BSCC
Board of State and Community Corrections
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2011 PUBLIC SAFETY
REALIGNMENT ACT:
S A R I
IXTH NNUAL EPORT ON THE MPLEMENTATION OF
C C P P
OMMUNITY ORRECTIONS ARTNERSHIP LANS
J 2018
ULY
STATE OF CALIFORNIA
BOARD OF STATE AND COMMUNITY CORRECTIONS
2590 VENTURE OAKS WAY, STE 200 SACRAMENTO CA 95833 BSCC.CA.GOV
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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
San Diego County Sheriff ..................................................................................... William Gore
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
Ventura County Chief Probation Officer ................................................................ Mark Varela
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 .................................................................................................................. Vacant
A judge appointed by the Judicial Council of California
Chief of Police (Retired), 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 & Grant Programs ............................................. Mary Jolls
Field Representative, Corrections Planning & Grant Programs ............................ Helene Zentner
Staff Services Manager I, Corrections Planning & Grant Programs ......................... Kally Sanders
Associate Governmental Program Analyst .......................................................... Angela Ardisana
Associate Governmental Program Analyst ........................................................ Patricia Ferguson
Associate Governmental Program Analyst ......................................................... Deanna Ridgway
* Board member composition is pursuant to Penal Code 6025
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TABLE OF CONTENTS
Executive Summary ..................................................................................................... 1-6
Introduction ..................................................................................................................... 7
Individual County Profiles ......................................................................................... 9-371
Appendices .......................................................................................................... 373-393
• Glossary of Terms
• BSCC Definitions of Key Terms
• FY 2017-18 Community Corrections Partnership Survey
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EXECUTIVE SUMMARY
The enactment of AB 109 (AB 109, Ch. 15, Statutes of 2011) and subsequent related legislation
resulted in major changes to California’s state and local correctional systems. Frequently referred to
as Public Safety Realignment, or more commonly as Realignment or AB 109, illustrated the
Legislature’s commitment to reducing recidivism among offenders in California. With the assistance
of Realignment dollars, counties have reinvested criminal justice resources into more cost effective,
evidence-based, collaborative community programing that improves adult offender reintegration
back into society as well as improving public safety outcomes.
Since Realignment was enacted, annual appropriations in the
State Budget Acts have provided funds 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
Partnership (CCP), as established in Penal Code Section
1230.
This report presents the information and data submitted to the
BSCC by all 58 jurisdictions by way of the Fiscal Year (FY)
2017-18 Community Corrections Partnership Survey (see Appendices). Surveys were emailed to
each Chief Probation Officer (as CCP Chair) in October 2017. Each Chief was asked to share the
survey with CCP members and submit responses that represent the CCP view.
The Budget Act of 2017 (AB 96, 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, 2017, that provides information about the actual
implementation of the 2016-17 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 2017-18
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.
Funds were disbursed by January 31, 2018 to all counties that completed the survey. Annual
allocations were determined based on the most recent county population data published by the
Department of Finance. Distribution of funds were as follows:
• $100,000 to each county with a population of 0 to 200,000
• $150,000 to each county with a population of 200,001 to 749,999
• $200,000 to each county with a population of 750,000 and above
CCPs have continued to develop and implement various approaches to address local justice needs.
Counties are investing in whole person care type approaches – methods premised on the idea that
the best way to care for people with complex needs is to not focus exclusively on their criminogenic
factors but to consider their full spectrum of needs (e.g., behavioral, medical, socioeconomic) in a
coordinated way. CCPs are also investing in evidence-based strategies that provide for evaluation of
programs for better outcomes in reducing recidivism, which increases public safety in their
jurisdictions.
Page 1
Examples of the diverse strategies implemented across the state, as described by the counties,
include:
Alameda County: Alameda County Probation Department (ACPD) is implementing a new case
management system, including a referral portal to improve communication between ACPD and its
partner agencies. Additionally, ACPD is implementing a validated risk and needs tool that will help
to better identify the needs of clients and provide more appropriate referrals. Other enhancements
in the area of field supervision include the use of a mobile application that can be used by Deputy
Probation Officers in the field to input case notes, etc. Additionally, ACPD is partnering with the
District Attorney’s Office to identify clients for early termination of probation after two years of
successful supervision. As research indicates, higher rates of recidivism occur between 0-2 years
of supervision and is dramatically reduced thereafter. In addition, ACPD has moved from
recommending 5-year probation terms to just 3 years.
Contra Costa County: The Public Defender’s Early Representation Program (EarlyRep) is
designed to address issues related to unnecessary warrants and arrests that result when
misdemeanor defendants fail to appear (FTA) for their initial arraignment. Through this program,
the Public Defender works directly with the Antioch Police Department to be made aware of
individuals to whom misdemeanor citations have been issued, and then make early contact with
these people to make sure they are able to make arrangements to appear for their first court date.
This unlikely law enforcement-defense attorney partnership has brought about impressive results
and systemic findings. Data from 2015 suggested that the FTA rate was about 57%. Working with
around 1,000 individuals since the program’s inception in
July of 2016, the FTA rate for program now stands at
27.4% (almost a 50% reduction).
Humboldt County: All probation officers are trained in the
1:1 cognitive behavioral intervention Effective Practices In
Community Supervision (EPICS), which is improving
engagement with the AB 109 offender population in
particular. This population has generally not responded
well to community-based group cognitive behavioral
interventions but seems to engage more effectively in this
1:1 intervention.
Kern County: With the intent to provide information to Inmates participate in the fourth
policymakers to assist with programmatic decisions, in annual “Re-Entry Fair” hosted by
2014 Kern County began participating in the Pew- the Population Management
MacArthur Results First Initiative (Results First). Through Section. Community partners from
the Initiative, a comprehensive program inventory was all over set up tables and deliver
developed, a cumulative Kern County recidivism rate was information about available
calculated, criminal justice costs specific to the County resources for inmates preparing
were generated, and this information populated the Kern for their upcoming release.
County Results First Model. Based on the results from the
- Kern County
Kern County Results First Model, the average return on
investment for Kern County evidence-based programs is
$7.43 per $1.00.
Los Angeles County: The Department of Health Services (DHS) launched “Breaking Barriers”, a
rapid re-housing program to connect homeless probationers to case management, employment
services, and an apartment and/or time-limited rental subsidy. The Probation Department piloted
an evidence-based, voluntary gender-specific program to target the special risks and needs of
female AB 109 clients and to provide the clients with the skills needed to help them live productive
lives after experiencing trauma, the results of which led to their incarceration.
Page 2
Orange County: Through the Health Care Agency (HCA) mental health treatment program, AB 109
offenders spent fewer days in psychiatric hospitals and were less likely to be incarcerated or
homeless at discharge. These clients also saw improvements in employment and school
enrollment activities. AB 109 offenders who participated in substance use disorder (SUD)
treatment showed a large reduction in all criminal justice indicators, as well as reductions in the
number of visits to the emergency room for mental health issues and/or serious family conflict.
There were also improvements in outcomes for employment and abstinence from alcohol/drug use,
as well as an increase in the use of recovery networks. Roughly one-third of the AB 109 offenders
who participated in SUD treatment and who were initially homeless gained housing (independent
or dependent) by discharge.
San Diego County: With the implementation of the Community Transition Center (CTC), probation
officers are able to immediately assess and engage the clients, and connect them with services
needed to successfully reintegrate into society. Upon arrival at the CTC, clients are assessed for
criminogenic needs and meet with the
Behavioral Health Screening Team staff that
screen each individual for substance abuse
and mental health needs. While at the CTC,
a preliminary case plan is developed, and
clients are referred to treatment and
intervention services. Upon leaving the CTC
and reporting to the assigned supervision
probation officer, clients may be referred to
additional services based on their specialized
case plan.
San Mateo County: Service Connect, a multi-departmental partnership, provides a collaborative
service delivery model. This separate office houses both the Human Services Agency and
Behavioral Health and Recovery Services to provide a range of services aimed at supporting
AB 109 clients as they re-enter the community. Services include: temporary emergency shelter and
food; transportation and clothing vouchers; employment services – job training and placement;
mentorship; case management; and health services including screening and treatment for mental
health and substance abuse, wellness checks, and dental care.
Shasta County: The Probation Department contracts with the community-based organization,
Northern Valley Catholic Social Service (NVCSS) 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. Since the program started, NVCSS has successfully housed
178 offenders (for 30 days or longer).
Yolo County: The Proposition 47 Diversion Program was developed in concert with Health and
Human Services, the District Attorney, the Public Defender, and community-based organizations
(CBOs) to provide treatment and support for misdemeanor clients with addiction and/or mental
illness. Clients are assessed within a week of first contact with law enforcement and are given an
accurate treatment plan based upon early assessment for both recidivism and treatment
need/stability. The program provides treatment in either an outpatient or inpatient setting and
provides both civil legal services and housing support for clients. Upon completion of treatment
and/or demonstration of stability, their case is dismissed by the District Attorney.
As part of the CCP Survey, counties were invited to provide photos, quotes, and/or success stories
pertaining to the programs they have implemented using Realignment funding. The following
pages represent just some of the responses received.
Page 3
Congratulations to the first graduating class of the Adult Programs
Spotlight on the
Center. A majority of the graduates spoke during the ceremony,
SFPUC
thanking staff for their dedication and patience. - Kern County
Apprenticeship
Participants Taylor G.,
Alesha N., Lisa V.,
Constance K., and
Stephanie F. are all
currently in an
apprenticeship with the
San Francisco Public
Utilities Commissions
(SFPUC). Through
SFPUC, the San
Joaquin County Office
of Education offers Tu-
olumne County clients
this valuable job train-
ing, which involves a
People on probation don’t normally want to have their photo posted
up on a wall. But it’s different with Marin County Probation s ix-week course to
Department and its Wall of Change display. The department’s third teach basic construc-
annual Wall of Change celebration took place at the Marin County
tion skills, safety, traffic
Civic Center on December 13, 2017 to
control, and storm
recognize individuals who made above-and-
water pollution and
beyond progress through accountability,
treatment and opportunity. prevention. “It’s a great
way for women to
The event in the Board of Supervisors
reintegrate into
chamber featured motivational speaker and
society,” Taylor said.
comic Michael Pritchard, who has worked
The SFPUC hopes to
many years with probationers and young
people who have experienced extreme hire the women at the
personal challenges. The ceremony also end of their training.
marked the debut of a short film about the Stephanie said that the
Wall of Change by Oakland-based filmmaker
opportunity “allowed
Vincent Cortez of Mitchell Street Studios.
me to see my
View at: https://drive.google.com/open?
accomplishments and
id=1ugP3AlLdRvtdbJJVZqrTOuBbgW4XhoOX
potential. It’s good for
“It was so nice to see the families show up to support and the community and my
celebrate the hard work of their loved ones,” Probation life.”
Chief Mike Daly said. “It was especially nice for me to hear -Tuolumne County
how grateful they all are for the role our probation officers
played in assisting their recovery. Our entire criminal
justice team was there: our Marin County Superior Court
judges, prosecutors, defense attorneys, and probation
officers celebrated their success.”
- Marin County
Page 4
Sacramento County operates 13 collaborative specialty court programs that utilize multi-
disciplinary teams to provide valuable services and programming for offenders who can benefit
from community-based supervision and treatment. A few of those courts are highlighted below:
- Mental Health Treatment Court -
Outpatient services including case management, benefits acquisition, crisis response,
intervention and stabilization, medication evaluation and support, and ongoing specialized
mental health services. Full Service Partnership supports housing, employment, education, and
transportation. Random drug/alcohol testing occurs. Upon completion, suspended jail time is
lifted, probation may be terminated, and the case may be dismissed.
- Co-Occurring Mental Health Court -
Residential and outpatient services including case management, benefits acquisition, crisis
response, intervention and stabilization, medication evaluation and support, and ongoing
specialized mental health and substance use treatment. Full Service Partnership supports
housing, employment, education and transportation. Random drug/alcohol testing occurs. Upon
completion, suspended jail time is lifted, probation may be terminated, and the case may be
dismissed.
- Proposition 36 Court -
Clients report to Probation for drug/alcohol/mental health screening and treatment referral. Four
"fee for service" multi-disciplinary sites are available for detoxification, residential, outpatient,
methadone, sober living, vocation, family counseling, literacy, and communication skills
services. 12 weeks intensive outpatient services, 12 weeks aftercare, and proof of completion
required. Upon completion, plea is withdrawn, and case dismissed, terminating probation.
- Veterans Treatment Court -
Services include any combination of residential and/or outpatient treatment including case
management, Veteran mentoring, VA substance abuse and mental health services, and random
drug and alcohol testing by the VA and Probation. Upon completion, resulting plea agreement
terms could include term reduction or termination of probation, suspension of incarceration, or
case dismissal.
- Reducing Sexual Exploitation & Trafficking Court -
Prostitution diversion program services include health and wellness education, HIV testing,
group and individual counseling, trauma-based therapy, wraparound, life skills and peer
mentoring services. Upon completion, the initial plea is withdrawn and the case is dismissed.
- Loaves and Fishes Court (for the Homeless) -
Services include on-site consultation at Loaves and Fishes homeless shelter and monthly court
calendar for assessing fees as part of an offense resolution with options such as community
service, credit for time in clean and sober living facilities and/or mental health treatment in lieu
of fees. Completion of the community service hours does not result in the dismissal of the case,
and the participant may have other sentence requirements to fulfill before the case is closed.
Members of the Jail Inmate
Work Crew (JIWC) assisted
the Forest Service with trail
clearing projects. In addition,
the JIWC assisted with the
Rim Fire Forest
Reforestation project. The
JIWC normally spends 10 to
14 weeks per year working
on these projects.
