate services,
treatment programs and educational programs once they are returned to the community.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
We implemented MRT™ in FY 2014-15. MRT™ is a Cognitive Behavioral program for substance
abuse treatment and offender populations.
77
Community Corrections Kern County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
T.R. Merickel
FY 2014-15
Chief Probation Officer
Terry McNally Goal: Continue to increase program availability for the Kern
Presiding judge or County adult criminal justice population
designee
Objective: Maintain funding for current programs addressing the
needs of the Kern County adult criminal justice
Leticia Perez
population
County supervisor or
chief administrative Measure: Maintain funding for current community-based
officer or designee organization (CBO) programs
Lisa Green Funding CBO programs
District Attorney
Progress: County staff began the process of developing a
Konrad Moore competitive request for proposals (RFP) process to award
Public Defender $5,102,115 in AB 109 funding approved by the CCP to
community-based organizations and $375,000 in BSCC
Donny Youngblood
funding
Sheriff
Greg Williamson
Chief of Police Goal: Continue participation in the Pew-MacArthur Results First
Benefit-Cost Analysis
Dena Murphy
Department of Social Objective: Compile a comprehensive list of available programs and
Services examine program effectiveness
Bill Walker Create a recidivism cohort to determine the Kern
County adult recidivism rate
Department of Mental
Health Determine the long-term costs, benefits and the
payback period for programs and services in Kern
Teresa Hitchcock
County
Department of
Employment Measure: Completion of the Kern County adult criminal justice
program inventory
Alison Burrowes
Alcohol and Substance Calculation of the Kern County adult recidivism rate
Abuse Programs Creation of a report outlining the long-term costs,
benefits and the payback period for programs and
Christine Lazardi-
services in Kern County
Frazier
Office of Education Progress: On December 16, 2015, a two-page brief will be presented
to the CCP summarizing key findings, interim successes,
Tom Corson
Kern County's six year recidivism rate, the projected
Community-based
cost-effectiveness of current adult criminal justice
organization
programs, recommendations and next steps
Linda Finnerty
Victims’ interests
__________________
The CCP meets
quarterly
78
Goal: Create a Strategic Plan to improve outcomes of the Kern County adult criminal justice
population
Objective: Create an Ad Hoc Committee and secure a consultant charged with the creation of
an AB 109 Strategic Plan
Create goals, objectives and outcome measures for the Kern County CCP
Create a narrative explaining goals, objectives, outcome measures and a plan to
achieve outcome measures
Measure: Creation of an Ad Hoc Committee and retention of a consultant
Creation of goals, objectives and outcome measures
Adoption of a Strategic Plan by the Kern County CCP
Progress: In December 2014, a consultant was contracted to facilitate the development of a
CCP Strategic Plan. On June 17, 2015, the consultant presented a draft of the plan
with subsequent approval of a final plan on July 15, 2015
Goals, Objectives, Outcome Measures and Progress FY 2015-16
Goal: Provide funding opportunities for CBOs to provide services to the criminal justice
population in Kern County
Objective: Provide an open, fair and competitive process for offender re-entry services
Develop a system for tracking CBO participant demographics, services, outcomes,
cost per participant and program quality
Measure: Approve selected CBOs to provide services
Acquire a system for tracking CBO participant outcomes
Progress: On behalf of the CCP, the Probation Department opened an RFP to provide
community-based services for AB 109 individuals in Kern County on October 15,
2015, totaling $5,102,115. On December 16, 2015, the Project Facilitator will present
the RFP Evaluation Committee's recommendations. Additionally, the RFP Steering
Committee will be requesting $30,000 to purchase a case management system, which
will be provided to CBO's to track participant demographics, services, outcomes and
other data points as necessary
79
Goal: Incorporate evidence and research into program development and policymaking
Objective: Develop framework for using the Kern County Results First model and national
research when developing and/or expanding programs
Monitor investments and program outcomes
Evaluate currently funded programs and practices
Measure: Incorporate strategies to utilize the Kern County Results First model and national
research when developing and/or expanding programs into the Kern County CCP
Implementation Plan
Incorporate strategies to conduct program evaluations, monitor programs and
monitor program outcomes into the Kern County CCP Implementation Plan
Periodically present findings and/or reports on the implementation of strategies
outlined above
Progress: Incorporating language into CBO contracts requiring participation in program
evaluations
Goal: Begin implementing Kern County's Strategic Plan by improving/increasing the
successful integration of the offender into the community
Objective: Identify the current number of offenders who lack safe/stable housing
Evaluate current risk/needs assessments to prioritize services needed to address
the top criminogenic needs
Develop comprehensive case plan for discharge planning to share with
coordinating agencies
Measure: Baseline data will be defined/collected in order to measure successful outcomes
Coordinating agencies, service providers and/or re-entry programs will have shared
assessment information
Increase stable housing for offenders by 10% each year of the Strategic Plan
Progress: Several of the CCP agencies are in the process of adding additional staff to allow Kern
County to reach the goals outlined in the Strategic Plan. The addition of this staff will
make it possible to focus on the tasks of evaluating current programs, collect more
accurate data and information, better monitor current CBO’s as well as seek out future
funding opportunities for the County
80
81
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Employers' Training Resource & Paid-Work $528,243
Experience Program $436,471
Mental Health and Substance Abuse $5,494,453
Services $4,423,818
$2,453,526
In-Custody Services
$1,545,780
Virtual Jail Program (Including Sheriff's $2,255,486
Parole & Work Release) $1,234,862
$3,357,454
Electronic Monitoring Program/GPS
$3,984,420
$591,624
Pre-Trial Release Program
$796,856
$930,160
Evidence-Based Program Unit
$561,936
$8,073,665
Intensive Community Supervision
$7,049,511
$920,000
Day Reporting Center
$920,000
FY 2015-16 $24,605,611 FY 2014-15 $20,953,654
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, Kern County conducted a Day Reporting Center (DRC) Evaluation Study to examine the
recidivism rates of the DRC participants. Three groups were analyzed: those who graduated from
the DRC program; those who participated in the program for at least 90 days but did not graduate;
and a control group who did not participate in the DRC but had similar characteristics as those who
did. It was concluded that the DRC program significantly reduces recidivism for high-risk offenders
and saves the taxpayers a significant amount of money through a reduction in incarceration,
prosecution, defense, courts, supervision and victimization costs.
Results First Project: In 2014 Kern County participated in the Pew-MacArthur Results First Initiative
(Results First). Representatives from several County agencies have developed a comprehensive
program inventory, calculated a cumulative Kern County recidivism rate, determined county specific
criminal justice costs and populated the Kern County Results First Model. This information will be
provided to policymakers to assist with programmatic decisions.
Community-Based Organization (CBO) Monitoring: The County contracts with several CBOs to
provide re-entry services such as residential/transitional housing, transportation, substance abuse
services, vocational and educational services and case management services. Monitoring Includes:
On-site visits, monthly meetings and CBO annual reviews. Currently researching program
management and outcome software for tracking participant demographics, services, outcomes, cost
per participant and program quality.
Public Policy Institute of California (PPIC) Data Pilot Project: This pilot project will allow our County
to collect data elements that will allow for the identification of best practices among our county's
corrections agencies and measure offender behavior and system performance under Public Safety
Realignment.
Does the county consider evaluation results when funding programs and/or services?
Yes, the DRC evaluation/study was used to expand the DRC and to create a Drug DRC that
specifically focuses on substance abuse. This study was used to justify and fund a doubling of
capacity from 200 to 400 per year and extend contract for two additional years. Results First Benefit-
Cost Analysis will be used to help determine which currently funded programs are cost beneficial
allowing the CCP to spend tax payer dollars more wisely and make the community a safer place to
live. The model will be used to assess current and proposed programs.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction and
treatment program completion rates.
82
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
41-60%. These programs include: Sheriff Evidence-Based Programming Unit, Probation Evidence-
Based Programming Unit, Day Reporting Center, Intensive Community Supervision, Pre-Trial
Release Program, Electronic Monitoring Program, Virtual Jail In-Custody programming, Mental
Health/Substance Use Disorder - Matrix, Seeking Safety, Moral Reconation Therapy™ (MRT™),
Motivational Interviewing and Stages of Change Work Experience & Training Programs.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
The AB 109 programs funded within Kern County Mental Health encompass both in-custody
services and outpatient post-release mental health and substance use disorder (SUD) services.
These services are designed to meet the needs of the population, including chronic and persistent
mental illness and/or co-occurring substance use disorders, anger management, peer support
systems, transitional housing needs, psychological trauma, errors in reasoning or criminal thinking.
Services also include linkages to physical health-care providers, community support systems and
education/employment resources.
In-Custody Services include:
Stages of Change and Motivational Interviewing
Seeking Safety
MRT™
Matrix
Outpatient Services include:
Adult Transition Team (ATT)
Aggression Replacement Training (ART®)
In-Custody Services listed above are continued in outpatient settings, maintaining a continuum of
care
Crisis Services include:
Mobile Evaluation Team (MET)
Psychiatric Evaluation Center/Crisis Stabilization Unit (PEC/CSU)
Substance Use Disorder (SUD) Outpatient Services:
SUD services are organized into five levels of care. Each level is defined by eligibility criteria
treatment goal and expected service package for each individual enrolled
What challenges does your county face in meeting these programming and service needs?
1. Providing services in a large county with rural, remote and isolated areas.
2. Limited funding to increase capacity for providing programming and services.
3. Limited qualified CBOs that can meet the needs of our offender.
83
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Improved communication, collaboration and rapport with partner agencies, CBOs and groups
Sharing of information, assessments, data and resources
Developing a county-wide criminal justice cost/benefit analysis
The following are news articles regarding specific criminal justice programs and their effectiveness in
Kern County:
"Kern's Attitude Toward Criminals Flips a 180", November 8, 2015 http://www.bakersfield.com/
columnists/2015/11/07/lois-henry-kern-s-attitude-toward-criminals-does-a-180.html
"Setting Criminals on the Path to the 'Straight Life'", November 15, 2015 http://www.bakersfield.com/
columnists/2015/11/21/lois-henry-setting-criminals-on-path-to-the-straight-life.html
"ACLU Gives Kern Justice System a Nod and a Nudge", November 10, 2015 http://
www.bakersfield.com/Columnists/2015/11/10/LOIS-HENRY-ACLU-gives-Kern-justice-system-a-nod-
and-anudge.html
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Day Reporting Center: The DRC is a "one-stop shop" for moderate to high-risk offenders. Services
include: Cognitive Behavioral Therapy, counseling, drug testing, drug education, educational ser-
vice, employment services and much more. In Kern County we have observed a correlation between
graduation from the DRC and a 23% drop in recidivism when compared to a control group. Please
see the Kern County DRC Study for more information. http://www.kernprobation.com/ab109ccp-
realignment/plans-and-reports/
Matrix: The Matrix Model is the modality of treatment for individuals with substance use disorders
that provides interventions utilizing Cognitive Behavioral Therapy and uses a framework of
motivational interviewing for engaging individuals in treatment and helping them achieve abstinence.
Participants learn about issues critical to addiction and relapse, receive direction and support from a
certified counselor, become familiar with self-help programs, and are monitored for drug use by
testing. In Kern County, substance use disorder treatment is provided to individuals requiring
outpatient, intensive and residential services. In FY 2014-15, substance use disorder treatment
using the Matrix Model in Kern County served 2185 individuals. Out of the 2,185 individuals, 1,547
individuals did not attend their substance abuse appointment. Out of the 1,547 individuals that didn't
show, 1,193 were unduplicated individuals, as it not uncommon that individuals will reschedule their
appointments after not attending first treatment appointment.
84
In-Custody Programs: The Sheriff's Office provides a variety of In-Custody Programs including GED
preparation, Life Skills, parenting, anger management, domestic violence, substance abuse, health,
art, auto-body, cafeteria and food Services, computer classes, and a Veterans' program. Though
many of these programs are grant funded, AB 109 funding provides staff, supervision, supplies and
administrative costs for these programs. In FY 2014-15 these programs served a combined total of
3,905 participants (NOTE: this is a duplicative count; many participants enroll in multiple programs).
Community-Based Sober Living Environments: Kern County contracts with six community-based
sober living environments. In addition to drug and alcohol free living environments, these
organizations also provide drug testing, require counseling, and aid participants in educational and
employment attainment. In FY 2014-15 these organizations saved 51,808 jail bed days, had 466
successful completions and maintained an 86% retention rate.
85
Community Corrections Kings County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Kelly Zuniga FY 2014-15
Chief Probation Officer
Goal: Continue to implement a system of alternatives to
Jeff Lewis
incarceration for pre- and post-convictions
Presiding judge or
designee Objective: Increase alternatives to incarceration programs for both
pre-and post-convictions
Doug Verboon
County supervisor or Research and develop additional pre-trial options for
chief administrative offenders
officer or designee
Measure: Recidivism rates for non-sex offenders, non-violent
offenders and non-serious offenders
Keith Fagundes
District Attorney Continue to track the data to measure the success of
the alternative programs
Marianne Gilbert
Public Defender Progress: Expansion of rehabilitation beds and the Day Reporting
Center is allowing Kings County to explore viable options to
David Robinson incarceration
Sheriff
Darryl Smith Goal: Collaborate with local agencies to provide local resources
Chief of Police to Post-Release Community Supervised offenders
Sanja Bugay Objective: Identify and establish increased collaboration with local
Department of Social agencies
Services
Increase the local resources for Post-Release
Community Supervised offenders
MaryAnne
FordSherman Measure: Number of offenders sentenced to alternative and
Department of Mental probation programs
Health and Alcohol and
Number of offenders sent to state prison and local
Substance Abuse
custody
Programs
Progress: 549 offenders are on electronic monitoring
John Lehn
Department of 89 offenders are in residential treatment program and all
Employment attended the Day Reporting Center
Tim Bowers
The CCP reports it will use the same goals, objectives and outcome
Office of Education
measures identified above in FY 2015-16.
Jeff Garner
Community-based
organization
Julia Patino
Victims’ interests
__________________
The CCP meets
annually
86
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
Public Works $64,315
$50,664
$1,905,829
Probation Department
$1,783,259
$88,164
County Counsel
$88,164
$276,736
District Attorney's Office
$114,027
$131,799
Human Resources Department
$131,799
Defense of the Accused $31,000
$27,500
$6,176,651
Sheriff's Department
$5,858,185
$94,981
County Administrative Office
$94,981
FY 2015-16 - $8,769,415 FY 2014-15 - $8,148,579
FY 2014-15 Allocation: $7,327,496. Realignment fund balance drawn down to balance budget:
$821,083.
FY 2015-16 Allocation: $7,560,265. Realignment fund balance drawn down to balance budget:
$1,209,210.
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
In FY 2014-15, $203,300 was allocated to the Probation Department for electronic monitoring.
In FY 2015-16, $186,150 was allocated to the Probation Department for electronic monitoring.
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
The county reported no allocations to non-public agencies for programs and services.
The county declined to respond to the optional questions.
87
Community Corrections Lake County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Rob Howe FY 2014-15
Chief Probation Officer
Goal: Increase the number of clients receiving, participating in
and completing evidence-based programming services
Stephen Hedstrom
Presiding judge or
Objective: Improve effectiveness of programs offered by
designee
expanding access to clients
Matt Perry Add and expand offered programs
County supervisor or
Measure: Number of clients enrolled, attending and completing
chief administrative
programs
officer or Designee and
Department of Recidivism rates of clients completing program
Employment compared to clients not attending or completing
programs
Don Anderson
Progress: We have seen a 20% increase in program completion rates
District Attorney
Angela Carter
Goal: Improve the continuum of services from in-custody, to
Public Defender
supervised, to discharge
Brian Martin
Objective: Add in-custody services
Sheriff
Increase the use of full residential programs as part of
Brad Rasmussen the continuum
Chief of Police
Measure: Success rates of clients receiving services throughout
custody and supervision against those who do not
Carol Huchingson
Department of Social
Services
Goal: Improve supervision through the use of electronic
Linda Morris monitoring
Department of Mental
Objective: Increase the use of electronic monitoring in the
Health and Alcohol and
Alternative Work Program
Substance Abuse
Programs Increase supervision effectiveness with fewer staff
Brock Falkenberg
The CCP reports it will use the same goals, objectives and outcome
Office of Education
measures identified above in FY 2015-16.
Dr. Robert Gardner
Community-based
organization
Debbie Wallace
Victims’ interests
__________________
The CCP meets semi-
annually
88
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$147,781
Behavioral Health
$130,000
$1,256,207
Sheriff's Department
$735,000
$448,900
Public Health
$420,000
$934,910
Probation Department
$934,910
FY 2015-16 - $2,274,854 FY 2014-15 - $2,109,256
An additional $110,654 in carry-over funds were used in the FY 2014-15 budget
An additional $512,944 in carry-over funds were used in the FY 2015-16 budget
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
$9,000
Risk Assessment training
$9,000
$150,000
In-Custody programs & services
$150,000
$25,000
Electronic Monitoring
$25,000
Full Service DRC (Out-of- $636,000
Custody)* $636,000
$18,775
Remote location DRC*
$18,775
FY 2015-16 - $838,775 FY 2014-15 - $838,775
*Day Reporting Center
89
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
90
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Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
All programs and services are evaluated annually by the CCP Executive Committee. These
evaluations are used to justify and approve funding requests. How they are evaluated varies
depending on program. Most of our programs are evaluated by participation, completion and
ultimately recidivism rates of those that completed the program.
Does the county consider evaluation results when funding programs and/or services?
Yes, results of programs funded are considered annually by the CCP Executive Committee when
deciding and approving funding requests.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definition for average daily population.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
41-60%. A large portion of our funds are dedicated to the operation of Day Reporting Centers
(DRCs), in-custody treatment, mental health and alcohol and other drug dependency treatment.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Behavioral Health receives funding for a Mental Health Specialist, Substance Abuse Counselor and
a portion of Staff Psychiatrist position. These positions are dedicated exclusively to realignment
clients, either in-custody or at our DRC. Funding ($56,000) is also provided for full residential
substance abuse sober living environment treatment and for full service DRC and a remote check in
DRC ($786,100).
What challenges does your county face in meeting these programming and service needs?
Our primary challenge has simply been getting clients to participate and take advantage of the
programs we offer.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
In the past we contracted out for our DRC. Beginning in FY 2015 we opened our own Probation-
managed DRC. This has allowed us to increase our staff, lower supervision ratios, increase our own
training and better track our progress.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
We believe our newly opened, Probation managed DRC is the most promising program we have.
We hope to have data to support that opinion soon.
91
Community Corrections Lassen County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Jennifer Branning FY 2014-15
Chief Probation Officer
Goal: Expand use of alternatives to incarceration
Michele Verderosa
Objective: Use assessment tools in determining eligibility and to
Presiding judge or
maintain public safety
designee
Use electronic monitoring for low-risk offenders: reduce
Richard Egan job loss, number of offenders entering/leaving the facility
County supervisor or each day (work/school furlough and trustees)
chief administrative Use inpatient treatment programs for low-risk offenders to
officer or designee
reduce recidivism
Stacey Montgomery Measure: Number of electronic monitoring days rather than jail bed
District Attorney and Vic- days
tims’ interests Number of inpatient treatment bed days rather than jail
bed days
Rhea Giannotti
Public Defender Number of violations of the terms of participation in
alternative programs
Dean Growdon
Progress: Electronic monitoring was served in place of 2,800 jail bed
Sheriff
days
Tom Downing
Chief of Police Goal: Establish/maintain a Day Reporting Center (DRC) for use by
offenders under the supervision of probation and sheriff's
Melody Brawley
alternative to incarceration program
Department of Social
Services and Objective: Locate a site for a permanent facility
Department of
Recruit and hire a full time DRC coordinator
Employment
Increase the number of offenders from Probation and
Sheriff’s Office who are referred to DRC for programs
Pam Grosso
Department of Mental and case management
Health and Alcohol and
Measure: Number of program hours completed
Substance Abuse
Programs Number of offenders referred to the DRC
Number of participants completing the DRC
Patti Gunderson
Progress A permanent site has been selected, a full-time program
Office of Education
coordinator was hired
Vacant
Community-based
organization
__________________
The CCP meets monthly
92
Goal: Establish a data committee, develop a local plan for data collection with data
definitions
Objective: Establish a data work committee
Establish data points and methods for collection
Establish a process for compiling data
Measure: Local data points and measures identified
Local data collection methods identified
Progress: Data committee planning is currently underway and data points are being identified
Goals, Objectives, Outcome Measures and Progress FY 2015-16
Goal: Restructure and maintain a DRC for use by offenders referred by Probation and the
Sheriff's Office
Objective: To provide efficient and adequate services for offenders at DRC
To increase the number of offenders participating in services at the DRC
Increase the number of offenders from Probation and Sheriff’s Office who are
referred to the DRC
Measure: Number of offenders referred to the DRC
Number of new convictions the DRC participants receive
Number of new services the DRC participant is receiving since participating in the
DRC
Progress: Currently working on restructuring and establishing the DRC in the new location
Goal: Expand use of alternatives to incarceration
Objective: Use assessment tools in determining eligibility and to maintain public safety
Use electronic monitoring for low-risk offenders to reduce job loss and offenders
entering and leaving the facility each day (work/school furlough and trustees)
Use inpatient treatment programs for low-risk offenders to reduce recidivism and
increase vocational training opportunities for offenders serving an alternative
sentence
Measure: Number of electronic monitoring days rather than jail bed days
Number of inpatient treatment bed days rather than jail bed days
Number of violations of the terms of participation in alternative programs
93
Goal: Establish a data committee, develop a local plan for data collection with data
definitions
Objective: Establish data work group
Establish data points and methods for collection
Establish process for compiling data
Measure: Local data points and measures identified
Local data collection methods identified
Local data collection plan completed
Progress: Currently working to establish a data work group and identify data points not currently
being collected
94
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P u b lic D e f e n d e r
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Northpoint compass assessment tool
$1,572
Food, clothing, & other services for realigned
jail population $323,000
$16,000
Electronic Monitoring costs contractor
$12,000
$350,000
Services: Outpatient medical Services for
realigned offenders $150,000
$5,000
Change Companies materials
$5,289
Correctional Deputies Inmate Services $125,420
Officers (1.5 FTE)** $125,420
$50,334
Correctional Clerk (1 FTE)*
$50,334
$75,000
In-Custody Services
$75,000
FY 2015-16 $621,754 FY 2014-15 $730,615
*These Correctional Deputies Conduct assessments specific to offender risk and needs. They
process and research all applications for alternatives to incarceration. They make recommendations
related to eligibility for alternatives and work assignments, coordinate re-entry, and coordinate
treatment programs for offenders who are in-custody and on alternatives to incarceration. They also
manage offenders on alternatives to incarceration programs, including electronic monitoring,
Sheriff’s Work Assistance Program (SWAP) and participation in residential treatment programs.
**This clerk position conducts assessments of new bookings for classification and initial evaluation
of custody status and potential alternatives to incarceration. They accept and process applications
for alternatives to incarceration and do other work to support alternative custody programs.
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
The county reported no allocations to non-public agencies for programs and services.
95
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
No, we are currently tracking the effectiveness of our programs through recidivism reduction. We are
in the process of acquiring a new case management program that will allow us to better evaluate
effectiveness of programs.
Does the county consider evaluation results when funding programs and/or services?
We plan to, but have not implemented extensive programs yet.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction, length of
stay and treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
20% or less.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
The majority of services offered in our area are public county-based voluntary outpatient community
services.
What challenges does your county face in meeting these programming and service needs?
One of the largest obstacles for our community is under-staffing and the lack of qualified applicants
to fill the positions.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Utilizing evidence-based programs and curriculum that provide measurable outcomes.
Our electronic monitoring (EM) program has proven successful, but we have made some
modifications through lessons learned. We have used multiple community supervision
assessment tools and found that the Ohio Risk Assessment System-Community Supervision
Tool best fits our needs. We also tested multiple EM service vendors and ultimately went with a
company that has a 24-hour a day call center for monitoring and offered two options for alcohol
monitoring. The alcohol monitoring has allowed us to place people on alternatives to
incarceration programs that would not have been eligible otherwise. It has allowed the offenders
to remain employed and prevented them from relapsing.
Our motor pool vocational program provides offenders an opportunity to work on county vehicles
under supervision. We initially used offenders who were in-custody, but had a number of issues
with contraband. We reevaluated the program and decided to staff the program with offenders
who were placed in alternatives to incarceration programs. Offenders report to the jail each day
where they work in the motor pool and attend classes in the Day Reporting Center.
96
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Change Company curriculum has had positive results within our facilities and the Day Reporting
Center.
EM resulted in around 2,800 jail bed days saved in the 2014-2015 fiscal year. Offenders on EM
report to a variety of work/vocational training assignments, as well as the Day Reporting Center.
We recently had a local male offender in his 20s who had a long term to serve and many felony
convictions. He scored moderate on our assessment tool which caused some concern, but we
wanted to give him an opportunity, so we placed him on EM. He reported to the jail each
weekday and worked on county vehicles under supervision. He learned basic vehicle
maintenance and repair skills in the motor-pool, and learned life skills through programming in
the Day Reporting Center. Prior to his release from EM, we were able to help him find a job with
a contractor who provides services to the Department of Defense. He successfully completed his
term on EM and is still employed.
97
The Los Angles
Los Angeles County
Community
Corrections
Goals, Objectives, Outcome Measures and Progress
Partnership is known as the
Countywide Criminal Justice
FY 2014-15
Coordination Com-
mittee (CCJCC)
Goal: Incorporate Substance Use Disorder (SUD) education and
Membership treatment into the Sheriff Department’s Education-Based
(November 2, 2015) Incarceration (EBI) programming for N3 (Public Safety
Realignment) inmates
Jerry Powers
Chief Probation Officer Objective: Identify contract provider and additional staff for this
program
James Brandlin
Presiding judge or Plan drug education program for N3 female inmates
designee
Plan direct SUD treatment services delivery for N3
Sachi Hamai female inmates
County supervisor or
Measure: Selection of contract provider and hiring of staff for this
chief administrative
program
officer or designee
Timetable for implementation of drug education services
Jackie Lacey
and direct SUD treatment services for AB 109 female
District Attorney and Vic-
inmates
tims’ interests
Progress: A contract provider has been selected and staffing will soon
Ron Brown
be in place. Currently, no inmates have yet been placed, but
Public Defender
the Department of Public Health (DPH), Sheriff’s Department
Jim McDonnell
and Department of Health Services (DHS) continue to plan
Sheriff
for the implementation of this program, which is expected to
Charlie Beck begin in FY 2015-16.
Chief of Police
Sheryl Spiller
Department of Social Goal: Increase apprehension and arrests of Post-Release
Services Community Supervision (PRCS) absconders
Marvin Southard Objective: Coordinate with other County Departments and law
Department of Mental enforcement agencies to identify and apprehend
Health absconders with active arrest warrants
Cynthia Banks
Measure: Increase the number of absconders who are arrested in
Department of
comparison to that of the previous year
Employment
Progress: There were 396 Post-Release Sentenced Person (PSP)
Cynthia Harding
Parolee-At-Large (PAL) arrests in fiscal year 2014-2015,
Alcohol and Substance
which is a 53% increase over the 258 PSP PAL arrests in
Abuse Programs
fiscal year 2013-2014. The apprehension of each
Vacant absconder is tracked in PALTRAC. Many absconders have
Office of Education
been located and arrested in neighboring counties.
Troy Vaughn
Community-based
organization
__________________
The CCJCC meets
monthly
98
Goal: Develop a centralized system to facilitate Public Safety Realignment data analysis and
reporting between departments
Objective: Build an interface between Justice Automated Information Management
Statistics (JAIMS) system and Treatment Courts Probation Exchange (TCPX)
system
Create data exchange processes to enable demographic statistical reports for AB
109 inmates
Measure: Completion of interface between Statistics JAIMS system and TCPX system
Complete and deploy to production demographic statistical reports for Public Safety
Realignment individuals
Progress: Demographic statistical reports for AB 109 individuals have been completed and
deployed to production. A Memorandum of Understanding for the data exchange has
been submitted, the interface architecture is set with required data elements from
TCPX documented and replication software for JAIMS/TCPX replication has been
purchased and is ready for deployment. The requirements gathering for the JAIMS/
TCPX interface is complete and the team is set to begin development. A staff person
was hired on January 26, 2015 to assist with this project.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2015-16.
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$7,600,000
Office of Diversion
$50,000
Conflict Panel $50,000
$1,456,000
Alternate Public Defender’s Office
$965,000
$2,887,000
Public Defender’s Office
$2,185,000
$319,000
Chief Executive’s Office
$237,000
$28,877,000
Mental Health Department
$28,741,000
CCJCC $228,000
$178,000
Auditor Controller $246,000
$237,000
$4,482,000
District Attorney’s Office
$2,899,000
$13,576,000
Health Services Department
$15,519,000
$1,019,000
Information Systems Advisory Body
$594,000
$14,780,000
Public Health Department
$12,904,000
Fire Department $5,745,000
$5,045,000 $184,314,000
Sheriff’s Department
$173,293,000
Probation Department $81,578,000
$74,729,000
FY 2015-16 - $347,157,000 FY 2014-15 - $317,576,000
99
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
100
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FY 2014-15: Probation (Community Supervision of PSPs and N3s $63,805,000—Direct
Supervision $52,684,000, HUB/Custody Liaison $5,826,000, Pre-Release Center $3,955,000, Local
Law Enforcement Partnership $1,340,000; CBO Services and Fixed Assets $10,924,000); Sheriff
(Custody Operations $152,714,000, In-Custody Programs $7,003,000, Valdivia $1,554,000, Parole
Compliance Unit $10,814,000, Fire Camps $1,208,000); Fire (Fire Camp Training $537,000, Fire
Camp Operations $4,508,000); Public Health (Community-Based Services $8,126,697—Community
-Based Services $6,396,376, Community Assessment Services Center (CASC) $1,730,321;
Substance Treatment and Re-Entry Track (START) $2,679,325, Administrative Oversight
$2,097,978,—Contract and Program Monitoring $1,447,978, Data Management $650,000); Mental
Health (Community-Based Services $34,977,135—Direct Services $8,347,237, State Hospital
$975,000, General Outpatient Contract Services $24,256,998, Medications $1,397,900; In-Custody
Services $4,963,205—Mental Health Court Program (MHCP) $4,963,205; Other Revenue
$(11,199,340)); Health Services (Inmate Medical Services at LAC+USC $15,306,000, PRCS
Medical Care Coordination $213,000); Chief Executive’s Office (Program Oversight $237,000);
Auditor Controller (Claims Processing $237,000); Countywide Criminal Justice Coordination
Committee (Public Safety Realignment Team (PSRT) $178,000); Information Systems
Advisory Body (Justice Automatic Information Management Statistics (JAIMS) $594,000).
FY 2015-16: Probation (Community Supervision of PSPs and N3s $68,678,000—Direct
Supervision $53,145,907, HUB/Custody Liaison $6,521,707, Pre-Release Center $4,430,050, Local
Law Enforcement Partnership $4,580,336; CBO Services and Fixed Assets $12,900,000); Sheriff
(Custody Operations $163,255,000, In-Custody Programs $7,601,000, Valdivia $1,494,000, Parole
Compliance Unit $11,164,000, Fire Camps $800,000); Fire (Fire Camp Training $537,000, Fire
Camp Operations $5,208,000); Public Health (Community-Based Services $8,753,504—Community
Assessment Services Center (CASC) $2,068,294, Treatment Activity $6,685,210; Jail Health
Substance Use Disorder $3,602,920, Administrative Oversight $2,423,576); Mental Health (MH)
(Community-Based Services $33,941,413—Direct Services $7,746,506, State Hospital $525,000,
IMD Contracts $1,290,000, Non-Medi-Cal Contracts $3,927,677, General Outpatient Contract
Services $18,800,230, Medications $1,652,000; In-Custody Services $6,329,817—MH Court
Program (MHCP) $831,666, Men’s Jail MH Services (JMHS) & JMET $3,955,438, Women’s Jail MH
Services (JMHS) $1,542,713; Other Revenue $(11,394,230)); Health Services (Inmate Medical
Services at LAC+USC $11,118,000, PRCS Medical Care Coordination $213,000, Integrated Jail
Health Services $186,000, Community Health Worker Program $2,059,000); Chief Executive’s
Office (Program Oversight $319,000); Auditor Controller (Claims Processing $246,000);
Countywide Criminal Justice Coordination Committee (Public Safety Realignment Team
(PSRT) $228,000); Information Systems Advisory Body (Justice Automatic Information Management
Statistics (JAIMS) $1,019,000); District Attorney (Restitution Enhancement Program $439,000,
Prosecution $4,043,000)
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
All funding is allocated to public agencies. However, several departments receiving funding
subsequently contract with a non-public agency or agencies for services.
101
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Los Angeles County assesses the effectiveness of programs and/or services funded with its Public
Safety Realignment allocation. Reports on Public Safety Realignment are submitted to the County
Board of Supervisors on a quarterly basis. These reports provide updates on Public Safety
Realignment objectives and whether they are being met. The reports also discuss programs and
services that are being offered and how effective they are. Included with the Quarterly Reports on
Public Safety Realignment are a Quarterly Performance Measures Report and a Monthly Data
Report. The Performance Measures Report is updated by departments and tracks the progress that
they are making throughout the fiscal year in meeting their stated goals. The Data Report provides
information on relevant numbers concerning Public Safety Realignment and their trends over time.
In addition, the County of Los Angeles is currently participating in a multi-county study by the Public
Policy Institute of California (PPIC). This study is examining the implementation of Public Safety
Realignment in participating counties and the effectiveness of various programs and services.
Finally, the County is in the process of contracting with a researcher to conduct an AB 109
Evaluation. This evaluation will cover the entire extent of Public Safety Realignment in Los Angeles
County, from the time of implementation in October 2011 up to the present. Among other tasks, this
project will evaluate the effectiveness of programs and services that are funded with the Public
Safety Realignment allocation.
Does the county consider evaluation results when funding programs and/or services?
Yes, the effectiveness and results of programs and/or services – in addition to programmatic needs
identified by departments – are considered when funds are allocated.
Does the county use BSCC definitions when collecting data? If so, which?
Data is collected in a manner that can support measurements as defined in many different ways.
While county definitions may not be identical to those established by BSCC, data collection efforts
are intentionally flexible to support multiple definitions, including the BSCC’s.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more. All programs and/or services funded by Public Safety Realignment funds are evidence
based.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Through the Department of Public Health Substance Abuse Prevention and Control’s (DPH-SAPC’s)
Master Agreement Work Orders, the following categories of substance use disorders (SUD)
treatment services are available and funded with AB 109:
Outpatient Counseling Services: are alcohol and/or drug treatment and recovery services that
are provided in a drug-free, non-drinking environment, involving participation of no more than
nine hours of structured programming per week directed towards alleviating and/or preventing
alcohol and drug problems.
102
Intensive Outpatient Treatment Services (Day Care Habilitative Service): involve a minimum of
nine hours (three hours per day, three days per week) and maximum of 19 hours of structured
programming per week based on a participant’s treatment plan including assessment,
counseling, crisis-intervention and activity therapies or education.
Narcotic Treatment Program Services: utilize methadone (or levoalphacetylmethadol [LAAM] if
available and prescribed) as a narcotic replacement drug, when ordered by a physician, as
medically necessary to alleviate the symptoms of withdrawal from opioids. Participants must
receive a minimum of 50 minutes of face-to-face counseling sessions with a therapist or
counselor for a maximum of 200 minutes per calendar month.
Residential Treatment Services: is a 24-hour residential program where recovery services and/or
specialized recovery services are made available to participants who have alcohol and/or drug
problems. Program participants are to be involved in no less than six hours of planned treatment
and recovery activities per day under the supervision of trained staff.
Medication Assisted Treatment (MAT): is the use of medications in combination with counseling
and behavioral therapies, to provide a whole-participants approach to the treatment of SUD. MAT
is clinically driven with a focus on participants’ care.
Residential Medical Detoxification Services: are directed towards the care and treatment of
participants including, but not limited to, homeless participants suffering from the toxic effects of
alcohol, narcotics and/or dangerous drugs. Once a participant is admitted for detoxification,
medical staff should perform a comprehensive assessment to determine the level of prior and
recent use and to determine the level of substance abuse and dependence. These services shall
be conducted within a facility licensed and approved by the State of California, Department of
Health Care Services in accordance with current Federal and State standards for such facilities.
The types and levels of mental health services and programs available for our AB 109 population
include state hospital level of care, institution for mental disease (IMD) level of care, institution for
mental disease IMD Step-down level of care and outpatient services. The outpatient services
include Full Service Partnership-like (FSP-like), Field Capable Clinical Services-like (FCCS),
Wellness-like, and traditional outpatient (Mental health services and Co-Occurring services).
In addition, the Sheriff's Department, through the Education-Based Incarceration (EBI) Bureau,
contracts with approved adult educational schools to provide courses at all jail facilities. The
curriculum is based on California state standards, and is kept up to date with current requirements. It
includes:
Adult Basic Education: This series of courses is offered to students preparing for the formal GED
preparation course. It features a systematic "building block" approach to development of
improved reading, writing and math skills.
General Educational Development: For inmate students who have not yet achieved a high school
diploma, this program offers an alternative diploma in the form of a state-approved equivalency
series in the areas of language arts (reading, writing and comprehension skills), mathematics,
science and social studies.
The Sheriff's Department also offers a wide variety of industrial training courses designed to
increase the likelihood of employment in specific vocations after release. Here are a few
examples of the current and growing list of vocational training courses available: Cement and
Concrete Block Masonry, Commercial Welding, Residential Construction, Computer Operations
and Pet Grooming, among many others.
EBI offers a wide variety of behavior modification courses taught using a modern interactive
method known as “facilitation.” These courses include: IMPACT - a twelve-step curriculum that is
partially based upon the tenets of the Narcotics Anonymous program; and Substance Abuse
Education, which covers the physiology and psychology of substance abuse, including the
effects of drugs and alcohol on the mind and body, and strategies for quitting.
103
In partnership with the Department of Public Health (DPH), the Sheriff’s Department offers
Alternative to Custody Treatment (ATC) programming through which offenders spend the final 90
-120 days of their sentences in community-based substance abuse treatment.
Beginning in early 2016, in partnership with the Department of Mental Health (DMH), the Sheriff’s
Department will offer ATC programming through which offenders spend the final 90-120 days of
their sentences in community-based mental health and substance abuse treatment.
What challenges does your county face in meeting these pogramming and service needs?
r
Some of the challenges to meeting programming and service needs are as follows:
Staffing and office space needs: The higher-than-anticipated risk level of Post-Release
Community Supervision (PRCS) individuals presents a challenge for the Probation Department.
While AB 109 caseloads have dropped, the level of risk and needs of this population places
additional demands on supervision. In addition, limited office space presents a challenge for the
delivery of evidence-based services.
Jail bed funding: AB 109 funding is insufficient to maintain the jail beds for the current population
of 3,500. This funding shortage limits the Sheriff Department’s ability to greatly expand its
programming options.
Sex Offender Treatment: Since the inception of Public Safety Realignment Act, DPH-SAPC and
its county partners have continued to identify a gap in treatment services for the sex offender
population currently under AB 109 supervision. Residency restrictions placed on registered sex
offenders create barriers for this population to access needed treatment services.
Housing and treatment infrastructure needs: The county continues to address the challenge of
meeting long-term housing needs for supervised persons with mental health issues and chronic
medical issues. Expanding employment opportunities and residential substance abuse services
for supervised individuals also remains an ongoing challenge.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Public Safety Realignment implementation in Los Angeles County is continually evolving. Some of
the programmatic changes that have been made since implementation began include the following:
Co-Location of Deputy Probation Officers (DPOs): The individuals that were released to the
County on PRCS were of higher risk than had been expected. DPOs are now co-located with
local law enforcement agencies to conduct compliance checks on Post-Release Sentenced
Persons (PSPs).
Expanded treatment modalities: In addition to the individuals on PRCS being higher risk than
expected, the treatment needs of individuals were higher than expected. The DPH-SAPC
expanded available treatment modalities to address this issue.
Training for treatment providers: Treatment providers were not all equally trained to work with
forensic populations. To address this, the DMH designed a curriculum to enhance knowledge
and practices related to engagement and treatment of persons with mental health and
co-occurring disorders with criminal justice backgrounds.
Beginning in January 2014 and continuing through the last fiscal year, the following courses have
been offered to treatment providers and DMH staff: Assessment and Treatment of AB 109
population; Co-occurring Disorders Assessment with the Forensic Population; High Fidelity
Cognitive Behavioral Treatment/evidence-based programs (EBP); Seeking Safety (Trauma
focused and Substance Abuse Treatment/EBP); Complex World of Anti-Social Personality
Disorders; Crisis Oriented Recovery Services/EBP Model; SSI and Benefits Training for the AB
109 Population; and Treatment and Management of Sex Offenders.
104
START Program: The Sheriff's Department is partnering with DPH-SAPC to implement the
Substance Treatment And Re-entry Transition (START) program. The program just launched at
the end of June 2015 and has begun placing sentenced female inmates into community
substance use disorder treatment beds as an alternative custody placement. Once fully
operational, this program will provide a total of 65 community beds for female participants.
