BSCC
Board of State and Community Corrections
Read the report at Board of State and Community Corrections ↗
2011 PUBLIC SAFETY REALIGNMENT ACT:
Fifth Annual Report on the Implementation of
Community Corrections Partnership Plans
July 2017
Board of State & Community Corrections
2590 Venture Oaks Way, Suite 200
Sacramento CA 95833
wPwagwe. b1s cc.ca.gov
This page intentionally left blank
STATE OF CALIFORNIA – EDMUND G. BROWN, GOVERNOR
BOARD OF STATE AND COMMUNITY CORRECTIONS
Board Members*
Chair, Board of State Community Corrections ............................................................ Linda M. Penner
The Chair of the Board is a full-time paid position appointed by the Governor
and subject to Senate Confirmation
Secretary, CA Dept. of Corrections and Rehabilitation (CDCR) ...................................... Scott Kernan
Director, Adult Parole Operations, CDCR ....................................................................... Jerry Powers
Lassen County Sheriff ................................................................................................... Dean Growdon
A sheriff in charge of local detention facility with a BSCC rated capacity of 200
inmates or less appointed by the Governor and subject to Senate confirmation
Ventura County Sheriff .......................................................................................................... Geoff Dean
A sheriff in charge of local detention facility with a BSCC rated capacity of more
than 200 inmates appointed by the Governor and subject to Senate
confirmation
Kern County Supervisor .................................................................................................... Leticia Perez
A county supervisor or administrative officer appointed by the Governor subject
and to Senate confirmation
San Bernardino County Chief Probation Officer ............................................... Michelle Scray Brown
A chief probation officer from a county with a population over 200,000
appointed by the Governor and subject to Senate confirmation
Nevada County Chief Probation Officer.......................................................................... Michael Ertola
A chief probation officer from a county with a population under 200,000
appointed by the Governor and subject to Senate confirmation
Retired Judge, Solano County ................................................................................ Ramona J. Garrett
A judge appointed by the Judicial Council of California
Chief of Police (Ret.), City Of Chula Vista ................................................................... David Bejarano
A chief of police appointed by the Governor and subject to Senate confirmation
Founder of the Anti-Recidivism Coalition and Film Producer ........................................Scott Budnick
A community provider of rehabilitative treatment or services for adult offenders
appointed by the Speaker of the Assembly
Director, Commonweal Juvenile Justice Program ....................................................... David Steinhart
A community provider or advocate with expertise in effective programs,
policies and treatment of at-risk youth and juvenile offenders appointed by the
Senate Committee on Rules
Office of Public Safety Accountability – City of Sacramento ................................... Francine Tournour
A public member appointed by the Governor and subject to Senate
confirmation
BSCC Staff
Executive Director .................................................................................................. Kathleen T. Howard
Communications Director .................................................................................................... Tracie Cone
Deputy Director, Corrections Planning & Programs .............................................................. Mary Jolls
Field Representative, Corrections Planning & Programs .............................................. Helene Zentner
Associate Governmental Program Analyst ............................................................... Patricia Ferguson
Associate Governmental Program Analyst ........................................................................... Brian Wise
* Board member composition is pursuant to Penal Code 6025
This page intentionally left blank
TABLE OF CONTENTS
Executive Summary ..................................................................................................... 1-5
Introduction ..................................................................................................................... 7
Individual County Profiles ......................................................................................... 8-353
Appendices .......................................................................................................... 355-375
Glossary of Terms
BSCC Definitions of Key Terms
FY 2016-17 Community Corrections Partnership Survey
This page intentionally left blank
EXECUTIVE SUMMARY
In 2011 Governor Jerry Brown signed Assembly Bill (AB) 109, which shifted the responsibility of
lower-level offenders to counties with the intent of improving public safety outcomes for the adult
offender population. This historic piece of legislation is commonly referred to as “Public Safety
Realignment” or simply “Realignment.” AB 109 (Chapter 15, Statutes of 2011) changed both
sentencing and post-prison supervision for a new classification of offenders: those with
non-serious, non-violent, non-sex crimes. These lower-level offenders now serve their sentences in
local jails, making reintegration back into their home communities more effective and successful.
Each year since Realignment, appropriations in annual State Budget Acts have provided monies
for counties to implement diverse approaches for supervision and rehabilitation that reduce
recidivism. These local approaches and corresponding spending plans for Realignment activities
are created by each county’s Community Corrections Partnerships (CCPs), as established in Penal
Code Section 1230. The CCPs are chaired by the Chief Probation Officer and membership
includes, at a minimum: the Chief of Police; Sheriff; District Attorney; Public Defender; Presiding
Judge of the Superior Court (or his/her designee); and a representative from either the County
Department of Social Services, Mental Health, or Alcohol and Substance Abuse Programs, as
appointed by the County Board of Supervisors.
The Budget Act of 2016 [Senate Bill (SB) 826, Chapter 23] appropriated $7,900,000 to counties as
follows: “Counties are eligible to receive funding if they submit a report to the Board of State and
Community Corrections by December 15, 2016, that provides information about the actual
implementation of the 2015-16 Community Corrections Partnership plan accepted by the County
Board of Supervisors pursuant to Section 1230.1 of the Penal Code. The report shall include, but
not be limited to, progress in achieving outcome measures as identified in the plan or otherwise
available. Additionally, the report shall include plans for the 2016-17 allocation of funds, including
future outcome measures, programs and services, and funding priorities as identified in the plan
accepted by the County Board of Supervisors.”
Annual allocations are determined based on the most recent county population data published by
the Department of Finance.
Funds were distributed by January 31, 2017 to all counties because they complied with the
requirements, which was a condition of receiving these funds. Allocations are prescribed as
follows:
$100,000 to each county with a population of 0 to 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.
Since 2011, the Board of State and Community Corrections (BSCC) has been the repository for the
CCP Plans developed by each county to implement the provisions of Public Safety Realignment.
Pursuant to the California Penal Code Section 6027, commencing January 1, 2013, and annually
thereafter, the BSCC is mandated to collect and analyze available data regarding the implementa-
tion of local plans and other outcome-based measures. By July 1, 2013, and annually thereafter,
the Board must provide to the Governor and the Legislature a report on the implementation of the
plans.
1
This report presents the information and data submitted to the BSCC by all 58 jurisdictions by way of
the Fiscal Year (FY) 2016-17 Community Corrections Partnership Surveys (see Appendix). Surveys
were emailed to each Chief Probation Officer (as CCP Chair) in October 2017 and each Chief was
asked to share the survey with CCP members and submit responses that represent the CCP’s view.
Counties have developed various approaches on how to best use the allocation of Realignment
funding to address local needs. Not only are counties investing in a holistic approach to the
treatment of offenders, but also by investing in evidence-based strategies that provide for evaluation
of programs for better outcomes in reducing recidivism and offender quality of life efforts, as well as
ways to increase public safety in their jurisdictions.
Examples of diverse approaches include:
Imperial County – “The Inside/Out College program is the first of its
kind in the State of California. Since implementation in 2014, the
program has offered five college courses with the students
consisting of 15 incarcerated individuals and 15 junior college
students. During the past year, the Inside/Out program was
awarded the prestigious 2016 CSAC Challenge award for its
innovation and dedication to building success between
education and corrections.”
Los Angeles County – “The use of community-based Alternative Treatment Centers (ATC)
programs has been very effective in serving the population with Substance Use Disorder
(SUD). Outside of the Substance Treatment and Re-entry Transition (START) program,
91 inmates were placed into Female, Veteran’s, and Transitional Case Management
programs during 2015. In 2016, Gateways Mental Health Program was added to ATC
programming, making up to 42 beds available for qualified mental health inmates. Thus far in
2016, 72 inmates have been placed in these various ATC programs, including 25 into the
Gateways Mental Health program. In addition to the START program, 103 inmates have
successfully completed their sentence while in programs.”
Riverside County - “The Probation Department is working with the non-profit organization CA
Forward on the local CA Forward Initiative, which continued to provide assistance to the
Probation Department throughout FY 15/16. The workgroups identified last year - the
Offender Engagement Workgroup, the Violations Workgroup, and the Substance User
Strategies Workgroup - made progress in several areas. During FY 16/17 an agreement with
CA Forward to continue with the Justice System Change Initiative (J-SCI) assistance to
Riverside County for the third consecutive year was approved by the Board of Supervisors.
CA Forward’s multidisciplinary team will provide guidance for implementation of the eight
J-SCI recommendations, which are designed to mature the organizational structure, analytic
capacity, management protocols and continuous improvement culture within the county.”
San Francisco City/County – Toward the goal of increasing the knowledge of racial and ethnic
disparities in the San Francisco Criminal Justice System, “the San Francisco Reentry Council
commissioned a report on the state of racial and ethnic disparities in San Francisco. The
W. Haywood Burns Institute delivered a report in June 2015. The Reentry Council, which
includes justice system partners in San Francisco, discussed the findings of this report and
identified next steps for addressing racial and ethnic disparities in San Francisco. Next steps
included: conduct interviews with justice system partners and stakeholders to discuss report
findings; summarize interview findings and proposed solutions; develop plans for conducting
agency-specific analyses on racial and ethnic characteristics to understand the extent to
which disparities exist at each decision point in the criminal justice system; continue to us
2
the Reentry Council as a mechanism for convening justice system partners to discuss this
topic. In addition, 93 probation department staff (approximately 2/3) have completed training
on leadership and diversity.”
San Joaquin County- “With the assistance of the University of Cincinnati Correctional Institution
(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 closed groups.
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 per 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, complete a treatment series
based on their top criminogenic needs. Clients are also eligible to participate in a Vocational
Education Program.”
Santa Clara – “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 underserved homeless consumers with high levels of need. The
philosophy is to 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, 7-days per week. FSP targets SMI adults discharged
from Institutions for Mental Diseases, inpatient hospitals,
State hospitals, those who have been high users of
Emergency Psychiatric Services, 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.”
In addition to the above, several counties have
implemented gender-specific programs, trauma-informed
care approaches, and/or specialty and collaborative
courts targeting specific populations like Veterans and/or
those with behavioral health needs. Additionally, many
counties have determined data collection efforts within
the justice system or across multiple agencies need to be
improved for tracking individuals through their case
management systems and for tracking a more detailed
dataset of measures in relation to the goals and
objectives in their CCP.
3
Several strategies/themes are similar between the CCP Survey responses to “Goals, Objectives,
and Measures.” Specifically, 26 of the 58 jurisdictions (45%) have a goal/objective that addresses a
community or transitional housing issue; 22 of the 58 jurisdictions (38%) have a goal/objective that
clearly addresses the treatment of mentally ill offenders; and 19 of the 58 jurisdictions (33%) have a
goal/objective that addresses vocational/employment components to their CCP plan.
As part of the CCP Survey this year, counties had the opportunity to provide photos, quotes, and/or
success stories pertaining to the programs they have implemented with Realignment monies. The
following are a few of those responses.
Client participated in the Reading Plus literacy program at the
The Pre-trial Program in
Probation Report and Resource Center (PRRC). Although initially
Ventura County is a
apprehensive, he ultimately improved his literacy earning an award
for achieving a score of 80-90% on 2 consecutive lessons. He collaboration between the
reported that he is “learning a lot” and feels “more confident” with his
Probation Agency, District
reading skills. – Santa Barbara County
Attorney’s Office, Public
“When I entered the program in November Defender’s Office, Sheriff’s
of 2015, I was not ready to take my life
Office and the Superior
seriously. I hit rock bottom and decided to
Court. This program has
reach out for help from my Probation
shown great success,
Officer. He got me into the Freedom
House. After nine days of no drug use, I leading the Honorable
showed up with a different outlook on what Judge Brian Back to state,
I wanted to accomplish. With the aid of a
“Public safety is best
very professional and friendly staff, I was able to schedule my
served not just for today or
classes to fit into and around my work schedule. Everyone was so
until the next court
supportive. I have now completed my classes and graduated. I
am well on my way to a better future. My relationships with friends appearance; instead,
and family have improved dramatically. I have a positive outlook public safety is best served
on everything these days.” – Kern County
by developing programs
which employ the use of
evidenced–based
approaches to address the
long term impact on the
individual and the
community. This is one
such program.”
-Ventura County
Successful completion of
College-bound Success
Minnie Marvels Home for
- Stanislaus County
Women and Children
- Kern County
4
“Coming to the DRC has made a truly positive impact on my life. It's helped me in setting goals for
the next few years and these goals are going to set my life in the right direction. The DRC has
helped me with coping skills and ways to diffuse problems that may arise in daily life. It has helped
me retrain my thinking pattern to be a more positive person." – Orange County
Following years of criminality, which included
drug and burglary arrests, and unsuccessful
stints in different drug treatment programs, the “I really enjoyed being around every member
offender was referred to the DRC. This o f staff. They are all caring and very helpful.”
offender came into the program and attended “[Staff members are] very resourceful and
regularly and participated in all her classes. always available.”
During her time in the program she attained “Everyone was very respectful.”
"Star Client" status, began taking classes “It feels like you guys truly care. Thank you.”
full-time at a nearby community college, and “I feel I have achieved a lot at the DRC.”
completed the Restorative Justice program. -Sonoma County
She was mandatorily discharged from PCS
supervision and participated in the DRC
graduation ceremony six months later.
- Orange County
“I’ve been in trouble most of my life, in and out of jail or prison.
I’ve been addicted to drugs and money. My life changed
dramatically when I went into the Adult Rehabilitation Center
Salvation Army. I finally got it. Since then my probation officer
was strict and very helpful, he cared, and it showed. Through a
program from probation I went to truck driving school and got my
class A driver’s license. Being clean and sober changed my life.
I paid off my child support, reconciled with my wife, got a
passport and I’m planning a vacation with my wife. I live and
work where I can appreciate being free. Thank you to all who
had an impact on my life!” – Marin County
As previously stated, this report presents the information and data compiled from the FY 2016-17
Community Corrections Partnership Surveys. Prior reports on the implementation of local CCP
plans can be accessed via the BSCC website at: http://www.bscc.ca.gov/index.php.
However, the most in-depth information and materials on county-specific realignment
implementation are contained within the original county CCP plans available at:
http://www.bscc.ca.gov/s_communitycorrectionspartnershipplans.php.
Community Partnership for Families - San Joaquin
5
This page intentionally left blank
6
INTRODUCTION
Since Realignment, each county has taken a unique direction to developing its local public safety
approach. Diverse approaches, expenditure of funding allocations, target populations to be served,
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, BSCC Definition of Key Terms, and the FY 2016-17 CCP Survey.
7
This page intentionally left blank
8
Community Corrections Alameda County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Wendy Still FY 2015-16
Chief Probation Officer
Goal: Protect the public through transparent and accountable
Judge Morris Jacobson administration and service.
Presiding judge or
Objective: Reduce Recidivism.
designee
Measure: Percent of clients with a new felony conviction within
Susan Muranishi three years of placement on supervision (BSCC
County supervisor or definition).
chief administrative Percent of violations filed by District Attorney.
officer or designee
Percent of violations filed by Probation.
Nancy O’Malley Percent of active clients with a new conviction in the
District Attorney fiscal year.
Percent of clients with a new conviction one year after
Brendon Woods
termination of probation.
Public Defender
Progress: 20% obtained a new felony conviction (BSCC definition);
Rich Lucia 20% had petitions filed by the District Attorney; 5.9% had
Sheriff petitions filed by Probation; 5% of active clients received a
new conviction in the fiscal year.
Dave Spiller
Chief of Police
Goal: Develop innovative and therapeutic support for clients
Lori Cox focused on health, housing and improving access to family
Department of Social sustaining employment.
Services and Department
of Employment Objective: Connect clients to housing and employment.
Rebecca Gebhart Measure: Employment - Percent change from FY 14/15 to FY
Department of Mental 15/16 in the following: referrals; enrollments; subsidized
Health and Alcohol and employment; unsubsidized employment; 30-day job
Substance Abuse retention; 90-day job retention; and 180-day job retention.
Programs Housing - Percent change from FY 14/15 to FY 15/16 in
the following: referrals, enrollments; and total served.
Karen Monroe
Office of Education Progress: Employment – Referrals: 61%; Enrollments: 49%;
Subsidized Employment: 48%; Unsubsidized Employment:
Vacant 57%; 30-day Job Retention: 74%; 90-day Job Retention:
Community-based 81%; and 180-day Job Retention: 87%
organization Housing – Referrals: 38%; Enrollments: 50%; and Total
served: 38%
Vacant
Victims’ interests
____________________
The CCP meets
bi-monthly
9
Goal: Ensure effective and supportive transitions from detention to the community.
Objective: Connect clients to services, pre-and post-release.
Measure: Percent of clients enrolled in services through the Transition Day Reporting
Center.
Percent of clients connected to one or more services within 30 days of enrollment
in the Transition Day Reporting Center.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17. Note: Alameda County intends to modify the goals established in the
County’s Realignment Plan to be aligned with the goals established in the County’s Adult
Re-entry Strategic Plan.
FY 2015-16 and 2016-17 Budget Allocations
Innovations in Reentry $1,000,000
Community Capacity Fund $3,000,000
Trust (set-aside) $3,000,000
Transportation $1,000,000
Family Reunificaiton $1,000,000
Mild/Moderate Services $2,500,000
Employment $2,800,000
$4,900,000
Substance Abuse/Mental Health Services
$3,175,000
Housing
Community-based organizations
Public Defender $20,400,000
$1,300,000
District Attorney
$1,300,000
Probation Department
$3,250,000
Sheriff $18,500,000
FY 2016-17 FY 2015-16
FY 15-16 Allocations to Public Agencies for Programs & Services
Clean Slate/Social Workers (linking clients to
programs and services)
Victim Services
In-custody services
Realignment Service Delivery
FY 2015-16
The allocations to public agencies for FY 2016-17 are not determined.
10
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
11
B
P
e
r e
h
-
a
T
F
v io
r ia
o r
r
l
U
a l H
T r a
S e r
H
s B
e a
n s
v ic
o u
y
T r u s t ( s e t - a s
F a m ily R e u n if ic a
M ild / M o d e r a t e S e r v
S u b s t a n c e / M H S
E m p lo y m
E d u c a
C a s e M a n a g e m
C o m m u n it y C a p a c it y F
lt h ( S u b s t a n c e a n d M e
it io n / D a y R e p o r t in g C e
e s / E a r ly I n t e r v e n t io n C
I n n o v a t io n s I n R e e
s in g ( A b o d e , B F H ; E O
U s ( M e n t o r in g - C B O T
F
id e )
it o n
ic e s
v c s
e n t
t io n
e n t
u n d
n t a l…
n t e r
o u r t
n t r y
C P )
B D )
Y 2 0 1 6 - 1 7
$ 6
F
$ 1
$ 1
$ 1
$ 1
$ 1
$ 1
0 0 ,
$ 1
Y 2
, 0 0 0 , 0
, 0 0 0 , 0
, 0 0 0 , 0
, 0 0 0 , 0
$ 1
, 0 0 0 , 0
, 0 0 0 , 0
0 0 0
, 0 0 0 , 0
0 1 5 - 1
0 0
0 0
0 0
$ 2 , 0
0 0
, 7 0 0
0 0
0 0
0 0
6
$
0
, 0
2 , 5
$ 2
0 , 0
0 0
$
0
,
$
0
3 , 0
0 , 0
8 0 0
3 , 0
0
$ 3
0 0 , 0
0 0
, 0 0 0
0 0 , 0
$
, 1 7 5
0
0
3
, 0
0
0
, 8
0
0
0
0 , 0
$
$
0
4
5
0
,
,
9
3
0
0
0
0
,
,
0
0
0
0
0
0
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. Alameda County contracted with an outside evaluator who is in the process of evaluating the
County’s realignment efforts .
Does the county consider evaluation results when funding programs and/or services?
Yes. Since the outside evaluation is in process, we have relied on program outcomes when funding
programs and services.
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
recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
81% or higher
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, 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
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)
Housing services, as follows-
In-custody: information, assessments and housing identification
Post-release:
Short-term rental subsidies Housing Case management
Housing search and placement support Landlord relationship building
Support with reducing barrier to obtaining Assistance with re-unification with support
housing system and family members
Coordination with employment support Transportation assistance
providers Emergency Shelter
12
Employment services, as follows-
In-custody:
Employability Assessments
Post-release:
Employability Assessments
Job Readiness Training
Transitional Work Programs
Subsidized/Unsubsidized Employment
Job Retention Services
What challenges does your county face in meeting these programming and service needs?
A) 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; and
B) Developing capacity within the Probation Department to administer and oversee contracts/
outcomes.
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?
For FY 15/16, the Alameda County Board of Supervisors approved the allocation of 50% of the
Public Safety Realignment funding to community-based organizations. Additionally, the Alameda
County Board of Supervisors approved the allocation of $9 million dollars over three fiscal years
(FY 14, FY 15, and FY 16) in an effort to build the capacity of community-based organizations that
provide reentry and wraparound services to the reentry population. For FY 15/16, there were 87
agencies that participated in the capacity building program and received technical assistance by two
highly trained providers.
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 entered into performance-based contracts for employment services
where vendors are paid when clients’ reach specific benchmarks or vendors complete various tasks,
such as: enrollments, assessments, employment (subsidized or unsubsidized); and job retention
(30-day, 90-day and 180-day). This type of payment structure provides incentives to the vendors to
assist clients achieve employment outcomes. The payments increase as the client progresses
through the continuum of services, with the highest amounts to be invoiced, once a client has
retained 180 days of employment. This model also includes payments for services that help to
reduce barriers to employment and provide case management.
13
This page intentionally left blank
14
Community Corrections Alpine County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Gordon Morse FY 2015-16
Chief Probation Officer
Goal: The overall goal of the CCP is to maintain offender
Vacant accountability throughout the duration of their probationary
Presiding judge or period. This goal was implemented in 2011 and remains
Designee & County today.
supervisor or chief
Objective: To prevent a negative impact on local crime patterns
administrative
due to former state prison inmates and parolees being
officer or designee
supervised locally.
Karen Dustman
Measure: This will be measured by the lack of increase or
District Attorney
decrease of local crime in the county as well as
successful completions of supervision.
Eric Acevedo
Public Defender
Progress: The local Sheriff’s Department, in cooperation with the
local Probation Department has been successful in
Rick Stephens
participating in more home visits as well as probation
Sheriff
checks helping to maintain accountability.
Vacant
Chief of Police
Goal: Alternative sentencing options are difficult to find in or near
Alpine County. In a county where there is limited
Nichole Williamson
opportunity for employment, no treatment centers, and no
Department of Social
counseling centers other than the county’s Behavioral
Services and Department
Health Programs; it is difficult to provide successful
of Employment
alternative sentencing options to our local probationers.
When the probation department is successful in finding
Alissa Nourse
alternative sentencing programs transportation becomes
Department of Mental
an issue because of Alpine County’s remote location.
Health and Alcohol and
Programs are available in neighboring counties or over the
Substance Abuse
State line into Nevada. Local programs are greatly
Programs
needed. Our goal is to seek out and provide successful
Vacant alternative sentencing options.
Office of Education
Objective: To give Alpine County more resources.
Vacant
Measure: To increase success rates of PRCS, parolees and
Community-based
grants of probation.
organization
Progress: Local monitoring has become available through SCRAM
Vacant
this year. That system has increased success rates in
Victims’ interests
Alpine County. The ability to more closely monitor
____________________
The CCP meets semi- probationers has helped the Probation Department provide
annually and as needed. alternatives for promoting success.
15
Goal: With resources sparse, at best, it is difficult for Alpine County to provide
successful offender rehabilitation programs. When looking for inpatient
treatment centers, probationers must be transported to out of county treatment
centers. Alpine County’s goal is to provide successful rehabilitation as close to
home as possible.
Objective: Additional treatment programs.
Measure: Increased success in the area of rehabilitation.
Progress: The Alpine County Probation Department has been working more closely with
Alpine County Behavioral Health providing new programs, classes and group
meetings which have impacted rehabilitation success in a positive manner.
FY 2015-16 and 2016-17 Budget Allocations
16
R
E
a
l D
d io
o
s
r a
, E
d
q
In m
o C
u ip
M e
o
m
e
a te
*
u n
e n
t in g
M e d ic a l C o s t s
S h e r if f
M is c . s e r v ic e s
P r o b a tio n
In d ir e c t c o s ts
ty J a il C o n tr a c t
t a n d S u p p lie s
s a n d T r a in in g
F Y - 2 0 1 6 - 1
$
$
7
7
7
-
1
1
$
$$
2
$
33
1
4
$,0,0
2
$ 8 ,0
$ 8 ,0
,0 0 0
4 ,0 0 0
0 0
0 0
, 0 7 1
00 00
F Y 2 0 1 5 - 1 6 - $ 1 6 2 , 0 7 1
$$ 44 00 ,0
,0
00 00
$ 5
$
0 ,0 0 0
$ 5 2 ,0 0 0
5 2 ,0 0 0
$ 5 5 ,0 0
$ 5 5 ,0 0
0
0
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
* May increase due to in-custody services.
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
$40,000
Alpine County Sheriff's Department
$40,000
$55,000
El Dorado County Jail Contract
$55,000
FY 2016-17 $95,000 FY 2015-16 $95,000
Alpine County has no Jail or detention center. El Dorado County Jail is concentrated on a daily
bed charge for inmates held there for incarceration of any kind.
Alpine County Sheriff’s Deputy position to increase enforcement activities and local control by the
Sheriff’s Department.
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
The county reported no allocations to non-public agencies for programs and services.
17
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 effectiveness of the programs are evaluated within the county through local agencies.
Does the county consider evaluation results when funding programs and/or services?
Yes. When funding is requested through CCP, program evaluations are considered.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. The County uses the BSCC definitions Average daily population, Conviction, Length of stay,
Recidivism, and Treatment program completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
21%-40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, 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. These outpatient services
include mental health evaluations and treatment as well as substance use disorder and behavioral
health programs. When seeking services for DUI programs, inpatient care, including 5150 PC holds
our probationers have to travel or be transported to neighboring counties where services can be
obtained. This sometimes includes travel to Nevada for programs and treatment.
What challenges does your county face in meeting these programming and service needs?
Alpine County, being the least populated county in the State of California, as well as geographically
isolated; the county has no newspaper, (fully equipped) grocery store, bank, hospital or staffed gas
station. The County’s only school is K-8 and up until last year, high school students were all bussed
to Nevada to attend high school. There was an option implemented last year to bus high school
students to El Dorado County, California. In Alpine the challenges are vast with probationer’s
treatment only 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?
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.
18
Community Corrections Amador County
Partnership Membership
(October 21, 2016)
Goals, Objectives, Outcome Measures and Progress
Mark Bonini
FY 2015-16
Chief Probation Officer
Goal: Eliminate barriers to employment and build
Rob Klotz employment competencies utilizing the Workforce
Presiding judge or Assistance Placement Program (WAPP).
designee
Objective: Offer on-the-job training through Amador County Public
Chuck Lley Works Department.
County supervisor or
Offer assistance with job search activities.
chief administrative
Eliminate barriers to employment; such as,
officer or designee
transportation, purchasing work boots, outerwear,
jeans, and shirts.
Todd Riebe
District Attorney Measure: Eligible offenders will receive on-the-job training
teaching them transferrable skills to become gainfully
Randy Shrout
employed.
Public Defender
Eligible offenders will learn and receive assistance to
actively search for employment; such as, creating
Martin Ryan
resume, interviewing skills, and appropriate attire.
Sheriff
Progress: Offenders graduating from the program will learn the
Tracy Busby employment competencies and job searching skills to
Chief of Police become gainfully employed.
Jim Foley
Department of Social
The CCP reports it will use the same goals, objectives and
Services, Department of
outcome measures identified above in FY 2016-17.
Mental Health, Alcohol
and Substance Abuse
Programs
Vacant
Department of
Employment
Vacant
Office of Education
Vacant
Community-based
organization
Vacant
Victims’ interests
__________________
The CCP meets monthly
19
FY 2015-16 and 2016-17 Budget Allocations
$192,124
Reserve Funds
$831,917
*Community Corrections $1,254,004
Budget $982,783
FY 2016-17 -$1,446,128 FY 2015-16 -$1,814,700
*Expenditures for the agencies are placed under one budget and trust account.
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
WAPP Hourly Wage for Defendants
$132,000
$3,500
JB's Awards
$150
Amador Transit $2,000
$500
Amador County Public Works $100,000
$4,000
Swenson's Store $12,000
$350
In-Custody Beds $100,000
$100,000
Drug and Alcohol Testing $3,000
$5,000
$15,000
GPS/Electronic Monitoring
$30,000
$92,014
BH Employee (1-FTE)
$88,150
FY 2016-17 -$459,514 FY 2015-16 -$228,150
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
FY 2015-16: Sober Living Environment $10,000
The allocation to public agencies for FY 2016-17 are not determined.
20
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 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. BSCC Definitions are not used.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
21%-40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Moral Reconation TherapyTM, 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 (CBOs) 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
(limited to no programing space), 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 response to this question.
21
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 stared 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
and Public Works lead workers) will have the ability to keep participants an additional 30-90
days.
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 participant’s future
employability.
22
Community Corrections Butte County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Steven K. Bordin FY 2015-16
Chief Probation Officer
Goal: Provide effective supervision and programming to
Judge Robert Glusman Post-Release Community Supervision (PRCS) offenders
Presiding judge or that ensures public safety and uses evidence-based
designee practices in reducing recidivism.
Paul Hahn
Objective: 100% of the offenders will be assessed to determine
County supervisor or
their individual needs and follow-up with appropriate
chief administrative
referrals.
officer or designee
100% of participants will be supervised according to
their needs and risk.
Mike Ramsey
District Attorney Measure: Number of offenders released into the community.
Number of offenders completing their period of
Ron Reed
supervision.
Public Defender
Number of offenders sustaining subsequent arrests
Kory Honea and/or convictions.
Sheriff
Progress: As of December 1, 2016, 360 PRCS Offenders were on
supervision in Butte County, with 24.4% in warrant status.
Michael O’Brien
In FY 15/16, 207 PRCS Offenders were released onto
Chief of Police
supervision. During that same period, 98 PRCS Offenders
Cathi Grams were successfully discharged from supervision.
Department of Social
Services and Six month Felony Recidivism Rate for the PRCS
Department of Population was 4.9% (based on 1,122 PRCS Offenders
Employment who began supervision between 10/1/11 and 12/31/15,
who were convicted in Butte County of a felony within
Dorian Kittrell 6 months of beginning supervision). This rate
Department of Mental decreased .6% over last year.
Health and Alcohol and
Substance Abuse 12-Month Felony Recidivism Rate for the PRCS
Programs Population was 12.1% (based on 1,027 PRCS Offenders
who began supervision between 10/1/11 and 6/30/15, who
Tim Taylor were convicted in Butte County of a felony within
Office of Education 12 months of beginning supervision). This rate decreased
1.9% over last year.
Erna Friedeberg
Community-based
organization
Monica O’Neil
Victims’ interests
__________________
The CCP meets
bi-monthly
23
Goal: Provide effective supervision and programming to Mandatory Supervision (MS)
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, 2016, 136 Mandatory Supervision (MS) Offenders on
supervision in Butte County, with 20.6% in warrant status. In FY 15/16, 95 MS
Offenders were released onto supervision. During that same period, 27 MS
Offenders were successfully discharged from supervision.
6 Month Felony Recidivism Rate for the MS Population was 3.9% (based on 206 MS
Offenders who began supervision between 10/1/11 and 12/31/15, who were
convicted in Butte County of a felony within 6 months of beginning supervision). This
rate decreased 1.7% over last year.
12 Month Felony Recidivism Rate for the MS Population was 12.1% (based on 140
MS Offenders who began supervision between 10/1/11 and 6/30/15, who were
convicted in Butte County of a felony within 12 months of beginning supervision).
This rate decreased 1.8% over last year.
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, 2016, 72 Alternative Custody Supervision (ACS) Offenders on
supervision in Butte County. In FY 15/16, 184 ACS Offenders were released onto
supervision. During that same period, 104 ACS offenders were successfully
discharged from supervision. Between 10/1/11 and 12/1/16, 127 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 2016-17.
24
FY 2015-16 and 2016-17 Budget Allocations
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
25
D
E
e
P
R e s e r v e F u n d s
$ 1 , 0 0 0
C a r r y O v e r F u n d s
$ 5 7 , 4 9 7
D is t r ic t A t t o r n e y
$ 4 5 , 6 3 6
m p lo y m e n t a n d S o c ia l $ 1 2 5 , 7 3 6
S e r v ic e s $ 7 4 , 5 1 2
$ 8 6 5 , 5 5 3 p a r t m e n t o f B e h a v io r a l
$ 8 6 5 , 5 5 H e a lt h
P r o b a t io n D e p a r t m e n t
S h e r if f D e p a r t m e n t
F Y 2 0 1 6 - 1 7 $ 1 3 , 6 9 7 , 7 4 4
G P S /R F S e r v ic e s ( S O / P r o b )
E d u c a t io n S e r v ic e s
B u s P a s s e s ( B H / S O / P r o b )
M e d ic a l/ M e d ic a t io n S e r v ic e s ( B H )
E m p lo y m e n t /V e te r a n S e r v ic e s ( D E S S )
R e s id e n tia l/ A D F /E m e r g e n c y H o u s in g ( B H )
D a y R e p o r t in g C e n t e r ( S O )
A lt e r n a tiv e C u s to d y S u p e r v is io n ( S O )
R C S / M a n d a to r y S u p e r v is io n S e r v ic e s ( P r o b )
M e n t a l H e a lt h /C o u n s e lin g S e r v ic e s ( B H )
F Y 2 0 1 6 - 1 7 $ 4 ,3 3 4 ,5 0 3
,
3
0
F
0
Y
$ 2 , 0 0 0 , 0 0 0
0
$ 2 , 9 3 4 , 6 5 3
$ 2 , 4 8 5 , 9 1 9
$ 2 , 2 0 3 , 3 7 4
2 0 1 5 - 1 6 $ 1 0 , 9 8 0 , 3 6 3
$ 3 6 1 ,0 0 0
$ 4 1 1 ,0 0 0
$ 2 8 ,0 0 0
$ 2 3 ,0 0 0
$ 2 9 ,8 0 0
$ 2 4 ,3 0 0
$ 5 5 ,0 3 2
$ 5 0 ,7 4 0
$ 1 2 5 ,7 3 6
$ 7 4 ,5 1 2
$ 4 9 4 ,3 1 3
$ 4 3 4 ,5 0 0
$ 3 5 2 ,8 0 0
$ 4 7 1 ,2 7
F Y 2 0 1 5 - 1 6 $ 3 ,9 9 2 ,6 8
5
$
5
$
$
7
3
3
9
$
, 9
$,
8
$1$
$
8
5 6 , 5 4
4 , 2 0 6
5 6 , 6 3
9 5 5 ,8
,1 6 1
9 1 1 ,8
8 5 0 ,8
$ 1 ,0
6 1 ,3 2
6
, 4 9 3
5
0 9
9 5
7 6
2 0 ,1
1
1 8
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.
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. Effectiveness of programs is evaluated by the departments providing the services (example;
Recidivism rates). Chico State University has also done a study on the impacts of AB 109 in Butte
County.
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, BSCC definitions are not used.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
61%-80%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, 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.
26
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Within the last year, the Probation Department entered into a contract with the California Department
of Corrections and Rehabilitation to run a reentry program (inmates are released from State Prison
4-6 months early and placed into the community to receive intensive services before their release
onto Post Release Community Supervision (PRCS) or Parole). Early indicators are showing positive
outcomes for our PRCS population that received these services.
27
This page intentionally left blank
28
Community Corrections Calaveras County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Samuel Leach
FY 2015-16
Chief Probation Officer
Goal: Program Evaluation.
Timothy Healy
Objective: The CCP will evaluate the impact of evidence-based
Presiding judge or
programming on re-arrest rates and risk of recidivism.
designee
Measure: Impacts of evidence-based programming on re-arrest
Shirley Ryan
rates and risks of recidivism.
County supervisor or
Progress: The evidence-based programming successful completion
chief administrative
rate has increased to over fifty percent. Only 18% of those
officer or designee
who successfully complete programming were re-arrested
Barbara Yook within 1 year of program completion.
District Attorney
Goal: Continue to implement and improve evidence-based
Scott Gross programming.
Public Defender
Objective: The DRC and the Jail Re-entry program will become
Rick DiBasilio fully staffed during the 2015-2016 fiscal year. The CCP
Sheriff will focus on training, program fidelity, and
comprehensive delivery of services.
Todd Fordahl
Chief of Police Measure: Staffing levels should reach 100% prior to June 30,
2016 and staff should receive evidence-based
programming training.
John Lawless
Department of Social
Progress: The DRC and Jail Re-entry program were fully staffed by
Services, Department of
the deadline.
Employment, Department
of Mental Health, Alcohol
and Substance Abuse
Goal: Coordinate services for victims.
Programs
Objective: The District Attorney’s Office, in coordination with the
Kathy Northington CCP, will hire a Program Coordinator for victim
Office of Education services. This position will assist with restorative justice
efforts to increase offender accountability and make
Vacant victims whole again.
Community-based
organization Measure: Successful recruitment for the Program Coordinator
position and a functional restorative justice program by
Kelli Coane June 30, 2016.
Victims’ interests
Progress: Recruitment for the Program Coordinator position was
__________________
successful and development of the restorative justice
The CCP meets
program is continuing as a goal for the 2016-2017 fiscal
bi-monthly
year.
29
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
Goal: Develop Work Program.
Objective: Increase participation of County Jail inmates in the Work Program.
Increase participation of supervised individuals at the Day Reporting Center in the
Work Program.
Identify potential revenue sources.
Measure: Number of inmates participating in the Work Program.
Number of Day Reporting Center individuals participating in the Work Program.
Maximum theoretical program revenue.
Progress: Inmates are currently participating in the Work Program.
Goal: Create Restitution Program.
Objective: Create a program that increases offender restitution payments.
Measure: Number of restitution programs in place.
Amount of annual restitution payments.
Progress: $43,000 in restitution payments were made during the 2015-2016 fiscal year.
Goal: Emergency Housing Program.
Objective: Identify solution to lack of emergency housing and transitional housing options in
Calaveras County.
Measure: Number of emergency and transitional housing options in Calaveras County.
30
FY 2015-16 and 2016-17 Budget Allocations
Human Resources $72,373
Mental Health $161,289
$173,545
$68,386
Substance Abuse
$68,663
$146,667
District Attorney
$100,908
Adult Literacy $35,783
$32,130
$345,098
Probation Department
$347,548
Transit
$4,330
$108,203
Sheriff (Patrol)
$101,586
$346,405
Sheriff (Jail)
$242,805
$158,716
Day Reporting Center
$144,984
Non-Public Agencies $16,500
$16,500
Unallocated (to Fund Balance)
$34,123
FY 2016-17 - $1,350,747 FY 2015-16 - $1,267,122
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
Human Resources $72,373
District Attorney $146,667
$100,908
$35,783
Adult Literacy
$32,130
$345,098
Probation
$347,548
Transit
$4,330
$108,203
Sheriff (Patrol)
$101,586
Sheriff (Jail) $346,405
$242,805
$158,716
Day Reporting Center
$144,984
$68,386
Substance Abuse
$68,663
$161,289
Mental Health
$173,545
FY 2016-17 - $1,442,920 FY 2015-16 - $1,216,499
31
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
$2,500
Housing Assistance
$2,500
$14,000
Substance Abuse Residential Treatment
$14,000
FY 2016-17 - $16,500 FY 2015-16 - $16,500
32
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 members are committed to inter-agency data sharing and have an in-house analyst
for evaluating program efficacy.
Does the county consider evaluation results when funding programs and/or services?
Yes. The county did not provided an answer to the “how” portion of the question.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
81% or higher
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
The CCP has an in-house clinician and substance abuse counselor at the Day Reporting Center and
a clinician in the jail providing therapy to incarcerated individuals. Additionally, Calaveras County has
joined the Stepping Up initiative to address the number of people with mental illness in jail.
What challenges does your county face in meeting these programming and service needs?
The county declined to respond to this question.
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.
33
This page intentionally left blank
34
Community Corrections Colusa County
Partnership Membership
(October 21, 2016)
Goals, Objectives, Outcome Measures and Progress
William E. Fenton
FY 2015-16
Chief Probation Officer
Goal: Continue utilization of Moral Reconation Treatment (MRT)
Jason Galkin
(Cognitive intervention around criminal thinking) in-custody
Presiding judge or
and at the Day Reporting Center (DRC).
designee
Objective: Enroll all eligible AB 109 probationers into MRT within
Wendy G. Tyler
the first month they are out-of-custody, thereby
County supervisor or
reducing recidivism by 40%.
chief administrative
officer or designee Assist all AB 109 probationers who require assistance
(i.e., bus passes, etc.), and offer a variety of classes
John R. Payner scheduled on various days and times to achieve 100%
District Attorney attendance.
Albert Smith Achieve 80% graduation rate for all enrolled MRT
participants.
Public Defender
Joe Garofalo Measure: 100% of all eligible probationers (36) were enrolled in
Sheriff MRT in FY 2015-16, 9 graduated the program. 38% of
the enrolled eligible probationers in MRT were enrolled
Josh Fitch
in Thinking for Good in the same time period with 11
Chief of Police
graduating. An additional 14 probationers were
Elizabeth A. Kelly
enrolled in Staying Quit (optional). 92% of the MRT
Department of Social
and !00% of the Think for Good (T4G) clients had no
Services
new convictions based on the BSCC definition of
Cindy Lovelace recidivism.
Department of
An enhanced incentive program, and varied class
Employment
schedules, including evenings, resulted in an
Terence Rooney
85% probationer attendance rate for both MRT & T4G
Department of Mental
classes.
Health and Alcohol and
Substance Abuse Of the 36 probationers enrolled in MRT, 9 graduated,
Programs and 24 continued attending MRT and/or T4G without a
new conviction. 100% of the 56 eligible (some
Michael P. West
carry-overs from FY 2014-15) probationers enrolled in
Office of Education
T4G did not have a new conviction.
Lora Ceccon
Community-based
organization
Mary Godinez-York
Victims’ interests
__________________
The CCP meets quarterly
35
Goal: Provide In-custody (jail) and out of custody Day Reporting Center (DRC) Behavioral/
Mental Health services to all of the AB 109 clients in Colusa County.
Objective: All AB 109 clients will be assessed by a Behavioral/Mental Health professional
and provided with appropriate services.
Provide assessed and documented Behavioral/Mental Health services to those
clients who require individual and/or group counseling, medication management,
Substance Abuse Program, etc.
Measure: 36 new and 84 carry-over clients or 100% were seen and assessed by a
Behavioral/Mental Health Therapist for appropriate needs and services at the jail
and/or DRC.
The 120 clients assessed received 512 Behavioral/Mental Health follow-up
contacts were at the jail and DRC and appropriate services provided based on
each individuals assessment.
Goal: Refer and provide employment assistance, and education programs to all AB 109
clients In-custody (jail) or at the Day Reporting Center (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: 103 probationers (10 new and 93 carry-over) were provided with educational
programming at the jail and DRC through the Colusa County Office of Education.
31 of those clients received HiSET courses in FY 2015-16. No clients
successfully completed their HiSET degree, however 15 continue to work on
receiving their HiSET degree.
44 of the 83 clients receiving assistance in completing their job resumes and who
were actively searching for employment found jobs. This represents a 108%
increase over FY 2014-15 when 20 clients received assistance in finding and
obtaining jobs.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
36
FY 2015-16 and 2016-17 Budget Allocations
$81,436
Behavioral/Mental Health Department
$78,570
$420,929
Sheriff's Department
$454,401
$613,443
Probation Department
$646,344
FY 2016-17 $1,115,808 FY 2015-16 $1,179,315
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
37
B e
G
A
h
C
P S
s s is
a v io
o l u
/ E
t
r
s
a
a
a
le c
n c
l / M
C
t r o n ic M o n i t o r i n g ( S T
e / P o s it i v e R e in f o r c e m
I n c e n t iv e s
I n - C u s t o d y S e r v
e n t a l H e a lt h D e p a r t m
o u n t y O f f ic e o f E d u c a
F Y 2 0 1 6 - 1 7 $ 2 6
O P
e n
ic e
e n
t i o
5 , 9
)
t
s
t
n
3 3
$$ 11 ,,
$$
00
18
$$
F
00
0,
5
11
Y
0
0
, 0 0
0 0
4 , 0
4 , 0
2
0
00
0
00
1 5 - 1 6 $ 2
$
5
$7
1
8 1 ,
8 , 5
, 8 2
47
3
30 6
$ 1
$4 19 5, 97 ,5 43 9 7
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
$20,000
Colusa One-Stop
$15,000
FY 2016-17 $20,000 FY 2015-16 $15,000
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 and Probation Department internally evaluate the effectiveness of the programs and/
or services provided and funded by the county’s Public Safety Realignment allocation on a quarterly
basis.
Does the county consider evaluation results when funding programs and/or services?
Yes. The Probation Department evaluates results of funded programs and/or services then the CCP
and subsequently County Board of Supervisors approves or disapproves the recommended
programs and services based on quarterly internal evaluation outcomes of every program offered
based on the previous year’s outcomes (What Works).
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism, and Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
61%-80%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Behavioral/Mental Health treatment programs are limited in Colusa County and only available
through the County Behavioral Health Department at the jail, DRC and/or at the Behavioral/Mental
Health Department.
What challenges does your county face in meeting these programming and service needs?
Lack of appropriate and specific CBO’s; lack of Behavioral/Mental Health services for clients who
are not eligible for Medical; lack of phone accessibility and public transportation in various areas
throughout the County for this clientele population.
38
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 and expansion of the Day Reporting Center services in conjunction with HSS,
Behavioral Health, Sheriff, DA, PD, Court, and Colusa County Office of Education partnerships
thereby providing appropriate offender services for these probationers (i.e. Cognitive interventions,
education, substance abuse, Mental/Behavioral Health, employment assistance, financial
assistance, etc.). These collaborations have resulted in a 60% success rate for mandatory
supervision clients and a 65% success rate for PRCS clients over the past three years based on the
BSCC definition of recidivism. Assist all eligible clients in the completion of resumes, how to answer
interview questions, and referrals to available jobs.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
MRT for all eligible clients resulted in a 92% success rate and Thinking for Good for those clients
who are not able to work at the MRT level resulted in a 100% success rate based on BSCC
definition of recidivism for both programs.
39
This page intentionally left blank
40
Community Corrections Contra Costa County
Partnership Membership
(October 21, 2016)
Goals, Objectives, Outcome Measures and Progress
Todd Billeci
FY 2015-16
Chief Probation Officer
Steven Nash Goal: Pretrial Program: Following arrest, better identify persons
Presiding judge or who can safely be released and those who should be held
designee
in physical custody pretrial.
David J. Twa
Objective: Fund a comprehensive pretrial services program that
County supervisor or
uses an evidence-based assessment tool.
chief administrative
officer or designee Progress: Implementation of the County’s Pretrial Services (PTS)
pilot program began in March 2014, with a County
Mark A. Peterson
workgroup working with the Crime and Justice Institute of
District Attorney
Community Resources for Justice (CRJ) for program
Robin Lipetzky technical assistance and training. The Virginia Pretrial Risk
Public Defender Assessment Instrument (VPRAI) was selected as the PTS
risk assessment tool. CRJ was provided data to determine
David O. Livingston how well the VPRAI, and the information it considers,
Sheriff predicts both a person’s failure to appear for court and
their likelihood to be arrested for new criminal activity.
Allan Cantando
Chief of Police
Kathy Gallagher
Department of Social Goal: Establish and Maintain an Entry Point to an Integrated
Services Reentry System of Care Pre-Release.
Vacant
Objective: Establish a formal pre-release assessment and
Department of
planning process to ensure more successful reentry.
Employment
Prior to release, establish a plan to connect the
Cynthia Belon
individual with transitional services that foster social
Department of Mental
Health networks and attitudes.
Progress: The County initiated the development of a Pre-Release
Fatima Matal Sol
Planning Pilot program, approved by the CCP in May
Alcohol and Substance
2016. AB 109 funds have been used since 2014 to support
Abuse Programs
jail-to-community services, including documentation/ID
Karen Sakata retrieval.
Office of Education
Roosevelt Terry
Community-based
organization
Deborah Levine
Victims’ interests
__________________
The CCP meets
bi-monthly
41
Goal: Reentry: Assist in providing access to a full continuum of reentry and reintegration
services.
Objective: Support planning and implementation of an integrated system of services that may
include co-located, site-based resources and services.
Improve access to, and effectiveness of, employment support and placement
services for the reentry population.
Progress: The County opened the Reentry Success Center in the west region of the County in
Oct. 2015 to provide the formerly incarcerated and their families access to a set of
co-located reentry services. The Reentry Network System of Services was made
operational in the Central and East regions of the County to provide access to a
coordinated set of reentry services. The County also leveraged the award of AB 2060
funds to the Workforce Development Board into a SOARS program that not only
increased access to employment resources for the supervised populations of the
County but also seeks to inform and educate potential employers to develop job
placement opportunities for the reentry population. The County teamed with the
Superior Court on a Clean Slate day initiative to hold a weekend court session where
local residents were not only able to achieve dismissals of past convictions but also
have a variety of traffic issues addressed for the purpose of lifting existing holds on
driver’s licenses.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
FY 2015-16 and 2016-17 Budget Allocations
Superior Court $200,405
Local Innovation Fund Transfer $72,738
$4,680,036
Contracted Community Programs
$3,995,000
$522,000
Police Chiefs
$522,000
$629,250
County Administrator
$450,000
$1,526,797
District Attorney
$1,458,738
Public Defender $1,570,908
$1,124,000
Employment & Human Services
$40,000
$1,055,562
Health Services**
$1,055,562
Health Services* $2,243,433
$2,243,433
Probation $3,509,712
$2,683,018
$200,000
Workforce Development Board
$200,000
$9,346,467
Sheriff
$6,786,564
FY 2016-17 $22,575,873 FY 2015-16 $29,596,736
FY 2016-17 - Reserve Funds for On-going Programs and Services ($1,181,435),Reserve Funds for Capital
Projects ($1,800,000), * Behavioral Health Division, ** Detention Health Division
42
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
$200,405
Superior Court
Pre-Trial Services Program
(Probation/Public Defender) $900,000
$522,000
Police Chiefs
$522,000
$629,250
County Administrator
$450,000
Workforce Development Board $200,000
$200,000
Employment & Human Services
$40,000
$1,526,797
District Attorney
$1,458,738
Public Defender $1,570,908
$1,124,000
$1,055,562
Health Services**
$1,055,562
$2,243,433
Health Services*
$2,243,433
Probation $3,509,712
$2,683,018
$9,346,467
Sheriff
$6,786,564
FY 2016-17 $20,804,534 FY 2015-16 $17,463,315
* Behavioral Health Division, ** Detention Health Division
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
Connections to Resources $15,000
Mentoring & Family Reunification $200,000
Family Reunification
$100,000
Legal Services $150,000
$80,000
Re-entry Resource Guide
$15,000
Peer and Mentoring Services
$100,000
$1,030,000
Short & Long-Term Housing Access
$500,000
One-Stop Centers $1,285,036
$1,200,000
Employment Support & Placement $2,000,000
Services $2,000,000
FY 2016-17 $4,680,036 FY 2015-16 $3,995,000
43
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 CAO’s office contracted with Resource Development Associates (RDA) to provide data
collection and program evaluation services from Dec. 2013 through June 2016. RDA provided
evaluations of County and community based organizations’ services to the AB 109 population;
developed 4 data dashboards; conducted a preliminary recidivism analysis; and developed Quarterly
Summary reports for all AB 109 funded agencies.
Does the county consider evaluation results when funding programs and/or services?
Yes. The CCP are provided the AB 109 Annual Report, evaluation reports, and Quarterly Summary
reports in advance of their Budget discussions.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
21%-40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
For individuals with SUDs, the County currently offers individual counseling by a treatment
specialist, along with outpatient and inpatient treatment services. For those leaving inpatient
programs, there is also access to a short term transitional recovery residence. Presently, we offer
medication assisted treatment services with individual and group counseling to individuals with
psychiatric conditions. This team also works to connect individuals to a primary care provider.
Other services we offer to this population include homeless services and housing placement
assistance, vocational development and placement programs, civil legal services, peer mentoring,
resource navigation, and family reunification.
What challenges does your county face in meeting these programming and service needs?
We need to add intensive outpatient support for substance use treatment services with connections
to Sober Living Environments (SLE)s. We are still only able to get about half of our AB 109
population to volunteer for the provided services. Many assert they don’t need help, even when the
evidence suggest otherwise. The geographic layout of the County also poses a challenge for many
to find adequate and reliable transportation to needed services.
44
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 have moved from funding master-leased transitional housing to recovery-centered housing with
supervision. We have also expanded the eligible population for the AB 109 funded reentry services
utilizing a prioritization process. And we have consolidated our administrative functions into a new
Office of Reentry and Justice, a pilot program of the County Administrator.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
We have developed a small automotive repair training program provided by a local small business
that trains up to 10 participants on domestic car repair. Students often work on their own vehicles
that are in need of repair (completed 4 projects), and find employment in the auto industry.
45
This page intentionally left blank
46
Community Corrections Del Norte County
Partnership Membership
(October 21, 2016)
The CCP did not provide goals for FY 2015-16.
Lonnie Reyman
Chief Probation Officer
William Follett
Presiding judge or
designee
Jay Sarina
County supervisor or
chief administrative
officer or designee
Dale Trigg
District Attorney
Rebecca Linkous FY 2015-16 and 2016-17 Budget Allocations
Public Defender
Erik Apperson
Sheriff
Ivan Minsal
Chief of Police
Heather Snow
Department of Social
Services, Department of
Mental Health and
Alcohol and Substance
Abuse Programs
Vacant
Department of
Employment
Vacant
Office of Education
Vacant
Community-based
organization
Vacant
Victims’ interests
__________________
The CCP meets quarterly
47
A
L o
lc o
c a
h
l In
o l &
P
F
n o
O
r o
Y
v
t
b
2
a
h
a
0
tio n S u b a c c o u n
R e s e r v e fu n d
e r D r u g s e r v ic e
M e n t a l H e a lt
P u b lic D e f e n d e
D is t r ic t A tt o r n e
S h e r if f O f fic
tio n D e p a r tm e n
1 6 - 1 7 $ 1 ,1 5 2 ,2
t
s
s
h
r
y
e
t
4 5
$ 1 0 ,7 8 9
$ 8 6 ,4 1 8
$ 1 0 6 ,5 3 9
$ 7 0 ,0 0 0
$ 2 1 ,6 1 7
$ 1 2 5 ,0 0 0
$ 3 4 ,6 0 3
$ 5 ,0 0 0
$ 9 ,0 0 0
$ 1 7 ,5 0 0
$ 9 ,2 0 0
F Y 2 0 1 5 - 1
$
6
$ 4
$ 4
2 8
$
3
0
5
1
7 ,2
0 ,2
,5 7
,2 5
5
8
6
7
0
8
,4 0 3
$ 7 9 0 ,8 6 8
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
Goal: Identify one or more articulable need/s for local offenders.
Objective: Adoption of codified goal/s by July 2017.
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
48
G
C
P
S
o m
M
S
O
P r e t r ia l p
O f f e n d e r in c
e x o f f e n d e r t r e
m u n it y W o r k
U r in e
e n t a l H e a lt h s
A O D s
/ E le c t r o n ic M o
F in a n c ia l E d
f f e n d e r h o u s in
r o g
e n t
a t m
S e r
t e s
e r v
e r v
n it o
u c a
g
r a m
iv e s
e n t
v ic e
t in g
ic e s
ic e s
r in g
t io n
F Y
F Y
2 0
2
$
$
1
0
$ 5 , 0 0 0
$ 1 , 5 0 0
$ 2 , 5 0 0
$ 4 , 0 0 0
$ 6 , 0 0 0
3 0 0
3 0 0
$ 7 , 5 0 0
$ 1 5 , 0 0 0
$ 2 0 , 0
$ 5 , 0 0 0
$ 3 , 0 0 0
$ 3 , 0 0 0
6 - 1 7 $ 2 2 1 , 3 0 0
1 6 - 1 7 $ 1 0 , 0 0 0
0 0
F
F
Y
Y
$ 5 7 , 0
2 0 1 5 -
2 0 1 5 -
0
1
1
0
6
6
$ 7
$
$
0
1
1
,
9
0
0
2
, 0
0 0
, 3
0
0
0
$
0
8 8 , 5 0
$
0
1
$
0
1
,
0
0
,
0
0
0
0 0
$ 1 2 5 , 0 0 0
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. At the present time the CCP has not adopted goals, objectives, or outcome measures on a
county-wide basis. However agencies are collecting and reporting state-mandated data. A number
of these reports, specifically Probation's reports, deal directly with the impacts of SB 678 and
AB 109. In addition, as limited resources allow, data has been captured during the last calendar
year relating to programming such as MRT, financial education, etc.
Does the county consider evaluation results when funding programs and/or services?
No. The practice of data capture has been too recent to provide a basis for evaluation at this time.
Implementation of programs such as MRT, AOD services, and financial education have been based
on results achieved by other agencies and entities. Local evaluation will begin with the
FY2017/2018.
Does the county use BSCC definitions when collecting data? If so, which?
No, BSCC definitions are not used.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
Less that 20%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Currently Del Norte County DHHS AOD Programs provides the following services to local offenders:
1. Perinatal Intensified Outpatient Treatment for mothers and women with substance use disorders.
2. Dual Diagnosis Services for co-occurring disorders.
3. Drug Court Programs in collaboration with Del Norte County Superior Court and Probation.
4. Collaboration with Del Norte Community Health for Medicated Assisted Treatment (MAT).
5. Referrals for Medical Detox, Social Model Detox, and Residential Treatment.
6. Aftercare and Continued Care Services for ongoing maintenance of substance use disorder
programs.
Current challenges for AOD include finding qualified board certified professionals in the local area
for AOD Programs. Also, with the increase in opioid abuse, AOD Programs may have to
collaborate for additional support for (MAT).
49
Currently Del Norte County DHHS Mental Health provides full access to services for offenders
including Mental Health Assessment, Individual Therapy, Psychiatry for medications, and Case
Management. We work with offenders with serious mental illness to enroll in Full Service
Partnership program through Mental Health Services Act, to address basic needs such housing for
those who qualify. Mental Health has also designed a specific treatment using Moral Reconation
Therapy to address the unique mental health needs of offenders. This treatment is done in the
County Jail and as an outpatient service. Psychiatry services are also offered in the County jail for
offenders who qualify for AB 109 funding.
The biggest challenge for Mental Health would be staffing. Current staffing levels of qualified
therapists and psychiatrists at times can cause delay of services. Mostly though, staff is busy and
these offenders tend to require monitoring and reporting back to Probation in a timely manner and
sometimes that falls through the cracks when they do not show or maintain treatment compliance.
There is some limited resource for clean & sober housing through a local CBO operating one
male-only house. There continues to be limited infrastructure for housing of any kind.
What challenges does your county face in meeting these programming and service needs?
Del Norte has a very limited CBO presence, particularly in relation to those that offer services to
adult offenders. Those that do (e.g. Workforce Center) do not offer offender-specific services.
Additionally local government agencies that offer offender services have great difficulty in recruiting
and retaining staff due to non-competitive salaries and benefits. The rural and isolated nature of the
county and the lack of any substantial economic base is severely limiting in developing durable and
sustainable solutions for offender rehabilitation.
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 lack of codified goals & objectives has contributed to an uncoordinated effort to reduce
recidivism. Pursuing the establishment of these will be a needed and greatly beneficial step in
coordinating local services for offenders.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The establishment of mental health and substance abuse treatment services both in custody and out
of custody is a positive accomplishment. Continuity of services has long been a challenge locally
and the collaboration between Probation and the divisions of DHHS has led to a very promising
outcome.
50
Community Corrections El Dorado County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Brian J. Richart
FY 2015-16
Chief Probation Officer
Goal: Provide effective supervision and programming to the
Community Corrections Center (CCC) offenders to ensure
Jackie Davenport
public safety and use evidence-based practices in
Presiding judge or
reducing recidivism.
designee
Objective: 100% of offenders will be assessed to determine their
Don Aston individual need and reassessed at the start of each
County supervisor or phase of the CCC.
chief administrative
100% of offenders will be supervised according to their
officer or designee
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
Number of offenders convicted of a subsequent felony.
Public Defender
Progress: These goals were approved as of 4/1/2016 at the CCP
John D’Agostini meeting. The data implementation plan is in the final
Sheriff stages and data will be available by 6/30/2017.
Vacant
Chief of Police Goal: Use Moral Recognition Treatment (MRTTM) at the CCC.
Patricia Charles- Objective: Enroll all CCC accepted referrals into MRTTM within the
Heathers first month they are accepted.
Department of Social Achieve an 80% graduation rate for MRTTM at the CCC.
Services, Department of
Employment, Department Measure: Number of all accepted referrals into MRTTM and the
of Mental Health and days in between the accepted date and the start date
Alcohol and Substance of MRTTM .