- Tuolumne County
Page 5
The Santa Barbara County Master Name Index, or MNI, is a progressive approach to criminal
justice data integration. The MNI is an innovation that resolves a core issue of cross-agency data
sharing through its creation of a virtual ‘handshake’, or index allowing disparate systems to identify
common clients. With this index in place, partner agencies are now able to connect data - allowing
the entire justice system to better utilize comprehensive information for decision and policy making.
In addition, this exciting innovation has allowed contributing agencies to explore workload
efficiencies and applications to improve customer service as well as leverage business intelligence
and mobile technology to display dynamic, up-to-date, visualizations of the data.
With the MNI in place, contributing agencies can immediately join data and
perform data analysis and reporting across agency systems regardless of where
client data exists. Time savings are achieved and a dynamic and more usable
document is created. A QR code is also available for stakeholders to scan and
display the latest Realignment Impact Report.
The County of San Diego justice partners, including
Probation, the District Attorney’s Office, the Sheriff’s
Department and the Health and Human Services
Agency, have implemented a multi-agency data
warehouse known as the “Hub.” The San Diego
Association of Governments was selected as a
research partner to utilize this data to fully measure
and report on outcomes. Process and outcome data
from the Hub was shared with partners for feedback
including how often post-release community
supervision and mandatory supervision clients have
“The positivity and hope in my life is been arrested while under community supervision
empowering. I am happy in the (compared to traditional probationers) and
woman I have become.” - San Diego analyzing the effects of public safety realignment on
County Mandatory Supervision client the jail/local prison and Probation Department
populations.
“I love my group, we have fun while learning how to
become productive in our lives.”
“My group is amazing and the instructors are
awesome too!”
“DRC (Day Reporting Center) is my main support
system. It helps keep me clean and sober.”
“It is a great place to get on your feet again, they
have been helpful and understanding”
- Sonoma County Day Reporting Center Participants
As previously stated, this report provides information and data compiled from the FY 2017-18
CCP 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.
Page 6
INTRODUCTION
Background
In 2009 the enactment of Senate Bill (SB) 678 (Chapter 608, Statutes of 2009) implemented the
California Community Corrections Performance Incentives Act, which focused on reducing
recidivism and introduced the concept of a local community corrections advisory board known as the
Community Corrections Partnership (CCP).
In 2011 Governor Jerry Brown signed Assembly Bill (AB) 109 (Chapter
15, Statutes of 2011), shifting the responsibility of lower-level offenders
back to their counties of origin with the intent of improving public safety
outcomes for the adult offender population. This historic piece of
legislation is known as Public Safety Realignment or more commonly,
Realignment. AB 109 changed both sentencing and post-prison
supervision for a new classification of offenders. This meant those with
non-serious, non-violent, non-sex crimes would now serve their
sentences in local jails, making reintegration back into their home
communities more effective and successful.
SB 92 (Chapter 36, Statutes of 2011) required the Board of State and Community Corrections
(BSCC) to collect county CCP implementation plans adopted by its county Board of Supervisors. In
addition, SB 92 authorized the BSCC to publish and disseminate information within those CCP plans
through an annual report to the Governor and the Legislature. This became effective July 1, 2013
and has been submitted annually thereafter. This report is the sixth annual report on the implemen-
tation of county CCP plans.
Community Corrections Partnership
AB 109 tasked each CCP with developing and recommending a strategic local plan to the county
Board of Supervisors for the implementation of Realignment. This plan could provide recommenda-
tions that would maximize the effective investment of criminal justice resources in evidence-based
correctional sanctions and programs. Plans could propose types of programs such as day reporting
centers, drug courts, residential multiservice centers, mental health treatment programs, electronic
and GPS monitoring programs, victim restitution programs, counseling programs, community service
programs, educational programs, and work training programs. Plans had to be developed consistent
with local needs and resources.
Local CCP membership is defined in statute (Penal Code section 1230) to include the chief
probation officer (presiding as Chair), the sheriff, a county supervisor or the chief administrative
officer for the county or a designee of the board of supervisors, the presiding judge of the superior
court or his or her designee, the district attorney, the public defender, a chief of police, the head of
the county department of social services, the head of the county department of mental health, the
head of the county department of employment, the head of the county alcohol and substance abuse
programs, the 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 and an individual who represents the interests of victims.
Page 7
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Page 8
Community Corrections Alameda County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Wendy Still FY 2017-18
Chief Probation Officer
Goal: Reduce Recidivism
Judge Morris Jacobson Measure: • Percent of clients with a new felony conviction within
Presiding judge or three years of placement on supervision (BSCC
designee definition).
• Percent of clients with a violation of probation within
Susan Muranishi
three years of placement on supervision. (Note:
County Supervisor or
Violations include those filed by the Probation
Chief Administrative
Department and/or District Attorney, or PRCS
Officer or Designee
violations.)
• Percent of active clients with a new offense in the
Nancy O’Malley
FY 16/17.
District Attorney
• Percent of clients who were terminated from probation
in FY 15/16 and obtained a new offense in FY 16/17
Brendon Woods
(one year after termination of probation).
Public Defender
Progress: • 32% obtained a new felony conviction (BSCC
Rich Lucia definition).
Sheriff • 18% obtained a violation of probation.
• 4.7% of active clients received a new offense in
Dave Spiller FY 16/17.
Chief of Police
Goal: Develop innovative and therapeutic support for clients
Lori Cox
focused on health, housing, and improving access to
Department of Social
family sustaining employment.
Services, and
Department of Objective: Connect clients to housing and employment.
Employment
Measure: • Employment - Percent change from FY 15/16 to
FY 16/17 in the following: referrals, enrollments,
Rebecca Gebhart
subsidized employment, unsubsidized employment,
Department. of Mental
30-day job retention, 90-day job retention, and 180-day
Health and Alcohol and
job retention.
Substance Abuse
• Housing - Percent change from FY 15/16 to FY 16/17
Programs
in the following: referrals, enrollments; and total served.
Karen Monroe Progress: Employment
Office of Education • July to December 2016: Enrolled/assessed: 58%;
Subsidized Employment: 60%; Unsubsidized
Steven Medeiros Employment: 48%; 30-Day Job Retention: 39%;
Claudia Del Rio 90-Day Job Retention: 29%; 180-Day Job Retention:
Community-based 17%.
Organization and Victims’ • January to June 2017: Subsidized Employment: 78%;
interests Unsubsidized Employment: 48%; 30-Day Job
__________________ Retention: 39%; 90-Day Job Retention: 29%; 180-Day
Job Retention: 17%.
The CCP has not yet
• Housing Referrals: 38%; Enrollments: 50%; Total
scheduled meetings
Served: 1%.
Page 9
Goal: Ensure effective and supportive transitions from detention to the community.
Objectives: 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.
Progress: 69% of referred clients enrolled in the Transition Day Reporting Center; 36%
were connected to one or more services within 30 days. Services include, but
are not limited to: enrollment into CBT workshops; barrier identification and
removal (California ID card issuance and Social Services benefit assessments/
enrollments); and, connecting clients to education and housing providers when
needed. Note: The Transition Day Reporting Center is operated by a local
community-based organization and was designed to provide coordinated
services that assist realigned clients with reintegration by connecting clients to a
broad spectrum of co-located services. Additionally, the Probation Department
has allocated one full-time Deputy Probation Officer to the Transition Center
located within Santa Rita Jail for the purpose of connecting clients pre-release to
a plethora of services
The CCP reports it will use the same goals, objectives, and outcome measures identified
above in FY 2017-18. (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 2016-17 and 2017-18 Budget Allocations
$2,900,000
BHCS MH/SUD Services
$240,802
Transportation
$2,500,000
Mild-to-Moderate MH Services
$4,000,000
Transition Day Reporting Center
Housing $3,375,000
$24,250,000
Public Agencies
Carryover from FY 15/16
$10,700,000
$8,412,619
Community-based organizations
$15,779,673
Public Defender
$2,171,150
District Attorney
$1,250,000
Probation Department
$4,160,289
Sheriff
$22,523,117
FY 2017-18 - $42,332,736 FY 2016-17 - $55,333,007
Page 10
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$2,171,150
Clean Slate/Social Workers
$1,250,000
$1,250,000
Victim Services
$1,250,000
$22,523,117
In-Custody Services
$18,500,000
Realignment Service $4,160,289
Delivery $3,250,000
FY 2016-17 - $28,853,334 FY 2017-18 - $20,904,315
Note: The allocation listed for FY 17/18 Allocation to Public Agencies for Programs and Services
represents 50% of a projected amount total amount of $42,332,736.
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$8,412,619
Community Based Organizations
BHCS MH/SUD Services
$2,900,000
Mild-to-Moderate MH Services
$2,500,000
Transition Day Reporting Center
$4,000,000
$1,000,000
Family Reunification
Employment Technical & Education
$2,055,693
Training Prgms.
$5,800,000
Employment
$1,000,000
Education
$1,000,000
Case Management: MH/SUD/Dual
$3,000,000
Community Capacity Fund
$4,789,782
Behavioral Health MH/SUD Services
$759,198
Transportation
$240,802
Pre-Trial Services/Early Intervention
$1,700,000
Court
$1,000,000
Innovations In Reentry
$3,375,000
Housing Services
$3,375,000
$1,000,000
Mentoring: For Us By Us
FY 2016-17 - $26,479,673 FY 2017-18 - $21,428,421
Note: The amounts listed FY 17/18 Allocation to Non-public Agencies are in an approval process and
represent 50% of the FY 16/17 base allocation, per Board approval.
Page 11
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
Gaps in services are determined through an extremely robust community process that includes
client input from listening sessions hosted by the Chief Probation Officer and feedback obtained
through the various CCP workgroups. Once the gaps have been identified, Alameda County
releases a Requests for Proposals (a competitive bidding process). Imbedded in the criteria are
requirements that service providers use evidence-based practices, when applicable.
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. The outside evaluation is in process; therefore, we have relied on program outcomes when
funding programs and services.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. 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:
• 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:
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:
• 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 barriers to obtaining housing
Page 12
• Assistance with re-unification with support system and family members
• Coordination with employment support providers
• Transportation assistance
• Emergency shelter
Employment Services:
• In-custody: employability assessments post-release
• Employability assessments
• Job readiness training
• Transitional work programs
• Subsidized/unsubsidized employment
• Job retention services
Education Services
• High School Diploma/GED/HiSet classes
• Apprenticeship programs
• Adult basic education
• Academic counseling
• College readiness and dual enrollment
• Literacy intervention services
• Career technical education training
• Educational navigation services
What challenges does your county face in meeting these programming and service needs?
• Developing a robust data system that will collect and report services and outcomes for both public
and community agency service providers has been a challenge, due to the number of agencies
and resources available to clients in Alameda County; and
• 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?
The Alameda County Probation Department (ACPD) is charged with the release of the majority of
the community-based services and has partnered with the County’s General Services Agency to
reengineer contracts in an effort to pre-qualify providers, thereby reducing the time it takes to issue
and release funding opportunities to community stakeholders.
ACPD is implementing a new case management system, including a referral portal to improve
communication between ACPD and its partnering agencies. Additionally, ACPD is implementing a
validated risk and needs tool that will help to better identify the needs of clients and therefore,
provide more appropriate referrals. Other enhancements in the area of field supervision include the
use of a mobile application that can be used by Deputy Probation Officers while in the field in order
to input case notes, etc.
Lastly, ACPD is partnering with the District Attorney’s Office to identify clients for early termination of
probation, after two years of successful supervision. Research indicates that higher rates of
recidivism occur between 0-2 years of supervision and is dramatically reduced thereafter. In
addition, ACPD has moved from recommending 5-year probation terms to 3-years.
Page 13
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 achieved extremely positive outcomes with its substance use disorder service
model. Through a contract between Health Care Services Agency and Centerpoint (a local
community-based organization), Centerpoint assigns a staff person to several Probation Officers to
receive referrals and meet with clients as they are meeting with Probation staff. Once a Probation
Officer determines that a client has a need for substance use services, the referral is made and the
client can meet with the Centerpoint staff and be immediately connected to services.
The Probation Department is in the process of expanding this successful model to our mental health
delivery system. Clinicians will be on-site within the probation offices working collaboratively with the
Probation staff as members of a multi-disciplinary team.
Page 14
Community Corrections Alpine County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Tami DiSalvo FY 2016-17
Chief Probation Officer
Goal: Alternative sentencing options are difficult to find in or near
Vacant Alpine County. In a county where there is limited
Presiding judge or opportunity for employment, no treatment centers, and no
Designee counseling centers other than the county’s Behavioral
Health Programs, it is difficult to provide successful
Gregg Leisse
alternative sentencing programs. Transportation becomes
County supervisor or
an issue because of Alpine County’s remote location.
chief administrative
Programs are available in neighboring counties or over the
officer or designee
State line into Nevada. Local programs are greatly
needed. Our goal is to seek out and provide successful
Michael Atwell
alternative sentencing options.
District Attorney
Objectives: • To give Alpine more resources.
Eric Acevedo
Measure: • To increase success rates of PRCS, parolees, and
Public Defender
grants within probation.
Rick Stephens Progress: Local monitoring became available through Secure
Sheriff Continuous Remote Alcohol Monitoring (SCRAM) this
year. That system has increased success rate in Alpine
Vacant County. The ability to more closely monitor probationers
Chief of Police has helped the Probation Department provide alternatives
for promoting success.
Nichole Williamson
Department of Social Goal: With resources sparse at best, it is difficult for Alpine
Services County to provide successful offender rehabilitation
programs. When looking for inpatient treatment centers,
Vacant probationers must be transported to out-of-county
Department of treatment centers. Alpine County’s goal is to provide
Employment successful rehabilitation as close to home as possible.
Alissa Nourse Objectives: • Additional treatment programs.
Department of Mental Measure: • Increased success in the area of rehabilitation.