COIN program: The Co-Occurring Integrated Care Network (COIN) was implemented in 2013 by
DPH-SAPC, DMH, and the Probation Department to address the needs of PSPs with chronic
SUD and severe and persistent mental illness. COIN provides residential mental health and
co-occurring disorder treatment at the County’s Antelope Valley Rehabilitation Center to PSPs
referred by the AB 109 Revocation Court.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Skid Row Pilot Project: was developed in 2015. This program co-locates two DPOs and local law
enforcement in the “skid row” area of downtown Los Angeles. Twice a month, the teams set up
the mobile resource center to enable homeless persons residing in the area the opportunity to
report for supervision and be connected with services such as housing, employment, substance
abuse treatment and mental health treatment. The project has displayed positive results in that
we have seen a reduction in the number of warrants issued in the area and we have moved
several supervised persons off of “skid row” and into transitional housing.
Community-Based ATC programs: The use of community-based ATC programs has been very
effective in serving the population with SUD. 115 inmates successfully completed an ATC
program during the first 11 months of 2015. Approximately one third of these participants opted
to remain in residential treatment following their release from custody. Although not currently
available, the rate of recidivism for this group will be studied in the coming year.
Mindfulness Based Stress Reduction and Interpersonal Psychotherapy: One of the County’s
step-down providers indicated that using Mindfulness Based Stress Reduction (tailored for
substance abuse) and Interpersonal Psychotherapy have been useful. In the last three months,
the program that implemented these models was able to retain 7 out of 12 AB 109 clients in
placement. These individuals are now going to Phase III of the six month program. These are the
hardest to place due to previous multiple relapses. There are also two clients who left during
Phase II and are now back on Phase I. That makes a total of 9 out of 14 clients that were
maintained due to these treatment models.
Other Effective Approaches: An outpatient provider indicated that evidence-based Assessment,
Crisis Intervention, Trauma Treatment (ACT), Critical Time Intervention (CTI), Motivational
Interviewing, Dialectical Behavioral Treatment, and Recovery Centered Clinical System (RCCS)
intervention have been effective. The provider reports a 20% recidivism rate, which compares
favorably against a national statistic of 67%.
Co-located Assessment Services: DPH-SAPC has shown positive outcomes through co-located
assessment services at dedicated Probation HUBs to improve engagement into SUD treatment.
The implementation of co-located assessment services has increased the show rate for
assessment to 96%. Prior to Community Assessment Services Center (CASC) co-location, the
show-rate for assessments was approximately 50%. The one-stop approach has provided
post-release supervised participants the ability to be assessed, engaged and referred to SUD
treatment services upon their initial check-in with Probation.
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Community Corrections Madera County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(November 2, 2015)
Rick Dupree FY 2014-15
Chief Probation Officer
Goal: Implement a Positive and Violation Response Grid
Amy Downey
Presiding judge or Objective: To have better efficiency and consistency in case
designee management while targeting specific behaviors (positive
& negative)
Kevin Fries
Reducing the impact on the courts and jail
County supervisor or
chief administrative Measure: Reduce quantity and severity of violations
officer or designee
Reduce court hearings for violations
David Linn Reduce jail time for violations
District Attorney
Goal: Improve success rates of offenders under supervision,
Mike Fitzgerald
resulting in less victimization and increased community
Public Defender
safety
Jay Varney
Objective: Implementation of a system that promotes public safety
Sheriff
and utilizes best practices in recidivism reduction
Steve Frazier Implementation of a system that effectively uses
Chief of Police alternatives to pre-trial and post-conviction incarceration
where appropriate
Kelly Woodward
Department of Social Measure: Partner feedback on effectiveness of mechanisms in
Services place to collaboratively address realignment issues as
they arise
Dennis Koch
Recidivism rates for non-violent, non-serious and non-
Department of Mental
sex offenders
Health and Alcohol and
Substance Abuse Number and type of offenders sentenced to county jail,
Programs to probation or alternative programs and successfully
completing Post-Release Community Supervision
Vacant
Department of
The CCP reports it will use the same goals, objectives and outcome
Employment
measures identified above in FY 2015-16.
Cecilia Massetti
Office of Education
Mike Unger
Community-based
organization
Mattie Mendez
Victims’ interests
__________________
The CCP meets
quarterly
106
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$81,000
Madera County Superior Courts
Chowchilla Police Department $175,000
$110,000
Behavioral Health
$150,000
District Attorney
$100,000
Cuimmo & Associates (Public Defender)
$88,288
$175,000
Madera Police Department
$185,762
$225,000
Sheriff Department
$118,555
$1,900,000
Department of Corrections
$1,990,810
$1,525,000
Probation Department
$1,153,776
FY 2015-16 - $6,216,228 FY 2014-15 - $4,707,635
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
State Center
Community
$2,813
College
Madera County
$123,810
Workforce
$95,941
Investment Board
Department of
$411,000
Corrections In-
$200,000
custody services
FY 2015-16 $534,810 FY 2014-15 $298,754
107
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
108
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Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
No
The county declined to respond to the remaining optional questions.
109
Community Corrections Marin County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Michael Daly
FY 2014-15
Chief Probation Officer
Goal: Increase the number of clients successfully completing Post-
James Kim
Release Community Supervision (PRCS) and Mandatory
Presiding judge or
Supervision (MS) in Marin County
designee
Objective: 90% of PRCS and MS cases will successfully complete
Ralph Hernandez
their program with no new felony or misdemeanor
County supervisor or
citations
chief administrative
officer or designee Measure: Number of clients completing their PRCS and MS
program with no new felony or misdemeanor convictions
Edward Berberian
District Attorney
Progress: In FY 2014-15, Marin County Probation had 46 PRCS and
MS clients terminate from the program. 91% of those clients
Jose Varela
completed their term of supervision successfully with no new
Public Defender
felony or misdemeanor conviction
Robert Doyle
Sheriff
Goal: Connect participants with appropriate services to aid in
Diana Bishop
rehabilitation and re-entry into the community
Chief of Police
Objective: Assess 100% of clients using a biopsychosocial
Heather Ravani
assessment tool
Department of Social
Services Measure: Number of clients assessed
Suzanne Tavano Percent of clients referred to substance abuse treatment
Department of Mental Percent of clients referred to mental health treatment
Health
Progress: 100% of clients released to Marin County Probation in
Racy Ming Copley PRCS or MS statuses were assessed and referred to
Department of appropriate services
Employment
Goals, Objectives, Outcome Measures and Progress
D.J. Pierce
Alcohol and Substance
FY 2015-16
Abuse Programs
Goal: Maximize funding and services for clients newly eligible for
Mary Jane Burke
Office of Education Medi-Cal benefits under the Affordable Health Care Act
Vacant Objective: Work with providers and partners to meet requirements
Community-based to bill for service reimbursement under the Drug Medi-
organization Cal waiver program
Assist all eligible clients in enrolling in Medi-Cal
Vacant
Victims’ interests Measure: Percent of eligible clients enrolled in Medi-Cal
__________________
Percent of treatment costs reimbursed by Medi-Cal
The CCP meets semi-
Progress: Marin is a Drug Medi-Cal Waiver County and actively
annually
working with our providers to become Medi-Cal
reimbursable
110
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
Employment Connection/Health & $178,913
Human Services $173,207
Mental Health/Substance Use $394,480
Services/Health & Human Services $230,121
$170,000
San Rafael Police Department
$10,000
$146,268
Novato Police Department
$128,953
$998,571
Sheriff Department
$925,941
$1,197,213
Probation Department
$1,118,062
FY 2015-16 - $3,085,445 FY 2014-15 - $2,586,284
FY 2014-15: Total funding received was $5,063,075 with $1,242,476 put into reserves.
FY 2015-16:Total funding received was $7,886,528 including a one time stabilization fund of
$1,471,374. $3,403,623 was put into reserves.
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
$824,655
Probation AB 109 Team
$612,417
Interagency Enforcement $616,563
Team (COPE) $471,545
$173,207
Employment & Training
$143,207
Jail Staffing & Re-Entry $958,246
Team $703,506
FY 2015-16 $2,572,671 FY 2014-15 $1,930,675
All public funding goes to services and program staff performing direct services.
111
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
112
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Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, the County did an internal review of programs, services and outcomes in October of 2014. At
the March 2015 meeting of the CCP, the Executive Board agreed to pursue program evaluation by
an outside party. CCP staff are currently researching agencies that are positioned to provide such a
review and hope to have a proposal before the CCP Board in early 2016.
Does the county consider evaluation results when funding programs and/or services?
Yes, applications to the CCP Funding Committee require the requester to identify the population to
be served, expected outcomes, and how the request supports the CCPs goals of being data driven
and evidence-based. New programs without proven success are often funded for a single program
year as pilot and must return to the Executive Board with outcomes to justify ongoing funding.
Does the county use BSCC definitions when collecting data? If so, which?
The county declined to respond to this question.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more. Marin County provides a continuum of care and support services that all embody the
philosophy of evidence-based practices. Funding proposals must adhere to evidence-based
practices to be approved.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Marin County provides a high-level of services to the AB 109 population. While in-custody, clients
are able to access substance abuse treatment, cognitive behavioral programming and mental health
assessment and counseling. The Jail Re-entry Team works with all clients prior to release to ensure
enrollment in Medi-cal and county support programs such as general assistance and food benefits.
Upon release we ensure all clients have a roof over their heads. For some this may be with family
for others we place based on their current situation and engagement in a shelter, Supportive Living
Environment (SLE) or Inpatient Treatment Program. All clients are placed into Intensive Outpatient
Treatment and additional counseling, mental health services and treatment modalities are offered
based on client needs. Probation Officers and staff of the Marin Employment Connection work
closely with the clients to assist them in pursuing education training and gainful employment.
What challenges does your county face in meeting these programming and service needs?
Although located in the progressive Bay Area, the high cost of housing and real estate in Marin limits
the number of treatment providers who can afford to set-up shop in Marin and to retain qualified
staff. It is anticipated that the County may begin to provide direct treatment services in 2015-16 to
provide increased treatment options.
113
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
With the availability of funding and a small client population in the first years of the program we were
too lenient and generous with providing funds to offset many client needs (treatment, housing,
transportation, living assistance). Support was provided without clear expectations from clients in
return for this support. This resulted in client entitlement and many clients nearing the end of their
term of supervision without having developed a plan for sustenance once the Probation Department
terminates their support. All client funding requests are now tied to case plan goals and outcomes.
Clients are expected to take on an increasing co-pay for treatment and housing payments that
results in the client making 100% of payments at the one year mark.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
In 2014, Marin County implemented a pilot health coverage application assistance program.
Partnering with Sonoma County, funding was secured for a Certified Enrollment Counselor from an
established non-profit, community-based organization to provide application assistance
approximately 12 hours per week in Marin County. The Certified Enrollment Counselor coordinates
with staff members from Marin County Probation, Human Services and Sheriff’s Department to
identify persons involved in the justice system who need assistance in procuring health insurance
and services.
As of January 2015, health coverage application services were extended to all inmates at Marin
County Jail. Marin County developed a process whereby the Sheriff’s Office staff would provide the
Certified Enrollment Counselor with lists of inmates who are within 60-days of their release dates.
From this list, which included those scheduled for release to Probation, inmates were screened for
Medi-Cal, and those without active benefits were met with prior to release. Direct referrals made by
Marin County Jail and Probation Department staff members by appointment supplemented the list to
provide additional enrollment opportunities.
A sample of these services provided by the Certified Enrollment Counselor includes:
Scheduling doctor’s appointments for clients
Providing bus passes (with bus route information) to applicants for their initial doctor’s
appointment
Screening for and assisted with preparing a CalFresh application for submission to Marin
County Health and Human Services when eligible (i.e., post-release or same-day)
Creation of an “Understanding your Medi-Cal benefits card in Marin County” specifically for Marin
County's justice-involved populations. This card - which is smaller than a credit card when folded
- contains all health coverage-related information, such as:
a) The applicant’s Medi-Cal identification information (C.I.D.), which facilitates same-day
pharmacy pick-up and doctor’s appointments;
b) Health Center contact information for each center in Marin County that accepts Medi-Cal;
c) Information on how to choose a doctor, how to report changes to their case, and
d) Hot-line and services contact information—including mental health and homeless services
access.
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115
Community Corrections Mariposa County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(November 2, 2015)
Pete Judy
FY 2014-15
Chief Probation Officer
Goal: Expand the Probation Works Program
Dana Walton
Objective: Provider to assist with employment skill development
Presiding judge or
Get Board approval to create job classification at landfill
designee
for probationers
John Carrier Measure: Memorandum of Understanding with community-based
County supervisor or
provider to provide vocational and employment-based
chief administrative
skills
officer or designee
Board approves new job classification for new position
Thomas Cook at landfill
District Attorney
Progress: The Board of Supervisors approved a new position at the
landfill for probationers in the Probation Works Program
Neal Douglas
that pays minimum wage for program participants. The
Public Defender
program is scheduled to begin in late 2015.
Doug Binnewies
Sheriff
Goal: Expand the jail to create program and bed space for low-
level offenders in the jail
Vacant
Chief of Police Objective: Get Board of Supervisors authorization to move forward
with Jail Expansion Project
Chevon Kothari
Enter into contract for building construction
Department of Social
Services, Department of Identify funding source
Mental Health and Alco-
Measure: Plans to be completed
hol and Substance
Abuse Programs Board of Supervisors to grant authorization to complete
project
Vacant
Funding obtained for the estimated cost of the project
Department of
Employment Progress: The plans have been completed. The Board of Supervisors
has given authorization to start the process. Staff are
Robin Hoper currently meeting with BSCC and other state officials to get
Office of Education the plan approved.
Alison Tudor The CCP reports it will use the same goals, objectives and outcome
Community-based
measures identified above in FY 2015-16.
organization
Laura Smith
Victims’ interests
__________________
The CCP meets
quarterly
116
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
Planning $16,000
Department $15,000
$10,000
District Attorney
$10,000
$25,000
Sheriff
$24,000
Probation $45,000
Department $45,000
FY 2015-16 - $96,000 FY 2014-15 - $94,000
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Probation: Electronic $10,000
Monitoring $10,000
$35,000
Probation: Work Program
$7,500
Probation: Homeless $20,000
Services $20,000
District Attorney Victim $10,000
Witness $10,000
FY 2015-16 $75,000 FY 2014-15 $47,500
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
In FY 2014-15 and 2015-16, $245,000 was allocated to Alliance for Community
Transformations.
117
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, we contracted this past year for a study from a group affiliated with the University of California
at Merced.
Does the county consider evaluation results when funding programs and/or services?
Yes and no. Some services have been eliminated and others put into place based on initial findings.
One of our major goals was to put into place alternative sentencing options so that our jail population
would not increase. For instance, we know that the Probation Works Program that is now used for
probation violations option has reduced the number of bed days occupied by probation violators. We
continue to fund that program.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction and
treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
We have a drug court partially funded by a federal grant. We have no in-county drug treatment
residential programs; therefore any one needing this type of program must go out of county. We
have no in county psychiatric or psychologist practitioners so the availability is very limited. Most
psychiatric needs are met through video conference visits or travel out of county. We contract with a
local non-profit who provides most of our lower level substance abuse and counseling case
management services. We have a program that offers drug and alcohol recovery services. The local
churches have been offering homeless shelter services that provide housing and meals to many
individuals with substance and mental health issues. We have one hospital in county that struggles
financially. The emergency room there provides services to many of those with mental health and
substance abuse problems.
What challenges does your county face in meeting these programming and service needs?
As noted in prior responses, due to our size of county we lack any local mental health resources at
the Ph.D or MD level. Also while our county mental health and human services director is support-
ive, the low pay structure in our rural county is such that it is difficult to hire the professionals needed
even though the county has allocated those positions. Nearby counties pay substantially more for
these professionals so it is difficult to hire and retain higher-level service providers. This same issue
is present at the law enforcement and probation services. There is only one local law enforcement
agency and that is the sheriff. Both agencies have a difficult time recruiting and retaining officers due
to the low pay. As those responsible for assessing and assisting those with these issues oftentimes
at initial contact it is important that the front door workers are a well trained workforce capable of
118
making good decisions. The lack of transportation is a major issue in providing services. There are
limited options for public transportation and geographic and distance hurdles to go along with the
ability to access services. Our current jail was built in the 1990's and is a dorm style arrangement. It
does not have the ability to properly segregate low-level offenders from high-risk offenders. It also
lacks building space that was designed for providing counseling and education programs. We are in
the process of attempting to add through construction of a new module 12 beds for low-level
offenders that will have a classroom attached to it. We face the challenges that go with all the
regulations, not to mention the funding, that goes with that endeavor.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Prior to AB 109, the sanction most often used for probation violations was the use of jail time. We
knew that in order to keep our jail average daily population numbers manageable we needed to put
some alternative sanctions in place. One of those has been the implementation of our Probation
Works Program. Instead of being ordered by the court to jail, violators are ordered to perform work
at the local county landfill. The landfill has work that needs to be performed that is manual in nature
and low skill. It also lacks the resources to get the work completed. Probation violators now perform
much-needed work benefiting the county while also holding the probation violator accountable. The
court has also used the program for low-level offenders as an original sanction option instead of jail
time.
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120
O t h e r
S u p e r io r C o u r t
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P o lic e
D e p a r tm e n t
P u b lic D e f e n d e r
D is t r ic t A tt o r n e y
H e a lth & H u m a n
S e r v ic e s A g e n c y
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Community Corrections Mendocino County
Partnership Membership
(November 2, 2015)
A.R. “Buck” Ganter The CCP did not provide goals for FY 2014-15 or 2015-16
Chief Probation Officer
Chris Ruhl
FY 2014-15 and 2015-16 Budget Allocations to Public
Presiding judge or
designee Agencies
Jill Martin
County supervisor or
chief administrative
officer or designee
David Eyster
District Attorney
Linda Thompson
Public Defender
Thomas Allman
Sheriff
Chris Dewey
Chief of Police
Stacey Cryer
Department of Social
Services
Tom Pinizzotto
Department of Mental
Health and Alcohol and
Substance Abuse
Programs
Vacant
Department of
Employment
Vacant
Office of Education
Tricia Guntly
Community-based
organization
Vacant
Victims’ interests
__________________
The CCP meets monthly
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
$48,500
Video Conferencing
Alcohol and Other
$65,662
Drug Program
$56,052
Counselor
Mental Health $149,485
Clinician $137,168
Ankle Bracelets for $36,000
Home Monitoring $36,700
FY 2015-16 $299,647 FY 2014-15 $229,920
FY 2014-15 and 2015-16 allocations include carryovers from prior years.
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
Northern California Construction
$95,000
Pre-Apprenticeship Training
Program
$24,000
Ford Street Shelter Beds
Ford Street Detox in Lieu of Jail $20,000
Program $15,000
Ford Street Vocational Treatment $90,000
Program $135,850
Sex Offender Treatment Project
$18,500
$360,000
B.I. Day Reporting Center
$360,000
FY 2015-16 $589,000 FY 2014-15 $529,350
The county declined to respond to the optional questions.
121
Community Corrections Merced County
Partnership Membership
(November 2, 2015)
The CCP did not provide goals for FY 2014-15 or 2015-16
Scott Ball
Chief Probation Officer
FY 2014-15 and 2015-16 Budget Allocations to Public
Brian McCabe
Agencies
Presiding judge or
designee
$145,923
James L. Brown District Attorney
County supervisor or
chief administrative
officer or designee
$144,156
Public Defender
Larry Morse
District Attorney
David Elgin $84,827
DA Victim Witness
Public Defender
$82,873
Verne Wamke
Sheriff
Sheriff $2,904,678
Department
Norman Andrade $2,617,000
Chief of Police
$3,264,970
Scott Pettygrove Probation
Department of Social Department $2,575,540
Services and Alcohol and
Substance Abuse Pro-
grams
FY 2015-16 - $6,544,554 FY 2014-15 - $5,275,413
Yvonnia Brown
Department of Mental
Health FY 14-15 and 15-16 Allocations to Public Agencies for
Programs & Services
Robert Morris
Department of
Employment No AB 109 funds were expended to public agencies to provide
counseling services to the adult clients supervised by the Probation
Steve Goves Department. Mental Health and Alcohol and Drug Services were
Office of Education
available, but personnel and services were provided in-kind by
public agencies in Merced County.
Lamar Henderson
Community-based
organization
Lisa DeSantis
Victims’ interests
__________________
The CCP meets
quarterly
122
123
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FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, recidivism and local crime rates are evaluated.
Does the county consider evaluation results when funding programs and/or services?
Yes, the success rates of programs are considered.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism and treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
41-60%—Probation Services 61-80%. Other Public Agencies 21-40%.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Mental Health Department - Alcohol and drug services and Mental Health Court
Social Service Department - Life Skills
Behavioral Interventions, Inc. - Day Reporting Centers (2) and Jail Re-entry program that
includes drug treatment and Cognitive Behavioral Therapy
Department of Child Support - linkage to services to assist with child support
Library - literacy program
Workforce Investment - job readiness and finding
What challenges does your county face in meeting these programming and service needs?
Qualified personnel and increased personnel costs. Merced is an economically challenged county.
Typically first into a recession and last out of a recession. The county is still recovering from
recession, which resulted in over 30% general fund reductions just prior to implementation of AB
109.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The Jail Re-entry program is somewhat unique. Modeled after programs in Napa and Santa Cruz
Counties, it is providing clients with intensive services in-custody and linkage to community services
upon release.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Leadership for Life Program is a skills-based program creating by the County's Social Services
Department and facilitated by former clients. A project is underway to establish the program as
evidence-based for reducing recidivism.
124
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125
Community Corrections Modoc County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Elias Fernandez
FY 2014-15
Chief Probation Officer
Francis W. Barclay Goal: Community Safety
Presiding judge or
Objective: Development of a jail facility that is safe for inmates and
designee
staff and provides for the safe and effective delivery of
Chester Robertson services
County supervisor or Accurate identification, assessment and targeting of
chief administrative services to offenders using the Static Risk and Offender
officer or designee Needs Guide (STRONG) R&N Assessment
Use of evidence-based tools and approaches in
Jordan Funk
treatment, supervision and sentencing of offenders
District Attorney
Progress: STRONG is being used for all offenders by probation
Sam Kyllo
officers. Treatment providers are being trained in Cognitive
Public Defender
Behavioral Therapy, motivational interviewing (MI) and
Mike Poindexter trauma-focused
Sheriff
Sid Cullins
Goal: Reduce Recidivism
Chief of Police
Objective: Use research and evidence-based tools to identify
Kelly Crosby
criminogenic needs of offenders and develop targeted
Department of Social
interventions
Services
Enhance community-based programming for low-risk
Karen Stockton offenders and those at-risk of criminal behavior
Department of Mental
Progress: Parenting classes, mental health counseling, and substance
Health
use groups are provided to inmates by outside service
Diane Fogel providers and jail Correctional officers are using Pathways to
Department of Living Program
Employment
Tara Shepard
Goal: Enhanced Collaboration
Alcohol and Substance
Abuse Programs Reinvestment in Local Programs
Gary Jones Objective: Increase access to evidence-based services and
Office of Education supports by promoting evidence-based training
opportunities for all CCP members
Carol Cullins
Regularly measure and assess data and programs and
Community-based
use the results for program improvement
organization
Progress: Services for inmates have increased and planning has
Robin Farnum
begun for services to offenders in the community
Victims’ interests
__________________
The CCP reports it will use the same goals, objectives and outcome
The CCP meets
measures identified above in FY 2015-16.
bi-monthly
126
$43,548
Reserve Account
$12,000
Superior Court
$12,000
Behavioral Health $10,920
Services $27,570
$5,000
Alturas Police Department
$5,000
$154,208
Sheriff Department
$161,000
$48,830
Probation Department
$48,830
FY 2015-16 - $274,506 FY 2014-15 - $254,900
127
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
A.O. Consulting & Counseling Services: $34,320
Mental Health Counseling in jail
$4,000
T.E.A.C.H. Inc. Parenting Class (in jail)
$4,000
$5,000
T.E.A.C.H. Inc. Psychological Testing
FY 2015-16 - $43,320 FY 2014-15 - $4,000
128
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
No.
Does the county consider evaluation results when funding programs and/or services?
No.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Modoc County Behavioral Health Services offers group and individual services for substance
use, mental health and co-occurring as well as case management services.
T.E.A.C.H., Inc. offers Parenting Classes in the jail and to the community. They also provide
emergency housing, heating and food as well as services and advocacy for victims of Domestic
violence and sexual assault.
A.O. Consulting and Counseling Services offers mental health counseling in the jail.
Jail staff are using Pathways to Living.
What challenges does your county face in meeting these programming and service needs?
Biggest challenges are our very small population (9400) and very large area to serve (4500 square
miles). We have difficulty attracting competent professionals.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The county declined to respond to this question.
129
Community Corrections Mono County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Dr. Karin Humiston FY 2014-15
Chief Probation Officer
Goal: Increase substance abuse treatment in Mono County
Hon. Stan Eller
Objective: 100% of participants will receive screening for treatment
Presiding judge or
100% of in-custody clients will receive screening and
designee
treatment
Leslie Chapman
Measure: Number of participants enrolled in treatment
County supervisor or
chief administrative Progress: Progress towards this goal has been achieved and remains
officer or designee ongoing
Tim Kendall
District Attorney and Vic-
tims’ interests Goal: Repair and enhance communications systems
Objective: 100% of vendors will be selected
Randy Gephart
100% of equipment will be compatible with all systems
Public Defender
100% of equipment will be compatible with Probation's
new caseload management system
Ingrid Braun
Sheriff
Measure: Number of approved vendors
All systems compatible
Al Davis
Chief of Police Progress: Completed and being reviewed for compliance and upgrade
with SAFECOM measures
Kathy Peterson
Department of Social
Services and
Department of Goal: Provide a transition house for AB 109 offenders
Employment
Objective: 100% of releases will be transitioned through the
transition house
Robin Robets
Department of Mental 100% will receive counseling, work assistance and other
Health and Alcohol and needs using a transition plan
Substance Abuse
Measure: Number of releases admitted to transition house
Programs
Number of programs, education and counseling attended
Stacey Adler, PhD
Progress: Ongoing
Office of Education
Susi Baines
The CCP reports it will use the same goals, objectives and outcome
Community-based
measures identified above in FY 2015-16.
organization
__________________
The CCP meets
quarterly
130
131
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 2015-16 allocation includes carryover funds from prior fiscal years.
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Social Services release $1,750
package
$93,076
Probation Drug Court
Jail treatment
$155,563
$10,000
GPS/ Electronic Monitoring
$20,000
$40,000
In-custody services
$40,000
FY 2015-16 $144,826 FY 2014-15 $215,563
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
Mono County does not have non-public agencies for programs and services.
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
The county declined to respond to this question.
Does the county consider evaluation results when funding programs and/or services?
The county declined to respond to this question.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction, length of
stay and treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
The only services provided are those made available by county government such as electronic
monitoring, counseling, transition services, community support, housing and other critical services.
Because of the level of funding, Mono cannot entice outside agencies to provide services in a rural,
isolated and weather-challenged area. In effect, probation, social services, health and behavioral
health provide direct services.
What challenges does your county face in meeting these programming and service needs?
As mentioned above. The amount of AB 109 funds, while determined by other factors, does not
consider the difficulties encountered by isolated rural communities. We have been setting funds
aside to be able to renovate a house to be used for transition. Most other counties have these
services already. Additionally, consideration must be given to smaller communities where county
government provides for all services as opposed to those that can use community-based
organizations. It places a higher workload on employees than similarly situated employees in
medium to large counties. Finally, while the population of the county appears to be one of the
variables used in funding, this estimate does not consider the level of visitation by tourists. Mono
County has a permanent population of approximately 14,200 residents and a seasonal or transient
population that reaches close to 30,000. Throughout the summer and winter months, visitors push
those numbers to over 60,000 on a regular basis and over 3,000,000 annually due to tourism (skiing,
hiking, fishing, visits to Yosemite, etc.). The increase stresses the criminal justice system.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
132
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The county declined to respond to this question.
133
Community Corrections Monterey County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(November 2, 2015)
Marcia Parsons FY 2014-15
Chief Probation Officer
Goal: Establish transitional housing for high-risk male offenders
Teresa Risi who are homeless
Presiding judge or
designee Objective: Open two transitional houses for services to high-risk
male offenders who are homeless
Jane Parker
Create eligibility criteria for selection of clients
County supervisor or
chief administrative Staff program with case manager
officer or designee
Measure: Opening of both houses
Dean Flippo Percent of house capacity used
District Attorney
Progress: Both houses have remained at 100% capacity
James Egar
Public Defender
Goals, Objectives, Outcome Measures and Progress
Stephen Bernal
FY 2014-15
Sheriff
Goal: Continue to enhance public safety by providing support
Eddie Rodriquez
services to transitional housing clients
Chief of Police
Objective: 50% of housing clients will attend in-house Life Skills
Elliot Robinson
group meetings
Department of Social
Services 90% of housing clients will be employed, full-time
students or attending day reporting center (DRC)
Ray Bullick
services
Department of Mental
Health Measure: Number of transitional housing clients who are
employed or attending the DRC
Joyce Aldrich
Number of clients who are participating in Life Skills
Department of
group meetings
Employment
Progress: Average attendance for life skills is 80 to 90%; 92% of
Arnie Miller
clients are employed or attending the DRC
Alcohol and Substance
Abuse Programs
Goal: Continue to enhance public safety by expanding housing
Nancy Kotowski
resources
Office of Education
Objective: Create more opportunities for securing affordable
Robin McCrae
housing for AB 109 involved offenders
Community-based
organization Measure: Increase the number of potential housing opportunities/
landlords willing to provide housing to AB 109 offenders
Pamela Patterson
by 25%
Victims’ interests
__________________
Progress: The housing case manager through Turning Point currently
The CCP meets has a database of 33 housing options/landlords
quarterly
134
135
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Goal: Continue to enhance public safety by increasing timely access to services by
expanding substance use provider contracts
Objective: Work towards implementing new substance use waiver and service delivery
system
Measure: Begin new Request for Proposals process in the next 6 months
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
136
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u s t o d y S e r v ic e s
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FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
$1,080,000
GEO Re-Entry Services, LLC
$185,016
Sun Street Centers
$185,016
$177,837
Community Human Services
$177,837
$115,819
Door to Hope
$115,819
$148,254
The Village Project, Inc.
$148,254
Behavioral Interventions, Inc.
$1,080,000
$121,049
Interim, Inc.
$121,049
$217,463
Rancho Cielo, Inc.
$217,463
$34,667
Valley Health Associates
$34,667
$42,000
Rennaissance Resources West
$42,000
$685,777
Turning Point of Central California
$685,777
Transitions for Recovery and Re-
$42,000
Entry $178,500
$128,068
Introspect
$128,068
FY 2015-16 - $3,105,750 FY 2014-15 - $3,114,450
137
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
No.
Does the county consider evaluation results when funding programs and/or services?
No.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definition for treatment program completion rates
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
41-60%.
Day reporting center staff and Behavioral Health staff are using evidence-based curriculum and
have regular audits and training for staff to ensure fidelity.
Probation officers are using evidence-based curriculum in a group setting and have regular
audits and training for staff to ensure fidelity.
Most other programs are utilizing evidence-based practices like motivational interviewing but are
not utilizing evidence-based curriculum and do not have regular training sufficient to keep staff
trained or ensure fidelity.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
1. Short term (30 days) re-entry program on-site at the probation department
2. Behavioral Health services; assessment, on-site psychiatric services, psychotropic medication,
outpatient and inpatient substance abuse programs, outpatient and inpatient mental health
programs, supportive services, methadone, case management
3. Day Reporting Center
4. Emergency housing, transitional housing, case management and referral services, financial help
in obtaining housing (rent, deposit)
5. On-site monthly meeting for clients to access information and services from service providers
6. Employment services; county services and two private employment services; employment
workshops, job training, job readiness, on the job training, subsidized employment, technical
training
7. Alternative to detention strategies
8. Co-located services at our Re-entry Services Center
What challenges does your county face in meeting these programming and service needs?
Limited, diminishing funding sources
Ongoing training needed in using evidence-based practices and best practices for private
agencies due to lack of knowledge and staff turnover
138
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Our housing services have gradually increased since the beginning of realignment. We initially
offered case management for homeless offenders to provide them help in finding affordable housing,
potential financial support to pay for overnight motel fees, rent or deposit fees for rental units and
placement in local shelters. As we observed need, we expanded services to include six month
transitional housing and have been able to see the benefits of stable housing. It has allowed for bet-
ter opportunities to intervene in high-risk behaviors and it has allowed more opportunities for pro-
gram participation and employment.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
We have gradually expanded services to the clients living in transitional housing. Two houses were
established in October 2014, each housing 6 men. Since that time, we have expanded services
targeting long term success. We started a journaling group in the house that is led by two probation
officers. The groups are held in the house one time per week during the evening and all residents
present must attend. Additionally, offenders residing in the homes who are not employed or
attending school full-time must attend the day reporting center, if appropriate. The goal of these
services is to intervene on negative behaviors that will reduce their chance for success in this
residential group setting and to provide cognitive therapy, increased employment opportunities and
structured time.
While we have not been able to determine long term outcomes for this program, the probation
officers and clients have expressed that having stable housing where supportive services can be
delivered has helped in the success of the offenders.
139
Community Corrections Napa County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Mary Butler
Chief Probation Officer
FY 2014-15
Goal: Increase the number of participants in mental health court
Rodney Stone
Presiding judge or Objective: Increase the number of participants from 5 to 15
designee
Measure: Number of participants in mental health court
Mark Luce
Progress: Improved participants numbers from 5 to 11
County supervisor or
chief administrative
officer or designee
Goals, Objectives, Outcome Measures and Progress
Gary Lieberstein
FY 2015-16
District Attorney
Goal: Increase the number of high-risk offenders receiving
Ron Abernethy
cognitive behavior programs
Public Defender
Objective: Enroll 60% of high-risk offenders in programs
John Robertson
Sheriff Measure: Number of offenders enrolled in cognitive behavior
programs
Steven Potter Number of offenders completing cognitive behavior
Chief of Police programs
Howard Himes
Department of Social Goal: Increase the number of high-risk offenders assessed with
Services and substance abuse as top 3 criminogenic need receiving
Department of treatment
Employment
Objective: 70% enrolled in treatment either residential or
outpatient
Bill Carter
Department of Mental
Measure: Number of offenders enrolled in outpatient treatment
Health
Number of offenders enrolled in residential treatment
Jacqueline Conners
Number of offenders completing program
Alcohol and Substance
Abuse Programs
Barbara Nemko
Office of Education
Vacant
Community-based
organization
Yika Kamiishi
Victims’ interests
__________________
The CCP meets
bi-monthly
140
141
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FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
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Institute for residential beds.
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Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
No.
Does the county consider evaluation results when funding programs and/or services?
No.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, convictions and treatment program completion
rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
41-60%. The County's Community Correction Service Center (day reporting) is evidence-based
programming (EBP) but is funded by county general fund-not realignment funds.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Mental Health Services
Jail Services
Psychiatric Services
Case Management
Counseling/Therapy
Mental Health Court
Substance Abuse Services
Drug Court
Detox Services
Residential Services
Outpatient Services
Counselor embedded in Probation
Cognitive Behavioral Services
Moral Reconation Therapy™
Thinking for a Change
Cognitive behavioral groups (NCTI and Change Company curriculums)
What challenges does your county face in meeting these programming and service needs?
A shortage of residential beds can keep someone in jail longer while waiting for a vacancy. We need
to increase the number of cognitive behavioral groups run so more offenders can get services
sooner.
142
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Staff Secure Facility/Re-entry Program: the county is in the process of building a 72 bed re-entry
program (a type IV-facility) that will release inmates from the jail to provide services, programs and
assist with housing once released fully from custody.
Napa continues to train all criminal justice partners in evidence-based practices so new staff to any
of the departments has the same training and expectations.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Graduates of the Community Corrections Service Center continue to show positive outcomes. The
program began in 2009. Graduates continue to have a 24% recidivism rate. This rate is based on
continuing to track each graduate even after off probation. Graduates are reviewed for both new
offenses and violations of probation. It was determined we would take a stricter view of recidivism for
this project since we promised community leaders that if the program did not work, we would not
continue to operate.
143
Community Corrections Nevada County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Michael Ertola
FY 2014-15
Chief Probation Officer
Goal: Establish a Re-entry Work Program
Candice Heidelberger
Presiding judge or Objective: Find employers willing to work with AB 109 offenders
designee Develop a "Successful Connections" workgroup
Rick Haffey Measure: List of employers in Nevada County willing to work with
County supervisor or AB 109 offenders
chief administrative
Number of successful connections events held
officer or designee
Progress: Meetings with potential local employers have occurred,
Clifford Newell
follow-ups will continue
District Attorney
Donald Lown Goal: Establish further housing for AB 109 offenders
Public Defender
Objective: Increase database of housing options
Keith Royal Reduce or eliminate involuntary homelessness
Sheriff
Measure: Directory of housing options for transient clients
John Foster Number of involuntary homeless
Chief of Police
Progress: The county has a homeless shelter and three options for
sober living with a potential fourth
Michael Haggerty
Department of Social
Services Goals, Objectives, Outcome Measures and Progress
Rebecca Slader FY 2015-16
Department of Mental
Health and Alcohol and Goal; Contract with Northern California Construction Training
Substance Abuse
(NCCT)
Programs
Objective: Establish NCCT in Nevada County
Mike Dent
Funnel clients who meet criteria through the program
Department of
Increase employment of clients who graduate the
Employment
program
Holly Hermansen
Measure: Have at least 15 AB 109 clients in the program at all
Office of Education
times
Warren Daniels Clients are engaged in gainful employment after
Community-based successful completion of the NCCT program
organization
Progress: Contract with NCCT up for Board of Supervisors (BOS)
Lolleta Hadel approval at next scheduled meeting
Victims’ interests
__________________
The CCP meets
quarterly
144
Goal: Develop programs within the jail
Objective: Have Cognitive Behavioral Therapy (CBT) and Moral Reconation Therapy™
(MRT™) groups at the jail
Clients complete CBT/ MRT™ while in-custody
Measure: Hold at least three groups at the jail in all pods
Clients are released from custody and have their supervision modified with
successful completion of programs in jail
Progress: There are currently MRT™ groups in two pods at the jail and one CBT group in
minimum security
Goal: Hire an analyst
Objective: Data collection
Program evaluation
Establish best practices for Nevada County
Measure: Complete data collection guidelines
Determine if current programs being used are effective in recidivism or change of
thinking
Develop measures of success for the programs which are determined to be the most
beneficial for clients and most cost effective
Progress: Analyst hired and contract with outside evaluator has been completed to begin
evaluating programs with the analyst in January of 2016.
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$5,000
California Highway Patrol
$5,000
Truckee PD
$5,000
Nevada City Police
$15,000
Grass Valley Police
$1,462,663
Sheriff Department
$1,061,849
Health and Human $112,581
Services $132,699
Treatment
$78,688
$551,139
Probation
$494,167
FY 2015-16 - $ 2,156,383 FY 2014-15 - $1,767,403
145
146
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FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
$5,000
Career Employment Services
$170,000
Northern California Construction Training
211 Referral Services
$10,000
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Community Recovery Resource outpatient
treatment $42,960
Community Recovery Resources inpatient
treatment $62,564
FY 2015-16 - $175,000 FY 2014-15 - $149,524
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
In FY 2015-16 Dr. Shannon Carey and her organization will be helping the county evaluate the
effectiveness of local programs and/or services.
Does the county consider evaluation results when funding programs and/or services?
The county intends to moving forward.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, conviction, length of stay and treatment
program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
21-40%
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
We currently have a Mental Health Court, a DUI Court and Adult Drug Court. We immediately
connect AB 109 clients with Health and Human Services Agency to connect with Medi-Cal, Medi-
Care and General Assistance. We have two treatment programs in our county Common Goals,
which offers both outpatient and transitional housing and Community Recovery Resources, which
offers Inpatient, Outpatient, transitional and detox services, and has two locations in the local area,
one in Nevada County, the other in Placer County which boarders the southern part of Nevada
County. We have a 211 service which has all of the local and government-based resources which
we make referrals to so our clients can find ways to meet their needs. We have a Behavioral Health
Therapist on staff who services mostly AB 109 clients but is also seeing high needs clients as well.
We have a Work Force Connection, One Stop, where our clients are directed to go until they
maintain gainful employment. We also work to have our clients complete their GED or High School
Diploma during their term of supervision. We are partnering with Adult Education to possibly offer
classes at our Day Reporting Center if the need is there. If not we will continue to direct our clients to
the existing Adult Education classes at their main campus. We are also partnering with the local
library in some literary education and exposure to our clients as well. We also partner with a
non-profit mentoring program called Project HEART, which provides pro-social connections and
activities.
What challenges does your county face in meeting these programming and service needs?
We have a strong collaboration within the community with public agencies and private entities as
well. Currently housing and employment are the biggest barriers for meeting our clients needs.
147
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Remaining highly collaborative with all entities and thinking outside the box in terms of what may
work. Educating our staff and community partners and the community at large about probation and
what AB 109 has done to change the way we operate in probation has helped to gain support from
areas we never thought possible.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Peer Mentorship has really assisted in helping clients make pro-social connections within the
community. A lot of our AB 109 population is not native to the area and their only connections in the
past have been anti-social. Having this program available to us allows probation officers to connect
the clients to other pro-social people which in turn builds their self efficacy and gives them a positive
purpose without relying on their probation officer for constant support.