Abuse Programs Number of graduates from MRTTM.
David Publicover Progress: These goals were approved as of 4/1/2016 at the CCP
Office of Education meeting. The data implementation plan is in the final
stages and data will be available by 6/30/2017.
Vacant
Community-based
The CCP reports it will use the same goals, objectives and
organization
outcome measures identified above in FY 2016-17.
Vacant
Victims’ interests
__________________
The CCP meets
semi-annually
51
FY 2015-16 and 2016-17 Budget Allocations
$30,000
Public Defender
$242,000
Office of Education
$250,482
$500,000
Chief Administrative Office (Reserve)
$500,000
$50,000
*Local Law Enforcement
$100,000
$1,526,000
Health & Human Services
$1,470,000
$1,384,762
Sheriff's Department
$1,178,320
$1,589,048
Probation Department
$1,452,150
FY 2016-17 $4,025,975 FY 2015-16 $5,433,010
* Placerville and South Lake Tahoe Police
FY 2015-16 Carryover to Fund Balance: $482,058
FY 2016-17 Allocation of Fund Balance for 2016-17: $1,295,835
52
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
53
H e a t h
P
&
la
H
c
u
e
m
r v
a
ille
n S
&
e
SD
r v
o u t h L a
e p a r t m e
* E d u
ic e s S e
* M e n t a
* S e
* P
I n - C
F Y 2 0
P u b lic D e f e n d e
k e T a h o e P o lic
n t s
c a t io n a l S t a f f in
C o n t in g e n c
r v ic e & S u p p lie
l H e a lt h S t a f f in
* H e a lt h S t a f f in
r v ic e & S u p p lie
r o b a t io n S t a f f in
u s t o d y S e r v ic e
1 6 - 1 7 $ 3 , 1 8 9 , 6
r
e
g
y
s
g
g
s
g
s
5 4
$
$
$ 3 0 , 0 0 0
$ 5 0 , 0 0 0
$ 2 4 2
$ 2 5 0
3 0 , 0 0 0
3 0 , 0 0 0
$ 1 3 1 , 2 8
$ 1 0 7 , 0 0 0
$ 9 5 , 3 0 4
$ 8 4 , 7 6 0
F Y 2 0 1 5
, 0
, 4
0
- 1
0
8
6
0
2
$ 5 0
$ 5 0
$ 4
00
, 6
, 0
, 0
2
00
4
00
, 2
$
0
$
7
9
8
9
2
3
4
, 0
, 7
0
2
0
0
$ 1
$,
0
$
$ 1
19
1
,
, 1 9
8 , 5
, 3 8
1 7 8
78
4
,
, 4 2
9
, 7 6
3 2 0
3
2
* Community Corrections Center
FY 2015-16 Carryover to Fund Balance: $482,058
FY 2016-17 Allocation of Fund Balance for 16/17: $1,295,835
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
$80,000
Emergency Housing
$60,800
$250,000
Jail Medical Provider
$250,000
$290,000
Treatment/Residental Providers
$290,000
Community Correction Center Lease Facility $73,868
Costs $71,027
$28,080
Electronic Monitoring Contract Services
$27,000
$114,373
Data Consulting Services
$109,974
FY 2016-17 $836,321 FY 2015-16 $808,801
54
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?
Yes. Average daily population, Conviction, Length of stay, Treatment program completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
21%-40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
COMMUNITY CORRECTION 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, both in house services and contracted services. Below are the following list of services and
the types.
PROBATION: Moral reconation therapy, risk/need assessment with case plan focus.
TREATMENT CONTRACTS: In-patient, out-patient, residential, counseling, drug treatment,
transitional housing, rehabilitation services, and mental health intervention.
MENTAL HEALTH SERVICES: Assessments, case management, short-term individual counseling
(CBT programs), psychiatric services & evaluations, medication management, referrals to other
county agencies.
ALCOHOL & DRUG SERVICES: Comprehensive substance use disorder assessment,
comprehensive case management, individual counseling, substance use disorder treatment groups,
moral reconation therapy, dialectical behavior therapy.
EDUCATION: High school diploma, GED, basic reading, writing, and vocational/enrichment.
JAIL: There are hybrid versions of the services above. One of the main goals of the Jail services
through Health & Human Services by 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.
55
What challenges does your county face in meeting these programming and service needs?
Housing and transportation continue to be two of the greatest challenges for El Dorado County. In
addition, two separate locations of county services, the West Slope and South Lake Tahoe create
challenges around availability of services, availability of programs, with a dynamic environment of
two court systems.
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 have not made any significant changes to the previous plans approved by the CCP at this point.
Data collection systems have been established to evaluate the effectiveness and impacts of
realignment on the local justice systems; however, this continues to be a work in process.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The Community Corrections Center (CCC) vision of “Changing Lives & Creating Safer
Communities,” is doing exactly that in El Dorado County. The CCC is continually refining the
cognitive behavior approach of Moral Recognition Therapy (MRT) and the data is proving the model
is aligned with our vision. In addition, the location of the CCC as a one-stop location staffed with
various county agencies to serve clients through interventions directly linked to their criminogenic
needs and stabilization efforts continues to be El Dorado County’s best practice of services.
Success Summary
53% of the clients who have left the CCC for any reason remain out of the El Dorado County
justice system (no new arrest/no new case).
75% of the clients currently enrolled at the CCC have remained out of the El Dorado justice
system (no new arrest/no new case).
100% of the clients that have graduated the CCC have remained crime free in El Dorado
County.
56
Community Corrections Fresno County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Rick Chavez FY 2015-16
Chief Probation Officer
Goal: Continue hiring practices and training of staff to meet the
adopted ratios in the 2011 CCP Implementation Plan.
Sheran Morton
Presiding judge or
designee Objective: The department will hold quarterly job recruitments for
the deputy probation officer (DPO) classification until the
Jean Rousseau
positions are adequately filled.
County supervisor or
Revised DPO job specifications from requiring a
chief administrative
Bachelor’s degree in criminology, social work, sociology
officer or designee
or closely related field, to accepting a Bachelor’s degree
in any field.
Lisa Smittcamp
District Attorney Recruit through job fairs; accept applications from
undergraduates with a condition that a copy of their
Elizabeth Diaz Bachelor’s degree and transcripts are provided prior to
Public Defender formal job offer.
Margaret Mims Measure: Number of DPOs that have been hired.
Sheriff
Progress: From July 2015 to December 2015, 19 permanent and extra
Jerry Dyer help DPOs have been hired helping to get closer to the goal
Chief of Police of one DPO to 50 offender supervision ratio.
Delfino Neira
Department of Social
Services and Department
of Employment
Dawan Utecht
Department of Mental
Health
Susan Holt
Alcohol and Substance
Abuse Programs
Jim Yovino
Office of Education
Vacant
Community-based
organization
Nancy Dominguez
Victims’ interests
__________________
The CCP meets as
needed
57
Goal: Create specialized caseloads for domestic violence, sex offender and mental
health populations
Objective: Modify the 3rd update to the CCP Plan for specialized caseloads by
enhancing the supervision needs of three designated types of offenders.
Revised DPO job specifications from requiring a Bachelor’s degree in
criminology, social work, sociology or closely related field, to accepting a
Bachelor’s degree in any field.
Move away from strictly caseload standard that is based on the number of
offenders an officer can effectively supervise.
Request funding to establish a fourth AB 109 Unit for this specialized unit that
will consist of one Probation Services Manager (PSM), three Deputy
Probation Officer IV’s, seven Deputy Probation Officer I-III’s, two Probation
Technicians and one Office assistant.
Updated CCP plan.
Measure: Reach supervision ratios of 1 DPO to 35 offenders for specialized caseloads.
Progress: Funding was granted however this is an ongoing goal as the department works
towards filling positions in the DPO classification to meet the specialized
supervision ratio of one DPO to 35 offenders.
Goal: Increase services in the areas of job/vocational employment and transitional
housing.
Objective: Receive 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
10% increase in referrals to associated services and 10% increase in the
average daily population of transitional housing.
Progress: Contracted with America Works of California for the Employment Readiness
program. Services became 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.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
58
FY 2015-16 and 2016-17 Budget Allocations
59
R e - e n tr y
F
E
G
a
C
P
m
m
A
H u m a n R e s o u r c e s
o u r t H e a r in g N o tific a t io n *
P r o g r a m E v a lu a tio n *
S E le c t r o n ic M o n ito r in g *
C o u n s e lin g S e r v ic e s *
T r a n s it io n a l H o u s in g *
ily V io le n c e C o u n s e lin g *
p lo y m e n t R e a d in e s s /J o b
T r a in in g *
d u lt C o m p lia n c e T e a m * *
P u b lic H e a lth ^
B e h a v io r a l H e a lth §
D is t r ic t A tt o r n e y
P u b lic D e f e n d e r
P r o b a tio n
S h e r if f
F Y 2 0 1 6 - 1 7 $ 3 5
$ 8 5 ,6 4 1
$ 8 ,0 0 0
$ 6 2 ,0 0 0
$ 8 0 ,0 0 0
$ 8 0 ,0 0 0
$ 9 0 ,5 2 0
$ 9 0 ,5 2 0
$ 1 2 0 ,0 0 0
$ 1 2 0 ,0 0 0
$ 6 0 0 ,0 0 0
$ 6 0 0 ,0 0 0
$ 2 0 3 ,7 2 5
$ 2 0 3 ,7 2 5
$ 4 5 1 ,9 5 0
$ 4 5 1 ,9 4 4
$ 1 ,8 4 2 ,4 2 8
$ 6 9 6 ,6 4 4
$ 2 ,3 2 7 ,8 1 9
$ 2 ,4 6 9 ,5 1 5
$ 1 ,8 8 8 ,2 4 6
$ 1 ,8 8 8 ,2 4 6
$ 8 4 0 ,4 3 1
$ 5 6 8 ,9 8 3
$ 4 5 2 ,5 7 8
$ 3 4 7 ,0 1 2
,2 5 0 ,6 5 3 F Y 2 0 1 5 - 1 6 $ 3 5
$ 9
$ 9
,2
,5
,1
6 9
0 7
5 9
,9
,1
,5
6 3
4
9
6
1
$
$
1
1
5
7
,0
,3
8
0
8
0
,7
,6
5
2
0
5
* Contracts, ** City Contracts, ^ Contracted Jail Medical Services, § Contracted Services
FY 2015-16 Reserve Funds: $3,443,033
FY 2016-17 Carryover Funds: $548,456
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
60
A d u lt C o m p lia n c e T e a m
F
D
P
Y
( C it y
is t r ic
u b lic
2 0 1 6
c o n t r a c ts )
t A t t o r n e y
D e f e n d e r
P r o b a t io n
S h e r if f
- 1 7 $ 3 0 , 0 2 8 , 8
$ 1 , 8 4 2 , 4 2
$ 6 9 6 , 6 4 4
$ 8 4 0 , 4 3 1
$ 5 6 8 , 9 8 3
$ 4 5 2 , 5 7 8
$ 3 4 7 , 0 1 2
4 9 F Y 2
8
0 1 5 - 1 6 $
$
2
$9
5
9 ,
, 1
, 8
55
6
09
0
7 ,
, 5
, 9
19
8
41
0
6
$ 1 5 ,
$0 18 78 , 3
, 7
05 00 , 6 2 5
$8,000
Court Hearing Notification*
$62,000
$80,000
Program Evaluation*
$80,000
$90,520
GPS Electronic Monitoring*
$90,520
$120,000
Counseling Services*
$120,000
$600,000
Transitional Housing*
$600,000
$203,725
Family Violence Counseling *
$203,725
$451,950
Re-entry Employment Readiness/Job Training*
$451,944
$2,327,819
Public Health ^
$2,469,515
$1,888,246
Behavioral Health §
$1,888,246
FY 2016-17 $5,770,260 FY 2015-16 $5,965,950
* Contracts, ^ Contracted Jail Medical Services, § Contracted 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 CCP contracted with Owen Research and Associates to complete an evaluation of
programs, services, and outcomes under AB 109. The research group presented a Data Report to
the CCP in April of 2016. The contract with Owen Research and Associates expired in November,
2016. Alternatives for the evaluation of AB 109 programs will be reviewed in early 2017. In addition,
the CCP has required all agencies funded by AB 109 demonstrate the effectiveness of their
program.
Does the county consider evaluation results when funding programs and/or services?
Yes. The CCP continues to identify needed services for AB 109 offenders that are based on
evidence based practices. The County is currently working with the PEW Research Center on the
Results First Initiative to further help the County identify programs that are most likely to reduce
recidivism and generate cost savings, in part, by creating 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?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
Less than 20%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
The county, in conjunction with public and private provider networks, is providing services that in the
past have not been available to the offender populations in Fresno County. The Fresno County
Superior Court, in conjunction with several County Departments, operates a Behavioral Health Court
and Drug Court. This enables specialized services and caseload supervision to offenders that are
mentally ill or have substance abuse issues.
Counseling services are available through a contract with Sierra Educational Regional Institute
(SERI) which provides services for both the Fresno County Jail Transition Pod and supervision
caseloads. Cognitive Behavioral Therapy is also available at the jail. The Probation Department
utilizes the STRONG assessment tool in order to provide services based on each offender’s
identified needs.
61
Fresno County has established a Full Service Partnership (FSP) for the critically mentally ill with
public and private providers which provide offenders with services, case management and housing.
In addition, the county offers homeless beds and transitional services as well as a Day Reporting
Center for increased services to the population. The CCP continues to look to the Resources
Subcommittee to identify and recommend additional services needed to serve this population.
What challenges does your county face in meeting these programming and service needs?
The hiring of staff, specifically the DPO classification, has been a challenge in Fresno County.
Although this has been an ongoing issue, the significant increase in required staffing to address the
AB 109 population has made it more difficult to hire and retain the required number of staff.
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 the entire justice
system. The association with the Pew Research Group under the Results First Initiative will help the
County implement programs that are based on evidence and research as well as being cost
effective. Use of evidence based practices (EBP) represents a practical solution to Fresno County’s
need to manage the higher than anticipated influx of greater risk, longer stay offenders.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The Fresno County CCP and the Board of Supervisors approved a contract with America Works of
California (AWCA) in January of 2016 with the program becoming operational in April of 2016.
AWCA provides both in-custody and post-custody re-entry employment readiness services.
In-custody services include, in part, completing a variety of assessments that consider problems that
frequently effect ex-offenders such as histories of substance abuse, trouble finding housing, lack of
adequate food, limited access to essential documentation (i.e. valid identification, birth certificates),
limited numeracy and literacy skills, and educational levels. Case plans are developed almost
completely through client input and from assessments that identify individual needs. Job Readiness
Training (JRT) includes 9 modules: 1) Removing Barriers, 2) Job Research and Real Interviews,
3) Self-assessment, 4) Diagnostic Testing, 5) Time Management 6) The Work Environment,
7) Self-presentation, 8) Basic Computer Skills, and 9) Resume Preparation and Mock Interviews.
Since the start of this program, a total of 91 individuals have completed the program of which 42
have obtained employment.
62
Community Corrections Glenn County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(October 21, 2016)
FY 2015-16
Brandon Thompson
Chief Probation Officer Goal: Provide effective supervision and programing to Post
Release Community Supervision (PRCS) Offenders that
Kevin Harrigan
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
chief administrative 100% of Offenders will be supervised based on their
risk level and needs.
officer or designee
Measure: Number of Offenders (PRCS) released into the
Dwayne Stewart community.
District Attorney
Number of Offenders completing their period of
supervision.
Albert Smith
Public Defender Number of Offenders on warrant status, as of June 30,
2016.
Rich Warren
Progress: We had 14 Offenders released back into the community.
Sheriff
100% reported as required. As of June 30, 2016, he had
one (1) offender on active warrant status. We had 12
Jason Dahl
Offenders complete their term of supervision. 58% were
Chief of Police
deemed unsuccessful. 29% sustained a new felony
conviction, while 71% had their max term expire. 42%
Christine Zoppi
completed their term of supervision successfully.
Department of Social
Services, Department of
Employment, Department
of Mental Health and
Alcohol and Substance
Abuse Programs
Tracey Quarne
Office of Education
Vacant
Community-based
organization
Teresa Pinedo
Victims’ interests
__________________
The CCP meets quarterly
63
Goal: Provide effective supervision and programing to Alternative Custody
Supervision (ACS) Offenders that ensure public safety and use evidence based
practices in reducing recidivism.
Objective: 100% of Offenders who meet the criteria will be assessed to determine their
individual needs and will follow up with appropriate referrals.
100% of participants of ACS will be supervised based on their risk level and
needs.
Measure: Number of Offenders released into the community on ACS.
Number of Offenders completing their period of supervision.
Number of Offenders sustaining subsequent arrest and/or new convictions while
on the ACS program.
Progress: The Glenn County Sheriff’s Department has implemented the program where
individuals are assessed and released into alternative placements, such as
residential treatment facilities, and returned home on Electronic Monitoring. Due to
turnover with their supervision officers, data was not able to be obtained.
Goal: Provide in-custody and outpatient mental health services to AB109 Offenders.
Objective: The county declined to respond to this question.
Measure: Number of Offenders seen at the jail.
Number of Offenders assessed for mental health needs.
Number of Offenders receiving mental health services.
Progress: Due to limited space within the Glenn County Jail, only group sessions are being
offered. AB109 Offenders are being contacted in jail, introduced to Mental Health
Staff and are provided groups in areas such as Anger Management, Courage for
Change, and Life Skills. Once released from custody, a full assessment is completed.
During this reporting period, 20 individuals received services while in jail. In total, both
out of custody and in custody, 23 individuals were assessed, 19 received mental
health services, 17 completed anger management classes, and 12 completed
Courage for Change.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
64
FY 2015-16 and 2016-17 Budget Allocations
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
65
H e a l t h
P
a
r
n
o
d
b
C
a
R
a r
H u
S
t io
e
r y
m
h
n
s e
- o
U
a
e
D
r v e F u
v e r F u
n it y H o
n S e r v
r if f 's O
e p a r t m
F
n d
n d
u s
ic e
f f ic
e n
Y 2
s
s
e
s
e
t
0 1 6 -
$
1
$6
7
2 6
, 0
$
,0
2
00
, 6
$
0
$
1
1 6 8 , 9 1 0
0
$ 1 8 0 , 7 0 0
1 8 0 , 7 0 0
$ 3 0 9 , 0
$ 3 0 0 , 6
8 , 1 6 7
80
$ 4 9 8 , 0 1 3
$ 5 6 5 , 9 8 2
2
4
$ 5 1 7 , 5 7 7
$ 5 1 7 , 5 7 7
F Y 2 0 1 5 - 1 6 $ 1 , 7 3 9 , 7 7 3
$ 1 , 0 8 6 , 7 9 5
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
O
J
f f
a
e
il S
n d e
p
r
e
R
c
A
ia l
lt e
e s o
N
r n
u
e e d s
a t iv e
r c e / L
S u p
J a il M
/ E le c t r o n ic M o n
C u s t o d y S u p e
e a r n in g C e n t e r
p o r t s
D r u g a n d A
M e n t a l
E le c t r o n ic M o n
D r u g
P r o b a t io n D e p a
F Y 2 0 1 6 - 1 7
e d ic a l
it o r in g
r v is io n
/ C li e n t
lc o h o l
H e a lt h
it o r in g
t e s t in g
r t m e n t
$ 1 , 0 0 7 , 3
$
$ 6
$ 2
$ 2
5 9
$ 4 0 , 0 0 0
$ 4 0 , 0 0 0
$ 3 5 , 3 5 0
$ 3 5 , 3 5 0
$ 3 8 , 0 7 9
$ 3 8 , 0 7 9
$ 3 1 , 0 0 0
$ 3 1 , 0 0 0
$ 1 1
$ 1 1
6 , 9 3 5
, 9 3 5
, 5 5 8
, 5 5 8
F Y 2
1
1
0
, 6 2 1
, 6 2 1
1 5 - 1
$ 2
$ 2 2
6 $
35
9
3,
9
, 7 3
2 5 4
8 , 8
2
8 1
$$ 55 00 88 , 0
, 0
88 44
$26,000
Unity House
$6,000
FY 2016-17 $26,000 FY 2015-16 $6,000
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.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
41%-60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Sheriff – Alternative Custody Supervision (ACS), Pretrial Services.
Health and Human Services – Drug and Alcohol, Mental Health Eligibility, Assessments,
Cognitive Interventions, Life Skills, and Anger Management, Out-Patient Recovery (Discovery
House). We utilize programs such as Salvation Army, Jordan’s Crossing, and Jericho Project for
Residential Treatment Programs.
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, Supervision base on
Risk Levels.
Child Support Division – 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 the 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.
Lack of sober and transitional living environments, vocational training, and employments
placements.
66
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.
Glenn County Office of Education developed an adult Charter School that emphasizes attaining a
high school diploma, both in and out of custody. At the same time, the charter allows for GED
studies. During this reporting period, they had six (6) individuals who obtained their high school
diploma while being incarcerated in jail.
67
This page intentionally left blank
68
Community Corrections Humboldt County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
William Damiano FY 2015-16
Chief Probation Officer
Goal: Expand in-custody services within the jail.
Kim Bartleson Objective: The county declined to respond to this question.
Presiding judge or
Measure: Staff hired and in place.
designee
Train new staff in Moral Reconation Therapy (MRT)
facilitation.
Amy Nilsen
County supervisor or Implement MRT groups within the jail.
chief administrative
Progress: Hiring is ongoing. Funding for MRT training has been
officer or designee
approved and coordination is under way and planned for
after the new year.
Maggie Fleming
District Attorney
Goal: Develop and implement interagency data management
Kevin Robinson platform.
Public Defender
Objective: Complete Phase 3 of data project – Build and generate
reports for analysis of data.
Michael Downey
Sheriff Measure: Data warehouse completion and operational (Phase 2).
Relevant reports developed and regularly circulated to
Thomas Chapman
decision makers (Phase 3).
Chief of Police
Progress: Data from criminal justice agencies has been mapped and
Connie Beck
programmed. Human services data is in process of being
Department of Social
linked to criminal justice data and programmed to be
Services, Department of
extracted to the data warehouse.
Employment, Department
of Mental Health and
Goal: Pilot Equine Assisted Growth and Learning (Horses Help)
Alcohol and Substance
with AB 109 offenders.
Abuse Programs
Objective: The county declined to respond to this question.
Garry Eagles
Measure: Intake and exit questionnaires and interviews with
Office of Education
participants.
Arlette Large Progress: Pilot completed, outcomes reviewed with CCP Executives
Community-based and authorization to continue provision under Contract
organization Services agreement. Three graduations have taken place
since the pilot project concluded. Twenty-nine individuals
Joyce Moser
have participated in the program, with 25 completing all
Victims’ interests
phases. Recidivism outcomes are mixed, but anecdotally
__________________
offenders are engaging in more pro-social behaviors and
The CCP meets monthly
show greater willingness to participate in other supportive
services offered through the Community Corrections
Resource Center.
The CCP reports it will use the same goals, objectives and
outcome measures identified above in FY 2016-17.
69
FY 2015-16 and 2016-17 Budget Allocations
$380,838
California Forensic Medical Group
Muti-Agency Stepping Up Summit $4,000
Participation
Public Defender Case Management
$167,448
System
Mutil-Agency Fugitive Apprehension $72,776
Program
$200,000
ETD Vocational Grant Cash Match
$784,763
Correctional Facility Costs
Reserve Funds
$1,139,906
$425,448
Capital Projects- SB863 Cash Match
$74,552
$20,000
County Administrative Office
$18,520
$190,000
Sheriff's Work Alternative Program
$209,660
$784,763
Sheriff's Office
$386,553
$237,913
Employment Training Division
$282,331
$1,305,330
Mental Health Branch
$860,036
$2,098,717
Probation Department
$2,264,600
FY 2016-17 $5,048,920 FY 2015-16 $5,236,158
70
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
71
M
P
u
u
t
b lic D
il- A g e
C o m m
e
n
f
c
E
S
u
e n d e r C a s e M a n a g e m e n t S y s te m
y F u g it iv e A p p r e h e n s io n P r o g r a m
T D V o c a tio n a l G r a n t C a s h M a t c h
S B 8 6 3 C a s h M a tc h
h e r if f's W o r k A lte r n a t iv e P r o g r a m
C o r r e c tio n a l F a c ility C o s t s
E m p lo y m e n t /T r a in in g S e r v ic e s *
M e n t a l H e a lt h S e r v ic e s
n it y C o r r e c t io n s R e s o u r c e C e n t e r
F Y 2 0 1 6 - 1 7 - $ 4 ,8 7 4 ,5 4 5
$ 4
$ 1 6 7 ,4 4 8
,0 0 0
$ 2 0 0 ,0 0 0
$ 4 2 5 ,4 4
$ 7 4 ,5 5 2
$ 2 1 0 ,0 0 0
$ 2 2 8 ,1 8 0
$ 3 8 6 ,5 5 3
$ 2 3 7 ,9 1 3
$ 2 8 2 ,3 3 1
F Y 2 0 1 5 - 1 6 -
8
$ 7 8
$ 8
$ 3 ,1
4
6
6
,7 6
0 ,0
9 ,6
3
3
4
6
1
$ 1 ,3
$ 1
0 5
$,3
,3 3 0
1 ,4 6
3 7 ,9
68 ,89 6 7
*Vocational counseling, etc.
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
72
N o
C a lifo r n ia F o r e n s ic M e d ic a l G r o u p * *
C r im in a l J u s tic e R e s e a r c h I n s titu te
H o u s in g A s s is t a n c e
S p e a r s , J a m e s
S e n t in e l O ff e n d e r S e r v ic e s
P a s q u a le R o m a n o /M E N D / W E N D
r th C o a s t S u b s t a n c e A b u s e C o u n c il
N a r u m C lin ic a l
S p o n s o r e d P r o g r a m s F o u n d a tio n *
R e c o v e r y C e n t e r
F a m ily S e r v ic e s
H e a lin g S t r id e s
F r e d C a m p b e ll C o n s u lt in g S e r v ic e s
A lc o h o l & D r u g C a r e S e r v ic e s
F Y 2 0 1 6 - 1 7 $ 1 ,0
$ 5 5 ,0 0 0
$ 1 5 ,0 0 0
$ 2 7 ,3 2 9
$ 5 8 5
$ 3 9 0
$ 2 7 ,8 0 0
$ 3 4 ,1 4 3
$ 2 0 0
$ 3 1 8
$ 1 1 7 ,
$ 5 5 ,0 0 0
$ 9 ,2 3 5
$ 6 2 ,6 6 5
$ 2 8 ,1 2 3
$ 1 0 0
$ 5 0
$ 1 1 ,0 0 0
$ 3 9 ,4 9 1
$ 7 0 ,0 0 0
$ 1 3
1 2 ,6 8 8 F Y 2
0$
0
0
0 0
1 6 6
,3 4 9
1 5 -
,6
1
7
6
0
- $
$
9
2
2
7
6
8
,
,0
6 1
0
1
0
$ 3 8 0 ,8 3 8
$ 4 7 9 ,5 1 3
* Department of Health and Human Services, ** In-Custody Medical Care, *** Revenue Recovery Division
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. Data is collected by various corrections agencies and service providers and input into
appropriate case management systems to be shared regularly with the CCP bodies. Measures of
effectiveness are limited at present, but rough outcomes and units of service are reported. The
county is presently integrating those data elements into a single multi-agency database for further
analysis and evaluation of effectiveness.
Does the county consider evaluation results when funding programs and/or services?
Yes. Program outcomes are monitored, staff and offenders surveyed. If demonstrated to be
beneficial to offenders, staff recommends continued utilization of said services or suggests
additional options to better address offender needs.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
41%-60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
County Mental Health services are provided within the jail and crosswalk to the Community
Corrections Resource Center (CCRC) for AB109 offenders and mentally ill offenders who have no
prior treatment through the County. Clinicians, case managers, behavioral health nurse, psychiatrist
and medication support services are offered both in jail custody and through the CCRC or behavioral
health department.
County alcohol and drug assessments and counseling services are provided in the jail, CCRC,
perinatal day habilitative program, or behavioral health department. Contract services for
detoxification, residential treatment, and supervised clean and sober housing are also offered, as
appropriate.
What challenges does your county face in meeting these programming and service needs?
Principally, we have offender-related challenges – retention and active program participation.
Programs have staffing capacity issues – inability to hire trained and qualified staff. Most programs
are under maximum capacity locally.
73
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 body and mail scanners within the jail has increased treatment retention (people
are leaving custody clean/sober). Supporting staff (county and CBO) training in cognitive behavioral
interventions (MRT, Seeking Safety, University of Cincinnati’s Cognitive Behavioral Interventions for
Substance Abuse) has increased the quality and consistency of local treatment programming offered
in the county, as well as created common language and practices across disciplines.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
We have a vocational counselor placed at our Community Corrections Resource Center who works
with our AB109 offenders in need to assessment, soft skills training, placement in short term work
experience (WEX) jobs, on-the-job training (OJT) with 50% wage reimbursement, or regular jobs. In
FY15/16, the counselor had 88 new referrals for introduction to services, assisted 238 offenders with
ongoing supports, conducted 28 vocational assessments, placed 31 in WEX and/or OJT programs,
and helped 85 offenders enter regular employment.
74
Community Corrections Imperial County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Dan Prince FY 2015-16
Chief Probation Officer
Goal: Continue with the Inside/Out College Program.
Tammy L. Grimm
Presiding judge or Objective: Provide college courses to 15 incarcerated individuals
and 15 community college students in the field of life
designee
skills and substance abuse.
Ralph Cordova Jr
County supervisor or Measure: Spring and Fall 2015 course was completed.
chief administrative Spring 2016 course was completed.
officer or designee
Progress: In this reporting period, 76% of incarcerated students have
Gilbert G. Otero successfully completed the courses offered through the
District Attorney Inside/Out program. Also, the program coordinator will be
conducting research on the continued progress of past
Ben Salorio
students.
Public Defender
Raymond Loera Goal: Implement a Sex Offender Containment Model.
Sheriff
Objective: Implementation will provide services to sex offenders.
Michael Crankshaw
Measure: Contracted with Masters-level Certified Sex Offender
Chief of Police
Counselor.
Peggy Price
Implemented polygraphing of Sex Offenders.
Department of Social
Utilization of Global Positioning System (GPS) as a
Services
graduated sanction and alternative to incarceration.
Miguel Figueroa GPS implementation varies from 1 to 4 participants per
Department of year.
Employment Implement yearly Halloween Night “Operation Boo” Sex
Offender Compliance checks in coordination with local,
Andrea Kuhlen
state, and federal agencies.
Department of Mental
Health Progress: During this reporting period, 11 sex offender probationers
underwent polygraph examinations which identified
Don Gorham
individuals that may require additional assistance; exams
Alcohol and Substance
are conducted every 6 months. The certified counseling
Abuse Programs
sessions and intensive supervision are to be a main
priority as 11 participants are currently participating in
Todd Finnell
counseling sessions with 2 participants successfully
Office of Education
completing counseling sessions.
Carlos Contreras
Community-based
organization
Deborah Owen
Victims’ interests
__________________
The CCP meets monthly
75
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
Goal: Develop a Charter School for clients to attend and obtain their High School
Diploma or GED
Objective: The county declined to respond to this question.
Measure: With assistance from the Imperial County Office of Education, a full time
teacher will prepare an academic case plan to help clients complete 135
required educational units to meet the requirements set by the state of
California to obtain a High School Diploma.
Goal: Continue to offer services to the Veteran population
Objective: Develop a partnership with the Imperial County Office of Veteran Affairs
Measure: This partnership will enhance the level of services offered to the Veteran
population involved in the criminal justice system.
FY 2015-16 and 2016-17 Budget Allocations
$1,005,150
Reserve Funds
$432,696
$56,400
Day Reporting Center Operational
$56,400
$229,377
Public Defender
$209,105
$56,400
District Attorney
$272,731
$367,000
Behavioral Health
$609,772
$1,958,705
Sheriff
$1,844,742
$1,305,886
Probation
$1,608,231
FY 2016-17 - $5,206,947 FY 2015-16 - $5,033,677
76
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
77
H o
S
m
e
e
x
D
O
D
D
F
e
f
a
is
R e s e r v e s
L ib r a r y L i t e r a r y S e r v i c e s
T r a n s it io n a l H o u s in g
S o b e r L i v in g H o u s in g
K io s k R e p o r t in g
K e y C a r d T e c h n o lo g y
L a n d s c a p i n g
D R C P r o g r a m s / S e r v ic e s
ie l d S u p e r v is i o n R e e n t r y / P C R S
t e n t i o n / E M P r o g r a m / P o ly g r a p h
f e n d e r C o u n s e li n g & P o ly g r a p h
P r o b a t i o n O p e r a t io n a l
S m a r t R e c o v e r y
S u b s t a n c e A b u s e T r e a t m e n t
B e h a v i o r a l H e a l t h - C o u n s e lo r
y R e p o r t in g C e n t e r O p e r a t i o n a l
O p e r a t io n C o s t s C W S P r o g r a m
I n m a t e H o u s in g
S h e r if f s O p e r a t io n a l
t r ic t A t t o r n e y I n v e s t i g a t iv e A s s t
V ic t im W i t n e s s S u p e r v i s o r
D is t r ic t A t t o r n e y
P u b l i c D e f e n d e r
F Y 2 0 1 6 - 1 7 - $ 5 , 2 0 6 , 9
$
$ 1 5 , 0 0 0
$ 2 9 0 ,
$ 1 0 0 , 0 0 0
$ 1 0 0 , 0 0 0
$ 1 0 0 , 0 0 0
$ 1 0 , 0 0 0
$ 3 3 , 0 0 0
$ 2 0 , 0 0 0
$ 2 0 , 0 0 0
$ 4 7 , 0 0 0
$ 4 4 , 8 7 5
$ 1 1 6 , 0 0 0
$ 1 2 0 , 0 0 0
$ 1 5 0 , 0 0 0
$ 8 8 , 0 0 0
$ 1 0 1 , 0 0 0
$ 1 1 1 , 7 7 2
$ 5 6 , 4 0 0
$ 5 6 , 4 0 0
$ 2 2 , 0 0 0
$ 2 2 , 0 0 0
$ 5 7 , 7 8 0
$ 5 7 , 7 8 0
$ 8 1 , 4 9 8
$ 8 1 , 4 9 7
$ 1 3 0 , 1 5 2
$ 1 3 3 , 4 5 4
$ 2 2 9 , 3 7
$ 2 0 9 , 1 0 5
4 8 F Y 2 0 1
4
0
7
5
3 2
0 0
- 1
,
$
6
6
5
$
-
9 6
$ 6 1 0 , 0 0 0
$ 6 5 7 , 0 0
$ 6 2 8 , 8 8 6
4 3 , 3 5 6
5 9 3 , 5 4 9
$ 6 8 9 , 2
$ 5 , 0 3 3 , 6
0
7
7
7
7
$ 1 , 0 0
$
5
$
1
, 1
1 ,
, 1
5
3
3
0
4
3
3
,
,
4
1
6
5
5
6
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
The county reported no allocation 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. GEO Reentry Services provides a bi-annual report pertaining to the outcomes of their services.
Does the county consider evaluation results when funding programs and/or services?
Yes. All previous evaluations of services are reviewed for effectiveness before any funding is
approved.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
21%-40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Substance Abuse outpatient treatment and education
SMART Recovery
TESS jail program
Sober living and emotional wellness homes
McAllister Residential Treatment facility (San Diego)
What challenges does your county face in meeting these programming and service needs?
As program and services have been added, additional funding is needed to continue to develop,
implement and increase services such as mental health programs, GED programs, literacy
programs, along with residential and sex offender services. New programs have been identified that
will enhance the ability for participants to rehabilitate and reduce their criminogenic needs.
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 development of innovative services and programs has been made to improve the programmatic
needs in promoting public safety. In the area of the sex offender population, specialized counseling
and polygraphing is offered along with cognitive behavioral therapy to provide therapeutic services
to individuals who are required to participate in a recovery program that meets their specific needs.
For participants serving county prison time who have criminogenic and mental health needs, the
Inmate Mental Health subcommittee has been created to identify programs and services that are
responsive to the needs of clients living with a mental illness. Other programs and services
continue to be evaluated to ensure that the programs are consistent with Evidence Based Practices
and relevant to the needs identified in participant’s assessments.
78
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Programs providing services at the Day Reporting Center have produced positive outcomes for the
population they serve:
The GEO Group Inc. has been successful in facilitating four program graduations during the last two
years in which they average 18 participants completing each module. The enrollment of probationers
in the GEO Program has increased to 70 participants as an effort to meet the increased need to
serve the population. Added this past year through a contract with CDCR were and ten program
slots for parolees released from state prison.
Employment and educational placement is currently at 40% of those enrolled in the GEO Program.
A partnership with New Creations, a local faith –based organization, has been successful in enrolling
34 participants in the statutorily mandated 52 week Batterer’s Program. During their first year of
operation at the Day Reporting Center, this certified program has added a second class to meet a
growing number of participants. In November of 2016, New Creations celebrated their first year of
conducting classes at the Day Reporting Center. Imperial County Behavioral Health Services have
also been providing direct assistance to probationers in which participants are assessed and
referred for services that best meet their needs and assist in increasing their opportunities for
rehabilitation. This includes referrals to residential treatment facilities, counseling, and community
based outpatient substance abuse services.
The Inside/Out College program is the first of its kind in the State of California. Since implementation
in 2014, the program has offered five college courses with the students consisting of 15 incarcerated
individuals and 15 junior college students. During the past year the Inside/Out program was awarded
the prestigious 2016 CSAC Challenge award for its innovation and dedication to building success
between education and corrections.
Also in 2016, the Day Reporting Center hosted their first Adult Re-entry Summit. The Summit was
geared towards the adult probation and incarcerated client population. Attendees received
information with regard to medical, education, and employment opportunities from local agencies.
Relevant breakout sessions were also offered which included child support assistance, behavioral
health assistance, and how to expunge one’s criminal record. A former major-league soccer
provided a motivational message to the group on how past life struggles can assist in the
rehabilitation and success towards one’s future. The second Adult Re-entry Summit is scheduled for
March, 2017.
79
This page intentionally left blank
80
Community Corrections Inyo County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Jeffrey L. Thomson
FY 2015-16
Chief Probation Officer Goal: Implement a case management system (CMS) for
Probation and District Attorney (DA).
Judge Dean T. Stout
Presiding judge or Objective: Implement a robust CMS to collect data, measure
designee outcomes, and case management.
Progress: Both the DA and Probation have implemented new case
Kevin Carunchio
management systems.
County supervisor or
chief administrative
officer or designee
Goal: Sustain alternative sentencing programs, treatment
programs, and offender supervision.
Thomas Hardy
District Attorney and Objective: Keep jail population under 99 inmates.
Victims’ Interests
Expand treatment programs within the jail.
Kristine Eisler Work with re-entry coordinator for the supervision and
Public Defender case management of the realigned population.
Measure: Jail population.
William Lutze
Sheriff Re-entry case plan.
Progress: The jail population has remained under 99 inmates. Every
Ted Stec
inmate who will be released on supervision leaves with a
Chief of Police
case plan developed by the inmate with assistance of the
re-entry coordinator.
Jean Turner
Department of Social
Services
Goal: Expand the inmate worker program.
Marilyn Mann
Progress: The inmate worker program was revised to include the
Department of
realigned population.
Employment and Alcohol
and Substance Abuse
Programs
Gail Zwier
Department of Mental
Health
Lisa Fontana
Office of Education
Misti Clark
Community-based
organization
__________________
The CCP meets
bi-monthly
81
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
Goal: Implement a re-entry court.
Objective: Work with Superior court and other stakeholders to implement a re-entry court
designed similar to the existing Drug Court.
Develop a re-entry team consisting of Probation, HHS, Re-entry Coordinator,
District Attorney, and other key stakeholders.
Direct appropriate offenders, who will be released from custody on
supervision, to the re-entry court in order to help offenders find housing and
employment in an effort to reduce recidivism.
Measure: Number of offenders ordered to re-entry court.
Number of new crimes committed while in the re-entry program.
Number of re-entry participants who become employed.
Progress: Re-entry Court was implemented in September 2016.
Goal: Integration of stakeholder case management systems.
Objective: Integrate case management systems between the DA and Probation.
Integrate CMS between DA and Court.
Integrate CMS between Probation and Court.
Measure: Timely information flow between the stakeholders.
Fewer court delays from initial referral to sentencing for the adult and juvenile
populations.
Progress: Probation, DA, and Court are in the beginning stages of integration working with
the individual vendors.
Goal: Employment Program.
Objective: Work with local employers to provide jobs to the realigned population.
Measure: Number of jobs provided to realigned population.
Number of realigned population with a job for less than 6 months.
Number of realigned population with a job for more than 6 months.
82
FY 2015-16 and 2016-17 Budget Allocations
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
83
H e
C
a
a
lth
t a s
S
a n
r o p h ic
D is
h e r if f's
d H u m
Illn e s s F u n d
t r ic t A tt o r n e y
D e p a r t m e n t
a n S e r v ic e s
P r o b a tio n
F Y 2 0 1 6 - 1 7 - $ 5 2 1 , 3 6 5
$ 5 9 ,8 2
F
$
0
Y
8 6 ,5 0 0
$ 9 0 ,0 0 0
$ 1 0 4
2 0 1 5 - 1 6
,2
$
-
0
1
$
0
2$
5
$
51
9
1
,53
1
4
67
, 0
0 ,2
7
,0 7
9 8
0 0
$ 1
8
6 9 ,0 9
$
8
2 0 0 ,0 0 0
Inyo County does not allocate a specific amount of funds to any one Department. Instead, each
Department develops a budget that is approved by the Board of Supervisors each year. Funds are
distributed to each Department as expenditures are made. These expenditures are approved by the
CCP Executive Committee Chair prior to disbursement.
Moral Reconation Therapy (MRT) Program
Electronic Monitoring/GPS Program $44,482
Reward/Sanctions Matrix Program $2,000
$5,000
Re-Entry Assistance Program
High Risk Case Management $10,013
Out of Custody Re-Entry Services $17,496
$29,935
In-Custody Re-Entry Services
$90,000
In-Custody Services
In-Custody Inmate Work Crew Program $40,000
FY 2016-17 - $238,926 FY 2015-16 - $147,058
The county reported no allocation 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.
Does the county consider evaluation results when funding programs and/or services?
No. In the past we have had capacity issues to evaluate programs. As our case management
systems provide better information our ability to evaluate programs will get better. If we determine
that a program is not producing the results that we want, we will discontinue the use of that particular
program.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Conviction, Length of stay, Recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
61%-80%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
The county’s Health and Human Services-Behavioral Health treatment services provide limited
weekly service in the Jail to inmates. CCP currently is funding and recruiting for a jail
psychotherapist who will be dedicated to the realigned population. Additionally, county Health and
Human Services offer parenting classes to inmates, as well as MediCal outreach and enrollment.
What challenges does your county face in meeting these programming and service needs?
Recruitment and retention of licensed professionals willing to work in a custody setting has always
been difficult. Low “actual” numbers of individuals, but with very high needs, make sustaining some
programs difficult. Fewer community based organizations who work directly with the criminal justice
offender population puts a heavier burden on county operations. Fewer numbers of established
programs to “add” resources to instead of having to build a new program from the ground up and
having the resources to do that.
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 first plan outlined some general and broad goals to accomplish. While it was a great guideline,
we have come to realize that in order to make progress, we needed to develop fewer, yet specific
and focused goals, that we are able to track and measure outcomes for.
84
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Our re-entry program within the jail has been successful in preparing mandatory supervision (MSO)
sentenced inmates to reintegrate in the community. They all have case plans, the opportunity to
enroll in MediCal, and appointments set up with social services when needed. Every MSO has a
behavior needs assessment completed prior to their release. A re-entry coordinator, funded by
AB109 funds, and a probation officer are responsible for this program.
85
This page intentionally left blank
86
Community Corrections Kern County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
TR Merickel
FY 2015-16
Chief Probation Officer
Goal: Provide funding opportunities for community-based
Terry McNally organizations to provide re-entry services to the criminal
Presiding judge or justice population in Kern County.
designee
Objective: Provide an open, fair, and competitive process for
Leticia Perez offender re-entry services.
County supervisor or
100% of participants will receive screening for
chief administrative
substance use disorder treatment.
officer or designee
Measure: Number of participants enrolled in substance use
Lisa Green
disorder treatment.
District Attorney
Number of participants completing substance use
Konrad Moore
disorder treatment.
Public Defender
Progress: Between January 2016 and October 2016, 70% of
Donny Youngblood
participants in substance use disorder treatment reported a
Sheriff
decrease in the urge to use drugs. This is a 10% increase
Greg Williamson from the same period last year.
Chief of Police
Goal: Incorporate evidence and research into program
Dena Murphy
development and policymaking.
Department of Social
Services Objective: Develop framework for using the Kern County Results
First model and national research when developing and/
Teresa Hitchcock
or expanding programs.
Department of
Monitor investments and program outcomes.
Employment
Evaluate currently funded programs and practices.
Bill Walker
Department of Mental Measure: Incorporate strategies to utilize the Kern County Results
First model and national research when developing and/
Health
or expanding programs into the Kern County CCP
Alison Burrowes Implementation Plan.
Alcohol and Substance
Incorporate strategies to conduct program evaluations,
Abuse Programs
monitor programs, and monitor program outcomes into
the Kern County CCP Implementation Plan.
Christine Lazardi-
Frazier Periodically present findings and/or reports on the
Office of Education implementation of strategies outlined above.
Tom Corson Progress: Participation in program evaluations was incorporated into
Community-based CBO contracts. In December of 2015, a presentation was
organization made to the CCP regarding the Kern County Results First
Project summarizing interim successes, the County’s 6-year
Linda Finnerty
recidivism rate, the projected cost-effectiveness of adult
Victims’ interests
criminal justice programs, recommendations, and next
__________________
steps. County staff continue to work on developing a
The CCP meets
Results First full report which is expected to be completed
quarterly
in FY 16/17.
87
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 reentry programs will have shared
assessment information.
Increase stable housing for offenders by 10% each year of the Strategic Plan.
Progress: Through the addition of new staff, CCP agencies are able to further the goals of
program evaluations, accurate data collection, effectively monitoring community-
based organizations, and an increase in searching for funding opportunities county-
wide.
On November 30th, the CCP created an Ad-Hoc Planning Committee charged with
developing an action plan to fully utilize the Strategic Plan and other significant
county reports and research.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
FY 2015-16 and 2016-17 Budget Allocations
Human Resources
$80,837
Contingency $382,483
$45,326
$262,913
Street Interdicton Team
$237,092
Employers' Training Resource $533,560
$843,238
$1,050,753
Public Defender
$749,629
$1,511,982
Community-Based Organizations
$4,653,504
$2,112,023
District Attorney
$1,499,257
Mental Health/Substance Use
$5,290,958
Department $5,632,070
Probation Department $13,980,621
$12,429,890
$16,120,138
Sheriff's Office
$14,806,253
FY 2016-17 - $41,245,431 FY 2015-16 - $40,977,096
88
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
89
E m p lo y
M
E
e r
e
le
E
I n
s ' T
n t a
c t r
v id
t e n
r a
l H
o n
e n
s iv
i n in g R e s o u r c e & P a i d - W o r k
E x p e r ie n c e
e a lt h a n d S u b s t a n c e A b u s e
S e r v ic e s
I n - C u s t o d y S e r v ic e s
V ir t u a l J a il P r o g r a m *
ic M o n it o r i n g P r o g r a m s / G P S
P r e - T r i a l R e l e a s e P r o g r a m
c e - B a s e d P r o g r a m m in g U n it
e C o m m u n i t y S u p e r v is i o n &
S e r v ic e s
D a y R e p o r t in g C e n t e r
F Y 2 0 1 6 - 1 7 - $ 2 4 , 2 3 0 , 7 9 8
$$
$
54
3$
3 3 , 5 6 0
8 1 , 1 5 7
$ 1 , 9 4 0
$ 2 , 4
$ 1 , 3 3 3 , 5 2
$ 2 , 2 5
6 9 , 6 9 2
5 9 1 , 6 2 4
$ 9 9 8 , 2 3 0
$ 9 3 0 , 1 6 0
$ 9 2 0 , 0 0 0
$ 9 2 0 , 0 0 0
F Y 2 0 1 5 - 1 6
, 25
45
$
6 6
3 , 5 2 6
, 4 8 6
$ 3 , 9
3 , 3 5 7
- $ 2 4 ,
4,
4
0
$ 5 , 2 5 8
$ 5 , 0 2 0 ,
0 , 3 8 2
5 4
8 3 , 6 0 0
,5 22 68 8
$
$
8
8
,
,
9
0
3
7
6
3
,
,
8
6
7
6
6
5
*Includes Sheriff’s Parole and Work Release
C o m m u n it y - B a s e d O r g a
F
n
Y
iz a
2
tio
0 1
n
6
s
- 1 7 - $ 1 ,5 1 1 ,9 8 2
$
F
1
Y
,5
2
1
0
1
1
,9
5
8
-
2
1 6 - $ 4 ,6 5 3 ,5 0 4
$ 4 ,6 5 3 ,5 0 4
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. Day Reporting Center Evaluation Study – The recidivism rates of the Day Reporting Center
(DRC) participants was investigated in a study by Kern County. The results of the study showed that
the DRC program greatly reduces recidivism for high-risk offenders. In the study, three groups were
examined. The groups included DRC graduates, individuals who participated in the program for at
least 90 days without graduating, and a control group of individuals who did not participate in the
DRC but had similar characteristics with program participants. Through the DRC, recidivism rates
decrease which in turn saves a substantial dollar amount through a decrease in incarceration,
prosecution, defense, courts, supervision, and victimization costs.
Results First Project – With the intent to provide information to policymakers to assist with
programmatic decisions, in 2014 Kern County began participating in the Pew-MacArthur Results
First Initiative (Results First). Through the Initiative, a comprehensive program inventory was
developed, a cumulative Kern County recidivism rate was calculated, criminal justice costs specific
to the County were generated, and this information was populated the Kern County Results First
Model. Based on the results from the Kern County Results First Model, the average return on
investment for Kern County evidence-based programs is $7.43 per $1.00.
Community-Based Organization (CBO) Monitoring – The CBO’s that are contracted through the
CCP provide a number of reentry services. These services include residential/transitional housing,
transportation, substance abuse, vocational/educational, and case management services. The
Sheriff’s Office, Probation Department, and Mental Health Department coordinate to conduct CBO
monitoring which involves on-site visits, monthly meetings, and CBO reviews. The development of a
case management system for CBO’s is currently underway. This case management system will
assist with tracking participant demographics, services, outcomes, participant costs, and program
quality.
RSAT Statistical Evaluation and Evidence Based Correctional Program Checklist – As part of its
grant funded Residential Substance Abuse Program (RSAT), the Sheriff’s Office is working with an
academic partner to statistically evaluate the effectiveness of that program. Additionally, the
program was evaluated in 2014 by the Board of State and Community Corrections using their
Evidence-Based Correctional Program Checklist. The Sheriff’s Office is working to apply the lessons
learned from these evaluations to the ongoing improvement of all of its in-custody programs.
Does the county consider evaluation results when funding programs and/or services?
Yes. The results from the Day Reporting Center (DRC) Evaluation were utilized to increase services
and crucial in justifying contract extension for an additional two (2) years along with doubling
participant capacity from 200 to 400 per year. These results were also used to inform Probation’s
decision to open a Drug Day Reporting Center with a specific focus on substance use (the Drug Day
Reporting Center is not funded through AB 109 funding).
Results First Benefit-Cost Analysis will be used to evaluate current and proposed programs. The
purpose of the model is to determine if programs are cost beneficial and successful in increasing
community safety.
90
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
41%-60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Kern County Mental Health provides numerous services to AB 109 participants such as chronic and
persistent mental illness and/or co-occurring substance use disorders, anger management, peer
support systems, transitional housing needs, psychological trauma, and errors in reasoning or
criminal thinking. Services also include linkages to physical health-care providers, community
support systems and education/employment resources. The AB 109 programs that provide these
services include both in-custody and outpatient post-release mental health and substance use
disorder services. Additionally, the AB 109 Co-Response Teams, with KCSO and BPD respectively,
consists of a Law Enforcement Officer and a member of MET. The MET members are senior-level,
experienced members of MET. Both AB 109 Co-Response Teams spend most of their time in the
field proactively visiting a prioritized list of AB109 individuals with mental health and/or substance
use disorder issues. This joint response approach places the Law Enforcement Officer and the
member of MET in the same vehicle for the first time in Kern County, increasing the level of
collaborative crisis care services. Below are some prudent services provided to this population.
In-Custody Services:
Stages of Change and Motivational Interviewing
Seeking Safety
Moral Reconation Therapy (MRT)
Matrix
Outpatient Services:
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:
Mobile Evaluation Team (MET)
Psychiatric Evaluation Center/Crisis Stabilization Unit (PEC/CSU)
Co-Response Teams
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.
91
What challenges does your county face in meeting these programming and service needs?
Providing services to individuals located in a large county with rural, remote and isolated areas.
Inability to increase programming and services due to lack of funding. A limited selection of qualified
community-based organizations to meet the needs of offenders in Kern County. Finding stable, long-
term, transitional housing.
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?
Increased communication, collaboration and rapport with partner agencies, community-based
organizations, and various groups.
Gathering and disseminating information, assessments, data, and resources.
Development of a county-wide criminal justice cost/benefit analysis.
The following is news article highlighting Kern County’s commitment to community-based
organizations:
“Programs for Transitional Offenders Get Big Boost”, November 2, 2016.
http://www.bakersfield.com/news/breaking/programs-for-transitional-offenders-get-big-boost/
article_2edd7640-85a9-53a1-b652-c0b5c6ddc101.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 provides various services for high risk offenders which include but
are not limited to: cognitive behavioral therapy, counseling, drug testing, drug education, educational
service, and employment services. The DRC has shown to reduce recidivism by 23% in DRC
graduates compared to a control group of similar characteristics. The results of this local study are
supported by the results from the Kern County Results First Model, which project a 24% recidivism
reduction for this program. Please see the Kern County DRC Study and Results First Brief for more
information. http://www.kernprobation.com/ab109ccp-realignment/plans-and-reports/
Matrix – The Matrix Model provides treatment for individuals with substance use disorders. The
Model utilizes interventions such as cognitive behavioral therapy and motivational interviewing for
treatment engagement and assisting in maintaining a substance-free lifestyle. The course teaches
participants regarding issues surrounding addiction and relapse, receiving direction and assistance
from a certified counselor, and familiarizing oneself with self-help programs. In addition, participants
are drug tested to ensure sobriety. In Kern County, substance use disorder treatment requires
outpatient, intensive, and residential services. In FY15/16, the Mental Health/Substance Use
Department provided the Matrix Model to 2,170 participants.
92
Of this population, 245 individuals received Matrix services in-custody through collaborative
programs between the Sheriff’s Office and the Mental Health/Substance Use Department.
In-Custody Programs – In-custody programs like those provided by the Sheriff’s Office have been
demonstrated to have a positive impact on recidivism. The Results First model has projected that
in-custody educational programs can reduce recidivism by 19%, in-custody vocational programs by
18%, and intensive, in-custody drug treatment by 14%. The in-custody programs that the Sheriff’s
Office provides include 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. The Sheriff’s Office also provides evidence-based programs
such as Matrix, Thinking for a Change, and Moral Recognition Therapy. Validated assessment
tools are used to place inmates into programs that directly address their criminogenic needs. Many
of the programs previously listed are grant funded along with AB 109 funding for staff, supervision,
supplies, and administrative costs for the programs. In FY15/16 these programs served a
combined total of 4,238 participants.
Community-Based Sober Living Environments – The thirteen (13) Community-Based Sober Living
Environments that are contracted with Kern County provide drug testing, require counseling, and
aid participants in educational and employment attainment, all while providing a drug and alcohol
free living environment. In FY15/16, these organizations saved 48,274 jail bed days and had 359
Program Completions while maintaining an 87% success rate.
In FY 15/16, 473 referrals were made by Sheriff and Probation for additional services. These
services included Vocational training, Mentoring, Medi-Cal sign ups, GED education courses and a
"Get your license back" program. These programs assist participants in overcoming barriers to self
-sufficiency and help them in the achievement of their reentry plan goals.
Inter-department collaboration within the county is a valuable asset that is greatly utilized,
particularly regarding CBO monitoring. The Sheriff’s Office, Probation Department and Mental
Health work in conjunction to execute monthly CBO meetings, monthly on-site visits, as well as
individual meets between the three departments and CBO’s to examine program successes and
areas where greater support and services are needed.
93
This page intentionally left blank
94
Community Corrections Kings County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Kelly Zuniga
FY 2015-16
Chief Probation Officer
Goal: Continue to implement a system of alternative to
Jeffrey E. Lewis
Presiding judge or incarceration for pre- and post-convictions.
designee
Objective: Increase alternatives to incarceration programs for both
pre- and post-convictions.
Doug Verboon
County supervisor or Measure: Recidivism rates for non-sex offenders, the non-violent
chief administrative offenders, and non-serious offenders.
officer or designee
Continue to track the data to measure the success of
the alternative programs.
Keith Fagundes
District Attorney
Progress: Expansion of live-in rehabilitation beds from 18 to 49 and
the Day Reporting Center (DRC) is allowing Kings County
Marianne Gilbert
to explore viable options to incarceration.
Public Defender
David Robinson
Sheriff Goal: Collaborate with local agencies to provide local resources
to Post-Release Community Supervised offenders.
Darryl Smith
Objective: Identify and establish increased collaboration with local
Chief of Police
agencies.
Sanja Bugay Increase the local resources for Post-Release
Department of Social Community Supervised offenders.
Services
Measure: Number of offenders sentenced to alternative and
probation programs.
John Lehn
Department of Number of offenders sent to state prison and local
Employment custody.
Progress: 432 Offenders were on electronic monitoring. 108
Mary Anne FordSher-
offenders are in residential treatment program, and
man
attended the Day Reporting Center.
Department of Mental
Health and Alcohol and
Substance Abuse
The CCP reports it will use the same goals, objectives and
Programs
outcome measures identified above in FY 2016-17.
Tim Bowers
Office of Education
Jeff Garner
Community-based
organization
Julia Patino
Victims’ interests
__________________
The CCP meets annually
95
FY 2015-16 and 2016-17 Budget Allocations
$64,315
Public Works
$64,315
$38,000
Defensed of the Accused
$31,000
$2,099,460
Probation
$1,905,829
$6,619,506
Sheriff's Office
$6,176,651
$264,663
District Attorney's Office
$276,736
$131,799
Human Resources
$131,799
$88,164
County Counsel
$88,164
$94,981
County Administration Office
$94,981
FY 2016-17 - $7,288,072 FY 2015-16 - $7,560,265
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
96
P r o b a tio nS -e
F
E le
r v ic
Y 2
ce
0
tr o n
s ( E
1 6 - 1
icM
7
MS
-
o)
$
n
1
it o
8 6
r in
, 1 5
g
0 F Y 2 0 1 5 - 1 6 - $ 1 8 6 , 1 5 0
$
$
1
1
8
8
6
6
,1
,1
5
5
0
0
The county reported no allocation 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.
Does the county consider evaluation results when funding programs and/or services?
Yes. Providers providing outcome data are preferred when funding programs.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average Daily Population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
Less than %20
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Mental Health services are provided by Kings View through a contract with Behavioral Health.
There are now 49 live-in substance abuse treatment beds that are provided by a Community Based
Organization (CBO), which is an increase from 18 beds. A DRC provides treatment to both male
and female participants, and there were 108 offenders participated in FY 2015/16.
What challenges does your county face in meeting these programming and service needs?
There are insufficient live-in programs. There is a lack of ability to properly track outcomes,
therefore limiting our ability to build the programs effectively.
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?
N/A
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
N/A – We are entering into an evaluation phase.
97
This page intentionally left blank
98
Community Corrections Lake County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Rob Howe
FY 2015-16
Chief Probation Officer
Goal: Increase the number of clients receiving, participating in,
Stephen O. Hedstrom
and completing evidence-based programming services.
Presiding judge or
designee Objective: Improve the effectiveness of programs offers by
expanding access to clients.
Carol Huchingson
Add and expand offered programs.
County supervisor or
chief administrative Measure: Number of clients enrolled, attending and completing
officer or designee programs.
Recidivism rates of clients completing program versus
Don Anderson
clients either not enrolled in programs or not
District Attorney
completing them.
Angela Carter
Public Defender
Goal: Improve the continuum of services from in-custody, to
Brian Martin supervised, to discharge.
Sheriff
Objective: Continue to add and improve in-custody services.
Brad Rasmussen Increase the use of full residential programs as part of
Chief of Police
the continuum.
Kathy Maes Measure: Success and recidivism rates of clients receiving
Department of Social services throughout custody and supervision versus
Services
those whose services were interrupted at any point.
Vacant
Department of
Goal: Improve supervision through the use of electronic
Employment
monitoring.