Health
Progress: The Alpine County Probation Department has been
working more closely with Alpine County Behavioral Health
Vacant
providing new programs, classes and group meetings
Alcohol and Substance
which have impacted rehabilitation success in a positive
Abuse Programs
manner.
Vacant
Office of Education
Vacant
Community-based
organization
Vacant
Victims’ interests
____________________
The CCP meets annually
Page 15
Goal: The hiring of a full-time Chief Probation Officer. In the recent years, the Alpine
County Probation Department has been staffed by a part-time Chief Probation
Officer and full-time Administrative Assistant.
Objectives: In order to successfully implement new policies and procedures along with new
processes, the department has begun looking for a full-time Chief Probation
Officer. On the day the Chief is not on duty, authority in the Probation
Department is limited to administrative duties only.
Measure: It is believed that a full-time Chief Probation Officer is needed to maintain
accountability as well as successfully monitor rehabilitative probationers,
PRCSs, and Parolees in Alpine County.
Progress: Alpine County was successful in hiring a full-time Chief Probation Officer to a
80% position in July of 2017. The goal is to make this position 100% over the
coming years.
The CCP reports it will use the same goals, objectives, and outcome measures identified
above in addition to those listed for FY 2017-18.
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Probation Department Case Management implementation. This was also a goal
in 2015-16 and 2017-18 and has not been accomplished to date but is in the
works.
Objectives: Expedite tracking and data collection for PRCSs and Probationers.
Measure: To increase efficiency and time management in the Alpine County Probation
Department.
Progress: A system was identified and researched in 2015-16 and scheduled for
implementation in 2017, but further research showed it would not be a long-term
fix. In 2017, the CCP met and partnered with the District Attorney’s Office to find
a program that would accommodate all Departments. It was decided it would be
best for Alpine County to continue the search for a program for all Departments.
That search is ongoing with hopes of resolution and implementation in 2018.
Goal: Increasing staff in the Probation Department.
Objectives: The increase in staff would enable the department to conduct field visits on a
more consistent basis and provide back-up for the Chief Probation Officer in
court as well as for county and community committees and activities.
Measure: To present a presence in the community as well as efficiently manage Federal,
State, and County legislated policies, procedures, and mandates.
Progress: The addition of an 80% Chief Probation Officer was the first step towards this
goal. Next will come another sworn Officer or a combination of an Officer/Admin.
Position, then increase the Chiefs position to 100%. Once these goals are met,
the department will reevaluate its needs for additional staff.
Page 16
FY 2016-17 and 2017-18 Budget Allocations
Chief Probation Officer**
$75,000
$1,794
Insurance and Technical Support
Carry-over Funds
$50,591
Inmate Medical Costs*
$50,000
Sheriff
$40,000
$55,000
El Dorado County Jail Contract
$55,000
$52,000
Probation
$52,000
$42,000
Miscellaneous Services
$8,000
$1,534
Indirect Costs
$71
$3,000
Radios, Equipment, and Supplies
$4,000
$3,400
Meetings, Training, Travel, Office Supplies
$3,000
FY 2017-18 - $234,128 FY 2016-17 - $262,662
**Salary and benefits, 50% of total
* Budgeted but not spent
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
Alpine County Sheriff's $40,000
Department ** $40,000
El Dorado County Jail $55,000
Contract * $55,000
FY 2016-17 - $95,000 FY 2017-18 - $95,000
* Alpine County has no jail or detention center. El Dorado County Jail is contracted 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.
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
• The county reported no allocations to non-public agencies for programs and services.
Page 17
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
The CCP has reached out to other counties in an attempt to define what these funds can be used
for. Those possibilities were presented to the CCP in 2016. The CCP determined the funds were to
be used to fill an urgent need in departments but it was determined the parameters were very vague
except for the felony aspect.
Alpine County’s CCP meets twice a year or on an as needed basis. The Administrative Assistant
reaches out to other members of the committee for suggestions as to agenda items. The responses
are added to the agenda, discussed, and voted on in the meetings. At the most recent meeting in
August of 2017, the main goal of a Case Management System was discussed and voted on.
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 is 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 the CCP, program evaluations are discussed and
considered in order to vote on spending for the program.
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?
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 is the least populated county in the State of California and is geographically isolated.
The county has no newspaper, bank, hospital (fully equipped), grocery store, or staffed gas station.
The County’s only school is K-8. Until 2016, high school students were bussed to Nevada to attend
high school. There was an option implemented in 2016 to bus high school students to El Dorado
County, California. In Alpine, the challenges are vast with probationer treatment being only one of
them.
Page 18
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.
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Page 20
Community Corrections Amador County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Mark Bonini FY 2016-17
Chief Probation Officer
Rob Klotz Goal: Deal/continue to deal with impacts as a result of
Presiding judge or realignment and provide a fluid response to those impacts.
designee
Objectives: • Supervision of offenders.
• Ensure jail beds are used for those offenders
Chuck IIey
presenting the highest risk.
County supervisor or
• Ensure evidence-based programming (EBP) is
chief administrative
available.
officer or designee
Measure: • All offenders supervised by agency responsible for
Todd Riebe their supervision.
District Attorney • Amador County Sheriff has access to use contract jail
beds when needed/warranted.
Rand Shrout • All offenders have access to EBP.
Public Defender
Progress: No offenders have gone unsupervised, been released from
custody “early” and EBP is available.
Martin Ryan
Sheriff
Goal: Eliminate barriers to employment and build employment
Tracy Busby competencies utilizing the Workforce Assistance
Chief of Police Placement Program (WAPP).
Objectives: • Offer on-the-job training through the Amador County
Jim Foley
Public Works Department.
Department of Social
• Offer assistance with search activities.
Services, Department of
• Eliminate barriers to employment, such as
Mental Health and
transportation, and purchasing work boots, outerwear,
Alcohol and Substance
jeans, and shirts.
Abuse Programs
Measure • Eligible offenders will receive on-the-job training,
Vacant teaching the transferrable skills to become gainfully
Department of employed.
Employment • Eligible offenders will learn and receive assistance to
actively search for employment, create a resume,
Vacant interviewing skills, and dress in appropriate attire for
Office of Education interviews.
• Eligible offenders also receive budget training to
Vacant assist in learning to be financially responsible.
Community-based
Progress: Offenders graduating from the program will have learned
Organization
employment competencies, job searching and budgeting
skills to not only become gainfully employed but to be
Vacant
responsible regarding their finances.
Victims’ interests
__________________
The CCP meets monthly
Page 21
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Deal/continue to deal with impacts as a result of realignment and provide a fluid
response to those impacts.
Objectives: • Supervision of offenders.
• Ensure jail beds are used for those offenders presenting the highest risk.
• Ensure evidence-based programing (EBP) is available.
Measure: • All offenders supervised by agency responsible for their supervision.
• Amador County Sheriff has access to use contract jail beds when needed/
warranted.
• All offenders have access to EBP.
Progress: No offenders have gone unsupervised, been released from custody “early,” and EBP
is available.
Goal: Eliminate barriers to employment and build employment competencies utilizing the
Workforce Assistance Placement Program (WAPP).
Objectives: • Offer on-the-job training through Amador County Public Works Department.
• Offer assistance with job search activities.
• Eliminate barriers to employment, such as, transportation, and purchasing work
boots, outerwear, jeans, and shirts.
Measure: • Eligible offenders will receive on-the-job training teaching them transferrable
skills to become gainfully employed.
• Eligible offenders will learn and receive assistance to actively search for
employment, such as creating a resume, interviewing skills, and appropriate
attire.
Progress: Offenders graduating from the program will learn employment competencies and job
searching skills to become gainfully employed.
FY 2016-17 and 2017-18 Budget Allocations
FY 2016-17: Community Corrections Budget $2,136,510; Utilized Carry-over Funds $122,393
FY 2017-18: Community Corrections Budget $1,730,678; Utilized Carry-over Funds $109,974
Expenditures for the agencies are placed under one budget.
Page 22
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$100,000
Behavorial Health Psychiatrist
Disseminated Growth Funds (2012- $882,506
2015) to the Community
Brusatori's Enterprises (WAPP $5,440
Program-Gas Vouchers) $5,500
Swenson's Store (WAPP Program- $12,000
Work Boots, Jackets, Pants) $12,000
Amador Transit (Transportation $2,000
Tickets for Defendants) $3,000
Amador County Public Works (WAPP $230,000
Program) $132,000
In-Custody Beds (Out of County $100,000
Contracts) $100,000
Redwood Toxicology-Drug & Alcohol $3,000
Testing $3,000
$15,000
STOP-GPS/Electronic Monitoring
$15,000
Behavioral Health Dept Employee (1- $91,273
FTE) Salary/Benefits $52,816
FY 2017-18 - $558,713 FY 2016-17 - $1,205,822
• Correction partners to address departmental needs in providing programs, treatment,
incarceration, and prosecution.
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
FY 2016-17: Sober Living Environment $10,000
FY 2017-18: Sober Living Environment $10,000
Page 23
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The county declined to respond to this question.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
The county declined to respond to this question.
Does the county consider evaluation results when funding programs and/or services?
The county declined to respond to this question.
Does the county use BSCC definitions when collecting data? If so, which?
The county declined to respond to this question.
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?
The county declined to respond to this question.
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.
Page 24
Community Corrections Butte County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Steven K. Bordin FY 2016-17
Chief Probation Officer
Goal: Provide effective supervision and programming to Post-
Release Community Supervision (PRCS) offenders that
Judge Robert Glusman
ensures public safety and uses evidence-based
Presiding judge or
practices in reducing recidivism.
designee
Objectives: • 100% of the offenders will be assessed to determine
Paul Hahn
their individual needs and follow-up with appropriate
County supervisor or
referrals.
chief administrative
• 100% of participants will be supervised according to
officer or designee
their needs and risk.
Mike Ramsey Measure: • Number of offenders released into the community.
District Attorney • Number of offenders completing their period of
supervision.
Ron Reed
• Number of offenders sustaining subsequent arrests
Public Defender
and/or convictions.
Kory Honea Progress: As of December 1, 2017, 339 PRCS offenders were on
Sheriff supervision in Butte County with 27% in warrant status. In
FY 16/17, 203 PRCS offenders were released onto
Michael O’Brien
supervision. During that same period, 98 PRCS offenders
Chief of Police
were successfully discharged from supervision.
Shelby Boston
6-month Felony Recidivism Rate for the PRCS Population
Department of Social
was 4.4% (based on 1,307 PRCS offenders who began
Services and Department
supervision between 10/1/11 and 12/31/16 and who were
of Employment
convicted in Butte County of a felony within 6 months of
beginning supervision). This rate decreased 0.5% over last
Dorian Kittrell
year.
Department of Mental
Health and Alcohol and
12-Month Felony Recidivism Rate for the PRCS
Substance Abuse
population was 11.5% (based on 1,233 PRCS offenders
Programs
who began supervision between 10/1/11 and 6/30/16, and
Tim Taylor who were convicted in Butte County of a felony within 12
Office of Education months of beginning supervision). This rate
decreased 0.6% over the last year.
Erna Friedeberg
Community-based
organization
Monica O’Neill
Victims’ interests
__________________
The CCP meets
bi-monthly
Page 25
Goal: Provide effective supervision and programming to Mandatory Supervision (MS)
offenders that ensures public safety and uses evidence-based practices in
reducing recidivism.
Objectives: • 100% of the offenders will be assessed to determine their individual needs
and follow-up with appropriate referrals.
• 100% of the 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, 2017, 69 Alternative Custody Supervision (ACS) offenders
were on supervision in Butte County. In FY 16/17, 219 ACS offenders were
released onto supervision. During that same period, 130 ACS offenders were
successfully discharged from supervision. Between 10/1/11 and 11/2/17, 155
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 2017-18.
FY 2016-17 and 2017-18 Budget Allocations
$2,000,000
Reserve Funds
$2,000,000
$6,235,742
Carry Over Funds
$3,956,546
$58,825
District Attorney
$57,497
$121,571
Employment and Social Services
$125,736
$981,914
Department of Behavioral Health
$865,553
$2,792,283
Probation Department
$2,485,919
$4,206,493
Sheriff Department
$4,201,007
FY 2017-18 - $16,391,342 FY 2016-17 - $13,697,744
Page 26
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$361,000
GPS/RF Services (SO/Prob)
$361,000
$28,000
Education Services
$28,000
$20,800
Bus Passes (BH/SO/Prob)
$29,800
$59,804
Medical/Medication Services (BH)
$55,032
Employment/Veteran Services $121,571
(DESS) $125,736
Residential/ADF/Emertency Housing $493,313
Services (BH) $494,313
$352,800
Day Reporting Center (SO)
$352,800
$1,006,184
Alternative Custody Supervision (SO)
$955,809
PRCS/Mandatory Supervision $1,183,231
Services (Prob) $911,895
Mental Health/Counseling Services $1,031,278
(BH)
$1,020,118
FY 2017-18 - $4,657,981 FY 2016-17 - $4,334,503
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
• The county reported no allocation to non-public agencies for programs and services.
Page 27
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
Yes. Members of the CCP Board and/or members of the public can bring forth potential program/
service ideas to the CPP for possible implementation/funding consideration.
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.
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.
Page 28
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Since January 2016, the Butte County Probation Department, in partnership with the California
Department of Corrections and Rehabilitation, has been running a reentry program where inmates
are released from State Prison 4-6 months early and placed into the community to receive intensive
services before their release on the Post Release Community Supervision (PRCS) or Parole. During
the first six months of PRCS supervision (following completion of the reentry program), participants
have not sustained new convictions or been flash incarcerated. The supervision retention rate for
this population was 89% and 10 out of the 14 released onto supervision have since been
successfully discharged at 6 months. Probation has continued to be impressed with the performance
of the program and hopes to maintain positive outcomes into the future.