148
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149
Community Corrections Orange County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(November 2, 2015)
Steven Sentman FY 2014-15
Chief Probation Officer
Goal: Implementation of a system that provides public safety and
Vacant
uses best practices in reducing recidivism
Presiding judge or
designee
Objective: Expand the Day Reporting Center (DRC) to include
offenders under general probation supervision to benefit
Todd Spitzer
evidence-based intervention
County supervisor or
chief administrative Measure: Collect data on average daily population (ADP)
officer or designee
Progress: On May 12, 2015, the Board of Supervisors approved the
Tony Rackauks annual renewal of the current DRC contract with BI Inc. The
District Attorney contract was amended to include provision of re-entry
services to the general supervision offender population. As a
Frank Ospino
result, the ADP increased from 44 in May 2015 to 84 as of
Public Defender
September 2015. The DRC processed a total of 1,009
referred offenders, 911 of whom exited the program, as of
Sandra Hutchens
September 30, 2015. An updated report will be completed
Sheriff
for the period through December 2015.
Todd Elgin
Chief of Police
Goal: Implementation of a system that effectively uses
Mike Ryan
alternatives to pre-trial and post-conviction where
Department of Social
appropriate
Services
Objective: Establish a pre-trial program that utilizes evidence-based
Mary Hale practices
Department of Mental
Measure: Obtain grant
Health and Alcohol and
Substance Abuse
Progress: In 2015, the Judicial Council awarded a grant to Orange
Programs
County to establish a pre-trial pilot program. A multi-agency
Andrew Munoz team, led by the OC Superior Court, includes OC Probation,
Department of Health Care Agency, Sheriff Department, District Attorney
Employment and Public Defender’s Office. Implementation is scheduled
for early 2016.
Byron Fairchild
Office of Education
Meghan Medlin
Community-based
organization
Margo Carlson
Victims’ interests
__________________
The CCP meets monthly
150
Goal: Implementation of a streamlined and efficient system in Orange County to manage our
additional responsibilities under Realignment
Objective: Participate in pilot project with BSCC and Public Policy Institute of California (PPIC)
designed to identify best practices among county corrections agencies
Measure: Data submitted to PPIC to determine the number of programs identified as best
practices being uses for the realigned offender population
Progress: Orange County is one of 12 counties participating in a Multi County study by the BSCC
and the PPIC. The goals of this study are (a) compile recidivism statistics for the full
realignment population and range of recidivism measures; (b) analyze relative
effectiveness of different services, programming, sanctioning and other recidivism
reduction strategies; and (c) assist counties with improvements in data collection and
the use of date for continuous self-evaluation
The CCP reports it will use the same goals, objectives and outcome measures identified above
in FY 2015-16.
151
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
The FY 2015-16 allocation is based on Orange County's total allocation, as estimated by the State
and distributed to the public agencies, according to prior year trends and public agency requests for
funding. The total cash received for FY 2015-16 will not be finalized until after the close of the fiscal
year.
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
The CCP did not allocate the funds to the specific services but did allocate to the departments who
then chose to allocate a portion or all of their funds for programs and services.
*Probation
**Heath Care Agency
152
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FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
The CCP allocates funds to public agencies each year and it is at the public agency's discretion, in
consultation with other participating public agencies, to provide programs and services with those
funds. In FY 2014-15, public agencies contracted out with non-public agencies to provide some
programming and services such as sober living, Day Reporting Center services, residential and
outpatient treatment, electronic monitoring, drug testing and polygraph services.
Sober Living (Clean Path Recovery, Colette's Children’s Home, Grandma's House of Hope,
New Life Spirit, Straight Talk, Inc., Esther House) Substance Use Disorder Residential & Outpatient
Treatment (Associates in Counseling and Mediation, Inc., California Hispanic Commission on
Alcohol and Drug Abuse, Inc., Unidos Recovery Home, Casa Elena Recovery Home, La Familia
Drug Abuse Services, Changes for Recovery, Inc., Cooper Fellowship, Inc., Korean Community
Services, Inc., Mariposa Women and Family Center, Inc., Phoenix House Orange County, Inc.,
Woodglen Recovery Junction, Inc.) Social Model Detoxification (California Hispanic Commission on
Alcohol and Drug Abuse, Inc., Unidos Recovery Home, Woodglen Recovery Junction, Inc., The
Roque Center) Medical Detoxification (Behavioral Health Services, Inc, Redgate Memorial,
Recovery Center, American Recovery Center) Methadone Detoxification & Maintenance (Western
Pacific Med/Corp.) Medication Assisted Treatment (Phoenix House Orange County, Inc., Korean
Community Services, Inc.)
153
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, Orange County Probation's research team is conducting an evaluation of the Day Reporting
Center (DRC). They are in the process of identifying a suitable comparison group, using propensity
matching. They anticipate releasing a report in 2016. A multi-agency effort to develop a Program
Efficacy Study is also underway.
Does the county consider evaluation results when funding programs and/or services?
Yes, the County identifies programs that have been proven effective in reducing recidivism. Orange
County Probation is currently evaluating Thinking for a Change (T4C) and current Request for
Proposals require data collection of outcome measures.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction, length of
stay and treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of service are now available?
Health Care Agency Treatment Assessment and Admissions (November 2011 - September 2015)
Referred to BHS Treatment Total Admitted to BHS Treatment Total %
Outpatient SUD Tx 2,275 Outpatient SUD Tx 1,742 77
Residential SUD Tx 1,857 Residential SUD Tx 1,655 89
Outpatient AMHS 402 Outpatient AMHS 243 60
Sober Living 383 Sober Living 368 96
Social Model Detox 431* Social Model Detox 332 77
Medical Detox 61* Medical Detox 36 59
Full Service Partnership (FSP) 50* Full Service Partnership (FSP) 36 72
Shelter 59* Shelter 39 66
Methadone Detox 53* Methadone Detox 48 91
Methadone Maintenance 46* Methadone Maintenance 30 65
Clients seen by Psychiatrist 328* Clients seen by Psychiatrist 280 85
Grand Total 5,945 Grand Total 4,809 81
*Estimated, not tracked from the beginning
154
What challenges does your county face in meeting these programming and service needs?
This past year there were two Orange County Grand Jury Reports on AB 109 and both reports
identified the need for additional residential treatment beds. Available funding was the issue when
the reports were written. Since then, additional funds were identified and offenders requiring
residential treatment were able to have continual access to this service. As recovery is a process,
most offenders who enter treatment are not ready for the commitment required to live a sober
lifestyle and thus are not successful in abstaining from drugs. When this service was initially
implemented, many offenders had multiple attempts at residential treatment and thus the demand
for this service was high. With limited funds and beds available, a policy on enrollment into
residential treatment was formulated. This new policy allowed offenders who have never received
residential services be given higher priority. Offenders with multiple previous attempts were put on
the county’s non-AB 109 waitlist for an available county-funded bed. This increased the availability
of residential treatment services to prospective participants, especially offenders new to residential
treatment. Usual wait time for residential treatment funded through AB 109 was only a couple of
days. Going through the county’s wait list process could be anywhere from a week to a month.
What programmatic changes and/or course corrections have you made in the implementation
of Public safety Realignment that you believe other counties would find helpful?
Recent review of Orange County Probation's Realignment funding and supervision strategies led the
Department to identify resources and opportunities that were previously unavailable. In the past,
Post-Release Community Supervision (PRCS) and Mandatory Supervision (MS) populations were
supervised in separate divisions. To increase the overall efficiency and consistency among the
PRCS and MS populations, they were combined into one Division - AB 109 Field Supervision
Division. At the beginning of realignment in 2011, this was not feasible, due to various internal and
external barriers and obstacles. This change took place on September 2015.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The Health Care Agency (HCA) and OC Probation received the 2015 National Association of
Counties (NACo) award for “Providing Effective Behavioral Health Treatment and Resources in a
Probation Setting” in the Criminal Justice/Public Safety and Health Category along with the 2015
California State Association of Counties (CSAC) Merit Award for the “Removal of Treatment Barriers
for Offenders."
At intake, AB 109 clients had lower motivation than clients seeking substance abuse treatment
nationwide, and slightly higher (or comparable) motivation that the average client entering substance
treatment in Orange County. After receiving treatment, AB 109 clients had higher motivation and
readiness for change scores, compared to Orange County clients in general, and higher than clients
nationwide. AB 109 clients also showed better engagement, peer support in the program and social
support outside of treatment after receiving services than clients nationwide.
Surveys and tools used during the evaluation are:
Participant Information Form – Demographic and contact information
MacArthur Community Violence Instrument – Examines instances of harm to others and
victimization
Modified Self-Harm Inventory – A modified version of original 22-item self-help inventory, helps to
examine how frequently clients participate in self-harm behaviors
155
Modified Colorado Symptom Inventory – Examines psychiatric symptomatology
California Outcome Measurement System (CalOMS) – Collects client demographic information,
along with outcome data (e.g., substance use frequency, criminal involvement, hospitalizations,
homelessness, employment and education, family and social functioning, etc.)
CESI & CEST – Administered in substance abuse treatment, these tools assess clients’
motivation for treatment, engagement in treatment, counseling rapport, peer and social support
Client Satisfaction Survey of Substance Use Disorder (SUD) Services
SUD's client feedback regarding services collected by Health Care Agency staff via client
satisfaction surveys administered. December 2014 and June 2015 to participating county-funded
clients. Overall satisfaction was 92% being satisfied or very satisfied.
Adult Mental Health Services Outcomes
From October 1, 2014 through September 30, 2015, the mental health clinic served 135 clients.
During this period, 11 clients gained employment and worked a total of 1,631 days, and 3 clients
enrolled in school. There was an 83% decrease in psychiatric hospitalizations, and a 57% decrease
in homelessness.
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157
Community Corrections Placer County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Marshall Hopper FY 2014-15
Chief Probation Officer
Goal: Reduce caseloads to recommended ratio of 50:1
Jeffrey Penny
Objective: 100% of in-county offenders will have a completed
Presiding judge or
Correctional Assessment and Intervention System™
designee
(CAIS™) assessment
Jack Duran Increased contacts for high/moderate risk; fewer for low-
County supervisor or risk offenders
chief administrative
100% of in-county offenders will have a working case plan
officer or designee
Measure: % of in-county offenders with a completed CAIS™ risk/
Scott Owens needs assessment
District Attorney
Number of contacts for high/moderate offenders
Mark Berg % of in-county offenders with a case plan
Public Defender
Progress: Currently, 100% of high/moderate offenders have a case plan
Edward Bonner
Sheriff Goal: Hire and train staff to maintain jail population
Ron Lawrence Objective: 100% of funded and unfunded positions will be filled
Chief of Police 7 Admin Legal Clerk positions funded
Open more of South Placer Correctional Facility
Jeff Brown
Department of Social Measure: Number of Correctional Officer positions filled (14)
Services, Department of
Number of Admin Legal Clerk positions filled (7)
Mental Health,
Department of Net jail beds gained through opening of new jail (88)
Employment and
Progress: There has been an increase of in-custody programming,
Alcohol and Substance
facilitated by a correctional officer assigned to a program
Abuse Programs
position
Renee Regacho-
Anaclerio Goal: Meet offender needs through evidence-based practices
Office of Education
Objective: Obtain offender referrals from Probation
Walt Stockman Conduct risk/need assessments prior to treatment
Community-based
Provide appropriate treatment to offenders
organization
Measure: Number of referrals from Probation
Garth Brooks
Victims’ interests Number of assessments conducted
__________________ Number of offenders in treatment
The CCP meets
Progress: Over 435 Probation referrals; over 375 assessments
quarterly conducted; over 690 offenders in treatment based on
assessment results
The CCP reports it will use the same goals, objectives and outcome
measures identified above in FY 2015-16.
158
159
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
FY 2014-15 and 2015-16 contracts are written to allow use in the level of care needed with some
flexibility. The above figures are projections of how funds are expected to be utilized.
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
$72,000
Turning Point
$72,000
$10,000
Sierra Native Alliance
$10,000
$9,500
Recovery Now
$9,500
$25,000
Sierra Mental Wellness Group
$25,000
$25,000
Pacific Education Services
$72,218
$213,000
Progress House
$180,000
$4,600
Roseville Home Start
$4,600
$217,000
Community Recovery Resources
$184,000
FY 2015-16 - $576,100 FY 2014-15 - $557,318
Community Recovery Resources includes residential, detox, out-client, transitional housing and
in-custody programs. Progress House includes residential, transitional housing, out-client. Pacific
Education Service includes out-client and in-custody programs. Sierra Mental Wellness Group
includes educational programming and out-client. Recovery Now includes transitional housing.
Roseville Home Start includes transitional housing. Turning Point includes intensive out-client mental
health and Sierra Native Alliance included out-client services.
160
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, the county has taken steps to collaborate between departments to ensure data is collected
accurately and efficiently. Recently, Probation and Health and Human Services (HHS) have begun
an analysis of the Drug Court Program. Additionally, Probation has recently reached out to work with
community-based treatment providers to develop a reporting system in order to keep Probation up to
date with the status of offenders in-treatment for efficiency in decision-making and offender support.
Does the county consider evaluation results when funding programs and/or services?
Placer County is currently in the process of implementing priority-based budgeting and will soon
begin funding county programs based on outcomes.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction, length of
stay and treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
20% or less. Of the total proposed allocation ($7,381,350), approximately $1,142,935 is allocated to
evidence-based programs and services (15%).
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Community-Based Organizations: detox, residential, outpatient (in- and out-of-custody),
educational programming, transitional housing combined with outpatient, outpatient mental
health and intensive mental health care
County Staff: Screening, assessment, linkages to substance use services, mental health, primary
care treatment and case management
What challenges does your county face in meeting these programming and service needs?
At this time our need outweighs resources. Coordinating care across multiple providers and
disciplines is also difficult.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Training case managers in both mental health and substance use practices to better meet needs
of co-occurring and high-utilizing clients.
Co-located HHS and Probation staff, and co-located HHS and courts staff who help bridge
county systems.
Good utilization of multiple levels of care for clients including education at the Placer Re-Entry
Program (PREP) Center, treatment and intensive case management to increase engagement in
treatment modalities, etc..
161
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The use of a validated risk/need assessment as a local best-practice has shown positive results.
More offenders are supervised on appropriate caseloads, resulting in higher-quality contacts with
officers. Smaller caseload sizes has provided officers the opportunity to set goals with offenders and
support these goals while keeping the community safe
162
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163
Community Corrections
Plumas County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Clint Armitage
FY 2014-15
Chief Probation Officer
Goal: Enhanced alternative sentencing option
Deborah Norrie
Presiding judge or Objective: Increase participation at the Day Reporting Center
designee
Measure: Number of clients served at the Day Reporting Center
Kevin Goss
County supervisor or
chief administrative Goals, Objectives, Outcome Measures and Progress
officer or designee
FY 2015-16
David Hollister
District Attorney Goal: Enhance alternative sentencing option
Objective: Increase participants at Day Reporting Center
Doug Proudy
Public Defender Measure Calculate total participants served for FY 2015-16
Greg Hagwood
Sheriff
Goal: Enhance intensive community supervision
Vacant
Objective: Increase staffing to provide this service
Chief of Police
Measure: Calculate total of probationer field contacts conducted in
Elliot Smart
FY 2015-16
Department of Social
Services
Vacant
Department of Mental
Health
Vacant
Department of
Employment
Louise Steenkamp
Alcohol and Substance
Abuse Programs
Vacant
Office of Education
Stephanie Tanaka
Community-based
organization
Kori Langrehr
Victims’ interests
__________________
The CCP meets monthly
164
$33,620
Literacy Program
$30,000
District Attorney/Alternative $169,500
Sentencing $130,000
$361,594
Sheriff's Office
$361,594
$201,845
Probation Department
$201,845
FY 2015-16 - $766,559 FY 2014-15 - $723,439
In FY 2014-15, $15,000 was allocated to Alliance for Workforce Development.
In FY 2015-16, $25,000 was allocated to Alliance for Workforce Development
165
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, Plumas County has recently (FY 2015-16) created a quarterly expenditure report form that
must be submitted for evaluation at end of each fiscal quarter to justify use of funds and define
services provided.
Does the county consider evaluation results when funding programs and/or services?
Yes, the quarterly expenditure report form is used for evaluation purposes.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for average daily population and Length of Stay.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
21-40%
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Mental Health - intensive outpatient services
Substance Abuse Treatment - intensive outpatient services
Domestic Violence/Batterer's Programming - intensive outpatient services
Mental Reconation Therapy™ - intensive outpatient services
Cognitive Behavior Therapy - intensive outpatient services
What challenges does your county face in meeting these programming and service needs?
Inpatient services for all programming is not available due to the rural location and financial burdens.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Newly implemented Parenting Training Program.
166
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167
Community Corrections Riverside County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(November 2, 2015)
Mark A. Hake
FY 2014-15
Chief Probation Officer
Goal: Improve law enforcement coordination
Harold W. Hopp Objective: Create an electronic file for data sharing to improve
Presiding judge or statistical reporting
designee Implement SMART Justice to reduce amount of time staff
spend searching for information
Marion Ashley Improve accuracy of data provided to local law
County supervisor or enforcement agencies
chief administrative
Measure: Number of automatic data transfers to other agencies
officer or designee
Number of calls received from local law enforcement
agencies for information
Michael Hestrin
District Attorney and Vic- Number of contacts from outside agencies requesting
tims’ interests data modifications
Progress: During FY 2014-15, the Probation Department provided
Steven L. Harmon
access to offender information to 19 law enforcement
Public Defender
agencies through the Law Enforcement Portal. To facilitate
its use, the Probation Department conducted training
Stan L. Sniff
sessions for any law enforcement agency requesting usage.
Sheriff
The number of monthly logins by participating agencies
increased from 630 in 2014 to 752 in 2015, for an increase of
David M. Brown
19%. Additionally, on a monthly basis, the Probation
Chief of Police
Department provides such data as active warrant lists to
Susan Von Zabern local law enforcement agencies. During FY 2014-15, the
Department of Social Riverside Sheriff and Probation Departments worked with the
Services Department of Justice (DOJ) to begin the
implementation of SMART Justice, a statewide data sharing
Jerry Wengerd platform which will provide public safety agencies across the
Department of Mental state with a one-stop, user-friendly, web portal to access
Health and Alcohol and information about offenders. As of this writing, the Sheriff’s
Substance Abuse Pro- Department and the Probation Department are continuing to
grams work with DOJ to begin the implementation. This will
continue as a goal for next FY. In preparation for SMART
Robert Field Justice, the Probation Department worked with the DOJ to
Department of automate the California Law Enforcement
Employment Telecommunications System's (CLETS) Supervised
Release File (SRF). Law enforcement agencies are able to
Kenneeth M. Young
acquire information regarding subjects' probation or parole
Office of Education
status via a CLETS request. Traditionally, the Probation
Department had to manually enter probationers' supervision
Vonya Quarles
status into CLETS. This was extraordinarily labor intensive.
Community-based
Automating the process dramatically reduced the time
organization
needed to process case files and enhanced staff productivity.
__________________
Two outcome measures for FY 2014-15 were to track the
The CCP meets number of calls received from local law enforcement
annually with additional agencies for information and the number of contacts from
meetings as needed outside agencies requesting data modifications. Statistical
data was not available at the time of this survey.
168
Goal: Improve assessment and pre-release operation
Objective: 40% increase in the number of pre-trial reports recommending release by use of the
Proxy Triage Screener through the Sheriff
Implement the use of alternative sanctions such as electronic monitoring for pre-trial
defendants
Increase collaboration with the California Department of Corrections and
Rehabilitation (CDCR) to improve release practices for offenders with mental
health, health and housing needs
Measure: Number of pre-trial reports completed and number of reports with
recommendations for release
Number of pre-trial defendants placed on electronic monitoring
Number of offenders released from the custody of CDCR that are transported by
Probation for immediate services
Progress: During FY 2014-15, the Sheriff's Department implemented the Proxy Triage Screener
tool. Due to the volume of bookings into county jails, this tool was intended to assist in
identifying defendants for potential Own Recognizance (OR) release. Probation pre-
trial officers triaged booking sheets using the Proxy scores and interviewed identified
defendants. Release recommendations were made, as appropriate, focusing on the
totality of the case, the use of the Virginia Pre-Trial Risk Assessment Instrument
(VPRAI), and the threat to community safety. To compare available data, the months of
January to June 2014 were compared with January to June 2015. Between Janu-
ary and June 2014, there were 640 recommendations for release. Between Jan-
uary and June 2015, there were 264 recommendations for release, which is a
decrease of 58%. Although our goal was to increase the number of release
recommendations by 40%, the implementation of Proposition 47 resulted in a
substantial decrease in qualified bookings. As such, this goal was not met. For those
not recommended or granted OR release, the Sheriff identified 19 defendants suitable
for release on electronic monitoring pending future court hearings. Riverside
University Health System, Behavioral Health (RUHS-BH) coordinated with CDCR for
the release of offenders with serious mental health issues with the assistance of
Probation. During the FY 2014-15, the process of transporting offenders from CDCR
was further refined. The protocol begins with contact between CDCR medical staff and
the RUHS-BH AB 109 supervisor. Appropriate documentation is sent and re-
viewed by RUHS-BH and a plan of action is developed. Probation is contacted to assist
with transportation from Southern California prisons to ensure the offender is safely de-
livered to a probation field office for intake and assessment. Once the offend-
er's needs have been determined, appropriate services, which may include food, cloth-
ing and housing, are immediately delivered. This goal was not met during FY 2014-15,
although a process has been implemented by RUHS-BH to track offenders provided
these services in FY 2015-16.
169
Goal: Increase in-custody, re-entry and provisions of treatment services
Objective: Implement the Transition and Re-entry Unit (TRU)
50% increase to mental health and substance abuse services provided to realigned
offenders
Numbers of Day Reporting Centers (DRC) available
Measure: Number of offenders provided re-entry services through TRU
Number of mental health and substance abuse service provided
Progress: On May 11, 2015, Probation opened the Temecula DRC in collaboration with RUHS-
BH, Riverside County Office of Education, Workforce Development, Department of
Public Social services, RUHS-Public Health, Veterans Services and Child Support
services to support the realignment population in that region. Services and programs
provided include: substance abuse, anger management, positive parenting, physical
and mental health, general relief, Medi-Cal outreach and assistance, general
education, job readiness, peer support and Cognitive Behavior Counseling. The
Temecula DRC serves the southwest region of the county, with all partners working
towards the goal of reducing recidivism by providing resources at a “one stop shop.”
RUHS-BH also provides mental health assessments and treatment onsite. Additionally,
offenders can be referred to a psychiatrist for medication evaluation at the RUHS-BH
clinics. The Riverside DRC, which has been fully operational since October 15, 2012,
provides the same services, along with Sheriff’s Department re-entry services, through
SITE-B, Riverside Superior Court Self-Help workshops, Riverside Community College
outreach and tattoo removal assistance. Although the goal of increasing the number of
DRCs by 200% during this fiscal year was not achieved, Probation did increase the
number of DRCs by 100% and is scheduled to open a third DRC in the desert region of
the county during FY 2015-16. During FY 2014-15, the Probation Department met the
goal of implementing the TRU in June 2015 at the Larry D. Smith Correctional Facility
and assigning two TRU Probation Officers to this program. The TRU program involves
an evidence-based process to successfully transition offenders from jail to the
community. It is implemented in three phases: in-custody phase, release phase and the
community phase. The in-custody phase involves case planning with each
offender. Developing a definite, but flexible, plan of action to be followed upon release
is critical to develop stability when out-of-custody. The release phase involves
confirming that the stability needs (food, medical, housing, clothing, transportation, etc.)
of each offender is in place, completion of any in-custody case plan goals and adjusting
the case plan as necessary to prepare for release. The community phase involves a
handoff from the in-custody probation officer to the assigned supervision probation
officer. The offender is transported to the probation office and his/her residence. The
assigned supervision officer assists the offender with meeting his/her goals while out-
of-custody. As the program was established in the final month of FY 2014-15, no data
is available. During FY 2014-15, RUHS-BH provided mental health and substance
abuse services to realignment offenders as follows: 3,438 in the detention setting,
1,183 in behavioral health outpatient clinics, and 825 were provided substance abuse
services, for a total of 5,446 offenders served. This is an increase of 7.5% from last FY,
when RUHS-BH served 5,067 offenders.
170
Goals, Objectives, Outcome Measures and Progress FY 2015-16
Goal: Improve assessments and pre-release operations
Objective: Implement behavioral health program in county jails to address continuity of care for
inmates being released from safety cells and those evaluated as no longer requiring
an acute level of care
Increase collaboration between Probation and RUHS-BH to improve offender
engagement with inmates in state prison who are unable to navigate public
transportation
Sheriff will utilize the PROXY Triage Assessment to identify which inmates are
referred for programs
Measure: RUHS-BH will staff two Step-Down Units at the Larry D. Smith Correctional Facility
to provide services to inmates directly related to upcoming releases (i.e. housing,
outpatient mental health services, residential treatment and substance use
outpatient services)
Successfully transport or arrange for transportation for 25% of offenders unable to
navigate public transportation from Southern California prisons
Increase the number of inmates in custodial programs
Goal: Improve in-custody, re-entry and provision of treatment services
Objective: Add a third DRC to the desert region of the county
Engage offenders in-custody through the TRU program to reduce failures to appear
upon release
RUHS-BH will increase services to realignment offenders
Measure: The number of DRCs available to offenders
Reduce technical violations for failing to report by 25% for the mandatory
supervision (MS) population
RUHS-BH will add services for realignment offenders to the Banning and Indio
probation offices
Goal: Improve law enforcement coordination
Objective: Implement SMART Justice
Increase staffing levels for Probation, Sheriff and District Attorney's (DA) Office
Measure: Develop workgroup responsible for identifying SMART Justice goals and objectives
Probation will fill 50% of remaining 37 vacant AB 109 positions; Sheriff will staff 10
positions for Behavioral Health Core Teams; DA will expand Division of Victim
Services by three advocates
171
172
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 2014-15 Allocation: total includes growth allocation of $4,936,257.
FY 2015-16 Allocation: total includes growth allocation of $4,188,643.
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
The county reported no allocations to non-public agencies for programs and services.
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
FY 2014-15: Probation (supervision services $8,719,544, DRC $2,141,961, Special Program
Services including bus passes, tattoo removal, Secure Continuous Remote Alcohol Monitoring or
SCRAM, evidence-based programming, cognitive behavior classes, electronic monitoring,
documentation fee assistance $1,326,338) Sheriff (in-service custody $15,025,121, facility
operational costs $4,082,913, transportation costs $326,633, Programs & Jail Alternative Programs
$734,924, Contract Beds $3,674,622) Health & Human Services (intensive treatment $4,264,293,
detention services $2,351,824, contracted placement services $263,872, expanded clinic services
$3,407,680) District Attorney (Funded with a combination of growth and contingency funds—
violations of PRCS and parole, other Realignment prosecution activities) Public Defender (parole
hearing $257,072, Deputy Public Defender AB 109 services $324,293, legal support assistance
$74,742, paralegal services $135,211) Police Departments (Probation assistant/monitoring services,
Beaumont $158,480, Cathedral City $191,154, Corona $158,480, Desert Hot Springs $158,480,
Hemet $191,154, Palm Springs $158,480, Riverside $191,154) Other (contingency funds estimated
lower allocation received in FY 14-15 $4,362,206).
FY 2015-16: Probation (supervision services $15,420,893, DRC $1,989,691, special program
services including bus passes, tattoo removal, Secure Continuous Remote Alcohol Monitoring or
SCRAM, evidence-based programming, cognitive behavior classes, electronic monitoring and
documentation fee assistance $540,996) Sheriff (in-service custody $16,896,311, mental health HU
overtime cost $844,816, facility operational costs $6,383,051, transportation costs $563,210,
programs operational cost $1,220,289, contract beds $4,224,078, one-time projects $750,947)
Health & Human Services (intensive treatment $787,414, detention services $2,575,354,
contracted placement services $1,095,651, expanded clinic services $3,660,211, Riverside County
Regional Medical Center $3,141,742, detention health $1,474,764), District Attorney (Deputy District
Attorney III AB 109 services $372,673, Senior District Attorney Investigator $758,664, legal support
assistance $316,618, Victims Services Advocate $367,149) Public Defender (Deputy Public
Defender AB 109 services $737,769, legal support assistance $239,282, paralegal services
$410,814) Police Departments (probation assistant/monitoring services, Beaumont $241,634,
Cathedral City $291,452, Corona $241,634, Desert Hot Springs $241,634, Hemet $291,452, Palm
Springs $241,634, Riverside $291,452, San Jacinto $241,634, Coachella $241,634).
173
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Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, the Probation Department’s evaluation of programs and services is primarily done through a
system of regular statistical reports or audits consisting of relevant data elements focusing on
program participation and defined program goals. Additionally, several programs and services utilize
pre- and post-tests to evaluate participant satisfaction and progress.
Does the county consider evaluation results when funding programs and/or services?
Yes, the Probation Department incorporates a variety of programs and services in its overall
supervision strategy involving the realignment population. All programs and services including bus
passes, clothing, food, hygiene, housing, incentive funds, Cognitive Behavioral Treatment and Day
Reporting Centers (DRCs) are allocated to several division budgets whereby a manager is
responsible for oversight and ongoing approval. All services involve regular reporting of defined data
elements with month-to-month and year-to-year comparisons. Any potential increases or decreases
to a program or service budget includes an assessment of program efficiency and effectiveness. The
CCP Executive Committee (CCPEC) reviews the requests for budget allocations during budget
development yearly. Each agency is asked to present a description of their programs, their
respective costs and relevant statistics, which are reviewed by the CCPEC for efficacy.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism and average daily population.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
61-80%. Following evidence-based programming in our field offices, DRCs and in the Transition and
Re-Entry Unit (TRU). 1. Motivational Interviewing 2. Correctional Offender Management Profiling for
Alternative Sanctions (COMPAS) Assessments 3. Collaborative Case Planning 4. Courage to
Change Journaling System 5. incentives and positive reinforcement. The Riverside Sheriff's
Department has also implemented evidence-based programming in their Guidance Opportunities to
Achieve Lifelong Success (GOALS) and Veterans Programs.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
The type and treatment services provided by the Probation Department and collaborative partners
vary in degree based on custody status and risk assessment levels. Many out-of-custody programs
and services are available at two regionally located DRCs offering assistance with the following
needs: substance abuse, anger management, positive parenting, physical and mental health,
general relief, Medi-Cal outreach, general education, job readiness, peer support and Cognitive
Behavioral Counseling.
The partnership led by Riverside University Health System-Behavioral Health (RUHS-BH) operates
four clinics throughout the county specializing in the treatment of Public Safety Realignment
offenders. Medication and outpatient services are provided in each of the clinic locations by
psychiatrists. In addition, one Forensic Full Service Partnership (FFSP) clinic is operational in
174
Riverside. FFSP offers intensive wellness and recovery-based services, specializing in clients with
serious mental health diagnoses in order to help break the cycle of homelessness, psychiatric
hospitalization and incarceration related to their mental health. Additionally, RUHS-BH began
providing mental health services to offenders at the Perris and San Jacinto probation offices. Similar
services are provided in custody by mental health staff assigned to detention services.
The Probation Department implemented a TRU program to successfully transition offenders from jail
to the community. The services provided include: risk and need assessments, case planning,
addressing stability needs (food, medical, housing, clothing, transportation, etc.), Cognitive Behavior
Treatment and assistance with accessing other custodial services and programs. The program
incorporates a handoff to a field supervision deputy to improve engagement and assistance with
transportation upon release.
Additionally, the Probation Department continues to offer and improve upon emergency and
transitional housing services. The preference is to collaborate with housing providers who can assist
with transitional services which promote self-sufficiency, life skill set building, alcohol and substance
abuse education, and employment-related services. Ongoing efforts include partnerships with law
enforcement agencies, Code Enforcement, Waste Management, Mental Health, and the Department
of Public Social Services (DPSS) Homeless Outreach Team to engage at risk populations.
The Sheriff's Department offers in-custody programming for sentenced inmates via the Veterans
Enrichment and Training (VETs) and GOALS programs. The VETs program utilizes intensive
evidence-based therapeutic models which address the specific criminogenic and re-entry needs of
the Veteran population. It includes concepts such as group counseling, Cognitive Behavioral
Treatment, motivational interviewing techniques and interactive journaling.
The GOALS program aims to reduce the risk to recidivate by addressing the seven criminogenic
factors through a highly structured program that incorporates cognitive and social learning theories.
The program will focus on dynamic risk factors and criminogenic needs and then to facilitate a
greater likelihood for long term success, counselors will work hand-in-hand with the program
participant and community partnerships to develop a detailed transition plan and facilitate a more
seamless re-entry into the community.
What challenges does your county face in meeting these programming and service needs?
Jail overcrowding continues to be a major challenge, as well as ongoing development of in- and
out-of-custody programming. The challenge of pursuing alternative custodial sanction options
and innovative evidence-based programs will require established partnerships to grow and will
be relied upon during the next fiscal year.
Another challenge is the development of data sharing abilities and systemic adjustments to the
referral, enrollment and program completion process of any community-based organization
provided service. Data sharing will allow for improved accuracy of data tracking and assessment
of program effectiveness and outcome measurement.
A third challenge is the collection and analysis of data for the existing programs. Ensuring the
timely and accurate collection of data, maintaining and upgrading necessary hardware and
software systems and frequent collaboration between departments is critical to program fidelity.
To that end, a data sharing committee, made up of Probation, the Superior Court, District
Attorney's Office and Sheriff's Office, Riverside County Information Technology Department was
formed.
175
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
In Riverside County, the CCP has provided a forum for county entities to work collaboratively. Prior
to realignment, the various county departments interacted regularly, but rarely collaborated on a
large scale. After realignment, the departments were required to work together. This mandated a
change in each department's philosophy on a large scale and was critical to the implementation of
realignment in Riverside County. Had the relationships become adversarial, implementation of
realignment could have resulted in disaster. While there were challenges during the initial roll out of
realignment, over the course of the past four years, relationships have been developed between
departments that shed light on each department's strengths and challenges. This has been
particularly evident during the established sub-work groups that meet to carry out the CCPEC's
objectives.
Through time and experience, each entity began to recognize how each criminal justice partner fits
together in the larger scheme. This allows a synergistic response to tackling important obstacles to
implementing realignment.
Specific programmatic changes include the development and implementation of the DRC program,
Probation's acquisition of pre-trial operations from the Superior Court, the development of
Alternatives to Custody program by the Sheriff, the implementation of Probation's TRU, the
implementation of Probation's Law Enforcement Portal, the creation of the Post-Release
Accountability and Compliance Teams, and the formation of the Data Sharing Committee.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The Probation Department and its collaborative opened a second DRC to service the southwest
region of the county. The Temecula DRC collaborates with RUHS-BH, Riverside County Office of
Education, Workforce Development, DPSS, RUHS-Public Health, Veterans Services and Child
Support Services to support the realignment population. Services and programs provided include:
substance abuse, anger management, positive parenting, physical and mental health, general relief,
Medi-Cal outreach and assistance, general education, job readiness, peer support and cognitive
behavior counseling. The DRCs work towards the goal of reducing recidivism by providing resources
at a “one stop shop.” The Riverside DRC, has been fully operational since October 15, 2012,
providing the above noted services to over 2,300 offenders to date and assisting 14 students obtain
their GED. or High School Diploma. Additionally the DRC provides Sheriff’s Department re-entry
services, Riverside Superior Court Self-Help workshops, Riverside Community College outreach and
tattoo removal assistance.
During FY 2014-15, the Probation Department implemented the TRU at the Larry D. Smith
Correctional Facility. The TRU program involves an evidence-based process to successfully
transition offenders from jail to the community. It is implemented in three different phases: in-custody
phase, release phase and the community phase. The in-custody phase involves case planning with
each offender. Developing a definite, but flexible plan of action to be followed upon release is critical
to develop stability when out-of-custody. The release phase involves confirming that the stability
needs (food, medical, housing, clothing, transportation, etc.) of each offender is in place, completion
of any in-custody case plan goals, and adjusting the case plan as necessary to prepare for release.
The community phase involves a hand-off from the in-custody probation officer to the assigned
supervision probation officer thereby ensuring immediate reporting upon release. The assigned
supervision officer assists the offender with meeting his/her goals while out-of-custody. Since the
program started in June 2015, no current data is available.
176
The Riverside Sheriff’s Department furthered their evidence-based programming by implementing
the GOALS program. It was expanded to the Southwest Detention Center on November 17, 2014,
and to the Robert Presley Detention Center on June 1, 2015. In FY 2015-16, the Residential
Substance Abuse Treatment (RSAT) program will merge with the GOALS program, expanding
substance abuse programming to the AB 109 Realignment inmate population. Participation in the
substance abuse and alcohol dependency module is determined through a series of assessments.
The program, under the GOALS title, will continue to focus on therapeutic needs, basic and
vocational education and re-entry services. During FY 2014-15, 258 inmates entered the GOALS
program and 114 of them were awarded certificates.
Additionally, Riverside Sheriff’s Office started the VET pilot program at the Larry D. Smith
Correctional Facility on October 20, 2014. The VET program utilizes intensive evidence-based
therapeutic models which address the specific criminogenic and re-entry needs of the Veteran
population. It includes concepts such as group counseling, cognitive behavioral treatment,
motivational interviewing techniques and interactive journaling. During FY 2014-15, 26 inmates
enrolled in the VET program and 19 completed the program.
177
Community Corrections Sacramento County
Partnership Membership
(November 2, 2015)
Lee Seal
Chief Probation Officer
Robert Hight
Presiding judge or
designee
Britt Ferguson
County supervisor or
chief administrative
officer or designee
Anne Marie Schubert
District Attorney
Paulino Durán
Public Defender
Scott Jones
Sheriff
Samuel D. Somers Jr.
Chief of Police
Paul Lake
Department of Social
Services
Sherrie Heller
Department of Mental
Health
William Walker
Department of
Employment
Sherri Heller
Alcohol and Substance
Abuse Programs
Dave Gordon
Office of Education
Vacant
Community-based
organization
Kerri Martin
Victims’ interests
__________________
The CCP meets
bi-monthly
178
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The CCP did not provide goals for FY 2014-15 or 2015-16
FY 2014-15 and 2015-16 Budget Allocations to Public
Agencies
*Post-Release Community Supervision; **Jail Mental Health; ***Adult Day Reporting Center
No direct allocations were made to non-public agencies.
179
T r a n s
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S e x O f f e n d e r U n i t *
g S e r v i c e s - S y s t e m A s s e s s m e n t
A B 1 0 9 P r o s e c u t i o n
n t e n s iv e F i e ld S u p e r v i s io n U n i t s
u s in g w it h V o lu n t e e r o f A m e r i c a
A D R C I n t a k e & O p e r a t io n s * * *
C o r r e c t i o n a l H e a l t h S e r v i c e s * *
il R e le a s e / P r e - T r ia l S u p e r v i s io n
P R C S L a b T e s t i n g *
I n m a t e H o u s in g & S e r v ic e s
D e t e n t i o n / E le c t r o n ic M o n it o r i n g
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FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, the county is utilizing AB 109 funding for consulting services that include a review and
assessment of the local adult correctional system to provide long-range strategies to meet adult
correctional needs. This study includes an evaluation of programs funded with Public Safety
Realignment allocations.
Does the county consider evaluation results when funding programs and/or services?
Yes, when evaluation results are available, they are considered when program and service funding
decisions are made.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction, length of
stay and treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more. County agencies operating programs with Public Safety Realignment funds work to
ensure at least some components of the program, such as risk and needs assessments and
treatment services, are evidence-based.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
The Sheriff’s Department, Health and Human Services, Probation and service providers are
working collaboratively to provide a seamless continuum of services and supervision from jail to
Probation for realigned offenders who are released from the Rio Cosumnes Correctional Center
(RCCC) to complete a term of mandatory supervision with Probation. Eligibility Specialists help
inmates enroll in healthcare and social service programs. Service needs are identified and services
are provided, started and/or linked to inmates pre-release for a smooth transition back into the
community where Probation ensures services are continued or started. Offenders at RCCC who are
enrolled into this and other specialized programs are given a Re-entry Specialist who is selected for
their job based on their training and expertise of the various community programs available to the
participants after release. Prior to leaving the jail, the Re-entry Specialist talks to the participants
about where their service needs are being offered in the community and assists with enrolling the
offenders who want to continue with services into the programs that are available. The Re-entry
Specialist utilizes bi-weekly multidisciplinary team meetings to collaborate for any particular service
needs or programs they are having trouble finding in the community. Probation operates three Adult
Day Report Center (ADRC) programs providing specialized supervision, treatment and support
services such as vocational and educational services based on needs identified through Level of
Service/Case Management Inventory™ (LS/CMI) risk and needs assessments and other
assessments. The ADRC programs are available to both realigned offender and traditional
Probation populations. Currently, over 700 offenders are participating in all three ADRC programs.