Kevin Thompson Objective: Increase the use of electronic monitoring in the
Department of Mental
Alternative Work Program.
Health and Alcohol and
Substance Abuse
Programs The CCP reports it will use the same goals, objectives and outcome
measures identified above in FY 2016-17.
Brock Falkenberg
Office of Education
Dr. Robert Gardner
Community-based
organization
Debbie Wallace
Victims’ interests
__________________
The CCP meets
semi-annually
99
FY 2015-16 and 2016-17 Budget Allocations
$148,000
District Attorney's Office
$147,781
Behavioral Health Department
$147,781
$1,108,126
Sheriff's Department
$1,256,207
$448,900
Public Health Department
$448,900
$995,910
Probation Department
$934,910
FY 2016-17 - $2,725,036 FY 2015-16 - $2,690,251
FY 2015-16 Allocated from carry-over funds: $97,547
FY 2016-17 allocated from carry-over funds: $123,681
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
$15,000
Mental Health Training
$18,775
Satelite Office DRC
$18,775
$636,000
Full Service Day Reporting Center (DRC)
$636,000
$25,000
Electronic Monitoring
$25,000
$170,000
In-custody Services
$150,000
FY 2016-17 - $864,775 FY 2015-16 - $829,775
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
$6,300
Sober Living Environment Placement
$6,300
$50,000
Hilltop Recovery Full Residential Treatment
$50,000
FY 2016-17 - $56,300 FY 2015-16 - $56,300
100
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. By statistically tracking the successes of those clients that participate versus those that do not.
Does the county consider evaluation results when funding programs and/or services?
Yes. Proposed services are evaluated by the CCP Executive Committee prior to approval of funding
of those programs.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population and Recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
41% to 60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Public Safety Realignment provides funding to Behavioral Health for a Mental Health Specialist,
Substance Abuse Counselor and a portion of a Staff Psychiatrist. These positions are dedicated
exclusively to clients either in-custody or at our DRC. Funding is also provided for full residential
treatment, substance abuse sober living environment, a full service DRC and a remote check-in
DRC.
What challenges does your county face in meeting these programming and service needs?
Our Challenge continues to be getting our clients to participate and take full 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?
We are still in the process of growing our own, Probation managed, DRC. This has allowed us to
tailor our programs to our clients while increasing our own staff.
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, Probation Managed, Day Reporting Center (DRC) is our most promising program.
Since January 1, 2016, we have had 32 individuals enrolled in the DRC and of the 32 enrollees; we
currently have a group of 11 steady participants. Our targeted growth plan is to have 30 consistent
participants within the first 5 years. We offer Moral Reconation Therapy (MRT), Alcohol and Other
Drug Services (AODS) counseling, Dialectal Behavior Therapy (DBT), Mental Health Counseling,
Anger Management, Job Readiness and Behavioral Health Trauma Groups.
101
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, Probation Managed, Day Reporting Center (DRC) is our most promising program.
Since January 1, 2016, we have had 32 individuals enrolled in the DRC and of the 32 enrollees; we
currently have a group of 11 steady participants. Our targeted growth plan is to have 30 consistent
participants within the first 5 years. We offer Moral Reconation Therapy (MRT), Alcohol and Other
Drug Services (AODS) counseling, Dialectal Behavior Therapy (DBT), Mental Health Counseling,
Anger Management, Job Readiness and Behavioral Health Trauma Groups.
102
Community Corrections Lassen County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Jennifer Branning FY 2015-16
Chief Probation Officer
Goal: Restructure and maintain a DRC for use by offenders
referred by Probation and the Sheriff’s Office.
Hon. Michele Verderosa
Presiding judge or Objective: To provide efficient and adequate services for
designee offenders at the DRC.
To increase the number of offenders participating in the
Richard Egan
DRC.
County supervisor or
chief administrative To increase the number of offenders from Probation
officer or designee and the Sheriff’s Office who are referred to the DRC.
Measure: The number of offenders referred to the DRC.
Stacey Montgomery
The number of new convictions the DRC participants
District Attorney,
receive.
Community-based
Organization and Victims’ The number of new services the DRC participant is
interests receiving since participating in the DRC.
Progress: The DRC is open and accepting referrals. There have
Rhea Giannotti
been 22 new referrals since January 2016. The DRC is
Public Defender
linking participants to other service agencies and
participants are receiving services within the DRC.
Dean Growdon
Sheriff
Jim Uptegrove Goal: Establish a data committee and develop a local plan for
Chief of Police data collection with data definitions.
Melody Brawley Objective: Establish a data work group.
Department of Social Establish data points and methods for collection.
Services and Department
Establish process for compiling data.
of Employment
Measure: Local data points and measure identified.
Pam Grosso Local data collection methods identified.
Department of Mental
Local data collection plan completed.
Health and Alcohol and
Substance Abuse Progress: Established a data workgroup that met monthly to discuss
and establish data collection methods. Currently working
Programs
towards Release of Information to be able to collect data
Patti Gunderson and a database to store it.
Office of Education
__________________
The CCP meets monthly
103
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.
Progress: Sheriff’s Office alternative custody personnel are utilizing the Ohio Risk
Assessment System (ORAS) to screen offenders for alternative to incarceration
program eligibility. During FY 2015/2016, 34 people served their jail sentences
in alternative to incarceration programs, including electronic monitoring,
residential drug treatment programs, and other residential programs. The
number of jail bed days avoided by the program is approximately 3,880. Of
those, approximately 620 were spent in residential treatment programs. The
number of program failures during that period were 5.
**The Lassen County Probation Department is utilizing the ORAS to assess
pre-trial offenders for pre-trial release.
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
Goal: Maintain and improve the Lassen County Day Reporting Center and the
provided services for those referred by Lassen County Probation and the
Sheriff’s Office.
Objective: To provide efficient and adequate services for offenders at the DRC.
To establish a multiagency database and collect data within the data
workgroup.
Measure: The number of offenders referred to the DRC.
To have clearly defined data definitions.
The number of successful participants discharged from the DRC (i.e., have a
job, successfully released from Alternative Custody Supervision, successfully
terminated from Probation, etc).
104
Goal: To implement evidence-based practice and supervise the PRCS caseload using
those methods.
Objective: To maintain current ORAS assessments on the PRCS caseload and develop
case plans to lower risk to recidivate and achieve the desired outcomes.
To implement the Behavioral Matrix and utilize the different levels of
sanctions and incentives.
Increase successful completion of PRCS supervision with minimal violations.
Measure: The number of current assessments for the PRCS caseload.
The number of incentives versus the numbers of sanctions.
The number of formal violations, new charges, and successful versus
unsuccessful terminations for the PRCS caseload.
Goal: To reduce recidivism rates of offenders sentenced to serve time in the Lassen
County Jail.
Objective: Continued expansion of alternative to incarceration programs, to include
electronic monitoring, residential treatment, and agreements with agencies in
other jurisdictions.
The addition of a full time Program Coordinator in the Jail will expand the
program and treatment opportunities for the incarcerated, and improve the
transition from custody, to the Day Reporting Center, and to the community.
Improve the employment rates of the incarcerated upon release. Vocational
training and job skills training will be expanded.
Measure: Number of alternative to incarceration days vs. jail bed days.
The number of program and treatment hours completed by the jail
population.
The number of vocational and job training hours completed by in-custody
offenders.
Progress: We have a county motor-pool program, in which offenders learn basic vehicle
maintenance, as well as a culinary program that provides basic culinary skills.
These programs will be more structured with the addition of the Program
Coordinator. Additional vocational programs will be added.
105
FY 2015-16 and 2016-17 Budget Allocations
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
106
H
B
P r o g r a m E x p e n d itu r e s
$
D R C P r o g r a m s
$ 3 5 ,0 0 0
e a lth & S o c ia l S e r v ic e s
$ 7 5 ,0 0
$ 5 ,0 0 0
P u b lic D e f e n d e r
$ 5 ,0 0 0
$ 5 ,0 0 0
D is t r ic t A tt o r n e y
$ 5 ,0 0 0
$ 1 8 ,3 4 0
C it y P o lic e D e p a r tm e n t
$ 1 8 ,3 4 0
S h e r if f D e p a r t m e n t
P r o b a tio n D e p a r tm e n t
F Y 2 0 1 6 - 1 7 - $
e h a v io r a l H e a lth / A O D S e r v ic e s
G P S /E le c t r o n ic M o n ito r in g
In - C u s t o d y S e r v ic e s
F Y 2 0 1 6 - 1 7 -
1
0
2
$
$ 2
5 0 ,0
$
,2 1 4
2 6 4 ,
0 3 ,8 4 7
0 0
$ 3 0 0
$ 3 0 6
2 1 9 ,3 3 2
,6 9 4
$ 3 5 ,0 0 0
$ 2 9 ,8 0 3
$ 2 9 ,8 0 3
8 0 3
,0 0
,7 0
F Y
$
F Y
0
2
2 0
7 5
2 0
1
,0
1
5 - 1 6
0 0
$ 1 0
5 - 1 6
- $
0 ,0
- $
1
0
6
,7
0
0
2
4
3
,
,0
8 0
6
3
0
$ 7 9
$
0
2
,5
0 0
1 1
$ 9
$ 8
,0
09
0
46
0
,1,5 44 11
$9,000
Vocational Exploration
$5,000
Inside Out Dad Program
$1,500
$5,000
Treatment Programs-Journaling Program
$1,970
FY 2016-17 - $19,000 FY 2015-16 - $3,470
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. Evidence-based programs come with evaluations to measure the effectiveness of the program.
Data is collected to evaluate the effectiveness of the other programs that are not evidenced-based.
Does the county consider evaluation results when funding programs and/or services?
Yes. Data is assessed and effectiveness is evaluated. Ineffective programs are improved or
removed and replaced by effective programs that meet the same needs.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
Less than 20%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Lassen County Behavioral Health has integrated our mental health and substance use disorder
services in a whole person approach to meet the multiple needs of individuals and families in the
community. Our “no wrong door” philosophy is meant to create more access to services and offer
appropriate levels of care. Walk In registration and screening helps eliminate waiting lists.
Our Crisis and Care Team is available to assist clients, social services, and community law
enforcement agencies with urgent mental health needs. Medical staff, therapists and case
management staff respond to crisis calls including assessments for voluntary and involuntary (5150)
hospitalization for severe symptoms of mental illness. LCBH has contracted with 4 tele-psychiatrists
providing services to adult, children, and substance use disorder clients diagnosed with moderate to
severe mental illness and addictive disorders. Individual psychotherapy is provided by licensed and
licensed eligible professionals. Outpatient co-occurring (mental health, physical health and
substance use diagnosis) services are available as well as referrals to higher levels of care,
including detox and residential substance use recovery services. Psych Medications are monitored
and clients are assigned case managers for increasing stabilization and engagement. A 24/7 crisis
access and language line is maintained as well as the availability of afterhours crisis contracted
providers. LCBH services are provided within multidisciplinary teams in order to address complex
mental health needs with evidence based practices that are trauma-informed, gender specific and
culturally competent. Individual and group sessions are designed for specialty services. Children and
Families, Adults, Senior Adults, Women, Veterans, Substance Use Disorders, Adolescent, Perinatal/
Postpartum Women services Teams are developed to offer strength based and individualized
approaches based on multi-dimensional assessments.
107
Services can be covered by some insurances, however most clients are Medi-Cal eligible
beneficiaries. Substance Use Assessments are comprehensive and recovery services provided
include outpatient, intensive outpatient, Medication Assisted Therapy and Withdrawal Management
based on ASAM levels of care. Court Related Services, (Drug Court, Prop 36, PC 1000) Health,
Parenting, Prevention and Early Intervention are also integral to an effective Substance Use
Disorder Programs.
What challenges does your county face in meeting these programming and service needs?
Lassen County is a large geographic rural area to provide mental health services within.
Transportation, poverty and cultural barriers exist like in many frontier communities and counties.
Complex needs are met by referring or placement of clients and transporting them to distant larger
cities or counties sometimes several hours away. Generational issues continue to be a challenge
with a need for more prevention programs. Prisons located in the county bring into focus the social
needs of families who have relocated here to be near loved ones or relatives. As in many rural
communities disparate healthcare and lack of employment and stable housing complicate and
affect the mental wellness of the families who live here.
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 try to make sure our programs are constantly reviewed and revised as needed, once
implemented. We like to ensure our programs are successful and we have the data to prove it. It is
also important for us to have a strong partnership with other county, city and community based
agencies to ensure the targeted population is getting the assistance they need and we are providing
consistent care. In a rural community with limited resources, it is important for us to maximize the
usage of the resources we have available. It is critical for us to match this population with the
services that will meet their needs.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
There are a number of programs being implemented that are showing positive results in Lassen
County. Change Company journaling series are being utilized with a number of different populations
with positive results. Lassen Family Services, a non-profit community based agency, provides an
effective parenting program to our population. The Batterer’s Intervention and Child Abuse
Prevention program that we used for much of the year met the requirements and also provided
positive results. The Day Reporting Center and Alternative Custody Supervision programs are also
showing positive results. The Day Reporting Center has a 57% success rate.
108
Community Corrections Los Angeles County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Calvin Remington FY 2015-16
Chief Probation Officer
Goal: Incorporate Substance Use Disorder (SUD) education and
treatment into the Sheriff Department’s Education-Based
James Brandlin
Incarceration (EBI) programming for N3 (Public Safety
Presiding judge or
Realignment- i.e., non-serious, non-violent, non-sex crime)
designee
inmates.
Sachi Hamai
Objective: Select contracted provider(s) to deliver education and
County supervisor or
SUD treatment services at Los Angeles County jails.
chief administrative
officer or designee Implement an education and SUD treatment program
for female inmates at the Los Angeles County Century
Jackie Lacey Regional Detention Center.
District Attorney and
Measure: The number of adult N3 female inmates receiving drug
Victims’ interests
education and SUD treatment services.
Ronald Brown
Progress: In February 2016, the Department of Public Health (DPH)
Public Defender
and the Los Angeles County Sheriff’s Department
implemented an education and SUD treatment program to
Jim McDonnell
serve 50 female inmates on any given day at the Los
Sheriff
Angeles County Century Regional Detention Center.
Charlie Beck
Chief of Police Goal: Maintain the same level of absconder arrests in
FY 2015-2016 as FY 2014-2015.
Sheryl Spiller
Department of Social Objective: Coordinate with other County Departments and law
enforcement agencies to identify and apprehend
Services
absconders with active arrest warrants.
Cynthia Banks Utilize new investigative methods to locate the longest
Department of offending absconders.
Employment
Measure: The number of absconders who are arrested in
Robin Kay comparison to that of the previous year.
Department of Mental
Progress: The Los Angeles County Sheriff’s Department Parole
Health
Compliance Unit (PCU) uses all available investigative
tools to locate absconders who have Los Angeles County
Cynthia Harding
warrants. When the absconders are found to be out of the
Alcohol and Substance
state, PCU contacts and works with the local law
Abuse Programs
enforcement in that state to apprehend the absconder.
Once the absconder is apprehended, PCU works with the
Debra Duardo
Los Angeles County District Attorney’s Office to extradite
Office of Education
the absconder. There were 446 Post-Release Supervised
Troy Vaughn Person (PSP) Parolee-At-Large (PAL) arrests in
Community-based FY 2015-2016, which is a 12.6% increase over the 396
organization PSP PAL arrests in FY 2014-2015.
__________________
The CCP meets monthly
109
Goal: Develop the Justice Automated Information Management System (JAIMS), a
centralized system to facilitate Public Safety Realignment data analysis and
reporting between departments.
Objective: Add the Microsoft Power BI reporting software in JAIMS architecture to
develop a dashboard system for real time data analytics on AB 109 data for
the user community.
Migrate the database platform of JAIMS from Oracle to SQL Server to
improve interoperability and development flexibility.
Measure: Implementation of JAIMS in the Power BI Government cloud to provide
dashboard capabilities and new reporting dynamics.
Complete migration of JAIMS from Oracle database to SQL Server.
Progress: The County Information Systems Advisory Body (ISAB) is working with Microsoft
on a proof of concept for the implementation of JAIMS in the Power BI
Government cloud. A template for the project has been created. The migration
of JAIMS from Oracle database to SQL Server is in development.
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
Goal: Expand Substance Use Disorder (SUD) education and treatment within the
Sheriff Department’s Education-Based Incarceration (EBI) programming for N3
(Public Safety Realignment) inmates.
Objective: Conduct/Execute Master Agreement Work Order Solicitation (MAWOS) to
provide/expand education and in-custody SUD services to 500 inmates on
any given day within the Los Angeles County jail system during Fiscal Year
2016-2017 (FY 2016-17).
Expand drug education and SUD treatment services to both female and male
inmates by FY 2016-17.
Measure: Execution of MAWOS and selection of contracted provider(s) to deliver
education and SUD treatment services at Los Angeles County jails.
Development of an implementation plan to deliver services to 500 adult
inmates in Los Angeles County jails in FY 2016-17.
Progress: In February 2016, the Department of Public Health (DPH) and the Los Angeles
County Sheriff’s Department implemented an education and SUD treatment
program to serve 50 female inmates on any given day at the Los Angeles
County Century Regional Detention Center.
The MAWOS process has been initiated and executed agreements are targeted
for early 2017.
110
Goal: Maintain the same level of absconder arrests in FY 2016-2017 as FY 2015-
2016.
Objective: Coordinate with other County Departments and law enforcement agencies to
identify and apprehend absconders with active arrest warrants.
Utilize innovative investigative methods to locate the longest offending
absconders.
Measure: The number of absconders who are arrested in comparison to that of the
previous year.
Progress: The Los Angeles County Sheriff’s Department Parole Compliance Unit (PCU)
uses all available investigative tools to locate absconders who have Los
Angeles County warrants. When the absconders are found to be out of the
state, PCU contacts and works with the local law enforcement in that state to
apprehend the absconder. Once the absconder is apprehended, PCU works
with the Los Angeles County District Attorney’s Office to extradite the absconder.
There have been 160 Post-Release Supervised Person (PSP) Parolee-At-Large
(PAL) arrests thus far in FY 2016-2017.
Goal: Implement a Cognitive Based Intervention (CBI) program in order to address
criminogenic needs (e.g., anti-social thinking, anti-social personality pattern, etc.)
and reduce recidivism.
Objective: By March 30, 2017, purchase and install electronic CBI program at Probation
staff workstations.
By March 30, 2017, the Probation Department will issue a policy/directive to
guide the use of the CBI.
By June 30, 2017, at least 85% of supervision Deputy Probation Officers/
Supervising Deputy Probation Officers will be trained in the use of the CBI
curriculum.
Measure: By June 30, 2017, the CBI program will be implemented with AB 109
participants.
Progress: The Probation Department is in the process of purchasing electronic licenses. It
is also developing a statement of work and proceeding with the authorization
procedures necessary for selecting an outside contractor that will provide training
services.
111
FY 2015-16 and 2016-17 Budget Allocations
$50,000
Conflict Panel
$50,000
$869,000
Alternate Public Defender’s Office
$1,456,000
$2,958,000
Public Defender’s Office
$2,887,000
$4,137,000
District Attorney’s Office
$4,482,000
$20,933,000
Office of Diversion
$18,269,000
Information Systems Advisory $1,441,000
Body $1,019,000
$225,000
CCJCC
$228,000
$246,000
Auditor Controller
$246,000
$250,000
Chief Executive’s Office
$319,000
$30,628,000
Health Services Department
$13,576,000
$16,348,000
Mental Health Department
$28,877,000
$12,076,000
Public Health Department
$14,780,000
$6,679,000
Fire Department
$5,745,000
$184,471,000
Sheriff’s Department
$184,314,000
$82,334,000
Probation Department
$81,578,000
FY 2016-17 - $363,645,000 FY 2015-16 - $357,826,000
112
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
Probation Department: $81,578,000 - 1) Community Supervision of PSPs and N3s $68,678,000
1a) Direct Supervision $53,145,907, 1b) HUB/Custody Liaison $6,521,707, 1c) Pre-Release Center
$4,430,050, 1d) Local Law Enforcement Partnership $4,580,336; 2) CBO Services and Fixed Assets
$12,900,000
Sheriff’s Department: $184,314,000 - 1) Custody Operations $163,255,000; 2) In-Custody
Programs $7,601,000; 3) Valdivia $1,494,000; 4) Parole Compliance Unit $11,164,000; 5) Fire
Camps $800,000
Fire Department: $5,745,000 - 1) Fire Camp Training $537,000; 2) Fire Camp Operations
$5,208,000
Public Health Department: $14,780,000 - 1) Community-Based Services $8,753,504
1a) Community Assessment Services Center (CASC) $2,068,294, 1b) Treatment Activity
$6,685,210; 2) Jail Health Substance Use Disorder $3,602,920; 3) Administrative Oversight
$2,423,576
Mental Health Department: $28,877,000 - 1) Community-Based Services $33,941,413, 1a) Direct
Services $7,746,506, 1b) State Hospital $525,000, 1c) IMD Contracts $1,290,000, 1d) Non-Medi-Cal
Contracts $3,927,677, 1e) General Outpatient Contract Services $18,800,230, 1f) Medications
$1,652,000; 2) In-Custody Services $6,329,817, 2a) Mental Health Court Program (MHCP)
$831,666, 2b) Men’s Jail Mental Health Services (JMHS) & JMET $3,955,438, 2c) Women’s Jail
Mental Health Services (JMHS) $1,542,713; 3) Other Revenue ($11,394,230)
Health Services Department: $13,576,000 - 1) Inmate Medical Services at LAC+USC
$11,118,000; 2) PRCS Medical Care Coordination $213,000; 3) Integrated Jail Health Services
$186,000; 4) Community Health Worker Program $2,059,000
Chief Executive’s Office: $319,000 - 1) Program Oversight $319,000
Auditor Controller: $246,000 - 1) Claims Processing $246,000
CCJCC: $228,000 - 1) Public Safety Realignment Team (PSRT) $228,000
Information Systems Advisory Body: $1,019,000 - 1) Justice Automatic Information Management
Statistics (JAIMS) $1,019,000
Office of Diversion & Re-Entry: $18,269,000 - 1) Community-based Treatment and Housing
Programs $18,269,000
District Attorney’s Office: $4,482,000 - 1) Restitution Enhancement Program $439,000;
2) Prosecution $4,043,000
Public Defender’s Office: $2,887,000 - 1) Legal Representation $2,887,000
Alternate Public Defender’s Office: $1,456,000 - 1) Legal Representation $1,456,000
Conflict Panel: $50,000
FY 15-16 and 16-17 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.
113
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. 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 semi-annual 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 semi-annual reports on Public Safety Realignment are Quarterly Performance
Measures Reports and a Monthly Data Report. The Performance Measures Reports are updated by
departments and track the progress that the departments are making throughout the fiscal year in
meeting their stated goals. The Monthly 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 since its inception. 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. Yes, the effectiveness and results of programs and/or services – in addition to programmatic
needs identified by departments – are considered when funds are allocated. As noted previously,
the County Board of Supervisors is kept informed about the programs and services related to Public
Safety Realignment through reports submitted on a semi-annual basis. In addition, individual
departments may separately report on specific programs and services.
Does the county use BSCC definitions when collecting data? If so, which?
No. 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.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
$81% or higher. All programs and/or services funded by Public Safety Realignment funds are
evidence-based.
114
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Through the Department of Mental Health (DMH), the following levels of mental health treatment are
available and funded with AB109:
State Hospital, Institution for Mental Disease (IMD), Enriched Residential, and Intensive Outpatient
Services. The Intensive 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 Disorder [COD] services). In collaboration with the Department of Public
Health Substance Abuse Prevention and Control (DPH-SAPC), DMH provides COD services to 20
individuals in residential treatment.
DPH-SAPC oversees the provision of substance use disorders (SUD) services for the AB 109
population. SUD treatment services include the following:
Outpatient Counseling Services: 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.
Intensive Outpatient Treatment Services (Day Care Habilitative Service): 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: Provides 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.
Residential Treatment Services: A 24-hour residential program in which recovery services and/or
specialized recovery services are made available to participants who have alcohol and/or drug
problems.
Medication Assisted Treatment (MAT): Medication in combination with counseling and
behavioral therapies, to provide a whole-person (or biopsychosocial) approach to the treatment
of SUD. MAT is clinically driven with a focus on participants’ care.
Residential Medical Detoxification Services: 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.
In February 2016, the Sheriff’s Department, DMH, and DPH-SAPC launched an Alternative to
Custody (ATC) pilot program. Through this program, qualifying offenders spend the final 90-120
days of their sentences in community-based mental health and substance abuse treatment instead
of custody. Housing and employment services are provided to the AB 109 supervised population by
the Probation Department through a contract with HealthRight 360. The contract provides for
aftercare services, case management, and incentives to participants for job retention. The contract
also provides for temporary housing for AB109 clients experiencing homelessness and establishes
rates for Skilled Nursing and Board & Care. The Sheriff’s Education Based Incarceration (EBI) unit is
responsible for all inmate educational and Career Technical Education (CTE)/Life Skills programs
within the Custody Division. The programs provided by EBI are designed to provide inmates with life
changing skills and education to promote successful reentry and reduce recidivism.
115
Such programs include:
Adult Basic Education –This series of courses features a systematic “building block” approach to
development of improved reading, writing and math skills and may also include English as a
Second Language (ESL) instruction. The goal of Adult Basic Education is to prepare students for
the rigor of high school-level curriculum that leads to college and/or career readiness.
General Education Development – For those who have not yet achieved a high school diploma,
this program offers high school-level courses designed to support students in earning a high
school diploma and/or preparing for an alternate diploma in the form of a State-approved
equivalency test such as the HiSET or GED exam.
Maximizing Effort Reaching Individual Transformation (MERIT) – The MERIT program is
facilitated by EBI personnel and Merit Masters. A Merit Master is an inmate who has
successfully completed the MERIT Program and has offered to be a peer mentor to other
inmates.
Life Skills classes – Classes that address parenting, anger management, domestic violence
counseling, substance abuse and general life skills are provided. Once such program is the
Moral Reconation Therapy (MRT) course. MRT is a systematic, cognitive behavioral, step by
step treatment strategy designed to enhance self-image, promote growth of a positive productive
identity and facilitate the development of higher stages of moral reasoning.
Back on Track (BOT) – The BOT Pilot Program is a collaborative program between Los Angeles
County and the California Department of Justice. The BOT Program provides evidenced-based
programs and cognitive behavioral therapy to medium- and high-risk male AB 109 inmates. The
BOT Program is a nine-month in-custody program followed by an voluntary post-release support
services. Its primary goal is to give participating inmates both the academic and vocational skills
needed to re-enter society and to avoid a return to custody.
Fire Camp – Through the Fire Camp program, inmates learn skills needed to support California's
wilderness fire-fighters in their temporary locations. The primary mission of the California
Department of Corrections and Rehabilitation (CDCR) Conservation Camp program is to provide
the cooperative agencies with an able-bodied, trained work force for fire suppression and other
emergencies, such as floods and earthquakes. In addition, fire crews work on conservation
projects on public lands and provide labor on local community services projects.
Vocational/Employment Services – 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, such as cement and concrete block masonry, commercial welding, residential
construction, computer operations, and pet grooming.
Tattoo Removal Services – The Sheriff’s Department offers all inmates tattoo removal services.
What challenges does your county face in meeting these programming and service needs?
Some of the challenges to meeting programming and service needs are as follows:
Long term treatment care infrastructure needs: DMH continues to address the challenge of
meeting the treatment and long-term treatment care needs for supervised persons with severe
mental health issues coupled with chronic medical issues, serious sex offenses, and arson
convictions. Furthermore, expanding employment opportunities and residential substance abuse
services for supervised individuals continues to remain an ongoing challenge.
116
Substance Use Disorder (SUD) treatment services for people who are registered sex offenders
while under AB 109 supervision continues to be a challenge in our existing system. Residency
restrictions placed on this group limit the access to community-based SUD treatment services.
Other difficulties may include employment conflicts and transportation limitations. DPH-SAPC is
exploring options for SUD treatment agencies to conduct field-based services, which will result in
connecting more individuals to treatment by bringing services to clients who face residency
restrictions.
Jail bed funding: AB 109 funding is insufficient to maintain the jail beds for the current
population of 3,500 N3 inmates. This funding shortage limits the Sheriff Department’s ability to
greatly expand its programming options.
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 have included the following:
Since the implementation of Public Safety Realignment, Los Angeles County DMH has had to
increase the number State Hospital as well as IMD beds allocated to this population.
Furthermore, there are ongoing trainings geared towards staff and clinicians working with this
population.
Beginning in January 2014 and continuing through this current fiscal year, on-going evidence-
based courses have been offered to treatment providers and DMH staff. They include the
following: 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; Treatment and Management of
Sex Offenders; Moral Reconation Therapy; Field Safety Considerations and the Forensic
Population; Motivational Interviewing and Co-Occurring Disorders; Harm Reduction; Risk of
Violence; Burnout Prevention; Overview of Working with Forensic Consumers in the Community;
and Risk, Need and Responsivity.
In response to the evolving legislative changes to the criminal justice system, DPH-SAPC
expanded the target populations to be served under AB 109 contracts, including individuals
classified as straight-sentenced under Penal Code Section 1170(h); Proposition 47, including
those re-sentenced and/or released from County jails under the provisions of Proposition 47; and
Proposition 36 (2012), which reformed sentencing guidelines for “Three Strikes” offenses.
The Co-Occurring Integrated Case Network (COIN) program was implemented in 2013 as a
collaboration between the Department of Public Health, Department of Mental Health, Los
Angeles County Superior Court, and the Probation Department. The COIN program addresses
the needs of PSPs with chronic SUD and severe and persistent mental illness. COIN provides
residential mental health and co-occurring disorder treatment for PSPs referred by the AB 109
Revocation Court.
Deputy Probation Officers (DPOs) are now co-located with local law enforcement agencies to
conduct compliance checks on PSPs.
CCP Subcommittees were created to assist with technical issues involving treatment services,
law enforcement, and parole revocation/legal questions.
117
For the Probation Department, the focus of this past year has been on the implementation of
evidence-based practices, including motivational interviewing, continuous assessments of risks
and needs, and the development of individualized case plans to address criminogenic risk/needs.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The County has implemented a number of best practice and promising programs. These include the
following:
On-going Assessment, Crisis Intervention, Trauma Treatment (ACT); Critical Time Intervention
(CTI); Motivational Interviewing; Dialectical Behavioral Treatment; Risk, Need and Responsivity
(RNR); and Recovery Centered Clinical System (RCCS) interventions continue to be effective in
working with this population.
DPH-SAPC has shown positive outcomes through co-located assessment services at dedicated
Probation HUBs, with the aim of improving engagement into SUD treatment. The implementation
of co-located assessment services has increased the show rate for assessment to 96%. Prior to
the co-location of the Community Assessment Services Center (CASC), the show-rate for
assessments was approximately 50%. The one-stop approach has provided AB 109 supervised
individuals with the ability to be assessed, engaged, and referred to SUD treatment services
upon their initial check-in with Probation.
The Skid Row Project was developed in 2015 and continues to successfully facilitate mobile
office visits with supervised persons that reside in the skid row area. 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 with 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. Outside of the Substance Treatment and Re-entry
Transition (START) program (referenced under Question #19), 91 inmates were placed into
Female, Veteran’s, and Transitional Case Management programs during 2015. In 2016,
Gateways Mental Health Program was added to ATC programming making up to 42 beds
available for qualified mental health inmates. Thus far in 2016, 72 inmates have been placed in
these various ATC programs, including 25 into the Gateways Mental Health program. The length
of the programs was also expanded from 90 days to up to 180 days in program. As a result of
longer stays in the programs, fewer inmates are opting to stay in the program after release from
their ankle monitors. Still, nearly 20% opt to remain in programs, and many stay in the program
as an outpatient client. Although not currently available, the rate of recidivism for this group will
be studied in the coming year. In addition to the START program, 103 inmates have successfully
completed their sentence while in programs.
118
Community Corrections Madera County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Rick Dupree
FY 2015-16
Chief Probation Officer
Goal: Improve success rates of offenders under supervision,
Amy Downey
resulting in less victimization and increased community
Presiding judge or
safety.
designee
Objective: Implementation of a system that promotes public safety
Kevin Fries
and utilizes best practices in recidivism reduction.
County supervisor or
Implementation of a system that effectively uses
chief administrative
alternatives to pre-trial and post conviction
officer or designee
incarceration where appropriate.
David Lynn
Measure: Partner feedback on effectiveness of mechanisms in
District Attorney
place to collaboratively address realignment issues as
they arise.
Mike Fitzgerald
Public Defender Recidivism rates for non-violent, non-serious, and
non-sex offenders.
Jay Varney Number and type of offenders sentenced to county jail,
Sheriff to probation or alternative programs and successfully
completing PRCS.
Steve Frazier
Chief of Police
Goals, Objectives, Outcome Measures and Progress
Kelly Woodward
Department of Social FY 2016-17
Services
Goal: Implement Specialty courts (Behavior Health & Veterans).
Vacant
Department of Objective: Reduce impact on Jail.
Employment
Measure: Reduce number of violations.
Dennis Koch Reduce jail time for violators.
Department of Mental
Health and Alcohol and
Substance Abuse
Programs
Cecilia Massetti
Office of Education
Mike Unger
Community-based
organization
Mattie Mendez
Victims’ interests
__________________
The CCP meets quarterly
119
FY 2015-16 and 2016-17 Budget Allocations
120
C o
B
m
e h
m
a
u
v
n
io
it y
r a
C
B a
C
E
l I n t
h o w
M
D
In f o r m a t io n T e c h n o lo g y
B ig B r o t h e r s B ig S is t e r s
R e s e r v e fu n d s
s e d O r g a n iz a t io n ( B B B S )
A s s e s s m e n t T o o ls
o u r th o u e C e llu la r P r o je c t
m p lo y m e n t D e v e lo p m e n t
O u t p a tie n t
R e s id e n tia l T r e a tm e n t
e r v e n tio n s ( D R C ) & ( E M )
P u b lic D e f e n d e r
S h e r if f's O f fic e
D is t r ic t A tt o r n e y
c h illa P o lic e D e p a r t m e n t
a d e r a P o lic e D e p a r t m e n t
B e h a v io r a l H e a lth
e p a r tm e n t o f C o r r e c tio n s
P r o b a tio n
F Y 2 0 1 6 - 1 7 - $ 6 ,1 6 7
$ 1 0 7 ,0 7 6
$ 5 0 ,0 0 0
$ 1 2 6 ,1 2 4
$ 5 3 6 ,3 6 0
$ 5 0 ,0 0 0
$ 4 5 ,3 9 7
$ 3 2 ,3 5 5
$ 8 1 ,0 0 0
$ 1 0 7 ,2 3 0
$ 6 0 ,0 0 0
$ 1 3 2 ,5 0 0
$ 8 6 ,0 0 0
$ 4 3 0 ,0 0 0
$ 4 7 0 ,0 0 0
$ 5 4 6 ,0 0 0
$ 5 4 6 ,0 0 0
$ 7 5 ,0 0 0
$ 7 5 ,0 0 0
$ 1 1 2 ,7 5 6
$ 9 6 ,5 7 1
$ 1 4 2 ,5 6 7
$ 1 0 8 ,7 2 9
$ 1 9 3 ,3 0 0
$ 1 3 5 ,0 0 0
$ 1 4 2 ,3 0 0
$ 1 3 0 ,0 0 0
$ 2 8 8 ,2 4 0
$ 2 3 5 ,7 8 5
,1 0 5 F Y 2 0 1 5 - 1 6
$ 1
-
,2
$ 6
$
4 0
,2
1 ,5 0
,4 2 8
1 6 ,2
8
2
,6
8
1 5
$ 2 ,1
$
6
2
0 ,0
,3 3
0
3
0
,0 0 0
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
$107,230
Employment Development
$60,000
$97,516
Behavior Health
$235,785
$260,000
Department of Corrections
$370,000
FY 2016-17 - $464,746 FY 2015-16 - $665,785
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
121
C o m m
R
u
F
is k
n it y
a it h
&
T
- B
- B
N
r
a
a
e e d
e a tm
s e d
s e d
s A s s e s
e n t P r o
O r g a n iz
O r g a n iz
F Y 2
s
g
a
a
0
m e n t
r a m s
tio n s
tio n s
1 6 - 1 7 - $ 1
$
,2
$3
$$
0
41
55
3
5 ,3
,0 0
0 ,0
0 ,0
,8 9
90
00
7
7
00
$ 1 6 0 ,0
F
0
Y
$0 2
2
8
0
0
1
,0
5 -
0
1
0
6 - $ 1 ,0 8 3 ,0 0 0
$
$
8
8
2
4
8
2
,5
,0
0
0
0
0
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?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
21%-40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Residential Drug Treatment; various outpatient counseling services (MH, AOD, Sex-Offender, DV)
including group/individual; Specialty courts (Behavior Health, Drug, Veteran’s).
What challenges does your county face in meeting these programming and service needs?
Minimal capacity related to budgetary concerns.
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.
Tablet Program at DOC & JH - it is a positive reward incentive.
122
Community Corrections Marin County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Michael Daly FY 2015-16
Chief Probation Officer
Goal: Increase the number of clients successfully completing
Post Release Community Supervision (PRCS) and
James Kim
Mandatory Supervision (MS).
Presiding judge or
designee
Objective: 90% of PRCS and MS cases will successfully complete
their program with no new felony or misdemeanor
Charlotte Jourdain
citations.
County supervisor or
chief administrative Measure: Number of clients completing their PRCS and MS with
officer or designee no new felony or misdemeanor convictions.
Edward Berberian Progress: In FY 2015-16, the Marin County Probation Department
District Attorney had 44 PRCS and MS clients terminate from the program.
95.4% of those clients completed their term successfully.
Jose Varela
Public Defender
Goal: Connect participants with appropriate services to aid in
rehabilitation and re-entry into the community.
Robert T. Doyle
Sheriff Objective: Assess 100% of clients using a biopsychosocial
assessment tool.
Diana Bishop
Number of Clients Assessed.
Chief of Police
Percent of clients referred to substance abuse
Grant Colfax, Ph.D treatment.
Department of Social
Measure: Number of Clients Assessed.
Services, Department of
Percent of clients referred to substance abuse
Employment, Department
treatment.
of Mental Health and
Alcohol and Substance Percent of clients referred to mental health treatment.
Abuse Programs 100% of clients released to Marin County Probation on
PRCS or MS status were assessed and referred to
Mary Jane Burke
appropriate services.
Office of Education
Progress: 100% of clients released to Marin County Probation on
PRCS or MS status were assessed and referred to
Vacant
appropriate services.
Community-based
organization
Vacant
Victims’ interests
__________________
The CCP meets
semi-annually
123
Goal: Maximize funding and services for clients newly eligible for Medi-Cal Benefits
under the Affordable Care Act.
Objective: Assist all clients in enrolling in Medi-Cal.
Assist all clients in enrolling in Medi-Cal.
Measure: Percent of eligible clients enrolled in Medi-Cal.
Progress: Marin has had our application to be a Drug Medi-Cal Waiver County approved
and is just starting to see savings in Intensive Outpatient Treatment Costs due to
Medi-Cal recovery.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
FY 2015-16 and 2016-17 Budget Allocations
$751,737
Reserves
$4,172,988
$178,913
Employment Services*
$178,913
$132,257
Social Services*
$132,257
Mental Health & Substance $1,567,393
Abuse* $1,452,993
$10,000
Superior Court
$5,000
$256,346
Novato Police Department
$256,346
$275,860
San Rafael Police Department
$275,860
$1,033,571
Sheriff
$1,033,571
$1,495,589
Probation
$1,432,829
FY 2016-17 - $5,701,666 FY 2015-16 - $8,940,757
*Health and Human Services
124
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
Marin City Community Development $62,760
District: Laborers Apprenticeship Program
Jail Mental Health & Social Services $444,480
Enhancement $444,480
HHS Employment Development Counselor $178,913
& Job Subsidy Program $178,913
Police Chiefs: Crime Analyst, $170,000
transportation Funds $170,000
Superior Court - Community Court $10,000
Funding $5,000
$386,727
Multi-Agency Task Force - Probation
Enforcement $386,727
$793,112
Sheriff - Jail Staffing & Services
$793,112
$1,196,923
Probation AB109 Program
$1,196,923
FY 2016-17 - $3,242,915 FY 2015-16 - $3,175,155
125
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
126
R
E
e c
S
C
le
o v e
In
T r
tr e e
o m
J
c t r o
D e t o x if ic a t io n S e r v ic e s ( T h e V in e )
r y C o a c h e s ( in d e p e n d e n t c o n t r a c to r s )
t e n s iv e O u tp a t ie n t T r e a tm e n t ( m u lt ip le
p r o v id e r s )
a n s it io n a l H o u s in g ( m u lt ip le p r o v id e r s )
t O u t r e a c h T e a m s ( C o m m u n ity A c t io n
M a r in )
m u n it y B a s e d C o g n itiv e P r o g r a m m in g
( m u lt ip le p r o v id e r s )
a il T r e a t m e n t P r o g r a m m in g ( B a y A r e a
C o m m u n it y R e s o u r c e s [ B A C R ] )
n ic M o n it o r in g ( L e a d e r s in C o m m u n ity
A lt e r n a tiv e s )
F Y 2 0 1 6 - 1 7 - $ 1 ,7 0 7 ,0 1 4 F Y 2 0 1 5
$$
-
88
1
77
6
,6,6
$$
-
00
1 1
1 1
$
0
0
8 ,9 2 8
8 ,9 2 8
$ 1 6 5
$ 1 6 5
1 ,5 9 2 ,6
$$
$$
,5 3
,5 3
1 4
$
22
22
22
2
22
11
$$
2
00
55
22
9 ,0 0
,0 0 0
,0 0 0
,9 3 8
,9 3 8
3 5 ,6
3 5 ,6
0
11 66
$
$$
3
33
4
22
3
00
,4
,0,0
0
00
0
00
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 and
annually reviews programs and outcomes before adopting the next fiscal year budget. The CCP is
seeking an independent agency to provide a comprehensive program evaluation of the first five
years of the program.
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 a 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?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
61%-80%
Marin County provides a continuum of care and support services that all embody the philosophy of
evidence-based practices. All Probation staff are trained in Motivational Interviewing, use risk
assessment tools in case planning and we offer In Custody and Community Based Cognitive
Behavioral Therapy Programming to all offenders that focus on cognitive behavioral programming
and include courses such as Thinking for Change.
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Marin County provides a high level of services to the AB109 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 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 living in the community with a
substance abuse issue 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.
127
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. Housing of offenders is a growing problem with a limited number of shelter beds, transitional
living facilities and affordable housing options.
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 Marin County Recovery Coach Program is a creative means to engage these offenders in
treatment and reentry activities. The Recovery Coach helps us address the drug, alcohol, and
mental health needs of our AB109 offenders; providing mentor/"sponsor" like relationships to support
the offenders and augment the supervision provided by deputy probation officers.
128
Community Corrections Mariposa County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Pete Judy FY 2015-16
Chief Probation Officer
Goal: Increase services to offenders with mental health
Dana Walton
conditions.
Presiding judge or
designee Objective: Design a mental health court model appropriate for our
rural community.
John Carrier 100% of participants will be screened for mental health
County supervisor or services within drug court model.
chief administrative
Measure: Number of participants completing mental health court
officer or designee
program.
Tom Cooke Progress: Several meetings between the Court, Probation, DA,
District Attorney Sheriff, and service providers has taken place to date to
discuss resources and the type of program best suited for
Neal Douglas our rural community. All parties committed to having a
Public Defender Mental Health Court Program on line in 2017.
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: Seek alternative grant funding for jail expansion.
Apply for SB 863 funding for project.
Chevon Kothari
Department of Social Measure: Complete SB 863 application process with BSCC.
Services, Department of Get final determination from State Fire Marshall that
Mental Health and original plan to use modular jail construction is not
Alcohol and Substance acceptable.
Abuse Programs
Progress: For the past 2 years considerable time and effort has been
spent in the design phase of a modular construction jail
Vacant
addition with 14 beds and classroom. Plans and
Department of
preliminary site work were completed. The project came
Employment
to a standstill at the point of getting the required sign offs
from the State Fire Marshall. It appears at this point we
Robine Hoper
will not get their approval to move forward so we are
Office of Education
looking at alternative funding sources to move forward with
Allison Tudor expansion and renovation of our local jail facility.
Community-based
organization
Jessica Mimnaugh
Victims’ interests
__________________
The CCP meets quarterly
129
Goal: Assign Mental Health Worker to Probation Caseload.
Objective: 100% of level 1 and 2 probation caseloads will be screened for services.
Establish mental health caseload specialty officer.
Measure: MOU in place with Human Services.
Level of Mental Health Worker to be determined.
Progress: Verbal agreement between Probation and Human Services has been reached.
We are currently working on the funding stream/source as well as identifying the
level of mental health expertise needed. Probation has created a specialty
caseload for probationers identified to have mental health issues impacting their
ability to be successful on probation. The probation officer assigned to the
caseload has started to receive specialized training.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
FY 2015-16 and 2016-17 Budget Allocations
$20,204
Contract Services
$120,000
Fixed Assests
$150,000
Public Works
$148,087
$90,000
Probation Department
$85,250
$50,000
Sheriff
$97,000
$12,000
District Attorney
$12,000
$313,500
Community Based Organizations
$289,000
FY 2016-17 - $755,704 FY 2015-16 - $631,337
130
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
131
F ix
L
P
e
a
d A
n d
P
r o b
J a
S
s s e s t s C o u n t y P u r c h a s e o f M o b i le
H o m e f o r H o m e le s s
S h e r if f A c a d e m y S u p p o r t
D a t a E v a lu a t io n
E le c t r o n ic M o n it o r i n g
f i ll A lt e r n a t i v e S e n t e n c in g P r o g r a m
u b l i c W o r k s J a il E x p a n s io n P r o j e c t
a t i o n V ic t im R e s t it u t i o n C o l l e c t io n s
D is t r ic t A t t o r n e y V i c t i m W i t n e s s
il R e p a ir s H e a t in g A i r C o n d it io n i n g
h e r if f L o s s o f P a r o le J a i l R e v e n u e
S h e r if f J a il S a la r y A s s is t a n c e
F Y 2 0 1 6 - 1 7 - $ 4 2 0 , 7 0
$
4
$
$5
$$
$$
1
1,
$ 1 8 , 0 0 0
0 , 0 0 0
0 , 0 0 0
0 0 0
$ 3 5 , 0
$ 3 5 , 0
$ 3 7 ,
$ 3 5 , 2
1 2 , 0 0 0
1 2 , 0 0 0
1 2 , 0 0 0
1 2 , 0 0 0
$ 2 0 , 0 0 0
$ 2 0 , 0 0 0
F Y 2 0 1
0
00
5
5
0
00
00
- 1
$
6
6 5
-
,
$
0
3
0
4
0
2 , 3 3 7
$ 1 2 0 , 0 0
$
0
$
1
1
4
5
8
0
, 0
, 0
8
0
7
0
$20,000
Faith Based Homeless Services
Emergency home & medical services $17,500
contract as needed
As needed contract services for drug/alcohol $57,000
programs
Various Private Providers As Needed
$25,250
$239,000
Alliance for Community Transformations
$263,750
FY 2016-17 - $333,500 FY 2015-16 - $289,000
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. This past year we examined new crime arrest data on PRCS and 1170 populations for the past
5 years as well as their impact on available jail space.
Does the county consider evaluation results when funding programs and/or services?
Yes. Our largest contract since the implementation of our local AB 109 Implementation Plan has
been in place with the same community based organization. Since that original contract we have
learned that some services that we thought would be needed are not, and others were needed more
than originally anticipated. To that end we will release a new RFP in the 2016-17 fiscal year.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
81% or higher
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
We have a drug court program that used to be grant funded. That funding has since been lost but
we still continue with the program utilizing county general fund as well as other funding sources. We
have no in-county drug treatment or residential programs requiring us to utilize programs outside of
the county. We have no in county psychiatric or psychologist practitioners so the access is limited.
Most psychiatric services are met through video conference visits or out of county visits.
This past year the Human Services Director received authorization from the Board of Supervisors to
hire a Psychiatric Mental Health Nurse Practitioner and that position is currently being recruited for
hire. Upon successfully hiring that position it will significantly improve our local law enforcement
ability to respond to mental health crisis. The Human Services Director also implemented and
emergency crisis team this past year to assist Law Enforcement responding to mental health based
calls for service.
We have a community based organization that offers drug and alcohol recovery services as well as
emergency housing for at risk populations. A few local churches continue to offer homeless
overnight sleeping and meal assistance to our homeless population which has within it mental health
and substance abuse clients.
We have one hospital in county that continues to struggle financially. The emergency room
continues to provide services to many of those with mental health and substance abuse
emergencies.
132
What challenges does your county face in meeting these programming and service needs?
The small size of our county and its rural nature makes it difficult to provide higher level MD and
PHD level drug, alcohol, and mental health services. The lower pay structure of small rural counties
compared to larger nearby urban counties makes recruiting and retaining highly qualified
practitioners difficult. The same can be said of local law enforcements ability to hire and retain
experienced officers. The county has recently made improvements to the salary structures and that
has helped but it still remains a challenge.
The lack of transportation services within the county remains a major issue in providing and
accessing services. There are limited options for public transportation and the geographic and
distance hurdles make it difficult for those on with limited personal resources to travel to and from
required and optional services.
For the past 3 years the CCP has been working on a jail expansion project that included a new type
of jail construction that is pre-fab modular in design that other states and the federal government
have utilize to reduce costs of jail construction. This project includes much mates while they are in
custody as well as making it possible to develop a re-entry services plan. We worked with a
contractor to develop plans as well as our county building and public works departments to do the
necessary preliminary work. The past year the project has stalled with trying to get the necessary
plan approval through the State Fire Marshalls office. As of this writing, while we are still hoping to
be able to resolve this problem, it appears that the CCP will have to cancel the project and seek an
alternative, more expensive and expansive construction method that will necessitate us seeking
alternative funding sources. Considering we are already 1½ years from the original project
completion timeline, this has been one of the more disappointing setbacks to our original CCP
implementation plan.
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.
133
This page intentionally left blank
134
Community Corrections Mendocino County
Partnership Membership
(October 21, 2016)
The CCP did not provide goals for FY 2015-16 or FY 2016-17.
Pamela R. Markham
Chief Probation Officer
FY 2015-16 and 2016-17 Budget Allocations
Chris Ruhl
$96,081
Presiding judge or Contingency
$61,096
designee
Superior Court
$5,059
Jill Martin $53,559
County supervisor or $125,000
City of Ukiah Police Department
chief administrative $125,000
officer or designee
$91,572
Public Defender
$120,093
David Eyster
$110,846
District Attorney
District Attorney
$127,505
Linda Thompson Health & Human Services
$204,023
Public Defender Agency
$215,147
$1,337,664
Thomas Allman Sheriff's Office
$1,337,664
Sheriff
$1,357,777
Probation Department
Chris Dewey
$1,416,835
Chief of Police
FY 2016-17 - $2,610,460 FY 2015-16 - $3,034,177
Bekkie Emery
FY 2015-16 Carryover: $422,722
Department of Social
Services and Department
FY 2016-17 Carryover: $717,562
of Mental Health and
Alcohol and Substance
Abuse Programs
Vacant
Department of
Employment and
Office of Education and
Victims’ interests
Tricia Guntly
Community-based
organization
__________________
The CCP meets quarterly
135
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
Superior Court - Video Conferencing
$48,500
$54,538
AODP Counselor*
$65,662
$149,485
Mental Health Clinician*
$149,485
$36,000
Sheriff's Office - Electronic Monitoring
$36,000
FY 2016-17 - $240,023 FY 2015-16 - $299,647
*Health and Human Services Agency
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
136
N
B
o r th
D e
I V
e
S
t o
o
r n
o
x
c a
C a lif o
T r a
b e r L i v
in L ie u
tio n a l
r n ia C
i n in g
S h
in g E n
o f J a
R e p o r
o n s t r u c tio n
e lte r B e d s *
v ir o n m e n t*
il P r o g r a m *
t in g C e n te r
F Y 2 0 1 6 - 1 7 - $
$ 4 7 , 5
$ 2 4 , 0 0 0
$ 2 4 , 0 0 0
$ 2 0 , 0 0 0
$ 2 0 , 0 0 0
5 4 1 , 5 0 0
0
$
$$
0
9
99
5
00
, 0
, 0
, 0
F
0
00
Y
0
00
2 0 1 5 - 1 6 - $ 5 8 9 , 0 0 0
$
$
3
3
6
6
0
0
,
,
0
0
0
0
0
0
*Ford Street
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.
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?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
Less than 20%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Sober Living Environment, Alcohol and Other Drug Program Services, Mental Health Clinician,
Pre-Apprenticeship Construction Training Program, Drug Court, Behavioral Health Court.
What challenges does your county face in meeting these programming and service needs?
Housing and employment needs of offenders, expanding jail programs and services to meet inmate
needs, expanding services to reach offenders residing in more remote areas of county, enhancing
data collection and program evaluation, lack of resources (staff & 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?
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.
137
This page intentionally left blank
138
Community Corrections Merced County
Partnership Membership
(October 21, 2016)
Jeff Kettering
Chief Probation Officer
Linda Romero Soles FY 2015-16 and 2016-17 Budget Allocations
Presiding judge or
designee
Vacant
County supervisor or
chief administrative
officer or designee
Larry Morse
District Attorney
David Elgin
Public Defender
Vern Warnke
Sheriff
Norm Andrade
Chief of Police
Scott Pettygrove
Department of Social
Services
Robert Morris
Department of
Employment
Yvonnia Brown
Department of Mental
Health
Robert Morris
Office of Education
Lamar Henderson
Community-based
organization
Lisa DeSantis
Victims’ interests
__________________
The CCP meets quarterly
139
R
S
e s
h
e r v e F u n d s
C o n t r a c t
S e r v ic e s
P u b lic
D e f e n d e r 's
O f fic e
D is t r ic t
A tt o r n e y 's
O f fic e
e r if f's O f fic e
P r o b a tio n
D e p a r tm e n t
F Y 2 0 1 6 - 1 7
$ 6 8 5
$ 9
$ 1 4 5 ,5 0 2
$ 9 9 ,8 0 0
$ 3 2 1 ,3 4 0
$ 1 8 5 ,2 7 1
- $ 9 ,7 2 6 ,1 8
,8
2
5
9
6
4
,5 3 5
$
F
1
Y
$ 2 ,0
,6 8 2 ,3
2 0 1 5
2 2 ,3 7
7 4
- 1 6 -
4
$
$ 3
$ 2
9 ,2
,0 1 9
,9 8 3
$ 3
$ 3
0 7 ,9
,5 4
,0 8
,5 3
,3 3
0 5
7
4
1
0
,5
,8
2
4
8
1
The CCP did not provide goals for FY 2015-16 or FY 2016-17.
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
140
T r a n s it
B
io
O
I
n
-
a
f f i c
W
l H
e
B
a
B
o
C
o f E d u c a
P r o g
I - J a i l R e
r r a n t R e d
I - D a y R
F Y
u s in g ( V e
o f th is d
S M A * - R
t io n - E m p o w e r
r a m
- E n t r y P r o g r a m
B I - G P S
u c t i o n P r o g r a m
e p o r t i n g C e n t e r
2 0 1 6 - 1 7 - $ 1 , 7 8
n d o r n o t s e le c te
a te )
e s id e n t ia l T r e a t m
F Y 2 0 1 6 - 1 7 - $ 2
2
d
4
, 3 7
a s
e n t
0 , 0
4
0
$$
0
77 55
$
$
1
, 0
, 0
1
6
00
8 0 , 0 0 0
$ 3 4 4$
3 , 8 3 8
$ 3 1 8 ,
0
0
F Y 2 0 1 5
F Y 2 0 1
,4
3
-
5
54
7
1
-
3 6
0 , 0
4
6 -
1 6 -
0
$
$
0
1
8
, 6
0
$
0 2
,0
7 6
, 3
$
0 0
9
7
8
,
4
0
0 0
,0
$ 1
0
$ 1
0 0
0
, 0
0
1
,0
9
0
, 0
0
$ 1
0
4
0
0 ,0 0 0
*Community Social Model Advocates
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?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
41%-60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Behavioral Health and Recovery Services – Alcohol and Drug services, Mental Health Court and
Drug Court.
Social Services Department - Life Skills.
Geo group: Day reporting centers (2) and Jail re-entry program.
Department of Child Support – linkage to services to assist with child support.
Workforce Investment – job readiness and finding.
What challenges does your county face in meeting these programming and service needs?
Since the implementation of AB 109 Merced County has not been able to fund a position to
adequately track outcomes for criminal justice agencies. As Merced County took at 30% reduction of
budget prior to 2011, we are now beginning to add programs, services and some necessary staff.
The 2016-17 CCP plan includes a position that will be able to track outcomes for the AB 109
population and evaluate programmatic success.
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 continues to provide positive results to our clients in custody with
linkages to out of custody programs. During the 2016-17 CCP plan, additional transitional services
were added to the program to assist clients integrating back into the community after a time in
custody.
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 created by the County’s Social Services
Department and facilitated by former clients.
141
This page intentionally left blank
142
Community Corrections Modoc County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Kimberly R. Wills FY 2015-16
Chief Probation Officer
Goal: Community Safety.
Francis W. Barclay Objective: Development of jail facility that is safe for inmates and
Presiding judge or staff and provides for the safe and effective delivery of
designee services.
Chester Robertson Accurate identification, assessment and targeting of
services to offenders using Static Risk and Offender
County supervisor or
Needs Guide (STRONG) R&N Assessment.
chief administrative
officer or designee Use of evidence based tools and approaches in
treatment, supervision and sentencing of offenders.
Jordan Funk
Progress: STRONG is being used for all offenders by probation
District Attorney
officers. Treatment providers are being trained in Cognitive
Sam Kyllo Behavioral Therapy, Motivational Interviewing (MI) and
Public Defender trauma-focused.
Mike Poindexter
Sheriff
Goal: Reduce Recidivism.
Sid Cullins Objective: Enhance community based programming for low risk
Chief of Police
offenders and those at risk of criminal behavior.
Kelly Crosby Progress: Parenting classes, Life Skills Classes, mental health
Department of Social counseling, and substance use groups are provided to
Services inmates by outside services providers and jail. Eligible
inmates are being enrolled in Medi-cal 30 days prior to
Diane Fogle
release date so services can be seamlessly continued post
Department of
release.
Employment
Karen Stockton
Goal: Enhance Collaboration.
Department of Mental
Health Objective: Reinvestment in Local Programs.
Tara Shepard Increase access to evidence based services and
supports by promoting evidence based training
Alcohol and Substance
opportunities for all CCP members.
Abuse Programs
Regularly measure and assess data and programs and
Mike Martin use the results for program improvement.
Office of Education
Progress: Services for inmates have increased and planning has
Carol Cullins begun for services to offender in the community.
Community-based
organization
The CCP reports it will use the same goals, objectives and
Robin Farnam outcome measures identified above in FY 2016-17.
Victims’ interests
__________________
The CCP meets monthly
143
FY 2015-16 and 2016-17 Budget Allocations
CCP Coordinator (Interim) $12,000
Batterer's Intervention Program $28,000
Noble Assessment tool $750
$18,219
Reserve
$48,854
Behavioral Health $80,000
$20,000
AO Consulting
$34,320
Training, Education, and Community Help
$60,240
(TEACH) $18,104
Alturas Police Department*** $5,000
$5,000
Court
$6,000
$117,500
Sheriff**
$145,000
$15,080
Probation*
$43,830
FY 2016-17 - $336,789 FY 2015-16 - $321,108
* FY 2016-17: SCRAM GPS ($5,080); Care and Support of PRCS ($5,000); Care and Support of Mandatory
Supervision ($5,000); ** FY 2016-17: .5 FTE Correctional Officer ($37,000); Housing of AB109 inmates
($75,000); Deputy for Community supervision involvement ($5,000); *** FY 2016-17 officer for community
supervision involvement
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
$80,000
Behavioral Health
$20,000
$5,000
Alturas Police Department**
$5,000
Court
$6,000
$117,500
Sheriff*
$145,000
$10,000
Probation
$43,830
FY 2016-17 - $212,500 FY 2015-16 - $219,830
* FY 2016-17: 1/2 FTE Correctional Officer ($37,500); Housing of AB109 Inmates ($75,000); Deputy
involvement in community supervision; ** FY 2016-17: Officer involvement in community supervision
144
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
145
T r a
B
i n
a
i n
t t e
g
r
S
,
e
E
r
C
d
's
R
u
I
A
c
n
a
t e r v
M G
N
t io n
( T E
e n
T o
P S
o b
, a
A C
F
t io n P r o g
r r e )
m o n it o r
l e A s s e s
A O
n d C o m m
H ) *
Y 2 0 1 6 - 1
r a m ( S t e v
in g d e v ic e
s m e n t T o
C o n s u lt in
u n it y H e
7 - $ 1 0 6 ,
e
s
o
g
lp
0
l
7 0
$ 7
$
5
5
0
F
,
Y
0 8
2
0
0
$
1
1
5 -
8
1
, 1
6
$
0
-
2
4
$
8
5
, 0
$
2
0
3 4
, 4
0
,
2
3
4
2 0
$ 7 2 , 2 4 0
* FY 2016-17: $12,000 for an interim CCP Coordinator.