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Page 30
Community Corrections Calaveras County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Samuel Leach FY 2016-17
Chief Probation Officer
Goal: Develop Work Program
Timothy S. Healy
Objective: • Increase participation of County Jail inmates in the
Presiding judge or
Work Program
designee
• Increase participation of supervised individuals at the
Day Reporting Center in the Work Program
Timothy Lutz
County supervisor or • Identify potential revenue sources
chief administrative Measure: • Number of inmates participating in the Work Program
officer or designee • Number of Day Reporting Center individuals
participating in the Work Program
Barbara Yook
• Maximum theoretical program revenue
District Attorney
Progress: Inmates are currently participating in the Work Program
Anthony Salazar
Public Defender Goal: Create Restitution Program
Rick DiBasilio Objective: • Create a program that increases offender restitution
Sheriff payments
Measure: • Number of restitution programs in place
Todd Fordahl
• Amount of annual restitution payments
Chief of Police
Progress: $43,000 in restitution payments were made during the
Kristin Brinks
2015-2016 fiscal year
Department of Social
Services, Department of
Goal: Emergency Housing Program
Employment, Department
of Mental Health, and Objective: • Identify solution to lack of emergency housing and
Alcohol and Substance transitional housing options in Calaveras County
Abuse Programs
Measure: • Number of emergency and transitional housing options
in Calaveras County
Scott Nanik
Office of Education
Goals, Objectives, Outcome Measures, and Progress
Vacant
Community-based FY 2017-18
organization
Goal: Increase Day Reporting Center Program Enrollments
Kelli Coane
Victims’ interests Objective: • This fiscal year we will focus on better utilization of
____________________ Day Reporting Center services by increasing the
average number of program enrollments per offender
The CCP meets
Measure: • Average number of program enrollments per offender
bi-monthly
Progress: The Day Reporting Center is currently averaging 1.4
program enrollments per offender
Page 31
Goal: Focus on Prosocial Connections
Objective: • Case planning for Day Reporting Center offenders will focus on prosocial
connections
Measure: • Offenders will increase the number of prosocial people in their lives during
supervision and upon exit from the system
Goal: Address Short Term Housing
Objective: • The CCP will explore options to address short term housing for homeless
offenders and mentally ill offenders
Measure: • Number of emergency and transitional housing options in Calaveras County
Progress: The CCP has contracted with a local Sober Living Home for offenders with
substance use problems
FY 2016-17 and 2017-18 Budget Allocations
Day Reporting Center $190,591
$65,631
Substance Abuse
$68,386
Sheriff (Patrol) $184,973
$108,203
Sheriff (Jail) $369,051
$346,405
Probation Department $375,354
$345,098
$16,500
Non-Public Agencies
$16,500
$162,537
Mental Health
$161,289
$52,000
Human Resources
$72,373
$90,276
District Attorney
$146,667
$190,591
Day Reporting Center
$158,716
$31,224
Adult Literacy
$35,783
FY 2017-18 - $1,303,327 FY 2016-17 - $1,350,747
FY 2016-17: $108,673 Fund Balance Used; FY 2017-18: $244,810 Fund Balance Used
Page 32
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
$10,000
Angels Camp Police Department
$65,631
Substance Abuse
$68,386
Sheriff (Patrol) $184,973
$108,203
$369,051
Sheriff (Jail)
$346,405
Probation Department $375,354
$345,098
$162,537
Mental Health
$161,289
$52,000
Human Resources
$72,373
$90,276
District Attorney
$146,667
$190,591
Day Reporting Center
$158,716
$31,224
Adult Literacy
$35,783
FY 2017-18 - $1,521,637 FY 2016-17 - $1,442,920
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$2,500
Housing Assistance
$2,500
$14,000
Substance Abuse Residential Treatment
$14,000
FY 2017-18 - $16,500 FY 2016-17 - $16,500
Page 33
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The county declined to respond to this question.
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.
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?
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.
Page 34
Community Corrections Colusa County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
William E. Fenton FY 2016-17
Chief Probation Officer
Goal: Continue utilization of Moral Reconation Treatment (MRT)
Jason Galkin (cognitive intervention around criminal thinking), and
Presiding judge or Thinking for Good (T4G) in-custody and Day Reporting
designee Center (DRC).
Wendy G. Tyler Objective: • Enroll all eligible AB 109 probationers into MRT within
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
(e.g., bus passes) and offer a variety of classes
Matthew R. Beauchamp scheduled on various days and times to achieve 100%
District Attorney attendance.
• Achieve 80% graduation rate for all enrolled MRT and
Albert Smith
T4G participants.
Public Defender
Measure: • 100% of all eligible probationers (36) were enrolled in
Joe Garofalo MRT in FY 2015-16; 9 graduated the program. 38% of
Sheriff the enrolled eligible probationers in MRT were enrolled
in T4G in the same time period with 11 graduating. An
Josh Fitch additional 14 probationers were enrolled in Staying Quit
Chief of Police (optional). 92% of the MRT and 100% of the T4G
clients had no new convictions based on the BSCC
Elizabeth A. Kelly
definition of recidivism.
Department of Social
• An enhanced incentive program and varied class
Services
schedules, including evenings, resulted in an 85%
probationer attendance rate for both MRT & T4G
Cindy Lovelace
classes.
Department of
Employment • Of the 36 probationers enrolled in MRT, 9 graduated
and 24 continued attending MRT and/or T4G without a
Terence Rooney new conviction. 100% of the 56 eligible (some
Department of Mental carry-overs from FY 2014-15) probationers enrolled in
Health and Alcohol and T4G and did not have a new conviction.
Substance Abuse
Programs
Michael P. West
Office of Education
Lora Ceccon
Community-based
organization
Mary Godinez-York
Victims’ interests
____________________
The CCP meets quarterly
Page 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 at the jail and/or 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/HiSET (High School Equivalency Test) 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 2017-18 in addition to the following.
Goals, Objectives, Outcome Measures, and Progress
Goal: Develop, train staff, and implement a Batters' Treatment Program in compliance
with 1203.097 Penal Code for all eligible clients (formal, summary probation, and
AB 109) facilitated by the Probation Department.
Objective: • 100% of all clients mandated by the Court will be referred, screened, and
enrolled into the certified Batters' Treatment Program.
• 75% of all eligible clients will successfully complete the 52-week program.
Page 36
FY 2016-17 and 2017-18 Budget Allocations
Behavioral/Mental Health $89,020
Department $84,523
$340,307
Sheriff's Department
$420,929
$641,574
Probation Department
$651,079
FY 2017-18 - $895,389 FY 2016-17 - $895,039
FY 2016-17: $261,492 Reserve Funds
FY 2017-18: $175,512 Reserve Funds
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
Assistance/Positive Reinforcement $7,500
Incentives $10,000
$165,307
In Custody Services
$159,497
$89,020
Behavioral/Mental Health Department
$84,523
$14,000
Colusa County Office of Education
$14,000
FY 2017-18 - $275,827 FY 2016-17 - $268,020
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$1,000
GPS/Electronic Monitoring (STOP)
$1,000
$15,000
Colusa One-Stop
$15,000
FY 2017-18 - $16,000 FY 2016-17 - $16,000
Page 37
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The CCP and Probation Department reviews the quarterly results of every program and service
provided by Realignment funds, along with new literature and evidence-based programs, thereby
determining what will best benefit our clientele and continues, eliminates, and/or adds programs and
services based on a consensus of the CCP in conjunction with the Board of Supervisors approval.
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 as to 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 continue to be 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 CBOs; 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.
Page 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 75% 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.
The county declined to respond to this question.
Page 39
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Page 40
Community Corrections Contra Costa County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Todd Billeci FY 2016-17
Chief Probation Officer
Goal: Pretrial Program: Following arrest, to better identify
Stephen Nash
persons who can safely be released and those who should
Presiding judge or
be held in physical custody pretrial.
designee
Objectives: • Fund a comprehensive pretrial services program that
David J. Twa uses an evidence-based assessment tool.
County supervisor or
Progress: Implementation of the County’s Pretrial Services (PTS)
chief administrative
pilot program began in March 2014, with a County
officer or designee
workgroup working with the Crime and Justice Institute of
Community Resources for Justice (CRJ) for program
Diana Becton
technical assistance and training. The Virginia Pretrial Risk
District Attorney
Assessment Instrument (VPRAI) was selected as the PTS
Robin Lipetzy risk assessment tool. CRJ was provided data to determine
Public Defender how well the VPRAI, and the information it considers,
predicts both a person’s failure to appear for court and
David O. Livingston their likelihood to be arrested for new criminal activity.
Sheriff
The Pretrial Program has been providing evidence based
Allwyn Brown Pretrial evaluation and supervision services with a 62%
Chief of Police success rate. The Program is a collaboration of the
Probation Department, Public Defender’s Office, District
Kathy Gallagher
Attorney’s Office, Sheriff’s Office, the Contra Costa County
Department of Social
Superior Court, and the Office of Reentry & Justice.
Services
The Public Defender’s two funded Paralegal staff conduct
Donna Van Wert
face-to-face interviews with defendants and provide the
Department of
interviews to Probation for the development of the Pretrial
Employment
reports submitted to the Court. The Deputy Probation
Officers conduct the VRPAI on all defendants referred to
Cynthia Belon
Probation and complete the reports and recommendations
Department of Mental
to the Court. The DPOs supervise defendants placed on
Health
the program and provide Court reminders, monthly
Fatima Matal Sol contacts, drug testing, transportation assistance, program
Alcohol and Substance service referrals, and home visits. The Sheriff’s Custody
Abuse Programs Alternative Facility (CAF) is responsible for supervising
defendants on GPS monitoring and Secure Continuous
Karen Sakata Remote Alcohol Monitoring (SCRAM).
Office of Education
Roosevelt Terry
Community-based
organization
Devorah Levine
Victims’ interests
_________________
The CCP meets quarterly
Page 41
Goal: Reentry: Assist in providing access to a full continuum of reentry and
reintegration services.
Objectives: • 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, 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. By the fourth quarter of FY
16-17, the Reentry Success Center had graduated the third “Alpha” cohort of the
year, serving 37 people by providing intensive services in a stipend-supported
8-week program that integrates cognitive-based change, restorative practices,
mentorship, and life skills. By Quarter 4 of FY 16-17, the membership-based
Center had 434 members.
The Reentry Network System of Services was made operational by a
community-based organization in the Central and East regions of the County to
provide access to a coordinated set of reentry services. A Network System
Manual and Operations Plan for the Reentry Network was completed in August
2017.
The County 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. Two Fair Chance Employer Summits
were held in 2017.
The County also leveraged AB 109 funding to develop a Prop. 47 program,
securing a three-year $5,984,000 state grant to implement “CoCo LEAD Plus,”
an innovative program intended to break the cycle of repeated incarceration for
people with mental illness or substance use disorders in Antioch, CA. In
collaboration with the Antioch Police Department, the program will implement
new arrest-diversion protocols and intensive, coordinated services for people
with behavioral health issues who have been repeatedly arrested for a broad
array of low-level, non-violent charges.
The County teamed with the Superior Court on additional Clean Slate days 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.
In January 2017, the County established the Office of Reentry & Justice (ORJ)
as a pilot program of the County Administrator’s Office. The mission of the ORJ
is to align and advance the County’s public safety realignment, reentry, and
justice programs and initiatives. It is primarily funded by AB 109 Public Safety
Realignment revenues. It has oversight of the Youth Justice Initiative, the
development of the countywide Ceasefire Program, the Racial Justice Task
Force, and the AB 109 Community Programs.
Page 42
Goal: Pre-Release Pilot Program: establish and maintain an entry point to an
Integrated Reentry System of Care pre-release from incarceration.
Objectives: • Establish a formal pre-release assessment and planning process to ensure
more successful reentry.
• Prior to release, establish a plan to connect the individual with transitional
services that foster social networks and attitudes.
• Develop a set of outcome measures to track program progress during
implementation.
Progress: The County initiated the development of a Pre-Release Planning Pilot program,
approved by the CCP in May 2016. AB 109 funds have been used since 2014 to
support all-to-community services, including documentation/ID retrieval. We
have completed the project intake form and have drafted a Memorandum of
Agreement that is currently in the process of being signed by all project partners.
In 2017, the County Office of Education hired a Reentry Transition Specialist to
work in the custody facilities to expand pre-release planning services. The
Pre-Release Planning Pilot project will leverage this resource and bring
additional resources to the pre-release efforts, including greater coordination
with Detention Health Services, and specifically the Reentry Health Conductors
Program, and community-based providers to access the jails to develop reentry
plans for individuals prior to their release from custody.
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18.
Goal: Adopt the County’s Reentry Strategic Plan update
Objectives: • Adopt a multi-disciplinary, jurisdiction-wide reentry strategy to improve
outcomes for individuals coming home from incarceration that incorporates
the federally established “Fundamental Principles of Evidence-Based
Correctional Practice.”
• Develop process for annual Action Plans to advance and improve upon the
objectives identified in the AB 109 Reentry Plan.
• Adopt a detailed implementation schedule and project sustainability plan.
Measure: • Extensive evidence of collaboration with state and local government
agencies overseeing health, mental health, housing (including partnerships
with public housing authorities), homeless services, child welfare, education,
substance abuse, victims’ services, employment services, and local law
enforcement.
• Extensive evidence of collaboration with community-based agencies
providing employment, housing/homeless, mentoring, family reunification,
civil legal, and victims’ services.
• Developing strategies that support the County goal of reducing recidivism by
50% in five years.
Progress: A Steering Committee has been formed; community forums have been
conducted; stakeholders have been surveyed and interviewed. Four workshops
are planned for January 2018 for the Steering Committee. Data collection and
analysis of the current reentry system is underway, with the expectation of
having the plan completed by March 2018 and ready for Board adoption in April
2018.
Page 43
Goal: Adopt and implement recommendations of the Racial Justice Task Force.
Objectives: • Research and identify consensus measures within the County to reduce
racial disparities in the criminal justice system.