One of the ADRC programs is in the process of relocating to a larger regionally strategic site to
expand capacity and add specialized culturally sensitive services for transitional age 18-21
180
population targeted as part of the local Reducing African American Child Deaths Initiative. This
expansion will add case management staff and create new opportunities for assessment and
screening by eligibility specialists, nurses and mental health counselors for linkage to mental health,
substance abuse and other services needed. Additionally, Sacramento County operates eight
collaborative court programs that utilize multidisciplinary teams to provide specialized treatment
services to address mental health and substance use disorders, behavioral health issues and
exposure to trauma.
What challenges does your county face in meeting these programming and service needs?
Our county faces challenges related to resources needed to ensure programs and services are
assessed and sustained at optimal levels of efficiency and effectiveness.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
None to report at this time.
Describe a local best practice or promising program that has displayed positive results.
If data exists to support the results, please share.
As previously described, a local best practice/promising re-entry program for realigned offenders has
been developed and started through collaboration amongst the Sheriff’s Department, Health and Hu-
man Services, Probation and various service providers. Staff from these agencies are working col-
laboratively to provide a seamless continuum of services and supervision from jail to Probation for
realigned offenders who are released from the RCCC to complete a term of mandatory supervision
with Probation. The Sheriff's Department and Probation established a shared data system for con-
ducting the LS/CMI both in custody and after release. Eligibility Specialists help inmates enroll in
healthcare and social service programs. Service needs are identified and services are provided,
started and/or linked to inmates pre-release for a smooth transition back into the community where
Probation ensures services are continued or started. These realigned inmates are provided direct
transportation upon release from RCCC to the Probation Offices to support a transition that mini-
mized risk of re-offense. The Sheriff's and Probation Departments meet monthly to achieve the re-
entry for these offenders.
181
Community Corrections San Benito County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
R. Ted Baraan FY 2014-15
Chief Probation Officer
Goal: Provide supervision of offenders in detention
Hon. Steven Sanders
Presiding judge or Objective: Provide correctional deputies for San Benito County
designee Sheriff's Office
Margie Barrios Measure: Hire and maintain two correctional deputies for the San
County supervisor or Benito County Sheriff's Office
chief administrative
Progress: In Progress
officer or designee
Candice Hooper
District Attorney
Goal: Enhance data collection capability and overall capacity for
District Attorney's Office and Law Enforcement
Greg LaForge
Public Defender Objective: 1. Provide appropriate staffing for District Attorney's Office
Darren Thompson 2. Provide data collection and reporting system for District
Sheriff Attorney's Office
3. Provide capability for Sheriffs Office to provide statistical
David Westrick
report for realignment
Chief of Police
Measure: 1. Supplement District Attorney's Office staffing with 0.50
James Rydingsword
FTE for prosecution of realignment cases
Department of Social
Services 2. Implement case management system for District
Attorney's Office
Alan Yamamoto
Department of Mental 3. Implement modern Records Management System (RMS)
Health and Jail Management System (JMS) for Sheriff's Office
and camera system for Hollister Police Department
Vacant
Department of Progress: #1: Completed, #2: In progress, #3 RMS/JMS In progress,
Employment camera system completed
Renee Hankla
Alcohol and Substance
Abuse Programs Goal: Provide treatment for substance abuse offenders
Krystal Lomanto Objective: Ensure availability for sober living environment (SLE)
Office of Education beds for offenders
Diane Ortiz Measure: Contract with local provider to provide SLE beds
Community-based
Progress: Completed
organization
Vancant
Victims’ interests
__________________
The CCP meets monthly
182
Goals, Objectives, Outcome Measures and Progress FY 2015-16
Goal: Coordinate services to the re-entry population
Objective: Secure a location for a "Community Transition Center" where services can be
provided and coordinated
Provide staff for the Community Transition Center
Secure services for the Community Transition Center
Measure: Obtain through lease or purchase of a location to house the Community Transition
Center
Select and appoint staff for the Community Transition Center
Secure contracts, Memorandum of Understandings (MOU) or other agreements to
provide services through the Community Transition Center
Progress: In progress
Goal: Enhance supervision of highest risk re-entry population
Objective: Provide staff to assist local law enforcement effort
Measure: Select and assign staff to partner with local law enforcement
Progress: In Progress
Goal: Increase capacity to provide services to re-entry population
Objective: Provide enhanced educational and employment courses through local community
college
Support for substance abuse treatment
Provide direct aid to clients for emergency housing and immediate concrete
services needs
Measure: MOU with community college to provide courses and a part-time academic
counselor
MOU with behavioral health care services to contract with residential treatment
provider
Finalize process for accessing and accounting for funding of direct aid
Progress: In progress
183
Direct Aid to clients $20,000
Gavilan College $50,000
Youth Alliance $50,000
District Attorney's Office $69,500
Residential treatment services through BHCS $100,000
Sheriff's Office $320,000
Services and Supplies $10,000
Hollister PD camera system $176,000
$60,051
Deputy District Attorney
$42,000
Sober Living Environment
$36,000
Grow Strong Program
$7,000
$116,000
Behavioral Health
$79,000
Jail expansion
$100,000
Deputy Correctional Officers
$215,420
Trainings
$10,000
Electronic Monitoring Program
$30,000
$745,000
Probation
$421,360
FY 2015-16 - $1,764,759 FY 2014-15 - $1,214,330
FY 2014-15: DA Case Management System & Computers to be determined
FY 2015-16 Allocation: balance remaining for reserve of $118,259
In FY 2014-15, $36,000 was allocated to Sober Living Environments (SLE).
In FY 2015-16, $50,000 was allocated to Youth Alliance.
184
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
Responses to Optional Survey Questions
Does your county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
No
Does your county consider evaluation results when funding programs and/or services?
No
Does your county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction and length
of stay.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
19% of our allocation is directly tied to providing programs and services.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Cognitive Behavior Therapy through Thinking for a Change, Parent Project/family counseling,
substance abuse counseling and residential drug treatment.
What challenges does your county face in meeting these programming and service needs?
Coordination of services to the re-entry population is a concern. We are establishing a "central hub"
of services and supports for the re-entry population - our Community Transition Center. This is a
new effort for the county. All stakeholders have acknowledged the importance of this effort.
However, the planning and coordination involved in establishing a new site is daunting, but
worthwhile.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has displayed positive results.
If data exists to support the results, please share.
The county declined to respond to this question.
185
Community Corrections San Bernardino County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Michelle Brown FY 2014-15
Chief Probation Officer
Goal: Decrease likelihood of recidivism and/or psychiatric
Christina Volkers hospitalizations for probationers upon release to county
Presiding judge or probation supervision
designee
Objective: Increase accessibility to behavioral health treatment
Gary McBride services along with providing continued engagement
County supervisor or
through outreach and supportive services
chief administrative
Reduce homelessness through placements at homes
officer or designee
that offer proper care 24/7 and family-oriented support
Michael Ramos that encourages the importance of self-care and optimal
District Attorney wellness
Phyllis Morris Progress: Provided screening and linkage to community resources and
Public Defender case management for behavioral health needs to 1,786
probationers (28% increase from FY 2013-14) at Probation
John McMahon
Day Reporting Centers (three locations); Provided housing
Sheriff
placements with approved shelter services housing
Tony Farrar venders for 224 probationers (135% increase from FY 2013-
Chief of Police 14) receiving treatment services with the Department of
Behavioral Health behavioral health clinics co-located at the
Linda Haugan
Probation Day Reporting Centers and the Forensic
Department of Social
Services Colton location; Offered behavioral health
Services
services to 652 probationers (557 for mental health (MH)
services; 95 for substance use disorder (SUD) services—
Casonya Thomas
Department of Mental 173% increase for MH and 196% increase for SUD in FY
Health 2013-14) at Probation Day Reporting Centers and Forensic
Services Colton Location; transported 1,764 probationers to
Kelly Reenders community behavioral health treatment services and other
Department of
related community resources
Employment
Trudy Raymundo Goal: Mitigate the use of illicit drugs/alcohol that contribute to
Alcohol and Substance criminogenic behavior and recidivism
Abuse Programs
Objective: Increase accessibility of a full continuum of SUD
Theodore Alejandre treatment for probationers based on individualized needs
Office of Education
Progress: Department of Behavioral Health contracted
Vacant community-based SUD organizations, offered SUD
Community-based outpatient treatment services to 107 probationers and to 65
organization probationers placed in SUD residential treatment facilities
Flerida Alarcon
Victims’ interests Goal: Enhance and expand public health education services and
__________________ access to the affordable care act
The CCP meets semi-
The CCP reports it will use the same goals, objectives and outcome
annually
measures identified above in FY 2015-16.
186
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
In FY 2014-15, $4,124,016 was allocated to the Department of Behavioral Health with
$3,418,857 for Mental Health Treatment and $705,159 for Substance Use Disorder (SUD)
Treatment.
In FY 2015-16, $6,190,584 was allocated to the Department of Behavioral Health with
$4,648,566 for Mental Health Treatment and $1,542,019 for Substance Use Disorder (SUD)
Treatment.
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
*Cedar House Life Change Center: $248,200; Room and Board Facilities: $341,700); (Cedar House
Life Change Center, Inland Valley Recovery Services, St John of God Health Care Services,
Veteran’s Alcohol Recovery Program at Gibson House: $260,000)
**Additional funding provided to Department of Behavioral Health from Probation (Inland Valley
Recovery Services: $36,500 & St. John of God Health Care Services: $32,120)
The county did not provide information for FY 2015-16
187
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. As an example, contract with California State University San Bernardino Data Collection
Committee Probation Research Unit.
Does the county consider evaluation results when funding programs and/or services?
Yes. For example the Probation Day Reporting Center compared success of GED contracted
services to state averages which were low and as a result a new contract/program is being sought.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction, length of
stay and treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
21-40%
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
San Bernardino County provides the following community-based services targeted for individuals
with a criminal justice system history:
Clinical assessment and comprehensive recovery-oriented treatment planning
Intensive case management
Intensive outpatient treatment for mental health and substance use disorders
Psychiatric and medication support services
Supportive housing, medical, financial and vocational assistance
Day treatment rehabilitation
Group therapy
Substance abuse and alcohol screening and education
Drug and alcohol individual, family and group counseling
Crisis intervention
In addition to these targeted services, the county provides a comprehensive continuum of behavioral
health services that include both outpatient and acute inpatient care. Residential and crisis
management services include mobile community response teams, out-stationed triage engagement
teams and crisis walk-in centers with some programs operating 24/7. The Probation Department
also has 3 Day Reporting Centers where offenders can report and receive services or referrals, as
well as Department of Behavioral Health staff who are stationed at these and other
probation locations. San Bernardino County has a 211 phone system for all residents to call for
assistance/referrals.
188
In Custody Programs:
Alcoholic Anonymous/Narcotics Anonymous meetings at Central Detention Center (CDC), High
Desert Detention Center (HDDC) and male Fire Camp
Individual counseling and transition planning for male and female Fire Camp
Job Readiness classes for male and female Fire Camp
Volunteer Journaling Program (independent study) at CDC, HDDC and West Valley Detention
Center (WVDC)
Living Skills classes for male and female Fire Camp
Microsoft Office Specialist Certification at Glen Helen Rehabilitation Center (GHRC).
Pre-Trial Assistance to California Counties (PACC) Program at HDDC
Parenting and Trauma classes for female Fire Camp
Social Worker II visits and resource distribution at WVDC, male and female Fire Camp
Substance Abuse classes at CDC and WVDC
TALK classes for female Fire Camp
What challenges does your county face in meeting these programming and service needs?
Geography is a significant issue especially in rural areas such as Morongo Valley, Needles and
Barstow.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has displayed positive results.
If data exists to support the results, please share.
The county declined to respond to this question.
189
Community Corrections San Diego County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Mack Jenkins FY 2014-15
Chief Probation Officer
Goal: To efficiently use jail capacity
Hon. David Danielsen
Objective: Enhance pre-trial processes to more effectively use
Presiding judge or
current jail capacity
designee
Improve and streamline felony settlement
Ron Lane
Measure: Change in percentage of jail capacity that is utilized for
County supervisor or
pre-trial detention, long term sentences and revocations
chief administrative
officer or designee Progress: One effort which supports managing the jail capacity in San
Diego County includes the establishment of the Residential
Bonnie M. Dumanis
Re-entry Center (RRC), which is co-administered by the
District Attorney
Sheriff and Probation Departments. Through our vendor,
Correctional Alternatives Inc. (CAI), staff at the RRC provide
Henry Coker
work readiness training and alternate custody options to
Public Defender
designated individuals. About 75 individuals, on average, are
housed at the RRC at any given time. In January 2012, the
William D. Gore
Sheriff also created the County Parole and Alternate
Sheriff
Custody (CPAC) unit to provide alternate custody options for
Jim Redman eligible jail inmates. This unit was designed to identify
Chief of Police eligible inmates who are appropriate to be released from
custody and monitored with electronic monitoring and/or
Nick Macchione GPS supervision. As of December 7, 2015, 33% (1,768) of
Department of Social the offenders in custody were either 1170(h) offenders, or
Services, Department of Post-Release Community Supervision (PRCS) offenders
Mental Health and
serving a revocation or flash incarceration in local custody.
Alcohol and Substance
Also as of December 7, 2015, 241 non-PC 1170(h) offenders
Abuse Programs
were participating in some sort of alternate custody through
the CPAC Unit, which may include the following: county
Andy Hall
parole, fire camp, home detention, the RRC and work
Department of
furlough. From July 9, 2012 through November 30, 2015,
Employment
187 participants completed Moral Reconation Therapy™
(MRT™), 95 participants completed substance abuse
Randy Ward
therapy and 17 participants completed anti-theft classes
Office of Education
while on CPAC supervision.
Charlene Autolino
Community-based
organization
Vacant
Victims’ interests
__________________
The CCP meets
quarterly
190
Goal: To incorporate re-entry principles into in-custody programming
Objective: Provide in-custody programming
Expand re-entry beds in jail(s)
Create Mandatory Supervision (MS) Court to transition persons from jail to
community supervision
Measure: Number of offenders served
Opened East Mesa Re-entry Facility (EMRF) expansion (400 beds)
MS Court began February 2013 and currently sees over 500 persons on MS
Progress: In June 2014, the county opened the EMRF, which includes in-custody and re-entry
planning programming such as cognitive behavioral therapy and substance abuse
treatment. Vocational and certificate programs at the EMRF include construction trades,
printing press operation, janitorial services and computer graphics. Planning for release
begins months and even years ahead of time for a smooth transition and success in the
community. At any given time an average of 400 male inmates are receiving re-entry
case management services at the EMRF. The Sheriff's Department has expanded
in-custody program opportunities to a select group of high-security-level classification
inmates housed at two of our detention facilities. The selection process for the
participants includes a multidisciplinary approach between correctional counseling staff
and sworn staff. Inmates who meet the eligibility criteria are offered psychosocial
programming, educational and vocational classes, along with wellness courses
designed to introduce and maintain a healthy lifestyle upon release. These inmates
participate in a therapeutic community, which encourages accountability and
responsibility through cognitive behavioral therapy as well as incentives and sanctions.
Inmates are offered the opportunity to enroll in health care options offered through the
Affordable Care Act prior to their release from custody. Community providers assist with
enrollment, engagement and ongoing care in the community. In November 2015, the
new DMV Identification Pilot Program began offering eligible inmates the opportunity to
apply for and receive a CA DMV identification card prior to being released from custody.
The first group of applicants were participants in the Veterans Moving Forward (VMF)
and incentive-based Housing units at the Vista Detention Facility (VDF). The first batch
was processed and 20 ID cards have been received. The program will gradually expand
to all county detention facilities in 2016. A major component of the early planning for
release includes our “Blueprint for Success,” which the justice partners developed for
MS offenders. The plan was implemented on February 7, 2013 and includes a
pre-sentence Correctional Offender Management Profiling for Alternative Sanctions
(COMPAS) assessment an identified risks and needs. Once sentenced, the offender
participates in the Sheriff’s Re-entry Program (if eligible). While in-custody, correctional
counselors and on-site probation officers assist the offender to complete the goals as
identified in the case plan. Approximately thirty days prior to release, the offender
attends a pre-release review hearing in MS Court where progress toward the identified
goals are assessed and the conditions and requirements of the offender’s community
supervision are discussed. After release, regular status hearings are calendared for
continued assessment of the offender’s progress. A step down Probation supervision
approach using a three-phase model is utilized to assist in a successful reintegration
into the community. If the offender becomes non-compliant, s/he may be dropped down
to the previous phase. In FY 2014-15, 86% (465 out of 540) of MS split-sentenced
offenders completed their term of supervision in the community without receiving a
subsequent misdemeanor or felony conviction during the term of supervision.
191
Goal: Incorporate evidence-based practices into supervision and case management of
PRCS offenders; encourage the use of evidence-based practices in sentencing for
felony offenders
Objective: Encourage the use of evidence-based practices in sentencing for felony offenders
(1. Provide results of risk and need assessments to all sentencing parties; 2. Train
all parties on alternative sentencing and best practices for recidivism reduction)
Provide evidence-based supervision and intervention services for PRCS offenders
(1. Employ risk-based supervision—more intense supervision for higher risk
offenders; 2. Employ swift and sure sanctions for non-compliant behavior; 3.
Provide incentives for compliant behavior; 4. Refer to and monitor use of
community-based treatment services)
Measure: Use of risk and needs assessments in sentencing
Risk-based supervision and referrals to appropriate community-based services
Use of incentives and sanctions and ese of Integrated Behavioral Intervention
Strategies (IBIS) in supervision
Progress: Throughout FY 2014-15, Probation continued to incorporate risk/need information in
Probation sentencing reports. PRCS and MS offenders are assessed for levels of risk.
As of December 2015, a total of 77% of PRCS are identified as high-risk, while a total
of 53% of MS offenders are high-risk. During FY 2014-15, using Probation’s
automated Community Resource Directory, an average of 86% of PRCS and MS
offenders were referred to, and engaged in, at least one treatment service to meet an
assessed criminogenic need. 99% of PRCS Offender Division officers are trained in
motivational interviewing, cognitive behavioral interventions and IBIS. During FY 2014-
15, 70% of San Diego County’s PRCS and MS offenders successfully completed their
term of supervision. A total of 30% recidivated. (2,120 individuals completed
supervision; 646 were convicted of a new felony or misdemeanor during their
supervision term).
The CCP reports it will use the same goals, objectives and outcome measures identified above
in FY 2015-16.
192
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$740,000
Public Defender
$740,000
$1,090,000
District Attorney
$1,090,000
$32,960,000
Sheriff’s Department & Related Costs
$30,050,000
$35,280,000
Probation Department*
$35,280,000
FY 2015-16 - $70,070,000 FY 2014-15 - $67,120,000
*Includes $9,000,000 in FY 14-15 and $8,300,000 in FY 15-16 budgeted to the Health and Human
Services Agency.
FY 2014-15 Allocation: This amount considers the total cash received in FY 14-15, which includes FY
13-14 growth and FY 14-15 programmatic funding.
FY 2015-16 Allocation: As of Dec. 15, 2015, the county allocations were not finalized by the
Department of Finance. Thus, the total cash received for FY 15-16 is not yet determined. This
amount will consider the total cash estimated to be received in FY 15-16, which includes pending FY
14-15 growth amounts and will impact the FY 15-16 programmatic funding.
In FY 2014-15 and 2015-16 the Board of Supervisors adopted a budget in each FY based on
estimated funds and recommendations of the CCP. The budget planning process considered the
uncertainty of ongoing funding allocations beginning in FY 14-15 which were pending
recommendations of the Realignment Allocation Committee. At the time the FY 15-16 budget was
developed, only estimated allocation information was available. Additionally, the amount of FY 14-15
growth funds was not known and not included in the budget adopted in Aug. of 2015. Therefore,
current budgeted amounts may not match final budgeted amounts or the total cash received at the
close of this FY.
193
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
$1,630,000
Parole Revocation Activities***
$1,620,000
$2,500,000
CTC**
$1,700,000
$12,790,000
Services in the Community*
$11,700,000
$1,280,000
Law Enforcement Analysis & Support
$1,220,000
$350,000
Data Collection, Analysis, Evaluation
$370,000
$15,190,000
Supervision in the Community
$15,190,000
$1,000,000
Re-entry Court Services
$1,000,000
Sheriff’s Re-entry & Rehabilitation $20,410,000
Facility $18,400,000
$6,650,000
Alternative Custody
$7,710,000
$200,000
Victim Services
$200,000
$8,070,000
Custody Support
$8,040,000
FY 2015-16 - $70,070,000 FY 2014-15 - $67,120,000
*Substance Abuse, Mental Health, Sex Offender Treatment, Housing; **Community Transition Cen-
ter; ***District Attorney, Public Defender
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
$1,000,000
Re-entry Court Services
$1,000,000
$2,500,000
Community Transition Center
$1,700,000
$12,790,000
Substance Abuse, Mental Health, Sex
Offender Treatment, Housing Services
$11,700,000
in the Community
$351,652
Data Collection, Analysis, Evaluation
$351,652
$4,260,000
Alternative Custody
$5,360,000
FY 2015-16 - $20,901,652 FY 2014-15 - $20,111,652
194
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
The County of San Diego justice partners including Probation, the District Attorney’s Office, Sheriff’s
Department and the Health and Human Services Agency have implemented a multi-agency data
warehouse known as the “data hub”. The San Diego Association of Governments (SANDAG) has
been selected as a research partner to utilize this data to fully measure and report on outcomes.
SANDAG plans to incorporate an evaluation of programs and services in their AB 109 evaluation by
utilizing data from the “hub” to document need and relate it to services received. SANDAG is also
tracking the characteristics of who receives services, and will relate this data to outcomes.
Additionally, within the Sheriff’s Evidence-Based Practice System (EBPS) is a module called
Offender 360, which was developed by Tribridge using the Microsoft Dynamics CRM. Offender 360
EBPS will allow the County of San Diego's justice partners to collect, share and analyze
programming information to measure the success of re-entry services by offender, population and
program agency. Six different populations of offenders are tracked and analyzed; pre-trial, summary
probation, formal probation, PC 1170(h), Post-Release Community Supervision (PRCS) and Parole.
The system will allow authorized users to make more informed decisions regarding the
implementation of re-entry services. Users will be able to track the success and challenges of
offenders attending re-entry programming while in the community or incarcerated. Additionally, the
system will track and identify the number of offenders returning to custody and the program they
attended. This information will aid in identifying the success rate of various programs and assist in
ascertaining the average cost of programming per offender. By collecting and analyzing the
aforementioned data, we will be able to refine how we define, report, understand and manage
recidivism within each member agency and across all member agencies. The Offender 360
in-custody is fully operational and all Sheriff's Re-entry Services Division and the County Parole and
Alternative Custody Unit staff began using the system July 2015. We are continuing to work with the
vendor on enhancements for provider access and the availability of analytics.
Does the county consider evaluation results when funding programs and/or services?
Yes, the county considers all available outcome data and evaluation results in combination with data
on assessed needs, when prioritizing available funding.
Does the county use BSCC definitions when collecting data? If so, which?
As part of the county evaluation, SANDAG is utilizing various measures of recidivism. The
evaluation is looking at outcomes while under supervision and for follow-up periods – up to 18
months from release. It considers booking for a new offense, as well as conviction for a new crime,
and revocations. The evaluation also includes monitoring crime and arrest stats for the region in the
aggregate. The Probation Department is seeking to apply the BSCC definitions when collecting data
for various measures of program utilization and program outcomes.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more. Of Probation’s Public Safety Realignment funds being utilized for treatment and
intervention services, all are being used for evidence-based programming (EBP) treatments. At this
stage, the County is now working to improve the fidelity of programming through the implementation
of the Correctional Program Checklist (CPC).
195
The CPC was designed to assess correctional intervention programs and evaluate the extent to
which these programs adhere to EBP including the principles of effective intervention. Indicators
included in the CPC have been found to be correlated with reductions in recidivism and the process
provides a standardized measure of program integrity and quality. The CPC report identifies the
strengths and areas for improvement for a program as well as specific recommendations that will
bring the program closer in adherence to EBP. By implementing the CPC, the Probation Department
has been able to promote accountability, help programs increase the quality of the services they
provide to our realigned population, assist in program development, stimulate research on the
effectiveness of local treatment programs and use the outcome measures to evaluate funding
proposals as well as external service contracts.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
San Diego has developed a robust continuum of mental health and substance use disorder services
for these offenders through a partnership with the County’s Health and Human Services Agency’s
Behavioral Health Division. For PRCS, individuals served through the Community Transition Center
(CTC) are screened by a Behavioral Health Screening Team (BHST), and through collaboration with
Probation, their behavioral health needs and the most appropriate treatment interventions are
identified. Offenders are linked to the programs as indicated, which range from outpatient mental
health or substance abuse clinics, Full Service Partnership/Assertive Community Treatment
programs, residential substance abuse treatment, and/or detoxification. The CTC is co-located with
a large residential substance abuse treatment program that can provide a seamless transition for
those who would benefit from the program on-site. For offenders that may need mental health or
other resources for substance abuse, they are linked to community-based providers contracted
through the Health and Human Services Agency. The level of need for residential substance abuse
treatment has resulted in some offenders having to stay longer at the CTC to wait for an available
opening.
For Mandatory Supervision (MS) Offenders, the MS Court links them actively to the community
behavioral health services and actively monitors their attendance and progress. If an individual is not
progressing in a particular program, the supervising Judge may move them to another program that
better meets their needs, or impose sanctions.
What challenges does your county face in meeting these programming and service needs?
There are two key challenges that San Diego is addressing. The first is system capacity. The vast
majority of these offenders need some level of behavioral health services, and it is often the most
intensive interventions of residential substance abuse treatment or Full Service Partnership
programming for those who are severely mentally ill. Unfortunately, capacity of the programs does
not meet the need, so at times offenders have to wait for services. While waiting, they may stay at
the CTC or receive lower level services on an interim basis.
The second challenge is that the majority of the programs serve a variety of offenders as well as
adults who are not involved with the criminal justice system. Interventions that may be appropriate
for offenders, particularly high-risk offenders, may not be ideal for others. The county is
implementing the CPC to review the various programs and identify areas that may be strengthened
to meet the needs of offenders, while maintaining an appropriate program intervention for those not
involved in the criminal justice system.
196
A key opportunity is the Drug Medi-Cal (DMC) Waiver. If the county elects to opt-in, the DMC Waiver
may provide opportunities to expand residential substance abuse treatment and establish
offender-specific programming.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Supervision of MS Offenders: To supervise the MS population, the CCP developed Mandatory
Supervision Court, which began operating in February of 2013. Every offender sentenced to a split
term participates in MS Court. The MS Court is the primary element of the CCP’s MS Plan.
To manage the MS offender population, Probation prepares an MS Plan which includes a
Correctional Offender Management Profiling for Alternative Sanctions (COMPAS) assessment and a
case plan based on the offender’s identified risks and needs. Once sentenced, the offender
participates in prescribed programming based on the assessments while in-custody, including
Cognitive Behavioral Therapy, vocational programming and substance abuse treatment. With
correctional counselors and on-site Probation Officers, MS offenders work to complete the goals as
identified in Probation’s case plan.
Approximately thirty days prior to release, the offender attends a pre-release court hearing where
the Court and the multi-disciplinary team, which includes an assigned Deputy District Attorney and
Deputy Public Defender, a Correctional Counselor and assigned Probation Officer review the
offender’s progress in custody and discuss the plan for transition to the community. The offender is
then brought into court and the court informs the MS offender of the conditions and requirements of
their MS.
After release from incarceration, regular status hearings are calendared in MS Court for continued
monitoring of the offender’s progress. MS Court is held on a weekly basis. In addition to these
regular status hearings, the Probation Officer will continue to update the case plan, monitor
compliance and place the offender in appropriate programs based on the offender’s assessed risks
and needs. All warrants are brought before the Judge and all revocations and modifications to the
conditions are heard in MS Court.
One aspect of the MS Plan requires the offender to be monitored using a GPS device for a
minimum of two weeks directly upon release from incarceration, with a strict curfew and various
compliance meetings with the Probation Department. During FY 2014-15, 86% (465 out of 540) of
MS split-sentenced offenders completed their term of supervision in the community without
receiving a subsequent misdemeanor or felony conviction during the term of supervision.
Supervision of PRCS Offenders: San Diego County’s CTC was created and became operational in
January of 2013 to facilitate the re-entry of PRCS offenders. With the implementation of the CTC,
Probation officers are able to immediately assess and engage the offenders and connect them with
services needed to successfully reintegrate into society. Upon arrival at the CTC, offenders are
assessed for criminogenic needs and meet with the BHST. The BHST screens each individual for
substance abuse and mental health needs. Staff is also available to conduct benefit eligibility
screening and application assistance. While at the CTC, a preliminary case plan is developed and
offenders are referred to initial services. Upon leaving the CTC and reporting to the assigned
Deputy Probation Officer, offenders may be referred to additional services based on their specialized
case plan.
197
Prior to the implementation of the CTC, PRCS offenders absconded directly upon release at an
overall rate of 10%. As part of the operation of the CTC, every PRCS offender is picked up at the
state prison from upon release and transported directly to the center. This transportation service
effectively eliminates an offender’s ability to abscond. After the assessment process is complete,
offenders are transported out of the center, either to a residence, shelter or treatment facility.
A new and innovative use of the CTC allows offenders (including MS offenders) who violate their
community supervision terms and are in need of treatment to be referred to, and housed at, the CTC
while awaiting availability of a residential treatment program. This temporary housing helps to save
limited jail bed space and keeps the offender in a therapeutic environment until they can enter a
program. During FY 2014-15, the CTC served a total of 2,078 offenders (1,374 PRCS, 315 MS, 298
PRCS violators, and 91 MS violators).
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199
Community Corrections San Francisco County
Partnership Membership
(November 2, 2015)
Goals, Objectives, Outcome Measures and Progress
Karen Fletcher
FY 2014-15
Chief Probation Officer
Goal: Reduce probation revocations to state prison from San
Vacant
Presiding judge or Francisco
designee
Objective: San Francisco will achieve a 5% reduction in probation
revocations to state prison in FY 2014-15
Paul Henderson
County supervisor or Measure: Percent decrease in probation revocations to state
chief administrative
prison
officer or designee
Progress: In FY 2014-15, San Francisco achieved a 25% decrease in
George Gascon
probation revocations to state prison over the previous year
District Attorney
Jeff Adachi
Goal: Increase successful termination rate of those completing
Public Defender
community supervision in San Francisco in FY 2014-15
Ross Mirkarimi
Objective: 80% of individuals who terminate from community
Sheriff
supervision will terminate successfully
Greg Suhr
Measure: Number of individuals who successfully terminate
Chief of Police
community supervision in FY 2014-15
Steve Arcelona
Progress: 83% of individuals completing community supervision in FY
Department of Social
2014-15 terminated successfully
Services
Barbara Garcia
Department of Mental Goal: Increase referrals to, engagement in and successful
Health completion of services in FY 2014-15
Greg Asay Objective: San Francisco Adult Probation will increase referrals to
Department of services in FY 2014-15 by 10% over the previous year
Employment
75% of clients referred to services will successfully
complete those services
Jo Robinson
Alcohol and Substance
Measure: Number of individuals referred to services in FY 2014-15
Abuse Programs
Number of individuals engaged in services in FY 2014-
Steve Good 15
Office of Education
Number of individuals completing services in FY 2014-
Frank Williams 15
Community-based
Progress: 1,247 referrals to services were made in FY 2014-15, a
organization
decrease of 35% from the previous year. San Francisco is
Beverly Upton currently implementing comprehensive performance
Victims’ interests reporting requirements for all service providers in order to
__________________ monitor the rate of engagement of clients referred to
services. Progress on this measure will be able to be
The CCP meets
quantified in the first quarter of 2016
quarterly
The CCP reports it will use the same goals, objectives and outcome
measures identified above in FY 2015-16.
200
201
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
In FY 2014-15, $2,503,742 was allocated to the Department of Public Health for behavioral
health services and stabilization housing.
In FY 2015-16, $2,503,742 was allocated to the Department of Public Health for behavioral
health services and stabilization housing.
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
$54,170
Five Keys Charter School
$179,156
Phatt Chance Community Services, Inc.
$997,571
Center on Juvenile & Criminal Justice
$180,431
Tenderloin Housing Clinic, Inc.
$725,010
$2,366,359
Leaders in Community Alternatives, Inc.
$3,017,202
$91,268
Community Works West, Inc.
$94,787
$175,000
Charles A Flinton Ph.D
$170,643
$125,437
America Works of California, Inc.
$493,750
FY 2015-16 - $4,169,392 FY 2014-15 - $4,501,392
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
The Adult Probation Department (APD) evaluates programs and services in a variety of ways:
monthly client referrals, engagement/utilization reporting, quarterly reporting and annual program
reporting. Additionally the APD partners with academic and research entities to further define best
responses to client needs and evaluate efficacy of recidivism reduction strategies. APD partners with
George Mason University on a Risk Needs Responsivity tool, and with the Public Policy Institute of
California (PPIC) on a multi-county recidivism reduction evaluation.
Does the county consider evaluation results when funding programs and/or services?
The APD, like other agencies in the City and County of San Francisco, conducts a competitive bid
process to identify organizations who can integrate research driven, best practices into service
design and delivery. Once organizations are selected through the competitive bid, the ADP uses
monthly, quarterly and annual report submission in its consideration of permitted continuation
funding. APD's work with George Mason and PPIC will also help APD better understand local best
practices for recidivism reduction, and will integrate report information into future funding decisions.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for average daily population, conviction, length of stay and
treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more. Evidence-based programming (EBP) language is an integral part of the competitive
bid process. Responsive organizations adequately describe and embrace EBP in service design and
delivery.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
The APD work ordered $2,503,742 of AB 109 funds to the Department of Public Health (DPH) for
behavioral health services and stabilization housing. The funds helped launch a Behavioral Health
Access Center (BHAC) for clients of APD. BHAC services include behavioral health intake,
assessment, care coordination of inpatient and outpatient substance dependency services and
mental health services. Funds are also used for clean and sober, and stabilization housing.
The APD also funds an intensive case management program with clients under probation
supervision who have complex mental health challenges, but who may not meet the medical
necessity required to access the local public health system of care. This program's services include
intensive case management, and peer advocates that help clients navigate many layers of barrier
removal.
The APD also funds substance dependency education services at its one stop re-entry center, and
works with the center's lead services provider to ensure space is available for anonymous groups as
well.
202
What challenges does your county face in meeting these programming and service needs?
While services needs and related capacity ebb and flow, San Francisco struggles with ample
inpatient treatment capacity and detox beds. A large majority of clients under San Francisco APD
probation supervision have multiple contacts with the criminal justice system over long periods of
time and face a complex array of behavioral health needs. Costs associated with high impact
behavioral health programs are high as they require hiring expert intensive case management, peer
navigator staff, the integration of medical experts like psychiatrists who can assist in diagnosis and
medication management, barrier removal funds, detox beds, inpatient services and continuing
services even once a person's probation supervision expires. Locally, statewide and nationally, there
must be recognition of the needs for a long-term continuation of care, and that high quality
community-based behavioral health services come at a premium.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Expanded focus on participation in research and evaluation projects that will help inform best
recidivism reduction next steps
Increased focus on behavioral health interventions
The APD has launched several innovative efforts
Increased victim restitution services
Risk-Based Sentencing
A pilot of a Leadership Academy that integrates pro-social, recreational and skills building
activities into service design and is showing positive results early-on
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The county declined to respond to this question.
203
Community Corrections San Joaquin County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Stephanie L. James
FY 2014-15
Chief Probation Officer
Goal: Reduce the recidivism rate of AB 109 offenders in San
Helen Ellis
Joaquin County
Presiding judge or
designee Objective: Evaluate AB 109 offenders at the 1-year, 2-year time
frames until the 3-year baseline recidivism rate can be
Vacant
established
County supervisor or
Evaluate various programs and strategies for
chief administrative
effectiveness at reducing recidivism
officer or designee
Measure: Rate of technical violations
Tori Verber-Salazar Rate of arrests
District Attorney Rate of convictions
Peter Fox Progress: The 2015 Annual Report evaluated recidivism rates for Post-
Public Defender Release Community Supervision PRCS and mandatory
supervision (MS) offenders at the 1-year and 2-year
Steve Moore timeframes from the start of supervision. The second year
Sheriff cohort of PRCS offenders at the 1-year mark had a 1%
reduction in arrests and a 2.8% reduction in convictions from
Mike Borges
the first year cohort. The second year cohort of MS
Chief of Police
offenders at the 1-year mark had a 1.9% reduction in
arrests and a 6.2% reduction in convictions from the first
Michael Miller
year cohort.
Department of Social
Services
Goal: Increase the success of the Pre-Trial Assessment and
Vic Singh
Monitoring Program in San Joaquin County
Department of Mental
Health and Alcohol and Objective: Increase the success of pre-trial defendants appearing
Substance Abuse for all scheduled court appearances
Programs
Decrease the number of pre-trial defendants committing
a new offense while going through the court process
John Solis
Increase the percentage of time the judge follows the
Department of
detain/release recommendation from pre-trial services
Employment
Measure: Percentage of defendants attending all scheduled court
Jamie Mousalimas appearances
Office of Education
Percentage of defendants who do not commit a new
offense while going through the court process
Gretchen Newby
Percentage of time the judge follows the pre-trial
Community-based
recommendation
organization
Progress: San Joaquin County produces a monthly data dashboard
Gabriela Jaurequi and a quarterly report regarding the Pre-Trial Assessment
Victims’ interests
and Monitoring Program. In the last quarterly report, of the
__________________
285 defendants placed on pre-trial monitoring, 94%
The CCP meets monthly attended all scheduled court appearances and 96.8% did
not have a new arrest while going through the court
process. In the last quarterly report, the judge followed the
detain/release recommendation 76% of the time.
204
Goal: Increase the success of the Adult Day Reporting Center for AB 109 clients
Objective: Increase the participation of clients in the Day Reporting Center
Increase the dosage hours of evidence-based programming for participants
Measure: Number of participants enrolled in the Day Reporting Center
Number of evidence-based programming hours completed by participants
Number of days until participants can begin evidence-based programming once
accepted into the program
Progress: The Probation Department contracted with the University of Cincinnati Correctional
Institute to redesign the Day Reporting Center. The new program went into effect in
January 2015. A preliminary evaluation of the program was completed looking at the
first four months of the program's redesign. There were 73 clients who had been
enrolled in the program for at least 120 days. Through the addition of numerous class
offerings as well as open groups, clients were able to start attending evidence-based
programming within two days of enrollment. Of the 73 clients, the average dosage was
19.5 hours of evidence-based programming. Evaluation data showed that the rates of
arrests and convictions decreased with the increase in dosage hours. Clients who
received no evidence-based programming had arrest rates of 31.6% and convictions
rates of 26.1%. Clients with 1 to 19.5 hours of evidence-based programming had an
arrest rate of 26.1% and no convictions. Clients who had twenty or more hours of
evidence-based programs had no arrests and no convictions during the sample period.
These findings are statistically significant.
The CCP reports it will use the same goals, objectives and outcome measures identified above
in FY 2015-16.
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$228,469
Public Defender
$214,085
$228,469
District Attorney
$214,085
$680,505
Local Law Enforcement
$668,757
$1,134,282
Superior Court
$1,128,446
$449,426
Human Services Agency
$329,081
$618,814
Employment & Economic Development
$598,934
$1,016,650
Behavioral Health Services
$977,708
$1,225,615
Correctional Health Services
$1,225,615
$5,724,622
Sheriff's Office
$5,484,555
$6,007,522
Probation Department
$5,548,776
FY 2015-16 - $17,314,374 FY 2014-15 - $16,390,042
205
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Vocational education* $28,800
Outpatient psych meds $35,000
$10,000
Supportive services for job training
Clients needs $10,000
Vocational education $50,000
Alcohol monitoring $3,398
GPS $275,128
Pre-trial evaluation services
$15,000
$4,843
Telephone reporing
$2,000
$8,240
Drug testing
$1,500
Bus passes $47,146
$47,146
Collaborative Court** $31,000
$6,500
Substance abuse treatment $802,450
$503,350
$19,000
Client**
$20,000
Transitional housing $100,329
$57,800
Client supportive services for job training
$15,000
Job training** $20,000
$20,000
Job training $155,000
$162,017
Out-of-custody psych meds
$35,000
Medical services* $400,513
$405,013
Programming* $53,500
$51,000
EBP $166,667
$166,667
Educational services
$50,000
GPS/alcohol monitoring
$135,891
GED testing $27,200
$28,300
Vocation training supplies
$28,800
$1,353,717
Services*
$1,353,717
FY 2015-16 - $3,601,931 FY 2014-15 - $3,104,701
*In-custody; **Incentives
206
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
$156,856
San Joaquin Community Data Co-Op
$160,000
Mary Magdalene Community Services
$160,000
$160,000
Fathers & Families of San Joaquin
$160,000
$160,000
El Concilio
$160,000
$160,000
Community Partnership for Families
$160,000
$236,554
Friends Outside
$236,554
FY 2015-16 - $1,033,410 FY 2014-15 - $876,554
207
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, we contract with the San Joaquin Community Data Co-Op to conduct an annual evaluation
report of our AB 109 programs and strategies. For the 2015 report, we looked at four cohorts of
offenders and recidivism information in terms of revocations, arrests and convictions. The four
cohorts were Post-Release Community Supervision (PRCS) and Mandatory Supervision (MS)
offenders who had completed two full years of supervision as well as PRCS and Local Community
Supervision (LCS) offenders who had just completed their first full year of supervision. The 2016
Evaluation Report will provide us with our baseline recidivism rate as we will have the 3-year
recidivism rates. We will continue to also look at the one-year and two-year marks as well. The
annual evaluation report also looks at recidivism information for each of our three funded
collaborative court programs as well as the four community-based organizations that provide case
management services. The report also breaks down recidivism information by service/program
referral (i.e. WorkNet, Day Reporting Center, Behavioral Health Services, Human Services Agency,
etc.).