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.
Does the county consider evaluation results when funding programs and/or services?
Yes.
Does the county use BSCC definitions when collecting data? If so, which?
No.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
81% or higher
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, 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 utilizing the Nurturing
Parenting Program. Lifeskill classes are also taught weekly. Hazelden’s “Personal Growth and
Practical Guidance for Everyday Life” is the curriculum for life skills 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 individual and group mental health counseling in the
jail.
What challenges does your county face in meeting these programming and service needs?
Biggest challenges are due to the very small population of 9,400 residents and a very large area to
serve of over 4,500 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.
Nothing at this time.
146
Community Corrections Mono County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
K.S.Humiston FY 2015-16
Chief Probation Officer
Goal: Increase substance abuse treatment for offenders in Mono
County.
Hon. Stan Eller
Presiding judge or Objective: 100% of participants will receive screening using an
designee evidence based practices assessment.
100% of in-custody clients will be provided the
Leslie Chapman
opportunity to participate in treatment services.
County supervisor or
chief administrative
Measure: Number of participants being screened.
officer or designee
Number of in-custody clients participating in treatment
services.
Tim Kendall
District Attorney and Progress: Progress towards this goal has been achieved, remains
Victims’ interests on-going and is being augmented by an outside agency
beginning FY 2016-2017.
Randy Gephart
Public Defender
Goal: Repair and Enhance Communications Systems.
Ingrid Braun
Objective: Vendor will be selected.
Sheriff
100% of equipment will be compatible with all systems.
Al Davis 100% of equipment will be compatible with Probation’s
Chief of Police new caseload management system.
Measure: Vendor selected.
Kathy Peterson
Department of Social All systems compatible.
Services and Department
Progress: Complete.
of Employment
Robin Roberts
Goal: Provide a transition house for AB109 Offenders.
Department of Mental
Health and Substance
Objective: 100%of releases will be transitioned through the
Abuse Programs
transition house.
Stacy Adler, PhD 100% will receive counseling, work assistance and
Office of Education other needs using a transition plan.
Measure: Number of releases admitted to transition house.
Susi Baines
Number of programs, education and counseling
Community-based
attending.
organization
__________________
Progress: The project is in the planning stage.
The CCP meets quarterly
147
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
Goal: Community Safety.
Objective: Provide staff for supervision in detainment.
Provide increased law enforcement.
Provide accurate identification, assessment, and targeting of services to
offenders using the Static Risk and Offender Needs Guide (STRONG), a
Risk Needs.
Measure: Provide transition services to detained participants for release.
Provide assistance for participants released from detainment if they do not
have a home to return to.
Use of evidenced based tools and approaches in treatment, supervision and
sentencing of offenders.
Progress: Assessments are being used for all offenders by probation officers. Treatment is
being provided by behavioral health. Motivational interviewing training has been
provided to other departments by a probation facilitator. All outcomes are
progressing.
Goal: Increase treatment and services for offenders in Mono County.
Objective: 100% of participants will receive screening using an evidence based
practices assessment.
100% of in-custody clients will be provided the opportunity to participate in
treatment services.
Measure: Number of participants being screened.
Number of in-custody clients participating in treatment services.
Progress: On-going.
148
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
149
G P S / E
I n
le
C
c t
u
r o
s t
n
o
ic
d y
M
S
o
e
n
r v
i t o
ic e
r i n
F Y
s
g
2 0 1 6 - 1 7 - $ 5 0 , 0 0 0
$
$
1
1
0
0
,
,
0
0
0
0
F
0
0
Y 2 0 1 5 - 1 6 - $ 5 0 , 0 0 0
$
$
4
4
0
0
,
,
0
0
0
0
0
0
FY 2015-16 and 2016-17 Budget Allocations
$25,000
Behavioral Health Department
$25,000
$1,750
Social Services Department
$1,750
$350,000
District Attorney Department
$405,000
$228,720
Sheriff Department
$213,720
$226,084
Probation Department
$226,084
FY 2016-17 - $656,740 FY 2015-16 - $654,709
FY 2015-16 Carryover: $216,845
FY 2016-17 Carryover: $174,814
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?
Yes.
Does the county consider evaluation results when funding programs and/or services?
Yes.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Conviction, Length of stay, Recidivism, Treatment program completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
21%-40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Mono County Behavioral Health has available the following services: outpatient psychotherapy for
individuals and families. Case management for individuals. Outpatient substance use treatment for
individuals, tele-psychiatry for any person who meets medical necessity and has MediCal or
MediCare, Wellness Groups (no charge). All services are available in Spanish and English and are
provided in all areas of Mono County. MCBH provides all mandated services for the county - DUI,
Batterer’s Intervention - in Spanish and English. We are a county mental health clinic and see
anyone with MediCal who meets the medical necessity criteria; additionally, we provide services to
county residents who have private insurance or can pay on our sliding fee scale. MCBH is the crisis
team for Mono County and does all assessment for 5150’s at our local Emergency Department.
MCBH provides weekly MRT services in our county jail; and, psychological services on an ‘as
needed’ basis.
What challenges does your county face in meeting these programming and service needs?
We have an increase in client’s who are most comfortable receiving their treatment in Spanish; we
need more bi-lingual, bi-cultural Spanish speaking licensed staff. Staff from all departments are
focused on an ‘abstinence model’ of SUD treatment. We need all staff trained in the Harm
Reduction model and we desperately need a medical provider who is willing to prescribe Medically
Assisted Treatment (MAT) for opioid and meth addiction.
We need this in our jail and for those in our community. We are in the process of getting county
approval to re-model a house owned by MCBH (now closed and once used as Sober Living); we
hope to have housing available by the end of 2018. In the meantime, we are in dire need of
supportive housing for those in these programs. We are always challenged by the distance from our
home office to outlying areas. We also have few coordinated services on our Reservations and are
not meeting the needs of our Native American residents.
150
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 have moved the transitional house project to Behavioral Health. We have added transitional
services to the jail as well as the continuation of group counseling.
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.
151
This page intentionally left blank
152
Community Corrections Monterey County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Marcia Parsons FY 2015-16
Chief Probation Officer
Goal: Continue to enhance public safety by providing support
Teresa Risi
services to transitional housing clients.
Presiding judge or
designee Objective: 50% of housing clients will attend in-house Life Skills
group meetings.
Manuel Gonzalez
90% of housing clients will be employed, full time
County supervisor or
students, or attending day reporting center (DRC)
chief administrative
services.
officer or designee
Measure: Number of transitional housing clients who are
Dean Flippo
employed or attending the DRC.
District Attorney
Number of clients who are participating in Life Skills
Frank Dice group meetings.
Public Defender
Progress: 100% of housing clients attend Life Skills group meetings.
Stephen Bernal Participation is now a mandatory requirement for
Sheriff residents. 90% of residents are employed, full time
students or are attending the DRC. Additionally, those on a
Edmundo Rodriguez waiting list for transitional housing are now required to
Chief of Police attend the DRC if they are not employed or attending
school full time.
Elliott Robinson
Department of Social
Services
Goal: Continue to enhance public safety by expanding housing
Joyce Aldrich resources.
Department of
Measure: Increase the number of potential housing opportunities/
Employment
landlords willing to provide housing by 50%.
Elsa Jimenez
Progress: The database had 33 potential housing opportunities in the
Department of Mental
last report (15-16 FY). The goal of a 25% increase was
Health
surpassed to 59%, an increase to 52 potential housing
Aimee Miller opportunities. We will continue with this goal to add
Alcohol and Substance
Abuse Programs
Nancy Kotowski Goal: Continue to enhance public safety by increasing timely
Office of Education
access to services by expanding substance use provider
contracts.
Robin McCrae
Community-based Measure: Begin new RFP process in the next 6 months.
organization
Progress: The RFP process began during the 15/16 FY. Now the
Pamela Patterson
process is in the final stages of the federal government
Victims’ interests
approving a new substance use disorder service plan,
__________________
which will lead to changes in contracts and an expansion of
The CCP meets quarterly
local services.
153
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
Goal: Increase our understanding of the clients we serve in order to better meet their
needs in service delivery.
Objective: Create and provide a satisfaction survey to clients who complete an AB109
funded program.
Measure: Distribute a satisfaction survey to at least 70% of clients who complete an
FY 2015-16 and 2016-17 Budget Allocations
154
P
B
r
D
oA
e
b
h
is
a
d
a
t r ic
t i o
m in
v io
F
S h e r if f
t A t t o r n e y
n - S e r v ic e
i s t r a t o r
P r o b a t i o n
r a l H e a l t h
Y 2 0 1 6 - 1 7 - $ 1
$$
3
98
, 0
07
6
,, 17
4
74
, 8
94
1 7
$ 1$ ,1 2
,
63
F
36
Y
, 2
2 ,
2
13
0
44
1
4
5 -
$$
1
22
6
, 5,
5
-
79
$
60
1
, 2,
7
2
21
, 8
25
5
$
5
3
, 8
$ 3
, 7
9
,6
8
96 7, 40 ,9 61 8
$$
3
55 ,, 10 64 09 ,, 50 10 94
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
$5,082,451
In-Custody Services- Sheriff
$4,920,936
Data Collection, Administration & Evaluation- $702,019
Probation $576,553
$3,314,664
Supervision- Probation
$3,189,538
$90,179
Victim Services- District Attorney
$87,744
Employment- Economic Development $411,807
Department/WDB $395,675
Natividad Medical Center- Behavioral Health
$30,000
$556,120
Treatment- Behavioral Health
$549,702
FY 2016-17 - $10,157,240 FY 2015-16 - $9,750,148
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
155
T r a n
M
s
e n
T u
it io
t a
r n
n s
l H
in g
fo
e a
P
r R
R
lt h S
T r e
C o m
G e
o in t
e c o
e n a
e r v ic
a tm e
m u n
T h e
V a lle
o R e
o f C e
v e r y
In c .
is s a n
F Y
e a s D e te r m in e d b y
n t P la n
S u n S tr e e t C e n t e r s
it y H u m a n S e r v ic e s
In t e r im , In c
D o o r t o H o p e
V illa g e P r o je c t, I n c .
y H e a lth A s s o c ia te s
e n tr y S e r v ic e s , L L C
n tr a l C a lifo r n ia , In c .
R a n c h o C ie lo , In c .
& R e e n t r y P r o g r a m ,
c e R e s o u r c e s W e s t
In t r o s p e c t
2 0 1 6 - 1 7 - $ 2 ,9 0 7 ,5 7 7
$ 9$
$
$ 1 2 8 ,6 5 3
$ 2 1 9 ,7 2
$ 1 8 5 ,0 1 6
$ 1 3 2 ,0 6 1
$ 1 7 7 ,8 3 7
$ 1 2 1 ,0 4 9
$ 1 3 4 ,7 7 0
$ 1 1 5 ,8 1 9
$ 8 2 ,3 3 4
$ 1 4 8 ,2 5 4
,5 5 4
3 4 ,6 6 7
$ 2 1 7 ,4 6
$ 2 1 7 ,4 6
$ 1 6 9 ,8 0 0
4 2 ,0 0 0
$ 7 8 ,0 6 8
$ 1 2 8 ,0 6 8
F Y 2 0 1 5 - 1 6
2
33
- $ 3 ,1 0
$$
5
66
,7
88
5
55
0
,7,7 77 77
$
$
1
1 ,2
,0 8
1
0
9 ,1
,0 0
7
0
5
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. Beginning this year, we have the ability to track service delivery and program outcomes
through the implementation of Efforts to Outcomes, a software program through Social Solutions.
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?
Yes. Average daily population, Conviction, Length of stay, Treatment program completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
61%-80%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, 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 Services.
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; one county employment service agency and two private employment
service agencies; 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?
It has proven difficult to find service providers who are trained in the use of any evidence based
curriculum. Staff turnover in community based programs has also been a challenge. Staff turnover
often results in a gap in data collection, service delivery and ability to provide services by well
trained staff. Ongoing training is needed in using evidence-based practices and best practices for
private agencies.
156
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?
Realignment brought in an era of increased responsibility at the county level for providing quality,
evidence based treatment that is safe, cost-effective, and proven to reduce recidivism. Having the
ability to determine if we are successful in any of these areas requires a great deal of data. At the
onset of Realignment, we did not have the time needed to develop contracts for services that
included minimum standards in training, use of approved curriculum or outcome measures. Instead,
we needed contracts developed quickly, to provide the population already in our community with
treatment and services. Existing contracts did not contain required data collection, use of evidence
based curriculum, or outcome measures. Through the adoption of a guided process, we now have
been able to develop two contracts, through a competitive process, for existing services that include
detailed expectations and goals that are agreed on at the onset, and as a result, data collection
efforts have improved. Our long term goal is to create contracts for all AB109 services through this
process to ensure we are providing the best services possible while outlining our goals, objectives
and outcome measures. Using this blueprint to develop all future contracts will allow us to ensure a
high quality of services and improve our data collection and reporting efforts to the community, and
local and state stakeholders.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
In October 2014, we established two houses for transitional living up to 180 days, with capacity for
12 men. Since that time, we have implemented life skills groups for residents and a requirement that
every resident is either employed, attending school, or attending our day reporting center. These
requirements are in addition to all the programs extended to every client who is eligible for AB109
services. Although we are not at a place to measure program effectiveness as it relates to
recidivism, we are trying to increase our ability to measure program outcomes with the information
we have. As a result, we have found that of those that completed the transitional housing program
during the 15/16 FY, 85% of them secured stable housing or residential treatment.
157
This page intentionally left blank
158
Community Corrections Napa County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Mary Butler
FY 2015-16
Chief Probation Officer
Goal: Mental Health Court to serve 15 clients and have
Honorable
successful completion of the program.
Mark Boessenecker
Presiding judge or
Objective: Increase number of referrals to the program.
designee
Increase number of cases accepted to the program.
Mark Luce
Measure: Measure the number of offenders in the program.
County supervisor or
chief administrative Measure the number of offenders who successfully
complete the program.
officer or designee
Progress: Mental Health Court numbers has increased. There are
Gary Lieberstein
currently 8 clients in mental health court. There have been
District Attorney
four graduates from the program this year.
Ron Abernethy
Public Defender Goal: Increase the number of adult offenders receiving cognitive
behavioral programs.
John Robertson
Sheriff Objective: Assign 60% of high risk offenders to programs.
Steve Potter Increase number of programs offered to offenders.
Chief of Police Measure: Measure number of offenders enrolled in program.
Howard Himes Measure number of offenders graduating from
Department of Social program.
Services and Department
Complete client satisfaction surveys to measure client
of Employment
views.
Bill Carter
Progress: All new probationers attend an orientation cognitive
Department of Mental
behavioral program. This has increase client interest in
Health
programs designed to change their behavior. The
Department has increased the number of programs
Jacqueline Connors
offered. During the year 544 offenders were referred to
Alcohol and Substance
various programs. There were 218 graduates from
Abuse Programs
programs. That is a 40% graduation rate and many are
Barbara Nemko still participating in their program. Client surveys show that
Office of Education clients believe they learned new skills and made behavior
changes while in the program. Almost all graduates
Vacant considered the time in program as positive and many
Community-based requested additional services.
organization
Yuka Kamiishi
Victims’ interests
__________________
The CCP meets
bi-monthly
159
Goal: Probationers to work on their top three criminogenic needs in an effort to reduce
recidivism.
Objective: Risk assessment is used to determine top three needs.
Probationers are referred to the appropriate programs.
Sufficient programs are available for probationers.
Measure: Tracking number of program hours.
Tracking program hours matching criminogenic needs.
Monitoring Probation Officers delivery of programs.
Progress: Napa County is now a pilot county for Dosage Probation. The focus of the
program is to ensure that offenders receive the appropriate amount of treatment
covering their top three issues. There are now 40 probationers that have
agreed to be a part of the program in the first six months of the program.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
FY 2015-16 and 2016-17 Budget Allocations
$1,246,684
Reserve Funds
$3,019,122
Carryover funds
$3,019,122
Staff Secure Facility
$1,900,000
Satellite Tracking of People (electronic
monitoring) $26,361
McAllister (residential substance abuse $55,000
services) $23,932
$94,068
District Attorneys Office
$87,908
Health & Human Services (substance $119,253
abuse) $106,424
$223,473
Health & Human Services (mental health)
$222,624
$1,024,266
Department of Corrections
$1,001,036
$1,111,403
Probation
$570,695
FY 2016-17 - $6,893,269 FY 2015-16 - $6,958,102
160
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
161
R
D
e
e
s
f e
id
r r
e
e
ns
C
d
tu
o m m u n it y C o r r e c t io n s W o r k …
M e n t a l H e a lt h J a il P r o g r a m
O n - C a ll P r o b a t io n P r o g r a m
V ic t im W itn e s s A d v o c a te
J a il/L ib r a r y G E D p r o g r a m
J a il C la s s ific a tio n T e a m
M e n t a l H e a lt h C o u r t s ta f f
A lc o h o l a n d D r u g C o u n s e lo r
E n t r y o f J u d g m e n t P r o g r a m
H o m e D e te n tio n
P r e t r ia l P r o g r a m
P r o b a tio n S u p e r v is io n
F Y 2 0 1 6 - 1 7 - $ 1 ,4
E le c t r o n ic m o n it o r i n g
i a l T r e a t m e n t b e d s f o r
b s t a n c e a b u s e
F Y 2 0 1 6 - 1 7 - $
9
1
3
0
,5
5
5
, 6
$
$
$
2
0
$ 1 2 7 ,7 0 0
$ 1 3 0 ,5 7 6
$ 1 1 0 ,7 5 3
$ 1 0 1 ,8 3 7
$ 4 3 ,6 8 0
3 1 ,1 5 3
$ 9 4 ,0 6 8
$ 8 7 ,9 0 8
$ 4 0 ,0 0 0
3 5 ,0 0 0
$ 1 9
$ 1 6 2 ,3
$ 1 1 2 ,7 2 0
$ 1 0 3 ,7 7 9
$ 1 1 9 ,2 5 3
$ 1 0 6 ,4 2 4
$ 1 3 2 ,1 9 5
$ 6 2 ,3 0 0
$ 6 4 ,0 8 9
$ 1 7 1
2 4 ,6 8 8
F Y 2 0 1 5 - 1 6 - $ 1 ,1 1
$ 2 6 , 3 6 1
$ 2 3 , 9 3 2
0 F Y 2 0 1 5 - 1 6 - $ 5 0
00
,7
2
, 2
,4
7
0
,0
9
0
3
3
3
2
8
$ 2
$6 26 8,0 66
$
,96
5
8
0
$
9
, 6 0
5 5 ,
0
0 0 0
FY 15-16 and 16-17 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. Locally monitoring of numbers of offenders receiving programs and success in either
remaining out of custody or for mental health clients staying out of psychiatric facilities.
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?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
41%-60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Mental Health services are available for offenders starting in custody and continuing to their time in
the community. The Public Safety Realignment allocation is used to provide mental health staffing in
the jail to provide crisis intervention and stabilization as well as discharge planning and assuring a
smooth transition of services once in the community. Additionally, the jail has funding for full time
nursing staff who provide medications and a psychiatrist that is able to evaluate and prescribe
medication for those offenders in need. The allocation also funds a Mental Health Court for those
highest risk offenders who need an intensive program to be successful in the community. Napa
County Health and Human Services offers case management to the severely mentally ill and this
service is available to those in the criminal justice system that meet the criteria. A self help program
is also available to offenders.
What challenges does your county face in meeting these programming and service needs?
Providing mental health services in custody can be challenging due to the varying length of stays in
jail. Some offenders are back out on the street before mental health has time to provide any
stabilizing services. Additionally, since mental health services are voluntary not all that could benefit
from services are willing to accept services. The number of mentally ill in custody is higher than the
amount of services offered. Napa County has Napa State Hospital in the county so the jail is
impacted by inmates from that facility and those offenders require a level of services that is not able
to be provided by a jail mental health program.
162
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?
Napa County has put an emphasis on providing appropriate services for offenders. The current pilot
of Dosage Probation will be something that other counties can watch as it is implemented and we
see the program’s effectiveness.
Training the criminal justice system to understand risk and needs of offenders and the importance of
using evidence based programs has also been effective.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Napa County has a Community Correction Service Center that provides evidence based programs
to offenders. It is an intensive program assuring that the offender receives frequent contact to deal
with all the issues bringing them into the criminal justice system. The program success rate has
been consistent since it began. The recidivism rate for those graduating the program is 24%. This
program opened prior to realignment so no realignment funds are used for this program. It is the
most intensive program available to offenders.
163
This page intentionally left blank
164
Community Corrections Nevada County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Michael Ertola
FY 2015-16
Chief Probation Officer
Goal: Hire an analyst.
Scott Thomsen
Presiding judge or Objective: Data Collection.
designee
Program Evaluation.
Rick Haffey Establish best practices for Nevada County.
County supervisor or Measure: Complete data collection guidelines.
chief administrative
Determine if current programs used are effective in
officer or designee
reducing recidivism or change of thinking.
Clifford Newell Develop measures of success for the programs which
District Attorney are determined to be the most beneficial for clients and
most cost effective.
Keri Klein
Progress: Currently evaluating all programs in Nevada County using
Public Defender
the George Mason University “Assess a Program Tool.”
Full time analyst hired and will start January 17, 2017.
Keith Royal
Sheriff
Alex Gammelgard Goal: Develop programs within the jail.
Chief of Police
Objective: Have Cognitive behavioral therapy (CBT) and Moral
Reconation Therapy (MRT) groups at the jail.
Michael Heggarty
Department of Social Clients complete CBT/MRT while in custody.
Services
Measure: Hold at least three groups at the jail in all pods.
Vacant Clients are released from custody and have their
Department of supervision modified with successful completion of
Employment programs in jail.
Rebecca Slade Progress: There are currently MRT groups in the jail. Population has
Department of Mental dictated this is efficient to meet the current need. Jail
Health and sentences have been reduced, eliminating the ability to
Alcohol and Substance complete these programs while in custody. The probation
Abuse Programs department is currently collaborating with the Sheriff’s
Department to increase the availability of individual
Holly Hermanson programming while in custody.
Office of Education
Joe Festerson
Community-based
Organization
Vacant
Victims’ interests
__________________
The CCP meets quarterly
165
Goal: Contract with Northern California Construction Training (NCCT).
Objective: Establish NCCT in Nevada County.
Funnel clients who meet criteria of the program.
Increase employment of clients who graduate the program.
Measure: Have at least 15 AB 109 clients in the program at all times.
Clients are engaged in gainful employment after successful completion of the
NCCT program.
Progress: Contract has been approved through the Board of Supervisors (BOS). Current
population of AB 109 clients has been determined to be inadequate to have a
stand-alone program for NCCT. Currently evaluating different approaches within
and outside of the department to bolster population that would be eligible to
participate in this program.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
FY 2015-16 and 2016-17 Budget Allocations
$1,392,599
Sheriff's Department
$1,462,663
$140,500
Health and Human Services
$112,581
$30,555
District Attorney Support
$35,672
$5,000
California Highway Patrol
$5,000
$5,000
Truckee Police Department
$5,000
$5,000
Nevada City Police Department
$5,000
Grass Valley Police $10,000
Department $15,000
$445,200
Treatment Services
$435,165
$704,593
Probation Department
$551,139
FY 2016-17 - $2,138,815 FY 2015-16 - $2,449,918
FY 2015-16 Carryover: $177,302
FY 2016-17 Carryover: $599,632
166
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
167
N
G
e
r a
v
s
T
a
s
r
d
H
C
u
a
V
S h
a l i f o r n
c k e e P
P r o b
C i t y P
a ll e y P
e a l t h &
e r
i a
o
a
o
o
H
D is t r ic t A
r i f 's D e p
H ig h w a
li c e D e p
t i o n D e p
l ic e D e p
li c e D e p
u m a n S
F Y
t t o r n e
a r t m e n
y P a t r o
a r t m e n
a r t m e n
a r t m e n
a r t m e n
e r v ic e
2 0 1 6 -
y
t
l
t
t
t
t
s
1 7 -
$ 3 0 , 5 5
$ 3 5 , 6 7
$ 5 , 0 0 0
$ 5 , 0 0 0
$ 5 , 0 0 0
$ 5 , 0 0 0
$ 5 , 0 0 0
$ 5 , 0 0 0
$ 1 0 , 0 0 0
$ 1 5 , 0 0 0
$ 1 4
$ 1 1 2
$ 2 , 2 9 3 , 2
5
2
0 , 5
, 5 8
4 7
01 0
F
$
Y
5 7
2
$6
0
7,
1
1
03
5 -
49
1
, 5
6
9
-
3
$ 2 , 2 1 7 , 0 5 5
$ 1 ,$ 31 9, 24 ,6 52 9, 96
6 3
$35,000
Misc Merchants for purchase of incentives
$25,125
$25,000
Medical/Dental Services
$5,240
$150,000
Northern California Construction Training
$170,000
$102,000
Transitional Housing
$122,400
$10,000
Career and Employment Services
$5,000
$46,200
Out-patient Treatment Services
$46,200
$72,000
In-patient Treatment Programs
$31,200
$5,000
GPS/Electronic Monitoring
$5,000
FY 2016-17 - $445,200 FY 2015-16 - $410,165
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 are currently assessing all programs in Nevada County using a tool provided by George
Mason University.
Does the county consider evaluation results when funding programs and/or services?
Yes. We are currently undergoing the large evaluation process within the county. We plan on
moving towards performance based contracts with our funded providers in the near future.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
21%-40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Nevada County currently has a Mental Health Court, DUI Court, and Adult Drug Court, and a
juvenile and adult MIOCR Grant. We have an internal eligibility worker that assists our entire
population with securing benefits such as Medi-Cal, general assistance, and Cal-Fresh. We have
two main treatment programs within Nevada County. Common Goals, offers outpatient treatment
and transitional housing services and Community Recovery Resources, which offers inpatient,
outpatient, transitional and detox services with multiple locations within Nevada County. We have a
Behavioral Health Therapist on staff who services AB109 and High Risk Offenders as well as a 211
services within. We also work with the Alliance for Workforce Development (known as One Stop)
where clients receive employment services. We also partner with Project Heart, a mentoring
program that provides pro-social connections and activities.
What challenges does your county face in meeting these programming and service needs?
Housing continues to be an issue in Nevada County. While we have bolstered our transitional
housing over the last year, rental properties continue to be very scarce within the county and a
continued barrier to the long term stability of our clients.
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.
168
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Collaboration. If there is one thing that makes Nevada County unique it is the positive and
collaborative relationships with all criminal justice partners. The District Attorney is supportive of the
mission of the Probation Department and the Public Defender trusts that we are acting in the best
interests of our clients. This collaborative climate has allowed us to remove many barriers that many
other jurisdictions have struggled to overcome for years.
169
This page intentionally left blank
170
Community Corrections Orange County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Steve Sentman FY 2015-16
Chief Probation Officer
Goal: Implementation of a streamlined and efficient system in
Vacant Orange County, to manage our additional responsibilities
Presiding judge or under Realignment.
designee
Objective: Participate in pilot project with BSCC and PPIC
designed to identify best practices among county
Todd Spitzer
corrections agencies.
County supervisor or
chief administrative Measure: Data submitted to PPIC to determine the number of
officer or designee programs identified as Best Practices being utilized for
the realigned offender population.
Tony Rackaukas
District Attorney Progress: Orange County is one of 12 counties participating in a
Multi County Study by the Board of State and Community
Sharon Petrosino Corrections (BSCC) and the Public Policy Institute of
Public Defender California (PPIC). The goals of this study are: a) compile
recidivism statistics for the full realignment population and
Sandra Hutchens
range of recidivism measures; b) analyze relative
Sheriff
effectiveness of different services, programming,
sanctioning and other recidivism-reduction strategies; and
Todd Elgin
c) assist counties with improvements in data collection and
Chief of Police
the use of data for continuous self-evaluation.
Mike Ryan
Department of Social
Services Goal: Implementation of a system that provides public safety and
utilizes best practices in reducing recidivism.
Andrew Munoz
Department of Objective: Expand the Day Reporting Center to include offenders
under general probation supervision to benefit from this
Employment
evidence-based intervention.
Mary Hale
Progress: On May 12, 2015, the Board of Supervisors approved the
Department of Mental
annual renewal of the current DRC contract with BI Inc.
Health and Alcohol and
The contract was amended to include provision of re-entry
Substance Abuse
services to the general supervision offender population.
Programs
The average daily population at the DRC increased from
44 in May 2015 to 72 in June 2016. Between July 30,
Byron Fairchild
2012 and December 31, 2015, the DRC processed a total
Office of Education
of 1,473 referred offenders, of which 1,099 entered the
program. The following attachment is a status report
Meghan Medlin
through December 31, 2015: An updated report will be
Community-based
completed for the period through December 2016.
organization
Ronnetta Johnson
Victims’ interests
__________________
The CCP meets monthly
171
Goal: Implementation of a system that effectively utilizes alternatives to pre-trial and
post-conviction where appropriate.
Objective: Establish a pre-trial program that utilizes evidence-based practices.
Measure: Obtain grant.
Progress: In 2015, the Judicial Council awarded a grant to Orange County to establish a
pre-trial pilot program. A multi-agency team, led by the OC Superior Court,
Includes OC Probation, HCA, OCSD, District Attorney, and Public Defender's
office. Implementation is scheduled for 2016.
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
Goal: Creation of a centrally located Reentry Facility in Orange County to manage our
additional responsibilities under Realignment.
Objective: Establish a Reentry Facility in Orange County.
Measure: Obtain grant.
Progress: The County of Orange, as part of the County’s 2017 Strategic Priority, will create
and open a centrally located Reentry Facility in Orange County. Plans for the
new facility, which would be the first of its kind in Orange County, are underway
and is currently being developed by the CCP Workgroup.
Goal: Implementation of a system that effectively utilizes alternatives to pre-trial and
post-conviction where appropriate.
Objective: Successfully implement a pre-trial pilot program that utilizes evidence-based
practices.
Measure: Obtain grant and collect recidivism data.
Progress: In 2015, the Judicial Council of California awarded a grant to Orange County
(OC) to establish a pre-trial pilot program. The multi-agency team, led by the OC
Superior Court, includes OC Probation, OCSD, OCDA, and Public Defenders
Office. Implementation will begin in 2016. The goal of a pre-trial program is to
identify, through a validated risk assessment, defendants who would be likely to
stay out of trouble and appear in court for arraignment on their criminal charges.
172
FY 2015-16 and 2016-17 Budget Allocations
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
173
H e
L
a
H
o c
lt h
e a
a l
C
lt h
L
a
a
r
C
U
e
n d is tr
w E n f o
P r o b a
A g e n
a r e A g
S h
ib u t e d A llo c a t io n
P u b lic D e f e n d e r
D is t r ic t A t t o r n e y
r c e m e n t E n t it ie s
t io n D e p a r t m e n t
c y P o s t - C u s t o d y
e n c y I n - C u s to d y
e r if f D e p a r t m e n t
F Y 2 0 1 6 - 1 7 - $ 7 7 , 2 0
$ 3 8 8 , 0 6 9
$ 3 8 9 , 4 3 7
$ 5 1 2 , 9 3 7
$ 1 , 1 3 9 , 4 3 7
$ 7 4 2 , 7 2 2
$ 6 7 8 , 8 7 4
$ 6 , 6 8 4
$ 6 , 1 0 9
$ 9 , 2
$ 8 , 8
3 , 3 5 9
$ 1 3 , 4
$ 1
$ 1 5
, 4 9 6
, 8 6 4
4 5 , 3 5
6 8 , 6 8
F Y 2 0
5 7 , 7
7 , 0 8
, 6 1 4
0
1
1 5 - 1
6 2
2 , 6
, 0 9
6 -
06
$
1
8 8 , 2 1 3 , 4 3 7
$
$4 41 2, ,9 55 45 7, ,2 18 86 4
$2,700
Orange County Human Relations Council
$2,700
FY 2016-17 - $2,700 FY 2015-16 - $2,700
CM Tipton $5,750
$5,750
$27,665
BI Inc*
$27,665
$34,395
Redwood Toxicology Laboratory
$34,395
$53,509
Satellite Tracking of People
$53,509
$552,836
GEO Corrections Holdings
$552,836
$69,055
Adult Non-Medical Detoxification Services
$59,351
Outpatient & Residential Services** $4,062,277
$1,928,254
$550,000
Sober Living Providers
$314,138
$20,440
Short Term Housing/Shelter Beds
$12,656
$417,948
Full Service Partnership
$371,289
FY 2016-17 - $5,793,875 FY 2015-16 - $3,359,843
* Breath Alcohol testing Instruments and Supplies; ** for AB109
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. 1) OC Probation's research team is conducting an evaluation of the DRC. They are in the
process of identifying a suitable comparison group, using propensity matching. The research will be
concluded in December 2016, with a report being released in 2017. 2) A multi-agency effort to
develop a Program Efficacy Study is underway.
Does the county consider evaluation results when funding programs and/or services?
Yes. 1) The County identifies programs that have been proven effective in reducing recidivism. OC
Probation is currently evaluating Thinking for a Change (T4C) participants. 2) Current Request for
Proposals require data collection of outcome measures.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
81% or higher
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Health Care Agency Referrals and Admissions to Behavioral Health Service (BHS) Treatment
(November 2011 – September 2016)
Referred to BHS Treatment Total Admitted to BHS Treatment Total
Outpatient SUD Tx 2,994 Outpatient SUD Tx 2,220 74%
Residential SUD Tx 2,501 2,132
Residential SUD Tx 85%
Outpatient Mental Health Tx 536 Outpatient Mental Health Tx 324 60%
Sober Living 574 Sober Living 526 92%
Social Model Detox 583 * Social Model Detox 472 81%
Medical Detox 75 * Medical Detox 43 57%
Full Service Partnership (FSP) 64 * Full Service Partnership (FSP) 48 75%
Shelter 60 * Shelter 43 72%
Methadone Detox 59 * Methadone Detox 51 86%
Methadone Maintenance 56 * Methadone Maintenance 34 61%
Clients seen by Psychiatrist 399 * Clients seen by Psychiatrist 327 82%
Grant Total 7,901 Grand Total 6,220 79%
*Estimated, not tracked from the beginning.
174
What challenges does your county face in meeting these programming and service needs?
In 2015, there were two Orange County Grand Jury Reports on AB109 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 with virtually no wait time. However,
one large residential AB109 service provider in Orange County, CHCADA/Unidos, closed down in
May 2016. Overall, the number of available AB109 beds dropped 36% from around 108 beds in FY
2015-16 to around 69 beds in FY 2016-17. Currently, the average wait time for an AB109 residential
treatment beds is around two weeks. A new solicitation is under consideration to increase the
availability of AB109 residential treatment beds. An additional challenge is availability of sober living
beds. AB109 offenders are utilizing sober living once they complete residential treatment.
Additionally, since there is a wait to enter residential treatment, offenders have the option to go in
sober living while waiting for residential treatment bed. However, the availability of AB109 sober
living beds sometimes exceeds the demand.
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 OC Probation's Realignment funding and supervision strategies led the
Department to identify resources and opportunities that were previously unavailable. In the past,
PCS and MS populations were supervised in separate divisions. To increase the overall efficiency
and consistency among the PCS and MS populations, they were combined into one Division -
AB109 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 in 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) received the 2016 national Association of Counties (NACo) Award
for demonstrating outstanding innovation in a government program. HCA partnered with the Orange
County Probation Department in response to the passing of the Public Safety Realignment Act
(AB109) to provide new services by removing treatment barriers and promoting access to care for
people upon their release. HCA staff was placed at Probation sites throughout the county to
address the need for more mental health and substance abuse services for the AB109 population.
Treatment Outcomes
At intake, AB109 offenders had lower motivation than clients receiving SUD treatment nationwide,
and motivation scores were slightly higher than or comparable to the average Orange County SUD
client. After receiving treatment, AB109 offenders showed comparable motivation to other clients in
the county, and higher motivation than SUD clients nationwide. At discharge, AB109 offenders also
reported higher levels of peer support within their program and social support outside of treatment,
which is comparable to Orange County and national norms for those indicators.
AB109 offenders participated in SUD treatment showed large reduction in all criminal justice
indicators, as well as reductions in number of visits to the ER for mental health issues and serious
family conflict. There were also improvements in employment and abstinence from alcohol and drug
use, as well as an increase in the use of recovery networks. Roughly one-third of AB109 offenders
participated in SUD treatment that were initially homeless gained housing (independent or
dependent) by discharge.
175
AB109 offenders participated in HCA mental health treatment spent fewer days in psychiatric
hospitals, and were less likely to be incarcerated or homeless at discharge. There were also
improvements in employment and school enrollment.
AB109 offenders’ scores of self-harm were low, and scores decreased over the course of treatment.
The most common harmful behaviors were drug or alcohol abuse, and /or engaging in an abusive
relationship. Psychiatric symptomatology was low throughout treatment. While there an initial
increase in psychiatric symptoms after entering treatment, over time, AB109 offenders showed
reductions in the severity of their psychiatric symptoms.
Surveys and tools used during the evaluation are:
MacArthur Community Violence Instrument – Examines instances of harm to others and
victimization.
Modified Self-Harm Inventory – A modified version of the original 22-item self-help inventory,
helps to examine how frequently clients participate in self-harm behaviors.
Modified Colorado Symptom Inventory – Examines psychiatric symptomatology.
California Outcome Measure System (CalOMS) – Collect client demographic information, along
with outcome data (e.g. substance use frequency, criminal involvement, hospitalizations,
homelessness, employment and education, family and social functioning, etc.).
HCA Caminar database.
Client Evaluation of Self at Intake & Discharge (CESI & CEST) – Administered in substance us
treatment, these tools assess clients’ motivation for treatment, engagement in treatment,
counseling rapport, and peer and social support.
176
Community Corrections Placer County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Marshall Hopper FY 2015-16
Chief Probation Officer
Goal: Reduce Caseloads to recommended ratio of 50:1.
Jake Chatters Objective: 100% of in-county offenders will have a completed
Presiding judge or CAIS Assessment.
designee
Increased contacts for high/moderate risk offenders;
fewer for low risk offenders.
Jack Duran
100% of in-county offenders will have a working Case
County supervisor or
Plan.
chief administrative
officer or designee Measure: % of in-county offenders with a completed CAIS
Risk/Needs Assessment.
Scott Owens
Total number of contacts for high/moderate risk
District Attorney
offenders.
% of in-county offenders with a Case Plan
Dan Koukol
Public Defender Progress: Currently, 100% of high and moderate risk offenders have
a Case Plan.
Edward Bonner
Sheriff
Goal: Hire and train staff to maintain the jail population.
Ron Lawrence
Chief of Police
Objective: 100% of funded and unfunded positions will be filled.
7 Admin Legal Clerk positions funded.
Jeff Brown
Department of Social Open more of the South Placer Correctional Facility.
Services, Department of
Measure: Number of Correctional Officer positions filled.
Employment , Alcohol
Number of Admin Legal Clerk positions filled.
and Substance Abuse
Programs and Net jail beds gained through South Placer Correctional
Department of Mental Facility opening (88 beds).
Health
Progress: Increase in in-custody programming, facilitated by a
Correctional Officer assigned specifically to a program
Phillip Williams
position.
Office of Education
Walt Stockman
Community-based
organization
Jenny Davidson
Victims’ interests
__________________
The CCP meets quarterly
177
Goal: Meet offender needs through evidence-based practices.
Objective: Obtain offender referrals from Probation.
Conduct risk/needs assessments prior to treatment.
Provide appropriate treatment to offenders.
Measure: Number of referrals from probation.
Number of assessments conducted.
Number of offenders in treatment.
Progress: Number of Referrals from Probation: 232; number of assessments completed: 219;
Number of offenders in treatment: 144.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
FY 2015-16 and 2016-17 Budget Allocations
$113,570
CEO Criminal Justice*
$400,000
PLEA Collaborative**
$400,000
$310,474
District Attorney
$298,512
$1,273,000
Health & Human Services
$1,269,916
$3,954,005
Sheriff
$3,705,519
$2,075,822
Probation
$1,707,403
FY 2016-17 - $8,126,871 FY 2015-16 - $7,381,350
* Public Defender and Growth; ** Special Investigations Unit
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
$71,459
Outclient mental health
$77,500
$325,000
Practitioners
$340,910
$185,677
In-custody Mandatory programs
$25,000
$162,864
Drug Court
$74,000
FY 2016-17 - $745,000 FY 2015-16 - $517,410
178
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
$13,000
Sierra Native Alliance~
$10,000
$50,000
Turning Point£
$72,000
Roseville Home Start§
$4,600
$30,000
Recovery Now§
$9,500
Sierra Mental Wellness Group^
$25,000
$15,000
Pacific Education Services**
$25,000
$200,000
Progress House*
$213,000
$220,000
Community Recovery Resources
$217,000
FY 2016-17 - $528,000 FY 2015-16 - $576.100
* Residential, transitional, out-client; ** Out-client and in-custody; ^ Out-client; § Transitional housing;
£ Intensive out client mental health; ~ Out client
179
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. Placer County has taken steps to collaborate between departments to ensure data is collected
accurately and efficiently. Additionally, Probation has worked with many Community Treatment
Providers to develop a reporting system in order to increase communication between Probation,
Provider, and offenders in treatment for efficiency in decision-making and offender support.
Does the county consider evaluation results when funding programs and/or services?
No. 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?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
Less than 20%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Community-Based Organizations: Detox, Residential Treatment, Outpatient (in and out of custody),
Educational Programming, Transitional Housing combined with Outpatient, Outpatient Mental
Health, Intensive Mental Health Care.
County Staff: Screening; assessments; linkages to SUS, MH, and 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 our 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 the
needs of co-occurring and high utilizing clients. Co-located HHS and Probation staff and co-located
HHS and Court staff all help bridge county systems. Good utilization of multiple levels of care for
clients including education (through the Placer Re-Entry Program), treatment, and intensive case
management to increase engagement in treatment.
180
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 contact with
officers. Smaller and specialized caseloads has provided officers the opportunity to set goals with
offenders and support these goals while keeping the community safe.
181
This page intentionally left blank
182
Community Corrections Plumas County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Erin Metcalf FY 2015-16
Chief Probation Officer
Goal: Enhance Alternative Sentencing Option.
Deborah Norrie
Presiding judge or Objective: Increase participants at the Day Reporting Center.
designee
Measure: Calculate total participants served in FY 2015-2016.
Sherrie Thrall Progress: The ASP/ DRC had a high level of success with
County supervisor or participants served in 2015-2016. In the 1st Qtr. 136 clients
chief administrative
were served with 15 successfully completing the program.
officer or designee The 2nd Qtr. 161 clients were served including 28 new
referrals, 21 completed programs and 10 graduates.
David Hollister
During the 3rd Qtr. 157 participants, 31 new referrals,
District Attorney
20 successful completions and 11 graduates with ASP
Douglas Prouty having 96 active participants. Last quarter 158
Public Defender participants, 27 new referrals, 37 successfully completing
programs, 13 graduates and 123 ASP active participants
Greg Hagwood served. Therefore, data shows goals had been executed
Sheriff
with fidelity.
Vacant
Chief of Police Goal: Enhance Intensive Community Supervision.
Elliot Smart Objective: Increase staffing to provide this service.
Department of Social
Measure: Calculate total of probationer field contacts in FY 2015-
Services
Vacant
Progress: In 2015-2016 the Probation Department hired new staff
Department of
dedicated to eligible AB109 client cases. Improvements
Employment
were made in communications and real time information
exchanges with law enforcement partners essential to the
Bob Brunson
success of public safety. The field presence has improved
Department of Mental
Health with staffing level increases and proper training is ongoing.
Louise Steenkamp
Goals, Objectives, Outcome Measures and Progress
Alcohol and Substance
Abuse Programs FY 2016-17
Terry Oestreich
Goal: Establish Pre-Trial Services Program.
Office of Education
Objective: Release low-level offenders pending court.
Stephanie Tanaka
Measure: The activity can be tracked in the case management
Community-based
organization system for the percentage of offenders released during
the fiscal year.
Kori Langrehr
Victims’ interests Progress: Recently began to implement the program.
__________________
The CCP meets monthly
183
Goal: Develop Therapeutic Support for Clients Focusing on Health, Housing,
Education and Sustaining Employment.
Objective: Connect clients with housing, employment, and health services.
Measure: Time studies and expenditure reports that track programs and services
rendered to the clients.
Progress: Increased funding for services to assist housing needs. MAA claiming for
medical needs and services through Alliance for Workforce Development for
continued job assistance are currently in progress.
FY 2015-16 and 2016-17 Budget Allocations
184
S e
Dn
t
ise tn r ic t
c in
P
Ag
A
lu
t
/ D
P
F
ll ia n c
m a s
t o r n e
a y R
r o b a
C
Y 2 0
P a t h w a y s *
O h a n a H o u s e *
2 4 / 7 D a d 's *
e f o r W o r k f o r c e
C o u n t y L it e r a c y
y / A l t e r n a t i v e
e p o r t i n g C e n t e r
S h e r if f 's O f f i c e
t i o n D e p a r t m e n t
a r r y O v e r F u n d s
R e s e r v e F u n d s
1 6 - 1 7 - $ 1 , 3 0 9 , 0 1 3
$ 4 0 , 0 0 0
$ 2 8 , 0 6 4
$ 2 2 , 5 0 9
$ 3 6 , 8 2 1
$ 2 5 , 0 0 0
$ 2 5 , 0 0 0
$ 1 6 , 3 6 2
$ 3 3 , 6 2 0
$
$ 1 8 , 2 1 1
F Y 2 0 1
1
5
$ 1 8 5 , 8 3
$ 1 6 9 , 5 0 0
$ 1 7 7 , 0 6 9
$ 2 0 1 , 8
2 9 , 8 3 6
- 1 6 - $ 1 , 3 2
9
4
7
5
, 1
$
0
3
0
2
$$
2
33
,
66
7
11
4
,,
0
55 99 44
$ 4 8 0 , 5 0 9
*Plumas Crisis Intervention
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
Plumas County Literacy (Second Chance $16,362
Program) $33,620
District Attorney/ Alternative Sentencing/Day $185,839
Reporting Center $169,500
Probation Department (positions, $177,069
supervision, programs) $201,845
Sheriff's Office ( positions, inmate food, $361,594
clothing, health, EM) $361,594
FY 2016-17 - $740,864 FY 2015-16 - $766,559
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
185
P
A
lu
ll
m
ia n
P
a
P
c
lu
s
lu
e
m
C
m
F
a
r
a
o
s
is
s
r
C
i s
C
W
r is i s I n t e r v e
H o u s i n g / R
I n t e r v e n t io n
H o u s i n g
r is i s I n t e r v e
P r o je c
o r k f o r c e D e
r e s u m e a s s
F Y 2
n t io n ( P a t
e n t a l s
( O h a n a H
n t io n ( 2 4
t )
v e lo p m e n
is t )
0 1 6 - 1 7 - $
h
/
t
1
w
o u
7
( j
1
a
s
D
o
5
y
e
a
b
, 5
s )
)
d
s ,
7 3 F Y 2 0 1 5 - 1 6 - $ 6 1 , 8
$
2
2
1
2
$$
,
22
5
55
$
0
,,
2
9
00
8
00
,
00
0 6 4
$ 3
$
6
4
, 8
0
2
, 0
1
0 0
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 2015-2016 a quarterly expenditure report form was implemented and is submitted for evaluation
to the CCP Executive Committee quarterly to ensure and justify services and funds are being used
properly.
Does the county consider evaluation results when funding programs and/or services?
Yes. Based on quarterly reports and proof of clients served the goals, services and
accomplishments are evaluated by the CCP Executive Committee members.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
81% or higher
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Behavioral Health – intensive outpatient services, Substance Abuse Treatment – intensive
outpatient services, Domestic Violence/Batterer’s Programming - intensive outpatient services, Moral
Recognition 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 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.
The county declined to respond to this question.
186
Community Corrections Riverside County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Mark A. Hake FY 2015-16
Chief Probation Officer
Goal: Open two additional Day Reporting Centers (DRC) to
Harold W. Hopp serve the desert and Hemet Valley regions of the county.
Presiding judge or
designee Objective: Partner with RUHS-BH, RCOE, WFD, RUHS-PH,
Veteran’s Services, and DPSS.
John Benoit
Provide services and programs including: Substance
County supervisor or
Abuse Education, Criminal and Addictive Thinking,
chief administrative
Anger Management, Positive Parenting, Nurturing,
officer or designee
Parenting, Courage to Change, physical and mental
Michael Hestrin health, General Relief, Medi-Cal outreach and
District Attorney and assistance, General Education, High School Diploma,
Victims’ interests job readiness, peer support and cognitive behavior
counseling.
Steven L. Harmon
Public Defender Measure: Open one additional DRC during FY 15/16 in Indio.
Stan L. Sniff Progress: In April 2016, the Probation Department met the goal of
Sheriff opening the Indio DRC. The Hemet Valley region DRC
remains in the planning stages for FY 16/17.
David M. Brown
Chief of Police
Goal: Expand the TRU program to all jails (except Blythe) within
Susna Von Zabern Riverside County.
Department of Social
Objective: Reduce technical violations for offenders failing to
Services
report to the Probation Department upon release by
25% for the Mandatory Supervision population.
Robert Field
Department of
Measure: The number of technical violations incurred by TRU
Employment
participants for failing to report after release from
Steve Steinberg custody.
Department of Mental
Progress: The TRU program has a 95% initial reporting rate and 85%
Health and Alcohol and
of TRU participants go on to complete their first 90 days of
Substance Abuse
supervision without a revocation for failing to report to their
Programs
assigned probation officer.
Kenneth M. Young
Office of Education Goal: The Probation Department will continue to participate in
the RFQ process with RUHS-BH to increase emergency
Vonya Quarles and transitional housing options.
Community-based
organization Objective: To assist with transitional services which promote
__________________ self-sufficiency.
The CCP meets annually
Measure: Increase number of housing facilities and beds
available.
Progress: In FY 15/16, the Probation Department continued
coordinating with RUHS-BH to increase emergency and
transitional housing from five (5) houses with 79 beds to
eleven (11) houses with 119 beds.
187
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
Goal: The Probation Department plans to expand the TRU program to the Post-
Release Community Supervision population in all jails within Riverside County.
Objective: Reduce technical violations for offenders failing to report to the Probation
Department upon release from jail after serving a violation of Post-Release
Community Supervision.
Measure: To reduce the PRCS violation rate by 10% by the end of FY 16/17.
Progress: In Progress.
Goal: The Sheriff’s Department will enhance the in-custody vocational programs.
Objective: To reduce recidivism, increase program enrollment, and to help prepare the
participants for the workforce after incarceration.
Measure: Add certification programs in welding, painting and cabinetry.
Progress: In Progress.
Goal: Improve the health of AB109 inmates in county jail.
Objective: RUHS-BH will ensure medical compliance upon booking.
Measure: All offenders currently receiving psychotropic medication will be offered
mediation within 48 hours of booking.
Progress: In Progress.
188
FY 2015-16 and 2016-17 Budget Allocations
189
R e s e r v
H
e d
e a
F
F u n
P o
lth &
S
P r o b
Y 2 0
d s - C o n tin g e n c y
lic e D e p a r tm e n t s
H u m a n S e r v ic e s
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 r if f D e p a r t m e n t
a tio n D e p a r tm e n t
1 6 - 1 7 - $ 7 0 ,2 5 1 ,1 7 5
$ 4 ,2 8 1
$ 1 ,0 5 9 ,2 7 0
$ 1 ,6 9 5 ,7 0 0
$ 7 2 9 ,9 9 5
$ 8 1 8 ,2 6 2
$ 5 6 9 ,6 2 5
F Y 2 0 1 5 -
,9
1 6
9 5
- $ 7 0 ,5 2 3
$
$
,0
1
1
2
5
5
7
,4
,4
6
9
$
8
0
$
1 9 ,4
$
$
,5 6 8
,7 8 9
2
2
2
2
7
5
5
8
,4
,9
,5
,2
3
4
5
4
3
1
9
0
,4
,9
,7
0
3
1
8
5
5
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
The county reported no allocations to non-public agencies for programs and services.
FY 15-16 and 16-17 Allocations to Public Agencies for Programs &
Services
Reserved Funds - Contingency
$4,281,995
$1,059,270
Police Departments
$1,695,700
$27,433,408
Health & Human Services
$19,425,941
$729,995
Public Defender
$818,262
District Attorney
$569,625
$25,559,935
Sheriff Department
$28,240,715
$15,468,568
Probation Department
$15,490,789
FY 2016-17 - $70,251,175 FY 2015-16 - $70,523,027
FY 2015-16: Probation (Supervision Services $12,878,647, Day Reporting Services
$1,723,121, Special Program Services (bus passes, tattoo removal) $889,021;
Sheriff Department (In-Service Custody $15,450,847, Mental Health HU OT Cost $772,542,
Facility Operational Costs $5,836,987, Transportation Costs $515,028, Programs & Jail
Alternative Programs $1,115,895, Contract Beds $3,862,712, One Time Projects $686,704;
Health and Human Services (Intensive Treatment $1,136,443, Detention Services
$3,716,903, Contracted Placement Services $1,581,308, Expanded Clinic Services $5,282,632,
Riverside University Health Systems (RUHS) $5,580,188, Detention Health $2,128,466;
District Attorney (Violations of PRCS and Parole $355,042, Other Realignment Prosecu-
tion Activities $214,583; Public Defender (Deputy Public Defender AB 109 Services $818,262;
Police Departments (City of Beaumont $159,781, Cathedral City $198,723, City of Coachel-
la, $159,781, City of Corona $159,781, City of Desert Hot Springs $159,781, City of Hemet
$192,723, City of Palm Springs $159,781, City of Riverside $192,723, San Jacinto $159,781,
Contingency $158,844; Reserve Funds Contingency $4,281,995.
FY 2016-17: Probation (Supervision Services $12,689,233, Day Reporting Services
$2,014,530, Special Program Services (bus passes, tattoo removal) $764,805;
Sheriff Department (In-Service Custody $15,888,608, Facility Operational Costs $4,989,176,
Transportation Costs $307,026, Programs & Jail Alternative Programs $921,079, Contract
Beds $1,790,318; Health and Human Services (Intensive Treatment $1,286,653, Detention
Services $6,181,715, Contracted Placement Services $1,790,318, Expanded Clinic Services
$5,948,597, RCRMC $8,191,473, Detention Health $4,034,652; Public Defender (Deputy Public
Defender AB 109 Services $729,995; Police Departments (City of Beaumont $110,128,
Cathedral City $132,833, City of Corona $110,128, City of Desert Hot Springs $110,128, City of
Hemet $132,833, City of Palm Springs $110,128, City of Riverside $132,833, San Jacinto
$110,128, City of Coachella $110,128.
190
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 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 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 include an assessment of program efficiency and effectiveness. The Community
Corrections Partnership Executive Committee (CCPEC) annually reviews each agency’s budget
request and approves such request based on availability of funding. During the annual budget
presentations 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. The CCPEC requires
each agency to provide a quarterly financial report that includes a budget update and a summary of
activities performed during the reporting period.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
61%-80%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, 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.
Day Reporting Centers (DRC): During FY 15/16, the Probation Department met the goal of
opening the Indio DRC in collaboration with Riverside University Health System-Behavioral Health
(RUHS-BH), RCOE, Workforce Development, DPSS, RUHS-PH, and Veterans’ Services to support
the realignment population in the desert region. Services and programs provided include: substance
use education, Criminal and Addictive Thinking, anger management, Positive Parenting, Nurturing
Parenting, Courage to Change, life coaching, General Relief, Medi-Cal outreach and assistance,
general education, high school diploma, job readiness, peer support, and cognitive behavior
counseling. In addition, RUHS-BH provides mental health screenings, assessments, and treatment
on site, which can result in a referral to a psychiatrist for a medication evaluation at a RUHS-BH
191
clinic, if needed. In April 2016, the Riverside and Temecula DRCs added outpatient drug treatment
to services that are provided. In November 2016, the Indio DRC was Medi-Cal certified to begin
outpatient treatment. Lastly, a Community Service Assistant (CSA) was provided by RUHS-BH to
work at the Temecula DRC. Of note, the Hemet Valley region DRC remains in the planning stages
for FY 16/17.
Increase Behavioral Health Services: During FY 15/16, RUHS-BH met the goal of expanding
services to offenders at probation field offices. RUHS-BH has Behavioral Health Specialist IIIs (BHS
III) assigned to the Banning, Hemet, Perris, and Indio Probation offices. The RUHS-BH staff are
physically on-site at the offices two or three days a week, as the current volume does not demand a
full time staff. When not at the probation offices, BHS IIIs provide services at other RUHS-BH clinics.
Enhanced Re-entry Planning: For MS offenders serving the final months of their sentences,
the Probation Department offers the Transitional and Re-entry Unit (TRU) program. The TRU
program engages offenders while in custody to enhance success upon release. Probation officers
conduct assessments on offenders and develop case plans that target risk factors, such as housing
and substance use treatment prior to release from jail.
Behavioral Health Core Teams: The Sheriff’s Department has continued its partnership with
RUHS-BH to address the risks and needs of the increasing mental health population within the
county jails. This cooperative effort has allowed staff to identify, centralize, and provide focused
mental health care for this portion of the inmate population. Additionally, suicide deterrent fencing,
and cameras were installed which provides for the safety of inmates with a serious mental illness.
The Sheriff’s Department increased staffing assignments in these dayrooms to form a working
relationship with RUHS-BH for the benefit of the inmate. RUHS-BH and the Sheriff’s Department
staff meet regularly to discuss the inmates’ progress. The objective is to evaluate the progress of
each individual inmate in the security-enhanced housing units and determine if the inmate is able to
transition to a more traditional jail housing unit. During this “step-down” process, evidence-based
programs are introduced to the inmates, along with continuing their mental health case plans. Prior
to release, the Sheriff’s Department works with RUHS-BH to transition these inmates from the
county jails back to society, where they continue to receive mental health care.
Evidence-Based Programming: The Sheriff’s Department opened a Guidance and
Opportunities to Achieve Lifelong Success (GOALS) program dayroom at the Southwest Detention
Center in November 2014, and at the Robert Presley Detention Center on June 1, 2015. The
Sheriff’s Department plans to include a GOALS dayroom at the new East County Detention Center
in 2018. During FY 16/17, the GOALS program will be restructured to include the Residential
Substance Abuse Treatment (RSAT) program and to fully incorporate the concepts of intensive
evidence-based programming based on the principles of Risk/Needs Responsivity. Its aim is to
reduce the risk to recidivate by addressing the dynamic and criminogenic factors through a highly
structured program that incorporates cognitive and social learning theories. These efforts will include
increasing program participation of convicted felons sentenced under PC 1170(h). Program eligibility
will require a general recidivism score of moderate to high risk on the COMPAS assessment tool;
high-risk inmates will be given priority entry. To facilitate a greater likelihood for long-term success,
counselors will work hand-in-hand with the offender and community partners to develop a detailed
transition plan and facilitate a more seamless re-entry. In FY 14/15, the Moral Reconation Therapy
(MRT) program was added to the GOALS and RSAT programs. MRT is an evidence-based practice
that provides cognitive-behavioral treatment programs designed specifically for inmates in the
criminal justice system. In FY 15/16, Thinking for a Change (T4C) was added to the GOALS and
RSAT programs. T4C combines cognitive restructuring theory and cognitive skills theory to help
inmates take control of their lives by taking control of their thinking. Also, in FY 15/16, an alcohol
dependency module was added to the new GOALS programing. In FY 15/16, the GOALS program
was restructured to bring it more in line with evidence-based practices, including establishing an
192
individualized program delivered through a module system. Curriculum targeting static factors were
combined into a single module. Case plans were created to include the modules needed based
upon the compilation of an individual’s assessment scores. One of these modules included
substance abuse and alcohol dependency. T4C was also implemented; however, it was phased out
by fiscal year-end due to its incompatibility with a rotating population; challenges of incorporating its
multi-media requirements; and the need for multiple facilitators.
Veterans’ Program: Evidence-based concepts have been expanded by the Sheriff’s Department to
address the ever increasing inmate military veteran population. In partnership with the Veterans’
Administration, Riverside County Veterans’ Court, Riverside County Department of Veterans’
Services, Forensic Behavioral Health, Law Office of the Public Defender, the Probation Department,
DPSS, US Vets, Housing Authority, and other community-based organizations, the VET program
was adopted in May 2016 as a permanent evidence-based program. The program expanded the
services offered through identified individual risks and needs assessments, to include substance
abuse and trauma treatment.
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 evidenced-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 are critical to program fidelity. To that end, a Data Sharing Committee was formed,
comprised of Probation, the Superior Court, District Attorney's Office, Sheriff's Department, and the
Riverside County Information Technology Department. Interdepartmental information systems, such
as the Department of Justice’s statewide Smart Justice system, are a priority for this workgroup.