• Plan and oversee implementation of the measures once identified.
• Report back to the Board of Supervisors on progress made toward reducing
racial disparities within the criminal justice system in Contra Costa County.
Progress: The Racial Justice Task Force commenced its work in April 2017. Data
collection and analysis is underway. Five community forums were conducted in
the fall of 2017.
FY 2016-17 and 2017-18 Budget Allocations
$119,505
Local Innovation Fund Transfer
$72,738
$208,421
Superior Court
$200,405
$4,867,201
Community Programs
$4,680,036
$717,600
County Administrator
$629,250
Contra Costa County Police Chief's $542,880
Association $522,000
$208,000
Workforce Development Board
$200,000
$2,401,003
Public Defender (includes Pre-Trial)
$1,570,908
$1,665,973
District Attorney
$1,526,797
$1,097,784
Detention Health Services
$1,055,562
$2,379,668
Behavioral Health Services
$2,243,433
$3,586,920
Probation (includes Pre-Trial)
$3,509,712
$8,244,697
Sheriff's Office
$7,546,467
FY 2017-18 - $24,537,843 FY 2016-17 - $22,575,873
FY 2016-17 : Reserve Fund Draw $1,181,435
FY 2017-18: Reserve Fund Draw $1,501,809
Page 44
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$208,421
Superior Court
$200,405
$634,579
County Administrator
$370,250
Contra Costa County Police Chief's $542,880
Association $522,000
$208,000
Workforce Development Board
$200,000
Public Defender (includes Pre- $1,901,003
Trial) $1,570,908
$1,665,973
District Attorney
$1,526,797
$1,097,784
Detention Health Services
$1,055,562
$1,087,580
Behavioral Health Services
$957,533
$3,531,920
Probation (includes Pre-Trial)
$3,444,712
FY 17-18 - $17,914,837 FY 16-17 - $17,194,634
Page 45
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
Allocation to be determined by Community
$187,201
Advisory Board
$15,000
Connections to Resources
$465,000
Reentry Success Center
$820,000
Network System of Services
Stand Together Contra Costa (Immigration $500,000
Rapid Response)
$55,000
Pre-Trial Evaluation
$65,000
$200,000
Mentoring and Family Reunification
$200,000
$150,000
Legal Services
$150,000
Development of a "Re-entry Resource
Guide" $15,000
$1,030,000
Short and Long-Term Housing Access
$1,030,000
Implementation of (3) One-Stop Centers
$1,285,036
$2,000,000
Employment Support and Placement Srvcs
$2,000,000
$1,292,088
Behavioral Health contracts
$1,285,900
$208,000
Jail to Community Program
$200,000
$119,505
Local Innovation Fund Transfer
$72,738
$83,021
Data Evaluation & Systems Planning
$259,000
FY 2017-18 - $7,124,815 FY 2016-17 - $6,562,674
Page 46
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
The CCP regularly receives input from its Community Advisory Board (CAB) on potential programs
and/or services. The CAO and its Office of Reentry & Justice provide on-going information, data,
and updates on reentry and diversion services. The CCP’s Quality Assurance Committee meets to
discuss program needs and operational issues. The CCP conducts a Budget Workshop in
November or December of each year to consider the budget requests for AB 109 Realignment
Funds. The CCP also directs the distribution of the funding through competitive procurement
processes.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. The County requires and receives regular monthly and quarterly data and narrative reports
from all funded agencies receiving AB 109 Realignment revenue. The County retained the
assistance of a community-based organization to provide data collection and program evaluation
services from December 2013 through June 2016. A Research and Program Evaluation Manager is
intended to be hired in July 2018. The County has funded the establishment of a Salesforce-based
platform for the collection and coordination of reentry service provision data called “SAFE.”
Does the county consider evaluation results when funding programs and/or services?
Yes. The CCP has been provided an annual report of its AB 109 expenditures and activities for its
consideration.
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?
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.
Page 47
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). We are still only able to get about half of our AB 109
population to volunteer for the provided services. Many assert they do not 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.
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. We have consolidated our administrative functions into a new Office
of Reentry & Justice, a pilot program of the County Administrator. We have moved to a consolidated
database for our reentry service providers utilizing the Salesforce platform.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The Public Defender’s Early Representation Program (“EarlyRep”) is designed to address issues
related to unnecessary warrants and arrests that result when misdemeanor defendants fail to appear
(FTA) for their initial arraignment. Through this program, the Public Defender works directly with the
Antioch Police Department to be made aware of the individuals in which misdemeanor citations have
been issued, and then make early contact with these people to make sure they are able to make
arrangements to make their first court date. This unlikely law enforcement-defense attorney
partnership has brought about impressive results and systemic findings.
Data from 2015 suggested that the FTA rate was about 57%. Working with around 1,000 individuals
since the program’s inception in July of 2016, the FTA rate for program now stands at 27.4% (almost
a 50% reduction). The existence of this program has also helped identify systemic issues that were
driving the rather high FTA rate. These included incorrect addresses obtained by the police when
only addresses from identification documents or court records were used, and also the fact that
essentially none of the arraignments were actually occurring on the date that was provided on the
citation. This meant that a number of individuals would show up to court only to find out that
charges had not yet been filed by the District Attorney. Many people would then simply not be
informed about their true arraignment date when the case was finally filed with the Court some
months later.
The next step is to determine if there are actually systems savings from the program due to reduced
number of warrants issued, days in custody, and other costs associated with an inefficient
arraignment notification system.
Page 48
Community Corrections Del Norte County
Partnership Membership
As of October 1, 2017
The CCP did not provide goals for FY 2016-17.
Lonnie Reyman
Chief Probation Officer
Goals, Objectives, Outcome Measures, and Progress
Sandra Linderman
Presiding judge or FY 2017-18
designee
Goal: Attempt to identify and adopt articulable goals by July
Jay Sarina
County supervisor or 2018
chief administrative
officer or designee
FY 2016-17 and 2017-18 Budget Allocations
Katherine Micks
District Attorney
Local Innovation $10,790
Karen Olson
Subaccount $10,789
Public Defender
Reserve
$86,418
Erik Apperson $86,418
Sheriff
$477,650
Sheriff Department
$437,250
Ivan Minsal
$5,000
Chief of Police Public Defender
$5,000
$6,100
Heather Snow
District Attorney
Department of Social $17,500
Services, Department of Mental Health $125,000
Mental Health, and
Department $125,000
Alcohol and Substance
Abuse Programs $70,000
Alcohol and Other Drug
$70,000
Vacant $400,288
Probation Department
Department of
$435,287
Employment
FY 2017-18 - $1,216,245 FY 2016-17 - $1,152,245
Jeff Harris
Office of Education
Vacant
Community-based
organization
Vacant
Victims’ interests
__________________
The CCP meets quarterly
Page 49
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$300
Community Work Service
$300
$1,500
Incentives
$1,500
$13,000
Housing (Oxford House / motels)
$10,000
$2,000
Sex Offender Containment model
$4,000
Finanacial Peace University - $6,000
financial education $3,000
$50,000
Psychiatry
$50,000
Mental Health - Moral Reconation $75,000
Therapy $75,000
$70,000
Drug & Alcochol treatment
$7,000
$11,000
UA Testing
$7,500
$8,500
Electronic Monitoring
$5,000
$70,000
Pretrial
$5,000
FY 2017-18 - $307,300 FY 2016-17 - $168,300
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
• The county reported no allocation to non-public agencies for programs and services.
Page 50
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
Partners typically bring potential programs and services to the CCP to discuss identifiable needs and
the possibility of implementation.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. The bulk of programs are previously established programs offered by county agencies with
existing measures for effective application. For other programs, data is being collected to determine
effective outcomes. Additionally 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.
Does the county consider evaluation results when funding programs and/or services?
Yes. Del Norte County is now entering a period where programs have been running for more than a
year. Some data has been collected and it is becoming feasible to examine the results that we have
achieved.
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?
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 Del Norte County DHHS AOD Programs provide 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 Medication 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.
Page 51
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.
Sometimes they fall 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 and one female-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 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 continuation of a financial education course for lower risk offenders has contributed to the basic
life-skills needed for many of these offenders to maintain pro-social engagement with our
community. The addition of a parenting program to develop interpersonal skills in the family
structure and the establishment of a pre-trial program will also positively impact offender populations
in the next year as these programs begin to have effect.
Page 52
Community Corrections El Dorado County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Brian J. Richart FY 2016-17
Chief Probation Officer
Goal: 100% of offenders will be assessed to determine their
Jackie Davenport
individual need and reassessed at the start of each phase
Presiding judge or
of the Community Corrections Center (CCC).
designee
Objectives: • 100% of offenders will be supervised according to their
Don Aston needs and risk level.
County supervisor or
Measure: • Number of offenders accepted into the CCC.
chief administrative
• Number of offenders completing their period of
officer or designee
supervision.
• Number of offenders convicted of a subsequent felony.
Vern Pierson
District Attorney Progress: At this time, 100% of offenders are assessed through the
referral process to identify risk and need. During the
Teri Monterosso program phases, the reassessment of risk and need is
Public Defender done at the six-month interval at 100% of CCC offenders.
The reassessment practice is being evaluated in
John D’Agostini conjunction with the phase levels of the CCC. The goal
Sheriff will be updated in accordance with any modifications to the
phases.
Jim Ortega In addition, the comprehensive case management
Chief of Police upgrades triggered additional modifications in business
practices and are being refined to capture the data
Patricia Charles- elements in combination with a new analytical software
Heathers being deployed in 2018.
Department of Social
Services, Department of
Goal: Use Moral Recognition Treatment (MRT) at the CCC
Employment, Department
of Mental Health, and Objective: • Enroll all CCC accepted referrals into MRT within the
Alcohol and Substance first month they are accepted.
Abuse Programs • Achieve an 80% graduation rate for MRT at the CCC.
Measure: • Number of all accepted referrals into MRT, and the
Dr. Ed Manansala
days in between the accepted date and the start date
Office of Education
of MRT.
• Number of graduates from MRT.
Vacant
Community-based Progress: At this time the goal is being reviewed to align with the
organization Risk-Need-Responsivity principle. After some additional
evidence based training, the goal is being reviewed and
Vacant will be revised to consider the need for stabilization
Victims’ interests services needed in the first month prior to MRT.
__________________
The CCP did not provide goals for FY 2017-18.
The CCP meets quarterly
Page 53
FY 2016-17 and 2017-18 Budget Allocations
$30,000
Public Defender
$30,000
$242,000
Office of Education
$242,000
$500,000
Chief Administrative Office (Reserve)
$500,000
Local Law Enforcement(Placerville/South $50,000
Lake Tahoe Police) $50,000
$1,522,336
Health & Human Services
$1,526,000
$1,414,943
Sheriff's Department
$1,384,762
$1,589,048
Probation Department
$1,600,803
FY 2017-18 - $4,272,708 FY 2016-17 - $4,025,976
FY 2016-17: Allocation of Fund Balance $1,295,834
FY 2017-18: Allocation of Fund Balance $1,087,374
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$30,000
Public Defender
$30,000
$242,000
Educational Staffing*
$242,000
$500,000
Contingency
$500,000
Placerville & South Lake Tahoe $50,000
Police Depts $50,000
Health & Human Services Service & $40,000
Supplies $30,000
$166,739
Mental Health Staffing*
$173,408
$775,597
Health Staffing*
$782,591
$77,000
Service & Supplies*
$95,304
$1,214,373
Probation Staffing*
$1,197,423
$1,414,943
In-Custody Services
$1,384,762
FY 2017-18 - $3,423,278 FY 2016-17 - $3,189,654
*Community Corrections Center
FY 2016-17: Allocation of Fund Balance $1,295,834
FY 2017-18: Allocation of Fund Balance $1,087,374
Page 54
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$70,000
Emergency Housing
$80,000
$250,000
Jail Medical Provider
$250,000
Treatment/Residental $290,000
Providers $290,000
Community Correction Center $75,057
Lease Facility Costs $73,868
Electronic Monitoring $50,000
Contract Services
$28,080
$114,373
Data Consulting Services
$114,373
FY 2017-18 - $849,430 FY 2016-17 - $836,321
Page 55
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
Programs and/or services are assessed for consistency and adherence with evidence-based
principles, as programs/services based on such principles are shown to have the highest impact on
reducing recidivism. At the time appropriate programs/services are identified, a determination is
made on strategic usage as it relates to program modeling and/or a direct client interventions, all of
which are being informed by the principles associated with Risk-Need-Responsivity.
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, and 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?
El Dorado County offers a limited array of in-patient and outpatient options as it relates to mental
health and substance use disorder treatment programs/services. Inpatient mental health is served
through a small capacity Psychiatric Health Facility (PHF), serving acute/emergency mental health
needs. Other mental health needs are served through several outpatient groups overseen by
El Dorado County Mental Health, including multi-disciplinary Behavioral Health Court for an offender
population identified with mental health needs. With regard to substance use disorder, there exists
one treatment provider within the county. This provider offers inpatient residential drug treatment,
and intensive outpatient services/management. County substance use disorder workers will assess
clients’ for outpatient treatment through three treatment levels (level I, level II, and level III). These
levels imply various intensities and durations of substance use disorder counseling/education
services. El Dorado County offers various other services as well.
Public Health Nursing: Infant/child, adult and family assessment and intervention, medication
management education and monitoring, referral/coordination to specialty and prevention health,
including dental services
Public Guardian: case management services, eligibility/benefits/application assistance to county
programs, prescription medications, rehabilitation and support groups, housing and transportation,
24-hr crisis hotline, budgeting and money management, federal lifeline assistance, family and senior
services, general assistance, health education and food services, income assistance (Social
Security Assistance/Social Security Income/Veteran’s Affairs), reduced fee identification cards.
Page 56
Education: High school diploma, GED, basic reading, writing, vocational/enrichment.