Does the county consider evaluation results when funding programs and/or services?
To date, evaluation results have been preliminary due to the timeframe the programs and
services have been in place. Challenges have been that not all programs and services were in place
a full year period as well as there were not enough resources to increase funding for our base plan.
The Executive Committee plans on using the findings from the upcoming 2016 report to make plan
additions and modifications to existing budgets. There are now additional funds available to San
Joaquin County to make this happen.
Does the county use BSCC definitions when collecting data? If so, which?
During 2015-2016, San Joaquin County modified its definition of recidivism to align with the
BSCC's definition. This definition will be followed for the 2016 Evaluation Report. San Joaquin
County uses the definition for "average daily population" in the monthly data dashboard that is
presented to the CCP. We currently do not track "length of stay." During 2015-2016, San Joaquin
County will adopt the BSCC definition for "Treatment Program Completion Rates."
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
61-80%. The San Joaquin County Probation Department follows the eight Principles of Effective
Interventions in providing pre-trial monitoring and supervision services. Our CCP Plan incorporates
these principles not just from the work of the Probation Department but through our partner
agencies. These principles include using validated risk and need assessments, using motivational
interviewing and Effective Practices in Community Supervision, developing case plans that target
interventions to the top criminogenic needs, using a Sanctions Matrix for alternatives to detention,
increasing positive reinforcement through a Rewards Matrix, engaging ongoing support in natural
communities through the work of the community-based organizations, providing a range of cognitive
behavioral interventions that are provided by probation officers, behavioral health services staff and
community-based organizations, as well as being committed to evaluation efforts to ensure our
programs and strategies are having the intended results.
208
This work is accomplished through our monthly data dashboard, the annual AB 109 Evaluation, the
monthly Pre-Trial Dashboard, the quarterly Pre-Trial Report, the annual Pre-Trial Report and the
quarterly and annual evaluations studies of the Day Reporting Center. In addition to using
Motivational Interviewing techniques and Effective Practices in Community Supervision, we offer a
range of evidence-based programs to our clients which include Thinking for a Change, Common
Sense Parenting, Women Moving On, Aggression Replacement Training®, Cognitive Behavioral
Interventions—Substance Abuse (CBI/SA), Matrix, Seeking Safety and Moral Reconation
Training™. The Day Reporting Center also provides an Orientation, Foundations, Anger Control
Training (ACT), Social Skills, Problem Solving and Advanced Practice cognitive behavioral therapy
groups.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
We can access many different types of substance abuse services in our county ranging from private
providers to county-operated programs. We use four different residential treatment programs for
those suffering from substance addictions: Recovery House, which is a county program, New
Directions, Circle of Friends and Salvation Army, which are all private non-profit providers.
In our county we use the following providers for outpatient treatment for substance addictions:
Chemical Dependency Counseling Center (CDCC), which is a county program. The private
providers we access are: Service First, Valley Community Counseling and Pacific Center for
Addiction Services.
For mental health services in our county we have been able to team up with San Joaquin County’s
Behavior Health Services for placement of a Mental Health Clinician in each of our Court programs
(courtesy of a SAMHSA grant). The clinician is able to place an individual needing assistance on a
fast track to much needed mental health services. The clinician is also able to notify the court of
missed appointments or any issues with medication compliance. We also contract with Holt
Counseling who provides various counseling services; such as domestic violence, family issues,
victims of sexual assaults and post-traumatic stress.
We have a number of ancillary services used as well. For example, we use the Gibson House to
help cover the cost of client’s prescription medications, Community Medical Center (Channel
Medical) for those needing free and low cost medical attention, St. Mary’s Dining Room for
assistance with meals, dental needs and identification vouchers. The Gospel Center Rescue Mission
and The Stockton Shelter for the homeless are used for emergency shelter. Women’s Shelter for no
cost counseling for victims of domestic violence and sexual assaults. The Community Center for the
Blind and Visually Impaired helps with glasses for many of our clients. Father’s and Families of San
Joaquin County, Friends Outside and Mary Magdalene Community Services all assist our clients
with re-entry skills and guidance.
What challenges does your county face in meeting these programming and service needs?
Even with all these resources, we are still faced with serious challenges to help our clients
successfully reintegrate. These challenges are:
1. Our county lacks social and/or medical detox facilities
2. We currently only have two programs to assist with job training who also provide employment
opportunities: WorkNet and Goodwill
3. Affordable long term housing
209
4. Many times our clients go on a waiting list for our County residential programs. This can mean a
client has to remain in-custody until a bed is available.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The process we created for the community-based organization compliance monitoring for all
community-based organizations has helped to ensure accountability, consistency and transparency
to make sure there is fiscal responsibility. This lengthy process is done once a year with a report
going to the Executive Committee. The process includes a self-monitoring report, a site visit, a
contract agency staff interviews, an internal staff interviews, a participant interviews, file reviews, a
semi-annual review, a final summary evaluation, a follow-up/assistance report, a corrective action
plan and a correction action plan progress review. We would be willing to share this with other
counties.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
With the assistance of the University of Cincinnati Correctional Institute (UCCI), the Day Reporting
Center was re-designed in January 2015. The goal of the redesign was multi-fold: to increase client
participation, increase the dosage of evidence-based programming and reduce the wait time
between entry points for evidence-based programming. The program consists of three phases and
aftercare. During Phase I, clients report 5 days a week and focus on orientation, assessment and
treatment planning. Phase II requires clients to report four days a week, complete the Foundations
class (which is a component of Thinking for a Change created by UCCI), 10 Social Skills groups and
two cycles of Problem Solving groups. In Phase III, clients are required to report three days a week.
During this phase, clients will complete a treatment series based on their top criminogenic needs:
Option 1 - Cognitive Behavioral Interventions for Substance Abuse (28 classes); Option 2 - ACT,
Social Skills 2, and 1 series of Problem Solving (23 classes); or Option 3 - Social Skills 2, Social
Skills 3 and 1 series of Probation Solving (23 classes). To track dosage hours, we have created a
passport, that also serves as a visible update for program completion. In Phase III, clients are also
eligible to participate in a Vocational Education Program ran by Northern California Construction and
Training (NCCT) in partnership with the San Joaquin County Fairgrounds. During the first four
months of the NCCT program, participants completed the following classes: Safety, Footings and
Foundations, Framing, Blueprint Reading and Construction Math.
During the first four months of the DRC redesign, there were 73 clients who had been enrolled for as
least 120 days. Recidivism rates were: 8.2% had a violation of probation, 16.4% had at least one
arrest and 5.5% had at least one conviction. The data showed statistical significance in that levels of
recidivism were reduced by increased hours of evidence-based programs. Those with no evidence-
based programming hours had the highest recidivism rates with an arrest rate of 31.6% and
conviction rates of 26.21%. Those clients with 1 to 19.5 hours of evidence-based programming had
an arrest rate of 26.1% but did not have any convictions. Clients who had 20 or more evidence-
based programming hours had no arrests and no convictions during the study period.
210
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211
Community Corrections San Luis Obispo County
Partnership Membership
(November 2, 2015)
James E. Salio
Chief Probation Officer
Goal To maintain maximum public safety
Susan Matherly
Presiding judge or To improve offender success rates and reduce
recidivism
designee
To increase alternatives to incarceration and treatment
Geoff O’Quest
support for low-level offenders
County supervisor or
chief administrative Objective Objectives and outcome measures development ongoing
officer or designee
Dan Down
District Attorney
Patricia Ashbaugh
Public Defender
Ian Parkinson
Sheriff
Robert Burton
Chief of Police
Lee Collins
Department of Social
Services
Anne Robin
Department of Mental
Health
Vacant
Department of
Employment
Star Graber
Alcohol and Substance
Abuse Programs
D.J. Pettinger
Office of Education
Biz Steinberg
Community-based
organization
Vacant
Victims’ interests
__________________
The CCP meets monthly
212
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Goals, Objectives, Outcome Measures and Progress
FY 2014-15
The CCP reports it will use the same goals, objectives and outcome
measures identified above in FY 2015-16.
FY 2014-15 and 2015-16 Budget Allocations to Public
Agencies
FY 2014-15 Allocation: Total includes allocation of $6,016,751 and
$168,515 of prior year unspent funds
FY 2015-16 Allocation: Total allocation includes prior year unspent funds
of $7,577
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
$21,000
Drug Testing
$21,000
Co-occurring Disorder $89,261
Services $84,261
$45,000
Tattoo Removal Services
$45,000
Cognitive Behavioral
$68,000
Treatment $68,000
$339,828
Sober Living Housing
$230,828
$1,353,043
Re-entry Services
$1,227,328
$142,959
Court Processing Services
$142,959
Public Defender Court $81,000
Advocate $81,000
District Attorney PRCS
$76,518
Prosecution $76,518
$44,550
Electronic Monitoring
$44,550
Probation Post-Release $742,611
Supervision $662,887
$4,425,676
In-custody services
$3,793,753
FY 2015-16 - $7,429,446 FY 2014-15 - $6,478,084
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
The county reported no allocations to non-public agencies for programs and services.
213
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
The Sheriff’s Office, Probation Department and Behavioral Health Department are in the process of
developing measurable data points to assist in determining which programs and services are in
alignment with the strategic goals of the Realignment Plan and are effective in changing offender
behavior and reduce recidivism.
Does the county consider evaluation results when funding programs and/or services?
Yes. new programs or services requesting realignment funding must include desired results to be
achieved in their proposal.
Does the county use BSCC definitions when collecting data? If so, which?
No.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
21-40%
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
The following are available services to AB 109 offenders:
Substance abuse treatment (Jail and community)
Co-occurring disorder treatment (community)
Cognitive behavioral treatment (Jail and community)
Tattoo removal services (community)
Case management services (community and Jail)
Sober living placement (community)
Post-Release Offender Meeting (wraparound service outreach)
Welding apprenticeship program (Jail)
Vocational workshops (Jail)
Mentoring services (Jail and community)
Bakery apprenticeship program (Jail)
Trauma workshops (Jail)
Employment training workshops (Jail)
What challenges does your county face in meeting these programming and service needs?
Priorities for FY 2015-16 will include addressing housing and employment needs of inmates and
offenders, expand jail programs and services to meet the needs of inmates in the higher security
housing areas, maintain timely and quality treatment services, ongoing prioritization of developing
an integrated database system and enhancing data collection capacity.
214
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
No.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
1. The Sheriff's Office Jail Programs Unit continues to work on utilizing evidence-based practices by
adopting a validated risk/needs assessment tool to determine an inmate's likelihood to reoffend
and identify programming services to address criminogenic needs. As of October 15, 2015, the
total number of inmates assessed was 217, approximately 78% were assessed as medium or
high-risk.
2. The Probation Department, through the use of a validated risk/needs assessment tool and case
plans, referred 81% of AB 109 offenders to the Behavioral Health Department for further
evaluation to determine suitability for post-release treatment services.
3. The Behavioral Health Department's community-based post-release treatment program served
229 new or continuing clients in FY 2014-15. The average stay of treatment services was 180
days and 91.4 days in sober living housing services. The successful completion rate was 55%,
consistent with the previous year's treatment completion rate.
215
Community Corrections San Mateo County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
John T. Keene FY 2014-15
Chief Probation Officer
Goal: Reduce the public safety impact of the Post-Release
Rodina Catalano
Community Supervision (PRCS) and mandatory supervision
Presiding judge or
offenders to the community by implementing evidence-based
designee
supervision strategies
Adrienne Tissier Objective: 70% of supervisees will successfully complete
County supervisor or
supervision
chief administrative
officer or designee Measure: Percent of supervisees who successfully complete
supervision (normal and early termination)
Steve Wagstaffe
Percent of supervisees who unsuccessfully complete
District Attorney
supervision
John Digiacinto Percent of supervisees who violate a condition of their
Public Defender
supervision by committing a new crime in San Mateo
County
Greg Munks
Sheriff Progress: Between July 2014-June 2015, 77% of supervisees
successfully completed supervision
Susan Manheimer
Chief of Police
Goal: Measure the impact of the realignment population on San
Iliana Rodriguez
Mateo County Adult Correctional Facilities
Department of Social
Services Objective: Percent of realignment inmates were booked into the San
Mateo County Jail for a new crime committed in San
Louise Rogers Mateo County
Department of Mental
Health Measure: Percent of new crimes by categories (i.e. crimes against
persons, property, drug/alcohol (possession/sale) of the
Jennifer Valencia realignment population booked into jail for a new crime in
Department of
San Mateo County
Employment
Progress: The annual average percentage of in custody AB 109
Stephen Kaplan
population is 18%. The top crime categories for the newly
Alcohol and Substance
sentenced 1170 (h) population are: 41% (drug & alcohol);
Abuse Programs
54% (property); 3% (crimes against persons) and 2% (other)
Anne Campbell
Office of Education
Karen Francone
Community-based
organization
Becky Arredona
Victims’ interests
__________________
The CCP meets
quarterly
216
Goal: Increase rehabilitative services (including employment, health benefits, mental health
and alcohol and drug treatment) received by PRCS and Mandatory Supervision clients
post-incarceration
Objective: 83% of inmates will receive a comprehensive medical visit/assessment through the
Public Health Mobile Clinic
57% of supervisees who participated in 550!Jobs will secure employment
64% of supervisees referred entered and completed alcohol and drug (AOD)
treatment programs
Measure: Percent of inmates receiving comprehensive medical visits/assessment through the
Public Health Mobile Clinic
Percent of supervisees who have participated in the 550!Jobs program who secure
employment
Percent of supervisees that entered and completed AOD treatment programs
Progress: Between July 2014-June 2015, 66% of supervisees that participated in 550!Jobs
secured employment, 55% received comprehensive medical visits through the Public
Mobile Health Clinic and 56% satisfactorily completed AOD treatments
The CCP reports it will use the same goals, objectives and outcome measures identified above
in FY 2015-16.
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$502,326
Program Evaluation
Court Commissioner $210,000
Local Law Enforcement
$284,888
Training
CCP Competitive Community
$1,004,653
Grants $265,855
$3,066,509
Human Services Agency
$2,111,252
Health System* $3,506,277
$2,121,245
$638,113
District Attorney's Office
$454,501
$5,134,832
Sheriff's Office
$5,183,356
Probation Department $3,456,896
$3,420,767
Superior Court
$174,375
FY 2015-16 - $17,804,494 FY 2014-15 - $13,731,351
FY 2014-15 and FY 2015-16 Allocation: *Includes alcohol and other drug treatment, mental health
services as well as correctional health therapists.
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FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
$66,034
Probation******
$180,132
Other client services*****
$1,085,323
$292,500
Housing***
$268,581
$500,000
Employment**
$261,347
$1,958,262
Health System*
$1,093,087
$75,000
Family Reunification Services****
$22,529
FY 2015-16 - $3,071,928 FY 2014-15 - $2,730,867
*includes alcohol and other drug treatment, mental health services, correctional health therapists; **
includes 550!Jobs (vocational training program), job development specialist position; ***includes
emergency housing/hotel vouchers, transitional housing, rental assistance; **** includes community
mentor, family reunification and meetings; ***** includes assistance and support services (DMV,
licensing, assessments), food, clothing, transportation vouchers (bus passes, grocery gift cards),
****** includes GPS services.
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
$51,500
Project Read
$51,500
$195,000
One East Palo Alto
$195,000
Service League of San $92,482
Mateo $92,482
$135,000
Our Common Ground
$135,000
$110,000
El Centro de Libertad
$110,000
$190,000
Job Train, Inc.
$190,000
FY 2015-16 - $773,982 FY 2014-15 - $773,982
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Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, San Mateo County includes performance measures and goals in the contracts executed with
community-based organizations (CBOs). In our Request for Proposal (RFP) documents, the County
establishes that all those who apply must be able to meet performance goals and measures as well
as maintain files and records for reporting requirements. CBOs awarded CCP grants work closely
with County staff to ensure that these goals are met or if there are improvements that are needed to
maintain effective service delivery to clients.
Does the county consider evaluation results when funding programs and/or services?
San Mateo County is committed to ensuring that the programs and services provided to the
realignment population truly help clients become productive members of the society and are able to
assist them as they re-enter their own communities. Monthly multidisciplinary meetings are held to
assess the effectiveness of client-centered programs. These are also reported to the CCP on an
as-needed basis.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for average daily population, conviction and treatment
program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more. San Mateo County's CCP has determined it is important to fund programs that reduce
recidivism, meet the rehabilitative needs of the realigned populations and are grounded in evidence-
based practices (EBP). With this commitment, we acknowledge that there is a need to enhance the
understanding of the 8 Principles of evidence-based practices in our community. On March 9, 2015,
the County hosted an EBP workshop conducted by Dr. Natalie Pearl that was attended by
community-based organizations throughout the county. Subsequently, our second round of Request
for Proposals (RFP) was released the same day with the caveat that programs need to adhere to
one or more of the 8 Principles. Out of this RFP, a total of approximately $773,982 was allocated to
6 community-based organizations, with services ranging from supportive transitional housing, job
training and placement as well as recovery services.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
The San Mateo County Health System's Behavioral Health and Recovery Services Division assists
adults, older adults and families with prevention, early intervention and treatment of complex mental
illness and/or substance abuse conditions. The Public Health Division’s mobile clinic receives
patients from our re-entry population, initiates care and supports establishment of primary health
care relationships throughout our county. San Mateo Medical Center’s Medical Emergency and
Psychiatric Emergency departments stabilize clients at acute risk. Each of these entities coordinates
with a larger network of privately and publicly funded providers.
219
Behavioral Health provides mental health services to individuals eligible for Medi-Cal and/or
members of the Health Plan of San Mateo through outpatient clinics and a network of community
agencies and independent providers offering outpatient services, residential treatment,
rehabilitation, and other services. Our county created the Service Connect Program as a multi-
departmental partnership to meet the re-entry needs of our realigned population. We have since
expanded eligibility to a larger portion of our re-entry population. The Service Connect Behavioral
Health team screens for care needs including medical, mental health and substance use
recovery. Mental health providers at Service Connect assess, diagnose, treat and offer clinical
case management to our clients. This includes psychiatry offered on site and arranged through
our county’s clinics and provider network. Behavioral Health contracts with Telecare Corporation
in a full service partnership to meet broader needs such as housing, rep payee, and most health
care for severely mentally ill adults who require such extensive service.
Clients receive peer support from individuals with lived criminal justice rehabilitation and recovery
experience. Both Human Services Agency and Behavioral Health employ peer mentors to
accompany new clients from custody to our program site. These experienced and skilled peers
might also guide through any of the service contacts they need to complete anywhere within the
health system or other service systems. Behavioral Health additionally contracts with Voices of
Recovery, a peer organization, for group and individual support to clients on site and in the
community.
Behavioral Health and Recovery Services offers a broad range of services for the prevention and
treatment of drug and alcohol disorders. We administer funds from federal, state and local
sources and provide substance use consultation, assessment, linkages and referrals to a
network of contracted community-based substance use treatment providers throughout the
county.
Alcohol and Other Drug treatment services include: detoxification, outpatient, residential and
medication assisted treatment. Services are available to San Mateo County residents on sliding
fee scale. No one is turned away for lack of funds. Pregnant and parenting women receive
priority admission.
Assessment - The Alcohol and Other Drug Services (AOD) staff provides assessment services to
San Mateo County residents involved in court programs, CalWORKs, Child Protective Services,
Prop 36, Shelter Network and other county programs. After assessment, clients gain referrals to
appropriate substance abuse treatment providers. Clients may also receive referrals to other
supportive programs to receive services such as counseling, job training and placement, housing
resources and childcare.
Ancillary Services - Through co-location with Human Services Agency, including Vocational
Rehabilitation Services, Service Connect assessors/case managers coordinate closely on site
with social workers, benefits analysts, vocational rehabilitation counselors and job developers.
Through referrals, clients may access a much broader range of services in education, parenting,
citizenship, etc.
Detoxification Services - These facilities provide 24-hour, supervised, non-medical withdrawal
from alcohol and other drugs.
Drug Court - As a specialized program, the San Mateo County Drug Court addresses the needs
of non-violent, drug-dependent defendants. Those eligible for Drug Court may participate in it
instead of serving a County Jail sentence. A participant must attend all court reviews, enroll and
complete a substance abuse treatment program, submit clean drug tests, and abide by any other
directives of Drug Court. The Drug Court utilizes a team case management approach to serve
the clients. The "team" is comprised of the judge (team leader), probation officers, own
recognizance (OR) program, prosecutors, defense attorneys, AOD Services Case Managers/
220
Assessment Specialists and treatment professionals. The team works collaboratively to develop a
strategy to address the client's needs in an effort to decrease the likelihood of relapse,
re-offense, and re-entry into the criminal justice system.
Outpatient Treatment - Outpatient sites offer flexible service intensity matching the acuity of
recovery need. This includes individual, group, vocational and educational counseling offered
during convenient hours, including evenings.
Prevention Services - Information and referral, education, and support services are available
both to the community at large (including people in the earliest stages of experiencing alcohol
and other drug problems) and for family members and significant others of clients enrolled in the
managed care system.
Residential Treatment - Residential treatment consists of structured, live-in programs at licensed
treatment facilities for men, women and women with children ages five and under. The treatment
goal here is client stabilization. Services include individual, group, vocational and educational
counseling. Our county has dedicated funding to cover 90-day residential treatment courses for
our realigned and some re-entry populations.
Transitional Housing - This service is geared exclusively for those in outpatient treatment who
either need a safe environment or who require temporary housing. It provides a great opportunity
for clients to develop a support system while receiving outpatient services. There is also
specialized housing for women in reunification. Our county has dedicated funding to cover 60-
day transitional housing stays for our realigned and some re-entry populations.
Special Programs - Addiction Medicine and Therapy Program. This outpatient program offers
medication assistance treatment for opioid addiction. The program offers both medically
supervised withdrawal and maintenance treatment for persons who are opiate-dependent.
Treatment requires rehabilitation counseling and offer clients HIV counseling and testing.
Integrated Medication-Assisted Treatment (IMAT) Program - Launched in 2015, this program
works closely with emergency departments and county/community providers to coordinate
outreach, assessment, prescription and ongoing administration of medication to help adults
recover from substance dependence, including alcohol dependence.
Perinatal Services - Intensive individual and group counseling is available for pregnant and
parenting women. Opiate-dependent women may receive medically supervised methadone
maintenance or detoxification treatment. Programs focus on women's issues, domestic violence
and parenting. Children through age three may join on-site child care.
What challenges does your county face in meeting these programming and service needs?
Real estate and housing costs continue to rise in our county, jeopardizing the viability of
providers who also grapple with changes in federal and state requirements for reimbursement of
their services. Clients unable to stabilize their housing often cannot focus their energy fully on
their medical health, mental health or substance use recovery. Several circumstances connected
to homelessness exacerbate medical and mental health symptoms and promote substance use.
Clients subject to sex offender registration continue to encounter more challenges than the rest
of our population in securing permanent housing.
We will likely remain on a perpetual learning curve in developing a consistent, thoroughly
informed, evidence-based and culturally sensitive approach to the unique, complex trauma
history that nearly every client carries into our contacts. Even a summary assessment typically
reveals multifaceted trauma spanning from an early age and layering through community
221
violence, family disruption, incarceration and many other experiences. To adequately address
these trauma experiences alongside client health and basic resource concerns continually
challenges our individual service relationships (e.g., managing client trauma reactions to shared
living arrangements in order for the client to complete residential treatment). It also challenges
our larger program decisions (e.g., how to keep our program site sufficiently structured/safe/
secure and also sufficiently welcoming to our clients who associate guards, checkpoints and
access restriction with incarceration).
Balancing our clients’ needs as both victims and perpetrators poses several challenges for us. At
the same time that we can improve our address of trauma histories, we also find much potential
to improve consistency and coordination in addressing antisocial thought, behaviors, attitudes
and tactics. Especially when we share a person’s case among several departments, what we
assess and how we would address it can look very different to each partner in the collaboration.
These varying conceptualizations and approaches may or may not prove compatible. Many
times, we can rally around setting a particular limit or promoting a particular support, but doing
both in the context of several situations over the course of a week can elude our current capacity
for coordination.
The successes of our multidisciplinary re-entry programs have prompted broader financial and
political support and prompted an expansion of scale in client referrals, staffing and partnerships.
We are outgrowing several of the operational models that have served us on a smaller scale. As
we evolve our program models, we seek to efficiently serve more people in coordination with
more providers while maintaining fidelity to key principles and practices that have worked well for
our clients. Any change within one department’s operation creates multiple unanticipated impacts
for the other departments interfacing to provide services to clients in common. Coordinating our
procedures, especially during further program development, challenges us to balance several
shifting perspectives.
Utilization management and aftercare require further development, as a growing number of
re-entry clients proceed through our service course and then seek further supports in the
community. Even while we have expanded, we cannot continue serving many of these clients
and also welcome new clients at the pace they are referred for service. This situation obliges us
to include within our services preparation for clients to usefully engage other services and
systems.
We also need to remain distinct from those systems in the ways that make our program uniquely
conducive to engaging our new clients.
As well, we seek to cultivate within those systems some movement toward compatibility with the
ways of working that we have developed, as well as increasing receptivity to the clients that we
send them. Many of the clients who come to us have experienced failures in meeting their needs
through the service systems to which we would send them. Many logistic, attitudinal, and
operational barriers contributing to those failures remain intact in our systems, challenging us to
continue building relationships with a broad range of providers. Through those relationships, we
can advocate changes to improve service outcomes for our population.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
In March 2014, San Mateo County implemented the Unified Re-entry Plan that provides for a
seamless transition from in-custody case management services to comprehensive out-of-custody
services upon release for offenders who are at moderate (medium) or high-risk to recidivate. The
goals of the re-entry system are to reduce recidivism and to achieve stability and pro-social
222
behaviors. San Mateo County stakeholders (Sheriff, Probation, Health and Human Services Agency)
have partnered to provide needed programs and supports, beginning in custody and continuing
through release to community supervision and services. The coordination between in-custody and
out-of-custody case management is key in order to ensure the released individual is connected to
services immediately upon release.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
In January 2015, the County re-opened the David Lewis Community Re-entry Center in East Palo
Alto. This center serves as a hub for services focused on those coming from prison and back to their
communities, in an area with the highest need in the County. Each service component offered in the
center is evidence-based or a best practice and important to changing lives and reducing recidivism.
Multi-disciplinary team meetings will coordinate these transitions. Emergency support and benefits
enrollment will address immediate and pressing physical needs. Employment services, health care,
mental health and substance use treatment, housing, family reunification, cognitive therapies and
education will address the root causes and triggers of criminal behavior. Delivered and monitored in
a unified system, they provide a strong foundation upon which county residents returning from
incarceration can rebuild their lives. Staff from the San Mateo County Health System's Behavioral
Health and Recovery Services Division is currently working with the California Department of
Corrections and Rehabilitation to provide the same services mentioned to those on parole.
From June 2014 to July 2015, 77% of the realignment population have successfully completed
probation; 66% who participated in the county's 550!Jobs training and employment program have
secured employment; 43% have received comprehensive medical visits/assessments through the
Mobile Health Clinic and 56% have completed AOD treatment programs. The annual average
percentage of in custody AB 109 population is 18%. The top crime categories for the newly
sentenced 1170 (h) population are: 41% (drug & alcohol), 54% (property), 3% (crimes against
persons) and 2% (other).
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Community Corrections Santa Barbara County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(November 2, 2015)
Guadalupe Rabago FY 2014-15
Chief Probation Officer
Goal: Enhance public safety by reducing recidivism
Darrel Parker
Objective: Focus funding on and delivery of evidence-based
Presiding judge or
programming that is data driven and matched to offender
designee
risk and needs
Janet Wolf Expand the use of best practices for evidence-based
County supervisor or sentencing and adjudication that uses offender specific
chief administrative risk, needs and responsivity measure
officer or designee
Support professional training to advance system-wide
knowledge of evidence-based practices in the criminal
Joyce Dudley
District Attorney justice field
Rai Montes De Oca
Goal: Enhance the use of alternative detention (pre- and post-
Public Defender
sentence) for appropriate offenders
Bill Brown
Sheriff Objective: Expand the use of evidence-based assessment tools for
pre-trial and post-sentence jail release decisions
Ralph Martin
Chief of Police
Goals, Objectives, Outcome Measures and Progress
Daniel Nielson
Department of Social FY 2015-16
Services
Goal: Enhance public safety by reducing recidivism
Alice Gleghorn
Objective: Focus funding on and delivery of evidence-based
Department of Mental
programming that is data driven and matched to offender
Health and Alcohol and
risk and needs
Substance Abuse
Programs Expand the use of best practices for evidence-based
sentencing and adjudication that utilizes offender-specific
Ray McDonald risk, needs and responsivity measures
Department of
Support professional training to advance system-wide
Employment
knowledge of evidence-based practices in the criminal
justice field
Bill Cirone
Office of Education
Measure: The results of evidence-based assessments will be
incorporated into sentencing reports and revocation
Ed Cué
petitions for realigned offenders
Community-based
organization Training related to evidence-based practices and/or
interventions will be made available to all realignment
Idalia Gomez
service providers
Victims’ interests
__________________
The CCP meets in
February, April, August,
October and December
224
Goal: Enhance the use of alternative detention (pre- and post-sentence) for appropriate
offenders
Objective: Expand the use of an evidence-based assessment tool for pre-trial and post-
sentence jail release decisions
Strive to maximize jail capacity by appropriately identifying offenders who can safely
be released and those who should be held in physical custody
Measure: Ensure evidence-based risk assessment information is available for at least 90% of
inmates in the county jail
Continue efforts to pilot a pre-trial services assessment and provide the results to the
court as early in the court process as possible
Goal: Provide for successful re-entry of offenders back into the community
Objective: Provide services and treatment to offenders in partnership with existing community
providers
Facilitate access to sober living and transitional housing as well as long-term
housing
Strive to support the specialized needs of offenders to improve their successful
re-entry into the community
Measure: Provide gender specific, trauma informed treatment interventions to realigned
offenders
Increase participation in cognitive behavioral treatment such as Reasoning &
Rehabilitation (R&R), Thinking for a Change and Moral Reconation Therapy™
(MRT™) for realigned offenders to at least 75%
Provide access to psychiatric services through AB 109 Clinic for post-sentence
supervision (PSS) offenders
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
Reserved for Services in Future
$2,853,027
Fiscal Year $978,303
Guadalupe Police Department $5,000
$479
$49,398
Auditor-Controller's Office
$48,299
$225,984
Public Defender
$182,001
$292,039
District Attorney
$256,729
Alcohol, Drug and Mental $380,000
Health Services $258,393
$3,448,585
Sheriff's Department
$3,234,681
$3,571,693
Probation Department
$3,919,168
FY 2015-16 - $10,875726 FY 2014-15 - $8,878,053
225
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
$320,000
Housing, Sober Living, Detox
$199,106
$1,051,292
Treatment & Re-Entry Services
$558,513
FY 2015-16 - $1,371,292 FY 2014-15 - $757,619
226
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FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, Santa Barbara County Probation Department contracts with the University of California, Santa
Barbara to assess the implementation and ongoing impact of California’s Public Safety Realignment
Act for Santa Barbara County. The evaluation reports are presented to the CCP and the Board of
Supervisors (BOS) each year. They are also available to the public via the Probation Department’s
website.
Does the county consider evaluation results when funding programs and/or services?
Yes, the evaluation is utilized by the CCP workgroup to review the systems’ impact on criminal
offender outcomes and the data is utilized to make adjustments for continuous process
improvement. Annually, the evaluation findings are presented to the CCP and the BOS prior to
budget planning and discussion. The utilization of the evaluation in this manner allows for the
building of capacity through less restrictive options, thereby reducing reliance on incarceration and
identifying ways to improve effectiveness of the criminal justice system.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
21-40%
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Batterer’s Intervention Program
Sex Offender Treatment
Alcohol and Other Drugs (AOD) Treatment Groups
Detoxification
Reasoning and Rehabilitation (R&R)
Seeking Safety
Moral Reconation Therapy™ (MRT™)
AB 109 Clinic (AB 109 Offenders’ Mental Health Screening and Treatment Program)
Recovery-Oriented System of Care (ROSC)
Secure Continuous Remote Alcohol Monitoring (SCRAM)
Drop-in Education
Drop-in Employment
Employment Readiness
First Aid and Cardiopulmonary Resuscitation (FA/CPR)
Work and Gain Economic Self Sufficiency (WAGE$$)
227
What challenges does your county face in meeting these programming and service needs?
As a system we have needed to be adaptable, nimble and flexible in our collaboration and
coordination. Substantial staff turnover both within the county departments and community-based
providers have emphasized the importance of communication, relationship building and
responsiveness. Challenges have been presented in maintaining regular training opportunities for
new staff and in recruitment and retention of qualified staff within our community-based
organizations. Additionally, it is recognized that an evidence-based intervention that fulfills the 52-
week Batterers Intervention Program requirement is currently not available.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Introduction and expansion of both gender specific and trauma informed programming and
practices.
Contracting with a local evaluation team has allowed for cohesive and frequent on site
collaboration.
Partnership with Results First Initiative – utilizing a cost-benefit analysis to implement effective
strategies.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Santa Barbara County has partnered with the Pew-MacArthur Results First Initiative to identify
cost-effective, evidence-based programming and supervision strategies. This partnership allows
local stakeholders to utilize a cutting-edge approach to better analyze the “cost-effective” aspect to
allocating the limited resources.
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229
Community Corrections Santa Clara County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Laura Garnette
FY 2014-15
Chief Probation Officer
Goal: Decrease the time period from initial referral to enrollment in
David Yamasaki
services
Presiding judge or
designee
Objective: Ensure referral and engagement processes and program
Gary Graves capacity promotes enrollment in programs/treatment
County supervisor or
Measure: Decrease the median time from referral to enrollment
chief administrative
officer or designee Progress: Ongoing progress is being realized as a result of behavioral
health assessments and services being addressed at the
Jeff Rosen
Re-entry Resource Center upon initial release. Where
District Attorney
possible, clients are being assessed in-custody prior to
release. On June 9, 2015 the Board of Supervisors approved
Molly O’Neal
Public Defender a Board Resolution approving the implementation of
individualized re-entry planning policy to improve the time
Laurie Smith period from initial referral to enrollment in services. A
Sheriff transition plan is an individualized program plan that is
designed to ensure the client in custody will receive
Michael Sellers
necessary services in the community post-release. A
Chief of Police
transition plan will provide linkage to appropriate next step
Robert Menicocci resources based on offenders’ needs, prevent vulnerable
Department of Social populations from becoming homeless, invest in the outcome
Services that every human life has potential to be a productive
member of society, and maintain gains achieved during the
Toni Tullys
course of incarceration. The priority population for discharge
Department of Mental
planning is defined based on objective risk factors such has
Health
diagnoses, documented chronic homelessness, documented
John Dam substance dependency, extensive criminal history and other
Department of key factors.
Employment
Bruce Copley
Alcohol and Substance
Abuse Programs
Jon Gundry
Office of Education
Rose Amador
Community-based
organization
Kasey Halcon
Victims’ interests
__________________
The CCP meets
quarterly
230
Goal: Improve processes for data collection and evaluation across agencies
Objective: Ensure accurate data is captured and shared to better serve clients
Measure: Data is clear, accurate and consistent
Progress: The Referral Tracking System was implemented in mid-July 2015 to provide information
regarding service referrals and delivery provided to re-entry clients within Santa Clara
County. Currently, each County agency or department provides services to these
clients, then stores service and case data in their own departmental systems. There is a
need to more clearly understand and see the linkage of the referrals that are made
between agencies so that service and outcome data can be effectively measured and
assessed. A centralized referral tracking system managed by the Office of Re-entry
Services (ORS) will enhance the County’s ability to coordinate services between
agencies, more easily measure outcomes, accurately track service delivery and more
effectively allocate resources to support the success of re-entry initiatives. This system
should alleviate the need for redundant data collection at multiple service points and
should save staff from handling manual paper forms at multiple points. We are also
implementing a Realignment Business Solution that interfaces with other county data
systems to collect, share and report on data for AB 109 clients by January 2016.
The CCP reports it will use the same goals, objectives and outcome measures identified above
in FY 2015-16.
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$859,813
Social Services DEBS
$811,515
$5,119,431
Department of Alcohol and Drugs
$5,404,538
$1,617,548
Executive Office/Re-entry Services
$1,344,593
$5,958,987
Mental Health and Housing
$6,996,410
$520,000
Facilities and Fleet
$767,467
$9,139,155
Probation
$10,082,015
$745,771
Pretrial Services
$687,498
$6,296,040
Criminal Justice: Reserve/Contracts
$3,984,086
$580,567
District Attorney
$467,010
$1,098,055
Public Defender
$1,011,226
$13,105,055
Sheriff/Department of Correction
$1,130,002 $13,695,272
Information Systems Department
$799,114
$50,000
Employee Services
$50,000
FY 2015-16 - $45,691,564 FY 2014-15 - $54,223,515
FY 2014-15 Allocation: Fund balance from prior years of $14,693,647.
231
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Medi-Cal Eligibility, CalFresh & General $859,813
Assistance Enrollment $811,515
Behavioral Health Assessment & Case $1,600,000
Management $1,435,326
$2,630,697
Alternative Out-of-Custody Supervision
$2,000,000
$745,771
Electronic Monitoring & Pre-Trial Services
$687,498
$580,567
Revocation Proceedings
$467,010
Expungement Services & Revocation $1,098,055
Proceedings $1,011,226
$1,130,002
Development of Data & Tracking System
$799,114
Re-entry Resource Center Operations & $2,137,548
Administrative Oversight $2,112,060
FY 2015-16 - $10,782,453 FY 2014-15 - $9,323,749
232
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
FY 2014-15: Substance Abuse Treatment (Family & Children Services Outpatient $837,834,
Family & Children Services Day Treatment $535,665, Alcohol & Drug Services Resid. $744,572,
Pathway PH Resid. $682,878, Pathway PH (one-time) Resid. $241,010, Pathway - E.H.R. $13,047,
Project Ninety Resid. $115,632, Alcohol & Drug Services THU $173,131, Crossroads THU $179,491,
Crossroads (180) THU $150,164, Pathway-THU $132,000, Pathway (180) THU $364,869)
Faith-Based (Breakout Prison Outreach, dba California Youth Outreach $116,667, Bible Way
Christian Center $116,667, Bridges of Home $266,667, Maranatha Christian Center $116,667)
Mental Health Treatment (Momentum for Mental Health $758,952, Catholic Charities FSP
$150,000, Community Solutions FSP $150,000, Gardner Family Care Corporation FSP $150,000),
Housing (Peninsula Health Housing $132,000, HomeFirst Housing $132,000, InnVision
Housing $75,000, Abode Housing $100,000) Education (Con-Xion Center for Training & Careers
$100,000), Employment (Goodwill of Silicon Valley $500,000, Catholic Charities $300,000),
Family Reunification (Gardner Family Care Corporation $100,000) Health & Well-being (Health
Right 360 $135,000) Legal Services (Bay Area Legal Services $50,000, Pro Bono Project $50,000).
FY 2015-16: Substance Abuse Treatment (Family & Children Services Outpatient $837,834,
Family &Children Day Treatment $535,665, Alcohol & Drug Services Resid. $744,572, Pathway PH
Resid. $682,878, Pathway PH (one-time) Resid. $241,010, Pathway - E.H.R. $13,047, Project Ninety
Resid. $115,632, Alcohol & Drug Services THU $173,131, Crossroads THU $179,491, Crossroads
(180) THU $150,164, InnVision (180) THU $64,969, Pathway THU $132,000, Pathway (180) THU
$364,869) Faith-based (Breakout Prison Outreach, dba California Youth Outreach $116,667,
Bible Way Christian Center $116,667, Bridges of Home $266,667, Maranatha Christian Center
$116,667) Mental Health Treatment (Momentum for Mental Health $758,952, Catholic Charities
FSP $150,000, Community Solutions FSP $150,000, Gardner Family Care Corporation FSP
$150,000) Housing (Peninsula Health Housing $132,000, HomeFirst Housing $132,000,
InnVision Housing $75,000, Abode Housing $550,000) Education (Con-Xion Center for Training &
Careers $100,000) Employment (Goodwill of Silicon Valley $500,000, Catholic Charities $300,000)
Family Reunification (Gardner Family Care Corporation Family Reunification $100,000) Health
& Well-being (Health Right 360 $135,000) Legal Services (Bay Area Legal Services $50,000,
Pro Bono Project $50,000)
233
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Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
On June 25, 2013, the Board of Supervisors approved a 24-month service agreement with Resource
Development Associates (RDA) in the amount of $299,310. The contract ended on June 30, 2015.