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 five 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 county’s third Day Reporting Center program in Indio, which opened in
April 2016; Probation's acquisition of Pre-trial operations from the Superior Court in 2012; the
development of Alternatives to Custody program by the Sheriff; the implementation and expansion of
193
Probation's Transition and Reentry Unit; 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.
Additionally, during FY 16/17, the Probation Department will release a Request for Information to
identify established providers with experience operating a treatment and/or transitional planning
facility involving adult offenders in a residential setting. The contractor will provide offenders with
intervention services and self-improvement opportunities, to include substance use treatment,
mental health services, education, vocational education, and employment development. These
treatment and re-entry services will be provided in a community-based residential facility, which will
assist offenders during their transition back into the community.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
CA Forward Initiative: The Probation Department is working with the non-profit organization,
CA Forward, which continued to provide assistance to the Probation Department throughout FY
15/16. The workgroups identified last year: the Offender Engagement Workgroup, the Violations
Workgroup, and the Substance User Strategies Workgroup, made progress in several areas.
The Offender Engagement Workgroup focused on working with probation officers to actively engage
with offenders and utilize case plan goals. From FY 14/15 to FY 15/16, data obtained showed a 40%
decrease in technical petitions for all supervised populations. Additionally, active involvement of the
officers in the TRU program, DRCs and specialized caseloads (e.g. the homeless caseloads, Bridge
program, and a piloted “electronic” reporting caseload), showed an increased response in offender
compliance.
The Violations Workgroup restructured the violation of Post-Release Community Supervision and
Mandatory Supervision templates to identify intermediate sanctions and efforts at rehabilitation, thus
ensuring efforts were exhausted prior to the filing of revocations. Implementation of the new
templates will begin in FY 16/17. Also, The first phase of the incentives matrix was developed. In the
second phase, the matrix will be refined using offender feedback to improve its usefulness as a tool
to reward offenders for pro-social behavior. The goal is to incorporate this matrix within the petition
for revocation to show efforts made by officers in their attempts to work with offenders to gain
compliance.
Lastly, the Substance Abuse Strategies Workgroup collected data in response to Proposition 47 and
how it affected programs such as Drug Court and mandatory substance use treatment under Penal
Code Section 1210.1. The Courts have modified their eligibility criteria in order to keep these
programs accessible to clients who could benefit from these services. The workgroup has an
on-going goal to evaluate treatment providers in order to assess which treatment methods are
currently in use, and which providers are producing better outcomes. This will hopefully produce a
more consistent and targeted response for the substance use population.
During FY 16/17 an agreement with CA Forward to continue with the Justice System Change
Initiative (J-SCI) assistance to Riverside County for the third consecutive year was approved by the
Board of Supervisors. CA Forward’s multidisciplinary team will provide guidance for implementation
of the eight J-SCI recommendations, which are designed to mature the organizational structure,
analytic capacity, management protocols and continuous improvement culture within the county.
194
Community Corrections Sacramento County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Lee Seale FY 2015-16
Chief Probation Officer
Goal: Rigorous comparative and outcome measures will be
Hon. Kevin R. Culhane identified through participation in the BSCC-PPIC.
Presiding judge or
designee
Goals, Objectives, Outcome Measures and Progress
Britt Ferguson
County supervisor or
FY 2016-17
chief administrative
officer or designee
Goal: Maintain Community Safety by incorporating reentry
Anne Marie Schubert principles into the jail custody environment,
District Attorney evidence-based practices into supervision and case
management, and offender accountability with graduated
Paulino Duran
sanctions.
Public Defender
Objective: Develop and improve offender life skills necessary for
Scott Jones successful reintegration into the community through
Sheriff in-custody programs and practices that are evidence-
based.
Brian Louie
Focus resources on programs that are proven to
Chief of Police
reduce recidivism, develop alternatives to criminal
Paul Lake behavior, and effective intervention services and
Department of Social supervision practices that incorporate offender
Services accountability through use of graduated sanctions.
William Walker
Department of FY 2015-16 and 2016-17 Budget Allocations
Employment
Dr. Sherri Heller
County Executive's
Department of Mental
Health and Alcohol and Office $250,000
Substance Abuse
Programs
District Attorney CCP $616,922
Dave Gordon Program
$567,896
Office of Education
$16,974,632
Vacant Probation CCP
Community-based Program $15,345,206
organization
$4,830,365
Correctional Health
Kerri Martin
Victims’ interests Services $4,446,501
__________________
$25,186,902
The CCP meets
Sheriff's CCP
bi-monthly
Program $23,185,327
FY 2016-17 - $47,608,821 FY 2015-16 - $43,794,930
195
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
196
A
A
d
d
C
u
u
o
lt D
lt D
r r e c
D A - A B 1 0 9 R e a lig n m e n t S e r v ic e s & L a b
S u p p lie s
a y R e p o r t in g C e n te r s ( N o r t h & C e n t r a l) * *
In t a k e U n it* *
In t e n s iv e F ie ld U n its , H ig h R is k , D r u g
O f fe n d e r s * *
C E O - A d u lt C o r r e c tio n a l S y s t e m R e v ie w
D A - A B 1 0 9 P r o s e c u t io n
D A - P R C S L a b T e s t in g
S e x O f fe n d e r U n it§
D o m e s tic V io le n c e U n it§
H ig h R is k D r u g O f fe n d e r s §
In t e n s iv e F ie ld U n its ( In c lu d in g K io s k ) * *
a y R e p o r t in g C e n te r I n t a k e & O p e r a tio n s
tio n a l H e a lth S e r v ic e s - J a il M e n ta l H e a lth
P r o g r a m
J a il R e le a s e / P r e tr ia l P r o g r a m *
In m a te H o u s in g a n d S e r v ic e s *
H o m e D e te n tio n /E le c t r o n ic M o n it o r in g *
F Y 2 0 1 6 - 1 7 - $ 4 7 ,6 0 8 ,8 2 1
$ 6 1 6 ,9 2 2
$ 6 ,1 6 9 ,2 8 8
$ 1 ,5 5 7 ,1 2 5
$ 6 ,7 4 4 ,3 7
$ 2 5 0 ,0 0 0
$ 5 0 7 ,8 9 6
$ 6 0 ,0 0 0
$ 1 ,2 6 4 ,4 2 5
$ 1 ,2 9 2 ,8 1 4
$ 1 ,2 3 9 ,4 2 4
$ 1 ,0 6 4 ,4 0 1
$ 1 ,3 7 2 ,6 1 5
$ 5 ,4 0 0 ,5 6 6
$ 6 ,2 1 4 ,8 1 0
$ 4 ,8 3 0 ,3 6 5
$ 4 ,4 4 6 ,5 0 1
$ 7 5 5 ,6 0 7
$ 6 2 3 ,8 3 3
$ 3 ,0 2 2 ,4 2 8
$ 2 ,6 4 9 ,0 4 8
F Y 2 0 1 5 - 1 6 - $ 4 3 ,7
0
9 4 ,9 3 0
$
$
2
1
1
9
,4
,9
0
1
8
2
,8
,4
6
4
7
6
* Sheriff; ** Probation; § Probation-Field Supervision
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
No direct allocations were made to non-public agencies
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 short and long-term strategies to meet
adult correctional needs. The study includes 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 at the time program and service
funding decisions are made.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
81% or higher
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Sacramento County provides a significant level of services to criminal justice involved individuals
both in-custody and in the community. Sacramento County’s Main Jail houses inmates with medical
issues, such as chronic illness, pregnancy, detoxification, and other medical needs. Nursing
coverage is provided 24 hours a day, 7 day a week. There are nurses for offender sick call who visit
the housing units to attend to offender’s medical needs in their living areas. Additional medical
service is provided by two full-time doctors, a nurse practitioner, and a full-service dialysis unit. The
Main Jail also has an acute mental health unit. Psychiatric and clinician staff assess and treat
inmates in the acute mental health unit and general population. Psychiatric services include: crisis
intervention, suicide prevention, medication evaluation and treatment, acute inpatient treatment,
discharge planning and brief supportive contacts. Additionally, there are inmate service programs at
the Main Jail that include AA/NA/Substance Abuse, Parenting, Man Alive, Woman Alive, Life Skills/
MAAP, Celebrate Recovery, and multiple religion/bible studies provided by chaplains and
volunteers.
In October 2015, the county also implemented a restoration of competency (ROC) program
designed to restore mentally ill offenders who have been found incompetent to stand trial. The
program receives funding from a State grant and the facility has 12 – 16 inmates per month receive
services. Since October 2015, 61 offenders have been restored to competency.
Sacramento County operates eight collaborative court programs that utilize multi-disciplinary teams
to provide valuable services and programming for offenders who can benefit from community-based
supervision and treatment in lieu of commitment to the County Jail.
197
Collaborative court programs include:
Mental Health Court jail diversion and treatment program court for offenders with significant
mental illness.
Co-Occurring Mental Health Court to serve moderate to high need felony offenders afflicted with
mental health and substance abuse disorders.
Drug Diversion for selected drug offenders who are typically nonviolent offenders being charged
with possession of drugs for the first time.
Proposition 36 Court allows qualifying offenders convicted of nonviolent drug possession
offenses to receive an alternative sentence to incarceration to include being placed on probation
and must complete a licensed and/or certified community drug treatment program as a condition
of probation.
Adult Drug Court diversion and treatment program for offenders who have committed nonviolent
drug possession crimes, which may be either felonies or misdemeanors, or have violated their
probation or have been involved in drug related crimes.
Reentry Court provides treatment options for offenders who have committed a new offense and/
or committed a violation of the probation conditions and are willing to participate in intensive
cognitive therapy as an alternative to jail.
Veterans Treatment Court is a court supervision and treatment program designed for veterans of
the US Armed Forces who have committed crimes. Entrance into the program is limited to
offenders that are eligible for veteran’s benefits and likely committed their crimes as a result of
trauma, posttraumatic stress, substance abuse and/or mental illness emanating from their time in
the service.
Reducing Recidivism of the Sexually Exploited and Trafficked (RRESET) Court is designed for
offenders involved in prostitution and/or the victims of sexual exploitation who agree to
participate in trauma-based therapy and counseling services and HIV testing.
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 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 Reentry Specialist who has been selected based on their training
and expertise in the various community programs available to the participants after release. Prior to
leaving the jail the Reentry Specialist talks to the participants about where their needed services are
being offered in the community, and assists with enrolling the offenders who want to continue
programs and services started in jail that are available for completion in the community. The
Reentry 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 (3) 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 ADRC programs
has specialized culturally sensitive services for transitional age 18-21 population targeted as part of
the local Reducing African American Child Deaths Initiative. All ADRC program include case
management, assessment and screening by eligibility specialists, nurses, and mental health
counselors for linkage to mental health, substance abuse and other services needed.
198
What challenges does your county face in meeting these programming and service needs?
Our county faces challenges related to resources and capacity needed to ensure people are
assessed and linked to services that effectively address issues related to mental health and
homelessness.
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.
The Sheriff’s Reentry Services Bureau manages a comprehensive array of reentry services and
programs for offenders at the Rio Cosumnes Correctional Center (RCCC). Admission into reentry
programming is based on an objective risk/needs assessment tool, the LS-CMI, ensuring that
program services are allocated for offenders most likely to benefit from participation. The Bureau
manages over 21 educational, vocational and treatment service programs that served over 2,000
offenders in 2015.
The County’s collaborative court programs provide valuable services for those offenders who require
treatment or specialized support. With specialized courts dedicated to veterans, mental health,
sexual exploitation, substance abuse, reentry, and offenders with co-occurring conditions, the courts
provide a comprehensive range of treatment services to over 600 offenders.
The program model developed by Probation for Realignment offenders in its Adult Day Reporting
Centers is state-of-the-art. The program uses an evidence-based, validated risk assessment and
case management tool (LS-CMI) to guide treatment planning and offender management. Program
activities emphasize cognitive behavioral therapy, vocational training, anger management, parenting
and substance abuse. Thirty percent of cases in program receive reduced probation terms and
recidivism results have been favorable.
199
This page intentionally left blank
200
Community Corrections San Benito County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
R. Ted Baraan FY 2015-16
Chief Probation Officer
Goal: Coordinate services to the reentry population.
Hon. Steven Sanders
Presiding judge or Objective: Provide staff for the CTC.
designee
Secure services for the CTC.
Margie Barrios
Measure: #1: Obtain through lease of purchase of a location to
County supervisor or
house the CTC.
chief administrative
officer or designee #2: Select and appoint staff for the CTC.
Candice Hooper #3: Secure contracts, MOUs, or other agreements to
District Attorney provide services through the CTC.
Progress: #1: In progress. Location secured. Build-out of site in
Greg LaForge
progress. #2: In Progress. Reentry Program Manager
Public Defender
classification developed, approved, selected, and
Darren Thompson appointed. Office Assistant position pending selection.
Sheriff #3 In Progress.
David Westrick
Chief of Police Goal: Enhance Supervision of highest risk reentry population.
James Rydingsword Objective: Provide staff to assist local law enforcement effort.
Department of Social
Services Measure: #1 Select and assign staff to partner with local law
enforcement.
Vacant
Department of
Progress: In progress.
Employment
Goal: Increase capacity to provide services to reentry population.
Alan Yamamoto
Department of Mental Objective: Provide enhanced educational and employment
Health
courses through local community college.
Steve Reid Support for substance abuse treatment.
Alcohol and Substance Provide direct aid to clients for emergency housing and
Abuse Programs
immediate concrete services.
Krystal Lomanto Measure: #1: MOU with community college to provide courses
Office of Education and a part-time academic counselor.
#2: MOU with Behavioral Health Care Services to
Diane Ortiz
contract with Residential Treatment Provider.
Community-based
organization #3: Finalize process for accessing and accounting for
direct aid.
Vacant
Progress: #1: In progress. #2: Completed. #3 Completed.
Victims’ interests
__________________
The CCP meets The CCP reports it will use the same goals, objectives and outcome
bi-monthly measures identified above in FY 2016-17.
201
FY 2015-16 and 2016-17 Budget Allocations
$50,000
Gavilan College - Academic Counselor
$20,000
Miscellaneous Direct Aid - Temporary housing
Reserve Funds
$17,563
$69,500
District Attorney
$69,500
Sheriff's Department - JMS/RMS
Software/Equipment $202,350
Youth Alliance - Parent Project/Family $50,000
Counseling Program $25,690
$250,000
Community Transition Center
$9,045
$220,000
Sheriff's Department - Correctional Officers
$190,994
$176,000
Hollister Police Department
$59,997
$100,000
Jail Expansion
$100,000
$136,000
Residential Treatment Programs
$136,000
$80,000
Behavioral Health
$80,000
$30,000
Electronic Monitoring Program
$30,000
$465,000
Probation Department
$262,069
FY 2015-16 - $1,670,846 FY 2015-16 - $1,183,208
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
$250,000
Community Transition Center
$9,045
$30,000
Electronic Monitoring Program
$30,000
FY 2016-17 - $280,000 FY 2015-16 - $39,045
202
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
Miscellaneous Direct Aid - Temporary $10,000
Housing
$50,000
Gavilan College Academic Counselor
Youth Alliance - Parent Project/Family $50,000
Counseling Program $25,690
$136,000
Residential Treatment Programs
$136,000
FY 2016-17 - $246,000 FY 2015-16 - $161,690
203
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?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
Less than 20%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Cognitive Behavior Therapy.
Parent Project/Family Counseling.
Substance Abuse Counseling.
Residential Drug Treatment.
What challenges does your county face in meeting these programming and service needs?
The county declined to respond to this question.
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.
204
Community Corrections San Bernardino County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Michelle Brown FY 2015-16
Chief Probation Officer
Goal: Decrease likelihood of recidivism through employment
Nancy Eberhardt
opportunities for offenders.
Presiding judge or
designee Objective: Increase accessibility to employment/vocational
programs for offenders reporting to one of three Day
Gary McBride
Reporting Centers (DRC’s) located throughout the
County supervisor or
county.
chief administrative
officer or designee Reduction in recidivism by this population.
Increased self esteem, confidence and productivity of
Michael Ramos
probationers.
District Attorney
Measure: Increase sustainable employment rate to 25%.
Phyllis Morris
Public Defender Progress: Probation has partnered with Workforce Development
(WFD) to develop a comprehensive Probation to Work
John McMahon
Program. Development partnering with the probation
Sheriff
officer has seen an increase in successful program
Karen Comstock completion and employment acquisition. Although the
Chief of Police population entering the program has remained fairly
consistent throughout the three regional areas with a
CaSonya Thomas
successful sustainable employment rate of 21% of the 721
Department of Social
offenders who attended the program for 2015/2016.
Services
Adding additional educational and vocational resources
along with a high attendance rate in this program for
Kelly Reenders
2016/2017 period will increase the success rate for adult
Department of
Employment offenders participating in readiness programs and gaining
steady and sustainable employment.
Veronica Kelly
Department of Mental
Goal: Decrease the potential for recidivism in the homeless
Health
offender population coming out of the jail facilities by linking
Trudy Raymundo them to housing opportunities prior to release from custody.
Alcohol and Substance
Abuse Programs Objective: Reduce homelessness with the use of Probation
Detention Liaison Officers (DLO) in the jails.
Theodore Alejandre Assist with transportation from jail facilities to the Day
Office of Education
Reporting Centers or housing upon release from
custody.
Vacant
Community-based Measure: Reduction in homelessness and recidivism among this
organization
population.
Increase transportation of homeless offenders through
Flerida Alarcon
immediate transportation from jail to DRC or housing.
Victims’ interests
__________________ Progress: DLO’s were assigned to three of four jail facilities along with
The CCP meets implementation of guidelines to coordinate effective re-entry
semi-annually placement of offenders by the end of the 2016/2017
reporting period.
205
Goal: Reduce Recidivism and Hospitalization of Mentally Ill Offenders on Probation.
Objective: Provide services, by specially trained probation officers, to clients with a serious
mental illness. These services are delivered with the Department of Behavioral
Health and community-based service treatment providers.
Provide clients with information on what is required by the courts, as well as
services to help them live independent and crime-free lives.
Measure: Reduction in recidivism, hospitalizations and homelessness.
Increased educational and employment engagement of probationers under mental
health supervision.
Progress: Implement guidelines to coordinate the care of Adult probation clients, with symptoms
of mental illness and/or substance use addictions. The purpose is to ensure the
continuum of care in all regions of the County of San Bernardino. Out of 146 mental
health clients on this probation program, only 22 are currently incarcerated. Zero (0)
are homeless and only 2 are currently hospitalized.
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
Goal: The safe transition of medically and mentally fragile clients from custody to the
community.
Objective: Establish the Custody to Community Partnership (CTC) with all county
stakeholders including; Probation, Sheriff, State Corrections, Behavioral Health,
County Hospital, District Attorney, Public Defender and Social Services.
Early identification of Medically Fragile Clients requiring a skilled nursing facility,
housing, medications, medical equipment, hospice, medical transport, etc. prior to
release from custody.
Early identification of Mentally Fragile Clients requiring housing, medication
behavioral health, substance abuse treatment etc. prior to release from custody.
Measure: Placement of Medically Fragile Clients in an appropriate facility directly from a jail
facility, prison or hospital.
Reduction of homeless medically fragile clients.
Progress: All ten (10) Medically Fragile Clients have been placed and treated immediately upon
release from custody under the supervision of a Senior Probation Officer.
206
FY 2015-16 and 2016-17 Budget Allocations
$155,164
Human Resources
$144,254
Workforce Development $232,746
Department $216,381
$5,430,730
Department of Behavioral Health
$5,048,881
$2,551,581
Public Defender
$2,372,173
$3,327,400
Disctrict Attorney
$3,093,442
$42,006,270
Sheriff
$39,052,700
$32,498,182
Probation
$30,213,150
FY 2016-17 - $86,202,073 FY 2015-16 - $80,140,981
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
Human Resources - Internal Staff $155,164
Management $144,254
Workforce Development - Direct Employment $232,746
Services $216,381
$2,551,581
Public Defender - Trial Related Services
$2,372,173
District Attorney - Victim and Trial Related $3,327,400
Services $3,093,442
Sheriff Jail Services and Related Treatment $42,006,270
Programming $39,052,700
Probation Field/Operations Services and $28,481,182
Related Treatment $25,099,015
Dept of Behavioral Health - Mental Health $3,993,564
Treatment $5,048,881
FY 2016-17 - $80,747,907 FY 2015-16 - $75,026,846
207
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
208
T r a
N
n
a t io
E x t
s it io
n
e
n
P
a
r n
a
V a
r o
l C
a l
l H
r io
C o
f e s
o u
G P
D a
o u
u s T r e a t m e n t
m p o n e n t s
s i o n a l T u t o r s
n c i l o n C r i m e
S M o n i t o r in g
t a E v a l u a t io n
s in g S e r v i c e s
F Y 2 0 1 6 - 1 7 - $
$ 1
$ 1
$ 1
$ 1
$ 1
$ 1
5 , 4
11
33
22
5
00
00
00
4
, 0
, 0
, 0
, 0
$$
, 0
, 0
, 1
00
00
44
00
6
00
00
77
00
6
22 ,, 00 00 00
$
F
1
Y
, 0 9
2
$7
0
1,
1
, 4 3
1 3 5
6 - 1
7
7
, 1
-
6
$
6
5 , 1 1 4 , 1 3 5
$$ 33 ,, 11 88 55 ,, 00 00 00
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. Evaluations are dependent on the program/service.
Does the county consider evaluation results when funding programs and/or services?
Yes. For example, contracted services for completion of GED requirements by program participants
are compared to State averages.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Treatment program completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
21% to 40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, 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 abuse disorders.
Psychiatric and medication support services.
Supportive housing, medical, financial and vocational assistance.
Day treatment rehabilitation services.
Group therapy.
Substance 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 three (3) Day Reporting Centers where offenders can report and receives
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.
209
In Custody Programs:
Alcoholics 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-Trail Assistance to California Counties (PACC) at HDDC.
Parenting and Trauma classes for Female Fire Camp.
Social Worker II visits and resource distribution at WVDC, male and female fire camps.
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 Sheriff Department has established the “24” Program at each of their four Type II jail facilities
and has also been collaborating with Abundant Living Church to establish the “24” program. The
“24” Program provides full end-to-end service assisting inmates with a smoother transition into the
community following their release from custody. Abundant Living make contact with the inmate
24 days prior to release in order to establish rapport and conduct an assessment – including a
personalized case management plan - of what services and resources will be necessary prior,
during, and after release. The Abundant Living Church staff will meet with the inmate and their
family, providing transportation to the Probation Day Reporting Center (DRC) if necessary. The
Individual Service Plan will continue with the goal of a positive re-integration into the community and
reduced negative contact with law enforcement. The “24” staff will also provide case management
and monitor progress in several areas including employment, education, and individual/family
counseling.
Additionally, Five Keys is a charter school that provides students both in and out of custody with an
opportunity to advance their educational level either by earning a high school diploma or a GED. Our
curriculum includes Career Skills and Life Skills and additional courses related to careers in
Construction, Hospitality, Sewing, Computer Services and Multimedia. Our partnership with the
Sheriff’s Department and the Probation Department bring actual job opportunities, housing, and other
necessary services that enable students to move promptly in the right direction, upon their release.
Many community partnerships have been forged through the commitment to Restorative Justice and
building safer communities. Our programs link students up with educational programs as well as other
county agencies including Workforce Development and Transitional Assistance to assist clients in
getting educational, vocational and life skills needed to be productive in their community.
210
Community Corrections San Diego County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Adolfo Gonzales
FY 2015-16
Chief Probation Officer
Goal: Incorporate evidence-based practices into supervision and
case management of PRCS and MS offenders; encourage
Hon. David Danielsen
the use of evidence-based practices in sentencing for
Presiding judge or
felony offenders.
designee
Objectives: Encourage the use of evidence-based practices in
Ron Lane sentencing for felony offenders: Provide results of risk
County supervisor or and need assessments to all sentencing parties; train
chief administrative all parties on alternative sentencing and best practices
officer or designee for recidivism reduction.
Provide evidence-based supervision and intervention
Bonnie M. Dumanis services for PRCS offenders: Employ risk-based
District Attorney supervision - more intense supervision for higher risk
offenders; employ swift and sure sanctions for
Henry Coker
non-compliant behavior; provide incentives for
Public Defender
compliant behavior; refer to and monitor use of
community-based treatment services.
William D. Gore
Sheriff Measure: Use of risk and needs assessments in sentencing and
supervision efforts.
Jim Redman Risk-based supervision and referrals to appropriate
Chief of Police community-based services.
Use of incentives and sanctions and use of Integrated
Nick Macchione Behavioral Intervention Strategies (IBIS) in supervision
Department of Social and engagement efforts.
Services, Department of
Progress: San Diego County Probation has worked to enhance the
Mental Health and
incorporation of evidence-based practices into the
Alcohol and Substance
supervision and case management of individuals
Abuse Programs
supervised by Probation. In January 2013, San Diego
County Probation began transporting PRCS offenders
Andy Hall
directly from state prison to the Community Transition
Department of
Center (CTC). The CTC was created by Probation, in
Employment
partnership with the San Diego County District Attorney’s
Vacant Office, to facilitate the successful re-entry of PRCS
Office of Education offenders. Upon arrival from prison, offenders are
assessed for risk and criminogenic, behavioral health and
Charlene Autolino physical health needs. Offenders’ risk and needs are
Community-based assessed by Probation Officers using the Correctional
organization Offender Management Profiling for Alternative Sanctions
(COMPAS) assessment. The PRCS offenders are then
Vacant linked to appropriate services based on their assessed
Victims’ interests needs identified by the COMPAS assessment.
__________________
In February 2013, Blueprint for Success was implemented
The CCP meets
which is an intensive supervision model utilized to increase
semi-annually
the chances of successful reintegration into the
community. It is a collaborative effort that outlines how
reentry is facilitated for MS Offenders using the COMPAS
211
Progress assessment. It begins with developing a preliminary case plan that describes the
Continued: services the offender will receive in custody and a guide to link to services during
community supervision. It also outlines the pre-release hearing and subsequent
status hearings to monitor progress in the community through MS Court. Once
sentenced, eligible offenders participate in the Sheriff’s Reentry Program while in
custody. The Reentry Program includes correctional counselors and on-site
Probation Officers that assist the offender in completing their goals as identified in
their individualized case plan. As part of MS Court, each MS offender attends a court
hearing 30 days prior to release where his/her in-custody progress is reviewed, a
transition and supervision plan is presented and conditions of MS are reinforced.
Upon release, the supervision Probation Officer continues working with the offender
on their case plan, monitoring compliance and placing the offender in appropriate
programs based on his/her identified risk and needs.
San Diego County Probation applies an evidence-based approach by utilizing the
offender’s case plan to target their highest needs and to provide intensive
supervision services, while maintaining a steady balance between offender
rehabilitation and community safety. During the course of community supervision,
Probation Officers positively reinforce progress and sanction negative behavior with
the goal of reinforcing long-term positive behavior change. COMPAS assessments
completed revealed that in FY 2015-16, 71% of PRCS and 57% of MS offenders
were assessed as high-risk.
In FY 2015-16, Probation implemented a Stratified Supervision model within the
PRCS Division. Prior to Stratified Supervision, all PRCS offenders, including those
assessed as low and medium risk were supervised on a high-risk caseload. The
Stratified Supervision model consists of regionalized medium-risk caseloads.
These newly created caseloads target medium and low risk offenders that have
exhibited sustained compliance while under supervision in the community. This has
provided an opportunity for a step-down approach and incentive based supervision.
Research has consistently shown that engagement between an offender and a
Probation Officer is one of the best ways to reduce recidivism. Motivational
Interviewing and cognitive behavioral interventions have also been linked to reduced
recidivism. Through San Diego County’s Probation Department’s adoption of
Integrated Behavioral Intervention Strategies (IBIS), Probation Officers are taught
how to use Motivational Interviewing and cognitive behavioral skills as tools to allow
greater engagement and reduce recidivism. Utilizing specialized training and
support, Probation Officers use these skills when meeting with PRO both in the office
and in the field. Probation Officers undergo 2 days of intensive IBIS training. In Fiscal
Year 2015-16, 99% of the PRO Division officers were trained in Motivational
Interviewing, cognitive behavioral interventions and IBIS. As a result, officers
delivered improved supervision by holding offenders accountable and providing
access to appropriate community based rehabilitative services through engaging
with offenders and assisting them in making long term behavior change. Using
Probation’s Community Resource Directory (CRD), an average of 91% of MS and
PRCS offenders were referred to at least one treatment service through the CRD to
meet an assessed criminogenic need.
During FY 2015-16, 63% (925 out of 1,471) of PRCS offenders and 85% (398 out of
470) of MS offenders successfully completed their term of supervision without a new
conviction for a felony or misdemeanor offense during their term of supervision. San
Diego County Probation emphasizes offender engagement, mentoring and coaching
with the PRO Division as a means to enhance their successful reentry into the
community. As a means to measure the success of this effort, Probation actively
monitors the percentage of PRCS individuals who are granted a discretional
discharge from their PRCS term.
212
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.
Open new reentry facilities and expand capacity.
Progress: In June 2014, the County of San Diego Sheriff’s Department opened the East Mesa
Re-entry Facility (EMRF). The design of the EMRF is to target sentenced offenders
and conduct an initial assessment to determine the specific programming the offender
will complete. In January 2016, the Las Colinas Detention and Reentry Facility for
female offenders became fully operational. The design of the facility provides a more
normative environment and the operational philosophy incorporates gender
responsive and trauma informed principles. While East Mesa and Las Colinas are the
primary reentry facilities, all Sheriff's facilities provide in custody programming for
education, vocation, psycho-social and wellness. The programs include cognitive
behavioral therapy (CBT), substance abuse treatment, vocational certificate
programs, college and high school equivalency courses and stress management/
healthy lifestyles classes. The Sheriff's Department is expanding programming for
high classification and specialized populations. The skills individuals learn while
incarcerated enable them to continue their education or further their vocational skills
upon release. A gentleman recently released from EMRF emailed staff to thank them.
Here’s what he wrote: “Thank you. I mean, really, thank you. To everyone at Mesa
who believes that rehabilitation is possible and important. I have been reflecting on
how rich and beautiful this holiday season is compared to the last two I served in
custody. The skills and tools that I learned while at East Mesa have allowed me to
return to a productive and meaningful life. I owe such a debt to all of you who helped
me find my path, and I strive to show my gratitude daily in how I live today. So thank
you, so very much, for everything. You have given this man his life back. As you
approach these holidays, please take a moment to realize that you all are doing a
marvelous job, and that the fruits of your labors may not always be evident, but for
this man, they are priceless.”
Planning for release begins months and even years ahead of time for a smooth
transition and success in the community. At EMRF and the Las Colinas Detention and
Reentry Facility, inmates are offered the opportunity to enroll in health care options
offered through the Affordable Care Act prior to their release from custody. To date,
4,500 individuals in custody and 1735 under Probation supervision have been
enrolled. Community providers assist with enrollment, engagement and ongoing care
in the community.
In November 2015, the new DMV Identification Program began offering eligible
inmates the opportunity to apply for and receive a California DMV identification card
prior to being released from custody. To date, more than 460 applications have been
processed, with an 84% validation rate. In 2016, in collaboration with the San Diego
Workforce Partnership, the U.S. Department of Labor awarded a grant to fund an
onsite America's Job Center at the EMRF. The project will target 600 participants of
which 100 will receive intensive case management both in custody and out of custody
with the goal of obtaining employment in the community. A second job center has
opened at the Las Colinas Detention and Reentry Facility which is also funded by the
Department of Labor.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
213
FY 2015-16 and 2016-17 Budget Allocations
Public $740,000
Defender $740,000
$2,090,000
District Attorney
$1,090,000
$39,770,000
Sheriff
$32,960,000
$35,750,000
Probation
$35,280,000
FY 2016-17 - $78,350,000 FY 2015-16 - $70,070,000
The total noted here represents the budgeted amounts adopted by the Board of Supervisors for FY
2015-16. At the time the FY 2015-16 budget was developed, only estimated allocation information
was available. Additionally, the amount of FY 2014-15 growth funds was not known and not
included in the budget adopted in August of 2015. Therefore, Adopted Budget amounts may not
match final budgeted amounts or the total cash received at the close of this fiscal year.
The total noted here represents the budgeted amounts adopted by the Board of Supervisors for FY
2016-17. At the time the FY 2016-17 budget was developed, only estimated allocation information
was available. Additionally, the amount of FY 2015-16 growth funds was not known and not
included in the budget adopted in August of 2016. Therefore, Adopted Budget amounts may not
match final budgeted amounts or the total cash received at the close of this fiscal year.
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
Court Security $1,300,000
Mental Health Assessment and Transition $870,000
Pre-Trial Services $2,520,000
Community Capacity $1,000,000
$8,070,000
Custody Support
$8,070,000
$200,000
Victim Services
$200,000
$6,830,000
Alternative Custody
$6,650,000
$21,930,000
Sheriff's Re-entry & Rehabilitation Facility
$20,410,000
$1,000,000
Re-entry Court Services
$1,000,000
$15,650,000
Supervision in the Community
$15,190,000
$350,000
Data Collection, Analysis and Evaluation
$350,000
$1,710,000
Law Enforcement Analysis and Support
$1,280,000
$12,790,000
Services in the Community
$12,790,000
$2,500,000
Community Transition Center
$2,500,000
$1,630,000
Parole Revocation Activities
$1,630,000
FY 2016-17 - $78,350,000 FY 2015-16 - $70,070,000
This total represents the amount budgeted by Board of Supervisors for FY 2015-16 and FY 2016-17.
214
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
215
D
O
a
Sf
f
t
ue
a
bn
C
sd
o
t ae
ll e
n c
r T
c
er
t
e
C
i o
Aat
h
o
n
bt
me
m
, A
u se
C
m
R
F
C o m m u n it y C a p a c it y
A lt e r n a t i v e C u s t o d y
n a ly s i s a n d E v a l u a t i o n
e , M e n t a l H e a l t h , S e x
n t , H o u s in g S e r v ic e s i n
o m m u n it y
u n it y T r a n s i t i o n C e n t e r
e - e n t r y C o u r t S e r v i c e s
Y 2 0 1 6 - 1 7 - 4 2 1 , 9 0 1 , 6 5 2
$$ 33
$
$$
55
1
11
11
F
, 0
,,
, 0
, 0
Y
66
0
55
$$
00
2
0
22
22
00
0
, 0
, 5
, 5
, 0
, 0
1
0
00
00
5
0
$ 4
$ 4
0 , 0
0 , 0
0
0
- 1 6
, 2
, 2
00
-
66
00
$
00
2
, 0
, 0
0
00
, 9
00
0 1 , 6 5 2
$
$
1
1
2
2
,
,
7
7
9
9
0
0
,
,
0
0
0
0
0
0
This total represents the amount budgeted by Board of Supervisors for FY 2015-16 and FY 2016-17.
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 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)
was selected as a research partner to utilize this data to fully measure and report on outcomes.
SANDAG’s initial evaluation report on AB 109 will describe the characteristics of the population and
provide preliminary recidivism measures. A subsequent report will assess the programs and services
offenders received by utilizing data from the “hub” to document the offender’s need and relate it to
the services they received and how these data relate to positive outcomes. Preliminary data from the
Hub have been shared with partners for feedback with interim reports published and shared with the
public including how often PRCS and MS offenders have been arrested while under community
supervision (compared to traditional probationers) and analyzing the effects of public safety
realignment on the jail/local prison and probation department populations.
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 Customer
Relationship Management. Offender 360 EBPS allows 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 agency. The Offender 360 is fully operational and all Sheriff's Re-entry
Services Divisions and the County Parole and Alternative Custody Unit staff began using the system
in July 2015. The Sheriff’s Department is continuing to work with Tribridge on enhancements for
provider access and the availability of analytics.
Does the county consider evaluation results when funding programs and/or services?
The County of San Diego considers all available outcome data and evaluation results in combination
with data on assessed needs, when prioritizing available funding. In February 2015, the San Diego
County Probation Department contracted with the University of Cincinnati Corrections Institute to
become certified to implement the Evidence-Based Correctional Program Checklist (CPC)
evaluation. The CPC evaluates programs that are funded to provide treatment services to the
realigned population. 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 evidence-based practices. By
implementing the CPC, the San Diego County 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
enhance external service contracts.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Treatment program completion rates.
216
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
The County of San Diego has developed a robust continuum of mental health and substance use
disorder services for our offenders through a partnership with the County of San Diego’s Health and
Human Services Agency’s Behavioral Health Division. PRCS individuals are first served at the
County of San Diego Probation Department’s CTC. Shortly after arriving at the CTC, each PRCS
offender is assessed using the COMPAS assessment and screened by a Behavioral Health
Screening Team (BHST). Through the assessment and screening process, the offender’s
criminogenic and behavioral health needs are identified. Offenders are then linked to appropriate
community-based treatment intervention programs as indicated by their assessed need. Services
range from mental health clinics, full service partnership/Assertive Community Treatment programs
(ACT), outpatient substance abuse programs, residential substance abuse programs, detoxification
programs, dual diagnosis programs, CBT, employment services, and transitional housing. 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 MS Offenders, Probation prepares an MS Pre-Release Plan which includes a 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 CBT, vocational programming, anger management, life skills 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. After release from incarceration, regular
status hearings are calendared in MS Court for continued monitoring of the offender’s progress. The
Probation Officer continues to update the case plan, monitor compliance and place the offender in
appropriate programs based on the offender’s assessed risks and needs.
What challenges does your county face in meeting these programming and service needs?
There are two key challenges the County of San Diego is facing. The first is system capacity. The
vast majority of PRCS and MS offenders need some level of behavioral health services and
substance abuse treatment. It is often the most intensive interventions of residential substance
abuse treatment or Full Service Partnership programming for those who are severely mentally ill or
individuals with a dual diagnosis. Unfortunately, local program capacity does not always meet our
County’s ongoing 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.
In FY 2015-16, the Probation Department initiated the procurement process to expand the number
of service providers and overall capacity of residential substance abuse programs. Through this
effort, the Probation Department added 28 additional treatment beds and 5 new service providers.
These new resources became operational in July 2016. The County of San Diego continues to
address managing needed capacity for treatment services.
The second challenge is the majority of our County’s community-based providers serve both the
offender population and individuals in the community who are not justice involved. Interventions that
may be appropriate for the general population may not be effective for the offender population,
particularly high risk offenders. In 2015, the County of San Diego implemented the CPC tool to
evaluate the extent to which local treatment and intervention programs adhere to the principles of
effective intervention. The indicators included in the CPC have been found to be correlated with
reductions in recidivism. The process provides a measure of program integrity and quality and
217
provides useful recommendations for program improvement. Since the inception of the CPC, eight
evaluations have been completed on programs that serve PRCS and MS individuals. The
evaluations conducted identified a gap in our treatment community regarding the unique treatment
needs of our offender population. This key finding led to community outreach, training development,
and electronic access to Probation’s COMPAS risk and need assessment results. For that reason,
Probation’s Treatment and Clinical Services Division trained fifty-three community providers in the
specifics of addressing criminogenic needs of the justice-involved population and utilizing the
COMPAS assessment tool to support the offender’s unique case plan. In 2016, the County of San
Diego began conducting one-year follow up CPC evaluations. To date, two follow-up evaluations
have been conducted and both providers yielded a noticeable improvement in their score by
applying recommendations provided in their initial CPC evaluation.
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 FY 2015-16, the County of San Diego Probation Department implemented Stratified Supervision
of PRCS offenders. As previously described in question seven, Stratified Supervision has assisted
PRCS supervision Probation Officers in providing improved services by allowing for a step-down
approach and an opportunity to increase incentive-based supervision.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
In February 2013, the MS Court Program was developed. Every offender sentenced to a split term
participates in MS Court. To manage the MS offender population, Probation prepares an MS
Pre-Release Plan which includes a 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 their assessment and while in custody meets with correctional counselors and on-site
Probation Officers. The MS offenders work to complete their unique goals as identified in their 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 mandatory supervision.
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 bi-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. During FY 2015-16, 85% (398 out of 470) 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.
Another local best practice in the County of San Diego is our CTC. The CTC was created and
became operational in January of 2013 to facilitate the re-entry of PRCS offenders. 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 state prison upon
release and transported directly to the CTC. This transportation service effectively eliminates an
218
offender’s ability to abscond. A PRCS offender recently told a Probation Officer at the CTC that,
“The mandated release to probation allowed me to come somewhere safe instead of thrown to the
streets.” He also stated, “Probation Officers at the CTC give off this positive aura of being
approachable.”
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. Onsite staff are
available to conduct benefit eligibility screening and application assistance. While at the CTC, a
preliminary case plan is developed and offenders are referred to treatment and intervention services.
Upon leaving the CTC and reporting to the assigned supervision Probation Officer, offenders may be
referred to additional services based on their specialized case plan.
Another 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 2015-16, the CTC served a total of 1,864
offenders (1,132 PRCS, 247 MS, 366 PRCS violators, and 119 MS violators).
219
This page intentionally left blank
220
Community Corrections San Francisco County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(October 21, 2016)
FY 2015-16
Karen Fletcher
Chief Probation Officer
Goal: Strengthen justice system partner collaboration and
reduce recidivism of individuals on community supervision.
Mark Culkins
Presiding judge or
Objective: Investigate existing probation department case
designee
management system (CMS) functionality, limitations,
and linkages with justice system partners’ systems.
John Avalos
County supervisor or Identify and assign key leadership staff to the CMS
chief administrative planning and implementation effort.
officer or designee
Measure: Development of a CMS implementation plan.
George Gascón Assignment of key leadership staff to the CMS effort.
District Attorney Identification of needed CMS functionality, including
data reporting requirements and interfaces with justice
Jeff Adachi system partners.
Public Defender
Progress: In FY 15/16, the probation department assigned key
Vicki Hennessy leadership staff from the Information Technology, Records,
Sheriff and Reentry divisions to this CMS effort. CMS functionality
has been identified and this information will be used to
Toney Chaplin
inform the process for selecting and implementing a new
Chief of Police
CMS. Improved CMS functionality will allow for increased
communication between justice system partners, and more
Noelle Simmons
Department of Social efficient and effective management of operations and
Services progress toward recidivism reduction goals.
Jeffrey Mori
Goal: Increase successful termination rate of those completing
Department of
Employment
community supervision in San Francisco.
Objective: 80% of individuals who terminate from community
Barbara Garcia
supervision in FY 15/16 will terminate successfully.
Department of Mental
Health and Alcohol and Measure: Number of individuals who successfully terminate
Substance Abuse
community supervision in FY 15/16.
Programs
Progress: In FY 15/16, 77% of individuals completing community
Steve Good
supervision terminated successfully.
Office of Education
Frank Williams
Community-based
organization
Beverly Upton
Victims’ interests
__________________
The CCP meets
semi-annually
221
Goals, Objectives, Outcome Measures and Progress FY 2016-17
Goal: Increase the knowledge of racial and ethnic disparities in the San Francisco Criminal
Justice System.
Objective: Use county-specific findings on racial and ethnic disparities to inform
decision-making.
Convene justice system partners to review findings and collaborate on potential
ways to address racial and ethnic disparities in San Francisco.
Have 100% of probation department staff participate in training on recognizing and
understanding individual differences.
Measure: A report on the state of racial and ethnic disparities in the San Francisco criminal
justice system.
Identification of a formal subcommittee or working group comprised of justice
system partners who will meet to discuss racial and ethnic disparities.
Number of probation department staff who complete training on leadership and
diversity.
Progress: In FY 15/16, the San Francisco Reentry Council commissioned a report on the state of
racial and ethnic disparities in San Francisco. The W. Haywood Burns Institute
delivered a report in June 2015. The Reentry Council, which includes justice system
partners in San Francisco, discussed the findings of this report and identified next
steps for addressing racial and ethnic disparities in San Francisco. Next steps
included: conduct interviews with justice system partners and stakeholders to discuss
report findings; summarize interview findings and proposed solutions; develop plans
for conducting agency-specific analyses on racial and ethnic characteristics to
understand the extent to which disparities exist at each decision point in the criminal
justice system; continue to use the Reentry Council as a mechanism for convening
justice system partners to discuss this topic. In addition, 93 probation department staff
(approximately 2/3) have completed training on leadership and diversity.
FY 2015-16 and 2016-17 Budget Allocations
$222,000
Public Defender
$250,000
$222,000
District Attorney
$250,000
$12,370,000
Sheriff Trial Courts
$11,670,000
$13,750,000
Sheriff
$12,520,000
$13,950,000
Adult Probation
$11,670,000
FY 2016-17 - $40,514,000 FY 2015-16 - $36,360,000
222
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
$2,470,580
San Francisco Department of Public Health
- Mental Health
$2,427,166
FY 2016-17 - $2,470,580 FY 2015-16 - $2,427,166
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
$500,000
UCSF Psychiatric Department
$25,000
Tides
$3,745
Five Keys Charter School
$54,170
$190,000
Phatt Chance Community Services
$127,133
JFA Institute
$74,099
Center on Juvenile and Criminal
$672,000
Justice $571,793
$3,500
Redwood Toxicology
$3,869
$2,589,000
Leaders in Community Alternatives
$1,979,022
George Mason University
$15,588
$50,000
Community Works West Inc
$57,787
$260,000
Charles Flinton Ph.D
$195,812
Caycee Cullen
$2,756
Anders and Anders
$2,562
$445,000
America Works of California
$435,964
FY 2016-17 - $4,734,500 FY 2016-17 - $3,524,300
223
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 Adult Probation Department evaluates programs and services in a variety of ways: Monthly
client referrals and engagement/utilization reporting as well as quarterly and annual program
reporting. The Department has been working 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?
Yes. The Adult Probation Department, like other agencies in the City and County of San Francisco,
conducts a competitive bid process to identify organizations that can integrate research-driven best
practices into service design and delivery. Once organizations are selected through the competitive
bid process, the Department uses monthly, quarterly, and annual report submissions in its
consideration of continued funding. The agreement with the PPIC will also help the Department
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?
Yes. Average daily population, Conviction, Length of stay, Treatment program completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
81% or higher
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
The Adult Probation Department work ordered $2.4 million 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 APD clients. 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
stabilization housing. During FY 16/17, the BHAC will be relocated in APD’s Community Assessment
& Services Center (CASC) in order to provide more directed and immediate assistance to our
clients.
The Adult Probation Department funds an intensive case management program for 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 the use of peer advocates, who help clients navigate many
layers of barrier removal.
The Adult Probation Department also funds substance dependency education services at the CASC
and works with the CASC’s lead services provider to ensure space is available for anonymous
groups as well.
224
What challenges does your county face in meeting these programming and service needs?
San Francisco continues to struggle with ample inpatient treatment capacity and detoxification beds.
Most clients under SF Adult Probation Department supervision have multiple contacts with the
criminal justice system over long periods of time and they 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 and peer navigator staff;
integration of medical experts (psychiatrists) who can assist in diagnosis and medication
management;
barrier removal funds;
detoxification 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?
Increased focus on behavioral health interventions, including moving the BHAC into the CASC.
Emphasis on victim restitution.
Continued efforts to integrate pro-social recreational and skills building activities into our service
design.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Implementation of a statewide recidivism monitoring process whereby counties can easily access
statewide arrest and conviction data to determine recidivism rates of our clients outside of our own
counties.
225
This page intentionally left blank
226
Community Corrections San Joaquin County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Stephanie L. James FY 2015-16
Chief Probation Officer
Goal: Reduce the Recidivism Rate of AB109 Clients in San
Helen Ellis Joaquin County.
Presiding judge or
Objective: Evaluate AB109 clients at the 1-year, 2-year, and 3-year
designee
time frames.
Evaluate various programs and strategies funded by the
Carlos Villapudua
CCP for effectiveness at reducing recidivism.
County supervisor or
chief administrative
officer or designee Measure: Rate of Technical Violations.
Rate of Arrests.
Tori Verber-Salazar Rate of Convictions.
District Attorney
Progress: The 2016 Annual Report: An Examination of AB109
Recidivism in San Joaquin County in Year 4 evaluates
Miriam Lyell
Public Defender recidivism rates for Post-Release Community Supervision
(PRCS) and Mandatory Supervision (MS) clients at the
Steve Moore 1-year, 2-year, and 3-year timeframes from the start of
Sheriff supervision. Findings indicate that rates of arrests and
convictions have continued to decrease for both PRCS and
Mike Borges MS clients (see below table).
Chief of Police
Arrests Convictions
Greg Diederich One Year Recidivism
Department of Social
Check
Services
Clients released 10/1/2011 to 44.1% 26.7%
9/30/2012
John Solis
Department of Clients released 10/1/2012 to 44.4% 24.3%
Employment 9/30/2013
Clients released 10/1/2013 to 42.7% 23.2%
Jim Garrett
9/30/2014
Department of Mental
Health and Alcohol and Two Year Recidivism
Substance Abuse Check
Programs
Clients released 10/1/2011 to 62.5% 46.1%
9/30/2012
James Mousalimas
Office of Education Clients released 10/1/2012 to 57.9% 42.0%
9/30/2013
Geneva Haynes
Three Year Recidivism
Community-based
Check
organization
Clients released 10/1/2011 to 69.4% 55%
Gabriela Jaurequi 9/30/2012
Victims’ interests
__________________ San Joaquin County finally reached its first full three-year
The CCP meets period to establish baseline recidivism rates. The official
bi-weekly recidivism measure (using the Board of State and
Community Corrections definition) was 55% (conviction of a
227
Progress Continued:
new crime for an arrest occurring within 3-years from the start of supervision). This is critical as it
will show our progress moving forward. Lastly, for the most recent 1-year period (10/1/2013 to
9/30/2014), see the below table for information regarding conviction rates for various programs and
strategies funded through the CCP.
Percentage of Program Participants
Program/Strategy (number of clients)
with a Conviction
Collaborative Court Program
Post Release Supervision Court (91) 13.6%
Monitoring Court (41) 26.8%
Parole Re-Entry Court (93) 31.2%
Mandatory Supervision Court (34) 90 day 8.8%
period
Community Based Organization
Community Partnership for Families (41) 26.8%
El Concilio (56) 19.6%
Fathers & Families of San Joaquin (74) 10.8%
Mary Magdalene Community Services (40) 25.0%
Service/Program Referral
Behavioral Health Services (51) 25.5%
Human Services Agency (HSA) Homeless 16.3%
(43)
HSA (General Assistance approved) (62) 17.7%
HSA (Cal-Fresh) (23) 8.7%
WorkNet (one workshop) (16) 25.0%
Supervision Unit
Day Reporting Center (150) 28.7%
High Risk Unit (622) 22.3%
Violent Crimes Unit (99) 13.1%
228
Goal: Increase the Success of the Pre-Trial Assessment and Monitoring Program in San
Joaquin County.
Objective: Increase the success of pre-trial defendants appearing for all scheduled court
appearances.
Decrease the number of pre-trial defendants committing a new offense while going
through the court process.
Increase the percentage of time the judge follows the detain/release
recommendation from Pre-Trial Services.
Measure: Percentage of defendants attending all scheduled court appearances.
Percentage of defendants who do not commit a new offense while going through
the court process.
Percentage of defendants who do not receive a court remand while going through
the court process.
Percentage of time the judge follows the pre-trial recommendation.
Progress: San Joaquin County has completed a comprehensive annual evaluation report since
implementing the Pretrial Assessment and Monitoring Program in October 2014. See
the below table for comparisons between Year 1 and Year 2 for all clients of the
Pretrial Monitoring Unit:
Year 1 (1,024) Year 2 (855)
Clients who made all scheduled court appear- 90.7% 92.7%
ances
No arrests during pretrial stage 97.9% 98.2%
Did not have a court remand during pretrial 96.6% 98%
stage
Judge followed recommendation 73.6% 68.2%
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
229
FY 2015-16 and 2016-17 Budget Allocations
230
E m
M
p
S
lo
a
a
C
y
n
r y
F
o
m
J
D
M
a
m
e
R e s e r v e F u n d s
o a q u in C o m m u n ity D a t a C o - O p
is t r ic t A tt o r n e y /P u b lic D e fe n d e r
a g d a le n e C o m m u n it y S e r v ic e s
th e r s & F a m ilie s o f S a n J o a q u in
E l C o n c ilio
m u n it y P a r t n e r s h ip fo r F a m ilie s
F r ie n d s O u t s id e
L o c a l L a w E n f o r c e m e n t
S u p e r io r C o u r t
H u m a n S e r v ic e s A g e n c y
n t a n d E c o n o m ic D e v e lo p m e n t
B e h a v io r a l H e a lth S e r v ic e s
C o r r e c tio n a l H e a lth C a r e
S h e r if f's O f fic e
P r o b a tio n D e p a r tm e n t
F Y 2 0 1 6 - 1 7 - $ 2 2 ,3 1 9 ,8
$ 2 ,1 3
$ 1 4 6 ,5 4 8
$ 1 4 1 ,8 5 6
$ 4 7 7 ,5 5 4
$ 4 5 6 ,9 3 8
$ 1 7 6 ,0 0 0
$ 1 6 0 ,0 0 0
$ 1 7 6 ,0 0 0
$ 1 6 0 ,0 0 0
$ 1 7 6 ,0 0 0
$ 1 6 0 ,0 0 0
$ 1 7 6 ,0 0 0
$ 1 6 0 ,0 0 0
$ 2 5 8 ,2 6 1
$ 2 3 6 ,5 5 4
$ 7 4 7 ,4 0 8
$ 6 8 0 ,5 0 5
$ 1 ,5 7 6 ,4 3
$ 1 ,4 0 4 ,1 5 0
$ 4 7 4 ,0 8 3
$ 4 4 9 ,4 2 6
$ 6 8 0 ,6 9 5
$ 6 1 8 ,8 1 4
$ 1 ,0 8 5 ,9 3 1
$ 1 ,0 1 6 ,6 5 0
$ 1 ,4 2 3 ,3 9 2
$ 1 ,2 2 5 ,6 1 5
8 6 F Y 2 0 1 5 -
3
8
1
,1 6
6 -
8
$ 2 2 ,4
$
5
4
8
,1
,4
2
0
5
6
,6 5 2
$$
$
55
5
,7,7
,7
22
3
04$
7
,8 7
,6 2
6 ,8
,6 2
729
4
1 ,5 3 1
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
231
S a n J o
L
a
o
q
c
u
a
in
l L
C
E
B
a
o
m
e
w
u
H
p
h
C
E n f o r c e m e n t A g e n c i e s
n t y O f f ic e O f E d u c a t i o n
P u b l i c D e f e n d e r
D is t r ic t A t t o r n e y
S u p e r io r C o u r t
u m a n S e r v ic e s A g e n c y
lo y m e n t a n d E c o n o m i c
D e v e l o p m e n t
a v i o r a l H e a l t h S e r v ic e s
o r r e c t i o n a l H e a l t h C a r e
S h e r if f 's O f f i c e
P r o b a t i o n D e p a r t m e n t
F Y 2 0 1 6 - 1 7 - $ 1 6 , 3 0 8 , 1 3
$$
3
11
$$
$$
99
22
22
$$
$ 7 4 7 , 4 0 8
$ 6 8 0 , 5 0 5
, 8 0 0
, 8 0 0
3 8 , 7 7 7
2 8 , 4 6 9
3 8 , 7 7 7
2 8 , 4 6 9
$ 8 4 7 , 4 6 8
$ 7 8 5 , 8 0 0
3 2 9 , 6 0 3
3 4 7 , 3 9 2
$ 6 8 0 , 6 9 5
$ 6 1 8 , 8 1 4
$ 8 7 0 , 9 3 1
$ 8 4 1 , 6 5 0
$ 1 , 4 2 3
$ 1 , 2 2 5 , 6
F Y 2 0 1 5
,
-
31
1
95
6
2
- $ 1 4 , 9 0 7 ,
$$
8
44
4
,,
9
66 55
$
59
5
, 8
, 6
, 2
60
7
05
$1 6,
7
, 23 50 5 , 4 2 2
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
232
V
N
V
a
o
S a
a r io
r io u
V
r t h e
M a r
C
n J o a q u in C o m m u n it y D a t a C o - O p
u s T r a n s it io n a l H o u s in g C o n t r a c t s
s R e s id e n t ia l T r e a t m e n t P r o g r a m s
V a r io u s E B P t r a in e r s / f a c ilit a t o r s
ic t o r C o m m u n it y S u p p o r t S e r v ic e s
r n C a lif o r n ia C o n s t r u c t io n T r a in in g
( V o c . E d . )
F ie ld w a r e ( t e le p h o n e r e p o r t in g )
V a lle y C o m m u n it y C o u n s e lin g ( in -
c u s t o d y D V c la s s e s )
F r ie n d s O u t s id e ( in - c u s t o d y c a s e
m a n a g e m e n t )
A r a m a r k ( f o o d s e r v ic e a t J a il)
S e c u r e A le r t ( G P S )
y M a g d a le n e C o m m u n it y S e r v ic e s
F a t h e r s & F a m ilie s o f S a n J o a q u in
E l C o n c ilio
o m m u n it y P a r t n e r s h ip f o r F a m ilie s
F r ie n d s O u t s id e
F Y 2 0 1 6 - 1 7 - $ 3 , 8 7 8 , 5
$$
$$
$
8
$ 1 6 4 , 2 3 8
$ 1 4 1 , 8 5 6
$ 1 4 4 , 4 8 0
$ 1 0 2 , 0 3 4
$ 6 0 , 0 0 0
$ 7 0 , 0 0 0
$ 1 7 9 , 0 0 0
$ 6 6 , 6 6 7
$ 9 0 , 0 0 0
$ 5 0 , 0 0 0
7 , 0 3 5
4 , 8 4 3
8 , 5 0 0
8 , 5 0 0
$ 4 5 , 0 0 0
$ 4 5 , 0 0 0
7 , 0 3 5
$ 2 7 4 , 3 8
$ 1 7 6 , 0 0 0
$ 1 6 0 , 0 0 0
$ 1 7 6 , 0 0 0
$ 1 6 0 , 0 0 0
$ 1 7 6 , 0 0 0
$ 1 6 0 , 0 0 0
$ 1 7 6 , 0 0 0
$ 1 6 0 , 0 0 0
$ 2 5 8 , 2 6
$ 2 3 6 , 5 5 4
5 F Y 2 0 1 5 -
4
1
1 6 - $ 3 , 4 2 4
$
, 9
7
0
9
5
3 ,
$3 95
$$
40
99
3
99
, 9
11
7
, 7
, 7
0
11 77
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 contracts with the San Joaquin County Data Co-Op to conduct a variety of evaluation
studies. A monthly data dashboard is presented to the CCP on a monthly basis showing AB109
impacts and an annual evaluation report is completed. In addition, a monthly Pretrial Dashboard, a
quarterly Pretrial Outcomes Report, and an Annual Pretrial Outcomes Report are completed. Lastly,
evaluation studies are completed on the dosage of evidence based programming received by AB109
clients and the effects increased dosage hours has on reducing recidivism.
Does the county consider evaluation results when funding programs and/or services?
Yes. The CCP reviews the Evaluation Report as it is determining its annual on-going budget for the
following year. Additionally, success of programs and strategies is considered when approving
one-time requests for funding.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Conviction, Length of stay, Recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
61% to 80%
The San Joaquin County Probation Department follows the eight Principles of Effective Interventions
in providing pre-trial 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 a validated risk and need assessment, using motivational interviewing and Effective
Practices in Community Supervision, developing case plans that target interventions to the top three
criminogenic needs, using a Sanctions Matrix for alternatives to detention, increasing positive
reinforcement through a Rewards Matrix, engaging on-going 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.
In addition to using Motivational Interviewing and Effective Practices in Community Supervision, we
offer a range of cognitive behavioral interventions to our clients, which include Thinking for a
Change, Common Sense Parenting, Women Moving On, Aggression Replacement Training,
Cognitive Behavioral Interventions – Substance Abuse, Matrix and Seeking Safety. University of
Cincinnati Corrections Institute (UCCI) also broke up some of the components in Thinking for a
Change and Aggression Replacement Training so there are more entry points. These groups are
called Orientation, Foundations, Anger Control Training, Social Skills, Problem Solving, and
Advanced Practice.
233
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, 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.
In our county, we use the following providers for outpatient treatment for substance
addictions: Chemical Dependency Counseling Center, which is a county program, and 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
Behavioral Health Services for the placement of a Mental Health Clinician in each of our Court
programs. 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 are also able to 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 Gleason 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 as emergency shelters; the Women’s Center for no cost
counseling for victims of domestic violence and sexual assault; the Community Center for the Blind
and Visually Impaired for assistance with glasses; and, Fathers & Families of San Joaquin, Friends
Outside, and Mary Magdalene Community Services to assist clients with supportive and transitional
services.
Behavioral Health Services staff are co-located in the Probation Department’s Assessment Center
and the Mobile Crisis Team is located in the Probation Department’s facility.
What challenges does your county face in meeting these programming and service needs?
Even with 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. There is a lack of affordable long-term housing.