Jail: There are hybrid versions of prior mentioned services. One of the main goals of the Jail
services through Health and Human Services is actively promoting, educating and assisting inmates
with their Health Care Options while incarcerated. Inmates can access services through a direct
referral process or an inmate self-directed referral process.
What challenges does your county face in meeting these programming and service needs?
The primary challenge within El Dorado County is the limited number of program and/or service
options available to clients. Equally as much, a lack of housing resources within the county is often a
barrier to the effectiveness and fidelity of the available services.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
We have not made any significant changes to the previous plans approved by the CCP at this point.
Data collection systems are continuing to be 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 El Dorado County CCP approved a Community Corrections Center, a program which
employees probation, mental health, public health, substance use disorder, and adult education
professionals. This multi-disciplinary team provides services/curricula within a model meant to target
multiple criminogenic needs and treatment needs (mental health, and drug/alcohol). Global
practices of the program are aligned with the Risk-Need-Responsivity principles, in coordination with
the body of knowledge related to stages of change, and behavior change as it relates to best
practices surrounding incentives/sanctions.
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Page 58
Community Corrections Fresno County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Philip Kader FY 2016-17
Chief Probation Officer
Goal: Continue hiring practices and training of staff to meet the
Sheran Morton adopted ratios in the 2011 CCP Implementation Plan.
Presiding judge or
Objective: • Maintain a Supervision ratio of one DPO per 50
designee
offenders in the AB 109 general supervision caseloads.
Jean Rousseau • The Fresno County Probation Department will continue
to recruit through the Fresno County Human
County supervisor or
Resources Department, utilizing standard recruiting
chief administrative
methods, which includes Careers in Government, as
officer or designee
needed until the positions are filled. Further, the
Lisa Smittcamp Probation Department will continue to attend multiple
District Attorney job and career fairs at local educational institutions for
purposes of recruiting.
Elizabeth Diaz • Upon request and approval, the Department accepts
Public Defender
applications for specific classifications from
undergraduates with a condition that a copy of their
Margaret Mims
Bachelor’s degree and transcripts are provided prior to
Sheriff
a formal job offer and as part of the background
process.
Jerry Dyer
Chief of Police Progress: As of December 2017, the Fresno County Probation
Department has no DPO vacancies in the AB 109 general
Delfino Neira
supervision units.
Department of Social
Services and Department
Goal: Increase services in the areas of re-entry employment
of Employment
readiness and transitional housing.
Dawan Utecht Objective: • Present a proposal to the CCP and the Board of
Department of Mental Supervisors requesting additional funding to increase
Health contract services for employment readiness services.
• Present a proposal to the CCP and Board of
Susan Holt
Supervisors to increase the number of contracted
Alcohol and Substance
transitional housing beds in order to meet the current
Abuse Programs
need.
Jim Yovino Measure: • Increase services in employment readiness and
Office of Education transitional housing by a minimum of 10%.
Vacant Progress: Contracted with America Works of California for an
Community-based employment readiness program. The contract was
organization approved by the Board of Supervisors in January 2016 and
the program became operational in April 2016. Since the
Karen Roach program’s inception, a total of 242 participants have
Victims’ interests successfully completed the program of which 124 have
____________________ attained employment. CCP approved the addition of a
Construction Apprenticeship Program and a Parenting
The CCP meets quarterly Program, which are currently going through the county
purchasing process.
Page 59
Goal: Maintain specialized caseloads for domestic violence, sex offender and
mental health populations.
Objective: • Maintain a Supervision ratio of one DPO per 35 offenders in the AB 109
specialized supervision caseloads.
• Move away from strictly caseload standard to caseloads that are based on
the number of offenders an officer can effectively supervise.
• Updated CCP Plan.
Measure: • A 35:1 ratio for specialized caseloads will allow for more enhanced
supervision of these caseloads.
Progress: The Probation Department continues to maintain specialized caseloads at a
ratio of approximately 35:1.
The CCP reports it will use the same goals, objectives, and outcome measures identified
above in FY 2017-18.
FY 2016-17 and 2017-18 Budget Allocations
$8,000
Court Hearing Notification Contract
$8,000
$80,000
Program Evaluation Contract
$80,000
$120,000
GPS Electronic Monitoring Contract
$90,520
$120,000
Counseling Services Contract
$120,000
$600,000
Transitional Housing contract
$600,000
$203,725
Family Violence Counseling contract
$203,725
Re-entry Employment Readiness/Job training $451,950
contracts $451,950
$134,587
Human Resources
$85,641
$2,620,958
Adult Compliance Team (City contracts)
$1,842,428
$2,486,395
Public Health (contracted jail medical services)
$2,327,819
$1,888,246
Behavioral Health (contracted services)
$1,888,246
$1,644,279
District Attorney
$769,511
$1,285,958
Public Defender
$452,578
$10,093,155
Probation
$9,507,146
$19,392,579
Sheriff
$17,300,625
FY 2017-18 - $41,129,832 FY 2016-17 - $35,728,189
FY 2016-17: Carryover Funds $477,536
FY 2017-18: Carryover Funds $1,498,199
Page 60
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
$134,587
Human Resources
$85,641
$2,620,958
Adult Compliance Team (City contracts)
$1,842,428
$1,644,279
District Attorney
$769,511
$1,285,958
Public Defender
$452,578
$10,093,155
Probation
$9,507,146
$19,392,579
Sheriff
$17,300,625
FY 2017-18 - $35,171,516 FY 2016-17 - $29,957,929
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$8,000
Court Hearing Notification Contract
$8,000
$80,000
Program Evaluation Contract
$80,000
$120,000
GPS Electronic Monitoring Contract
$90,520
$120,000
Counseling Services Contract
$120,000
$600,000
Transitional Housing contract
$600,000
$203,725
Family Violence Counseling contract
$203,725
Re-entry Employment Readiness/Job $451,950
Training contract $451,950
$2,486,395
Public Health (contracted jail medical
services) $2,327,819
Behavioral Health (contracted services) $1,888,246
$1,888,246
FY 2017-18 - $5,958,316 FY 2016-17 - $5,770,260
Page 61
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
Needs are identified by the CCP’s Sub Committees, along with the input of the community, and
proposals are presented to the CCP. The CCP then determines which identified need to pursue and
at that point the County Purchasing process is put into place.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. The Fresno County Probation Department has created a Quality Control and Research Unit
that will be responsible for reviewing AB 109 programming, services, and outcomes. The objective
of this unit will be to ensure that the most current “evidence-based practices” are utilized. This unit
will conduct internal reviews of probation assessments, investigate programming, and supervision
strategies that lead to improved correctional outcomes such as the rehabilitation of offenders and
increased public safety.
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?
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?
The county, in conjunction with public and private provider networks, is attempting to provide
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.
Page 62
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 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?
Fresno County has updated our post release supervision model. The initial Implementation Plan set
a supervision ratio of one deputy probation officer per 50 offenders. The updated plan increased the
supervision ratio of one deputy probation officer to 35 offenders for designated specialized
caseloads including domestic violence, sex offender, and mental health. Based on experience with
these three designated caseloads, they require enhanced supervision levels above the general AB
109 caseloads. The general caseloads remain at a supervision ratio of one deputy probation officer
to 50 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 242 individuals have completed the program of which 124
have obtained employment.
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Page 64
Community Corrections Glenn County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
FY 2016-17
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
individual needs and appropriate referrals will be made.
John Viegas
• 100% of Offenders will be supervised based on their
County supervisor or
risk level and needs.
chief administrative
officer or designee Measure: • Number of Offenders (PRCS) released into the
community during the calendar year July 1, 2016 to
Dwayne Stewart June 30, 2017.
District Attorney • Number of Offenders completing their period of
supervision for the same time period.
Vacant • Number of Offenders on warrant status as of
Public Defender June 30, 2017.
Progress: Nineteen Offenders were released back into the
Rich Warren
community. One failed to report. As of June 30, 2017, we
Sheriff
did not have any PRCS Offenders on active warrant
status. We had 15 Offenders complete their term of
JC Tolle
supervision. Offenders must be violation free for one year
Chief of Police
before being released from supervision, rather than the
minimum time of six months. Six Offenders (or 40%) were
Christine Zoppi
deemed unsuccessful. Three Offenders (or 20%)
Department of Social
sustained a new felony conviction while four (or 27%) had
Services, Department of
their maximum term expire. Nine Offenders (or 60%) were
Employment, Department
deemed successful.
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
Page 65
Goal: Provide effective supervision and programing to Alternative Custody Supervision
(ACS) Offenders that ensures public safety and uses evidence-based practices
in reducing recidivism.
Objective: • 100% of participants in the ACS program will be supervised based on their
risk level.
Measure: • Number of Offenders released into the community on ACS.
• Number of Offenders completing their period of supervision.
• Number of Offenders having a subsequent arrest and placed back into
custody due to violating the ACS program.
• Number of Offenders having a subsequent arrest for a new law violation.
Progress: The Sheriff’s Department released 17 Offenders on the ACS program. Twelve
Offenders were released on the Home Electronic Monitoring (HEM) Program,
while five Offenders were released to complete a residential treatment program.
Of the 12 Offenders released on HEM, eight (or 67%) were deemed successful
and four (or 33%) were unsuccessful. One (or .08%) was charged with a new
law violation and three (or 25%) returned to custody for violations.
Goal: Provide in-custody and out-patient mental health services to AB 109
Offenders.
Objective: • Provide AB109 Offenders who meet the criteria, a mental health diagnosis
assessment.
• Provide AB109 Offenders individual treatment, medication management,
out-patient mental health, and substances abuse services.
• Provide mental health and substance abuse support services while Offender
is in custody.
Measure: • Number of Offenders seen at the jail.
• Number of Offenders assessed for mental health needs.
• Number of Offenders receiving mental health and substance abuse services.
Progress: Being a small facility, the jail only has one room for all of the programming that
takes place within the facility. AB109 Offenders are being contacted in the jail.
They are being introduced to Mental Health staff and are being provided groups
in the areas of Anger Management, Courage for Change, and Life Skills.
During this reporting period, 665 Mental Health services and 550 Substance Use
Disorder services were provided. Twenty-six individuals participated in the
Transitional Learning Center, 20 individuals participated in mental health
services while 22 individuals were engaged in substance use disorders services.
Twenty individuals completed the Courage to Change workbooks on a variety of
topics.
The CCP reports it will use the same goals, objectives, and outcome measures identified
above in FY 2017-18.
Page 66
FY 2016-17 and 2017-18 Budget Allocations
$55,000
District Attorney
$162,464
Reserve Funds
$498,012
$1,661,168
Carry-over funds
$1,086,795
$19,974
Unity House
$26,000
$309,714
Health and Human Services
$180,700
$306,254
Sheriff's Office
$309,082
$567,533
Probation Department
$517,577
FY 2017-18 - $3,082,107 FY 2016-17 - $2,618,166
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$55,000
District Attorney's Office
$40,000
Jail Medical ^
$40,000
Jail Special Needs/Electronic $16,000
Monitoring ^ $35,350
Alternative Custody $250,254
Supervision^ $233,732
Offender Resource/Learning $42,146
Center/Client Supports** $38,079
$65,984
Drug and Alcohol**
$31,000
$193,584
Mental Health**
$111,621
$13,193
K-9 Program*
$24,754
$10,403
Electronic Monitoring *
$6,935
$2,558
Drug Testing*
$2,558
FY 2017-18 - $1,230,500 FY 2016-17 - $1,007,359
*Probation, **Heath and Human Services, ^Sheriff’s Department
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$19,975
Unity House
$26,000
FY 2017-18 - $19,975 FY 2016-17 - $26,000
Page 67
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
Agencies submit budget proposals annually to the CCP Board requesting funds for their programs.
The CCP Board will discuss the requests and any data provided. The CCP Board will then vote to
approve funding or request more information.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. Discussions are made with county partners in tracking the successes of offenders that
participate in the programs.
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, and 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?
Sheriff – Alternative Custody Supervision (ACS), Pretrial Services
Health and Human Services – Drug and Alcohol, Mental Health Eligibility, Assessments, Cognitive
Interventions, Life Skills, Anger Management, and 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 and Success One Charter School where an individual can earn
his/her high school diploma or GED.
Probation – Assessments, Electronic Monitoring, Cognitive Interventions, Supervision based on Risk
Levels.
Child Support Division – Assessment 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 employment placements.
Page 68
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. For the 2016-2017 school year, they had 26 students (15 females and 11 males), and six
graduates (three female and three male). In total, 206.5 high school credits were earned by the
participants.
Page 69
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Page 70
Community Corrections Humboldt County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
William Damiano FY 2016-17
Chief Probation Officer
Goal: Expand in-custody services to inmates within the jail to
Kim Bartleson improve re-entry outcomes.
Presiding judge or
designee Objective: • Train behavioral health and jail program staff in
Motivational Enhancement Therapy (MET).
Amy Nilsen • Train jail corrections staff in Motivational Interviewing
County supervisor or (MI).
chief administrative • Train deputy probation officers in MI.
officer or designee Measure: • Number of behavioral health and jail program staff
trained in MET.
Maggie Fleming
• Number of correctional staff trained in MI.
District Attorney
Progress: Eighteen behavioral health staff were trained in MET and
Kaleb Cockrum 20 mixed corrections staff were trained in MI this fiscal
Public Defender year.
William Honsal Goal: Develop and implement an interagency data management
Sheriff platform.
Objectives: • Complete Phase 3 of data project – build and generate
Thomas Chapman
report for analysis of data.
Chief of Police
Measure: • Data warehouse completion and operational (Phase 2).
Connie Beck
Progress: Data from criminal justice agencies has been mapped and
Department of Social
programmed. Human services data is still in process of
Services, Department of
being linked to criminal justice data to be extracted to the
Employment, Department
data warehouse. Weekly meetings are now taking place to
of Mental Health, and
finalize this linkage. No reports from this data warehouse
Alcohol and Substance
have been developed yet for decision-making review.