The scope of services included: (1) evaluating and providing written assessment of the county’s AB
109 programs and services; (2) expanding programs and services evaluation to AB 109 funded
community agencies; and (3) conducting focus groups with clients and community agencies. To
examine the implementation and impact of these efforts, the County of Santa Clara contracted with
RDA to conduct a two-year process and outcome evaluation of re-entry services being provided to
the AB109 population. This is a comprehensive Public Safety Realignment (AB 109) outcome
measurement and process evaluation report covering period from October 1, 2011 to December 31,
2014. The report entails recidivism rate for AB 109 population and impacts on programs and
services funded by realignment resources. This process and outcomes evaluation seeks to examine
ways in which service provision informs the rates of recidivism among the county’s AB 109
population. The full evaluation report presents findings including AB 109 population characteristics,
types of services and programming being accessed, and the impacts of services and programming
on recidivism. It also includes an overview of AB 109 clients’, service providers’, and county staff
members’ perceptions of the re-entry system. The full report includes a complete account of process
and outcome evaluation findings as well as background information, a detailed description of the
methodology used and further recommendations.
Does the county consider evaluation results when funding programs and/or services?
Yes, our evaluation results have shown that ensuring clients receive appropriate services based on
need helps to reduce their risk of recidivism. We are using assessments to determine program
referrals. We evaluate the length between referral and intake, service engagement and completion
of programs to determine which programs are more viable and successful at reducing recidivism.
We are also using the evaluation to show which services have the greatest impact and use these
outcomes to secure more services in this area. We are also using these results to help pinpoint gaps
in services and put more resources in areas that are needed.
Does the county use BSCC definitions when collecting data? If so, which?
No.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
21-40%
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Currently, AB 109 funds approximately $2 million towards mental health services in Custody
Health’s budget and approximately $4 million towards mental health services in Behavioral Health
Services’ system of care, of which $1.3 million is for community-based treatment services.
234
Mental Health Services for AB 109 clients provided by Custody Health, Health Services provides
medical and dental care, nursing and mental health services to inmates being retained locally.
The increase in inmate population at the Main Jail and Elmwood as a result of AB 109 resulted in
an increase in costs for medical and psychiatric health care services. Custody’s Mental Health
Services unit provides an array of mental health services to the inmates incarcerated in the
Santa Clara County Jail system, inclusive of mental health exams and treatment, crisis
evaluations, acute inpatient services, pharmaceutical management, welfare checks, programs
and other services. All inmates booked into custody receive a comprehensive health screening
which is inclusive of key questions related to the mental health history of the arrestees as well as
information related to their current mental status. All arrestees who have a history of mental
illness, who have attempted suicide in the past, and/or who are exhibiting signs of mental illness
at booking, are referred to a Mental Health Clinician at booking who conducts a comprehensive
mental status examination on the newly booked inmate. As a result of this examination, a plan of
care is initiated for the inmate.
Additionally, Custody Health offers a suicide prevention program ensuring that training is
provided routinely to staff for the Department of Correction, Office of the Sheriff’s Court staff,
Probation, Public Defenders, Custody Medical staff, Mental Health and nursing staff. Custody
Health provides Depression Prevention classes to inmates in a number of housing areas at
Elmwood Correctional Facility and at Main Jail. These services are critical to assisting clients’
return to the community, reducing the length of stay in a locked facility and/or inpatient acute
hospital, reducing the costs to the county and better long-term outcomes for the clients.
Furthermore, in order to support the clients’ transition into the community, these services provide
the client with mental health counseling, including individual and group and linkages to
community support services.
Due to the increased census in the County’s correctional facilities and the extended length of
stay, the mental health population has dramatically increased. Since the implementation of AB
109, the Board of Supervisors has approved the funding of two additional Psychiatrist positions
at the jail to manage the additional mental health patients. inmates are evaluated by a
psychiatrist and provided appropriate care and treatment, which may include prescriptions for
psychotropic medications. The psychiatrists assist in evaluating clients for medication
management and provide appropriate treatment for the relief of their debilitating symptoms.
Transitioning Client from in-custody to the Re-entry Resource Center (RRC) for assessments and
linkages behavioral health services, in collaboration with Probation, Custody Health, Social
Services Agency and the ORS established a re-entry model at the RRC that consists of a service
assessment and delivery model.
The Behavioral Health team consisting of four licensed clinicians at the RRC provide clinical
assessment for client referral, screening and/or linkage for mental health, drug and alcohol
treatment needs at the RRC. Clients are linked to treatment providers and other needed
services. Behavioral Health provides a minimum of 70-90 critical needs and/or Mental Health and
Drug an Alcohol Assessments monthly that includes linkage support every week depending on
staffing pattern and client flow. In addition to these four clinicians, there are two Rehabilitation
Counselors who do critical needs assessments and refer, and link clients to needed community
services. These Rehabilitation Counselors also provide brief and crisis counseling, as well as
case management services for those identified as high-risk/AB 109 clients at RRC. Probation
and ORS identify these high-risk or high need individuals with priority to AB 109 clients for case
management. Clients Receive Immediate Mental Health Services County’s Medical Mobile Unit.
In September of 2013, the RRC, through partnership with the Valley Homeless Healthcare
Program (VHHP), opened the RRC Mobile Health Unit to address the medical needs of the
clientele. Given the great need for psychiatric services in the re-entry population and the unique
ability for VHHP to provide a broad range of services for patients with mental health disorders, a
full-time Psychiatrist is part of this team.
235
This Psychiatrist works under VHHP’s current model of collaboration with medical physicians and
splits time between the RRC and the Alexian Homeless clinic. The goal is to provide intake,
evaluation and treatment for all AB 109 clientele within one week of presenting to the RRC. The
Psychiatrist provides bridge services from custody to society and coordinate outreach for patients
with known mental health disorders. VHHP has a wrap-around approach to treating patients and has
provided psychiatric services to their patients for many years. In this model, medical doctors and
psychiatric doctors work side-by-side to provide psychiatric care to patients. Because of this
collaboration, the medical doctors can often manage many of the follow-up appointments after the
psychiatrist’s initial evaluation. This allows greater access to psychiatric services as the psychiatrist
has fewer routine follow-up appointments and thus is available for more intakes of new patients.
In the first quarter of 2015 (July 1 through September 30, 2015), the mobile clinic evaluated 117
new patients, 76% of whom were seen in full or part for psychiatric complaints. Prior to having
the psychiatrist at the Re-entry Center, about 10% of mental health patients were in crisis and
had to be referred for urgent mental health evaluation. Staff plans to review and closely monitor
new patients to determine the rate of mental health patients not being referred for urgent medical
health evaluation.
Investments were made in more balanced, community-based treatment programs that employ
evidence-based principles. AB 109 funds staffing resources at the Evans Lane program and
directed contract services to fund Mental Health full service partnerships and crisis residential
services. Evans Lane provides outpatient support in order to help re-entry clients acquire skills to
increase self-reliance. The focus of this treatment is to assist clients in developing better coping
skills resulting in few hospitalizations and lower rates of recidivism.
Full Service Partnership (FSP) programs are intensive, comprehensive programs for adults with
Serious Mental Illness (SMI) who are high-risk, frequent users of involuntary care and/or under-
served homeless consumers with high-levels of need. These programs are based on the AB
2034 philosophy that provide a full array of treatment services which include: substance
dependency treatment, psychiatric services, mental health counseling, case management,
housing, and community resources necessary to meet the needs of each individual’s life
circumstances. These services are operated by community-based organizations and provide
client access 24 hours per day, seven days per week. FSP targets SMI adults discharged from
Institutes for Mental Disease (IMDs), inpatient hospitals, state hospitals, who have been high
users of EPS, crisis residential services, have severe co-occurring disorders, involvement with
the criminal justice system and/or are homeless or at risk of homelessness. FSP providers have
the flexibility to outreach and engage clients who are homeless or are in a locked setting.
AB 109 Crisis Residential programs provide 24-hour residential services for consumers
experiencing acute psychiatric episodes or crisis. These consumers do not present medical
complications requiring nursing care. In addition, crisis residential programs serve current and
newly referred Santa Clara County Department of Behavioral Health Services (DBHS)
consumers who meet medical necessity criteria. Priority is given to referrals received from Acute
Inpatient Hospitals, IMDs and consumers at-risk of hospitalization.
In order to understand the service utilization patterns of AB 109 clients in the County of Santa
Clara, the ORS examined the percentage of individuals participating in each type of service and
found that less than half of AB 109 clients accessed any type of service after release during the
period of October 1, 2011 through December 31, 2014. Of all services, Substance Use
Treatment Services (SUTS) were the most commonly used at 40%, and the smallest proportion
of the AB 109 population participated in mental health services at 6%. Staff continues to improve
efforts to ensure that referrals and linkages of AB 109 clients are closely tracked and monitored.
236
SUTS provides drug and alcohol abuse treatment services for AB 109 clients. Services provided
include detoxification services, residential treatment, outpatient services, dual-diagnosis
treatment, methadone/drug replacement therapy and transitional housing assistance.
What challenges does your county face in meeting these programming and service needs?
One of the challenges the county faces is providing evidence-based programming in-custody and
meeting the needs of AB 109 clients and re-entry clients in custody. On September 29, 2015 the
Board of Supervisors approved an allocation of $1,850,000 from the Public Safety Realignment AB
109 Trust Fund to cover the cost of expanded in-reach services for FY 2016 through FY 2018
($1,800,000 for contract services and $50,000 for inmate supplies and equipment to support these
services). The Department of Correction and Adult Probation Department will identify and refer
individuals for in-custody re-entry services and programming. The target population for services will
focus on minimum and medium inmates identified by Rehabilitation Officers. In the minimum
housing classification, the target is a minimum of 60 females and 240 males annually. In the medium
housing classification, the target is a minimum of 60 females and 800 males to participate in
services annually. On October 1, 2015 the ORS released a competitive bidding through a Request
For Proposals (RFP) to identify qualified service providers who specialize in one of the areas listed
below. The RFP closed on October 30, 2015 and an evaluation committee has been formed to
review the proposals. Notification of the awarded providers will occur late November 2015 with
services beginning on January 1, 2016. Services will focus on:
Psycho-education classes concentrating on drug or alcohol coping skills and cognitive behavioral
therapy;
Job readiness and employment development training / Life Skills;
Family violence prevention and parenting classes based on an evidence-based model, Triple P
(Positive Parenting Program); and
Education and Certificated Programs
Staff from the Department of Correction’s Program Unit and the ORS will review the specific
programming resulting from this RFP and determine what services were not proposed and which
services should be increased. With the adoption of the Public Safety Action Plan and the creation of
the Blue Ribbon Commission on Improving Custody Operations, there is an opportunity to add
substance abuse and mental health related programming offered by county staff and/or community-
based organizations. AB 109 and re-entry stakeholders plan to return to the Board at a later date
with a request for staffing and service expansion.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The Adult Re-entry Strategic Plan and the Community Corrections Plan objectives highlight the
development of re-entry transition/discharge plans for clients. At the April 15, 2015 Public Safety and
Justice Committee meeting, the Committee received a report relating to the current and future
transition and discharge efforts and directed the Administration to prepare a Board Resolution
reflecting the principles of a Transition and Discharge Planning Policy for Offenders. On June 9,
2015 the Board of Supervisors approved a Board Resolution approving the implementation of
individualized re-entry planning policy.
237
A transition plan is an individualized program plan which is designed to ensure the client in custody
will receive necessary services in the community post-release. A transition plan will:
Provide linkage to appropriate next step resources based on offenders’ needs;
Prevent vulnerable populations from becoming homeless;
Invest in the outcome that every human life has potential to be productive members of society;
and
Maintain gains achieved during the course of incarceration.
The priority population for discharge planning is defined based on objective risk-factors such has
diagnoses, documented chronic homelessness, documented substance dependency, extensive
criminal history and other factors.
Below is a status as of the first quarter for fiscal year 2015 (July 1 - September 30, 2015): Agency
Implementation Plan Target Population Update as of 9/30/15
Department of Corrections expand to entire regimented corrections program (RCP) II population
as an increase to RCP II capacity.
Alternative Supervision Clients and limited high-risk to re-offend inmates.
Rehab Officers submitted 58 transitions plan to the ORS to begin the linkages to potential
support services such as housing and employment. Rehab Officers continue to improve the
process with Custody Health to identify medication and medical needs of the clients being
discharged.
Custody Health target specific high-user population for mobile clinic and service linkage
high-need/user patients who require medical follow-up A nurse practitioner sent 44 referrals to
the Medical Mobile Unit at the RRC to inform them of future clients. ORS updated the transition
plan form to meet the needs of Custody Health staff to formalize the transition plan with MMU
and ORS.
Probation conducted a full CAIS risk assessment (moderate and high score will receive a full
CAIS risk assessment) and will generate a case plan from the CAIS risk assessment.
Mandatory Supervision Clients, A total of 14 in-custody clients (1170MS), received a full CAIS
assessment by a Probation Officer and subsequently referred the client to the Behavioral Health
Team at the RRC for follow-up.
The ORS is now tracking these referrals made to Behavioral Health and will provide additional
information at the next quarterly update.
AB 109 and Re-entry stakeholders continue to meet regularly to discuss the challenges and
opportunities to effectively transition clients from jail to the community. One challenge is the
increasing workload on staff to coordinate these services, what case management model will
best serve the needs of the clients and review the housing needs of clients upon release. The
ORS and its stakeholders plan to return to the Board at a later date with a request for staffing
and service expansion.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
In late 2011, the Santa Clara County Behavioral Health Services Department (SCCBHSD) began
the implementation of its Mental Health Services Act (MHSA) funded Innovation 06 project to create
an inter-faith re-entry collaborative and Faith-Based Resource Centers (FBRCs) to facilitate service
coordination to individuals re-entering the community from jail or prison. The Faith-Based
Collaborative was the main organizing body of Innovation 06, which consisted of a diverse group of
faith leaders, county staff from multiple departments (e.g. SCCBHSD, the Department of Alcohol and
Drugs, Probation, etc.), consumers, family members of consumers and other stakeholders. Its
primary purpose is to serve people that have left jail or prison and are returning to the Santa Clara
238
Community. According to a January 2015 evaluation report developed by Resource Development
Associates (RDA), some key findings included that 38% of individuals self-reported being homeless
or living in a shelter, 25% live in transitional housing upon intake, 11% indicated they were renting or
in stable housing and 26% reported living with friends or family; 84% of the participants are on
probation, parole, both probation and parole or community supervision (AB 109); and the majority of
participants were single parents. Currently, MHSA provides $1.2 million and AB 109 provides
$700,000 in funding annually to support four centers and program staff.
While participants sought out a range of services, their primary needs were transportation/mobility
and housing assistance. The RDA report indicated that some areas that the FBRCs were not able to
adequately address included legal assistance, income assistance, health care coverage and mental
health services. However, the RDA evaluation demonstrated many benefits from this innovative
model for engaging criminal justice involved individuals re-entering the community. As such, it has
been determined to sustain this program as part of the MHSA Community Services and Support
(CSS) component.
What were the needs and services sought by the re-entry population?
FBRC participants came to the resource centers seeking support in material resources as well as
spiritual connection. While participants sought out a range of services, their primary needs were
transportation/mobility and housing assistance. FBRC staff members’ comments support this
finding, indicating that once they had resources available to address transportation and housing,
they felt better equipped to meet the participants’ needs.
What services and supports did the re-entry population receive at the FBRCs?
FBRCs are able to meet the top priority felt needs of FBRC participants such as transportation,
self-care items, food, housing, and employment. FBRC participants are receiving the services
they are requesting. The top five services FBRCs provided were: 1) mobility/transportation, 2)
self-care, 3) food, 4) housing and 5) employment. Both FBRC participants and staff strongly com-
mended the Flex-Fund program to facilitate immediate sufficiency in acquiring resources to meet
their basic needs.
Services FBRCs were not able to as adequately address directly included legal assistance,
income assistance, healthcare coverage and mental health treatment. In these domains,
participants were referred to outside agencies. FBRC staff reported a particular challenge in
working with participants with mental health issues, citing non-compliance with medication and
lack of training on how to support FBRC participants with more serious mental health issues as
particularly difficult.
FBRC participants are receiving spiritual and social support, which in combination with getting
their immediate needs met, made for a successful experiencing returning to the community. For
FBRC participants, having the spiritual connection and support played just as important a role as
material support. Many participants cited it was the combination of both their felt needs and
spiritual guidance that makes this re-entry program particularly successful.
Did the resources and supports contribute to successful re-entry?
FBRC participants’ overall self-sufficiency significantly improved over the course of their
engagement with the project. The overall average SSM score across all domains increased from
2.73 to 3.43 out of a possible 5, a significant improvement of .70 points on the SSM scale.
Specific domains where FBRC participants improved by one point or more included employment
(1.80), mobility/transportation (1.54), self-care (1.26), child care (1.19), health care coverage
(1.15), spiritual connectedness (1.13) and income (1.04). All of these gains were statistically
significant as well.
239
FBRCs provided some services and supports that contributed more significantly to increased self
-sufficiency than others. Self-sufficiency in the domains of physical health, legal aid/support,
substance abuse and adult education did not see statistically significant gains for FBRC
participants.
The FBRC model may not be the most appropriate setting to receive re-entry services and
supports for people with more serious substance abuse and mental health issues. FBRC
participants with significantly lower self-sufficiency scores in substance abuse drop-out of the
project more quickly than other participants. In addition, although the average self-sufficiency
score for mental health increased significantly over the course of the participants’ engagement,
the baseline self-sufficiency score for mental health was already 4.07 out of 5. Some FBRC
staff indicated that they felt unprepared for how to support someone with more serious mental
illness at their resource center, especially for those who are noncompliant with their mental
health treatment plan.
For some FBRC participants, their length of engagement is commensurate with their need for
services and supports. FBRC participants with greater need, as indicated by their socio-
demographics, engaged with the FBRCs for a longer duration than their counterparts with less
need. However, the subpopulation of FBRC participants who drop-out before their second SSM
administration are on average younger (less than 45 years old) and more White/Caucasian than
the majority of FBRC participants who stay engaged beyond three months in the project.
The Innovation 06 model contributes to a successful re-entry experience because FBRCs
quickly address both the spiritual and material needs of individuals as soon as re-entry begins.
FBRCs are prepared to meet participants out in the community or directly upon release from
prison or jail via a warm handoff. Upon the participant’s first visit they are provided an UPLIFT
transportation pass that allows for three months of free county-operated public transit, a food
basket and hotel voucher until more stable arrangements can be made. This is made possible by
the extensive resources the Mental Health Department has helped to secure for FBRCs in
flex-funds, vouchers and other support.
FBRC stakeholders suggest that successful re-entry outcomes are due, in part, to a case
management approach that centers on the creation of authentic human and/or spiritual
connections. These connections are facilitated by having FBRC staff with lived experience of the
criminal justice system who partner with participants to conduct case management and spiritual
counseling.
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241
Community Corrections Santa Cruz County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(November 2, 2015)
Fernando Giraldo FY 2014-15
Chief Probation Officer
Goal: Establish an array of effective alternatives to incarceration to
Hon. Paul Marigonda address the impacts that the realigned population will have
Presiding judge or
on the county jail in order to avert crowding and poor
designee
conditions of confinement without jeopardizing public safety
outcomes
Susan Mauriello
County supervisor or Objective: Implement a Custody Alternatives Program (CAP) to
chief administrative
screen and divert appropriate post-sentenced inmates in
officer or designee
order to maintain an average daily jail population at or
below 100% of the rated capacity of the facility
Jeff Rosell
District Attorney 90% of individuals on electronic monitoring (EMP) will
remain free of re-arrest while serving their sentence in the
Larry Biggam
community
Public Defender
90% of individuals on CAP will be assessed and referred
Jim Hart for services while serving their sentence in the community
Sheriff
Measure: Number of days/months during which jail facilities are at
Manny Solano or below rated capacity
Chief of Police
Number and percent of EMP inmates with no re-arrest
Cecilia Espinola while serving their sentence in the community
Department of Social Number and percent of CAP participants assessed and
Services referred for services while serving their sentence in the
community
Giang Nyuyen
Department of Mental
Health
Goal: Implement evidence-based probation supervision that
Andrew Stone properly assesses risk factors associated with recidivism
Department of and provides effective probation interviewing, case planning
Employment and community supervision to ensure public safety and
reduce recidivism
Bill Manov
Alcohol and Substance Objective: 100% of AB 109 individuals will be assessed for risk
Abuse Programs level, and moderate- and high-risk individuals will be
assessed for criminogenic needs
Michael Watkins
Office of Education 100% of probation caseloads, contact standards and
violation responses will be based on offender risk level
Karen Delaney
Number and percent of completed assessments, as
Community-based
measured by regular caseload review
organization
Measure: Number and percent of completed assessments, as
Sylvia Nieto
measured by regular caseload review
Victims’ interests
__________________ Number and percent of cases meeting contact standards
and response grid, as measured by regular caseload
The CCP meets semi-
review
annually
Number and percent of probation contacts using effective
practices in community supervision (EPICS)
interventions, as measured by regular caseload review
242
Goal: Develop community partnerships for effective intervention services that adhere to the
principles of evidence-based practices for maximum recidivism reduction
Objective: 100% of AB 109 individuals will have individualized case management and service
referral plans based on assessed risk level and criminogenic need
75% of AB 109 individuals will complete a minimum aggregate number of service
hours during the period of supervision, based on risk level
75% of individuals referred for services addressing criminogenic need will
demonstrate pre/ post improvement in outcomes related to that service area
Measure: Number and percent of AB 109 individuals assessed and referred for services to
address criminogenic needs
Number and percent of AB 109 individuals completing benchmark levels of service
(100 hours for moderate risk, 200 hours for high-risk)
Number and percent of individuals demonstrating improved area-specific outcomes
following the completion of services
The CCP reports it will use the same goals, objectives and outcome measures identified above
in FY 2015-16.
243
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 2014-15 Allocation: Total allocation of $6,261,044
FY 2015-16 Allocation: Total allocation of $7,097,763
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Sheriff- Custody Alternatives Program/GPS $2,299,254
Monitoring and jail programming $2,020,348
Probation - T4C Curriculum, Effective $2,299,254
Practices For Correctional Supervision $2,020,348
Health Services Agency- Clinical Alcohol and
$121,235
Drug Assessment and Referral; Mental Health
$121,235
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FY 2015-16 - $4,719,743 FY 2014-15 - $4,161,931
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
244
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Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, evaluation includes two levels, program outcomes and collective impact. Each service provider
is required to provide weekly rosters and quarterly reports that include all pre/post data, milestones
achieved and program-specific outcomes related to assessed criminogenic need. Working with the
Center for Advancing Correctional Excellence at George Mason University, the CCP has
implemented the Risk Needs Responsivity Simulation Tool. The program assessment component of
this tool includes self-assessment accompanied by site observation/validation that results in numeric
scoring of multiple elements of program implementation. All providers complete program
improvement plans and participate in additional training and technical assistance to achieve
measurable gains in annual reassessments. At the level of collective impact, Probation staff track
criminal justice outcomes (re-arrest, violation, re-conviction) at one, two and three years. This
information is disaggregated by demographic characteristic, crime level and type, and by service
dosage and program outcomes. For example, between 2011 and 2014, individuals who received
adequate dosage (>100 hours for moderate risk, >200 for high-risk) showed a felony recidivism rate
19% lower than those who did not receive adequate dosage. In addition, the CCP has released a
request for proposals for external evaluation of the Santa Cruz County AB 109 implementation,
including all three elements of corrections, community supervision and treatment and intervention
services. This 18-month evaluation is expected to provide clear data regarding the effectiveness of
the overall model as well as specific strategies and programs. It will also establish an ongoing data
collection, analysis and reporting structure that will continue into the future.
Does the county consider evaluation results when funding programs and/or services?
Yes, the Risk Needs Responsivity Simulation Tool (GMU) combines an analysis of individual risk
and needs assessment information from multiple years of County data with the findings of the
provider assessment in order to provide a jurisdictional analysis of service gaps and duplication.
During 2014-15 the most striking gap was in programs targeting criminal thinking, behaviors and
identity (CTBI), where programs were available for less than a third of the individuals for whom CTBI
was a key driver of criminal behavior. As a result, the 2015-16 and 2016-17 funding has been
reconfigured to triple funds for CTBI curriculum in the jail and in the community. Starting in FY 2016-
17 all AB 109 contracts will include benchmark outcomes that will be required for continued funding.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction and length
of stay.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
61-80%. Locally, the AB 109 allocation is allocated evenly between corrections, community
supervision and treatment and intervention services. Evidence-based practices include all of the
funding for contracted treatment and intervention services, which are required to be evidence-based
programming. It also encompasses nearly all of the AB 109 funding for community supervision,
which supports evidence-based practices including risk and needs assessment, effective practices
in community supervision (EPICS), Motivational Interviewing and Thinking For a Change. It also
represents the majority of AB 109 corrections funding, which supports a robust Custody Alternatives
Program and Electronic Monitoring Program to provide alternatives to incarceration for appropriate
individuals.
245
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
The Probation Department conducts risk and needs assessment, and develops individualized
treatment plans and makes referrals to address the key drivers of criminal behavior. Services are
organized by criminogenic needs/responsivity issue, as follows:
Criminal Thinking, Behavior and Identity: Evidence-based curricula, offered in group and
individual settings, including Thinking for a Change, Courage To Change (workbooks), Seeking
Safety and Getting Motivated To Change. Services provided by the Volunteer Center and Santa
Cruz Adult School is partnership with Probation officers.
Antisocial Peers: Pro-social peer mentoring and leadership development, including Barrios
Unidos and the AB 109 Speakers Bureau provided by the United Way.
Family Conflict: Parent education and family involvement, including the Papas Fatherhood
Involvement Program, provided by Encompass, and Celebrating Families, provided by Janus of
Santa Cruz.
Low Educational Attainment: Academic testing, GED preparation, Adult Basic Education, low-
level literacy, postsecondary education, provided by a linked network of the Volunteer Center, the
Santa Cruz Adult School, Watsonville Aptos Adult Education and Cabrillo College.
Low Vocational Attainment: Employment readiness workshops, individual job placement
services, and employer education and outreach, provided by the Community Action Board and
United Way.
Unstable/unsafe Housing: Emergency and transitional housing provided by the Homeless
Service Center, Pajaro Valley Shelter Services and the Encompass River Street Shelter.
Substance Use Disorders: Assessment, detox, outpatient, intensive outpatient, residential,
medically-assisted treatment and sober living environments, provided by Encompass, Janus of
Santa Cruz, Sobriety Works and New Life Community Services.
Mental Health Disorders: Assessment, counseling and system navigation, medication
management, and daily work crew activities provided by Encompass, Health Services Agency
and Community Action Board.
Re-entry Planning and Support: Benefits assistance and enrollment, driver's license
reinstatement, records clearance and comprehensive re-entry planning provided by the
Volunteer Center and the Watsonville Law Center.
What challenges does your county face in meeting these programming and service needs?
Maintaining communication, coordination of services and common goals and language across
multiple domains and a dozen service providers. Probation staffs a monthly provider network
meeting to assist in identifying and resolving problems, conducting cross-training and meeting as
a group with the Probation AB 109 unit to maintain functional referral pathways.
Staff turnover in all agencies. This creates a need for ongoing training and resources for staff
who bring their individual area of expertise without the necessary background in evidence-based
practice for community corrections.
Data integration with courts, corrections and probation. The data needed to accurately track
recidivism and other criminal justice outcomes is spread between these three domains, each with
its own vendor-based electronic information system. The CCP has been supporting a
multi-agency effort to build common identifiers and systems to automate the transfer of key data
points between the three systems. In October 2015 the local Superior Court initiated a new data
management system, and the technical details of integration with this system have been
considerable. Santa Cruz County is now working with three other counties that utilize the same
Probation and Court systems, and this consortium has begun work with the system vendors to
develop data integration.
246
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Based on needs and service data, the CCP has dramatically expanded funding for Cognitive
Behavioral Interventions targeting criminal thinking, behaviors and identity. The CCP has increased
the scope and scale of mental health services, including group and individual counseling, and
system navigation services. This reflects the need identified during the first two years of AB 109
implementation for mental health services to individuals with mental health issues that impair their
ability to engage and benefit from services targeting criminogenic needs, but that are not serious
enough to warrant services through the County's System of Care.
Santa Cruz County continues to partner with the Pew-MacArthur Results First Initiative in order to
maintain a priority on programs and strategies that are proven effective and which result in a positive
benefit/cost ratio. The Results First economic modeling tool, now in its second generation, is being
used to inform the selection and funding of programs to address recidivism.
In order to enhance outcomes for substance use disorder (SUD) treatment, the CCP has developed
a pilot Recovery Maintenance Program. This program changes the nature of SUD treatment from an
episodic, acute-response model to one of ongoing support for a chronic health condition. The
program includes expanded assessment, engagement and discharge planning, "telehealth"
continued communication for up to a year following discharge, ongoing assessment and rapid/
priority return to treatment as needed in response to relapse triggers. The program is expected to
shift the culture of SUD treatment and the expectations of staff and clients, resulting in better long-
term outcomes and reduced criminal recidivism.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The Community Action Board has provided employment readiness workshops and individual
sessions from the start of AB 109 implementation. These have been in-custody as well as in the
community. Starting in FY 2014-15 the program expanded to focus on individual job placement and
retention. In its pilot phase, a total of 16 out of 22 AB 109 individuals were placed in full- or part-time
jobs and all had retained employment for at least six months. The program has now been joined by
a community-wide employer education program provided by the United Way that aims to increase
the number of employers willing to hire formerly incarcerated individuals. The Workforce Investment
Board and multiple local business organizations have joined as partners to disseminate information
and identify potential businesses for target outreach.
A partnership between Probation, Corrections, the County Health Services Agency, the jail medical
services provider and Janus of Santa Cruz has been implementing a pilot program to utilize Vivitrol®
(a sustained-release, injection form of Naltrexone) to assist opioid-abusing offenders to engage and
succeed in SUD treatment. The program identifies appropriate individuals while in custody and,
following medical assessment and informed consent, provides the first injection one to two days
prior to release in order to reduce the risk of return to drug-using behavior. A number of participants
have reported that Vivitrol® reduces their craving and allows them to enter treatment programs and
break long-standing chronic relapse patterns. The pilot is still being assessed to determine the
characteristics of individuals most likely to benefit from participation along with developing the
referral and case management protocols needed to support success.
247
Community Corrections Shasta County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Tracie Neal FY 2014-15
Chief Probation Officer
Goal: Increase the number of offenders enrolled in health care
Melissa Fowler
benefits
Bradley
Presiding judge or
Objective: Implement a plan to have a healthcare enrollment staff
designee
provide services in the county jail
Elaine Grossman The eligibility worker at the Probation Department will
County supervisor or enroll all newly supervised offenders in healthcare
chief administrative benefits
officer or designee
Implement a plan to have an eligibility worker enroll
Stephen Carlton existing offenders under supervision at the Adult
District Attorney Probation office
Jeffrey Gorder Progress: Within the jail, staff from Social Services are available to
Public Defender provide application assistance to offenders who are part of
the Behavioral Health Court or will be admitted to the
Tom Bosenko
hospital. Within the Community Corrections Center, an
Sheriff
eligibility worker is stationed to assist with applications for
Robert Paoletti
any offenders on supervision.
Chief of Police
Dianna Wagner
Department of Social Goal: Increase the number of offenders assisted in obtaining and
Services
maintaining safe and appropriate housing
Donnell Ewert
Objective: Contract with a community-based organization to develop
Department of Mental
and execute a housing program
Health
Provide workshops on independent living skills, budgeting
Melissa Janulewicz and assist in increasing offender confidence
Department of
Provide rent subsidies and loans for eligible clients
Employment
Progress: This goal was a continuing goal from FY 2013-14. The
Dean True
contract and initial program implementation for this program
Alcohol and Substance
Abuse Programs happened in previous fiscal years. This program encountered
some roadblocks during the middle of FY 2013-14 and the
Tom Armelino
program was evaluated by Probation. Following this
Office of Education
implementation, enrollment, referrals, workshops and
offenders housed increased significantly. Offenders housed
Tom Wright
Community-based successfully in FY 2014-15 increased by more than 200%
organization from the prior year. The total workshops held increased from
121 (in FY 2013-14) to 183. In addition, referrals to this
Angela Jones
program increased by more than 50%.
Victims’ interests
__________________
The CCP meets monthly
248
Goal: Increase the number of offenders who graduate from the Day Reporting Center (DRC)
programs
Objective: Work with Probation staff to educate them on appropriate candidates for the DRC
Increase enrollment in the DRC
Decrease offenders absconding from the DRC
Measure: By June 2015 increase total number of participants successfully completing and
graduating the program by 7 offenders
Progress: Probation Administration staff and staff from the DRC spent a considerable amount of
time working with Probation Officers to education them on the programs offered at the
DRC and which types of offenders would be appropriate. As a result, the total referrals
for the year to the DRC increased by nearly 70% (from FY 2013-14). The average
monthly referrals increased from 11 (in FY 2013-14) to 18. The average number of
offenders enrolled monthly increased from 48 (in FY 2013-14) to 65. Staff from
Probation and the DRC began to institute new procedures to reduce the number of
absconds. The DRC reports to probation daily on absconds so case carrying officers
are aware. Officers contact them and often pick them up and transport them to the
DRC. If the offender continues to abscond, one of the department Field Training
Officers contacts them in the field or a referral is made to the Compliance Team.
Successful completion of the DRC programs has increased significantly. In FY 2013-
14 7 offenders graduated. In FY 2014-15 this number increased by 25 offenders to 32.
The expectation is that these numbers will continue to increase as the total enrollment
has increased as well as additional efforts from Probation and the DRC to reduce
absconds.
Goals, Objectives, Outcome Measures and Progress FY 2015-16
Goal: Increase the number of offenders serviced by Pre-Arraignment Supervised Own
Recognizance Program (PSOR) and Supervised Own Recognizance (SOR)
Objective: Evaluate bookings in the county jail to expand the type of offenders who are
eligible
Solicit stakeholder feedback to improve the program
Continue to educate justice partners about program and level of supervision
received by offenders
Measure: Increase the number of offenders who successfully complete and are sentenced
Goal: Implement community resource program for offenders being released from custody
(jail or prison)
Objective: Determine resources available in the community to provide services to offenders
Arrange time and location on a monthly basis
Provide offenders with information about treatment services appropriate to their
top criminogenic needs
Measure: Each newly released offender will have at least 1 treatment referral
249
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$195,406
Other
$279,896
Courts $55,283
$176,816
District Attorney
$110,095
Public Defender $181,180
$109,421
$3,156,438
Sheriff
$2,477,638
$195,690
Social Services
$171,918
Mental Health $174,197
$194,166 $4,635,841
Probation
$3,474,652
FY 2015-16 - $8,715,568 FY 2014-15 - $6,873,069
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
$176,816
District Attorney
$110,095
Public Defender $181,180
$109,421
Courts
$55,283
$2,812,841
Probation
$1,844,787
$117,197
Mental Health
$140,476
$195,690
Social Services
$171,918
$167,890
Redding Police Department
$137,569
$2,988,548
Sheriff
$2,340,069
FY 2015-16 - $4,909,618 FY 2014-15 - $4,909,618
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
Other Counseling $120,000
Services $158,796
$25,000
Vocational Services
$75,808
Alcohol & Drug $505,000
Treatment $372,085
Northern Valley Catholic
$150,000
Social Services -… $127,721
$1,080,000
BI Incorporated
$818,730
FY 2015-16 - $1,553,140 FY 2014-15 - $1,553,140
250
Responses to Optional Survey Questions
Does your county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
The county evaluates the effectiveness of many of the programs/services funded with it's Public
Safety Realignment allocation. Contracted providers provide monthly updates about attendance and
completion of the program. At a minimum of annually, Probation staff review recidivism (as
measured by new arrests and convictions) of the offenders participating in these contracted
programs. The Day Reporting Center, in conjunction with the CCP and the Probation Department,
establishes annual goals and reports on the progress for these goals at least quarterly.
Does your county consider evaluation results when funding programs and/or services?
The evaluation of programs is new to Shasta County. The contractor performance and, when
available, the outcomes for the offenders are considered when renewing contracts. It is the goal to
move toward a better evaluation process for all contractors as well as internally funded programs.
Does your county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for average daily population, conviction, length of stay and
treatment program completion rates
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
20% or less. These services include the Day Reporting Center, Moral Reconation Therapy™, and
Thinking for a Change. In addition, Probation Officers use an evidence-based risk/needs
assessment tool and motivational interviewing when working with offenders. Beginning FY 2015-16
Probation Officers began using the Alcohol and Drug Assessment Tool from Dr. Latessa.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
We currently offer a Day Reporting Center, inpatient and outpatient alcohol and drug treatment,
sober living, Thinking for a Change, Moral Reconation Therapy™, Parenting Counseling, Domestic
Violence Treatment, Behavioral Health Collaborative Court, Re-Entry Collaborative Court and
Mental Health and Alcohol and Drug assessments at the Community Corrections Center.
What challenges does your county face in meeting these programming and service needs?
We've continued to experience some challenges in getting officers to submit referrals to the
contracted programs that address the offender's top criminogenic needs. Often officers automatically
make referrals to alcohol and drug programs when an offender indicates a dependency on one of
these substances or has previous criminal drug offenses. In many cases, the top criminogenic needs
of the offenders are in different areas. Efforts to educate the officers on the available programs and
purpose of addressing the top needs first has helped. We anticipate continued reinforcement of
these principles will continue to make a difference.
251
Offender attendance and engagement in programming and services is another significant challenge.
This challenge is difficult to address as some offenders are simply not ready to change. Efforts have
been made to regularly communicate with the providers to determine attendance or engagement
issues early. When these issues are identified, Probation Officers work more closely with the
offenders to assist.
Evidence-based programming that specifically addresses the top criminogenic needs is of prime
importance. For some of these criminogenic needs, there are not currently agencies in Shasta
County that are certified to provide these services. In addition, many of the programs currently
available in the county are not evidence-based.
The Supervised Own Recognizance (SOR) and Pre-Trial Supervised Own Recognizance (PSOR)
programs experience challenges related to eligibility for the program. Offenders often have multiple
Failure to Appears which make them ineligible.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Shasta County plans to implement a resource program for offenders in FY 2015-16. This program
will be a one step resource fair for offenders newly released from custody on supervision (probation
or parole). Attendance will be mandatory and offenders will be required to get at least one referral to
a program that addresses one of their top criminogenic needs.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The Day Reporting Center (DRC) had 41 offenders (including 7 from a prior fiscal year) complete
the program. Out of these offenders 4 have re-engaged in the criminal justice system post-
completion with 1 being remanded back to state prison.
The SOR Program supervised 233 offenders in FY 2014-15, an increase from the prior year of
49 offenders. Of these, 81.5% were successful tin making it to sentencing. An expansion of this
program to include offenders pre-trial was implemented during the end of the fiscal year and the
days of operation were expanded to include weekend days.
252
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253
Community Corrections Sierra County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Jeff Bosworth
FY 2014-15
Chief Probation Officer
William Pangman Goal: Improve probation services and supervision programs
Presiding judge or
Objective: Continue electronic monitoring (EM) program
designee
Continue day reporting center
Scott Schlefstein
County supervisor or Measure: Electronic monitoring up and running
chief administrative Day Reporting Center up and running
officer or designee
Larry Allen
Goal: Provide funding to sheriff's office
District Attorney
Objective: Fund two sheriff's deputies and associated equipment
J. Lon Cooper
Public Defender Funding for housing for felons out of county (county jail
closed)
Tim Standley
Sheriff
The CCP reports it will use the same goals, objectives and outcome
Vacant measures identified above in FY 2015-16.
Chief of Police
Darden Bynum
Department of Social
Services
FY 2014-15 and 2015-16 Budget Allocations to Public
Vacant
Department of Mental Agencies
Health
Vacant
Department of
$8,000
Employment Other
Vacant
Alcohol and Substance
Abuse Programs
$300,000
Vacant
Sheriff
Office of Education
$132,000
Vacant
Community-based
organization
$33,000
Probation
Sandy Marshall
$46,830
Victims’ interests
__________________
The CCP meets as
FY 2015-16 - $341,000 FY 2014-15 - $178,830
needed, usually 3 to 6
times a year
254
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
$10,000
Drug Court medical consultant
$10,000
Consultant
Educational Services
$1,500
Annual Reserve for state prison housing
$38,000
Family Resource Center (employment
services) $2,000
Jail Medical Contingency fund
$20,000
Drug Court Coordinator
$62,000
FY 2015-16 - $20,000 FY 2014-15 - $123,500
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
The county reported no allocations in FY 2015-16 to non-public agencies for programs and
services.
255
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
No.
Does the county consider evaluation results when funding programs and/or services?
No.
Does the county use BSCC definitions when collecting data? If so, which?
No.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
The county declined to respond to this question.
We would like to better understand your county’s capacity to offer treatment and/or other ser-
vices. What type and level of services are now available?
County mental health and drug/alcohol treatment mostly.
What challenges does your county face in meeting these programming and service needs?