4. Many times, clients are on a waiting list for our County’s residential treatment programs.
5. Behavioral Health Services has been affected by a statewide shortage of Masters-level
(LCSW, LMFT, LPCC) clinicians, as well as the nationwide shortage of psychiatrists, leading
to potential services delays.
6. Uncertainty of continued Medi-Cal coverage for childless adults under the Affordable Care
Acts Medicaid Expansion.
234
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 compliance monitoring of community-based organizations has
helped to ensure accountability, consistency, and transparency to make sure there is
fiscal responsibility. This comprehensive process is completed once a year with a report going to
the Executive Committee. The process includes a self-monitoring report, a site visit, a semi-annual
review, a final summary evaluation, a follow-up/assistance report, a corrective action plan, and a
corrective action plan progress review.
Additionally, we have created guidelines and forms for agencies requesting funding from the CCP.
In addition, to the annual funding process, it has been created for Budget Modifications, One-Time
Requests, and Program Enhancements.
We would be willing to share any of this information 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 Corrections 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 closed groups. 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 per 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 Problem 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.
In the first year of the Day Reporting Center Redesign, there were 165 clients that started the
program. In looking at 120-day study period, it was statistically significant that as evidence
programming dosage hours increased, there were decreases in violations of probation, arrests, and
convictions.
235
This page intentionally left blank
236
Community Corrections San Luis Obispo County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(October 21, 2016)
FY 2015-16
James E. Salio
Chief Probation Officer Goal: Prevent new law violation convictions among Post Release
and Mandatory Supervision offenders.
Michael Powell
Presiding judge or Objective: The county declined to respond to this question.
designee
Measure: Percentage of PRCS and Mandatory Supervision
offenders with current risk and needs assessment.
Geoff O’Quest
County supervisor or
Progress: Between March 2016 and June 2016, the percentage of
chief administrative
PRCS and Mandatory Supervision offenders with a current
officer or designee
risk and needs assessment was 94%. The assessment tool
results are used to assign the level of supervision and to
Dan Dow
District Attorney plan offender treatment and programming. Increased
attention and intensity of probation supervision is allocated
Patricia Ashbaugh to those with a high risk to re-offend.
Public Defender
Goal: Provide evidence based treatment to PRCS and Mandatory
Ian Parkinson
Supervision offenders for substance abuse and co-occurring
Sheriff
disorder.
Robert Burton
Objective: 25% of those who were engaged in substance abuse or
Chief of Police
co-occurring disorder treatment services will have a
successful completion status.
Lee Collins
Department of Social Measure: Percentage of participants who had a successful
Services
completion status.
Vacant Progress: In FY 2015-2016, the average stay of treatment was over
Department of 180 days and the percentage of participants who
Employment successfully completed evidence based treatment was 56%.
Anne Robin Goals, Objectives, Outcome Measures and Progress
Department of Mental
Health FY 2016-17
Goal: Provide programs, services, and activities that target risk
Star Graber
factors in accordance with the LSI-R to Mandatory
Alcohol and Substance
Supervision and PRCS inmates sentenced to more than
Abuse Programs
120 days of custody time.
Vacant
Objective: 80% of Mandatory Supervision and PRCS sentenced
Office of Education
inmates, in custody for more than 120 days with a
Elizabeth Steinberg current LSI-R will identified by Jail Programs staff.
Community-based 65% of Mandatory Supervision and PRCS sentenced
organization inmates, in custody for more than 120 days with a
qualifying LSI-R will receive a program, class, or service
Diana McPartlan while in custody.
Victims’ interests
Measure: Percentage of Mandatory Supervision and PRCS
__________________
inmates sentenced to more than 120 days that have a
The CCP meets monthly
current LSI-R and receive a program, class, or service.
Progress: New goal for Fiscal Year 2016-17.
237
FY 2015-16 and 2016-17 Budget Allocations
Reserve funds $82,758
Carryover funds
$586,550
$142,959
Superior Court
$110,045
$81,000
Public Defender
$81,000
$78,451
District Attorney
$72,022
$1,083,679
Probation Department
$866,796
$1,462,629
Drug & Alcohol Services
$1,306,399
$417,686
Mental Health Agency
$369,275
$991,510
Law Enforcement Medical Care (LEMC)
$746,832
$3,457,872
Sheriff's Office
$3,025,393
FY 2016-17 - $7,798,544 FY 2015-16 - $6,217,084
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
$84,261
Co-Occurring Disorder Program
$171,119
$68,000
Cognitive Behavioral Therapy
$4,752
$920,274
Re-entry Services - Community
$736,282
$666,054
Re-entry Services - Jail
$602,294
$142,959
Superior Court
$110,045
Public Defender - Specialty Court Advocate $81,000
services $81,000
$78,451
PRCS & Parole Violation Prosecution Unit
$72,022
$44,550
GPS/Electronic Monitoring
$23,940
$762,290
Post Release Supervision
$689,787
$55,000
Home Detention Program
$55,000
$258,979
In-custody Mental Health Services
$198,156
$991,510
Law Enforcement Medical Care (in-custody)
$746,832
$3,177,630
In-custody staffing, food & housing
$2,725,855
FY 2016-17 - $7,330,958 FY 2015-16 - $6,217,084
238
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
$45,000
Liberty Tattoo Removal Services
$45,000
$339,828
Sober Living - Transitional Housing
$315,678
FY 2016-17 - $384,828 FY 2015-16 - $360,678
239
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 Sheriff’s Office, Probation Department and Behavioral Health Department are developing
an integrated database system in order to measure outcomes of programs and services to ensure
alignment with the strategic goals of the Realignment Plan and determine effectiveness in changing
offender behavior and reducing recidivism. This project is ongoing.
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, BSCC definitions are not used.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
21% to 40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, 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).
Adult Education Services (Community and Jail).
Employment Service Coordinator (Probation).
240
What challenges does your county face in meeting these programming and service needs?
The challenges 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, and ongoing prioritization of developing an
integrated database system and enhancing data collection capacity.
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.
Post Release Offender Meeting (PROM): This meeting is an opportunity for newly released PRCS
and Mandatory Supervision offenders to hear about the services available to assist them in their
successful reintegration into the community. PROM service providers include the Liberty Tattoo
Removal Program, America’s Job Center, Department of Rehabilitation, Department of Social
Services, Drug and Alcohol Services, County Mental Health and the Probation Department.
Offenders also are screened for treatment and case management services and meet with their
Probation Officer. Two positive outcomes were identified as the result of the PROM strategy.
1. Behavioral Health screened 170 PRCS and Mandatory Supervision offenders for
community-based post release services. Of the 170, 56% (86 offenders) needed a recovery
residence in which to stay and all them were placed into appropriate facilities. Additionally, San Luis
Obispo County focused on improving the collaborative relationship with recovery residence staff
through training and quarterly roundtable meetings. Recovery staff was provided training in crisis
intervention and medication assisted treatment.
2. The Probation Department identified a reduction in recidivism among the AB 109 population. In
FY 2015-16, the recidivism rate was 34.7% compared to 39.1% in FY 2014-15. Since the
implementation of AB 109 in 2011, approximately 43% of Post Release offenders have been
successfully discharged.
241
This page intentionally left blank
242
Community Corrections San Mateo County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
John T. Keene FY 2015-16
Chief Probation Officer
Goal: Reduce the public safety impact of the PRCS and
Rodina Catalano
Mandatory Supervision offenders to the community by
Presiding judge or
implementing evidence based supervision strategies.
designee
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.
Carlos Bolanos
Sheriff Progress: Between July 2015 and June 2016, 85% of supervisees
successfully completed supervision.
Susan Manheimer
Chief of Police
Iliana Rodriguez
Goal: Measure the impact of the realignment population on San
Department of Social
Mateo County Adult Correctional Facilities.
Services
Jennifer Valencia Objective: % of realignment inmates were booked into the San
Department of
Mateo County Jail for a new crime committed in San
Employment
Mateo County.
Louise Rogers
Measure: % of realignment inmates booked into jail for a new
Department of Mental
crime in San Mateo County.
Health
% of new crimes by categories (i.e. crimes against
Stephen Kaplan persons, property, drug/alcohol (possession/sale) of
Alcohol and Substance
the realignment population booked into jail for a new
Abuse Programs
crime in San Mateo County.
Anne Campbell
Progress: The annual average percentage of in custody AB 109
Office of Education
population is 15.3%. The top crime categories for the
newly sentenced 1170 (h) population are: 26% (drug &
Karen Francone
alcohol); 65% (property); 3% (crimes against persons) and
Community-based
organization 6% (other).
Becky Arredondo
Victims’ interests
__________________
The CCP meets quarterly
243
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 visits/assessment
through the Public Health Mobile Clinic.
57% of supervisees who participated in the 550Jobs! program will secure
employment.
Measure: Percent of inmates receiving comprehensive medical visits/assessment
through the Public Health Mobile Clinic.
Percent of supervisees who have participated in the 550Jobs! program who
secure employment.
Percent of supervisees that entered and completed AOD treatment programs
Progress: Between July 2015-June 2016, 54% of supervisees that participated in 550Jobs!
secured employment, 98% received comprehensive medical visits through the
Public Mobile Health Clinic and 68% satisfactorily completed AOD treatments.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
FY 2015-16 and 2016-17 Budget Allocations
$502,326
Program Evaluation
$1,004,653
Competitive Grant Program
$515,312
$210,000
Court Commissioner
$193,787
$226,515
Local Law Enforcement / Staff Training
$64,144
$3,247,950
Human Services Agency
$2,035,242
$3,519,434
Health System
$2,911,704
$658,052
District Attorney's Office
$445,722
$5,832,614
Sheriff's Office
$5,663,913
$3,254,392
Probation Department
$3,456,896
FY 2016-17 - $18,455,936 FY 2015-16 - $15,286,720
244
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
245
M
A
B
e n
lc o
E m p lo y m e n t S e r v ic e s
A s s is t a n c e a n d S u p p o r t S e r v ic e s
C lo th in g V o u c h e r s @ $ 2 0 /m o n t h
T r a n s p o r ta t io n S u p p o r t / B u s P a s s e s
F o o d S e c u r it y - S a fe w a y G ift C a r d s
r id g e - to - I n d e p e n d e n c e r e n t a l a s s is t a n c e
O th e r C lie n t S e r v ic e s ‡
F a m ily R e u n if ic a t io n S e r v ic e s ¥
H o u s in g ^
5 5 0 J O B S * *
H u m a n S e r v ic e s *
t a l H e a lt h S e r v ic e s - c o n tr a c t e d s e r v ic e s
h o l a n d O th e r D r u g s ( A O D ) T r e a t m e n t -
c o n tr a c t e d s e r v ic e s
H e a lth S y s t e m s t a ff *
F Y 2 0 1 6 - 1 7 - $ 6 ,7 2 2 ,1 4 5
$ 2 0 0 ,0 0 0
$ 8 9 ,2 3 2
$ 1 0 ,0 0 0
$ 5 0 ,0 0 0
$ 3 0 ,9 0 0
$ 1 0 0 ,0 0 0
$ 1 ,0
$ 7 5 ,0 0 0
$ 1 1 ,2 7 5
$ 1 9 2 ,5 0 0
$ 2 3 8 ,3 9 8
$ 3 0 0 ,0 0 0
$ 2 6 7 ,3 5 1
$ 6 4 9 ,9 5 2
$ 4 6 4 ,3 6 9
$ 4 1 4 ,6 2 4
$ 4 4 2 ,3 8 2
F Y 2 0 1 5 - 1 6 - $ 7 ,1
2
1
5
2
,7
,3
0
7
6
4
$$ 2 ,1
2 ,2
$ 2
$ 2
7 0 ,1
0 0 ,3
,4 3 9
,4 6 2
5 5
1 8
,7 8 2
,5 7 5
* Includes salaries, benefits and operating costs; ** Vocational Training Program & Job Development
Specialist position; ^ Includes Emergency Housing/Hotel Vouchers & Transitional Housing; ¥ Includes
Community Mentor & Family Reunification Meetings; ‡ Includes Assistance and support services such as
DMV, Licensing, Assessments, Food, clothing, transportation vouchers (bus passes, grocery gift cards)
and Social Worker Supervisor, Social Worker, Benefits Analyst and Community Worker
$1,004,653
Community Based Organizations
$480,000
FY 2016-17 - $1,004,653 FY 2015-16 - $480,000
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?
Yes. 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 reenter their own communities. Monthly multi-disciplinary 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?
Yes. Average daily population, Conviction, Length of stay, Treatment program completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
81% or higher
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, 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 reentry 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. 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
reentry needs of our realigned population. We have since expanded eligibility to a larger portion of
our reentry population, including a small pilot group of state parolees. 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
246
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 clients 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, 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 nonviolent, 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, OR program,
prosecutors, defense attorneys, AOD Services Case Managers/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 reentry populations.
247
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 reentry 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.
Assisted Outpatient Treatment: In 2016, Behavioral Health and Recovery Services has implemented
an Assisted Outpatient Treatment program, including a full service partnership with Caminar LLC (in
accordance with Laura's Law) to address members of our community who present a severe mental
illness without a demonstrated ability to participate voluntarily in mental health treatment.
What challenges does your county face in meeting these programming and service needs?
The challenges that San Mateo County faces is the consistent with last year’s report. 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.
A countywide workgroup has been convened to look deeper into the populations that are most
chronically homeless and what types of targeted services can be offered to transition them into
permanent housing, given the current market conditions within the county. 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 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).
248
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 reentry 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 reentry
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?
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.
249
This page intentionally left blank
250
Community Corrections Santa Barbara County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Guadalupe Rabago FY 2015-16
Chief Probation Officer
Goal: Enhance public safety by reducing recidivism.
Darrel Parker
Objective: Expand the use of best practices for evidence-based
Presiding judge or
sentencing and adjudication that uses offender-specific
designee
risk, needs, and responsivity measures.
Janet Wolf Support professional training to advance system-wide
County supervisor or knowledge of evidence-based practices in the criminal
chief administrative
officer or designee
Measure: The results of evidence-based assessments will be
incorporated into sentencing reports and revocation
Joyce Dudley
petitions for Realigned offenders.
District Attorney
Training related to evidence-based practices and/or
Ken Clayman interventions will be made available to all Realignment
Public Defender
Progress: Evidence-based risk and needs assessments were
Bill Brown
incorporated into pre-sentence and pre-plea reports in
Sheriff
August 2015. The assessment information has also been
Pat Walsh included as an attachment in revocation petitions for Post
Chief of Police Release Community Supervision (PRCS) offenders.
Daniel Nielson
Department of Social Goal: Enhance the use of alternative detention (pre and
Services post-sentence) for appropriate offenders.
Objective: Expand the use of an evidence-based assess-
Ray McDonald
ment tool for pre-trial and post-sentence jail
Department of
release decisions.
Employment
Strive to maximize jail capacity by appropriately
Alice Gleghorn identifying offenders who can safely be released
Department of Mental and those who should be held in physical
Health and Alcohol and custody.
Substance Abuse
Measure: Ensure evidence-based risk assessment
Programs
information is available for at least 90% of
inmates in the county jail.
Bill Cirone
Office of Education Continue efforts to pilot a Pre-Trial Services
assessment and provide the results to the Court
Eduardo Cué
Community-based
organization Progress: On February 23, 2016, evidence-based risk
assessment information was available for 93% of the
Idalia Gomez jail inmates. Efforts to pilot the use of a pre-trial risk
Victims’ interests assessment tool continued through FY 2015-2016.
__________________ Stakeholders participated in additional training with
The CCP meets the goal of full implementation and submission of the
bi-monthly assessment to the Court as early in the judicial
process as possible.
251
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 (T4C), and MRT for Realigned
offenders to at least 75%.
Provide access to psychiatric services through AB109 Clinic for
Post-Sentence Supervision (PSS) offenders.
Progress: Gender specific, trauma informed treatment intervention, specifically Seeking
Safety, is available to all Realigned offenders at both Probation Report and
Resource Centers (PRRC) and through a community-based provider in the
Lompoc area.
From July 1, 2015, through February 1, 2016, 82% of the Realigned offenders
under probation supervision were enrolled in or completed a cognitive behavioral
therapy (CBT) intervention, such as Reasoning and Rehabilitation (R&R), T4C,
and MRT.
Five (5) PSS clients have received psychiatric services at the PRRCs to assist in
bridging their care, in addition to serving 86 PRCS offenders between
July 1, 2015, and February 1, 2016.
252
Goal: Coordinate efforts to eliminate duplication, increase efficiencies, and promote
best practices.
Objective: Identify additional resources that address gaps in services and leverage
funding collaboratively whenever possible.
Focus funding on evidence-based and data driven programming that is
matched to offender risk and needs.
Partner with local law enforcement for information sharing, compliance
checks, and warrant apprehension.
Capture and integrate data necessary to measure outcomes.
Measure: Ensure Quality Assurance (QA) Committee meets on a quarterly basis and
strives to include as many criminal justice stakeholders and community
partners as possible.
Produce an outcome evaluation each year in partnership with UCSB.
Conduct process evaluations of the two (2) Substance Abuse Treatment
Courts (SATC) to ensure adherence to best practices and to support the
efforts of team members in remaining current with latest research related to
treatment addicted criminal offenders.
Progress: Between July 1, 2015, and January 31, 2016, the QA Committee expanded
participation to include as many criminal justice stakeholders and community
partners as possible and met three (3) times, exceeding the anticipated quarterly
outcome.
The outcome evaluation is an ongoing partnership with UCSB and an annual
report is published each year in order to assess the implementation and ongoing
impact of Realignment on Santa Barbara County.
A process evaluation was conducted on the northern region’s Mental Health
Treatment Court (MHTC) and the southern region’s SATC to ensure adherence
to best practices and to support the efforts of team members in remaining
current with latest research related to treatment addicted criminal offenders.
253
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
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: Strive to ensure that no more than 10% of the total housed jail population are
low risk offenders.
Continue to ensure evidence-based risk assessment information is available
for at least 90% of inmates in the county jail.
Ensure that all defendants assigned to Pre-Trial Services are assessed
utilizing the Virginia Pretrial Risk Assessment Instrument (VPRAI).
Increase the pre-trial release of inmates through the use of the VPRAI
Progress: Progress has been made in the areas associated to this goal. Mid-year analysis
will be conducted and presented in future reporting.
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: Increase participation in an employment/vocational development program to
at least 75% of those unemployed Realigned offenders who are available for
supervision.
Increase participation in CBT such as R&R, T4C, and MRT for Realigned
offenders to at least 80%.
Ensure that at least 94% of Realigned offenders have housing through
collaborative re-entry process and subsidized housing.
Discharge Planning team will process at least 800 referral requests for
assistance from inmates in the county jail for discharge planning.
Ensure PRCS offenders referred for psychiatric services are seen and clinical
assessments and treatment plans are completed within ten days of referral
from Probation.
Progress: Progress has been made in the areas associated to this goal. Mid-year analysis
will be conducted and presented in future reporting.
254
Goal: Coordinate efforts to eliminate duplication, increase efficiencies, and promote best
practices.
Objective: Identify additional resources that address gaps in services and leverage funding
collaboratively whenever possible.
Focus funding on evidence-based and data driven programming that is matched to
offender risk and needs.
Partner with local law enforcement for information sharing, compliance checks,
and warrant apprehension.
Capture and integrate data necessary to measure outcomes.
Measure: Ensure the QA Committee continues to meet on a quarterly basis and strives to
include as many criminal justice stakeholders and community partners as possible.
Assist treatment programs in implementing self-assessment program fidelity
reviews, as overseen by the QA Committee.
Conduct a process evaluation of two Collaborative Court programs to ensure
adherence to best practices and to support the efforts of team members in
remaining current with latest research and continue production of annual
Realignment evaluation.
In an effort to ensure that delays in providing victim information do not result in
unnecessary continuances, the Victim Witness Advocate will make contact with at
least 25% of known victims pre-arraignment.
Progress: Progress has been made in the areas associated to this goal. Mid-year analysis will
be conducted and presented in future reporting.
FY 2015-16 and 2016-17 Budget Allocations
$1,733,182
Reserve Funds
$3,265,647
$5,000
Guadalupe Police Department
$587
$50,359
Auditor-Controller's Office
$48,143
$294,094
Public Defender
$225,984
$319,965
District Attorney
$290,444
$445,822
Department of Behavioral Wellness
$294,061
$3,805,778
Sheriff Department
$3,527,020
$5,517,511
Probation Department
$4,545,132
FY 2016-17 - $12,171,711 FY 2015-16 - $12,197,018
255
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
256
C
P
o
P
s
m
r
y
o
c
m
b
h
u
a
ia
n it y RD
tio n R
tr ic S
C o m
A d m in is tr a tio n
O f fe n d e r S u p p o r t
T r a n s p o r ta t io n ( B u s T o k e n s )
E v a lu a tio n a n d D a ta A n a ly s is
V ic t im S e r v ic e s
L e g a l O ff ic e P r o fe s s io n a l
S o c ia l W o r k e r s
C o lla b o r a t iv e C o u r ts
e le a s e S p e c ia lis t & C o n tr a c t
is c h a r g e P la n n e r
e p o r t a n d R e s o u r c e C e n te r s
e r v ic e s a n d P h a r m a c e u tic a ls
R e g io n a l R e s p o n s e T e a m s
m u n it y S u p e r v is io n a n d C a s e
M a n a g e m e n t
D e t e n tio n A lt e r n a tiv e s
J a il C u s to d y
F Y 2 0 1 6 - 1 7 - $ 9 ,0 8 1 ,2 3
$ 3 6 6 ,8 2 5
$ 2 7 2 ,2 6 4
$ 1 0 ,0 0 0
$ 2 ,9 4 0
$ 4 ,0 0 0
$ 6 ,6 0 2
$ 1 1 4 ,4 6 9
$ 1 0 7 ,9 3 6
$ 4 9 ,0 7 4
$ 4 7 ,9 5 5
$ 8 2 ,1 5 2
$ 3 1 ,0 3 0
$ 2 0 3 ,3 7 6
$ 1 8 9 ,4 9 4
$ 2 6 1 ,5 7 2
$ 2 3 4 ,0 2 9
$ 1 7 4 ,5 6 1
$ 9 6 ,1 0 6
$ 4 1 2 ,5 7 5
$ 3 7 3 ,5 3 8
$ 4 1 3 ,8 0 1
$ 2 9 7 ,3 0 3
$ 9 6 4
$ 8 2 6 ,6 8
$ 8 5 3 ,9
$ 7 5 5 ,1 4 7
7 F Y 2 0 1 5 - 1 6 - $
,01
2 7
8
4
,1
1
3 7 ,0 3 8
$
$
$$
2
2
22
,8
,5
,3,3
2
8
40
3
8
67
,8
,5
,9,4
9
8
72
0
8
45
$320,000
Subsidized Sober Living Environment & Detox
$183,353
$1,037,292
Treatment and Re-Entry Services
$610,980
FY 2016-17 - $1,357,292 FY 2015-16 - $794,333
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 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?
Yes. Conviction, Recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
Less than 20%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Batterers Intervention Program.
Sex Offender Treatment.
Alcohol and Other Drugs (AOD) Treatment Groups.
Residential Substance Abuse Detoxification (Detox).
Reasoning and Rehabilitation (R&R).
Seeking Safety.
Moral Reconation Therapy™ (MRT™).
Mental Health Screening and Treatment Program.
Recovery-Oriented System of Care (ROSC) Support Groups.
Secure Continuous Remote Alcohol Monitoring (SCRAM).
Education and Employment Assistance.
Work and Gain Economic Self Sufficiency (WAGE$$) - Employment Readiness.
Thinking for a Change (T4C).
Cognitive Behavioral Interventions for Employment (CBI-EMP).
Clean and Sober Housing.
Shelter Services.
257
What challenges does your county face in meeting these programming and service needs?
Staff turnover within County departments and community based services continues to present as
a challenge.
Housing and treatment options for high need mental health and transient clients continue to
provide challenges.
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 Criminal Justice Funding Decision Protocol was established to collaboratively review funding
opportunities being considered by County agencies. It is an opportunity to ensure new projects
are aligned with the CCP’s goals and to present cost benefit analysis for consideration.
An independent consultant conducted a study examining the first five (5) years of CCP/
Realignment funding and programs, and a review of the County’s strategies to ensure the
Realignment Plan is adequately achieving the goals of the “justice reinvestment” outlined in
Penal Code sections 1230.1 and 3450.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Although still a work in progress, the collaboration amongst County stakeholders in the area of
discharge planning is a best practice. Through jail based services, re-entry and discharge planning
have incorporated the fundamental evidence-based practice of a collaborative structure and joint
ownership between County departments and community based organizations (CBO). Discharge
planning services include, but are not limited to, residential program screening, coordination and
transportation, assistance with entitlements such as Medi-Cal, supplemental and disability social
security (SSI and SSDI), and veterans’ benefits, referrals/linkage with behavioral health and/or
public health, referral to and coordination with Collaborative Courts and aftercare.
258
Community Corrections Santa Clara County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Laura Garnette FY 2015-16
Chief Probation Officer
Goal: Increase the number and percentage of formerly
incarcerated individuals successfully participating in and
Rebecca Fleming
Presiding judge or completing job training/preparation that will lead to gainful
designee employment.
Objective: Establish on the job training programs.
Miquel Marquez
County supervisor or Create paid peer mentor positions to help formerly
chief administrative incarcerated individuals to navigate the reentry process
officer or designee and service systems.
Connect individuals to expungement programs to begin
Jeff Rosen clearing their criminal records.
District Attorney
Measure: 670 enrollments in job readiness and 161 subsidized
Molly O’Neal employment.
Public Defender Ten peer mentors at the Reentry Resource Center to
assist clients to navigate reentry process and services.
Laurie Smith
Approximately 3,110 people contacted the Reentry
Sheriff
Expungement Program from 9/16/13 to 6/30/16. 200
discretionary petitions heard in court of which 197 were
Vacant
Chief of Police granted relief. 155 cases for discretionary petitions filed
in court.
Robert Menicocci
Progress: Total referrals: 808. 55% goal met for enrollments in job
Department of Social
Services readiness and 124% goal met for subsidized employment.
Behavioral Health’s Faith Based staff initiated a monthly
John Dam peer mentor/community worker roundtable discussion to
Department of discuss best practices and identify the challenges and
Employment
successes for client transition and case management
support.
Toni Tullys
Department of Mental
Health Goal: Establish reentry programming in the County’s correctional
facilities.
Bruce Copley
Objective: Develop in custody job readiness programming.
Alcohol and Substance
Abuse Programs Develop family skill building programming.
Strengthen family relationships for offenders to help
Jon Gundry reduce risk of repeat incarceration.
Office of Education
Measure: The county declined to respond to this question.
Rose Amador
Progress: Two vendors were selected to provide in-custody job
Community-based
readiness program in-custody. From March 2016 to June
organization
2016, one vendor served 575 unique inmates. Beginning on
February 2016 two vendors are providing services weekly to
Kasey Halcon
inmates.
Victims’ interests
__________________
The CCP meets quarterly
259
Goal: Improve short and long-term affordable housing for formerly incarcerated individuals
who are at moderate and high risk of recidivating in Santa Clara County.
Objective: Develop pre-release plans that realistically address the housing needs of
individuals.
Continue to implement housing programs along the entire continuum of housing
needs.
Progress: Between July 1, 2015 and April 8, 2016, the Office of Reentry Services received 265
unduplicated transition plans (Department of Correction submitted 146 plans, Custody
Health submitted 84 plans, and Probation submitted 35 plans). As of April 8, 2016,
145 of the 265 individuals (54%) connected with the Reentry Resource Center (RRC)
for post-release for services.
Housing: AB109 Rental Assistance Program offers six months subsidized rent to
AB109 clients with potential one additional six month renewal. Since October 2012 to
June 2016, 325 referrals of which 86 individuals (137 clients and family members) were
housed. Emergency Assistance Program offers one-time subsidy, back-rent payment,
deposits, and motel vouchers, up to $2,000 for eligible client. Since February 2014 to
June 2016, 276 referrals of which 247 received some type of housing service.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
FY 2015-16 and 2016-17 Budget Allocations
Reserve $5,147,440
$3,422,817
$508,265
Medical Mobile Unit
$101,271
Social Services Department** $896,625
$859,813
$5,467,671
Substance Use Treatment Services
$5,119,431
$1,825,000
Housing
$1,717,206
$5,158,027
Custody Health - Medical and Mental Health
$4,915,652
$6,871,379
Mental Health Services
$4,091,781
$520,000
Facilities and Fleet (Reentry Resource Center)
$520,000
$529,286
Public Defender Expungment
$517,488
$4,500,000
Reentry Contracts
$2,920,000
$1,162,760
Information Services Department
$1,130,002
Office of Reentry Services * $2,194,846
$1,417,548
$9,838,517
Probation Department
$9,139,155
$12,363,906
Sheriff/Department of Correction
$13,105,055
$751,562
Pretrial Services
$745,711
FY 2016-17 - $57,735,284 FY 2015-16 - $49,722,930
* Includes HR support; ** Social Services Department of Employment and Benefit Services
260
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
$760,054
Mental Health Outpatient Treatment Program
$828,463
$270,069
Faith Based Services Program
$93,416
$1,508,265
Medical Mobile Unit
$938,247
$2,194,846
Reentry Resource Center Operations
$2,137,548
$529,286
Expungement Services
$517,488
$751,562
Electronic Monitoring & Pre-Trial Services
$745,771
$2,582,269
Alternative Out-of-Custody Supervision
$2,630,697
Behavioral Health Assessment & Case
$1,536,944
Management $1,600,000
Medical Eligibility, CalFresh & General $896,625
Assistance Enrollment $859,813
FY 2016-17 - $11,029,920 FY 2015-16 - $10,351,443
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
$253,541
Life Skills - Coping and Mediation
$3,470,575
Substance Use Treatment Services
$4,235,262
$616,667
Faith Based Services
$616,668
$1,372,267
Mental Health Treatment Services
$1,208,952
$3,402,251
Housing
$889,000
$262,500
Education
$100,000
$1,153,658
Employment
$800,000
$177,150
Family Reunification
$100,000
$300,000
Health & Well-being
$135,000
$211,254
Legal Services
$100,000
FY 2016-17 - $11,219,863 FY 2015-16 - $8,184,882
261
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. Through June 2015, the County had a contract with Resource Development Associates (RDA)
to provide a comprehensive Public Safety Realignment (AB109) outcome measurement and
process evaluation report. The report entails recidivism rate for AB109 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 AB109 population. The full evaluation report presents findings including AB109 population
characteristics, types of services and programming being accessed, and the impacts of services and
programming on recidivism. It also includes an overview of AB109 clients’, service providers’, and
County staff members’ perceptions of the reentry 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. Going forward, this
comprehensive outcome measurement and evaluation report will be conducted in house. The
Probation Department has recently hired a new Director of Outcomes and Measurement who is
working with other internal probation staff and staff at the Reentry Resource Center to provide this
comprehensive evaluation report for the AB109 population.
Does the county consider evaluation results when funding programs and/or services?
Yes. The County considers evaluation results at many different stages. It is included as part of the
RFP when contracting and it is considered in contractor performance and evaluation and when
renewing contracts. The Probation Department has an Evidenced Based Program manager who
also works on ensuring best practices and fidelity to programs. The Research and Development
team also has a focus on measuring performance outcomes and results.
Does the county use BSCC definitions when collecting data? If so, which?
No, BSCC definitions are not used.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
Less than 20%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Services for AB109 clients provided by Custody Health Services includes medical and dental care,
nursing and mental health services to inmates being retained locally. 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.
262
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?
Community and peer navigators are critical to improve the continuity of care between jail and the
community and offers an unparalleled opportunity to foster collaboration between law enforcement
agencies, faith based organizations and direct service providers. Community health workers provide
case management services, home visits, chronic case management education, medication
reconciliation, and make primary care and specialty medical appointments. Peer support workers
provide support and navigation to community services for reentry clients by providing peer
assistance and mentoring on a one-to-one basis, assist with pre-release support and linkage to
community resources. The FY16-17 Recommended Budget adds an additional two community
health workers to support the Valley Homeless Healthcare Program's Medical Mobile Unit at the
Reentry Resource Center and an additional two peer support workers to support and link individuals
released from custody to Faith-based resource centers and other community resources. Effective
community peer support will be a priority as the County expands treatment and program services.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
On February 9, 2016 the Board of Supervisors approved five service agreements to support
in-custody reentry services in the area of job readiness and employment development training,
family reunification and support, and health and well-being for custodial adults. Services are in place
and will continue through June 30, 2018. The Department of Correction and the Probation
Department will identify and refer individuals to in custody reentry services and programming. The
target population for services focuses on inmates in minimum and medium security level housing
units identified by Rehabilitation Officers. In the minimum security level housing unit, the target is to
provide services to a minimum of 240 females and 1,200 males annually. In the medium security
level housing units, the target is to provide services to a minimum of 240 females and 800 males
annually.
The Office of Reentry Services (ORS) and the Department of Correction worked collaboratively to
negotiate the scope of services, deliverables, and performance standards with selected agencies.
ORS will monitor and track agencies for compliance with contractual requirements, quality of
services, operational capacity, number of participants enrolled in programs, demographic
information for participants, and timely submission of reports. ORS will work with the Department of
Correction and selected vendors to evaluate the capacity to expand in-custody reentry services to
the Main Jail.
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.
Inmates are evaluated by a Psychiatrist and provided appropriate care and treatment. The
Psychiatrists assist in evaluating clients for medication management and provide psychotropic
medications and appropriate treatment for the relief of their debilitating symptoms. Furthermore, in
order to support the clients’ transition into the community, a Substance Use Treatment Services
(SUTS) transition team, with co-occurring capable staff, is working with custody health staff and
clients to provide planned transition to community services. This team will introduce clients to
providers, arrange appointments, secure medications and ensure ‘warm handoffs’ to the community.
263
Behavioral Health Services, in collaboration with Probation, Custody Health, Social Services
Agency, and the Office of Reentry Services established a reentry model at the Reentry Resource
Center (RRC) that consists of a service assessment and delivery model. The Behavioral Health
team consisting of licensed clinicians at the RRC who provide clinical assessment for client referral,
screening and/or linkage for mental health and drug & alcohol treatment needs at the RRC. Clients
are linked to treatment providers and other needed services.
In addition, Rehabilitation Counselors conduct 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/AB109 clients at
RRC. Probation and Office of Reentry Services identify these high risk or high need individuals with
priority to AB109 clients for case management.
A Mobile Health Unit is located at the RRC to address the medical needs of the clientele. Given the
great need for psychiatric services in the reentry population a full-time Psychiatrist is part of this
team. The goal is to provide intake, evaluation and treatment for all AB109 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. 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 reentry 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
underserved homeless consumers with high levels of need. These programs are based on the
AB2034 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 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.
Substance Use Treatment Services (SUTS): Substance Use Treatment Services provides drug and
alcohol abuse treatment services for AB109 clients. Services provided include detoxification
services, residential treatment, outpatient services, dual-diagnosis treatment, methadone/drug
replacement therapy and transitional housing assistance. AB109 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 DBHS Consumers who
meet Medical Necessity Criteria. Priority is given to referrals received from Acute Inpatient
Hospitals, Institutes for Mental Disease (IMDs), and consumers at-risk of hospitalization.
What challenges does your county face in meeting these programming and service needs?
Behavioral Health Capacity Needs and Challenges: Historic Workforce Gap. While the BHSD
System of Care continuum offers a robust array of services, both the County and contract providers
are dealing with significant service gaps, due to historic workforce challenges. The Affordable Care
Act (ACA) and Mental Health Parity and Addiction Equity Act have moved behavioral health services
into a critical health care role and expanded treatment for Individuals with mental illness and
addiction disorders.
264
Psychiatrists and licensed clinicians are in high demand in all health sectors: public services,
integrated health care systems, managed care plans, physician groups and individual practices, as
well as state prisons. In addition, the State’s AB 109 funding expanded behavioral health services
for Santa Clara County’s criminal justice population, increasing demand for behavioral health staff.
As a result of these new policies, Behavioral Health departments across California are experiencing
historic workforce issues. This shortage is not unique to Santa Clara County; however, the Bay Area
has been significantly impacted due to the number of health care public and private systems seeking
behavioral health staff. In addition, the Bay Area’s cost of living is high, the pool of candidates
seeking employment is limited and the marketplace is extremely competitive, all of which contribute
to recruitment challenges.
Language Services
There continues to be a need for linguistic services, especially for Spanish-speaking providers, for
many Medi-Cal beneficiaries. The gap for Spanish speaking providers and peer workers is most
significant in South County, which creates wait times for clients in this area that are seeking
services. While many contract agencies and the County continue to provide these services, the
demand for these services continues to outweigh the available supply. It is important to note that
this service gap is not unique to Santa Clara County; many other counties continue to experience
the same shortage of available Spanish-speaking providers.
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?
Community and peer navigators are critical to improve the continuity of care between jail and the
community and offers an unparalleled opportunity to foster collaboration between law enforcement
agencies, faith based organizations and direct service providers. Community health workers provide
case management services, home visits, chronic case management education, medication
reconciliation, and make primary care and specialty medical appointments. Peer support workers
provide support and navigation to community services for reentry clients by providing peer
assistance and mentoring on a one-to-one basis, assist with pre-release support and linkage to
community resources. The FY 16-17 Recommended Budget adds an additional two community
health workers to support the Valley Homeless Healthcare Program's Medical Mobile Unit at the
Reentry Resource Center and an additional two peer support workers to support and link individuals
released from custody to Faith-based resource centers and other community resources. Effective
community peer support will be a priority as the County expands treatment and program services.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
On February 9, 2016 the Board of Supervisors approved five service agreements to support
in-custody reentry services in the area of job readiness and employment development training,
family reunification and support, and health and well-being for custodial adults. Services are in place
and will continue through June 30, 2018. The Department of Correction and the Probation
Department will identify and refer individuals to in custody reentry services and programming. The
target population for services focuses on inmates in minimum and medium security level housing
units identified by Rehabilitation Officers. In the minimum security level housing unit, the target is to
provide services to a minimum of 240 females and 1,200 males annually. In the medium security
level housing units, the target is to provide services to a minimum of 240 females and 800 males
annually.
265
The Office of Reentry Services (ORS) and the Department of Correction worked collaboratively to
negotiate the scope of services, deliverables, and performance standards with selected agencies.
ORS will monitor and track agencies for compliance with contractual requirements, quality of
services, operational capacity, number of participants enrolled in programs, demographic
information for participants, and timely submission of reports. ORS will work with the Department of
Correction and selected vendors to evaluate the capacity to expand in-custody reentry services to
the Main Jail.
266
Community Corrections Santa Cruz County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Fernando Giraldo FY 2015-16
Chief Probation Officer
Goal: Establish an array of Effective Alternatives to Incarceration
Hon. Denine Guy to address the impacts that the realigned population will
Presiding judge or have 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: Establish and maintain a Custody Alternatives Program
chief administrative (CAP) to identify, screen and place appropriate inmates
officer or designee in community alternatives, including the use of electronic
monitoring and supervision to ensure public safety.
Jeff Rosell
District Attorney Maintain an effective Pretrial Release Program to
identify, screen, and place appropriate individuals on
Larry Biggam community supervision while they are waiting for court
Public Defender processing. This will include the use of validate risk
assessment tools and active communication with the
Jim Hart
courts for pretrial release.
Sheriff
Measure: Average daily jail population as a percentage of the rated
David Honda
capacity for each of the County’s three facilities.
Chief of Police
Total number of jail bed days saved by CAP; public
Cecilia Espinola safety rate of inmates committing new law violations
Department of Social during the period of their custody alternative.
Services
Total number of jail bed days saved by Pretrial Services;
public safety rate of defendants committing new law
Andrew Stone
violations during the period of their pretrial release.
Department of
Employment
Progress: During 2015-16, the average daily population across the
County’s three jail facilities was 438, or approximately 99%
Giang Nguyen
of combined rated capacity. During 2015-16, CAP
Department of Mental
supervised a total of 569 participants, saving a total of
Health
23,062 jail bed days. During 2015-16, Pretrial Services
Eric Riera supervised a total of 343 individuals, saving a total of 15,403
Alcohol and Substance jail bed days, with a public safety rate of 94.2% of
Abuse Programs defendants not arrested for new criminal behavior during the
period of pretrial release.
Michael Watkins
Office of Education
Karen Delaney
Community-based
organization
Sylvia Nieto
Victims’ interests
__________________
The CCP meets quarterly
267
Goal: Implement Evidence-Based Probation Supervision that properly assesses risk factors
associated with recidivism and provides effective probation interviewing, case planning,
and community supervision to ensure public safety and reduce recidivism.
Objective: Conduct risk assessment on all AB109 individuals within 30 days of sentencing;
conduct full assessment of criminogenic needs on all moderate and high risk AB109
individuals within 30 days of sentencing.
Develop supervision case plans for all AB109 individuals, including all court ordered
terms as well as services and supports directly related to assessed criminogenic
needs.
Conduct active, risk-based community supervision of all AB109-sentenced
individuals, including the use of EPICS, motivational interviewing, and an objective
sanctions and rewards grid for response to participant behavior.
Measure: Number of AB109-designated individuals assessed for risk and criminogenic need.
Number of AB-109-designated individuals with supervision case plans.
Documented utilization and outcomes of EPICS interventions.
Progress: Among AB109-designated individuals during 2015-16, a total of 170 assessments were
conducted for risk level; 148 initial comprehensive assessments were conducted for
criminogenic need; and 349 reassessments were conducted to assess change in risk
and needs. A total of 828 EPICS interventions were documented among AB109-
designated individuals.
Goal: Develop community partnerships for Effective Intervention Services that adhere to the
principles of evidence-based practices for maximum recidivism reduction.
Objective: Refer all AB109-designated individuals to services and supports that address
assessed criminogenic needs and reentry stability factors.
Provide a minimum aggregate of 200 hours of appropriate services to high risk
individuals and 100 hours for moderate risk individuals in order to reduce the risk of
recidivism.
Measure: Number and percent of AB109-designated individuals referred to services based on
assessed need.
Number and percent of AB109-designated individuals receiving adequate service
dosage based on risk level.
Progress: During 2015-16 a total of 328 AB109-designated individuals received services through
the CCP’s referral and service model, with an average total dosage of 97 hours of
service during 2015-16.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
FY 2015-16 and 2016-17 Budget Allocations
$200,000
Administration (Probation Department)
$200,000
Community Supervision & Treatment $5,052,503
(Probation Department) $4,920,614
$2,526,251
Corrections (Sheriff's Department)
$2,460,307
FY 2016-17 - $7,778,754 FY 2015-16 - $7,580,921
268
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
Santa Cruz County Sheriff - Computer Lab $15,000
Public Defender - Record Change Services $4,500
Corrections - CalFire Training and Placement
$19,000
$43,765
Treatment Contract Management*
$43,765
MIOCR Medications Management*
$35,000
$100,500
Clinical Assessment*
$86,235
FY 2016-17 - $163,765 FY 2015-16 - $184,000
*Health Services Agency
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
Santa Cruz County Office of Education $70,000
Food For Change $30,000
Consultants* $53,458
$17,831
Watsonville Law Center
$18,000
Watsonville Aptos Adult Education
$60,868
Volunteer Center of Santa Cruz County $465,000
$390,000
United Way of Santa Cruz County $87,166
$89,105
Sobriety Works, Inc $234,000
$239,000
Santa Cruz Adult School
$56,000
Santa Cruz Barrios Unidos $70,000
$100,800
Pajaro Valley Shelter Services
$1,500
New Life Community Services
$38,500
Janus of Santa Cruz $162,500
$278,655
$24,000
Homeless Services Center
$65,656
$901,070
Encompass Community Services
$637,600
$500
Community Options
$1,000
Community Action Board $207,792
$201,792
Cabrillo College $57,000
$80,000
FY 2016-17 - $2,362,486 FY 2015-16 - $2,276,307
*Recovery Maintenance, Trauma Services
269
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 Cruz County employs multiple levels to monitor and evaluate AB109 service
effectiveness. All providers are required to submit weekly rosters of program participants with
service type, dosage hours to date, and any missed appointments or behavioral issues. Quarterly,
service providers submit detailed reports on program-specific, pre/post outcomes as defined in their
service contract. Depending on the program type, this may include increases in pro-social cognition
and behavior; reduction in substance use or mental health symptoms; improved educational or
employment status; increased access to and utilization of on-going community support; as well as
attainment of individual reentry goals and objectives. Quarterly reports also document program
completion rates and provide an opportunity for the program to provide case studies or other
evaluation data and findings.
In addition to program reporting, Santa Cruz County has contracted with Research Development
Associates (RDA) of Oakland, California, to conduct a comprehensive evaluation of AB109
implementation and outcomes. This 18-month project includes an assessment of data collection and
analysis; an implementation evaluation, based on interviews and focus groups with participants,
program staff, and justice system stakeholders; and an outcome evaluation of the impact of services
on recidivism and criminal justice outcomes. The implementation evaluation is expected to be
presented to the Board of Supervisors in February 2017 with the Outcome evaluation due in
September 2017.
Does the county consider evaluation results when funding programs and/or services?
Yes. Santa Cruz County continuously monitors service implementation, utilization, completion, and
outcomes of all AB109-funded services. The CCP re-releases a request for letters of interest every
three years, with programs selected for funding based on evidence-based design and
documentation of local successful outcomes. The Board of Supervisors requires that annual contract
renewals are based on demonstrated achievement of all service deliverables and client outcomes.
The overall mix of services is based on findings from the Risk Needs Responsivity Simulation Tool
(GMU) that combines an analysis of multiple years of individual needs assessment data with
findings from a standardized provider assessment. This tool identifies gaps and duplication in
services: along with service utilization data, this provides an on-going guide for adjusting services to
best meet the needs of the target population.
Santa Cruz County has also implemented the Pew/MacArthur Results First initiative, which features
a cost/benefit analysis of criminal justice system-linked programs and services. The goal is to
increase the utilization of evidence-based programs that match to the needs of the target population
and result in a measurable decrease in recidivism and related costs. All AB109 service providers are
required to reference Results First data and resources in developing program funding requests. The
County assesses the cost/benefit of each program as well as the overall return on investment for all
AB109 services.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, conviction, length of stay, recidivism and treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
61% to 80%
270
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, 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:
Substance Use Disorders: Assessment, detox, outpatient, intensive outpatient,
residential, medically-assisted treatment, and sober living environments, provided by Encompass
Community Services, Janus of Santa Cruz, Sobriety Works, and New Life Community Services.
Mental Health Disorders: Assessment, counseling and system navigation, and medication
management, provided by Encompass Community Services, Health Services Agency and
Community Action Board.
Reentry Planning and Support: Benefits assistance and enrollment, driver's license
reinstatement, records clearance, and comprehensive reentry planning provided by the Volunteer
Center and the Encompass Community Services.
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
Encompass Community Services in partnership with Probation Officers.
Antisocial Peers: Prosocial peer mentoring and leadership development, including Barrios
Unidos and the AB109 Speakers Bureau provided by the Sobriety Works.
Family Conflict: Parent education and family involvement, including the Papas Fatherhood
Involvement Program, provided by Encompass Community Services.
Low Educational Attainment: Academic testing, high school diploma and high school
equivalency programs, Adult Basic Education, low level literacy, and post-secondary education,
provided by a linked network of the Volunteer Center, the Santa Cruz County Office of 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, and the Encompass River Street Shelter.
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 AB109 unit to maintain functional referral pathways.
Staff turnover in all agencies. This creates a need for on-going 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. The local Superior Court recently initiated a new electronic
data management system that is not currently equipped to provide ready access to data for
tracking misdemeanor recidivism among AB109 clients. Santa Cruz County continues to work
with other counties that utilize the same Probation and Court systems, and this consortium hopes
to work with the vendors to develop data integration.
271
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. This includes a
combination of cohort-based curriculum (Thinking For A Change) and a more flexible, individual
curriculum (Courage To Change). This provides effective programming for individuals who may
not be able to program in group due to facility issues, as well as allowing individuals to engage in
cognitive/behavioral change interventions without waiting for the next class cycle to start.
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 AB109 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.
As a part of our County’s Justice Reinvestment Initiative, Santa Cruz County has worked with
California Forward to conduct a Jail Utilization Study (JUS) that provides a wealth of information
regarding the overall functioning and outcomes of the local criminal justice system. Key elements
include the number and type of all bookings, divided between those resulting from a new law
violation vs. those that represent rule violations of court-ordered terms and conditions; average
length of stay by type of crime; bail and pre-trial releases; rebookings by crime type and
frequency of return to custody; jail use for special populations like mentally ill offenders; and the
impact of State-level policy changes such as AB109 and Proposition 47. This study provides a
data-based starting point for the development and refinement of criminal justice system policies,
procedures, and services.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
During 2015-16 the CCP chose to dramatically expand the Papás Fatherhood Involvement program.
This family and community-based program draws on the positive motivation of fatherhood to engage
AB109-designated individuals to build personal skills and pro-social networks of support. The
locally-developed program is based on a nine-year clinical trial intervention under funding from the
Office of Child Abuse Prevention and in collaboration with U.C. Berkeley and Yale University. Papás
was rated as an evidence-based intervention by the California Evidence-Based Clearinghouse,
demonstrating significant and consistent increases across multiple measures of individual and family
wellness. The program has proven extremely popular among jail inmates, the majority of whom
continue to engage with the on-going drop-in groups and supports of the program following release
to the community. Over 70% of participating fathers demonstrated increased knowledge and skills
regarding parenting and communication as a result of program participation.
272
Community Corrections Shasta County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(October 21, 2016)
Tracie Neal
FY 2015-16
Chief Probation Officer
Goal: Implement community resource program for offenders being
Melissa Fowler-Bradley released from custody (jail or prison).
Presiding judge or
designee Objective: Determine resources available in the community to
provide services to offenders.
Elaine Grossman Arrange time and location on a monthly basis.
County supervisor or Provide offenders with information about treatment
chief administrative
services appropriate to their top criminogenic needs.
officer or designee
Measure: Each newly released offender will have at least 1
Stephen Carlton treatment referral.
District Attorney
Progress: The Probation Department conducted the first Successful
Jeffrey Gorder Transition On Probation Parole (STOPP) meeting in
Public Defender January 2016. This monthly event occurs in conjunction
with parole to provide access to treatment and community
Tom Bosenko services for those offenders being placed on probation, post
Sheriff
release community supervision (PRCS), mandatory
supervision (MS) and parole. Offenders being released from
Rob Paoletti
custody and under the supervision of either agency are
Chief of Police
required to attend this mandatory 2 hour monthly meeting
Dianna Wagner within 30 days of release. This event exposes offenders to
Department of Social necessary treatment and community services in one
Services location as quickly as possible. Services range from
treatment providers, health care, life skills, Identification and
Melissa Janulewicz
Social Security services, Veterans Services, housing, etc.
Department of
During the STOPP meeting, offenders are required to meet
Employment
with a minimum of five service providers and sign up for a
Donnell Ewert minimum of one treatment program or service Between
Department of Mental referrals from both Probation and Parole, approximately 80
Health offenders were referred each month.
Dean True
Alcohol and Substance
Abuse Programs
Tom Armelino
Office of Education
Tom Wright
Community-based
organization
Angela Jones
Victims’ interests
__________________
The CCP meets quarterly
273
Goal: Increase the number of offenders serviced by Pre-arraignment Supervised Own
Recognizance (PSOR) and Supervised Own Recognizance (SOR Programs).
Objective: Evaluate bookings in the county jail to expand the type of offenders who are eligible
for the PSOR and SOR Programs.
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.
Progress: The SOR Program was implemented in FY 2013. The PSOR program was developed
and implemented July 1, 2016 with the goal of providing pre-arraignment services on
the weekends and holidays. During FY 2015-2016, the number of offenders on the
program increased by 21.8%. The failure to appear rate for the offenders on the SOR
and PSOR Program was 15.8% a decrease from the prior fiscal year of 3%. Sixty-five
percent of the offenders on the programs were sentenced and exited from the program.
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
Goal: Develop resources to evaluate Correction Program Checklist (CCP) funded programs
and provide information for areas of improvement.
Objective: Solicit training from the University of Cincinnati Corrections Institute on Dr. Edward
Latessa’s Evidence-based CCP and Evaluation Protocol.
Select up to 8 Probation Staff to attend training.
Select 2 CCP funded programs to be evaluated.
Measure: 8 Probation Staff will be trained on Dr. Edward Latessa’s Evidence-based
CCP and Evaluation Protocol.
Goal: Update the current Probation adult case plan to better link goals and interventions with
the appropriate criminogenic need.
Objective: Work with contracted assessment provider to link goals and interventions with the
appropriate criminogenic need.
Train staff on the resulting changes to the adult case plan.
Perform inter-rater reliability process through contracted assessment provider to
ensure staff understand how to implement resulting changes.
Measure: Staff are able to correctly use the case plan to link goals and interventions to
appropriate criminogenic needs.
Goal: Hire an Alcohol and Drug Counselor for the Collaborative Courts (BHC and REC).
Objective: Assist offenders in navigating the Criminal Justice System and treatment
community.
Build a peer to peer support system that would support an aftercare program and
connection to the AOD community.
Measure: Increase AOD services for offenders participating in the Collaborative Courts.
Increase the coordinated care between the Collaborative Courts and community
service providers.
274
FY 2015-16 and 2016-17 Budget Allocations
$221,651
Reserve Funds
$195,406
$55,636
District Attorney
$40,636
$60,000
Public Defender
$45,000
$155,688
Mental Health
$164,172
$205,533
Social Services
$217,716
$3,171,208
Sheriff's Department
$3,511,719
$5,275,457
Probation Department
$5,527,794
FY 2016-17 - $9,145,173 FY 2015-16 - $9,702,443
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
275
C o m m
G
u
P
B
n
S
W
e
it y
/ E
o
h
C o
le c t
r k R
a v io
r r e c t io
r o n ic M
e le a s e
r a l H e
n
S
a
F
s C e
o n it o
P r o g
T E P
lt h C
Y 2 0
n t e r
r in g
r a m
U P
o u r t
1 6 - 1 7 -
$$
$
88
1
, 0
, 0
, 4
00
9
00
4 , 6 1
$$
5
11 43
$
05
$1
, 0
, 0
2 0 0 ,
8 5 , 0
6 5
0 7
F Y
00
2
00
0
0
1 5 - 1 6 - $
$
1
4
,
0
3
5
5
,
4
0
$1
, 0
45
8
8
0
6 , 3 2 1
$ 6 2
$
1
6
,
60 05 ,8 2 2 9
$593,000
Treatment
$650,000
$150,000
Supportive Housing
$150,000
$1,100,000
Day Reporting Center
$1,080,000
FY 2016-17 - $1,843,000 FY 2015-16 - $1,880,000
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 does evaluate the effectiveness of many of the programs/services funded with its
Public Safety Realignment allocation. Contracted providers provide monthly updates on attendance
and completion of the program. At a minimum of annually, Probation staff review recidivism (as
measured by re-entry into the criminal justice system 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 outcomes and reports on the progress on a
quarterly basis at CCP meetings.
Does the county consider evaluation results when funding programs and/or services?
Yes. The contractor performance and, when available, the outcomes for the offenders are
considered when renewing contracts. It is the goal to move toward an improved evaluation process
for all contractors as well as internally funded programs. This is an identified goal for FY 2016-2017.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Treatment program completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
Less than 20%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, 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. For
offenders with a low to moderate mental health need services are available through Partnership
Community Health. County Mental Health services are available to offenders with a severe mental
health need.
What challenges does your county face in meeting these programming and service needs?
Offender attendance to and engagement in programming and services is a 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 enough
agencies in Shasta County that are certified to provide these services especially related to mental
health services. Shasta County does not currently have a crisis stabilization unit available which
significantly impacts the County’s ability to address the needs of this population. In addition, many
276
of the programs currently available in the county are not evidence-based, including some of the
programs that provide both inpatient and outpatient substance abuse treatment programming.
The Pre-Arraignment Supervised Own Recognizance (PSOR) program has experienced challenges
related to eligibility for the program, specifically the criteria in 1319.5 PC. Shasta County struggles
with a high failure to appear rate. The current law requires that all offenders with 3 or more failure to
appears must go before a bench officer at arraignment to be placed on a supervised released
program. The majority of defendants reviewed for the program have 3 or more failure to appears
decreasing the number of defendants eligible for the program over the weekend and requiring the
defendants to be arraigned prior to placement in the program.
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 conducted the first STOPP meeting in January 2016. This monthly event
occurs in conjunction with parole to provide access to treatment and services for those offenders
being placed on probation, post release community supervision (PRCS), mandatory supervision
(MS) and parole. Offenders being released from custody and under the supervision of either agency
are required to attend this mandatory monthly meeting within 30 days of release. This event exposes
offenders to necessary treatment and services in one-location as quickly as possible. During the
STOPP meeting, offenders are required to meet with a minimum of five service providers and sign
up for a minimum of one treatment program or service. Between referrals from both Probation and
Parole, approximately 80 offenders are referred each month. While the program has been
successful in the first several months of implementation, the Probation Department is hoping to see
continued growth in attendance for those offenders referred to the program.
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 contracts with a community based organization, Northern Valley Catholic
Social Services to provide a housing program for offenders on supervision. The goal of the program
is for each offender to obtain, safe, stable and suitable permanent housing, learn to budget their
income, develop communication skills with landlords/property management, and gain the tools to
properly deal with other tenants and/or issues involved with living in a community complex. The
housing program is located at our Community Correction Center and started in October 2013. Since
the program started, they have successfully housed (30 days or longer) 144 offenders. They have
transitioned 273 people off the street and into an alternative living environment.
As of March 2016, the Day Reporting Center (DRC) has had 69 offenders complete the program
since its opening in April 2013. Of the 69 offenders that have completed the program, 10 have
re-entered the Criminal Justice System, a 14.5% recidivism rate. Of the 10 offenders who have
re-entered the system, 2 have received new convictions, a 3% recidivism rate. Graduations are
schedule for the DRC in the early summer and winter of each year. The next graduation is
scheduled for January 2017 and it is anticipated that there will be 20 graduates.
The SOR/PSOR Program supervised 298 offenders in FY 2015/2016, an increase from the prior
year of 233 offenders. Of these, 65.1% were successful in making it to sentencing. The program’s
failure to appear rate was 15.8%. Assessing defendants and placing them on the SOR/PSOR
program when eligible has proven to be successful in our community and has reduced the failure to
appear rate among the population. Additionally, it has increased the number of offenders being
sentenced by the court and has allowed SOR/PSOR staff the ability to talk with the defendants
about treatment programs and other community services available to them pending the court
process.
277
This page intentionally left blank
278
Community Corrections Sierra County
Partnership Membership
(October 21, 2016)
The CCP did not provide goals for FY 2015-16 or 2016-17
Jeff Bosworth
Chief Probation Officer
FY 2015-16 and 2016-17 Budget Allocations
Hon. William Pangman
Presiding judge or
designee
$305,000
Scott Schlefstein Sheriff's Office
$300,000
County supervisor or
chief administrative
officer or designee $6,000
Family resource center
$2,000
Larry Allen
District Attorney
Courts
$6,000
J Lon Cooper
Public Defender
$10,000
Frank Lang Medical Consultant
Tim Standley $10,000
Sheriff
Crimanl Justuce Research
Vacant
Foundation (consultant) $10,000
Chief of Police
Lea Salas $33,000
Probation
Department of Social $33,000
Services
Vacant FY 2016-17 - $364,000 FY 2015-16 - $361,000
Department of
Employment
The county did not provide figures for allocations in FY 2015-16 or
Vacant
2016-17 for public or non-public agencies for programs and
Department of Mental
Health services.
Vacant
Alcohol and Substance
Abuse Programs
Merrill Grant
Office of Education and
Community-based
organization
Sandy Marshall
Victims’ interests
__________________
The CCP meets as
needed
279
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, BSCC definitions are not used.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
The county declined to respond to this question.
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Usually just services provided by county – will occasionally use private entities when needed.
What challenges does your county face in meeting these programming and service needs?
County far too small for many specific programs, for example, hard to have a DV program when you
only have 1-2 defendants on probation for DV at any given time.
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?
Because of our small size, very few counties relate to us.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
We started a pre-trial electronic monitoring program a couple of years ago. So far, not one person
has been convicted of a new crime while on program.
280
Community Corrections Siskiyou County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(October 21, 2016)
FY 2015-16
Todd Heie
Chief Probation Officer
Goal: Reduce jail overcrowding while maintaining community
safety and improving criminal justice outcomes.
William J. Davis
Presiding judge or Objective: Implement a pre-trial supervision program in which in
designee which newly arrested defendants are safely and
effectively released back into the community while
Brandon Criss awaiting trial.
County supervisor or Maintain or increase use of alternative sentencing
chief administrative options and increase access to services and programs
officer or designee for those serving alternative sentences.
Increase use of evidence-based programming and
Kirk Andrus practices.