Abuse Programs
Chris Hartley Goal: Equine Assisted Therapy (Horses Help Program)
Office of Education implementation with AB 109 offenders.
Objectives: • Provide multiple cycles of Horses Help Program during
Arlette Large
course of the year.
Community-based
organization Measure: • Number of completed cycles of Horses Help provided.
Progress: Two cycles of Horses Help were attempted this fiscal year.
Joyce Moser
Both offerings were terminated after fewer than 4 sessions
Victims’ interests
due to lack of offender engagement and participation.
__________________
The CCP reports it will use the same goals, objectives, and
The CCP meets monthly
outcome measures identified above in FY 2016-17 in additional to
the following goal.
Page 71
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Pilot case management program to improve residential alcohol and drug program
retention, completion, and continuing sobriety rates for AB 109 offenders.
Objectives: • Contract with community-based organization to hire five case managers to work
within local residential alcohol and drug treatment programs.
• Assist clients in transition planning and linkage to supportive community services
prior to program completion.
• Provide continuing case management support post-transition back to community
after treatment completion.
Measure: • Complete contract with community-based organization. Organization to hire five
case managers and place in local residential treatment programs.
• Increase number of AB 109 clients retained in treatment to program completion.
• Increase number of AB 109 clients maintaining sobriety once transitioned back to
community post-treatment program completion.
Progress: Pending Board of Supervisors approval of contract with community based agency and
supplemental budget. Hiring of case managers and placement within programs to
follow.
Page 72
FY 2016-17 and 2017-18 Budget Allocations
$21,000
Sequential Intercept Mapping
$32,156
Training Oppurtunities
Redwood Coast Action Agency (case $217,987
management)
$2,227,386
Probation Department
$2,498,717
$1,402,726
Mental Health Branch
$1,305,330
$296,500
Employment Training Division
$278,706
$444,527
Sheriff - Correctional Facility Realignment
$408,044
$258,000
Sheriff's Work Alternative Program
$258,000
County Admin. Office- Revenue Recovery $20,000
Division $20,000
$239,941
Capital Projects - SB863 Cash Match
$425,448
$184,549
One-Time Correctional Facility Costs
$376,719
Employment Training Division Grant Cash $82,576
Match $200,000
$72,776
Multi-Agency Fugitive Apprehension Program
$72,776
$38,850
Public Defender Case Management System
$38,850
Multi-Agency Stepping Up Summit $72,776
Participation $4,000
$652,865
California Forensic Medical Group
$380,838
FY 2017-18 - $6,264,615 FY 2016-17 - $6,267,428
Page 73
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$29,000
CIT Training
$1,570,536
Probation Department
$1,446,866
$1,402,726
Mental Health Branch
$1,305,330
$296,500
Employment Training Division
$278,706
Sheriff - Correctional Facility $444,527
Realignment $408,044
$258,000
Sheriff's Work Alternative Program
$258,000
County Admin. Office- Revenue $20,000
Recovery Division $20,000
$239,941
Capital Projects - SB863 Cash Match
$425,448
$184,549
One-Time Correctional Facility Costs
$376,719
Employment Training Division Grant $82,576
Cash Match $200,000
Multi-Agency Fugitive Apprehension $72,776
Program $72,776
$38,850
Public Defender
$38,850
FY 2017-18 - $4,639,981 FY 2016-17 - $4,830,739
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
Public Research Associates (Sequential $21,000
Intercept Mapping)
Redwood Coast Action Agency (case $217,987
management)
$3,156
Humboldt Recovery Center (MRT training)
$20,000
Client Housing Assistance
$15,000
$609,050
CBO-Treatment Services (via Probation Budget)
$891,385
$27,800
Electronic Monitoring (via Probation Budget)
$27,800
Data Evaluation (Sponsored Programs via
Probation Budget) $62,665
Consultants (CJI) (via Probation Budget)
$55,000
Stepping Up Summit
$4,000
$652,865
California Forensic Medical Group
$380,838
FY 2017-18 - $1,551,858 FY 2016-17 - $1,436,688
Page 74
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
The CCP holds regular discussions on what services are being offered to the AB 109 population,
outcomes that are being observed, and potential solutions to improve service coordination and
quality, or suggestion of programs to address particular needs. When agreement is reached, a
proposal is put before the CCP Executive Committee for discussion, review of the present budget
condition and impacts of the proposal, and a vote. Priority is given to proven-effective programs and
strategies, though some requests have been for the purchase of equipment to solve a particular
problem being experienced (e.g., mail and body scanners for the jail to intercept contraband,
improve jail safety, and increase likelihood of persons being released to programs who are not
actively using controlled substances).
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. Offender participation in services and outcomes of said services are tracked and shared each
month with the CCP and CCP Executive Committee for discussion. Once the data warehouse
project is completed, more thorough analysis of data will be possible.
Does the county consider evaluation results when funding programs and/or services?
Yes. Outcomes for programs paid for with AB 109 funds are tracked and ongoing. If a new program
or service is suggested and approved, it is typically run as a short-term pilot and data is collected to
evaluate effectiveness or value to the overall objectives of the CCP plan (i.e., reduced recidivism,
improved management/utilization of limited criminal justice resources, increased offender
engagement, etc.).
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?
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?
AB 109 funding presently funds a fairly comprehensive array of forensic behavioral health services,
both within the jail and in our Community Corrections Resource Center. Funding supports a portion
of a Psychiatrist, Nurse Family Practitioner, Psychiatric Med Nurse, Supervising Mental Health
Clinician, Mental Health Clinicians, Substance Abuse Counselors, and Mental Health Case
Managers. Jail services are basic mental health services, med support, and limited case
management. “Crosswalk” services are offered to any offender released from the jail who has
received mental health services within the jail to ensure linkage to continuing community-based
care, if desired. Pretrial and AB 109 offenders are offered mental health and substance abuse
assessments; relapse prevention, co-occurring disorder, and Moral Recognition Therapy (MRT)
groups; mental health case management; individual mental health counseling or psychiatrist visits;
and medication support.
Page 75
What challenges does your county face in meeting these programming and service needs?
The principal challenge our county faces presently is hiring and retaining staff for funded behavioral
health positions.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Provision of training in various evidence-based practices (MRT, MET, MI, Contingency
Management/Case Management, and Crisis Intervention Training) to staff of community-based
organizations, correctional and probation officers, and law enforcement personnel has been
beneficial. The future addition of case management services within treatment programs is looked
forward to.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
All probation officers are trained in the 1:1 cognitive behavioral intervention Effective Practices In
Community Supervision (EPICS), which is improving engagement with the AB109 offender
population, in particular. This population has generally not responded well to community-based
group cognitive behavioral interventions but seems to engage more effectively in this 1:1
intervention. Our data pool is relatively small, so determining whether there is a statistically
significant difference in outcomes is not yet possible, but anecdotal evidence is positive.
Page 76
Community Corrections Imperial County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Dan Prince
FY 2016-17
Chief Probation Officer
Goal: Develop a Charter School for clients to attend and obtain
Maria Rhinehart their High School Diploma or GED .
Presiding judge or
Objectives: • The program will help probationers, parolees, and jail
designee
inmates obtain their High School Diploma and/or GED.
Robin Hodgkin
Measure: • With assistance from the Imperial County Office of
County supervisor or
Education, a full time teacher will prepare an academic
chief administrative
case plan to help clients complete 135 required
officer or designee
educational units to meet the requirements set by the
State of California to obtain a High School Diploma.
Gilbert G. Otero
District Attorney Progress: In August 2017, the Imperial County Day Reporting Center
Charter School began enrollment and on September 11,
Ben Salorio
2017 classes began. Current students work on various
Public Defender
academic assignments towards obtaining their High
School Diploma. The Charter School is looking to host
Raymond Loero
their first graduation in January 2018.
Sheriff
Eddie Madueno Goal: Continue to offer services to the Veteran population.
Chief of Police
Objectives: • Develop a partnership with the Imperial County Office
of Veteran Affairs.
Peggy Price
Department of Social Measure: • This partnership will enhance the level of services
Services offered to the Veteran population involved in the
criminal justice system.
Pricilla Lopez
Progress: Various collaborative agencies (Probation, Sheriff’s Office,
Department of
Veteran Affairs) hold monthly meetings to discuss the
Employment
number of Veterans currently incarcerated and on
Andrea Kuhlen probation, and develop ways to provide services to this
Department of Mental population.
Health
Goal: Offer additional Vocational Training to clients.
Don Gorham
Alcohol and Substance Objective: • Partner with the Workforce Development agency to
Abuse Programs provide vocational training assessments and courses to
participants at the Day Reporting Center.
Todd Finnell
• Create allocations for vocational training, job readiness,
Office of Education
and employment referral for population served at the
Carlos Contreras Day Reporting Center .
Community-based
Progress: Various collaborative agencies (Probation, Sheriff’s Office,
organization
Veteran Affairs) hold monthly meetings to discuss the
number of unemployed Veterans currently incarcerated
Deborah Owen
and on probation and develop ways to provide services to
Victims’ interests
this population.
____________________
The CCP meets monthly
Page 77
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Offer Cognitive Behavioral Therapy (CBT) programming to clients.
Objective: • The programs will help probationers and incarcerated individuals modify their
behaviors and encourage rehabilitation.
• The tailored programs to specific areas such as substance abuse or
employment will help probationers and incarcerated individuals gain
knowledge and tools to making proactive changes in their lives.
Measure: • These programs will be evaluated by the number of clients who successfully
complete the various CBT programs.
• These programs will be evaluated by the number of clients who continue to
attend CBT programs once they are released from jail so they can further
their rehabilitation.
Goal: Develop and implement a Mental Health Court Calendar for clients diagnosed
with a mental illness.
Objective: • Partner with the Superior Court, Sheriff’s Office, Probation, and Behavioral
Health to develop a specialized court to serve clients living with a mental
illness.
• This partnership will hopefully alleviate court delays for the Mental Health
population involved in the criminal justice system.
Measure: • This partnership will assist with addressing issues and decrease the amount
of time clients are at the county jail until the judge orders competency
evaluations and are able to transfer incarcerated individuals to an inpatient
hospital.
• Having follow-up court hearings will allow for the partnering agencies to keep
track of clients and their rehabilitation process along with working out issues
that may arise within the case.
• Reduce the amount of time an incarcerated individual waits for treatment at
an inpatient hospital.
Goal: Hire a Psychiatric Social Worker for the Imperial County Sheriff’s Office
Correctional Facility.
Objective: • Partnership between Imperial County Sheriff’s Office and Behavioral Health
to hire a Psychiatric Social Worker to be assigned to assist clients within the
jail facilities.
• Psychiatric Social Worker will correctly identify the issues a client is
experiencing along with providing counseling assistance to deescalate the
situation.
• Psychiatric Social Worker will work collaboratively with jail staff and
behavioral health staff to provide the correct education, intervention, and
treatment needed for clients living with a mental illness.
Measure: • These programs will be evaluated by the number of clients who successfully
complete the various CBT programs.
• These programs will be evaluated by the number of clients who continue to
attend CBT programs once they are released from jail so they can further
their rehabilitation.
Page 78
FY 2016-17 and 2017-18 Budget Allocations
$596,840
Reserves
$675,787
Library $15,000
$15,000 $2,506,340
Day Reporting Center Operational
$209,984
$253,327
Public Defender
$229,377
$866,156
District Attorney
$269,429
Behavioral Health $834,584
$367,000
Sheriff $280,978
$2,156,295
$565,542
Probation
$1,305,886
FY 2017-18 - $5,918,767 FY 2016-17 - $5,228,758
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
Transport $29,238
Behavioral Health Counselor $92,189
$596,840
Reserves
$675,787
Charter School Program $153,584
$15,000
Literacy Program
$15,000
$280,978
District Attorney
$269,429
Counselor $101,000
$200,000
Substance Abuse Treatment
$150,000
Smart Recovery $116,000
$116,000
Day Reporting Center Operational $834,584
$56,400
$809,496
Field Supervision PRCS/ReEntry
$1,260,886
$25,000
Drug Testing - Probation
$20,000
Sober Living $128,115
$28,160
Sex Offender Counselor
$20,000
Electronic Monitoring & Polygraph $3,500
$5,000
$253,327
Public Defender
$229,377
Drug Testing - Sheriff $2,000
$2,000
Equipment Trailer CWS
$18,500
Spillman Software Upgrade
$56,000
$655,118
Operational Costs CWS Program
$727,683 $1,849,222
Inmate Housing, Welfare & Supplies
$1,352,112
FY 2017-18 - $5,918,767 FY 2016-17 - $5,228,758
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
• The county reported no allocation to non-public agencies for programs and services.
Page 79
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
Through the CCP Program & Development subcommittee the collaborative agencies work together
to determine the needs of clients and brainstorm on innovative programs and services that would be
beneficial to offer. Once the new program is presented to the subcommittee, they will vote in
approval or disapproval. The approved programs are presented to the CCP Budget and Fiscal
Committee to determine if funding is available to implement the programs and services. Lastly, the
CCP Executive Committee reviews the program narrative and budgetary portion, and votes to
approve and move forward with the implementation of the program or service.
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, 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?
Substance Abuse outpatient treatment and education
SMART Recovery
TESS jail program
Sober living and emotional wellness homes
McAllister Residential Treatment facility (San Diego)
Freedom Ranch Treatment facility (Campo)
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 and classroom space to host the various programs and services.
With the implementation of the DRC Charter School, Literacy Program, Batterer’s Program, and sex
offender counseling, classroom space has been a challenge. Working towards renovating an
additional classroom will provide ample space to host the various programs offered and allow for
additional programs to be identified that will enhance the ability for participants to rehabilitate and
reduce their criminogenic needs.