Very small, limited population, very few services other than those provided by county.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Our Electronic Monitoring program is working pretty well. 18 uses for over 935 days - no crimes
committed while on electronic monitoring.
The Drug Court has about an 80% graduation rate.
256
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257
Community Corrections Siskiyou County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(November 2, 2015)
FY 2014-15
Todd Heie
Chief Probation Officer Goal: Reduce jail overcrowding while maintaining community
safety and improving criminal justice outcomes
Mary Frances McHugh
Objective: A. Use pre-trial risk assessment tools
Presiding judge or
B. Increase use of alternative sentencing options
designee
C. Implement a pre-charge, pre-filing diversion program
Brandon Criss Measure: A. Begin a pre-trial supervision program by April 1, 2015
County supervisor or
B. Maintain use of alternative sentencing options
chief administrative
C. Expand service resources available to divertees
officer or designee
Progress: A. Achieved; B. Achieved; C. In Progress
Kirk Andrus
District Attorney Goal: Increased capacity to implement recognized best practices
Objective: A. Probation caseloads are reduced to 50:1
Lael Kayfetz
B. Enhanced use of evidence-based screening and case
Public Defender
management tools
C. Consistent use of graduated sanctions for reoffending
Jon Lopey
Sheriff probationers
Measure: A. By June 30, 2015, identify strategies for the most
Martin Nicholas
effective staffing structure
Chief of Police
B. Case plans will be conducted on certain risk levels to
determine protective and risk factors
Terry Barber
C. Adopt a formalized matrix for using graduated sanctions
Department of Social
by June 30, 2015
Services, Department of
Mental Health, Progress: A. Caseloads are 50-60:1; B. In process; C. A formalized
Department of matrix has not yet been adopted
Employment and
Alcohol and Substance
Goal: Increased access to evidence-informed services and
Abuse Programs
supports known to reduce recidivism
Kermith Walters Objective: A. Structured intervention and treatment programs provided
Office of Education at the Day Reporting Center
B. Increased evidence-based programming (EBP) training
Carla Charraga
inclusive of judges, probation officers, prosecutors,
Community-based
defense attorneys and law enforcement
organization
C. Enhanced community-based programming for the
criminal justice-involved, low-risk and at-risk populations
Coleen Chiles
Victims’ interests Measure: A. By June 30, 2015, define a process to evaluate program
__________________ effectiveness
B. By April 1, 2015, implement a process of agendizing
The CCP meets
reports to the CCP following funded training attendance
quarterly
C. By June 30, 2015, provide in-depth program report to the
CCP
Progress: A. In progress; C. Achieved; C. Revised to Jan. 2016
The county did not provide goals for FY 2015-16
258
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$1,242,878
Reserve
$1,242,878
Other Services/ $337,986
Supplies $363,507
Professional $414,769
Services $192,526
$976,280
Payroll
$858,426
FY 2015-16 - $1,665,879 FY 2014-15 - $1,414,459
Siskiyou’s CCP takes an integrated approach, budgeting by line items, which support coordinated
implementation of the CCP Plan, as opposed to line items allocated to specific departments.
FY 2014-15 Allocation: Total budget of $2,657,337 includes reserves of $1,414,459.
FY 2015-16 Allocation: Total budget of $2,971,913 includes reserves if $1,729,035.
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Siskiyou’s CCP takes an integrated approach, budgeting by line items, which support coordinated
implementation of the CCP Plan, as opposed to line items allocated to specific departments.
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
259
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, most program curricula used includes an evaluation component.
Does the county consider evaluation results when funding programs and/or services?
To some extent, although evaluation data is available for most programs, the CCP does not yet
deliberate this information prior to determining funding. Overall data, including recidivism statistics, is
provided annually to the Board of Supervisors as part of the Annual Plan updates. The decision to
approve the Plan and the associated program expenditures does factor in CCP program results.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction, length of
stay and treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more. Funds are allocated to programs and services that are evidence-based or evidence-
informed.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
In partnership with many local agencies, the Day Reporting Center (DRC) has developed a holistic
approach to rehabilitation and includes myriad behavioral health and readjustment services.
Probationers and those serving alternative sentences are able to access these services:
Equine experiential groups
Individual therapy
Anger management groups
Drug and alcohol three-tiered program
Thinking for Good addressing criminal thinking
Change Companies Interactive Journaling
Domestic violence offender program
Women’s trauma group
Men’s trauma group
Alcohol and other drugs (AOD) group for those with co-occurring disorders
Psychiatric services
GED Prep/HS diploma completion
260
System navigation with a Correctional Services Specialist
Assistance in obtaining placement at residential treatment centers
Employment assistance
Availability of mental health and substance abuse services outside of the DRC is evolving. Medi-Cal
expansion, availability of benefits for those with mild-moderate mental health needs and local efforts
to integrate behavioral health and primary care services are providing some increased community
access to mental health services. Availability of mental health providers for both mild-moderate and
those with severe mental health needs remains challenging. Access to substance abuse services
remains limited.
Additionally, community-based educational and supportive services are provided through Family
Resource Centers located throughout Siskiyou County.
What challenges does your county face in meeting these programming and service needs?
Siskiyou County's vast geography (6,500 square miles) and limited public transportation creates
huge challenges for service provision.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
No substantial changes have been made.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Equine Therapy
Those probationers participating in equine therapy showed a 36% decrease in revocations
compared to number of revocations prior to participating in the program. This compares to a 6%
increase in revocations for those participating in non-equine classes. This data continues to be
evaluated since only those who have previously participated successfully in classes are selected to
enter the equine therapy program.
261
Community Corrections Solano County
Partnership Membership
(November 2, 2015)
Christopher Hansen
Chief Probation Officer
Goals: Reductions in recidivism
E. Bradley Nelson
Presiding judge or Reductions in average daily jail populations
designee
Increases in successful completion of probation or
parole
Birgitta Corsello
County supervisor or
chief administrative
officer or designee
Krishna Abrams
District Attorney
Lesli Caldwell
Public Defender
Tom Ferrara
Sheriff
Andrew Bidou
Chief of Police
Gerald Huber
Department of Social
Services
Halsey Simmons
Department of Mental
Health
Angela Shing
Department of
Employment
Andy Williamson
Alcohol and Substance
Abuse Programs
Jay Speck
Office of Education
Deanna Allen
Community-based
organization
Vacant
Victims’ interests
__________________
The CCP meets
quarterly
262
S
TP
h
C C P P la n n in g
A lt e r n a te P u b lic
D e f e n d e r
P u b lic D e f e n d e r
D is t r ic t A tt o r n e y
a s k F o r c e ( L o c a l
o lic e O v e r tim e )
e r if f D e p a r t m e n t
H e a lth & S o c ia l
S e r v ic e s
P r o b a tio n
D e p a r tm e n t
F Y 2 0 1 5 - 1 6 -
$ 2 1 3 ,2 0 1
$ 1 7 4 ,2 0 2
$ 3 6 ,1 2 1
$ 4 0 ,7 1 5
$ 5 0 7 ,8 5 4
$ 4 7 3 ,8 3 8
$ 6 5 9 ,6 8 3
$ 6 5 9 ,6 8 3
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Goals, Objectives, Outcome Measures and Progress
FY 2014-15
The CCP reports it will use the same goals, objectives and outcome
measures identified above in FY 2015-16.
FY 2014-15 and 2015-16 Budget Allocations to Public
Agencies
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
In FY 2014-15, $1,534,990 was allocated to the Center for Positive Change.
In FY 2015-16, $2,427,082 was allocated to the Center for Positive Change.
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
The county reported the allocation for FY 2015-16 were not yet known.
The county declined to respond to the optional questions.
263
Community Corrections Sonoma County
Partnership Membership
(November 2, 2015)
The CCP did not provide goals for FY 2014-15
Robert Ochs
Chief Probation Officer
Goals, Objectives, Outcome Measures and Progress
Jose Guillen
FY 2015-16
Presiding judge or
designee
Goal: Open a Probation Department-operated Day Reporting
Center (DRC)
Mary Booher
County supervisor or Objective: The DRC will serve 150 active participants
chief administrative
80% of participants will be present at required classes
officer or designee
Measure: Number of active DRC participants
Jill Ravitch
Class attendance measures
District Attorney
Progress: The Probation Department-operated DRC opened in
Kathleen Pozzi
January 2015 with 44 participants. As of November 2015, it
Public Defender
serves 120 participants. YTD attendance is 79.6% (as of
November 2015)
Steve Freitas
Sheriff
Goal: Perform compliance and welfare checks during law
Jeffrey Weaver
enforcement operations
Chief of Police
Objective: 100% of operations will include compliance and welfare
Jerry Dunn
checks
Department of Social
Services Measure: Number of operations including compliance and welfare
checks
Michael Kennedy
Department of Mental Progress: 100% of operations in FY 2015-16 have included
Health and Alcohol and compliance and welfare checks
Substance Abuse
Programs
Goal: Increase substance use disorder treatment and mental
Steven Herrington health services to offenders upon release from jail
Department of
Employment Objective: Upon jail discharge, 100% of offenders will be assessed
for substance use disorder treatment and mental health
Steven Herrington
issues
Office of Education
100% of offenders receiving positive assessments will
Vacant be connected with treatment services
Community-based
Measure: Number of offenders receiving assessments
organization
Number of offenders connected with treatment services
Gloria Eurotas
Victims’ interests
__________________
The CCP meets monthly
264
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$50,000
County Counsel
$50,000
$5,982,920
Probation Department
$5,747,834
$107,932
Superior Court
$343,038
Information Systems $124,990
Department $124,990
$1,829,405
Health Services
$1,702,599
$351,817
Human Services
$345,065
County Administrator’s Office $50,000
$194,122
Public Defender
$191,427
$4,040,277
Sheriff's Office
$3,570,434
City of Santa Rosa $109,762
FY 2015-16 - $12,963,527 FY 2014-15 - $12,609,797
FY 2014-15 Allocation: Total state allocation= $10,510,286, which includes FY 14-15 main
programmatic funding, FY 14-15 District Attorney (DA)/ Public Defender (PD) revocation funding,
and FY 13-14 growth funds for main programming and DA/PD revocations.
Total State Allocation = $12,988,188, which includes FY 15-16 main programmatic funding, FY 15-
16 DA/PD revocation funding, and FY 14-15 growth funds for main programming and DA/PD
revocations.
265
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
*In-custody, **Out-of-custody, ***Day Reporting Center
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
$10,000
Voorhis/ Robertson Justice Services, LLC
$51,120
$291,000
Inter-Faith Shelter Network
$168,800
$50,000
Goodwill Industries of the Redwood Empire
$50,000
$100,000
Evaluation Consultant TBD
$100,000
Drug Abuse Alternatives Center & CA Human $353,142
Development $473,142
Trope Group
$90,000
various domestic violence curriculum
$7,000
providers $14,400
$95,000
Restorative Resources
$35,000
Carter Global Associates, LLC
$50,000
$320,000
BI, Incorporated
$872,250
FY 2015-16 - $1,226,142 FY 2014-15 - $1,904,712
266
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Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
The following are examples of how Sonoma County evaluates the effectiveness of its Realignment
funded programs and services: As of FY 2015-16, all Realignment service contracts include
outcome measures, data collection strategies and data reporting plans. Analysts periodically meet
with contractors to review compliance and gather data. The Sonoma County Day Reporting Center
gathers and reports participant data such as class attendance, activities completed (e.g. substance
use treatment, job search guidance, meetings with educational coordinators), and overall participant
outcomes. The Sonoma County Human Services Department produces a monthly report of its
Realignment-funded programs. The report includes items such as enrollment in CalFresh, Medi-Cal,
County Medical Services Program, and CalWORKs. Quarterly, Human Services and Probation staff
meet to review the report and discuss how to improve data collection and reporting.
Does the county consider evaluation results when funding programs and/or services?
As alluded to above, rigorous and consistent data collection for program evaluation is just beginning.
As data becomes available, the Probation Department will prepare reports for the CCP to consider
as it makes budget allocation decisions.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% Or more. Evidence-based programming (EBP) includes the work of Probation Officers,
treatment and mental health services, DUI Court, employment services, and the Day Reporting
Center. Non-EBP includes housing services and assistance subsidies.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Sonoma County offers the following Realignment-funded services. Combined, these services
comprise $3,883,833 or 30% of Sonoma County’s FY 2015-16 budget.
Day Reporting Center: serves as the central point of evidence-based programming and structure
for the Post-Release Community Supervision (PRCS), Mandatory Supervision and Felony
Probationers in the community. Services include cognitive behavioral intervention programs, life
skills, vocational skills and substance abuse treatment.
Jail Programs: The Sheriff’s Office offers programs designed to help inmates in the following
areas: address the root causes of criminal behavior; provide inmates who are released from
custody with some of the skills and knowledge needed to enable them to function as contributing
members of society; decrease the high-level of stress, tension and violence that can occur within
correctional facilities; and establish re-entry links to enable inmates, who are released from
custody, continued programming access in the Day Reporting Center and with non-profit
programs in the community.
267
Starting Point Substance Use Disorder Services: Starting Point provides a means for offenders
serving time and/or while waiting for a residential bed in the community to initiate drug and
alcohol treatment. Behavioral Health counselors provide Substance Use Disorder services in the
jail to substance abusing inmates over the course of their incarceration. The program offers
relapse prevention, anger management, life skills instruction as well as a cognitive program
designed to reduce criminal thinking, enabling participants to identify their destructive lifestyle,
patterns of drug abuse and criminal behavior. Evidence-based practices and other Cognitive
Behavioral techniques are key components of the curriculum.
In-Custody Mental Health Services: The Department of Health Services provides in-custody
mental health staff and services for realigned inmates in the jail. The in-custody expansion of
services allows mental health staff to assess any 1170(h) inmates who appear to need
behavioral health services. Assessed 1170(h) inmates may subsequently be referred for
medication evaluations. Inmates found to have alcohol and other drug services or mental health
needs are referred to follow-up services. Upon release from custody, the 1170(h) inmates who
require follow-up services are referred to the embedded Probation team or appropriate treatment
provider referrals.
“1370” Restoration Services: California Penal Code Section 1370 (PC 1370) states that
defendants found mentally incompetent shall have their trial or judgment suspended until they
become mentally competent. If the defendant is found mentally competent, the criminal process
shall resume, the trial on the offense charged shall proceed and judgment may be pronounced.
The PC 1370 team provides evidence-based interventions designed to restore defendants to
competency, so that they can participate in the legal process and have their cases adjudicated,
thus reducing time spent in-custody. Mental Health staff assigned to this program report back to
the court on the status of the restoration process as required by law. The PC 1370 team
intensively case manages and engages this high-risk population in treatment services while
in-custody and refers them to the appropriate out-of-custody mental health services when the
case is resolved. Individuals who are not restored typically have their charges dropped with a
resulting referral into services.
Domestic Violence 52-Week Course: The Probation Department will contract with certified local
providers of mandated 52-week Domestic Violence programs to allow indigent offenders who
pose a current safety risk to start counseling services. Offenders will be required to make a small
co-payment, and funding will cover the first four months of the program.
Community Mental Health Services: A Licensed Clinical Social Worker or Marriage Family
Therapist conducts mental health assessments for individuals referred by Probation staff, and
subsequently refers individuals to appropriate services. An Eligibility Worker assesses individuals
who need mental health services to determine their eligibility for benefits (e.g., Medi-Cal, County
Medical Services Program, Social Security Insurance, CalFresh and related programs). A
Psychiatrist assesses each individual’s need for medications and develops an initial medication
service plan. The services provided by Behavioral Health staff embedded at Probation’s office
help create system efficiencies, improve inter-departmental communication and enhance
offenders’ access to needed services.
Community Substance Use Disorder Services: The Department of Health Services assigns a
Substance Use Disorder Specialist to work at the Probation office to assist with the assessment,
referral and case management of substance-abusing realigned offenders.
Substance Use Disorder Contract Services: The Department of Health Services contracts with
local providers for residential, outpatient, and Narcotic Treatment Program services for substance
-abusing AB 109 offenders. The funding provides access to a continuum of care for the AB 109
offenders that includes residential and outpatient services. The program approach is to assess
and refer offenders to an existing network of Substance Use Disorder providers. Clients are
referred to the appropriate service component based upon clinical assessment. In FY 2015-16,
Probation and Health Services expanded this program to include on-site outpatient services at
268
the Day Reporting Center.
DUI Treatment Court: The Sonoma County Superior Court administers the multi-agency
collaborative DUI Treatment Court program, which includes enhanced alcohol monitoring through
Continuous Alcohol Monitoring devices, weekly judicial reviews, intensive supervision by a
Probation Officer and targeted alcohol treatment services from contracted local providers. The
DUI Treatment Court targets offenders with one or two prior convictions and first-time
offenders who exhibit high-risk behaviors. An established interdisciplinary team including Court
staff, local treatment providers, probation professionals, representatives of the District Attorney
and Public Defender offices, County treatment experts and judicial officers administer the existing
program.
The DUI Treatment Court provides a closely supervised treatment model, which employs a four-
phase, graduated treatment program including counseling, drug testing, incentives and
sanctions. The participants are monitored by a judicial officer and supervised by a Probation
Officer, a Court Management Analyst and a Behavioral Health Coordinator.
What challenges does your county face in meeting these programing and service needs?
Sonoma County’s primary challenge is lack of funding. There are current unmet needs, and the CCP
budget has a structural deficit that will soon force reductions to existing programming if funding is not
increased. We hope that our work to earn Drug Medi-Cal certification for the Substance Use
Disorder program at the Day Reporting Center will provide some financial relief. The process is time-
consuming, but the anticipated result is that Federal Financial Participation will fund a large portion
of program costs.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Recently, the Probation Department took over operation of the Day Reporting Center from a
contractor. In so doing, we have improved rates of client participation, number of clients served,
case coordination, data collection and reporting and depth of programming, all without increasing the
Day Reporting Center budget.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
As mentioned above, Sonoma County's "new" Day Reporting Center (DRC) is a promising
program. As the Probation-operated Day Reporting Center opened in January 2015, and the
program takes approximately 10 months to complete, the first graduations are just beginning to
happen at this writing. We expect to have data to share in next year's CCP Survey. Until then,
we are encouraged by current attendance rates, offender willingness to participate in the
programming and positive feedback from the offenders themselves.
Sheriff and Probation facilities have embedded mental health and substance use disorder
professionals from the Department of Health Services. In-custody services allow mental health
staff to assess 1170(h) inmates who appear to need behavioral health services. Assessed 1170
(h) inmates may subsequently be referred for medication evaluations. Inmates found to have
alcohol and other drug services or mental health needs are referred to follow-up services. Upon
release from custody, 1170(h) inmates who require follow-up services are referred to the
embedded Probation team or appropriate treatment provider referrals.
269
Under out-of-custody services, a Licensed Clinical Social Worker conducts mental health
assessments for individuals referred by Probation staff, and subsequently refers individuals to
appropriate services. An Eligibility Worker assesses individuals who need mental health services
to determine their eligibility for benefits (e.g., Medi-Cal, County Medical Services Program, Social
Security Insurance, CalFresh, and related programs). A Psychiatrist assesses each individual’s
need for medications and develops an initial medication service plan. These embedded services
help create system efficiencies, improve inter-departmental communication and enhance
offenders’ access to needed services.
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271
Community Corrections Stanislaus County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(November 2, 2015)
FY 2014-15
Jill Silva
Chief Probation Officer Goal: Reduce repeat offenses by AB 109 offenders
Objective: Decrease repeat arrests and convictions by AB 109
Rebecca Flemming
offenders
Presiding judge or
designee Progress: The Crime Analyst position became vacant during this
period and was not filled until the next reporting period
Bill O’Brien
County supervisor or
Goals, Objectives, Outcome Measures and Progress
chief administrative
officer or designee FY 2015-16
Birgit Fladager Goal: Invest in early intervention, education and prevention
District Attorney programs prior to criminal justice involvement and provide
evidence-based programs to reduce recidivism
Tim Bazar
Objective: Early Intervention: 1) Enhance prevention programs in
Public Defender
schools regarding gangs and drugs and 2) Create peer
leadership programs in schools that model positive
Adam Christianson
Sheriff behaviors
Reduce Recidivism: 1) Enhance evidence-based
Galen Carroll programs in our public safety institutions to change
Chief of Police criminal thought process, 2) Add a family component to
treatment services, and 3) Stat-holders: What works,
Katheryn Harwell
what support do they need, incentives
Department of Social
Services Measure: Measures for the above goals and objectives are being
developed by sub-committees
Madelyn Schlaepher
Department of Mental
Goal: Provide stable transitional environments to ensure
Health and Alcohol and
successful treatment and programming outcomes
Substance Abuse
Programs Objective: Create a continuum of services that focuses on services
to aid offenders with re-entry into the community
Kristie Santos Expand transitional and supportive housing
Department of opportunities to decrease the number of homeless
Employment
offenders
Improve vocational skills/training to align with job
Tom Chagnon
opportunities
Office of Education
Measure: Measures for the above goals are being developed by a
Cindy Duenas sub-committee and a countywide stakeholder initiative
Community-based
organization
Goal: Integrate existing data systems (justice/social services/
health, mental health, etc.) to improve data sharing and
Cheryl Titus
assessment
Victims’ interests
__________________ Objective: Identify specific data elements for analysis
The CCP meets monthly Develop appropriate interfaces and applications
Develop reports that measure outcomes and costs
Measure: Implement a data sharing warehouse
272
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
Alcohol & Drug Treatment* $45,000
$290,000
Public Defender**
$290,000
El Concilio $150,000
$150,000
AB 900 Public Safety Center Expansion
$1,000,000
$100,000
Regional Apprehension Task Force
$100,000 $8,197,818
Sheriff's Department
$412,291 $8,197,818
District Attorney & Victim Services $412,291
$500,000
Jail Medical Services***
$500,000
$132,000
Community Services Agency
$132,000
$1,960,375
Mental Health****
$2,078,197
$4,168,263
Probation Department
$4,168,263
$150,000
CCP Planning
$150,000
FY 2015-16 - $16,105,747 FY 2014-15 - $16,223,569
*Nirvana Drug & Alcohol Treatment Institute, **Public Defender/Indigent Defender Fund, ***Chief
Executive Office for California Forensics Medical Group Contract Expansion, ****Behavioral Heath
& Recovery Services
FY 2014-15 Allocation: The county set aside an additional $1 million that was in fund balance for
the future opening of the AB 900 jail expansion project. The $1 million has not yet been expended
rather it is earmarked for future expenses and came from prior year's fund balance
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
In FY 2014-15 and 2015-16, $2,078,197 and $1,960,375 respectively, was allocated to the
Behavioral Health and Recovery Service Integrated Forensics Team.
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
California Forensics Medical Group $500,000
Expansion of Medical/Mental Health Services $500,000
Day Reporting Center Contracts with
$529,500
Community-Based Organizations $529,500
In-Custody Contracts with Community-Based $319,600
Organizations $319,600
$150,000
El Concilio
$150,000
$45,000
Nirvana Drug & Alcohol Treatment Institute
$45,000
FY 2015-16 - $1,544,100 FY 2014-15 - $1,544,100
273
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
The county is in the process of evaluating the effectiveness of programs and services being
delivered in custodial facilities and through the Day Reporting Center. Work has been completed to
upgrade the county's integrated information system so that the required data is now captured to
evaluate effectiveness at the program level. A crime analyst has been hired to assist in the
evaluation. Baseline data is being captured as well. Evaluation has not yet been completed.
Does the county consider evaluation results when funding programs and/or services?
Yes, programs and services, currently funded, must provide performance information at the time of
program renewal. The county is in the process of creating a database so that the Crime Analyst can
evaluate the effectiveness rather than each funded program providing their own performance
information.
Does the county use BSCC definitions when collecting data? If so, which?
No.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
41-60%, Unknown - programs such as Thinking for a Change have been implemented in both in-
custody facility programs and at the Day Reporting Center. Validated assessment tools are being
used in-custody and at the Day Reporting Center. It is difficult to capture these costs as Sheriff and
Probation staff have been trained to provide these services. Behavioral Health & Recovery Services
utilizes evidence-based treatment services in providing Integrated Forensics Team services. Swift
and certain sanctions and incentives have been proven to be effective to reducing recidivism.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
The county is providing substance abuse treatment, mental health treatment, job readiness, anger
management, cognitive-based therapies, restitution and victim awareness education, life skills
programming, GED preparation, clean and sober living environments, religious/faith-based services,
parenting courses and classes designed to prevent property crimes. These services are primarily
delivered in-custody and at the Day Reporting Center.
What challenges does your county face in meeting these programming and service needs?
Financial resources - classes are impacted and in need of expansion.
We are in need of a seamless transition from in-custody to out-of-custody programming, ensuring
offenders do not fall through the cracks.
We need more volunteers to help support offenders and keep them on a good path.
274
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
We are pursuing a County Data Warehouse where data can be shared and used to guide policy
and financial decisions. This information will aid the county in learning where we need to focus
resources and to identify what is working or not working. It will also assist in tracking offenders
beyond periods of supervision.
Private and public agencies are working well together to address the needs of criminal justice
system.
Programs are being tailored to individual offenders based on validate risk assessments within
custodial facilities. This has enabled the Sheriff's Office to stop mixing lower risk offenders in
programs with higher risk offenders.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
We currently believe that Thinking for a Change (T4C) is one of the best programs out right now in
effecting change in people’s lives and reducing recidivism. It is cognitive- as well as evidence-based.
Our probation department utilizes this program and our sheriff’s department has just adopted it and
is due to roll it out in January. Though we have no data on it as a department yet, it is evidence-
based and the results in reducing recidivism are very positive and proven as shared below.
Recidivism
Lowenkamp and colleagues (2009) found that there was a statistically significant differences in the
proportion of offenders who recidivated between the treatment group, who received the T4C
curriculum, and the control group, who did not. Specifically, 23 percent of the treatment group
recidivated (i.e., they were arrested for a new offense), compared with 36 percent of the control
group. The difference indicates that the control group was 1.57 times as likely (or 57 percent more
likely) to be arrested during the follow-up period.
Multivariate analysis showed that when controlling for confounding factors, the odds of the control
group being arrested during the follow-up were almost double that of the treatment group. After
adjusting for the net effects of risk, age, race, gender and follow-up time, the recidivism rate of the
treatment group was 15 percentage points lower than that of the control group (28 percent versus 42
percent, a significant difference). The multivariate model also showed that the significant predictors
of recidivism were age, risk category and group membership, meaning that younger offenders,
higher-risk offenders and offenders in the comparison group were more likely to be arrested for a
new offense during the follow-up period.
Also a small attempt is being made by Dr. Geni Boyer, Enterprise. She is conducting a 12 week
work preparedness class for adults. She focuses on “Soft Skills” and encourages real transformation
in people who are homeless as well as without employment. She has an 80% effective rate of
placing her students in jobs. They become good employees. Her work is in collaboration with
Modesto Gospel Mission. She is in the Evidence-Base Vetting process. She holds a Ph.D in Neuro
Plasticity and employs that disciplines principles within the context of her course.
275
Community Corrections Sutter County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Donna Garcia
FY 2014-15
Chief Probation Officer
Goal: Provide employment services to out-of-custody supervised
Mary Beth Todd
offenders at the Probation Department
Presiding judge or
designee Objective: 40% of referred offenders will obtain employment
Jim Whiteaker Measure: Number of offenders who obtained employment through
the Probation Department's employment services
County supervisor or
chief administrative Progress: 30 of the 99 referred offenders, or 30%, obtained
officer or designee employment in FY 2014-15
Amanda Hopper
District Attorney
Goal: Maximize probation treatment services for out-of-custody
offenders who are referred to treatment
Mark Van den Huevel
Public Defender Objective: Increase the number of referred offenders who complete
assessment and engage services by 10%
J. Paul Parker
Sheriff Increase the number of offenders being referred by
Probation Officers for treatment services by 20%
Rob Landon
Chief of Police Measure: Number of offenders who were assessed and
subsequently became engaged in treatment services
Lori Harrah
Progress: 42% of referred offenders completed assessment and
Department of Social
engaged in services down from 72% in FY 2013-14
Services
Tom Sherry
Department of Mental Goals, Objectives, Outcome Measures and Progress
Health
FY 2015-16
Rinky Basi
Department of Goal: Provide employment services to out-of-custody supervised
Employment offenders at the Probation Department.
Tony Hobson Objective: 40% of referred offenders will obtain employment
Alcohol and Substance
Measure: Number of offenders who obtained employment through
Abuse Programs
the Probation Department's employment services
Bill Cornelius
Office of Education
Goal: Provide adult education services in the jail to in-custody
Ed Anderson offenders
Community-based
organization Objective: 80% of jail inmates will be offered adult education
services while in-custody during the fiscal year
Francisco Cervantes
An average of 15% of jail inmates will participate in
Victims’ interests
education services while in-custody during the fiscal
__________________
year
The CCP meets in
Measure: How many jail inmates were offered the option of
March, July and
attending adult education services.
November
The number of jail inmates who participated in adult
education services
276
Goal: Maximize probation treatment services for out of-custody offenders who are referred
for treatment
Objective: Increase the number of referred offenders who complete assessments and engage
in services by 10%
Measure: Number of offenders who were assessed and became engaged in CHOICES,
Recovery Basics and Moral Reconation Therapy™ (MRT™) treatment services
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$63,390
Special Reserve Fund*
$210,381
$16,000
Police Department
$18,000
Public Defender
$17,000
$159,714
District Attorney
$137,861
$309,782
Mental Health Department
$131,888
$365,355
Health Department
$263,972
$941,686
Sheriff/Jail Department
$905,614
$1,311,570
Probation Department
$1,203,993
FY 2015-16 - $3,185,497 FY 2014-15 - $2,870,709
FY 2014-15 Allocation: Total allocation received includes $2,699,272 and FY 2013-14 growth of
$171,437.
FY 2015-16 Allocation: Total allocation received includes $2,2597,388 and FY 2014-15 growth of
$588,109. Sutter county has only received 3 of the 12 allocation payments. This is a budget based
on FY 2014-15.
*In FY 2014-15 this is being carried over to be used to service the community in the next fiscal year.
In FY 2015-16, this is the difference between the amount budgeted and the projected revenue
allocation, included estimated growth funding.
277
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
In FY 2014-15, $25,000 was allocated from the Community Recidivism Reduction Grant from the
BSCC and was distributed to 4 non-public agencies for programs and services.
278
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Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Locally, program effectiveness is mostly defined by program completion and/or other positive
outcomes such as attainment of educational goals, employment, engagement in therapeutic or
mental health services and successful completion of supervision without recidivating. The CCP
contracts with a full-time data analyst who collects data for the various departments involved and
reports out to the CCP at the regular meetings. Sutter County Probation also has a Supervising
Probation Officer who oversees the programs unit and collects data related to programs and
services delivered by the Probation Department to both in-custody and out-of-custody adult
offenders.
Does the county consider evaluation results when funding programs and/or services?
During FY 2014-15, it was determined that based on the number of referrals to adult education
services in the Probation Department's resource center, there was no longer a need to fund a full-
time adult education teacher position to address the need for services. For FY 2015-16, that position
was reduced to 18 hours per week, which currently meets the needs of the department. The
department also increases or decreases the number and types of substance abuse and behavior
modification programs offered at the department and in the jail to meet the needs based on
assessment data and referrals to programs.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction and
treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more. Every Probation Officer or Intervention Counselor in the Probation Department's
programs unit uses evidence-based practices in delivering curriculum and facilitating groups, both in
house and at the jail. Even the Workforce Specialist at the Probation Department is trained in
Motivational Interviewing techniques and attends booster training sessions with the other officers
and programs staff. All Probation Officers in our county have been trained in Motivational
Interviewing and CHANGE Companies' Courage to Change journaling curriculum.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Sutter County currently offers the following services:
Outpatient treatment programs, at the Probation Department and through the Mental Health
Department, for moderate and high-risk offenders. These programs utilize the matrix substance
abuse curriculum, and Moral Reconation Therapy™ (MRT™) for behavior modification.
The county also has grant funding for one Mental Health Therapist to be housed at the Probation
Department to provide services to supervised offenders while they are still in-custody, and to
continue those services upon their release. Realignment funds also pay for a Mental Health
Therapist to be housed at the jail to assess offenders who are suspected or known to have
mental health needs when they are first brought into custody. The therapist follows up to make
sure that the inmates needs continue to be met during their stay in the jail and helps plan for their
transition to mental health services upon their release
279
The Probation Department also provides Batterer Treatment Program services to sure that the
inmates needs continue to be met during their stay in the jail and helps plan for their transition to
mental health services upon their release. The Probation Department also provides Batterer
Treatment Program services to moderate and high-risk offenders at the Probation Office.
Realignment funds also pay for a part-time adult education teacher in the jail and another part-
time adult education teacher at the Probation Department.
Realignment funds also pay for a full-time Workforce Specialist housed at the Probation
Department.
The Probation Department also provides a variety of ancillary programs to offenders. These
programs include Functional Family Therapy (FFT), Seeking Safety, Courage to Change
journaling program and Coping with Anger. Probation also offers a Recovery Basics program for
Low-Risk/High Drug and Alcohol need offenders.
For in-custody offenders, Intervention Counselors, funded by AB 109, provide MRT™, Coping
with Anger and Peer Relationships groups to both the male and female populations.
What challenges does your county face in meeting these programming and service needs?
One of the major challenges to meeting the programming needs of in-custody offenders is the jail's
classification of inmates. Because of housing issues, some inmates are assigned to units where no
services are offered. Another barrier to providing services in the jail is the lack of treatment meeting
space. At times, meeting space is an issue for program offerings at the Probation Department as
well. Treatment staff turnover has been a problem at times, and the scarcity of local program training
results in having to send staff further away, sometimes out of state, to be trained to facilitate
evidence-based practice (EBP) programs.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Sutter County Probation has not only implemented new programs with our focus on the principles of
effective intervention, we have also assessed existing programs to make sure adjustments and
improvements are made. For example, our Drug Court program is a well-established, respected tool
that has been a resource for over a decade. We have made a concerted effort to align it with what
we know about EBP programs. We recently sent our Drug Court staff to continued training, and plan
to make even more adjustments in the near future to insure the program reflects best practices
across the board.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The Probation Department's in-house Batterer's Treatment Program (BTP) is using an MRT™ based
domestic violence curriculum "Bringing Peace to Relationships" with a high-risk population. This use
of EBP in BTP and concentrating its delivery to a high-risk population is innovative in our area, and
we have seen positive results. Many participants have expressed benefits from their attendance.
280
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281
Community Corrections Tehama County
Partnership Membership
(November 2, 2015)
The CCP did not provide goals for FY 2014-15 or 2015-16
Richard A. Muench
Chief Probation Officer
FY 2014-15 and 2015-16 Budget Allocations to Public
Lore Chrasta
Presiding judge or Agencies
designee
Schaffer Work
Dennis Garton
Instructional
County supervisor or $130,000
Services
chief administrative
officer or designee
Red Bluff $45,000
Gregg Cohen Police $45,000
District Attorney
Transitional
Christopher Logan Housing New
$202,000
Public Defender Covenant
Dave Hencratt $667,340
Health Services
Sheriff $667,340
Kyle Sanders
$1,153,443
Chief of Police Sheriff
$1,153,443
Amanda Sharp
Department of Social
$1,505,589
Services Probation
$1,387,989
Valerie Lucero
Department of Mental FY 2015-16 - $3,371,372 FY 2014-15 - $3,585,772
Health and Alcohol and
Substance Abuse
Programs
Vacant
Department of
Employment
Charles Allen
Office of Education
Vacant
Community-based
organization
Linda Lucas
Victims’ interests
__________________
The CCP meets
quarterly
282
$100,000
Pharmacy- Medication
$100,000
Sheriff- Electronic
$100,000
Monitoring $100,000
$86,250
Health**
$86,250
$354,300
Probation*
$354,300
FY 2015-16 - $640,550 FY 2014-15 - $640,550
FY 2014-15: *Probation (Employment Program Contract, including Wood working & welding
$107,300, Red Bluff Police, Gang Prevention Program $45,000, Transitional Housing Contract
$202,000) **Health (Client Transportation $9,000, Cognitive-Based Behavioral Change System
$25,000, Residential Treatment $42,250, Psychiatrist/Medication $10,000).
FY 2015-16: *Probation (Employment Program Contract, including Wood working & welding
$107,300, Red Bluff Police, Gang Prevention Program $45,000, Transitional Housing Contract
$202,000) **Health (Client Transportation $9,000, Cognitive-Based Behavioral Change System
$25,000, Residential Treatment $42,250, Psychiatrist/Medication $10,000).
283
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FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. The County is in the process of identifying data systems to support outcome measurements. It
is the intent of the team to engage technical assistance in FY 2015-16. In the meantime,
effectiveness is measured by the public reaction to the programs in place.
Does the county consider evaluation results when funding programs and/or services?
No.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction and
length of stay.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
41%-60%. This figure is an estimation.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Crisis Intervention
Group Counselors group work
Outpatient Treatment
Behavioral Health Court
Drug Court
What challenges does your county face in meeting these programming and service needs?
Tehama County is located in a rural part of California with few by community-based organizations
that offer services. Few evidence-based practices were offered in the community prior to
Realignment so the County needed to train existing staff in the services necessary to reduce
recidivism.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
One of the biggest changes was to keep the public informed and involved. By having positive news
published an keeping the public involved the community is more likely to show support of the
programming taking place to reduce recidivism. The information about the services currently being
offered can be disseminated to the public done through speaking engagements, press releases and
taking reporters on informative trips.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The county declined to respond to this question.
284
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285
Community Corrections Trinity County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Hal Ridlehuber FY 2014-15
Chief Probation Officer
Goal: Improve success rates of AB 109 offenders
Michael Harper
Presiding judge or Objective: Maintain low recidivism rates
designee
Reduce victimization
Judy Morris
Increased community safety
County supervisor or
chief administrative Measure: Implement a streamlined and efficient system in the
officer or designee
County of Trinity to manage additional responsibilities
Eric Herryford under Realignment
District Attorney
Implement a system that protects public safety and uses
Vacant best practices in recidivism reduction
Public Defender
Implement a system that effectively uses alternatives to
Bruce Haney pre-trial and post-conviction incarceration, where
Sheriff
appropriate
Mark Loveless
Progress: Recidivism rates remain low, the pre-trial assessment tool
Chief of Police
has been implemented in the jail and GPS monitoring is used
Letty Garza on Post-Release Community Supervision (PRCS) offenders
Department of Social
on initial release from prison
Services
Noel O’Neill
Department of Mental Goal: Design and implement a new Re-entry Program
Health Improvement Project
Vacant Objective: Early engagement with our clients when possible
Department of
Comprehensive case planning (shared goals and
Employment
strategies between the partnering agencies)
Anne Lagorio
Dosage relative to the stage of re-entry. Creative
Alcohol and Substance
Abuse Programs incentives and rewards interrelated with the re-entry stage
and performance towards meeting case plan goals
Bettina Blackwell
Office of Education Measure: Complete the new Re-entry Program Improvement
Project design
Margie Lee
Community-based CCP to fund additional positions with Sheriff, Behavioral
organization
Health and Human Response Network
Vacant Meet early engagement goal by sending our AB 109 team
Victims’ interests
to the prison to transport client back to county upon
__________________
release from custody and begin the case planning
The CCP meets
Progress: Re-entry Program design and implementation is progressing
quarterly
with most additional staff hired
286
Goal: Expand Transitional Housing Program
Objective: Increase availability of transitional housing with case management services
Provide stability to clients upon re-entry to community
Case manager connects clients to appropriate services upon re-entry to community
Measure: Increase funding to Human Response Network to meet goal
Place otherwise homeless clients into transitional housing with case management
services coordinated by Human Response Network staff
Progress: Good progress has been made. CCP increased funding to Human Response Network
which provided additional transitional housing and a half-time case manager
The CCP reports it will use the same goals, objectives and outcome measures identified above
in FY 2015-16.
287
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Behavioral Health
Assessments $5,894
Transportation/ $5,000
Travel $1,500
Risk Assessment $4,998
Tools $17,638
$3,500
Drug Testing
$2,500
Electronic
$10,000
Monitoring
$10,000
Equipment
FY 2015-16 - $23,498 FY 2014-15 - $37,532
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
In FY 2014-15, $25,000 was allocated to the Human Response Network (Local Non-Profit)
In FY 2015-16, $25,000 was allocated to the Human Response Network (Local Non-Profit)
288
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
This continues to be a work in progress but we are measuring recidivism rates, Behavioral Health
program completion rates, successful completions of Post-Release Community Supervision (PRCS)
supervision rates, flash incarceration and full revocation rates, and clients receiving transitional
housing and case management services. After full implementation of the Re-entry Program
Improvement Project will be establishing additional criteria for evaluating our effectiveness.
Does the county consider evaluation results when funding programs and/or services?
Yes, the CCP is working to identify the programs and services that produce the best outcomes and
adjusting funding accordingly.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for average daily population, conviction, length of stay and
treatment program completion rates
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
61-80%. This is an estimate.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Trinity County Behavioral Health Services (TCBHS) offers Mental Health and Alcohol and Other
Drug Services (AODS).
Mental Health offers outpatient assessment, treatment by licensed clinicians and APA Board-
certified psychiatrists, both in person and tele-med.