District Attorney
Measure: a) Pre-trial program is initiated, program data is
reviewed periodically to assess success and areas of
Lael Kayfetz
needed improvement; b) Develop and implement a
Public Defender
process for tracking Failure to Appear (FTA).
a) Number of individuals serving alternative sentences
Jon Lopey
remains stable or is increased as compared to the
Sheriff
previous year; b) Increased number of services and
programs accessed by those serving alternative
Martin Nicholas
sentences, as compared to the previous year;
Chief of Police
c) Incorporate a greater variety of vocational training
programs as compared to the previous year.
Stacey Cryer
a) Ongoing data collection, analysis and annual
Department of Social
reporting on crime trends and recidivism; b) Certify
Services, Department of
current domestic violence batters’ program;
Employment,
c) Reconvene the CCP Evaluation/Data Subcommittee;
Department of Mental
d) Adopt a comprehensive Public Safety Realignment &
Health and
Post Release Supervision Program Evaluation Plan.
Alcohol and Substance
Abuse Programs Progress: Year end reporting in process.
Kermith Walters
Office of Education
Carla Charraga
Community-based
organization
Coleen Chiles
Victims’ interests
__________________
The CCP meets quarterly
281
Goal: Increase access to evidence informed services and supports to reduce recidivism.
Objective: Enhanced utilization of evidence-based screening and case management tools
Consistent use of graduated sanctions for reoffending probationers.
Promote Evidence Based Practices (EBP) training opportunities inclusive of judges,
probation officers, prosecutors, defense attorneys, and law enforcement.
Measure: Review case plan procedures conducted on certain risk levels to determine
effectiveness in developing rehabilitation plans.
Formalize a matrix for using graduated sanctions.
Identify training needs and resources; Ongoing CCP-funded and associated training
attendee reporting.
Goal: Increase use of best practices shown to improve criminal justice outcomes.
Objective: Utilize a Corrections Services Specialist to serve as specialty court and reentry
service liaison.
Enhance access to community-based programing for the criminal justice-involved
low-risk and at-risk populations.
Promote services and supports for identified special PRCS populations including
veterans.
Measure: Provide a semi annual report to the CCP highlighting referrals, successes and
challenges.
a) Review existing programs and adopt a written evaluation plan; b) Evaluate
effectiveness of current programs, c) Modify and/or implement additional
programming as needed; d) Explore opportunities to leverage CCP resources to
support increased service access.
a) Continue to support and assist those veterans that become criminal
justice-involved so that their needs are met; b) Develop a process for tracking the
number of PRCS, probationers and those receiving alternative sentences, who are
veterans.
Progress: Year end reporting in process.
The CCP will determine goals for FY 2016-17 in January, 2017.
282
FY 2015-16 and 2016-17 Budget Allocations
$5,230
Local Innovation Subaccount
$10,000
Probation
$9,395
$38,738
County of Siskiyou
$36,527
Reserve Funds
$97,487
$90,000
Public Health
$90,000
$18,000
District Attorney
$18,000
Public Defender $18,000
$18,000
$1,523,498
Community Corrections*
$1,482,920
FY 2016-17 - $1,511,650 FY 2015-16 - $1,752,329
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
283
C o m m
C
u
P r o b a tio n
o u n t y o f S is k iy o u
P u b lic H e a lth
D is t r ic t A tt o r n e y
P u b lic D e f e n d e r
n it y C o r r e c t io n s *
F Y 2 0 1
$ 1 0 ,0 0 0
$ 9 ,3 9 5
$ 3 8 ,7 3 8
$ 3 6 ,5 2 7
$ 9 0 ,0
$ 9 0 ,0
$ 1 8 ,0 0 0
$ 1 8 ,0 0 0
$ 1 8 ,0 0 0
$ 1 8 ,0 0 0
6 - 1 7 - $ 1
00
,3
00
7 6 ,8 5 8 F Y 2 0 1 5 - 1 6 - $ 1 ,3 0 3 ,1 6 7
$ 1
$
,1
13 ,2 0
1 ,2
24 ,1
5
2 0
*Community Corrections funds used for direct costs of payroll, services/supplies, and professional services.
*Community Corrections funds used for direct costs of payroll, services/supplies, and professional services.
First 5 Siskiyou $46,414
$3,136
Other: Computer Software Services,…
$2,908
$7,600
Redwood Toxicology
$9,691
Shasta Training & Consulting $10,000
$8,970 $235,228
Health Therapy, Inc.
$224,796
Siskiyou Community Services Council
$93,912
$19,000
Bi, Inc.
$11,398
FY 2016-17 - $326,608 FY 2015-16 - $351,675
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 includes an evaluation component.
Does the county consider evaluation results when funding programs and/or services?
Yes. Although evaluation data is available for most programs, the CCP does not consistently
deliberate beyond anecdotal information in determining funding decisions. 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 consider
program results.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
81% or higher
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, 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 a myriad of behavioral health and readjustment
services. Probationers and those serving alternative sentences are able to access these services
including: 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, Woman’s Trauma Group, Men’s
Trauma Group, AOD group for those with co-occurring disorders, psychiatric services, GED Prep/HS
diploma, systems navigation with a Correctional Services Specialist, assistance in obtaining
placement at residential treatment centers, employment assistance; vocational training.
To further increase service access to the DRC population, referrals are routinely made to community
-based behavioral health services. Access of these services is growing through increasing numbers
of individual and primary care clinic-based Medi-Cal mental health services providers. Efforts are
also underway to increase access to substance use disorder services through a regional Drug
Medi-Cal Organized Delivery System.
What challenges does your county face in meeting these programming and service needs?
Transportation - Siskiyou County has a vast geography (6,500 square miles) with limited public
transportation options; Homelessness; Lack of in-county residential drug treatment programs;
Inconsistent assessment of service needs between county departments, frequently resulting in
denial of services.
284
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.
The DRC Domestic Violence Program -
and new
individuals are added as they are sentenced. A small equine group was also implemented on a once
a week basis. The program is also offered in Spanish.
Since June 2015 there have been 31 participants (through April 2016).
1. There are 16 active participants in the two groups.
The Siskiyou County Sheriff's Department has initiated the application process to have the program
approved as a 52-week batterers program.
285
This page intentionally left blank
286
Community Corrections Solano County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Christopher Hansen FY 2015-16
Chief Probation Officer
Goal: Implement evidence-based probation supervision that
Robert C. Fracchia properly assesses risk factors associated with recidivism.
Presiding judge or Use case planning and community supervision to promote
designee
law-abiding behavior and reduce client recidivism by
addressing criminogenic needs.
Birgitta Corsello
County supervisor or Objective: All AB 109 clients will be assessed for risk level using an
chief administrative evidenced based risk tool.
officer or designee
All AB 109 clients will have a case plan to address their
criminogenic and other needs.
Krishna Abrams
All AB 109 contact standards will be based on risk level.
District Attorney
Measure: Number of complete assessments, as measured by
Lesli Caldwell
regular caseload review.
Public Defender
Number of complete case plans, as measured by
regular caseload review.
Tom Ferrara
Sheriff Number of contacts made with each client, as
measured by regular caseload review.
Andrew Bidou
Chief of Police
Progress: On-going.
Gerald Huber Goal: The Sheriff’s Office will implement evidence based
Department of Social
programming in the jail that targets risk factors associated
Services
with recidivism and addresses criminogenic needs.
Angela Shing Objective: Providers will roll out CBI-SA, Thinking for a Change and
Department of CALM (CBT interventions).
Employment
The Five Keys Charter School will be implemented
across all three jails.
Halsey Simmons
The Sheriff’s Office will integrate Gender Responsive
Department of Mental
and Trauma Informed services for women into its service
Health
structure.
Andy Williamson
Measure: Provider monthly reports will indicate the number of CBT
Alcohol and Substance
interventions delivered.
Abuse Programs
Teachers will have been assigned to all three jails and
Jay Speck either classroom based learning or independent study
Office of Education will be taking place.
The Women’s Re-entry Achievement Program (WRAP)
Deanna Allen will become a part of the Sheriff’s family of programs.
Community-based
organization Progress: CBI-SA and Thinking for a Change have been implemented.
The Five Keys Charter School has been implemented in two
Vacant of our three jails. WRAP became a part of the Sheriff’s
Victims’ interests programs in April 2016.
__________________
The CCP meets quarterly
287
Goal: Ensure that probation officers are effectively working with clients to address their
criminogenic needs and reduce client recidivism using evidence based or informed
practices.
Objective: Train all adult supervision probation officers and Center for Positive Change case
managers in Motivational Interviewing and have regular booster trainings.
Train all adult supervision probation officers in Effective Practices in Correctional
Settings-II (EPICS-II) and have regular booster trainings.
All adult supervision probation officers will receive quality assurance quarterly
regarding their meetings with clients.
Measure: Number of staff that have completed MI training, as measured by training log.
Number of staff that have completed EPICS training, as measured by training log.
Number of staff that have received coaching from the Quality Assurance and
Implementation Analyst.
Progress: Currently all adult supervision probation officers and Center for Positive Change case
managers have been trained in MI and 97% of them have been trained in EPICS. The
Quality Assurance and Implementation Analyst began working with the adult
supervision officers starting in October of this year.
Goal: Enhance the use of alternative detention (pre-sentence) for appropriate offenders.
Objective: Use of an evidenced-based assessment tool for pre-trial jail release decisions for all
appropriate clients.
Increase the success of pre-trial defendants appearing for all scheduled court
appearances.
Measure: Number of pre-trial reports completed and number of reports with recommendations
for release.
Number of pre-trial clients who completed pre-trial compared to the number who
failed the program.
Progress: From January through November of 2016, 431 were recommended for release
following assessment with the Ohio Risk Assessment Systems-Pretrial Assessment
Tool, an evidenced based risk assessment tool. Of those granted Pretrial Services,
73 successfully completed the program, 18 unsuccessfully completed and 30 failed
due to a bench warrant issuance during this timeframe.
288
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
Goal: The Sheriff’s Office will implement a risk and needs assessment within the jail to drive
placement into jail programming based on risk factors associated with recidivism and to
assist with re-entry planning.
Objective: All AB 109 sentenced inmates will be assessed for risk level using an evidenced
based risk tool (voluntary participation).
All AB 109 sentenced inmates who receive the risk and needs assessment will have
a case plan to address their criminogenic and other needs.
All AB109 sentenced inmates who have been assessed will have a re-entry plan.
Measure: Number of completed assessments as measured by case manager caseload
review.
Number of completed case plans as measured by case manager caseload review.
Number of completed re-entry plans as measured by case manager caseload
review.
FY 2015-16 and 2016-17 Budget Allocations
CCP Planning
$213,201
$678,661
Health & Social Servces
$1,620,614
$40,108
Alternate Public Defender
$36,121
$614,534
Public Defender
$507,854
$742,326
District Attorney
$659,683
$250,000
Task Force (Local Police Overtime)
$250,000
$6,595,286
Sheriff Department
$6,194,962
$6,215,113
Probation Department
$5,397,335
FY 2016-17 - $11,380,340 FY 2015-16 - $13,610,556
Total funding shortfall of $1,269,214 in FY 2015-16 is balanced using carryforward funds from prior
years.
Total funding shortfall of $3,928,993 in FY 2016-17 is balanced using carryforward funds from prior
years.
289
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
290
P
D
u
is t r
b lic
ic
O
&
t A t t o r n e y - V ic t im W it n e s s S e r v ic e s
n g o in g P la n n in g & I m p le m e n t a t io n
C o llo b o r a t iv e C o u r t S e r v ic e s
H & S S S u b s t a n c e A b u s e T r e a t m e n t
H & S S M e n t a l H e a lt h T r e a t m e n t
D is t r ic t A t t o r n e y L e g a l S e r v ic e s
A lt e r n a t e D e f e n d e r L e g a l S e r v ic e s
L o c a l P o lic e - E n f o r c e m e n t T e a m
E n f o r c e m e n t T e a m ( S E T ) * *
I n C u s t o d y S e r v ic e s ( J a il B e d s ) * *
I n C u s t o d y P r o g r a m S e r v ic e s * *
P r e T r ia l S e r v ic e s *
S u p e r v is io n S e r v ic e s *
C e n t e r f o r P o s it iv e C h a n g e *
F Y 2 0 1 6 - 1 7 - $ 1 2 , 8 2 7 , 4 8 2
$ 9 7 , 2 9 9
$ 9 3 , 6 9 1
$ 6 3 , 5 0 0
$ 1 0 3 , 3 9 6
$ 1 0 9 , 8 0 5
$ 1 0 9 , 8 0 5
$ 1 9 1 , 8 4 2
$ 6 2 5 , 9 5 9
$ 1 2 7 , 5 9 7
$ 5 4 3 , 7 4 1
$ 6 4 5 , 0 2 7
$ 5 6 5 , 9 9 2
$ 6 5 4 , 6 4 2
$ 5 4 3 , 9 7 5
$ 2 5 0 , 0 0 0
$ 2 5 0 , 0 0 0
$ 1 , 0 1 3 , 9
$ 9 4 9 , 5 7 6
$ 5 4 5 , 8 9 7
$ 2 7 9 , 8 4 8
$ 3 5 3 , 7 9 0
$ 3 4 6 , 4 8 3
$ 1 , 5
F Y 2 0 1 5 - 1 6 -
6
$8$
4
221
$$
, 1,
0
2 ,
22987 ,,322 4 2
4 2
, 3
0 ,
226
3
,,5
5
27
6
57 10
$ 4$ , 14 5,
3
80 , 53 0,
0
33
8
* Probation; ** Sheriff
Restorative Justice Program $12,500
Quality Assurance $20,000
Assessment & Reentry Services $581,922
$367,500
Drug Testing & GPS Monitoring $115,500
$200,000
$30,000
Peer Mentoring
$40,000
Transportation Services $26,000
$11,000
$150,000
Transitional Housing Services
$150,000
$735,000
Employment Services
$765,000
$180,000
Mental Health Treatment Services
$150,000
Substance Abuse Treatment Services $630,929
$475,914
FY 2016-17 - $2,481,851 FY 2015-16 - $2,159,414
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. To determine the impact programming and services has had on recidivism, Solano County
Probation is annually collecting data starting in October of 2011. Five offender cohorts have been
identified and recidivism rates (any reconviction) are being calculated at 12, 24, and 36 months from
the offender starting a term of probation supervision. Recidivism for each cohort is comparable by
grant type, gender, age, and LS/CMI initial risk scores. Two comparison groups (10/01/2011-
9/30/2012 and 10/01/2012-9/30/2013) will establish a baseline to interpret recidivism rates for
cohorts three (10/01/2013-9/30/2014), four (10/01/2014-9/30/2015), and five (10/01/2015-
9/30/2016). As time progresses and more data is collected, Solano County Probation will further
analyze outcomes for specific offender services by comparing recidivism rates for program
completers, partial completers, non-completers, and non-participants, as compared to the
established baseline recidivism rate. Early cohort one and cohort two comparative data for offender
recidivism for the first 30 months after starting probation supervision has indicated an overall
reduction in recidivism from 37.6% to 26.3%. This reduction trend holds true when the data is
categorized by grant type with PRCS cases reducing from 57.9% to 43.7%. When recidivism is
examined by the offender’s initial LS/CMI risk score offenders classified as high risk had a recidivism
reduction from 50.5% in cohort one to 33.4% in cohort two. For the above established cohorts this
analysis will continue through September of 2019 and additional cohorts will be established for
ongoing analysis.
Does the county consider evaluation results when funding programs and/or services?
Yes. Until our own data is available Solano County has implemented evidence-based,
research-informed, and promising practices to determine the most effective programs and services.
Information is collected from resources such as the National Registry of Evidence Based Programs
and Practices, Washington State Institute for Public Policy, and the PEW Charitable Trusts Results
First Clearinghouse Database. The County also considers the knowledge of our staff, community,
as well as other probation jurisdictions to make final determinations for programming and services.
In addition to working with national consultants that have expertise in evaluation results and
implementing evidence based practice, the Department also hired a full time Quality Assurance and
Implementation Analyst to provide continuous review and evaluation of our programs and services.
The Quality Assurance and Implementation Analyst also works with staff to identify and correct
deviation from established evidence based offender supervision practice while promoting staff
excellence and proficiency in the delivery of those practices.
Moving forward, using local data as described in the response for question 13, Solano County will
have a data-driven decision making process to determine performance outcome when developing
and funding programs and services.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
21% 40%
291
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Mental Health Services Provided include:
Psychiatric Services (medication management), Individual and group therapy offered through
Integrated Care Clinics in Vallejo, Vacaville, & Fairfield.
Psychiatric services, Individual and group therapy offered in Children’s Outpatient Clinics in
Vallejo, Vacaville, & Fairfield.
Community Based Case management: Varying levels dependent on need of consumer (case
management programs specialize in post-acute stabilization, preventing homelessness, and
intensive case management).
Full Service Partnership Programs (specific to: Children, Transitional Age Youth, Adult, Forensic
Adults, Older Adults, Homeless, and treating early psychosis) These programs include intensive
therapy, case management, medication monitoring/management, supportive services, group
therapy, & rehabilitation for serious and persistently mentally ill. Services provided in the
community.
Crisis Stabilization Unit located in Fairfield.
Acute and subacute psychiatric placements.
Solano County substance abuse treatment services are provided through a contracted provider
network. The network includes outpatient, residential and detox treatment. Residential placements
last from 90 to 180 days. There are two levels of outpatient care, and the more often used intensive
one has a one-year long authorization for services. Detox episodes can last up to 15 days; the
system allows three per year.
In-custody, the Jail offers comprehensive short, medium and long term Substance Abuse services
based on length of stay and eventually risk level (we are currently rolling out the LSCMI).
Additionally, through the MIOCR grant the Jail now offers a small in-custody Mental Health
Treatment Program to inmates who are Administratively Separated due to their mental health
issues. This program is designed to help them with medication compliance and improve social, life
and coping skills in service of assisting them to be able to live with another person, participate in
small and eventually large group work and socialize appropriately with others.
The Jail also offers Re-entry Mental Health Services through the MIOCR grant. Individuals are
assessed in-custody, a re-entry plan is developed, a case manager assigned and case manager
follows the individual into the community and offers case management services for up to nine
months if needed.
What challenges does your county face in meeting these programming and service needs?
Our county has limited transitional housing options as well as limited permanent housing. This
makes it difficult for the re-entry population as housing is a key component to being able to get one’s
life on track. Our county administration is attempting to deal with this issue; however, it will not be
fixed in the short term.
Expansion of Individual and group therapies are limited by staffing in the Integrated Care Clinics.
Access to high quality dual-diagnosis residential treatment programs to treat substance addiction
concurrently with mental health symptoms has been a challenge.
292
Clients covered by AB 109 face relatively few challenges for getting into substance abuse
treatment. Residential and detox beds may be in short supply occasionally, but for the most part,
dedicated CCP allocations of funds for treatment have allowed placements in all treatment
modalities to occur rapidly when compared to the county as a whole. On the other hand, the system
does not have enough transitional housing to allow a well-supported step-down from residential to
outpatient after-care. A second challenge is that many of the residential providers are out of county,
which can make access to medical and psychiatric services difficult for those clients.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties
In June of 2016, the Probation Department hired a full time Quality Assurance and Implementation
Analyst to provide continuous review and evaluation of our staff, programs and services.
Historically, we have offered limited programming in jail and the programming offered did not assist
with re-entry needs. Our current jail programs design is focused on addressing those issues directly
related to recidivism. Additionally, all jail based programs now provide re-entry planning and most
follow individuals into the community to assure, at minimum, the status of links and referrals
provided.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Solano County has implemented research informed and evidence-based programs and services
within its Center for Positive Change. The County has invested in programs and services such as
Motivational Interviewing, Effective Practices in Correctional Settings (EPICS), Reasoning &
Rehabilitation 2-R, Thinking for a Change, Matrix Therapy, Treating Alcohol Dependency, The
Courage To Change, and Beyond Trauma.
Case Management-
Motivational interviewing - The PEW Charitable Trusts Results First Clearinghouse Database lists
Motivational Interviewing with the highest rating and EPICS is considered promising.
Cognitive Behavioral Treatment-
In a report published by Washington State Institute for Public Policy (WSIPP), cognitive behavioral
treatment (for high and moderate risk offenders) has a 100% chance that benefits will exceed costs.
The PEW Charitable Trusts Results First Clearinghouse Database rates Reasoning & Rehabilitation
2-R as strongly beneficial and Thinking for a Change as promising.
Substance Abuse Treatment-
In considering substance abuse treatment, Solano County invested in the Treating Alcohol
Dependence: A coping Skills Training Guide. WSIPP Benefit-Cost Results show Cognitive
behavioral coping skills therapy for Adult Substance Abuse treatment has a 99% chance of a
positive return on investment. The Matrix Intensive Outpatient Model has a WISPP 52%
benefit-cost rating while The Pew Foundation gives it a promising rating.
293
Trauma Treatment for Female Offenders:
Solano County utilizes Beyond Trauma by Stephanie Covington. The Pew Charitable Trusts Results
First Clearinghouse Database gives this intervention its highest rating supported by evidence.
As data collection continues, Solano County will have the ability to share local results demonstrating
the effectiveness of the chosen programs and services and make modifications and changes when
warranted.
294
Community Corrections Sonoma County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(October 21, 2016)
FY 2015-16
David Koch
Chief Probation Officer Goal: Perform compliance and welfare checks during law
enforcement operations.
Jose Guillen
Objective: 100% of operations will include compliance and welfare
Presiding judge or
checks.
designee
Measure: Number of operations including compliance and
Mary Booher welfare checks.
County supervisor or Number of participants assessed for available services
chief administrative Class attendance measures.
officer or designee Progress: On October 31, 2016, the DRC had 166 active
participants, including 9 “reach-in” participants at the local
Jill Ravitch
detention facility. Of these participants, 71 (43%) were
District Attorney
AB 109 offenders. As of September 2016, 603 offenders
have begun programming at the DRC. During this period,
Kathleen Pozzi
staff has provided 301 substance use disorder/mental
Public Defender
health assessments, 581 outpatient substance abuse
treatments, and 184 eligibility assessments. For the
Steve Freitas
month of October 2016, the required Cognitive Behavioral
Sheriff
Intervention class had an attendance rate of 80.4%.
Jeffrey Weaver Goal: Increase substance use disorder treatment and mental
Chief of Police health services to offenders upon release from jail.
Sherry Alderman Objective: Upon jail discharge, 100% of offenders will be
assessed for substance use disorder treatment and
Department of Social
mental health issues.
Services and
Department of 100% of offenders receiving positive assessments will
be connected with treatment services.
Employment
Measure: Number of offenders receiving assessments.
Michael Kennedy Number of offenders connected with treatment
Department of Mental services.
Health and Alcohol and
Progress: During calendar year 2015, the DHS performed 6,287
Substance Abuse
mental health assessments of offenders prior to release
Programs
from jail. During the same period, DHS provided post-
custody contracted substance use services for 6,526
Steven Herrington
individuals and provided direct service to 195 individuals
Office of Education
for SUD treatment and mental health services.
Dana Alvarez
Goal: Perform compliance and welfare checks during law
Community-based
enforcement operations.
organization
Objective: 100% of operations will include compliance and welfare
Jill Ravitch checks
Victims’ interests
Measure: Number of operations including compliance and
__________________
welfare checks
The CCP meets monthly
Progress: 100% of operations in FY2015-16 included compliance
and welfare checks.
295
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
Goal: Goal modified from FY 2015-16 Survey: Increase the amount of programming that
AB 109 offenders receive at Sonoma County’s Day Reporting Center (DRC).
Objective: 100% of eligible and willing AB 109 offenders will enroll at the DRC.
100% of participants will be assessed for substance use disorders, mental health
issues, and eligibility for medical and financial assistance.
80% of participants will be present at required classes.
Measure: Number of offenders enrolled at the DRC.
Number of participants assessed for available services.
Class attendance measures.
Progress: On October 31, 2016, the DRC had 166 active participants, including 9 “reach-in”
participants at the local detention facility. Of these participants, 71 (43%) were
AB 109 offenders. As of September 2016, 603 offenders have begun programming
at the DRC. During this period, staff has provided 301 substance use disorder/mental
health assessments, 581 outpatient substance abuse treatments, and 184 eligibility
assessments. For the month of October 2016, the required Cognitive Behavioral
Intervention class had an attendance rate of 80.4%.
Goal: Added goal not included in FY 2015-16 Survey: Reduce use of jail beds in a manner
consistent with public safety.
Objective: 100% of sentenced individuals will be reviewed for eligibility for pre-trial community
supervision.
100% of low-risk inmates who meet program requirements will serve a portion of
their sentences on electronic monitoring supervision.
100% of eligible inmates will receive rehabilitative programming to prepare them
for trial or successful release.
Measure: Number of booked individuals receiving risk assessments.
Number of low-risk inmates who are placed on electronic monitoring supervision.
Number of inmates receiving substance use disorder/mental health services and
Penal Code 1370 restoration services.
Progress: During calendar year 2015:
For pre-trial services, all booked individuals with new charges were assessed for
program eligibility. Additional individuals were assessed for pre-trial services as
ordered by the Courts.
For the low-risk inmate program, 100% of sentenced individuals were reviewed for
program eligibility. In 2015, the Sheriff’s Office placed 315 individuals on electronic
monitoring supervision, 307 of whom completed their sentences with no new
misdemeanor or felony arrests and no failures to appear in court.
The Department of Health Services provided the following in-custody services:
6,287 mental health assessments; Starting Point services for 418 individuals
(330 successfully completed the program); and PC 1370 restoration services for
206 individuals (162 restored to competency).
296
Goal: Goal carried forward from FY 2015-16 Survey: Increase substance use disorder
treatment and mental health services to offenders upon release from jail.
Objective: Upon jail discharge, 100% of offenders will be assessed for substance use disorder
treatment and mental health issues.
100% of offenders receiving positive assessments will be connected with treatment
services.
Measure: Number of offenders receiving assessments.
Number of offenders connected with treatment services.
Progress: During calendar year 2015, the Department of Health Services (DHS) performed
6,287 mental health assessments of offenders prior to release from jail. During the
same period, DHS provided post-custody contracted substance use services for
6,526 individuals and provided direct service to 195 individuals for substance use
disorder treatment and mental health services.
FY 2015-16 and 2016-17 Budget Allocations
297
I n f o
L
r m
o c
a
a
t
l
io
I
n
n
P
n
S
r
o
y
o
v
s
b
a
t
a
t io n S u b a c c o u n t
R e s e r v e F u n d s
C o u n t y C o u n s e l
S u p e r io r C o u r t
e m s D e p a r t m e n t
P u b lic D e f e n d e r
H u m a n S e r v ic e s
D is t r ic t A t t o r n e y
H e a lt h S e r v ic e s
S h e r if f 's O f f ic e
t io n D e p a r t m e n t
F Y 2 0 1 6 - 1 7 - $ 1
$ 4 2 , 4 3 8
$
$ 5 0 , 0 0 0
$ 5 0 , 0 0 0
$ 1 2 5 , 1 8 2
$ 1 0 7 , 9 3 2
$ 1 2 4 , 9 9 0
$ 1 2 4 , 9 9 0
$ 2 0 9 , 6 5 1
$ 1 9 4 , 1 2 2
$ 3 6 8 , 8 5 4
$ 3 5 1 , 8 1 7
$ 3 2 8 , 1 4 4
$ 2 8 2 , 0 6 4
0 , 9 1 3 , 1 6 4
1 , 5
$ 1
$ 1
9 5 , 5
, 9 1 2
, 8 2 9
F Y 2
4 9
, 7 7 6
, 4 0 5
0 1 5 - 1 6 - $
$
$4
1
4,
4
, 1
0 4
, 5
70
5
0,
9
, 8
2 7
, 0
87
7
0
6
$
$5 6,
9
, 18 82 1,
9
, 12 30 3
FY 2016-17 Reserve Funds $2,600,884
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
Pre-Trial Services $1,473,882
$1,497,792
$537,795
Parole Revocation Hearings
$476,186
$419,574
Out-of-custody Mental Health Services
$358,470
$2,206,213
Jail Unit Housing
$2,140,727
$385,167
In-custody Programming
$393,650
$1,020,557
In-custody Mental Health Services
$922,555
$72,000
General Assistance
$72,000
$248,854
Employment Assistance/Training/Readiness
$231,817
$49,827
Educational Programs
$49,827
$1,788,684
Day Reporting Center
$1,698,987
$3,058,083
Community Supervision
$2,998,419
$200,000
Community Service Programs
$200,000
$823,407
Administrative/IT/Legal Support
$696,955
FY 2016-17 - $12,284,043 FY 2015-16 - $11,737,385
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
$100,000
Resource Development Associates
$10,000
Voorhis/Robertson Justice Services, LLC
$10,000
various domestic violence curriculum
$7,000
providers $7,000
Restorative Resources $95,000
$95,000
Inter-Faith Shelter Network $298,275
$291,000
$50,000
Goodwill Industries of the Redwood Empire
$50,000
Evaluation Consultant TBD
$100,000
Drug Abuse Alternatives Center and
$307,292
California Human Development
$353,142
BI, Incorporated $320,000
$320,000
FY 2016-17 - $1,187,567 FY 2015-16 - $1,226,142
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. 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. Annually, analysts meet with contractors to review
compliance and gather data.
The 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 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 meets to
review the report and discuss how to improve data collection and reporting.
In February 2016, CCP’s Data Management and Evaluation Subcommittee completed the
prototype of a report that will provide various measures of recidivism, including rates of criminal
referrals, complaints filed, and convictions during and following Post-Release Community
Supervision and Mandatory Supervision sentences. The subcommittee is currently working with
Sonoma County’s Information Services Department to capture the necessary data.
In July 2016, the CCP and Board of Supervisors selected a consultant to evaluate
Realignment-funded programs. In early 2017, the consultant will deliver a scalable plan that the
CCP can use to determine the type and scale of evaluation services to purchase. The consultant
will evaluate programs with respect to how well they achieve their intended outcomes, how well
they are implemented, and how cost-effective they are.
Does the county consider evaluation results when funding programs and/or services?
Yes. Prior to budget development, AB 109-funded departments and organizations present program
results to the Detention Alternatives Subcommittee. Based on these presentations, the
Subcommittee recommends following year funding at CCP’s budget meetings.
In coming years, the new recidivism report and consultant evaluation mentioned in question 13 will
inform funding decisions.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Conviction, Recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
81% or higher
299
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Sonoma County offers the following Realignment-funded services. Combined, these services
amount to $4,129,675 or 31% of Sonoma County’s FY 2016-17 Realignment budget.
Day Reporting Center: The Day Reporting Center serves as the central point of
evidence-based programming and structure for the realigned 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: addressing the root causes of criminal behavior; decreasing the high level of stress, tension,
and violence that can occur within correctional facilities; supporting inmates in gaining the skills and
knowledge they will need upon release to function as contributing members of society; and
connecting released inmates to the Day Reporting Center and non-profit programs to provide
continued support.
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 mental
health staff in the jail to assess any PC 1170(h) inmates who appear to need behavioral health
services. Assessed inmates are subsequently referred to needed services. Upon release from
custody, inmates who require follow-up services are referred to the embedded Probation team or to
appropriate treatment providers.
PC 1370 Restoration Services: 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 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. The PC 1370 team intensively case manages and engages this
high-risk population in treatment services while in custody and refers individuals 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 contracts 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 make a small co-payment, and funding
covers the first four months of the program.
300
Community Mental Health Services: Behavioral Health staff embedded in the Probation
Department provides mental health assessments 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 determines medication needs and
develops an initial medication plan.
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 and outpatient services for substance-abusing AB 109 offenders.
Clients are referred to the appropriate service based upon clinical assessment. In FY 2015-16,
Probation and Health Services expanded this program to include on-site outpatient services at the
Day Reporting Center.
DUI Treatment Court: The Sonoma County Superior Court administers a multi-agency 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. The program uses a four-phase, graduated treatment program of counseling, drug
testing, incentives, and sanctions.
What challenges does your county face in meeting these programming and service needs?
Sonoma County’s primary challenge is lack of funding. There are current unmet needs, and CCP’s
FY 2016-17 budget is projected to overspend current-year AB 109 revenues by over $2 million. We
are pursuing grants and exploring program cuts to balance the budget.
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 January 2015, the Probation Department took over operation of the Day Reporting Center (DRC)
from a contractor. This change has improved rates of client participation, number of clients served,
case coordination, data collection and reporting, and depth of programming, all without increasing
the DRC budget. Clients report that the new DRC is providing them a safe, positive, and productive
environment.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
1. As mentioned previously, Sonoma County's Day Reporting Center (DRC) is a promising program.
Probation began operating the DRC in January 2015. As of September 30, 2016, 603 participants
have begun coursework at the DRC, and 447 have terminated. Of these, 447 terminations, 54 have
completed all required coursework, which takes approximately one year. An additional 100
individuals left the DRC due to transfer to another county or because their supervision period ended.
301
The remaining 293 individuals either absconded, were returned to custody, or were terminated due
to non-compliance. Of these 293 individuals, 27% have returned to continue coursework. In
addition to required coursework, the Health and Human Services departments, along with
community-based organizations, provide an array of support services. Since January 2015, these
services have included 150 sessions of GED preparation; 407 sessions with Job Link, Sonoma
County’s career center; 301 mental health/substance use disorder assessments; 581 sessions of
outpatient substance abuse treatment; and 184 reviews of eligibility for financial and medical
assistance programs. Sonoma County expects to report more rigorous outcome data in future CCP
Surveys.
2. 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 PC 1170(h) inmates who appear to need behavioral health services. Assessed inmates
may subsequently be referred for medication evaluations. Inmates found to have substance use or
mental health needs are referred to follow-up services. Upon release from custody, inmates who
require follow-up services are referred to the embedded Probation team or to an appropriate
treatment provider.
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.
302
Community Corrections Stanislaus County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(October 21, 2016)
Jill Silva
FY 2015-16
Chief Probation Officer
Goal: Prevention - Definition: Invest in early intervention,
education and prevention programs prior to criminal justice
Marie S. Silveira
involvement and provide evidence-based programs to
Presiding judge or
designee reduce recidivism.
Objective: Enhance prevention programs in schools regarding gangs
Bill O’Brien
and drugs.
County supervisor or
chief administrative Create peer leadership programs in schools that model
officer or designee positive behaviors.
Enhance evidence-based programs in our public safety
Birgit Fladager institutions to change the criminal though process.
District Attorney
Add a family component to treatment services.
Focus on stakeholders to determine what works, what
Tim Bazar
support is needed, incentives.
Public Defender
Measure: Being developed.
Adam Christianson
Sheriff Progress: This sub-committee met in FY 15-16 to develop specific
outcome measures and strategies. During the Fiscal Year it
Galen Carroll was decided to revise goals, outcomes and measures to
Chief of Police follow the Results-Based Accountability Model being used in
other areas of Stanislaus County including the task force
Kathryn Harwell
addressing homelessness (listed below). Information
Department of Social
gathered by this work group was used to inform a Request
Services
for Proposal that addressed prevention and evidence-based
Kristi Santos programs for FY 16-17.
Department of
Employment
Goal: Housing – For individuals that are homeless (county-wide).
Richard DeGette
Objective: Reduce the number of people experiencing homelessness.
Department of Mental
Reduce the average length of time someone is homeless.
Health and Alcohol and
Increase the percentage of people who are homeless who
Substance Abuse
Programs access resources to improve their well-being.
Increase the percentage of people who are homeless who
Tom Chagnon are experiencing improved well-being.
Office of Education Improve the safety of parks and neighborhoods negatively
impacted by people engaging in anti-social and criminal
Cindy Duenas
behavior who struggle with homelessness.
Community-based
Decrease the occurrences of public anti-social behavior
organization
committed by and towards people struggling with
homelessness.
Bal Sindal
Victims’ interests Measure: Being developed.
__________________
The CCP meets two to Progress: The CCP sub-committee was folded into a county-wide task
three times per year force focusing on homelessness to avoid a duplication of
effort. This work group is currently meeting to further
develop outcome measures, data points and strategies
using the Results Based Accountability Model.
303
Goal: Increased Efficiency in the Public Safety System and Implement Effective Programs
and Services.
Definition: Develop a more efficient public safety system with effective programs.
Objective: Asset mapping of available programs and stakeholders, determining gaps and
benchmarking against other systems.
Evaluate data to determine most effective programs/systems in order to reduce
recidivism and identify effectiveness of programs/systems.
Sharing data with stakeholders to develop in partnership most effective and cost
efficient programs.
Measure: Being developed.
Progress: This work group originally formed and began to work on developing outcome measures,
data points and strategies and subsequently moved to a Results Based Accountability
Model in an effort to move towards a model consistent with other work being done in
the county. See FY16-17 information.
Goals, Objectives, Outcome Measures and Progress FY 2016-17
Goal: Housing: 1) People who are homes in Stanislaus County permanently escape
homelessness; 2) People who are at risk of homelessness in Stanislaus County do not
become homeless.
Objective: Reduce the # of people experiencing homelessness.
Reduce the average length of time someone is homeless.
Increase the % of people who are homeless who access resources to improve their
wellbeing.
Increase the % of people who are homeless who are experiencing wellbeing.
Improve the safety of parks and neighborhoods negatively impacted by people
engaging in anti-social and criminal behavior who struggle with homelessness.
Decrease the occurrences of public anti-social behavior committed by and toward
people struggling with homelessness.
Measure: Being developed.
Progress: This workgroup is now a part of a larger countywide effort to address homelessness.
Members of the work group now participate in monthly meetings to review data and
implement strategies.
Goal: Prevention – Decrease offenders and their family members need for government
assistance, gain financial stability and not enter or re-enter the criminal justice system,
thus creating stronger and safer neighborhoods and communities.
Objective: Offenders and their family members become law abiding, experience higher
education rates, employment rates, and experience an overall healthier lifestyle.
Measure: Increased graduation rates from high school/GED.
Improvement in school attendance/grades/reading levels.
Increased employment rates.
Increased household income.
Improved personal development.
Decreased family risk measures.
Residential stability.
Decreased arrest/re-arrest rages.
Progress: Committee has been trained on Results Based Accountability Model. Desired results,
indicators and strategies have been developed. Data collection points are being
developed.
304
Goal: Increased Efficiency in the Public Safety System and Implement Effective Programs
and Services.
Objective: Reduce recidivism and increase pro-social attitudes in adult offenders who
complete programming in-custody and/or at the Day Reporting Center.
Measure: # of offenders receiving a referral.
# of offenders who completed a program.
# of offenders satisfied with the program.
Was the group information and content clear and understandable.
# of offenders with a clear plan of action upon completing a program.
Did we treat them well.
Did we help them with their need.
% of offenders who completed a program that did not recidivate.
% of offenders reporting they have the skills and knowledge to improve their lives.
Progress: Committee has been trained on Results Based Accountability Model. Desired results,
indicators and strategies have been developed. Data collection points are being
developed.
FY 2015-16 and 2016-17 Budget Allocations
Data Warehouse Project $353,220
Housing & Supportive Services Manager^ $10,000
Community Based Organizations** $500,000
Chief Executive Officer§ $500,000
Community Services Agency $132,000
$132,000
AB 900‡ $4,000,000
$1,865,684
Anticipated Reserve/Contingency
$2,543,380
$75,000
El Concilio
$150,000
$22,500
Nirvana Drug and Alcohol Treatment…
$45,000
$100,000
Regional Apprehension Task Force*
$100,000
$90,000
Indigent Defense Fund
$90,000
$212,000
Public Defender
$200,000
District Attorney - Victim Advocate $423,976
$412,291
California Forensic Medical Group
$500,000
$2,058,375
Behavioral Health & Recovery Services
$1,960,375
$4,453,553
Probation Department
$4,168,263
$9,576,225
Sheriff's Department
$8,197,818
FY 2016-17 - $19,962,798 FY 2015-16 - $19,205,141
* Local Law Enforcement; ** Request for Proposals; ^ Chief Executive Officer; ‡ Set aside for new facility
program and operations; § California Forensics Medical Group
305
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
Law Enforcement & Special Operations
$100,000
$302,000
Public Defender & Indigent Defense Fund
$290,000
$423,976
District Attorney & Victim Services
$412,291
$132,000
Community Services Agency
$132,000
$2,058,375
Behavioral Health & Recovery Services
$1,960,375
Probation Department (Staffing & $3,840,053
Operations) $3,554,763
$9,027,433
Sheriff's Department (Staffing & Operations
including Alternatives to Custody $7,878,218
FY 2016-17 - $16,147,057 FY 2015-16 - $14,327,647
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
Community Based Organizations Request $500,000
for Proposals
$500,000
California Forensics Medical Group
$500,000
$75,000
El Concilio
$150,000
Nirvana Drug and Alcohol Treatment $22,500
Institute $45,000
$548,792
In-Custody Programs and Services
$319,600
Day Reporting Center Programs and $529,500
Services $529,500
FY 2016-17 - $2,175,792 FY 2015-16 - $1,544,100
306
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 is currently contracting with a crime analyst with our largest city police agency to
evaluate crime data. The crime analyst has completed one full report evaluating the impacts of
Proposition 47. She is now in the process of evaluating the effectiveness of the Day Reporting
Center by focusing on recidivism data for program participants.
Does the county consider evaluation results when funding programs and/or services?
Yes. Funded programs are required to provide process and performance outcomes during the
planning phase for the upcoming year. The county recently went to a formal RFP process for
community based organizations. The RFP process has built in performance indicators to evaluate
program effectiveness.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
41% 60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Through our county mental health department, we have expanded existing mental health and
substance abuse treatment programs. Various levels of treatment are being provided. The
following summarizes the expanded level of services.
Behavioral Health & Recovery Services (BHRS) received funding to provide treatment for substance
use disorders (SUD) to inmates released from local detention facilities and adult parolees under the
jurisdiction of County Probation. Services include assessment, referral and linkage, and treatment at
the Day Reporting Center (DRC). Treatment at the DRC follows an Intensive Outpatient Treatment
(IOT) model consisting of a minimum 9-hour a week of programming, offered in 3-hour sessions,
3 days a week. Individuals are also met with at least once a month for individual counseling and are
frequently drug tested.
To improve outcomes for this difficult to engage population, the staff have been trained in the
following evidence-based practices: (1) Moral Reconation Therapy (MRT) and (2) Motivational
Interviewing. The core IOT programming centers around 26 topics identified to be fundamental in the
treatment of substance use disorders.
Behavioral Health & Recovery Services (BHRS) also received funding to provide mental health
services to inmates released from local detention facilities and adult parolees under the jurisdiction
of County Probation. Services include assessment and treatment for behavioral health needs.
307
Once enrolled, the IFT-CC program provides three levels of care: (1) Full Service, (2) Intensive
Community Support, and (3) Wellness. Depending on identified needs, all participants receive
outreach and engagement services, with appropriate linkages to community resources and/or
treatment services. The Full Service and Intensive Community Support levels include medication
services, access to groups, peer supported programming, case management, rehabilitation services,
individual therapy, and limited employment / housing support services. The least intensive level,
Wellness, is primarily focused on administering, dispensing, and monitoring of medications.
Comparatively, Full Service offers the highest level of care, has the smallest staff-to-client ratio, and
is accessible 24/7.
To improve outcomes for this difficult to engage population, the program utilizes the following
evidence-based practices: (1) Moral Reconation Therapy (MRT), (2) Seeking Safety, (3) Assertive
Community Treatment, (4) Motivational Interviewing, and (5) Strength Based Case Management.
Behavioral Health & Recovery Services (BHRS) received funding to provide mental health services
to inmates serving time at the County jails. Services include assessments for behavioral health
needs. Once enrolled, the Detention - Mental Health program offers individual therapy and group
therapy based on appropriateness and need. The primary objective of the program is to ensure that
needs of inmates diagnosed with serious mental illness (SMI) are identified, engaged, and treated
while incarcerated, while creating a safer in custody environment for everyone. Additionally,
beginning engagement and treatment of individuals while still in custody helps facilitate the
connection to outpatient programs with the hope of reducing recidivism and contributing to a
healthier and safer community.
To improve outcomes for this difficult to engage population, the program utilizes the following
evidence-based practices: (1) Moral Reconation Therapy (MRT), (2) Seeking Safety, and
(3) Motivational Interviewing.
What challenges does your county face in meeting these programming and service needs?
We are experiencing challenges in providing residential substance abuse treatment. We have
waiting lists for this type of programming. We recently identified increased heroin addiction within
the county. Through a new RFP process we hope to increase this type of treatment.
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 have a full service Day Reporting Center that serves as the hub of our out of custody programs.
The Sheriff’s Office is in the process of constructing a Re-entry facility that is located at the same
public safety complex and will mirror programs offered at the DRC. Offenders will begin programs at
the Re-entry facility and transition to the DRC upon release. Offenders attending the DRC that
require short stays in custody can continue their programs at the Re-entry facility.
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.
308
Community Corrections Sutter County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Donna Garcia FY 2015-16
Chief Probation Officer
Goal: Provide employment services to out-of-custody supervised
Stephanie Hansel offenders at the Probation Department.
Presiding judge or
Objective: 40% of referred offenders will obtain employment.
designee
Measure: Number of offenders who obtained employment
Jim Whiteaker through the Probation Department's employment
County supervisor or
services.
chief administrative
officer or designee Progress: In FY 2015-16, ninety-one supervised offenders were
referred by probation officers for Employment Services in
Amanda Hopper the Probation Resource Center. Of those 91, thirty
District Attorney offenders, or 33%, were successful in securing
employment. While this percentage is higher than
Mark Van Den Huevel progress reported for FY 2014-15, the total number of
Public Defender
referrals decreased from 99 to 91, with the same number
of offenders obtaining employment, which was 30 for each
J. Paul Parker
year.
Sheriff
Rob Landon
Chief of Police Goal: Provide adult education services in the jail to in-custody
offenders.
Nancy O’Hara
Department of Social Objective: 80% of jail inmates will be offered adult education
Services and Department services while in-custody during the fiscal year.
of Mental Health An average of 15% of jail inmates will participate in
education services while in-custody during the fiscal
Rinky Basi year.
Department of
Employment Measure: How many jail inmates were offered the option of
attending adult education services while in custody.
Tony Hobson The number of jail inmates who participated in adult
Alcohol and Substance education services.
Abuse Programs
Progress: The average monthly jail inmate population for FY 2015-16
Baljinder Dhillon was 280.25. Education services are not offered to inmates
Office of Education housed in single cell units due to classification issues or
crime sophistication. There are 52 beds in those units.
Ed Anderson Additionally, inmates in holding cells are also not available
Community-based to participate in education services, bringing the total to
organization about 58 inmates who are not offered education services,
which translates to 20.7% of the total average population.
Tony Kildare
The average number of eligible jail inmates who
Victims’ interests
participated monthly in jail education services for FY
__________________
2015-16 was 68.5. Therefore, approximately 30.8% of the
The CCP meets three
average monthly population of eligible inmates participated
times per year
in jail education services.
309
Goal: Maximize probation treatment services for out of-custody offenders who are
referred for treatment.
Objective: Increase the number of referred offenders who complete assessment and
engage in services by 10%.
Measure: Number of offenders who were assessed and became engaged in CHOICES or
Recovery Basics treatment services in the Probation Department’s Resource
Center.
Progress: In FY 2014/15, a total of 160 supervised offenders were referred to the
Probation Department’s CHOICES and Recovery Basics outpatient substance
abuse programs. Of those 160 offenders, 42% (67 offenders) completed
assessment and engaged in services. In FY 2015/16, a total of 185 supervised
offenders were referred for these services. Of those 185 offenders, 52%
(96 offenders) completed assessment and engaged in services. Therefore, the
goal to increase the number of out-of-custody offenders to complete substance
abuse program assessment and engage in services by 10% was met with an
overall increase of 23.8% in 2015/16 over 2014/15.
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
Goal: Provide employment services to out-of-custody supervised offenders at the
Probation Department.
Objective: 40% of referred offenders will obtain employment in FY 2016-17.
Measure: Number of referred offenders who obtain employment through the Probation
Department's employment services program.
Progress: In progress.
Goal: Increase the completion/graduation rate of the probation department’s CHOICES
outpatient substance abuse program in FY 2016-17.
Objective: Increase the number of client graduations in the probation department’s
CHOICES program by 5 over the previous year’s total number of graduates.
Measure: The number of CHOICES program graduates over FY 2015-16’s graduation
total of 14.
Progress: In progress.
Goal: Expand Pretrial Services release options.
Objective: Implement Electronic Monitoring in the Probation Department’s Pretrial
Services Program as an additional release option.
Measure: The Probation Department’s Pretrial Services Officers work with the Sheriff’s
Department to expand and implement electronic monitoring for pretrial
offenders as an additional supervision option for offenders released by the
Court in the Pretrial Services Program.
Progress: In progress.
310
FY 2015-16 and 2016-17 Budget Allocations
Contingency Reserve
$616,394
Probation Department $1,382,542
$1,311,570
$1,078,046
Sheriff/Jail Department
$941,686
$365,355
Health Department
$365,355
$260,515
Mental Health Department
$309,782
$115,947
District Attorney
$159,714
$21,000
Public Defender
$18,000
$16,000
Police Department
$16,000
FY 2016-17 - $3,090,105 FY 2015-16 - $3,738,501
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
Contingency Reserves $616,394
$628,373
Probation Services
$613,894
$235,904
Pre-Trial Services
$232,357
$246,815
Offender Resource Center
$237,064
$172,057
Mental Health Intervention Services
$189,308
$105,298
Adult Education Services
$92,594
$126,597
Workforce Specialist & Job Re-entry Services*
$126,101
Batterer's Treatment Program $3,000
$3,000
$978,764
Jail Services
$850,611
$21,000
Public Defender Services
$18,000
$563,041
Jail Medical Services
$558,319
$58,838
Victim Witness Services $59,700
$57,109
District Attorney Services
$100,014
$20,609
First Step Services
$19,145
$6,000
Electronic Monitoring
$6,000
$16,000
Police Services
$16,000
FY 2016-17 - $3,090,105 FY 2016-17 - $3,738,501
*WEX, OJT
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
The county did not provide information on Non-Public Agencies receiving allocations.
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. Sutter County continues to define program effectiveness by evaluating program completion
and/or other positive outcomes including attainment of educational goals, employment, engagement
in therapeutic or mental health services and successful completion of supervision without
recidivating. In FY 2015-16, the CCP renewed its contract with a full time data analyst who collects
data for the involved departments and agencies and reports out to the CCP members at the
regularly scheduled meetings. The Probation Department also employs a Supervising Probation
Officer who supervises the programs unit in the department and who collects data related to the
programs and services offered and delivered by programs and treatment staff to in-custody and
out-of-custody adult offenders.
Does the county consider evaluation results when funding programs and/or services?
Yes. In FY 2014-15, changes were made to the number of hours an adult education instructor was
contracted to teach based on the number of referrals from probation officers to those services for
out-of-custody adult offenders. The probation department has continued to monitor the need for this
service and currently contracts with the Sutter County One Stop for an adult education teacher to
provide 18 hours of instruction per week, which continues to meet the current needs of the
department. The department will continue to monitor the number of referrals made so that if
changes are needed, adequate resources are included in the CCP budget for next FY to provide
services that meet the needs of the supervised offenders. In addition, the probation department
continually monitors the need to increase or decrease the number and types of substance abuse
and behavior modification programs offered at the department and in the jail to meet current need
based on assessment data and referrals to these programs.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
21% 40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Currently, Sutter County offers the following programs and services:
Outpatient treatment programs, at the Probation Department and through the Behavioral Health
Department, are offered for moderate and high risk offenders. These programs utilize the Matrix
substance abuse curriculum, and Moral Reconation Therapy (MRT) for behavior modification.
312
There is a mental health therapist housed at the Probation Department as part of the Innovations
grant to provide behavioral health services to clients who are incarcerated, and to also continue
those services upon their release to supervision. Realignment funds were included in the CCP
budget for FY 2015-16 for a mental health therapist to be housed in the jail to assess offenders
suspected or known to have mental health needs when they are initially booked into custody,
however, that position was vacant for part of the FY after the therapist left the position. The
Probation Department continues to offer Batterers Treatment programming to moderate and
high-risk offenders, and in FY 2015-16, four additional probation officers were trained in Domestic
Violence (DV)-MRT to provide these services to out-of-custody offenders. Realignment funds also
pay for two part-time adult education teachers, one at the jail and the other housed at the Probation
Department, and a full-time Workforce Specialist also housed at the Probation Department as part of
the Resource Center. A variety of ancillary programs continue to be offered, including Functional
Family Therapy (FFT), Seeking Safety, Courage to Change journaling program, and Coping with
Anger. For the low risk/high drug and alcohol need offenders, the Probation Department offers the
Recovery Basics program. For in-custody offenders, Intervention Counselors provide MRT, Coping
with Anger and Peer Relationships to male and female populations.
What challenges does your county face in meeting these programming and service needs?
An ongoing challenge for our county to provide programs and services to in-custody offenders is
limited meeting space within the jail to hold the variety of programs that could ideally be offered. We
currently provide the opportunity for sentenced inmates to attend adult education classes, but these
classes are not offered in every area of the jail due to classification issues. We also provide MRT
(Moral Reconation Therapy) groups in custody, however, we are limited in the number of groups we
can offer due to scheduling conflicts in the meeting spaces that currently exist. Our county is in the
process of expanding the jail facility which may mitigate this issue somewhat.
We also are challenged to provide transitional housing to our offenders as there are limited
affordable housing options available in our area. The issue of homelessness is one that our county
leaders have taken up recently and, hopefully, viable and sustainable solutions will be found soon.
Access to local evidence-based programs training continues to be an obstacle for CCP agencies
and departments as well. The lack of local program training results in higher costs and the delay of
services when needed training is unavailable. This past year the Probation Department hosted
Correctional Counseling, Inc. (CCI) training for staff to be trained in DV-MRT. The training was
well-attended by staff from surrounding county agencies and filled a great need in our area. Absent
hosting the training ourselves, probation officers would have had to go out of state for the training,
resulting in a much greater cost with fewer officers trained in the curriculum.
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 FY 2015-16 the Probation Department made a course correction in response to the need for
increased dosage for in-custody offenders who were participants in the MRT and other
programming offered in the jail. Because of the relatively short length of jail sentences for some
offenders, holding groups only one session per week became a barrier for offenders to complete
while in-custody as they were not in custody long enough to attend the entire program.
313
For those offenders who were released to probation for continued supervision, this situation was not
as much of a barrier, however, for those inmates who were released without subsequent
supervision, access to programming was affected as many inmates would not have enough time in
custody to complete programs. Inmates have the opportunity to participate in these jail programs
only post-sentence. In order to increase the availability of programs in this environment, the
Probation Department responded by increasing group sessions to twice per week instead of once
per week, especially in the more transient classification units of the jail. So far, it seems this
adjustment has been a good resolution for this issue.
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.
314
Community Corrections Tehama County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Richard A. Muench FY 2015-16
Chief Probation Officer
Goal: Provide Moral Reconation Therapy (MRT) for all PRCS
Lore Chrasta
and mandatory supervision offenders.
Presiding judge or
designee Objective: 100% of participants will be assigned to MRT.
Dennis Garton Measure: Number of participants completing MRT.
County supervisor or Number of MRT graduates and successfully completing
chief administrative
with three years without reoffending.
officer or designee
Gregg Cohen
District Attorney
Goals, Objectives, Outcome Measures and Progress
Christopher Logan
Public Defender
FY 2016-17
Dave Hencratt Goal: In February of 2017, Tehama County has contracted for
Sheriff
Technical Assistance to look at system wide process and
establish goals and outcome measures.
Kyle Sanders
Chief of Police
Amanda Sharp
Department of Social
Services
Vacant
Department of
Employment
Valerie Lucero
Department of Mental
Health & Alcohol and
Substance Abuse
Programs
Rich DuVarney
Office of Education
Vacant
Community-based
organization
Linda Lucas
Victims’ interests
__________________
The CCP meets quarterly
315
FY 2015-16 and 2016-17 Budget Allocations
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
316
S
S
h a
S
h e
f f
h
r
e
e
if
r W
H
r if f
f - P
o o
e a
- E
h
T
d s h o
P r
S h
l t h S
l e c t r
a r m a
r a n s it io n a l H o u s in g
p / W e ld in g P r o g r a m
J a il/ N u r s in g
D is t r ic t A t t o r n e y
P o lic e D e p a r t m e n t
S h e r if f D e p a r t m e n t
H e a lt h A g e n c y
o b a t io n D e p a r t m e n t
F Y 2 0 1 6 - 1 7 - $
e r if f - A u t o s h o p
P r o b a t i o n
e r v ic e s A g e n c y
o n i c M o n i t o r in g
c y - M e d ic a t io n
F Y 2 0 1 6 - 1 7
3
-
, 6
$
6
3
$$$$
4
$
2
$ 2 2 7 , 6 0 0
$ 3 2 9 , 8 6
$ 1 0 7 , 3 0 0
$ 1 5 2 , 0 0 0
$ 1 8 8 , 6 0 4
$ 1 8 8 , 6 0 4
6 1 , 4 1 1
5 9 , 8 0 4
3 8 , 0 0 0
4 0 , 0 0 0
$ 4 7
$ 4 9
, 2 4 2 F Y
$ 6 5 , 4 0 0
5 7 , 2 5 0
$ 7 2 , 2 5 0
$ 1 0 0 , 0 0 0
$ 1 0 0 , 0 0 0
$ 1 0 0 , 0 0 0
$ 1 0 0 , 0 0 0
2 , 6 5 0 F Y 2
7
81
2
0
, 7,
7
0 1
1
3 6
3 6
5 -
5 - 1
$ 8 2 6 , 9 2 0
$ 8 4 9 , 8 2 6
1 6 - $ 3 , 8 1 0 ,
6 - $ 7 9 4 , 1 1
9
7
4 3
$$ 11 , 7,
6
$ 5
39
2
59
1
, 6,
1
, 8
70
6
16
7
$107,300
Shaffer Woodshop
$152,000
New Covenant Faith-Based serivces, $227,600
transitional housing $329,867
FY 2016-17 - $334,900 FY 2015-16 - $481,867
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?
Yes. Average daily population, Conviction, Length of stay, Recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
41% 60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Drug Courts and Behavioral Health Court currently exist.
What challenges does your county face in meeting these programming and service needs?
Ongoing funding for both courts have been reduced.
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.
Work programs, cognitive behavior change systems, transitional housing, and ongoing treatment
and compliance.
317
This page intentionally left blank
318
Community Corrections Trinity County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Hal Ridlehuber FY 2015-16
Chief Probation Officer
Goal: Improve success rates of AB 109 offenders.
Mike Harper
Presiding judge or Objective: Maintain low recidivism rates.
designee
Reduce victimization.
Karl Fisher Increase 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
under Realignment.
Eric Heryford
District Attorney Implement a system that protects public safety and
uses best practices in recidivism reduction.
Larry Olsen
Implement a system that effectively uses alternatives
Public Defender
to pre-trial and post-conviction incarceration, where
Bruce Haney appropriate.
Sheriff
Progress: Recidivism rates remain low with this population due to
Vacant collaborative endeavors and an increased use of
Chief of Police evidence-based case management efforts between all
stakeholder agencies. The design and implementation of
Letty Garza our new Reentry Program has created both a more
Department of Social
streamlined, efficient system in our county, as well as
Services
better addresses the criminogenic needs of the clients
served. The personal-level contact and service delivery
Vacant
from this team lasts from the first meeting while still
Department of
incarcerated to the final steps leading towards case
Employment
completion, and is something that fits well in a
Noel O’Neill frontier-sized county such as ours. Additionally, other
Department of Mental tools used that work concurrently in meeting this goal
Health
include the continued use of our pre-trial assessment
instrument, along with GPS monitoring.
Anne Lagorio
Alcohol and Substance
Abuse Programs
Bettina Blackwell
Office of Education
Caedy Minoletti
Community-based
organization
Vacant
Victims’ interests
__________________
The CCP meets quarterly
319
Goal: Design and implement a new Reentry Program Improvement Project.
Objective: Early engagement with our clients when possible.
Comprehensive case planning (shared goals and strategies between the
partnering agencies).
Dosage relative to the stage of re-entry. Creative incentives and rewards
interrelated with the re-entry stage and performance towards meeting case
plan goals.
Measure: Complete the new Reentry Program Improvement Project design.
CCP to fund additional positions with Sheriff, Behavioral.
Meet early engagement goal by sending our AB 109 team to the prison to
transport client back to county upon release from custody and begin the case
planning.
Progress: Completed and implemented our new Reentry Program and funded three (3)
additional positions (a Sheriff’s Deputy, Substance Abuse Counselor, and a
Program Coordinator with our local CBO) to enhance services that seek to meet
the objectives above through improved engagement with clients, comprehensive
and coordinated case planning between agencies, better defined dosage relative
to a person’s stage in the reentry process, and improved access to treatment,
housing, and employment services.