AODS provides assessment, outpatient treatment and Moral Reconation Therapy™ (MRT™) at
BHS and in the jail by state certified counselors.
AODS and MH administer evidence-based programs and practices, such as Cognitive Behavior-
al Therapy (CBT), MRT™, Seeking Safety and Trauma-Focused Cognitive Behavioral Therapy
(TF-CBT).
What challenges does your county face in meeting these programming and service needs?
Lack of resources: staff and funding.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
AODS has added a dedicated AB 109 Substance Abuse Specialist 1, funded 80% by CCP Growth
dollars, to join Probation Officer to do outreach, pick up PRCS at release, immediately engage in
services and provide case management linkage and transportation to other services, including
AODS, mental health (MH) and primary health care and general social services such as housing,
benefits, food support, vocational and education support, etc.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The county declined to respond to this question.
289
Community Corrections Tulare County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Christie Myer FY 2014-15
Chief Probation Officer
Goal: Expand education and treatment services in both day
LaRayne Cleek
Presiding judge or reporting centers
designee
Objective: Add GED preparation
Jean Rousseau Add drug/alcohol treatment
County supervisor or
Expand vocational education based on CareerScope
chief administrative
results
officer or designee
Measure: Identify instructors/providers by March 15, 2015
Timothy Ward
District Attorney Introduce programming by April 1, 2015
Evaluate successful completion rates for the 6 month
Lisa Bertollino-Meuting
period pre- and post-expansion of services
Public Defender
Mike Boudreaux Progress: This project stalled in December 2014 based on a significant
Sheriff reduction in the jail population following the passage of
Proposition 47 and issues involving the re-model of a South
Jason Salazar
County location
Chief of Police
Cheryl Duerksen
Department of Social
Goal: Develop transition services for homeless women
Services
Objective: Identify a housing provider (minimum 6 beds)
Timothy Durick
Department of Mental Develop linkages to services needed as identified by the
Correctional Offender Management Profiling for
Health
Alternative Sanctions (COMPAS)
Adam Peck
Participants will be self-sufficient within 180 days
Department of
Employment
Measure: Identify a provider by February 1, 2015
Jason Britt Assess a minimum of 12 female inmates for potential
Alcohol and Substance placement and service needs by March 1, 2015
Abuse Programs
Place first individual on or before March 25, 2015
Jim Vidak
Progress: A provider was identified before August 8, 2014. During the
Office of Education
period of September 3, 2014 and June 30, 2015, a total of
Mary Escarsega- 15 women were assessed for services and a total of 14
Fechner women entered the program. The current status of those
Community-based completing the program is pending evaluation.
organization
Anthony Fultz
Victims’ interests
__________________
The CCP meets
quarterly
290
Goals, Objectives, Outcome Measures and Progress FY 2015-16
Goal: Develop a seamless continuum of care from incarceration to probation supervision and/
or completion of straight commitment
Objective: Allow offenders to begin/complete court-ordered or other needs-driven treatment
while in-custody
Provide offenders with release incentives based on participation and positive
behavior
Provide a custodial experience that promotes rehabilitation and assists in transition
to the community
Measure: Develop a complete treatment/program outline, including costs, by February 2, 2016
Re-tool the existing Jail Transition Team into a multi-disciplinary team with additional
participants by April 1, 2016
Develop contracts/service agreements with providers by May 1, 2016
Goal: Establish a supervised pre-trial release program for offenders released on own
recognizance (OR) or enhanced bail terms
Objective: Allow for the safe release of adult offenders pending trial/sentencing
Manage the average daily jail population to avoid early releases based on
population spikes
Expand services designed to avoid the pre-trial detention of individuals unable to
post bail
Measure: Designate Probation Department personnel on or before December 1, 2015
Have program in place, serving clients, on or before January 1, 2016
Provide pre-trial supervision services to 60 individuals by July 1, 2016
Goal: Begin formal evaluation of treatment provider outcomes
Objective: Determine which programs are impacting recidivism
Improve outcomes by sharing information with existing providers to validate or
provide direction and/or training for improvement
Quality control of treatment services available to adult offenders
Measure: Form an evaluation team of CCP representatives by January 1, 2016
Identify three providers for evaluation by February 1, 2016
Complete provider evaluations and provide a report to the CCP by June 30, 2016
291
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$6,909,867
Probation Department
$5,257,832
CCP Trust Account
$86,094
Health and Human Services $1,000,000
Agency $1,000,000
$6,909,867
Sheriff's Department
$7,775,879
Tulare County Superior Court $511,707
(Pre-Trial)
FY 2015-16 - $15,331,440 FY 2014-15 - $14,119, 805
FY 2014-15 Allocation: Total allocation includes $12,119,805 base allocation and $1,396,211
growth.
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Superior Court (Legal Processing $64,995
Clerk)
$100,705
Reserves
Workforce Investment Board (Job $135,366
Development)
Health & Human Services $1,000,000
(Inmate Medical/ Mental Health) $1,000,000
Probation (Risk Assessment
$118,977
Team) $226,704
$6,291,030
Sheriff's Services
$7,381,617
Health & Human Services
$270,875
(Assessment Team) $174,930
$380,410
Public Defender
$300,000
$380,410
District Attorney
$300,000
$511,707
Superior Court (Pre-Trial)
$576,702
$4,284,505
Probation Services
$2,492,655
FY 2015-16 - $13,538,980 FY 2014-15 - $12,452,608
292
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
$499,860
Sheriff's Department
$167,558
$1,292,600
Probation Department
$1,195,000
FY 2015-16 - $1,792,460 FY 2014-15 - $1,362,558
FY 2014-15: Probation (Porterville Halfway House $265,000, Stephen Bindler, Ph.D $50,000,
Counseling & Psychotherapy Center $50,000, Central Valley Recovery Resources $100,000,
Transition 2 New Life $50,000,Turning Point of Central California, Inc $265,000, Visalia Rescue
Mission $50,000, Westcare $265,000, Aliant University $50,000, BI, Inc. $35,000, Creekside Laser:
$15,000) Sheriff (BI, Inc. $24,458, CareerScope $1,000, Alternative Services:$96,350,
Williams Scotsman $12,393, The Change Company $621, Aardvark $7,515, CDW Government
$6,838, Vocational Research Institute $349, QuickPCS Support LLC. $7,048, Beatwear, Inc.
$4,755, Office Depot: $6,231).
FY 2015-16: Probation (Porterville Halfway House $265,000, Stephen Bindler, Ph.D. $50,000,
Counseling & Psychotherapy Center $43,500, Central Valley Recovery Resources $167,000,
Transition 2 New Life $50,500, Turning Point of Central California, Inc. $265,000, Visalia Rescue
Mission $50,000, Westcare $265,000, Alliant University $50,000, BI, Inc. $60,600, Creekside Laser
$15,000, Sisterhood of Grace $11,000) Sheriff (BI, Inc. $161,967, CareerScope $1,500, Alternative
Services $200,000, Williams Scotsman $12,393, The Change Company $2,000, Scott McClure
$3,000, Family Services of Tulare County $116,000, Vocational Research Institute $3,000).
293
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Program outcomes are tracked within our case management systems. Formal evaluations will
commence this fiscal year.
Does the county consider evaluation results when funding programs and/or services?
All provider contracts are reviewed on a yearly basis and as issues occur. We have discontinued
use of three providers based on poor performance and/or business practices.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction, length of
stay and treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
41-60%. Our percentile should increase significantly with expanded jail programming.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Collaborative Court Programs
Mental Health Court
Drug Court
Prop B6436 Court
Domestic Violence Court
Driving Under the Influence Court
Treatment Programs
Sex Offender Treatment (CPC America)
Batterer's Treatment (certified by the Probation Department)
Dual-Diagnosis inpatient, outpatient and re-entry
Substance Abuse inpatient, outpatient and re-entry
Medication Management groups
Theft Diversion groups
What challenges does your county face in meeting these programming and service needs?
Our substance abuse providers are in need of training on evidence-based practices/curriculum. We
will be evaluating one of our largest providers of this service during this fiscal year and regardless of
the outcome, training will be provided.
294
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Assessment Team: post-release community supervision (PRCS) and 1170(h) offenders receive a
Correctional Offender Management Profiling for Alternative Sanctions (COMPAS) assessment, a
mental health screening and a benefit eligibility determination on the date of reporting by a team
consisting of staff from the Probation Department and the Health and Human Services Agency.
RESET Program: In partnership with the Workforce Investment Board, the Probation Department
provides interest/aptitude testing, job readiness training and job placement services for convicted
felony offenders.
Transitions/Re-entry Program: Services are currently provided by the Sheriff's Office to inmates the
last 90 days of incarceration and includes an individualized Discharge Plan that includes goals, pre-
scheduled appointments for services and notification of release to the assigned Deputy Probation
Officer.
295
Community Corrections Tuolumne County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(November 2, 2015)
Adele Arnold FY 2014-15
Chief Probation Officer
Goal: Increase the number of Day Reporting Center (DRC)
Donald Segerstrom participants who graduate the program
Presiding judge or
designee Objective: Support participants to keep them progressing through all
program steps in DRC program
Maureen Frank
County supervisor or 75% of all program participants referred to the DRC will
chief administrative graduate from the program
officer or designee
Measure: Number of participants in the DRC who are terminated
Laura Krieg from the program
District Attorney
Number of participants who graduate the program
Robert Price
Progress: Overall, the program has a 46% success rate (success
Public Defender
defined in question 27) which is commendable given the
James Mele difficulty of the program. Tuolumne County's success rate is
Sheriff well above neighboring counties. Tuolumne County expects
to see a slight increase in the FY 2015-16 success rate.
Mark Stinson
Chief of Police
Goal: Assist DRC participants in securing housing
Ann Connolly
Department of Social Objective: Work with the DRC participants to complete the
Services and Alcohol and application process for the homeless
Substance Abuse Pro-
grams Increase by 10% the number of homeless participants
who secure housing
Rita Austin
Department of Mental
Health Goals, Objectives, Outcome Measures and Progress
Vacant FY 2015-16
Department of
Employment Goal: Reduce the number of pre-trial offenders held in secure
detention
Marguerite Bulkin
Office of Education Objective: Adopt an evidence-based risk assessment tool
Beetle Barbour Adopting new release conditions
Community-based
organization
Ginger Martin
Victims’ interests
__________________
The CCP meets semi-
annually and as
needed
296
Goal: Increase the number of DRC participants who graduate the program
Objective: Support participants to keep them progressing through all program steps in the DRC
program
75% of all program participants referred to the DRC will graduate from the program
Measure: Number of participants in the DRC who are terminated from the program
Number of participants who graduate from the program
Progress: Overall, the program has a 46% success rate (definition of success mentioned in
question 27) which is commendable given the difficulty of the program. Tuolumne
County's success rate is well above neighboring counties. Tuolumne County expects to
see a slight increase in the FY 2015-16 success rate
Goal: Assist DRC participants in securing housing
Objective: Work with DRC participants to complete the application process for the homeless
Increase by 10% the number of homeless participants who secure housing
297
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
*Includes In-custody Jail Re-entry Program contract with Behavioral Interventions Inc.
**Includes contact with Behavioral Interventions Inc.
FY 2014-15 Allocation and FY 2015-16 Allocation more than received in fiscal year.
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
In FY 2014-15 and 2015-16, $4,000 and $1000 respectively. was allocated to the Amador
Tuolumne County Action Agency (ATCAA) for housing support
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
(BI) Inc. - Day Reporting Center $390,000
(DRC) $390,000
$132,000
(BI) Inc. - Jail Re-Entry Program
$132,000
$5,000
Redwood Toxicology - Drug Testing
$4,000
$150,000
(BI) Inc. - Electronic Monitoring
$150,000
FY 2015-16 - $677,000 FY 2014-15 - $676,000
298
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. In this last fiscal year, the Probation Department compiled an overall analysis of all AB 109
funded programs and services. This includes overall success rates of the programs implemented
with AB 109 funds. The department also evaluated the effectiveness of the Day Treatment Program
that serves as a day jail for offenders that are too mentally or physically fragile to serve jail time or
participate in work programs. Overall, findings proved that it was an ineffective way to spend
department dollars. Staffing costs alone were extremely high, and attendance was at an all-time low
(averaging about 3 individuals two times per week). The County CCP members voted unanimously
to discontinue the program. The Probation Department Staff Services Analyst also keeps track of all
things AB 109 monthly, quarterly and annually to evaluate overall effectiveness of programs and
services.
Does the county consider evaluation results when funding programs and/or services?
Currently, as well as, moving forward the department utilizes evidence-based and promising
practices to provide the most effective programming for offenders.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction, length of
stay and treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Tuolumne County Behavioral Health treats severe and persistent mentally ill clients and provides
alcohol and drug treatment. Tuolumne County Behavioral Health primarily serves Medi-Cal clients.
The closest psychiatrist that treats non Medi-Cal clients is 50 to 60 miles away.
What challenges does your county face in meeting these programming and service needs?
Tuolumne County is currently spending more on AB 109 programs and services than allocated.
Staffing capacity is also a concern for the county. It is very difficult to find credible staff that satisfy
the specific job requirements and remain in the county.
299
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The department has evaluated the effectiveness of the Day Treatment Program that serves as a day
jail for low-risk offenders that are too mentally or physically fragile to serve jail time or participate in
work programs. The findings proved that the program was an ineffective way to spend department
dollars. Staffing costs were high and attendance was at an all time low (averaging about 3
individuals two times monitoring devices.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Tuolumne County contracts with an outside agency known as Behavioral Interventions (BI) Inc. that
provides evidence-based programming to high-risk offenders. This is known as the Day Reporting
Center (DRC) Program. This program includes individual therapy, group therapy and Moral
Reconation Therapy™. This program is very extensive and demanding. In order to successfully
complete the program individuals must complete phase I-III, aftercare and obtain successful employ-
ment and housing. This can be a minimum of 210 days. In order to advance to the next phase, the
participant must complete each step listed in their moral reconation workbook and remain drug free.
From the start of the program January 1st, 2012 to June 30th, the Tuolumne County DRC has a
46% success rate. Given the difficulty of the program and the type of offenders (typically Post-
Release Community Supervision, or High Risk) a 46% rate is commendable. Tuolumne County's
success rate is well above neighboring counties. This can be attributed to intense cooperation
between BI staff, Probation and the Sheriff's Office staff. BI also provides a similar type of program
in the county jail. This is called the Jail Re-Entry Program (JRP) and provides evidence-based
programming to offenders while incarcerated. From the start of the JRP November 2013 to June
30th 2015 the JRP has a 68% success rate.
300
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301
Community Corrections Ventura County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Mark Varela FY 2014-15
Chief Probation Officer
Goal: Reduce the recidivism rate of AB 109 offenders
Donald Coleman
Objective: Define recidivism in Ventura County
Presiding judge or
designee Establish a baseline recidivism rate
Mike Powers
Measure: Recidivism was defined by CCP
County supervisor or
chief administrative Identify recidivism reduction rate
officer or designee
Retrospective recidivism data to be collected/analyzed
for baseline
Greg Totten
District Attorney Progress: In addition to the BSCC definition, the CCP agreed upon
definitions of recidivism and retrospective recidivism data
Steve Lipson being analyzed
Public Defender
Geoff Dean Goal: Increase alternatives to incarceration and services for
Sheriff offenders by fiscal year 2015
Objective: Develop a matrix of graduated responses to violation
Jeri Williams
behavior
Chief of Police
Develop incentives for offenders to be successful
Barry Zimmerman
Develop alternative to incarceration, including electronic
Department of Social
monitoring (EM), GPS and pre-trial
Services and
Department of Measure: Matrix document of graduated responses
Employment
Document of available incentives of offenders
Patrick Zarate Implement alternative to incarceration options
Department of Mental
Health and Alcohol and Progress: Matrix on sanction and incentives have been developed and
Substance Abuse EM, GPS and pre-trial are implemented
Programs
Stanley Mantooth Goal: Use risk/needs information at front end of system and at
Office of Education sentencing by July 1, 2015
Caroline Prijatel-Sutton Objective: Develop and implement pre-trial program incorporating a
Community-based validated assessment
organization Include risk/needs assessment for judicial consideration
at sentencing
Michael Schwartz
Victims’ interests Measure: Administer and implement pre-trial assessment
__________________ Administer and implement the Ohio Risk Assessment
The CCP meets System-Community Supervision Tool (ORAS-CST) risk/
needs assessment at sentencing
quarterly
Progress: This goal was fully completed this year
302
303
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Goals, Objectives, Outcome Measures and Progress FY 2015-16
Goal: Develop multi-agency dashboard
Objective: Define measures to be collected
Identify sources to pull information from
Develop dashboard design and access
Measure: Identification of measures
Identification of data sources
Development, access and implementation
Progress: Subcommittee and IT services working on development.
FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Law Enforcement $537,402
Partners $537,404
Behavioral Health $1,777,406
Department $1,880,442
$8,108,081
Sheriff's Office
$8,522,460
$5,677,131
Probation Agency
$5,203,865
$827,915
Public Defender
$832,763
$588,285
District Attorney
$638,424
FY 2015-16 - $17,516,220 FY 2014-15 - $17,615,356
FY 2014-15: District Attorney (Prosecution/Revocations/Re-entry Court $486,972, Victim
Services $151,452) Public Defender (Defense/Revocations/Re-entry Court $652,614, Placement
Services $180,149), Probation Agency (Post-Release Community Supervision (PRCS)/Mandatory
Supervision/Pre-Trial/Revocations/Re-entry Court $4,863,865, Treatment Services $340,000)
Sheriff’s Office (Electronic Monitoring $625,068, PRCS Regional Services $244,516, Crime
Analysis $108,035, Jail Services – $7,544,841) Behavioral Health Department (Mental Health
Treatment/Alcohol Drug Programs $1,880,442)
FY 2015-16: District Attorney (Prosecution/Revocations/Re-entry Court $436,833, Victim
Services $151,452) Public Defender (Defense/Revocations/Re-entry Court $647,766, Placement
Services $180,149) Probation Agency (PRCS/Mandatory Supervision/Pre-Trial/Revocations/Re-
entry Court $5,357,131, Treatment Services $320,000) Sheriff’s Office (Electronic Monitoring
$582,816, PRCS Regional Services $203,296, Crime Analysis $112,544, Jail Services $7,209,425)
Behavioral Health Department (Mental Health Treatment/Alcohol Drug Programs $1,777,406)
Local Law Enforcement Agencies (PRCS Regional Services $537,402).
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
$57,680
Coalition For Family Harmony (EBP Parenting)
$306,809
Community Solutions, Inc. (Case Management)
Alternative Action Program (MRT) - $250,000
approximate
Interface Children and Family Services (CBO $274,142
Administration)
$1,250,000
FY 2015-16 - $888,631 FY 2014-15 - $1,250,000
304
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, the CCP contracted with a vendor to conduct a comprehensive evaluation of implemented
programs and practices servicing the AB 109 population. The evaluation of services is expected to
be completed in 2016.
Does the county consider evaluation results when funding programs and/or services?
The county plans to use data to drive decision making. Currently, the county is developing IT
infrastructure to collect and manage relevant data points that will assist criminal justice partners in
policy and practice decisions.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, average daily population, conviction, length of
stay and treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
41-60%. Programming administered by Behavioral Health, Human Services Agency and Core
Connections are evidence-based or evidence-informed. Probation services operates a pre-trial
program using a validated assessment and field officers work with AB 109 clients using evidence-
based supervision principles.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Treatment services for probationers and AB 109 clients are available through the local county
jail, community-based organizations, Human Services Agency and County Behavioral Health.
Local jail services offer substance abuse, mental health and other services that target
employment and criminogenic risk factors for inmates in custody.
Through CCP allocations, the community-based organizations have been building capacity to
deliver more and more evidence-based practices, especially to address risk factors.
The Human Services Agency offers a robust employment program for AB 109 clients (STEPS)
and offer other employment services to clients under probation supervision.
Behavioral Health offers both substance abuse (outpatient and residential) and mental health
services.
What challenges does your county face in meeting these programming and service needs?
The County often times is at capacity with a waiting list for residential programs targeting substance
abuse disorders. Expanding services in this area will be a challenge.
305
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
At the onset of allocating AB 109 funding, the CCP recognized the need to set aside funding for
community-based organizations for the delivery of treatment and services. This proved to be helpful
in the strategic planning of delivering treatment and services to AB 109 clients in the community.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Pre-Trial Program: The courts have established a Pre-Trial Program servicing 1170(h) PC
defendants. The Probation Agency provides staffing to conduct risk assessments and release
recommendations to the court. This program relieves jail space by releasing low-risk defendants
pending future Court dates.
Outcomes: For the first two years of the program, Pre-Trial has completed a total of 778 reports. Of
those reports, 339 (44%) of the defendants were released on own recognizance. Out of the 339
released, 318 (94%) remained arrest free. Additionally, 290 defendants (86%) appeared for all of
their court hearings as directed.
306
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307
Community Corrections Yolo County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
Brent Cardall
FY 2014-15
Chief Probation Officer
Goal: Ensure a safe environment for all residents and visitors by
Shawn Landry reducing and preventing local crime
Presiding judge or
Objective: Establish data work group to agree on baseline, minimal
designee
data needed to meet needs of CCP and its strategic plan
Jim Provenza Recommend to CCP that Police Chiefs commit to
County supervisor or collecting recommended data
chief administrative
Implement comprehensive continuum of substance abuse
officer or designee
services focused on prevention by 2016
Jeff Reisig Measure: CCP Data Subcommittee established
District Attorney
All arrest data is tracked and submitted to Data
Subcommittee for analysis
Tracie Olson
Public Defender Continuum of Care workshop held and needs hierarchy
established for system of care referrals from CCP partner
Ed Prieto agencies
Sheriff
Progress: All outcome measures listed above were completed in FY
2014-15
Landy Black
Chief of Police
Jill Cook Goal: Hold offenders accountable
Department of Social
Objective: Expand Adult Community Review Board by 1-1-16 into
Services, Department of
West Sacramento
Mental Health,
Department of Maintain jail at a maximum of 90% of occupancy 9-1-15
Employment and
Provide evidence-based (EBP) in-custody programming
Alcohol and Substance
to at least 80% of eligible inmates
Abuse Programs
Measure: Adult Community Review Board is expanded into West
Jesse Ortiz
Sacramento by 1-1-16
Office of Education
Jail maintained at 90% of capacity
Marc Nigel Jail Treatment Coordinator hired and coordinating EBP in
Community-based -custody services to maximize program enrollment to at
organization least 80% of eligible in-custody population
Laura Valdez Progress: Adult Community Review Board expanded into West
Victims’ interests Sacramento May 2015, jail population dropped below 90%
__________________ capacity in February 2015, and has remained at or below
90% since, and Jail Treatment Coordinator was hired and
The CCP meets monthly
implemented treatment and services screenings at booking
308
Goal: Restore victims and the community
Objective: Implement at least one evidence-based restorative justice program by FY 2016
Implement coordinated victim notification system by 1-1-15
Develop a baseline of victim satisfaction in Yolo County by 2016
Measure: Restorative justice program implemented by FY 2016
Victim notification system implemented by FY 2016
Implement victim satisfaction survey by 2016
Progress: Neighborhood Court implemented in West Sacramento in FY 2014-15, victim notification
system adopted May of 2015, victim satisfaction survey implemented May of 2015
Goals, Objectives, Outcome Measures and Progress FY 2015-16
Goal: Ensure a safe environment for all residents and visitors by reducing and preventing local
crime
Objective: Increase “on-view” law enforcement by 2017
Implement a comprehensive continuum of substance abuse services focused on
prevention by 2016
Criminal Record Access Management (CRAM) group will be asked to develop a plan
for integrating systems
Measure: Departments use volunteer coordinators or paid positions to coordinate
Neighborhood Watch efforts
Updated gap analysis is completed and plan submitted to CCP for approval
Plan to integrated databases recommended to CCP and Board of Supervisors
Progress: These initiatives are in progress in FY 2015-16
Goal: Reduce recidivism
Objective: Reduce the recidivism rate of all sentenced offenders in the system (probation and
jail) by 5% by 2016
Increase outreach and reduce wait list for Public Defender services (expungement)
by FY 2016
Evaluate the viability of specialty courts
Measure: Develop baseline measure, and data collection and reporting schedule
Identify and report wait list to the CCP regularly
Continuously conduct an analysis to evaluate the viability of specialty courts,
including mental health, drug and veterans courts
Progress: These initiatives are in progress in FY 2015-16
309
Goal: Build offender competency and support reintegration
Objective: Social workers will collaboratively work with partners to establish a system that will
ensure inmates are benefitted with Medi-Cal and related services in anticipation of
release from custody
Social workers will work with pre-trial clients to develop disposition outcomes that
emphasize rehabilitation and treatment
Perform gap analysis of services required to support full reintegration of offenders
into the community
Measure: 90% of eligible inmates leave custody with benefits imminently accessible
70% of clients receive better case outcomes and waitlists are reduced or eliminated
Prepare and present a report to the CCP summarizing recommendations for
successful reintegration of offenders into the community
Progress: These initiatives are in progress in FY 2015-16
310
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
*Includes Davis, Woodland, Winters and West Sacramento Police Departments
**Day Reporting Center operations
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
$183,451
Local Law Enforcement
$330,000
$1,039,718
Pre-Trial Probation Services
$848,970
Health & Human Services Mental
$40,000
Health Services $49,241
$685,141
Day Reporting Center
$685,141
$183,451
Public Defense*
$153,892
Probation Community Corrections Case $2,008,056
Management $1,956,244
$567,065
Prosecution*
$539,509
$11,050
Yolo Library Offender Literacy Support
$10,833
$1,090,593
Additional Jail Bed Support**
$970,588
$803,104
Electronic Monitoring**
$628,033
$1,039,471
Maintain Jail Bed Capacity**
$928,540
FY 2015-16 - $7,797,649 FY 2014-15 - $7,100,991
*Supplemental funding, **Sheriff’s Department
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
Victoria Malnar In-Custody Anger Management $75,000
and Parenting Clases $75,000
Cache Creek Lodge Residential and $190,000
Transitional Housing $190,000
$79,571
Northern California Construction Training
$50,000
Fourth and Hope Transitional Housing and $200,000
Residential Substance Abuse Treatment $200,000
FY 2015-16 - $544,571 FY 2014-15 - $515,000
311
Responses to Optional Survey Questions
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. In FY 2012-13 and FY 2013-14, the Crime and Justice Institute was selected to perform
program fidelity reviews and technical assistance analysis for program improvement of a sample of
programs (FY 2012-13), then all of the funded CCP programs in FY 2013-14 so the Board of
Supervisors and the CCP could evaluate the fidelity of each program and improve administration
and service delivery. Yolo County implemented the risk, need, responsivity (RNR) Simulation tools
developed by the Center for Correctional Excellence at George Mason University during FY 2014-
15. This web-based decision-support system was created to help jurisdictions and providers
implement the RNR framework. These tools integrate the science around effective screening,
assessment, programs and treatment matching to improve individual and system outcomes. The
tools also provide a means of identifying programs or services that Yolo County does not currently
have or should increase in order to address the needs of the offenders in the system. The intention
was that by implementing this system Yolo County would see an increase in the success rates of
drug abusers on supervision and a reduction in re-arrest and re-incarceration. The RNR Simulation
tools provide an estimated recidivism reduction based on matching the offender’s needs with the
appropriate available service or intervention. This projected recidivism rate will also inform Yolo
County on the realistic estimate of the impact of this strategy and assist in estimating the cost
savings realized by the strategy.
Does the county consider evaluation results when funding programs and/or services?
Yes, programs that have been evaluated by the CCP technical assistance (TA) provider the Crime
and Justice Institute were required to adopt the recommendations of the TA report before receiving
new allocations for their programs. Findings from the RNR report lead to the continued support and
expansion of the Northern California Construction Training service contract due to the job training
and placement capacity it provides.
Does the county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for Recidivism, Average Daily Population, Conviction and
Treatment Program Completion.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
81% or more.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
FY 15/16 Substance Abuse Treatment Services
Residential Treatment Services
Yolo CCP supports up to 100 individuals placed in 90 day stays
Outpatient Substance Abuse Treatment
Unlimited referral capacity (service covered by the Affordable Care Act)
312
Day Reporting Center
687 people served in FY 14/15
includes cognitive behavioral therapy, GED, substance abuse education, work readiness
classes, substance abuse testing, transitional housing referrals, DUI classes, anger management
classes, personal improvement planning, parenting classes
Transitional Housing
capacity to serve up to 100 individuals annually in Woodland sober living housing
Mental Health Services with Health and Human Services Agency
Severely Mentally Ill case management services on as needed basis
Substance Abuse Participation statistics from last 3 years:
FY 2012-13
Admissions = 801
Day Treatment = 54
Outpatient = 348
Residential = 372
FY 13/14
Admissions = 621
Day Treatment = 50
Outpatient = 283
Residential = 261
FY 14/15
Admissions = 757
Day Treatment = 58
Outpatient = 261
Residential = 438
More details on service capacity can be provided to BSCC upon request.
What challenges does your county face in meeting these programming and service needs?
The biggest challenge currently facing Yolo is limited resources for transitional housing. Even with a
budget of $180,000 for transitional housing, the only available capacity is within Woodland. There is
a large need within the AB 109 populations for housing in Davis and West Sacramento. This
capacity is made more inadequate by competing interest to use the beds for Sheriff's Electronic
Monitoring vs. Probation's Supervised Populations.
There is a significant need for the job placement services. Paid job development would provide soft
skills and references for felons re-entering the community after incarceration. This is currently an
under-served population.
313
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The Yolo County CCP has made most of its programmatic changes and adjustments to the
Realignment funded projects and services using nationally recognized technical assistance expects
from Crime and Resource Justice's Crime and Justice Institute. Two separate assessments where
completed on CCP programs that included evidence-based program fidelity reviews. Both review
provided analysis and recommended changes to the services reviewed.
The Yolo County Board of Supervisors and the CCP supported the recommended changes identified
in the reviews. Using an independent third-party nationally recognized technical assistance provider
created a sense of objectivity to the reviews and so the recommendations were adopted without
institutional resistance sometimes created by internal audits.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The Yolo County CCP has funded for the third year a Day Reporting Center administered by the
Sacramento County Office of Education. The program has had two years of programming with the
county's post-release community supervision (PRCS), 1170, Probation and Parole populations. The
program offers programming under the following categories:
Life Skills: Personal Life Plan, Parenting, Money Management, WhyTry?, Anger Management,
Thinking for a Change and Courage to Change;
Education: GED Preparation & Testing, Computer Education, Community Colleges Assistance,
Vocational Programs, Referrals to regional occupation programs (ROP), Individualized Tutoring
and Basic Literacy;
Employment: WorkNet, Job Development/Search Northern California Construction Training
(NCCT) and Advanced Job Readiness;
Substance Abuse Program: Seeking Safety, Cognitive Behavioral Intervention, Relapse
Prevention, Sober Living Referral and On-Site Substance Abuse Testing;
Other Programs: 52-Week Batterers, DUI Courses, 12 Step Support Meetings, Child Support
Workshops, Benefit Screening, Transitional Housing, Victim Awareness;
Client-Centered: Evidence-Based Programming, Individualized Risk Level, Gender Specific
Programming, Meet Immediate Needs of Crisis.
Program outcomes include:
Recidivism Rates for All Woodland Day Reporting Center (DRC) Clients referred during FY 2012-13
through FY 2014-15:
Clients Served:721
New Offense: 209
New Offense Rate: 29.0%
Violation: 24
Total Rate: 32.3%
DRC Recidivism Target of < 35%.
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Community Corrections Yuba County
Partnership Membership
(November 2, 2015) Goals, Objectives, Outcome Measures and Progress
James L. Arnold
FY 2014-15
Chief Probation Officer
Hon. Debra L. Givens Goal: Reduce jail population
Presiding judge or
Objective: Release low-level offenders on work release program
designee
(PC 4024.2)
Mary Jane Griego Release offenders on electronic monitoring
County supervisor or
Release offenders on County Parole (PC 3074)
chief administrative
officer or designee Measure: Zero on house arrest
Pat McGrath
District Attorney
Goal: Maintain day reporting center
Brian Davis
Public Defender Objective: Work release program
Evidence-based programming
Steve Durfor
Sheriff
Measure: Increase referrals to day reporting center
Aaron Easton 71% of clients participated in evidence-based programs
Chief of Police
Jennifer Vasquez
Department of Social Goal: Establish pre-trial services program
Services
Objective: Release low-level offenders pending court
Tom Sherry Reduce the number of failures to appear for court
Department of Mental
Reduce jail population
Health
Measure: 21- Program established May 1, 2015
Tracy Bryan
20 attended Court and 1 Failure to Appear
Department of
Employment
The CCP reports it will use the same goals, objectives and outcome
Tony Hobson
Alcohol and Substance measures identified above in FY 2015-16.
Abuse Programs
Josh Harris
Office of Education
Vacant
Community-based
organization
Jason Roper
Victims’ interests
__________________
The CCP meets
quarterly
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FY 2014-15 and 2015-16 Budget Allocations to Public Agencies
$1,693,000
Sheriff
Department*
$1,250,000
Probation $1,693,000
Department*
$1,250,000
FY 2015-16 - $3,386,000 FY 2014-15 - $2,500,000
*FY 2014-15 and 2015-16 Allocations: $25,000 to the Marysville Police Department to total $50,000
FY 14-15 and 15-16 Allocations to Public Agencies for Programs & Services
Victim Services Advocate/ Intervention $32,500
Counselor
$25,000
DRC*
Miscellaneous*
$20,000
Electronic Monitoring/ Sheriff Work $89,750
Alternative Program $88,500
$84,250
Community Services Officer*
$83,000
Victim Services
$31,300
$24,000
Probation Clinical Social Worker
$23,400
$172,200
Substance Abuse Counselors*
$167,600
$38,600
Victim Services Intervention Counselor
$38,700
FY 2015-16 - $466,300 FY 2014-15 - $452,500
*Day Reporting Center
FY 14-15 and 15-16 Allocations to Non-Public Agencies for Programs & Services
The county reported no allocations to non-public agencies for programs and services.
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Responses to Optional Survey Questions
Does your county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
No.
Does your county consider evaluation results when funding programs and/or services?
No.
Does your county use BSCC definitions when collecting data? If so, which?
The county uses the BSCC definitions for recidivism, treatment program completion rates.
Of the total Public Safety Realignment funds allocated specifically to programs and/or
services, what percentage is dedicated to evidence-based programming (as defined locally)?
61-80%.
We would like to better understand your county’s capacity to offer treatment and/or other
services. What type and level of services are now available?
Substance Abuse Counseling (Individual and Group), Moral Reconation Therapy™ (MRT™),
Domestic Violence MRT™, Mental Health, GED program and Courage for Change
What challenges does your county face in meeting these programing and service needs?
Clients have a hard time paying for training materials.
Clients have hard time with transportation to programs.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The programming services we provide are with a minimal fee or free.
Provide clients with free bus passes.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
In Yuba County, the MRT™ program has high attendance and completion rates.
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A
PPENDIX
Glossary of Terms
BSCC Definitions of Key Terms
FY 2015-16 Community Corrections Partnership Survey
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Glossary of Terms
AB Assembly Bill CSSA California State Sheriffs Association
ACS Alternative Custody Supervision DAPO California Department of Corrections
and Rehabilitation, Division of Adult
ADP Average Daily Population
Parole Operations
AOD Alcohol and Drugs
DMH Department of Mental Health
ART Aggression Replacement Training®
DPO Deputy Probation Officer
BH Behavioral Health
DRC Day Reporting Center
BI Established in 1978, BI offers offender
EBP Evidence-Based Practices and/or
monitoring products and services that
Evidence-Based Programs
help federal, state, and local agencies
monitor parolees, probationers, pre-trial EM Electronic Monitoring
defendants, and illegal aliens involved
EPICS Effective Practices in Community
in the U.S. immigration court process
Supervision
as they live in the community.
ESC Executive Steering Committee
BJA Bureau of Justice Assistance
FY Fiscal Year
BOS Board of Supervisors
GEO Group Provides correctional, detention
BSCC Board of State and Community Correc-
and community re-entry services with
tions
106 facilities, approximately 85,500
CAB Community Advisory Board beds and 20,000 employees around the
globe
CAIS Correctional Assessment and Interven-
tion System™ HHSA Health and Human Services Agency
CBO Community-Based Organization JAG Edward Byrne Memorial Justice
Assistance Grant
CBT Cognitive Behavioral Therapy
JAIMS Justice Automated Information
CCJCC Los Angeles Countywide Criminal
Management Statistics
Justice Coordination Committee
LS/CMI Level of Service/Case Management
CCP Community Corrections Partnership
Inventory™
CDCR California Department of Corrections
LSI-R Level of Service Inventory- Revised™
and Rehabilitation
MOU Memorandum of Understanding
CJI Crime and Justice Institute
MRT Moral Reconation Therapy™
COMPAS Correctional Offender Management
Profiling for Alternative Sanctions MS Mandatory Supervision
CPCA California Police Chiefs Association NCCD National Council on Crime and
Delinquency
CPOC Chief Probation Officers of California
ORAS Ohio Risk Assessment System
CSAC California State Association of Counties
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OR Own Recognizance
PPIC Public Policy Institute of California
PRCS Post-Release Community Supervision
PSP Post-Release Supervised Person
(specific to Los Angeles County)
SAMHSA Substance Abuse and Mental
Health Services Administration
SCRAM Secure Continuous Remote Alcohol
Monitoring
SOR Supervised Own Recognizance
STRONG Static Risk and Offenders Needs
Guide
SUD Substance Use Disorder
TAY Transitional Aged Youth
TJC Transition from Jail to Community
Vivitrol® Prescription injectable medicine
used to treat alcohol dependence and
prevent relapse to opioid dependence
after opioid detox
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BSCC Definition of Key Terms
Assembly Bill 1050 amended Section 6027 of the Penal Code to require the Board to: “Develop def-
initions of key terms, including, but not limited to, ‘recidivism,’ ‘average daily population,’ ‘treatment
program completion rates,’ and any other terms deemed relevant in order to facilitate consistency in
local data collection, evaluation, and implementation of evidence-based practices, promising evi-
dence-based practices, and evidence-based programs.” The following definitions have been ap-
proved by the Board.
Average Daily Population Daily population is the number of inmates housed in a facility in a
day. Average daily population is the daily population divided by the
number of days in the period of measurement.
Measurement
For a monthly average daily population take the daily inmate count
(usually at or near midnight), add these daily counts together and di-
vide by the number of days in that month.
Conviction Conviction is defined as:
Entry of judgment of guilty on a plea of guilty or no contest; or
Entry of judgment of guilty on a verdict of guilty
Length of Stay Length of Stay for each inmate is the number of days from date of in-
take to date of release.
The Length of Stay for each inmate is the number of days from
date of intake to date of release regardless of changes in classifi-
cation, housing, or sentencing status during that period.
Any part of one calendar day counts as one day (e.g. if booked/
received at 9:00pm on Monday and released at 2:00 am on Tues-
day, counts as two days)
If an inmate is released from detention multiple times during the
quarter, he/she will have multiple separate lengths of stay.
Periods spent under an alternative form of custody will not be
counted towards Jail Length of Stay*.
Electronic monitoring
Work Release
Residential Treatment
Non-Residential Treatment
County Parole
Work Alternative Programs
Day Reporting
Home confinement
*This list may not be all inclusive.
Adult Definition of Recidivism Recidivism is defined as conviction of a new felony or misde-
meanor committed within three years of release from custody or com-
mitted within three years of placement on supervision for a previous
criminal conviction.1
1“Committed” refers to the date of offense, not the date of conviction.
324
Supplemental Measures
This definition does not preclude other measures of offender out-
comes. Such measures may include new arrest, return to custody,
criminal filing, violation of supervision, and level of offense (felony or
misdemeanor).
Recidivism Rates
While the definition adopts a three-year standard measurement peri-
od, rates may also be measured over other time intervals such as
one, two, or five years.
Treatment Program Completion Rates Treatment program completion rate is the percentage
of people entering a program who go on to complete it.
Note
While this measure provides useful information for the purposes of
program evaluation, by itself it does not provide a direct measure of
program effectiveness.
Measurement
Treatment programs are multifaceted in their design, services and
population served. To avoid unintentionally excluding programs with a
narrow definition, respondents are asked to define enrollment and
completion prior to calculating the treatment program completion rate.
A. Enrollment
An enrollment definition includes criteria on admittance, in-
take, and/or referral. A clear start date should be captured
locally.
E.g. Enrollment in the ABC treatment program begins after
the participant completes an in-take interview with a program
counselor
E.g. Enrollment in the ABC treatment program begins when
the participant receives an acceptance letter
B. Completion
• A completion definition includes criteria on the steps a partici-
pant must take to finish the program. The client’s status at
departure (e.g. met criteria, transferred out of program, dis-
missed from program, etc.) and date of completion should be
captured locally.
• E.g. Completion in the ABC treatment program is defined as
graduation from phases 1-3
• E.g. Completion of the ABC treatment program is achieved
when the participant receives a Certificate of Completion
Formula
Number Completed = Completion Rate
Number Enrolled
1. Tally the number of participants who have enrolled in the program
2. Tally the number of participants who have completed the program
3. Divide completions by enrollment to arrive at the completion rate
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