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 funding for a
half-time case manager.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
320
FY 2015-16 and 2016-17 Budget Allocations
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
321
P r o b a t io n
H
D
u
S
m
e
h
P
p
e
r
a
t
r
o
n
O
if f
A
b a
R
p
E D O V O P r o g r a m
llo c a t io n A v a ila b le
R e s e r v e d
t io n D e p a r t m e n t - …
e s p o n s e N e t w o r k
B e h a v io r a l H e a lt h
S h e r if f
D is t r ic t A t t o r n e y
e r a t in g E x p e n s e s
F Y 2 0 1 6 - 1 7 - $ 6
$
$$
3
6
55
4
, 5 8 0
$
$ 4
$ 2 7 , 5
$ 2 5 , 0
, 0 0 0
, 0 0 0
, 6 1 0
5 0 , 1 1
$
0 , 0 0 0
0 0
0 0
$ 6 4
$ 5 5 , 0
F Y
6
8
, 32
0
33
2
, 1
5
0
2
1 5
0
- 1 6
$
-
1 3
$
8
8
,
0
2
0
2
,
4
1 5 9
$
$2 20 01 8, ,8 16 50 7
$ 2
$5 24 7, 29 ,3 92 2 2
$6,580
Sheriff EDOVO Program
Probation Department -
Vehicle/Radio/Firearms $40,000
$64,335
Behavioral Health
$55,023
$208,157
Sheriff
$201,860
$5,000
District Attorney
$5,000
$272,922
Probation Dept Operating Expenses
$254,932
FY 2016-17 - $556,994 FY 2015-16 - $556,815
FY 2015-16, $25,000 was allocated to the Human Response Network
FY 2016-17, $27,500 was allocated to the Human Response Network
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. With the full implementation of the Re-entry Program Improvement Project at the beginning of
this fiscal year, Trinity County will compare recidivism rates to evaluate the effectiveness of our new
enhanced programming and services with this population. Additional evaluations will continue as
before including 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.
Does the county consider evaluation results when funding programs and/or services?
Yes. Yes, the CCP utilizes both program-level data as well as data from outside sources relative to
reentry programing to identify the programs and services that produce the best outcomes, and will
adjust funding accordingly.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Treatment program completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
61% 80%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, 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 via telemedicine.
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
Behavioral 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?
In addition to a lack of funding and staffing resources, Trinity County only has one CBO operating in
the county which places much greater responsibility on the core AB109 Team to provide required
services and programming to this population. Absent current AB109-related funding, coordinated
and comprehensive reentry services might be impossible.
322
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 I, now funded 100% by CCP
Growth dollars, to join Probation Officer to do outreach, pick up PRCS clients 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.
While it’s too early to compare results, our county is small enough to bring the entire AB109 Team
together to meet personally with clients both returning from prison as well as being released from jail
after receiving a flash incarceration. This function was put into place with the adoption of our new
Reentry Program and seeks to overcome the lack of other community-based services in a county
our size. Additionally, this team can also serve as an interim step to re-incarceration when there is
evidence that corrective case planning can achieve re-engagement by a client who is in
non-compliance with terms and conditions of supervision. Lastly, programmatic incentives were put
in place to assist clients in meeting program goals including things such as GPS monitoring during
the first stage of reentry that’s tied to completion of a case plan intervention strategy such as
engaging with AODS services, rather than just for a specific period of time. This motivates clients to
quickly meet these initial goals at the most critical stage in the reentry process.
323
This page intentionally left blank
324
Community Corrections Tulare County
Partnership Membership
Goals, Objectives, Outcome Measures and Progress
(October 21, 2016)
Christie Myer
FY 2015-16
Chief Probation Officer
Goal: Develop a seamless continuum of care from incarceration
LaRayne Cleek to probation supervision and/or completion of straight
Presiding judge or commitment.
designee
Objective: Allow offenders to begin/complete court-ordered or
Michael Spata other needs-driven.
County supervisor or
Provide offenders with release incentives based on
chief administrative
participation and positive behavior.
officer or designee
Provide a custodial experience that promotes
Timothy Ward
District Attorney
Measure: Develop a complete treatment/program outline,
including costs, by February 2, 2016.
Lisa Bertolino-Meuting
Public Defender Re-tool the existing Jail Transition Team into a
multi-disciplinary team (MDT) with additional
Mike Boudreaux
participants by April 1, 2016.
Sheriff
Develop contracts/service agreements with providers
Jason Salazar by May 1, 2016.
Chief of Police
Progress: The number of sentenced inmates in need of
Court-ordered treatment, and type of treatment ordered,
Dr. Cheryl Duerksen
was completed on October 15, 2015 and is updated
Department of Social
monthly; existing programming was incrementally
Services
expanded to 10 housing units by January 2016; the initial
Adam Peck multi-disciplinary team (MDT) was identified on April
Department of 20,2016; the treatment/program outline, including
Employment estimated costs, was finalized on May 23, 2016; and the
Mission Statement was completed on June 6, 2016,
Dr. Timothy Durick
During this reporting period, 89 inmates completed the
Department of Mental
Community Transitions component of newly named,
Health
three-phased Avenues to Success program.
Jason Britt
Work will continue on this goal during the next reporting
Alcohol and Substance
period as outlined on the following pages.
Abuse Programs
Jim Vidak
Office of Education
Mary Escarsega-
Fechner
Community-based
organization
Daniel Underwood
Victims’ interests
__________________
The CCP meets quarterly
325
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.
Progress: Staff were formally identified on November 16, 2015; the program was in-place
and receiving referrals on December 1, 2015; pre-trial supervision services were
provided to 45 individuals during the period of December 1, 2015 through June
30, 2016 – 87.5% of those completing the program completed successfully.
It should be noted that potential jail overcrowding issues were further mitigated
during this period by agreed-upon changes in misdemeanor booking practices
by local law enforcement agencies and through the provision of transition
services from incarceration to community-based supervision by the Probation
Department.
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.
Progress: The Public Defender’s Office, the Health and Human Services Agency and the
Probation Department committed staff for program evaluation on November 17,
2015; outcome data was compiled by the Probation Department on five
(5) substance abuse treatment programs for the period of July 2014 through
June 2016.
Work will continue on this goal during the next reporting period as outlined on
the following pages.
326
Goals, Objectives, Outcome Measures and Progress
FY 2016-17
Goal: Complete implementation of 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
community transition.
Measure: The MDT will meet weekly to identify inmate programming, medical/ mental
health treatment and vocational/educational needs based on validated
assessments.
Finalize contracts with four (4) additional treatment providers for incentivized
custodial programming by January 15, 2017.
Receive approval from County Counsel to issue Vocational Education
certificates to inmates participating in 10 different custodial job training
experiences by February 1, 2017.
Goal: Complete 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: Determine recidivism rate on offenders involved in each individual treatment
program during the period of January 2012 through December 2016 by
January 15, 2017.
Meet with the five (5) contracted providers to identify training needs to
improve outcomes by January 30, 2017.
Provide outcome information and training recommendations for CCP
approval to the CCP on February 21, 2017.
Provide identified training to contracted treatment providers by June 1, 2017.
327
Goal: Implement utilization of an Evidence-Based Inmate Classification System for the
Tulare County Jail Facilities.
Objective: Classify and safely house adult inmates based on a validated assessment.
Enhance inmate access to Court-ordered and other custodial programming.
Allow for the electronic access and sharing of assessment information
between the Sheriff’s Office and the Probation Department.
Measure: Enter into contract with Northpointe, Inc. by January 15, 2017.
Complete full implementation/systems integration by June 30, 2017.
FY 2015-16 and 2016-17 Budget Allocations
328
H e a
T
lt h
u la
a
r
n
e
d
C
H
o
u
u
m
n
M
t
ae
y SS
n S
d ic
F
ue
ea
Y
L o c a
p e r io
r v ic e
v ic e
l C a
P r o b
2 0 1
l I n n o v a t io n F u n d
R e s e r v e F u n d s
r C o u r t ( P r e - T r ia l
s )
s A g e n c y ( I n m a t e
r e )
a t io n D e p a r t m e n t
S h e r if f 's O f f ic e
6 - 1 7 - $ 1 7 , 2 3 8 , 6 7 3
$ 5 8
$$
, 7 5 2
5 8 8 , 8
5 1 1 , 7
$ 1 , 0
$ 1 , 0
F Y 2
30
00
0
57
00
1
, 0
, 0
5 -
$
00
1
2
00
6
, 7
-
7
$
2
1
, 2
8
8
, 1
7
0 3 , 7 2 7
$
$
6
6
,
,
9
9
$0
$0
79
79
, 7
, 8
, 7
, 8
96
96
56
57
,
,
5
5
4
4
3
3
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
Workforce Investment Board (Job $135,366
Development) $135,366
$64,995
Superior Court (Legal Processing Clerk)
$64,995
Health and Human Services Agency $185,634
(Assessment Team) $270,875
$380,410
Public Defender's Office
$380,410
$380,410
District Attorney's Office
$380,410
FY 2016-17 - $1,146,815 FY 2015-16 - $1,232,056
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
$15,000
Other (Creekside Laser)
$349
Other (CareerScope)
Other (Drug Testing and Electronic
$200,900
Monitoring)
Non-Profit $450,000
Faith Based Organizations $61,000
Job Development Software
$19,800
GPS/Electronic Monitoring Services
$60,600
Drug Testing Services
$25,500
$753,000
Treatment Programs
$1,420,000
$548,400
Community-based Organizations
$131,000
FY 2016-17 - $2,028,649 FY 2015-16 - $1,656,900
329
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. Program outcomes are tracked within our case management system.
Does the county consider evaluation results when funding programs and/or services?
Yes. All provider contracts are reviewed on a yearly basis and as issues occur. We have
discontinued the use of four (4) providers based on poor performance and/or business practices.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
81% or higher
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Collaborative Court Programs
Mental Health Court; Veterans Court;
Drug Court; Domestic Violence Court;
Proposition 36 Court; Driving Under the Influence Court.
Probation Driven Treatment Programs
Tulare County Health and Human Services Agency/Division of Mental Health.
- In-patient and out-patient mental health treatment services.
Sex Offender Treatment (CPC America).
Dual-diagnosis in-patient, out-patient and transition services.
Substance Abuse inpatient, outpatient and transition services.
Medication Management groups.
Theft Intervention individual and group.
Veterans Administration.
- Medical, mental health, substance abuse, anger management, sober living and housing
services.
Jail Driven Treatment Programs (in-Custody)
Substance Abuse Treatment.
Gang Awareness Parenting Program (GAP).
Parenting classes.
Medical/Mental Health Treatment and Release Planning.
330
What challenges does your county face in meeting these programming and service needs?
None at this time. We have made great strides in the implementation/utilization of evidence-based
practices across all systems.
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?
Court-ordered treatment has been the foundation in the expansion of services within our jail
facilities, allowing offenders to complete all or a large portion of treatment prior to release.
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.
331
This page intentionally left blank
332
Community Corrections Tuolumne County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Don L. Meyer FY 2015-16
Chief Probation Officer
Goal: Reduce the number of Pre-Trial offenders held in a
Donald Segerstrom secure detention.
Presiding judge or
Objective: Adopt an evidence based risk assessment tool.
designee
Adopt new release conditions.
Maureen Frank
County supervisor or
Goal: Increase the number of Day Reporting Center (DRC)
chief administrative
Participants who graduate the program.
officer or designee
Objective: Support participants to keep them progressing through
Laura Krieg
all program steps of the DRC Program.
District Attorney
75% of all participants referred to the DRC will
graduate.
Robert Price
Public Defender
Measure: Number of participants who are terminated from the
James Mele
DRC.
Sheriff
Number of participants who graduate from the DRC.
Mark Stinson
Chief of Police Progress: During fiscal year 15-16, the program had a 48% success
rate which is commendable given the difficulty of the
Ann Connolly
program. This success rate is well above neighboring
Department of Social
counties. It is also important to note that this is a 2%
Services
increase since the last fiscal year.
Vacant
Department of
Employment Goal: Assist Day Reporting Center (DRC) participants in
securing housing.
Rita Austin
Objective: Work with DRC participants to complete the application
Department of Mental
process for the homeless.
Health and Alcohol and
Substance Abuse Increase by 10% the number of homeless participants
Programs who secure housing.
Marguerite Bulkin Progress: In the 15-16 fiscal year, there was a 4% homeless rate at
Office of Education
time of discharge from the DRC. This percentage does not
include “others” that were living in a shelter, sober living
Beetle Barbour
facility, etc.
Community-based
organization
The CCP reports it will use the same goals, objectives and outcome
Ginger Martin
measures identified above in FY 2016-17.
Victims’ interests
__________________
The CCP meets
semi-annually and as
needed
333
FY 2015-16 and 2016-17 Budget Allocations
District Attorney Office - Victim Witness $70,011
$64,000
$899,615
Sheriff's Office
$875,422
Behavioral Health Department $38,563
$35,000
$1,241,831
Probation Department
$1,247,175
FY 2016-17 - $2,250,020 FY 2015-16 - $2,221,597
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
Amador Tuolumne County Action
Agency
$1,000
$1,543,020
Tuolumne County Agencies
$1,648,597
FY 2016-17 - $1,543,020 FY 2015-16 - $1,649,597
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
$30,000
Alcohol Monitoring Systems
$120,000
Satelitte Tracking of People ( STOP)
$30,000
Other-in patient rehabilitiation facilities
$5,000
Redwood Toxicology
$5,000
$522,000
Behavioral Interventions
$572,000
FY 2016-17 - $707,000 FY 2015-16 - $577,000
334
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 do an annual report to the Board of Supervisors which includes statistics and year to year
tracking. This includes overall success rates of the programs funded by AB109. The Probation
Department Business Manager and Staff Services Analyst keep track of all things AB109 related
monthly, quarterly, and annually to evaluate overall effectiveness of programs and services.
Does the county consider evaluation results when funding programs and/or services?
Yes. We give preference to programs that utilize evidence based programming and practices as well
as promising practices to ensure programs will be a benefit to clients and the County.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
61% 80%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Tuolumne County Behavioral Health treats severe and chronic mentally ill clients, as well as,
provides alcohol and drug treatment. Tuolumne County Behavioral Health primarily services
Medi-Cal clients. The closest psychiatrist that treats non Medi-Cal patients is 50-60 miles away.
Due to the limited services available to our rural demographic the CCP has utilized Realignment
funding since the beginning to contract with Behavioral Interventions (BI) Inc. to provide clients
evidence based cognitive behavioral programming, substance abuse programming, employment
assistance, and other resources. This program is open to clients referred by the Courts and
Probation Department as part of an overall treatment program. BI also refers clients to the Tuolumne
County Behavioral Health Department for more intensive and specialized treatment.
What challenges does your county face in meeting these programming and service needs?
Tuolumne County is currently budgeting more on AB109 programs and services than the annual
allocation in order to meet the needs of the County AB109 population, and to keep the programs
solvent and successful. Therefore, more work needs to be done to create long term sustainability in
this sector. Progress has been made in increasing revenue streams in order to reduce overall
expenditure output and balance the programming. Staffing capacity is also an ongoing concern for
the County. It is very difficult to recruit, train, and keep (long term) qualified staff to satisfy the
specific job requirements. Overall AB109 funding streams (annual state allocations) have not been
sufficient to address the needs of the AB109 population.
335
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 CCP evaluates the effectiveness of all the funded programs annually to ensure funding is spend
on programs that are showing favorable results both short term and long term. For example, the
CCP evaluated the effectiveness of a program called the Day Treatment Program. It was found that
the program was an ineffective way to spend CCP allocations. Staffing costs were high, attendance
was low, and overall completion rates were extremely low. The CCP members voted unanimously to
discontinue and place the offenders that would have participated in the program on an AB109
funded electronic monitoring program instead. We have found that participants are much more likely
to complete the EMP program compared to the Day Treatment Program thus creating better
outcomes and better cost effectiveness overall.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Tuolumne County continues to contract with Behavioral Interventions (BI) Inc. They provide
evidence based programming to high risk offenders. This is known as the Day Reporting Center
(DRC) Program. This program includes individual counseling, group sessions, and Moral
Reconation Therapy. This program is very extensive and demanding for clients. In order to
successfully complete the program individuals must complete Phase 1-3, Aftercare, and obtain
successful employment and housing. This can be a minimum of a 210 day program. In order to
advance to the next phase, the participant must complete each step listed in their Moral Recognition
Workbook, and remain drug free. From the start of the program Tuolumne County has averaged a
46% success rate. Given the difficulty of the program and the type of Offenders (typically PRCS and
other High Risk classifications) a 46% rate is extremely positive. Tuolumne County’s success rate is
well above neighboring county averages. This can be attributed to intense collaboration 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) which provides evidence based
programming to offenders while incarcerated. This is a structured, comprehensive 12 week program.
The curriculum includes MRT (Moral Recognition Therapy), Parent Effectiveness Training, Anger
Management, Release Preparation, Educational and Individual Counseling. Successful completion
for this program is very similar to the DRC Program as inmates must complete Phase 1-3 of the
program. Offenders can then transition into the DRC program after release for further in depth
programming and long term treatment. The success rate of the JRP program averages 66%.
336
Community Corrections Ventura County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Mark Varela FY 2015-16
Chief Probation Officer
Goal: Reduce the recidivism rate of AB109 Offenders.
Donald Coleman
Objective: Define recidivism in Ventura County.
Presiding judge or
designee Establish a baseline recidivism rate.
Mike Powers Measure: Adopting a recidivism rate definition.
County supervisor or
Determine baseline recidivism rate.
chief administrative
officer or designee
Progress: The CCP adopted the BSCC definition of recidivism and
Greg Totten will track other recidivism indicators for use as well.
District Attorney Research completed providing a baseline recidivism rate
since realignment.
Steve Lipson
Public Defender
Goal: Increase alternatives to incarceration and services to
Geoff Dean
offenders by fiscal year 2015.
Sheriff
Objective: Develop a matrix of graduated behavior responses to
Scott Whitney
violation behavior.
Chief of Police
Develop incentives for offenders to be successful.
Barry Zimmerman
Department of Social Develop alternatives to incarceration, including
Services and electronic monitoring (EM), GPS and pre-trial.
Department of
Measure: Matrix document of graduated responses.
Employment
Incentives program for offenders.
Elaine Crandall
Department of Mental Implement alternative to incarceration options.
Health
Progress: Matrix on sanctions and incentives have been developed,
Patrick Zarate probation incentives program has been implemented and
Alcohol and Substance EM, GPS, and pre-trial programs are implemented.
Abuse Programs
Stanley Mantooth Goal: Use risk/needs information at sentencing (front end of
Office of Education system) by July 1, 2015.
Objective: Develop and implement pre-trial program incorporating
Caroline Prijatel-Sutton
a validated assessment.
Community-based
organization Include risk/needs assessment for judicial
consideration at sentencing.
Michael Schwartz
Victims’ interests Measure: Implement and administer pre-trial assessment.
__________________ Implement and administer the Ohio Risk Assessment
The CCP meets quarterly System – Community Supervision Tool (ORAS-CST)
risk/needs assessment at sentencing.
Progress: The goal was fully completed in 2015.
337
Goal: Develop multi-agency dashboard.
Objective: Define measures to be collected.
Identify sources to pull information.
Develop dashboard design and access.
Measure: Identification of measures.
Identification of data sources.
Development, access and implementation.
Progress: Initial build out has been completed. Currently developing analytical tools.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
FY 2015-16 and 2016-17 Budget Allocations
338
E
C
v a lc
C r
o m
o
e
m
r
a
p
t
u
- e v a l u a t i o n o f p r o g r a m s
i o n o f D a s h b o a r d M e t r i c s
P la n n in g a n d E v a l u a t i o n
n it y B a s e d O r g a n iz a t io n s
L o c a l L a w E n f o r c e m e n t
B e h a v io r a l H e a l t h
S h e r if f 's O f f i c e
P r o b a t i o n A g e n c y
P u b l i c D e f e n d e r
D is t r ic t A t t o r n e y
F Y 2 0 1 6 - 1 7 - $ 1 9 ,
$
$
$
4
1
2
1
4
2
0
2
$$
$$9
0 , 0 0 0
0 , 0 0 0
0 , 0 0 0
$ 1
$ 1
5 3 7 , 4
5 3 7 , 4
$ 8 7 6
$ 8 7 6
5 8 8 , 2
5 8 8 , 2
, 8 4 1
, 2 5 0 , 0
, 2 5 0 , 0
0 2
0 2
$ 1 , 7 9
$ 1 , 7 9
, 3 8 8
, 3 8 8
8 5
8 5
F
00
99
Y
0
0
, 2
, 2
2
77
0
33
1 5 - 1 6 - $ 1 9 , 6 4 9
$$
,
66
8
, 1,
1
4 1
77 00 , 4,
4
11 22
$$ 88 , 1,
1
00 88 , 0,
0
88 11
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
339
I n f o r m a t io
L
F
n
o
Y
c
T
a
2
e c
l L
B
P
0 1
h
a
6
n o lo g y S e r v ic e
w E n f o r c e m e n
e h a v io r a l H e a l t
S h e r if f 's O f f i c
r o b a t i o n A g e n c
P u b l i c D e f e n d e
D is t r ic t A t t o r n e
- 1 7 - $ 1 8 , 0 7 9 , 8
s
t
h
e
y
r
y
4 1
$ 2
$$
$$
0 0 , 0 0 0
5 3 7 , 4 0 2
5 3 7 , 4 0 2
$ 1 , 7 9 9
$ 1 , 7 9 9
$ 8 7 6 , 3 8 8
$ 8 7 6 , 3 8 8
5 8 8 , 2 8 5
5 8 8 , 2 8 5
F Y 2 0 1 5 - 1
, 2,
2
6
77
-
33
$ 1 8 , 2 7 9 , 8 4
$$
1
66 , 1,
1
77 00
$$
, 4,
4
88
11
, 1
, 1
22
00 88 ,, 00 88 11
$120,000
Evalcorp
$120,000
$358,782
Restorative Justice
$385,944
$58,866
Parenting Support/Classes
$58,866
$327,209
Case Management
$300,047
$255,143
Moral Reconation Therapy
$255,143
$250,000
CORE
$250,000
FY 2016-17 - $1,370,000 FY 2015-16 - $1,370,000
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 use statistical information to measure outcomes and have partnered with EvalCorp to
conduct efficacy studies on our programs and efforts. We also require that our CBO partners collect
data and present outcomes to ensure fidelity in their programming.
Does the county consider evaluation results when funding programs and/or services?
Yes. The County is in the beginning phases of using recently obtained outcomes through EvalCorp
to better leverage programming successes and target future funding allocations towards programs
proven to reduce recidivism. In addition, the County has recently partnered with the Results First
Initiative which will also serve to assist in data-driven policy decisions.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
41% 60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Ventura County Behavioral Health (VCBH) in collaboration with the Sheriff’s Office, Probation, and
the Superior Court offer an array of programming for those under post-release offender supervision
(PROS/AB109). VCBH’s Alcohol and Drug Programs Division employs three Master's level
clinicians who evaluate AB109 clients all referred by Probation. The clinicians are embedded in
three probation offices (i.e., Ventura, Oxnard and Simi). The purpose of the screenings is to
determine whether clients would benefit from substance use treatment and/or behavioral health
treatment, as well as, make recommendations for level of care for treatment interventions. VCBH
contracts with community-based, substance use treatment providers to deliver the appropriate level
of treatment. Residential treatment is provided by Khepera House (for men) and Prototypes
(for women). The average length of stay in residential treatment is 90 days. Alternative Action
Program (AAP) provides outpatient, substance use treatment.
In order to address behavioral health needs, VCBH contracts with Telecare Corporation whose
clinical staff assess and provide specialty mental health services (i.e., psychiatric medication,
rehabilitation, and case management) for those who exhibit symptoms of a serious mental illness
and significant functional impairment. Two levels of behavioral health treatment have been
delineated and differ in terms of the nature/frequency of treatment/contact. Telecare has the
capacity for 15 clients with the higher level need and 40 with the lower level need. In FY1516 a total
of 57 unduplicated clients received services at the higher level of care and 75 at the lower level.
340
VCBH working with Probation and the contracted providers coordinates services and treatment
when AB109 clients are receiving services from more than one provider at a time (e.g., substance
use treatment from AAP and mental health treatment from Telecare). Typically, the nature and level
of care evolves with the clients’ recoveries. Additionally, there is collaboration with Interface Children
and Family Services who provides case management for AB109 clients who require assistance with
activities of daily living. Lastly, some AB109 clients are participants in Re-entry Court which results
in collaboration with the Court to guide and monitor progress.
What challenges does your county face in meeting these programming and service needs?
The single biggest challenge VCBH confronts in operating these programs are limited availability of
residential treatment, detox services, and appropriate housing. At the higher end of substance use
treatment, there is limited capacity for licensed residential treatment and detox services. Similarly,
with behavioral health treatment there are too few Board and Cares, privately owned businesses
operating under licenses, providing 24/7 onsite staff, and dispensing medication. Additionally,
Ventura County is challenged to provide enough well-run, sober living houses and other more
independent living options.
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 data and program utilization, the CCP has allowed the CBO partners to reallocate funds to
increase services to programs which have a greater population and need.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The County has developed an automated dashboard which, at this time, tracks recidivism (BSCC
Definition) in real time. The dashboard will also track arrest, conviction, and program success on an
offender level; so that all partners can evaluate their effectiveness and ensure that all of the criminal
justice partners are relying on the same data.
341
This page intentionally left blank
342
Community Corrections Yolo County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
Brent Cardall FY 2015-16
Chief Probation Officer
Goal: Ensure a safe environment for all residents and visitors by
reducing and preventing local crime.
Shawn Landry
Presiding judge or Objective: Establish data workgroup to agree on baseline, minimal
designee data needed to meet needs of CCP and strategic plan.
Recommend to CCP that Police Chiefs commit to
Jim Provenza
collecting recommended data.
County supervisor or
Implement comprehensive continuum of substance
chief administrative
abuse services focused on prevention by 2016.
officer or designee
Measure: CCP Data and Recidivism Committee meets as
Jeff Reisig needed and is conducting Recidivism Study using the
District Attorney CCP approved definitions.
All arrest and booking data is tracked and submitted to
Tracie Olson
Data Subcommittee for analysis.
Public Defender
Continuum of Care hierarchy of needs continues to
Ed Prieto
Sheriff
Progress: The objectives under this goal are largely active or
completed. As data needs change, the objective of
Dan Bellini
providing useful data changes with it. The recidivism study
Chief of Police
work has been ongoing, with the goal of reporting on
2011-2012 Offender Recidivism by January 2017.
Karen Larsen
Department of Social
Services,
Goal: Hold Offenders Accountable.
Department of
Employment, Department Objective: Expand Adult Review Boards by 1-1-16 into West
of Mental Health, Alcohol Sacramento.
and Substance Abuse
Maintain Jail at maximum of 90% of occupancy or less.
Programs
Provide evidence-based in-custody programming to at
Jesse Ortiz least 80% of eligible inmates.
Office of Education
Measure: Adult Community Review Board expanded into West
Sacramento.
Marc Nigel
Community-based Jail currently maintains 90% occupancy or less.
organization Jail EBP treatment services are actively offered to all
eligible inmates provided the do not have classification
Laura Valdez
Victims’ interests
Progress: All measures have been met.
__________________
The CCP meets monthly
343
Goal: Restore Victims and the Community.
Objective: Implement at least one evidence based restorative justice program in
FY2015-16.
Implement coordinated victim notification system.
Develop a baseline of victim satisfaction in Yolo County by 2016.
Measure: Restorative Justice Program Implemented by end of FY2015-16.
Victim Notification System Implemented by FY2015-16.
Progress: All outcome measures have been met and are being maintained.
The CCP reports it will use the same goals, objectives and outcome measures identified
above in FY 2016-17.
FY 2015-16 and 2016-17 Budget Allocations
Board of Supervisors Innovation Fund $33,992
$443,481
Reserve Funds
$2,096,983
Sacramento County Office of Education &
$1,225,503
Community Based Treatement Providers $1,225,503
$330,000
Municipal Police Departments
$330,000
$12,044
Library
$11,050
$200,689
Public Defender
$183,451
District Attorney's Office $578,406
$567,065
$3,153,136
Sheriff's Office
$2,759,228
Probation Department $3,158,188
$3,047,774
FY 2016-17 - $7,237,105 FY 2015-16 - $9,968,181
344
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
Yolo County Board Innovation Fund $33,992
$84,849
Legal Processing Support
$73,067
$115,840
Social Work Project
$110,324
$12,044
Yolo Library Literacy Program
$11,050
$578,406
Supplemental Funding: District Attorney
$567,065
$330,000
Local Law Enforcement
$330,000
$1,044,085
Pre-Trial Probation Services Program
$1,007,583
$2,114,103
Community Corrections Case Management
$2,040,191
$620,000
Sacramento County Office of…
$685,141
$935,876
75 Addiional Beds at Leinberger
$819,021
$881,536
Electronic Monitoring
$771,409
$1,335,724
Maintain Jail Bed Capacity
$1,168,858
FY 2016-17 - $8,086,455 FY 2015-16 - $7,583,709
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
In-Custody Community Based $150,362
Treatment Services $150,362
Community Based Substance Abuse $455,141
Treatment Providers $390,000
FY 2016-17 - $605,503 FY 2015-16 - $540,362
345
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 FY2015-16, Sacramento State University conducted a risk assessment fidelity evaluation. The
results provided analysis of the use of the Ohio Risk Assessment.
In 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. The results
and suggestions made by the analysis have carried over in an ongoing adaptation to emerging
needs and multi-year adjustments.
Yolo County continued to implement 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 evaluated through the Crime and Justice Institute as well as George Mason
University were required to adapt and improve their services and outcomes per the
recommendations of each report. Funding was increased or decreased based upon each program’s
evaluation and report out on outcomes. Additionally, the pre-trial services unit has consistently
provided statistic-based outcomes that justify continued funding.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, Recidivism, Treatment program
completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
81% or higher
346
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
FY 16/17 Mental Health, Behavioral Health, and Substance Abuse Services:
Residential Treatment Services/Transitional Housing
Yolo CCP supports up to 100 individuals placed in 90 day stays.
Outpatient Substance Abuse and Behavioral Health Treatment
Unlimited referral capacity (service covered by the Affordable Care Act).
Day Reporting Center
505 people served in FY 15/16.
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.
has added services in FY16/17 to provide care for behavioral health and addiction/recovery in
cooperation with an outpatient treatment provider (CommuniCare).
works with the outpatient substance abuse provider to conduct clinical assessments of substance
use to determine need.
CommuniCare now has an embedded counselor at the Daily Reporting Center in an effort to
provide additional treatment in accordance with evidence-based practices.
Health and Human Services Agency
Severely Mentally Ill case management services in conjunction with Probation.
Mental Health Court
Treatment services funded by CCP.
Severely Mentally Ill clients are referred to Mental Health Court by attorneys and/or judges. They
are evaluated, and if found suitable and eligible, are given intensive supervision in conjunction
with psychiatric care and support. Each case is reviewed and staffed by the Court, Health and
Human Services, Probation, the District Attorney, and the Public Defender or defense counsel.
Mental Health Court insures no gaps in service, and provides each client with the greatest
likelihood of success.
Substance Abuse Participation statistics from FY 2012-2015:
FY 2012-13-
Admissions = 801
Day Treatment = 54
Outpatient = 348
Residential = 372
347
FY 13/14-
Admissions = 621
Day Treatment = 50
Outpatient = 283
Residential = 261
FY 14/15-
Admissions = 757
Day Treatment = 58
Outpatient = 261
Residential = 438
Statistics regarding FY 15/16 are still being compiled in a new database, and additional details
regarding capacity will be available by February 2017. 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?
Yolo County, like many other county jurisdictions, are limited in the services they can provide to
offenders re-entering the community because the services identified as a top three criminogenic
need using our risk assessment tool, Ohio’s ORAS, cannot fund everything. Specifically, transitional
housing and workforce training have been consistent needs that the county can’t afford to
adequately support. Transitional housing lengths of stay are limited to 3-4 months, when many
offenders can use 6 months to 1 year after leaving a drug treatment program. To address this
challenge, the CCP established a pilot project which will result in the purchase of one residence for
transitional housing. The goal of the pilot program is to pursue sustainable community-supported
housing utilizing non-CCP funds.
Yolo County also some difficult choices for rebalancing the CCP Budget after the State changed the
Realignment funding formula. Less funding is being allocated to Yolo, which will force the County as
a whole to look at priority services in criminal justice and potentially reduce 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?
The Yolo County CCP continues to make most of its programmatic changes and adjustments to
projects and services based upon nationally recognized assessments and evidence-based program
fidelity reviews. In FY 2015-16, the CCP addressed emerging needs and made reallocations to meet
them.
Specifically, the Yolo County CCP started a workgroup to address the emerging needs of clients
who were on probation for offenses affected by Proposition 47. As drug possession became a
misdemeanor, clients were cited out of the jail due to potential overcrowding. While out of custody, a
large majority were incurring new drug-use related offenses and failing to appear for court or engage
in treatment of their own accord while pending each matter. This placed an additional burden not
only on the clients, but on each partner in the CCP.
348
The workgroup created a pilot diversion program to establish early care and treatment as close to
arraignment as possible. Clients would be given the chance to voluntarily participate in diversion at
arraignment. They would then be assessed for risk by the Probation Department and assessed for
chemical dependence by a psychological professional. After each, they would be referred to an
appropriate level of care, and upon successful completion, the case would be dismissed. The
program was created with the intention to gauge outcomes on a smaller scale before incorporating
pre-arraignment client engagement on a large scale.
The Proposition 47 workgroup then led to the creation of a grants workgroup to establish funding
that would allow expansion of the pilot diversion program.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
In FY2015-16, the Yolo County Mental Health Court has established itself as a promising program
and has yielded positive results. It is based off of a nationally-recognized model and is supported by
each member of the CCP. CCP funding has been used to pay for services utilized by Mental Health
Court for the past several years.
Severely Mentally Ill clients are referred to Mental Health Court by attorneys and/or judges. They are
evaluated, and if found suitable and eligible, are given intensive supervision in conjunction with
psychiatric care and support. Each case is reviewed and staffed by the Court, Health and Human
Services, Probation, the District Attorney, and the Public Defender or defense counsel. Mental
Health Court insures no gaps in service, and provides each client with the greatest likelihood of
success.
It met each of the following goals:
1. Reduce the number of arrests: Analysis is based on the number of separate offenses/behaviors
documented by law enforcement at first contact. In FY 2015-16, clients incurred 6 separate
offenses, compared to 54 prior to engagement in Mental Health Court.
88.8% Reduction in Behaviors Resulting in LE Contact [6/54]
2. Reduce the number of jail days: Measurement derived from the amount of time each participant
has been engaged in the MHC program juxtaposed with the exact same time frame just prior to their
participation in MHC. The number of days spent in jail from each time period was compared. Each
jail day costs an average of $121. The reduction in jail days saved an estimated $66,792.
47.5% Reduction in Jail Days [610/1162]
Removing (Positive Skew 312/84) Variable: 72.3% Reduction [289/1078]
3. Reduce the number of state hospital days: Measurement taken from the amount of time each
participant has been engaged in the MHC program juxtaposed with the exact same time frame
just prior to their participation in MHC. The number of days spent in a state hospital from each
time period was compared. The average cost of a day in a state hospital is $626. The reduction
in state hospital commitment saved an estimated $47,576.
*Local Hospital: 40% Increase [47/28]
State Hospital: 47.8% Reduction [83/159]
Combined Total: 30.4% Reduction [130/187]
349
*The increase in local hospitalizations can be attributed to the increased treatment engagement,
thus more mental health professionals have contact with the client, which increases referrals for
psychiatric hospitalizations whereas without intensive services, this population might otherwise be
booked into the jail.
4. Increase treatment engagement: Measurement taken from the amount of time each participant
has been engaged in the MHC program juxtaposed with the exact same time frame just prior to their
participation in MHC. Statistics calculated in several ways. (a) The number of mental health
appointments scheduled and attended from each time period was compared; thus showing the
“no-show” rate. (b) The total number of appointments attended from each time period was
compared; showing the level of increased/decreased treatment engagement. The below listed
statistics are specific to the latter (b).
700.12% Increase in Mental Health Appointment Attendance [1754/245]
350
Community Corrections Yuba County
Partnership Membership
(October 21, 2016) Goals, Objectives, Outcome Measures and Progress
James L. Arnold FY 2015-16
Chief Probation Officer
Goal: Reduce Jail Population.
Hon. Debra. Givens
Presiding judge or Objective: Release low level offenders on work release programs
designee (PC 4024.2).
Release offenders on electronic monitoring.
John Nicoletti
County supervisor or Release offenders on County Parole (PC 3074).
chief administrative
Measure: 30 offenders released via 4024.2 PC.
officer or designee
Zero offenders released via electronic monitoring.
Patrick McGrath
3 offenders released via 3074 PC.
District Attorney
Progress: In Fiscal year 15/16, 33 offenders released via alternative
Brian Davis sentencing programs to help reduce the jail population.
Public Defender
Goal: Maintain Day Reporting Center.
Steve Durfor
Sheriff
Objective: Work release program.
Aaron Easton Evidence Based programming.
Chief of Police
Measure: 30 offenders participated in the work release program.
Jennifer Vasquez
228 referrals made for evidenced based programming
Department of Social
at DRC.
Services
Progress: 228 referrals made to Day Reporting Center for evidenced
Tracy Bryan based programming. This represents 40% of entire
Department of medium and high risk supervision population. This does
Employment not include numbers for Substance Abuse referrals
(non-evidenced based).
Tony Hobson
Department of Mental Goal: Maintain Pre-trial Program.
Health,
Alcohol, Substance Objective: Release low level offenders pending Court.
Abuse Programs Reduce the number of failures to appear.
Not applicable.
Francisco Reveles
Office of Education Measure: Of 497 pre-trial reports completed, 159 offenders
received an own recognizance release.
Vacant
Of 159 offenders receiving an own recognizance
Community-based
release, 23 failed to appear for Court.
organization
Progress: This is the first full year of our pre-trial program. The
Jason Roper
above numbers represent our benchmarks from which to
Victims’ interests
measure against in future years.
__________________
The CCP meets quarterly
The CCP reports it will use the same goals, objectives and
outcome measures identified above in FY 2016-17.
351
FY 2015-16 and 2016-17 Budget Allocations
$1,281,253
Sheriff Department
$1,950,138
$1,371,934
Probation Department
$1,980,887
FY 2016-17 - $2,653,187 FY 2015-16 - $3,931,025
FY 15-16 and 16-17 Allocations to Public Agencies for Programs & Services
Day Reporting Center: Intervention $43,919
Counselor (Pro-rated)
$100,157
Jail programs and services
$85,834
$15,000
Day Reporting Center: GED program
$15,000
$34,000
Victim Services
$32,800
Day Reporting Center Community Service $85,494
Officer $82,050
Electronic Monitoring/Sheriff Work Alternative $91,567
Program $86,495
$82,000
Victim Servies Intervention Counselor
$78,800
$36,000
Day Reporting Center: Miscellaneous
$31,000
$24,400
Probation Clinical Social Worker (partial)
$23,900
$163,000
Day Reporting Center: Substance Abuse
Counselors (2) $143,000
Day Reporting Center: On-Site Probation $107,500
Officer $91,800
FY 2016-17 - $739,118 FY 2015-16 - $670,679
FY 15-16 and 16-17 Allocations to Non-Public Agencies for Programs & Services
The county reported no allocations to non-public agencies for programs and services
352
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?
Yes. Average daily population, Conviction, Recidivism, Treatment program completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
61% 80%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services. What type and
level of services are now available?
Full-time Mental Health Therapist is assigned to the probation department. Two full-time Substance
Abuse Counselors are assigned to the probation department. Probation also provides MRT (Moral
Reconation Therapy), Domestic Violence MRT, Courage for Change curriculum and GED training.
What challenges does your county face in meeting these programming and service needs?
Reward offenders for attending programming through incentives.
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 at minimal or no cost.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
MRT – High participation and completion rates.
353
This page intentionally left blank
354
APPENDICES
Glossary of Terms
BSCC Definitions of Key Terms
FY 2016-17 Community Corrections Partnership Survey
355
This page intentionally left blank
356
COMPAS Correctional Offender Management
Glossary of Terms Profiling for Alternative Sanctions
AB Assembly Bill CPC Correctional Programs Checklist
ACA Affordable Care Act CPCA California Police Chiefs Association
ACS Alternative Custody Supervision CPOC Chief Probation Officers of California
ADP Average Daily Population CSAC California State Association of
Counties
AOD Alcohol and Drugs
CSSA California State Sheriffs Association
ART Aggression Replacement Training®
CTC Community Treatment Center
ATC Alternative Treatment Center
DAPO California Department of Corrections
BH Behavioral Health and Rehabilitation, Division of Adult Parole
Operations
BHC Behavioral Health Court
DMH Department of Mental Health
BJA Bureau of Justice Assistance
DPO Deputy Probation Officer
BOS Board of Supervisors
DRC Day Reporting Center
BSCC Board of State and Community
Corrections DV Domestic Violence
CAB Community Advisory Board EBP Evidence-Based Practices and/or
Evidence-Based Programs
CAIS Correctional Assessment and
Intervention System™ EM Electronic Monitoring
CBO Community-Based Organization EPICS Effective Practices in Community
Supervision
CBT Cognitive Behavioral Therapy
ESC Executive Steering Committee
CCJCC Los Angeles Countywide Criminal
Justice Coordination Committee FSP Full Service Partnership
CCP Community Corrections Partnership FTE Full-Time Equivalent
CDCR California Department of Corrections FY Fiscal Year
and Rehabilitation
GED General Education Development
CJI Crime and Justice Institute
357
HHSA Health and Human Services Agency Vivitrol® Prescription injectable medicine used
to treat alcohol dependence and prevent
IMD Institutes for Mental Disorders relapse to opioid dependence after opioid detox
JAG Edward Byrne Memorial Justice
Assistance Grant
JH Juvenile Hall
LS/CMI Level of Service/Case Management
Inventory™
LSI-R Level of Service Inventory- Revised™
MOU Memorandum of Understanding
MRT Moral Reconation Therapy™
MS Mandatory Supervision
NCCD National Council on Crime and
Delinquency
ORAS Ohio Risk Assessment System
OR Own Recognizance
PPIC Public Policy Institute of California
PRCS Post-Release Community Supervision
PSP Post-Release Supervised Person
RAI Risk Assessment Instrument
RFP Request for Proposals
SB Senate Bill
SMI Seriously Mentally Ill
STRONG Static Risk and Offenders Needs
Guide
TJC Transition from Jail to Community
TX Treatment
358
BSCC Definition of Key Terms
Assembly Bill 1050 amended Section 6027 of the Penal Code to require the Board to “Develop
definitions 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 evidence-based practices, and evidence-based programs.” The following
definitions have been approved 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 divide 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
intake 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
classification, 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 Tuesday, 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.
359
Adult Definition of Recidivism Recidivism is defined as conviction of a new felony or
misdemeanor committed within three years of release from
custody or committed within three years of placement on
supervision for a previous criminal conviction.1
Supplemental Measures
This definition does not preclude other measures of
offender outcomes. 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 period, 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, intake, 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 participant must take to finish the program.
The client’s status at departure (e.g. met criteria,
transferred out of program, dismissed from
program, etc.) and date of completion should be
1 “Committed” refers to the date of offense, not the date of conviction.
360
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
361
This page intentionally left blank
362
FY 2016-17 Community Corrections Partnership Survey
This survey is designed to help Californians understand your efforts, goals, and
successes in implementing Public Safety Realignment. The information you share will be
used as the basis of the Board of State and Community Corrections’ (BSCC) annual
report to the Governor and Legislature on the implementation of Community Corrections
Partnership (CCP) Plans as required by section (11) of subdivision (b) of Section 6027 of
the Penal Code. Your responses help to illustrate how counties are allocating and using
funds to reduce recidivism while keeping communities safe. We hope you will also
consider answering a few optional questions to show how your county is responding to
the unique needs of local offenders and what, if any, challenges have arisen and changes
have resulted from those responses.
Survey
This survey was designed by the BSCC in consultation with the Department of Finance
to assist counties with reporting requirements. Counties completing the required portions
of the survey will have met the report requirement. Counties that complete the survey
are compensated.
The Budget Act of 2016 (SB 826, Chapter 23) appropriates $7,900,000 to counties as
follows:
Counties are eligible to receive funding if they submit a report to the Board
of State and Community Corrections by December 15, 2016, that provides
information about the actual implementation of the 2015-16 Community
Corrections Partnership plan accepted by the County Board of Supervisors
pursuant to Section 1230.1 of the Penal Code. The report shall include, but
not be limited to, progress in achieving outcome measures as identified in
the plan or otherwise available. Additionally, the report shall include plans
for the 2016-17 allocation of funds, including future outcome measures,
programs and services, and funding priorities as identified in the plan
accepted by the County Board of Supervisors.
Funding
Funds will be distributed by January 31, 2017 to counties that comply with all survey
requirements as follows:
(1) $100,000 to each county with a population of 0 to 200,000, inclusive, (2)
$150,000 to each county with a population of 200,001 to 749,999, inclusive,
and (3) $200,000 to each county with a population of 750,000 and above.
Allocations will be determined based on the most recent county population
data published by the Department of Finance.
Survey Distribution
This survey has been distributed electronically to each Chief Probation Officer as CCP
Chair. Each CCP Chair is encouraged to share the survey with CCP members prior to
363
completion and submission. Responses should represent the collective views of the CCP
and not a single agency or individual.
Submission Instructions
In an effort to make the survey more user friendly, the BSCC is using both Microsoft Word
and Excel for a complete submittal package. The survey now consists of two (2) parts
and five (5) sections:
Part A- to be completed in Microsoft Word
Section 1: CCP Membership;
Section 2: Your Goals, Objectives and Outcome Measures; and
Section 3: Optional Questions.
Part B- to be completed in Microsoft Excel
Section 4: FY 2015-16 Public Safety Realignment Funding; and
Section 5: FY 2016-17 Public Safety Realignment Funding.
Respondents may now use spell and grammar checks for their narrative responses (Part
A, Sections 1, 2, and 3) and Excel’s auto-sum features when completing the budgetary
questions (Part B, Sections 4 and 5). If you choose not to answer an optional question,
please respond “Decline to Respond”.
In an effort to produce a more comprehensive report on the implementation of
realignment, we are asking for photos and quotes from program participants, if available.
You do not need to provide identifying information. Please attach photos of programs in
action along with a few quotes. These may be published in the 2011 Public Safety
Realignment Act: Fifth Annual Report on the Implementation of Community Corrections
Partnership Plans. Please ensure any individual(s) in the photos have given their consent
for use/publication.
To submit the CCP Survey package, as well as providing any optional photos and/or
quotes, email all attachments in a single email to:
Helene Zentner, BSCC Field Representative at: Helene.Zentner@bscc.ca.gov
For questions, also contact at: 916-323-8631
Due Date
A single completed survey package (Parts A and B) must be submitted electronically to
the BSCC by Thursday, December 15, 2016. The CCP is encouraged to collaborate on
responses and the CCP Chair should submit the survey. Only one submission by a county
will be accepted.
If you experience difficulty completing this survey or need technical assistance, please
contact:
Patricia Ferguson, BSCC Associate Governmental Program Analyst
916-322-7539 or Patricia.Ferguson@bscc.ca.gov
Thank you.
364
FY 2016-17 Community Corrections Partnership Survey
PART A
SECTION 1: CCP Membership
Section 1 asks questions related to the CCP composition and meeting frequency.
There are five (5) questions in this section.
1. County Name:
2. Penal Code Section 1230 identifies the membership of the CCP. Provide the name of
each individual fulfilling a membership role as of October 1, 2016 in the spaces to the
right of each membership role. If a membership role is not filled, respond by indicating
“vacant.”
Chief Probation Officer
Presiding Judge of the Superior Court or
designee
County Supervisor or Chief Administrative
Officer or a designee of the Board of Supervisors
District Attorney
Public Defender
Sheriff
Chief of Police
Head of the County Department of Social
Services
Head of the County Department of Mental Health
Head of the County Department of Employment
Head of the County Alcohol and Substance
Abuse Programs
Head of the County Office of Education
A representative from a community-based
organization with experience in successfully
providing rehabilitative services to persons who
have been convicted of a criminal offense
An individual who represents the interests of
victims
3. How often does the CCP meet? Use an “X” to check the box to the left of the list.
Bi-weekly (every other week)
Monthly
Bi-monthly (every other month)
Quarterly
Semi-Annually
Annually
Other (please specify)
365
4. How often does the Executive Committee of the CCP meet? Use an “X” to check the
box to the left of the list.
Bi-weekly(every other week)
Monthly
Bi-monthly(every other month)
Quarterly
Semi-Annually
Annually
Other (please specify)
5. Does the CCP have subcommittees or working groups? Use an “X” to check the box
to the left of the list.
Yes
No
If "Yes," list the subcommittees and/or working groups and the purpose.
SECTION 2: Your Goals, Objectives and Outcome Measures
Section 2 asks questions related to your goals, objectives, and outcome measures.
To view your responses provided in the 2015 survey, click here.
For the purpose of this survey:
Goals are defined as broad statements the CCP intends to accomplish.
Objectives support identified goals and are defined by statements of
specific, measureable aims of the goal.
Outcome measures consist of the actual measurement of stated goals and
objectives.
Example:
Goal Increase substance use disorder treatment to offenders in ABC
County
Objective 40% of participants will complete substance use disorder treatment
Objective 100% of participants will receive screening for substance use disorder
treatment
Outcome Number of participants enrolled in substance use disorder treatment
Measure
Outcome Number of participants completing substance use disorder treatment
Measure
Progress Between January 2016 and October 2016, 70% of participants in substance
toward use disorder treatment reported a decrease in the urge to use drugs. This
stated goal is a 10% increase from the same period last year.
6. Describe a goal, one or more objectives, and outcome measures from FY 2015-16. If
the CCP kept the same goal, objective and outcome measure from a prior fiscal year for
FY 2015-16, provide that information. If no goal, objective, or outcome measure was
identified, respond by indicating “Not Applicable."
366
Goal
Objective
Objective
Objective
Outcome
Measure
Outcome
Measure
Outcome
Measure
Progress
toward
stated goal
7. Describe a goal, one or more objectives, and outcome measures from FY 2015-16. If
the CCP kept the same goal, objective, and outcome measure from a prior fiscal year for
FY 2015-16, provide that information. If no goal, objective, or outcome measure was
identified, respond by indicating “Not Applicable."
Goal
Objective
Objective
Objective
Outcome
Measure
Outcome
Measure
Outcome
Measure
Progress
toward
stated goal
8. Describe a goal, one or more objectives, and outcome measures from FY 2015-16. If
the CCP kept the same goal, objective, and outcome measure from a prior fiscal year for
FY 2015-16, provide that information. If no goal, objective, or outcome measure was
identified, respond by indicating “Not Applicable."
Goal
Objective
Objective
Objective
Outcome
Measure
Outcome
Measure
Outcome
Measure
367
Progress
toward
stated goal
9. Will the CCP use the same goals, objectives, and outcome measures identified above
in FY 2016-17? Use an “X” to check the box to the left of the list.
Yes
No. The CCP will add and/or modify goals, objectives, and outcome measures
(continue with section 3)
10. Describe a goal, one or more objectives, and outcome measures for FY 2016-17.
Goal
Objective
Objective
Objective
Outcome
Measure
Outcome
Measure
Outcome
Measure
Progress
toward
stated goal
11. Describe a goal, one or more objectives, and outcome measures for FY 2016-17.
Goal
Objective
Objective
Objective
Outcome
Measure
Outcome
Measure
Outcome
Measure
Progress
toward
stated goal
12. Describe a goal, one or more objectives and outcome measures for FY 2016-17.
Goal
Objective
Objective
Objective
368
Outcome
Measure
Outcome
Measure
Outcome
Measure
Progress
toward
stated goal
SECTION 3: Optional Questions
Section 3 asks optional questions about evaluation, data collection, programs and
services, training and technical assistance needs, and local best practices. There
are 10 questions in this section. Responses will be used by the BSCC and its
justice-system partners to better understand the needs of counties. If you choose
not to answer an optional question, please respond “Decline to Respond.”
13. Does the county evaluate the effectiveness (as defined locally) of programs and/or
services funded with its Public Safety Realignment allocation? Use an “X” to check the
box to the left of the list.
Yes
No
If yes, how?
14. Does the county consider evaluation results when funding programs and/or services?
Use an “X” to check the box to the left of the list.
Yes
No
If yes, how?
15. Does the county use BSCC definitions (average daily population, conviction, length
of stay, recidivism, and/or treatment program completion rates) when collecting data?
Use an “X” to check the box to the left of the list.
No, BSCC definitions are not used
Average daily population
Conviction
Length of stay
Recidivism
Treatment program completion rates
369
16. What percentage of the Public Safety Realignment allocation is used for evidence-
based programming? Use an “X” to check the box to the left of the list.
Less than 20%
21% 40%
41% 60%
61% 80%
81% or higher
17. We would like to better understand your county's capacity to offer mental health,
substance use disorder, behavioral health treatment programs, and/or other services?
What type and level of services are now available?
18. What challenges does your county face in meeting these program and service needs?
19. 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?
20. Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
21. Describe how the BSCC can assist your county in meeting its Public Safety
Realignment goals through training and/or technical assistance?
NOTE: The information contained in this report will be made public by the BSCC in the
annual report to the Governor’s Office and the Legislature on the implementation of
Community Corrections Partnership plans in print and on the BSCC website.
22. Provide the contact information for the individual completing this survey in the spaces
provided to the right of the list.
Name
Organization
Address
Address 2
City/Town
ZIP Code
Email Address
Phone Number
23. Identify the individual who may be contacted for follow up questions. Use an “X” to
check the box to the left of the list.
370
Same as above
Other (If "Other" provide contact information below)
Name
Organization
Address
Address 2
City/Town
ZIP Code
Email Address
Phone Number
ATTENTION: This is only Part A of the Survey. Please complete Part B in Microsoft
Excel which consists of two (2) budgetary sections
SUBMITTAL INSTRUCTIONS:
In a single email, please attach both the completed Part A (Word) and completed
Part B (Excel) documents, including any optional photos and/or quotes, and email
to:
Helene Zentner, Field Representative
Board of State and Community Corrections
916-322-8631 or Helene.Zentner@bscc.ca.gov
371
FY 2016-17 Community Corrections Partnership Survey
PART B
SECTION 4: FY 2015-16 Public Safety Realignment Funding Allocation
Section 4 contains questions related to the allocation of FY 2015-16 Public Safety Realignment dollars. There are three (3) questions in this section.
When answering these questions, consider the total funds received in FY 2015-16, which should include 2014-15 growth and 2015-16 programmatic
funding.
To view your response provided in the 2015 survey, click here.
Responses are captured in the Individual County Profile section of the "2011 Public Safety Realignment Act: Fourth Annual Report on the
Implementation of Community Corrections Partnership Plans."
County Name:
24. Of the total funds received in FY 2015-16, how did the CCP budget the allocation? Input the total allocation in the cell above the table. Within the table, identify
where funds were allocated to, and include if you are using any carry-over funds and/or if you are putting any funds into a reserve fund. Please correct the
information provided if there is a difference showing between the stated total allocation and the calculated amount (directly below the table). Differences will
automatically display in red.
Example:
Total Allocation: $ 4 0,000,000
Where funds were allocated to: Amount
Probation Department $ 8,000,000
Mental Health Agency $ 8,000,000
Sheriff Department $ 4,000,000
ABC Police Department $ 4,000,000
Other (Social Services, Health Services, etc.)
Please specify by agency $ 12,000,000
Carry-over Funds $ 2,000,000
Reserve Funds $ 2,000,000
Total sums to: $ 40,000,000
Please spell out all names, Difference from
no acronyms. Stated Allocation: $ -
Total Allocation:
Where funds were allocated to: Amount
(Total sums to) $ -
Please spell out all names, Difference from
no acronyms. Stated Allocation: $ -
372
25. Of the total funds received in FY 2015-16, how much did the CCP allocate to public agencies for programs and services? How much did the CCP allocate to
non-public agencies for programs and services? Input the total allocations in the cells above each table. Within the tables, identify where funds were allocated to.
Please correct the information provided if there is a difference showing between the stated total allocation and the calculated amount (directly below the table).
Differences will automatically display in red.
Example:
Total Allocation to public agencies: $ 14,000,000 Total Allocation to non-public agencies: $ 15,000,000
Where funds were allocated to (public agencies): Amount Where funds were allocated to (non-public agencies): Amount
ABC Drug Court $ 5,000,000 Community-based Organizations $ 5,000,000
ABC Diversion Program $ 2,800,000 Faith-Based Organizations $ 2,000,000
GPS/Electronic Monitoring $ 4,000,000 Non-Profits $ 4,000,000
In-custody services $ 2,200,000 Treatment Programs $ 2,000,000
Other (please specify) Other (please specify) $ 2,000,000
(Total sums to) $ 14,000,000 (Total sums to) $ 15,000,000
Please spell out all names, Difference from Please spell out all names, Difference from
no acronyms. Stated Allocation: $ - no acronyms. Stated Allocation: $ -
Total Allocation to public agencies: Total Allocation to non-public agencies:
Where funds were allocated to (public agencies): Amount Where funds were allocated to (non-public agencies): Amount
(Total sums to) $ - (Total sums to) $ -
Please spell out all names, Difference from Please spell out all names, Difference from
no acronyms. Stated Allocation: $ - no acronyms. Stated Allocation: $ -
26. How much funding, if any, was allocated to data collection and/or evaluation of AB 109 programs and services?
373
SECTION 5: FY 2016-17 Public Safety Realignment Funding Allocation
Section 5 asks two (2) questions related to the allocation of FY 2016-17 Public Safety Realignment funding.
When answering these questions consider the total funds received in FY 2016-17, which should include 2015-16 growth and 2016-17 programmatic
funding.
27. Of the total funds received in FY 2016-17, how did the CCP budget the allocation? Please identify the total allocation you received, if you are using any carry-over funds, and/or
if you are putting any funds into a reserve fund. Input the total allocation in the cell above the table. Within the table, identify where funds were allocated to, and include if you are
using any carry-over funds and/or if you are putting any funds into a reserve fund. Please correct the information provided if there is a difference showing between the stated total
allocation and the calculated amount (directly below the table). Differences will automatically display in red.
Example:
Total Allocation: $ 40,000,000
Where funds were allocated to: Amount
Probation Department $ 8,000,000
Mental Health Agency $ 8,000,000
Sheriff Department $ 4,000,000
ABC Police Department $ 4,000,000
Other (Social Services, Health Services, etc.)
Please specify by agency $ 12,000,000
Carry-over Funds $ 2,000,000
Reserve Funds $ 2,000,000
(Total sums to) $ 40,000,000
Please spell out all names, Difference from
no acronyms. Stated Allocation: $ -
Total Allocation:
Where funds were allocated to: Amount
(Total sums to) $ -
Please spell out all names, Difference from
no acronyms. Stated Allocation: $ -
374
28. If known: of the total funds received in FY 2016-17, how much did the CCP allocate to public agencies for programs and services? How much did the CCP
allocate to non-public agencies for programs and services? Input the total allocations in the cells above each table. Within the tables, identify where funds were
allocated to. Please correct the information provided if there is a difference showing between the stated total allocation and the calculated amount (directly below
the table). Differences will automatically display in red.
Example:
Total Allocation to public agencies: $ 1 4,000,000 Total Allocation to non-public agencies: $ 1 5,000,000
Where funds were allocated to (public agencies): Amount Where funds were allocated to (non-public agencies): Amount
ABC Drug Court $ 5,000,000 Community-Based Organizations $ 5,000,000
ABC Diversion Program $ 2,800,000 Faith-Based Organizations $ 2,000,000
GPS/Electronic Monitoring $ 4,000,000 Non-Profits $ 4,000,000
In-custody Services $ 2,200,000 Treatment Programs $ 2,000,000
Other (please specify) Other (please specify) $ 2,000,000
(Total sums to) $ 14,000,000 (Total sums to) $ 15,000,000
Please spell out all names, Difference from Please spell out all names, Difference from
no acronyms. Stated Allocation: $ - no acronyms. Stated Allocation: $ -
Total Allocation to public agencies: Total Allocation to non-public agencies:
Where funds were allocated to (public agencies): Amount Where funds were allocated to (non-public agencies): Amount
(Total sums to) $ - (Total sums to) $ -
Please spell out all names, Difference from Please spell out all names, Difference from
no acronyms. Stated Allocation: $ - no acronyms. Stated Allocation: $ -
NOTE: The information contained in this report will be made public by the BSCC in the annual report to the Governor’s Office and the Legislature on the
implementation of Community Corrections Partnership plans in print and on the BSCC website.
ATTENTION: This is only Part B of the Survey. Please complete Part A in Microsoft Word which consists of three (3) narrative sections.
SUBMITTAL INSTRUCTIONS:
In a single email, please attach both the completed Part A (Word) and completed Part B (Excel) documents,
including any optional photos and/or quotes, and email to:
Helene Zentner, Field Representative
Board of State and Community Corrections
916-322-8631 or Helene.Zentner@bscc.ca.gov
Thank you.
375