Page 80
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. A licensed clinician was hired for the
Imperial County Jail to offer individual counseling sessions for those living with a mental illness and
provide assistance when a mental illness crisis takes place.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The GEO Group Inc. has been successful in facilitating five program graduations during the last
three years in which they average 18 participants completing each module. The enrollment of
probationers in the GEO 2017 CSAC received a Merit Award for its impactful workshops,
informational booths, and encouraging guest speakers.
From the first Adult Re-entry Summit in 2016 to the second in 2017, the number of clients in
attendance increased by 60%, demonstrating that participants are motivated in obtaining information
and attending workshops to better their future. The third Adult Re-entry Summit is scheduled for
March, 2018.
Also in 2017, the CCP, with assistance from the Imperial County Office of Education, developed and
implemented the Day Reporting Center Charter School. The DRC Charter School is a drop-out
recovery program assisting probationers, parolees, and inmate clients in obtaining their High School
Diploma or GED. Enrollment for the Charter School began in August 2017 and the first class session
was conducted on September 11, 2017. A full time instructor assesses clients and prepares an
academic case plan to help them complete the 135 required educational units required to obtain
their High School Diploma.
The instructor also works with Probation Officers to determine the best option for a client whether it
be obtaining a High School Diploma or GED. There are currently 17 students enrolled. The goal of
the Charter School is to focus on the long term success of students, including post-secondary
education, vocational education, and career-oriented job paths.
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Page 82
Community Corrections Inyo County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Jeffrey L. Thomson FY 2016-17
Chief Probation Officer
Goal: Implement a re-entry court
Judge Dean T. Stout
Objective: • Work with Superior court and other stakeholders to
Presiding judge or
implement a re-entry court designed similar to the
designee
existing Drug Court.
Kevin Carunchio • Develop a re-entry team consisting of Probation, HHS,
Re-entry Coordinator, District Attorney, and other key
County supervisor or
stakeholders.
chief administrative
officer or designee • Direct appropriate offenders who will be released from
custody on supervision to the re-entry court in order to
Thomas Hardy help offenders find housing and employment in an
District Attorney and effort to reduce recidivism.
Victims’ interests
Measure: • Number of offenders ordered to re-entry court.
Kristine Eisler • Number of new crimes committed while in the re-entry
program.
Public Defender
• Number of re-entry participants who become
William Lutze employed.
Sheriff
Progress: The first phase of Re-entry Court was implemented in
September 2016.
Ted Stec
Chief of Police
Goal: Integration of stakeholder case management systems
Marilyn Mann Objective: • Integrate case management systems (CMS) between
Department of Social the DA and Probation.
Services, Department of • Integrate CMS between DA and Court.
Employment, and Alcohol • Integrate CMS between Probation and Court.
and Substance Abuse
Measure: • Timely information flow between the stakeholders.
Programs
• Fewer court delays from initial referral to sentencing for
Gail Zwier the adult and juvenile populations.
Department of Mental
Progress: Probation, DA, and Court continue to work with the
Health
individual vendors. The Probation Department is in the
design stage. The District Attorney has made considerable
Lisa Fontana
progress.
Office of Education
Goal: Employment Program
Misti Clark
Community-based Objective: • Work with local employers to provide jobs to the
organization realigned population.
____________________
Measure: • Number of jobs provided to realigned population.
• Number of realigned population with a job for less than
The CCP meets
6 months.
bi-monthly
• Number of realigned population with a job for more
than 6 months.
Progress: We lost our re-entry coordinator half-way through the year
so progress on this goal has been minimal.
The CCP reports it will use the same goals, objectives, and
outcome measures identified above in FY 2017-18.
Page 83
FY 2016-17 and 2017-18 Budget Allocations
$20,000
District Attorney
$86,500
$163,200
Sheriff's Department
$140,200
$110,719
Health and Human Services
$169,098
$213,438
Probation
$125,567
FY 2017-18 - $507,357 FY 2016-17 - $521,365
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.
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
Electronic Monitoring/GPS Program $40,823
$44,482
$2,000
Reward/Sanctions Matrix Program
$2,000
$10,000
Re-Entry Assistance Program
$5,000
High Risk Case Management $26,029
$10,013 $88,086
Out of Custody Re-Entry Services
$17,496
$85,227
In-Custody Re-Entry Services
$29,935
$80,000
In-Custody Services
$45,000 $90,000
In-Custody Inmate Work Crew Program
$40,000
FY 2017-18 - $377,165 FY 2016-17 - $238,926
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.
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
• The county reported no allocation to non-public agencies for programs and services.
Page 84
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The needs of the community are discussed during our general CCP meetings. The Executive CCP
members vote to approve different programs and services. The programs and services are added to
the annual budget where the Board of Supervisors has the ability to approve the programs and
services.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. The CCP has developed outcome measures that will be tracked for our re-entry program. The
outcome tracking has required fine tuning since inception and we won't be able to truly assess the
success of programming until we have a period of time pass to see what the short and long term
impacts are.
Does the county consider evaluation results when funding programs and/or services?
Yes. The CCP plan outlines certain benchmark goals to reach in order to continue with certain
programs and/or services.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Conviction, Length of stay, and 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 (HHS) Behavioral Health Division is able to provide
limited weekly service to inmates, which includes mental health/substance use screening and
assessment, as well as medication and treatment. HHS also provides parenting education classes
to inmates through its Public Health and Prevention programs. Additionally, HHS program staff work
hand-in-hand with the re-entry staff to ensure a smooth transition to community based services upon
release, including Medi-Cal eligibility. During FY17-18, HHS will have fully operationalized the
telemedicine equipment, which will hopefully enhance the services available to inmates.
What challenges does your county face in meeting these programming and service needs?
Inyo County experiences geographic challenges in meeting the needs of our criminal justice and jail
populations, as the jail facility is located approximately 45 miles from the primary population base
and the service area extends more than 10,000 square miles in size. Some of our specific
challenges include:
• Recruitment and retention of licensed professionals, including those willing and able to work in a
custody setting.
Page 85
• Recruitment and retention of certified substance use disorder treatment providers.
• Limited number of community-based organizations available to provide additional support with
in-custody services, as well as out-of-custody programming.
• Limited number of private providers who accept Medi-Cal for the mild to moderate mental health
issues.
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?
Inyo County has begun to implement a re-entry court program for all mandatory supervision
offenders as well as appropriate probation supervision offenders. It is modeled after our drug court
and includes monthly judicial oversight. The use of a skilled Re-entry Coordinator has been
extremely beneficial. However, the CCP has found that having the Coordinator work closely with the
in-custody population to complete the assessment and re-entry plan and then transition the client to
a re-entry field-based team (comprised of a dedicated Deputy Probation Officer, a Rehabilitation
Specialist, and a county substance abuse counselor) allows for a smoother transition to the
community with less likelihood of someone falling through the cracks. In addition, the court received
a grant for re-entry services and provides a dedicated psychologist 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.
Inyo County has a re-entry coordinator who is located in the jail. Local best practice programs and
services are provided to in-custody offenders such as MRT, Thinking for a Change, journaling, life
skills, and parenting classes. Parenting education classes for both men and women while
incarcerated helps foster a sense of connectivity to family, which can play an important part in an
individual feeling vested in following through with a re-entry plan. All re-entry participants have case
plans, the opportunity to enroll in Medi-Cal, and appointments set up with social services when
needed. Every re-entry participant has a behavior needs assessment completed prior to their
release.
Page 86
Community Corrections Kern County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
TR Merickel FY 2016-17
Chief Probation Officer
Goal: Continue to provide funding opportunities for community-
Terry McNally based organizations (CBOs) to provide re-entry services to
Presiding judge or the criminal justice population in Kern County.
designee
Objective: • Provide an open, fair, and competitive process for
Leticia Perez offender re-entry services.
County supervisor or • Continue utilizing CBOs to help offenders gain access
chief administrative to the services and tools they need to become
officer or designee productive citizens of the community.
• Develop a system for tracking CBO participant
Lisa S. Green
demographics, services, outcomes, cost per
District Attorney
participant, and program quality.
Pam Singh Measure: • Approve selected CBOs to provide services.
Public Defender • Review and update current Request for Proposals
(RFP) for CBOs to provide re-entry services to the
Danny Youngblood criminal justice population in Kern County.
Sheriff • Acquire a system for tracking CBO participant
outcomes.
Lyle Martin
Chief of Police Progress: Due to closure of a contracted Sober Living Environment
(SLE), the RFP specifically for SLEs was approved on
Dena Murphy May 3, 2016 by the CCP. On October 26, 2016, the CCP
Department of Social awarded contracts to five organizations (Bakersfield
Services Recovery Services, Bethany Ministries Christian Men’s
Homes, Freedom House Transitional Housing, Links to
Teresa Hitchcock
Change Recovery House, and Minnie Marvels Sober
Department of
Living for Women and Children) providing services to male
Employment
and female offenders reentering the community through
SLEs that offer at least one additional supportive service.
Bill Walker
Department of Mental
In June 2016, the CCP released a competitive RFP in the
Health
amount of $1,422,784 seeking qualified organizations to
Ana Olvera provide community-based workforce development services
Alcohol and Substance for male and female AB 109 individuals in Kern County.
Abuse Programs
On October 26, 2016, the CCP awarded contracts to
Mary C. Barlow Community Action Partnership of Kern, Dress for Success,
Office of Education Garden Pathways, Mexican American Opportunity
Foundation, and New Life Recovery and Training Center.
Tom Corson
These organizations provide services to male and female
Community-based
offenders reentering the community through educational
organization
and occupational training. All contracts awarded on
October 26, 2016 will conclude on December 31, 2018.
Linda Finnerty
Victims’ interests
County staff are in the process of completing modifications
____________________
to a Case Management System for CBOs.
The CCP meets quarterly
Page 87
Goal: Incorporate evidence and research into program development and policymaking.
Objective: • Develop a framework for using the Kern County Results First model and
national research when developing and/or expanding programs.
• Monitor investments and program outcomes.
• Evaluate currently funded programs and practices.
Measure: • The number of evidence-based programs available to in-custody and out-of-
custody participants. Inclusion of evidence-based practices and/or best
practices as required in RFPs for contracts with CBOs.
• Establishment of a tracking and reporting process for program participant
numbers, success rates, and costs for active programs.
• Development of a process and schedule for the evaluation of active
programs.
Progress: There are currently seven evidence-based programs offered to in-custody
participants and five offered to out-of-custody participants. Data on participation
and outcomes are collected and compiled in an annual report and in quarterly
data trackers, both of which are presented to the CCP. Evaluations have been
conducted on the Day Reporting Center and the Residential Substance Abuse
Treatment Program. SLEs are also regularly monitored. Development of a
process and schedule for future evaluations is underway.
Goal: Improve/increase the successful integration of the offender into the community
by addressing lack of stable housing.
Objective: • Identify program participants who lack safe/stable housing.
• Increase housing capacity for participants by 10%.
• 100% of participants will have a comprehensive case plan upon discharge.
Measure: • Number of participants identified as homeless and/or lacking safe/stable
housing.
• Number of housing providers.
• Coordinating agencies, service providers, and/or reentry programs will have
shared information for tracking and reporting outcomes.
Progress: Through the addition of new staff, CCP agencies can further work towards the
goals of program evaluation, accurate data collection, and effectively monitoring
CBOs.
On November 30, 2016, the CCP created an Ad-Hoc Planning Committee
charged with conducting gap analysis on the Strategic Plan adopted in 2015,
and performed a secondary literature review of source documents and county
reports to identify barriers.
Staff reached out to other agencies, reviewed grants, and conducted research to
address stable housing options. Coordinating agencies will continue to find
solutions to this particular need.
The CCP reports it will use the same goals, objectives, and outcome measures identified
above in FY 2017-18.
Page 88
FY 2016-17 and 2017-18 Budget Allocations
$50,280
Contingency
$382,483
$263,000
Street Interdiction Team
$262,913
$533,736
Employers' Training Resource
$533,560
$831,545
Public Defender
$1,050,753
$1,610,835
Community-Based Organizations
$1,511,982
$1,663,090
District Attorney
$2,112,023
$5,396,307
Behavioral Health & Recovery…
$5,290,958
$13,809,180
Probation Department
$13,980,621
$15,777,796
Sheriff's Office
$16,120,138
FY 2017-18 - $39,935,769 FY 2016-17 - $41,245,431
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
$533,736
Employers' Training Resource & Paid-…
$533,560
$3,965,274
Behavioral Health and Recovery Services
$3,424,587
$1,966,533
In-Custody Services
$1,940,266
Virtual Jail Program (including Sheriff's… $1,063,292
$1,333,524
$4,504,978
Electronic Monitoring Programs/GPS
$3,940,382
$124,524
Pre-Trial Release Program
$369,692
$1,092,810
Evidence-Based Programming Unit
$998,230
$8,957,876
Intensive Community Supervision and…
$8,936,876
$920,000
Day Reporting Center
$920,000
FY 2017-18 - $23,129,023 FY 2016-17 - $22,397,117
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
Behavioral Health and Recovery $1,431,033
Services $1,866,371
$1,610,835
Community-Based Organizations
$1,511,982
FY 2017-18 - $3,041,868 FY 2016-17 - $3,378,353
Page 89
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
Each year, the CCP Public Safety Realignment Act Plan includes funds for the Community-Based
Organization (CBO) Program to provide services to AB 109 individuals, with the goals of decreasing
recidivism, enabling persons to reconnect with their family members, and contribute to their
communities. In FY 2015/2016, the CCP released a competitive RFP totaling $5,102,115 for a
contract period of three years. Of that amount, approximately $1.5 million was expended for CBO
programs during FY 2016/2017. In February 2016, the CCP allocated an additional $1,422,784 to
the workforce development program. In June 2016, the CCP released a competitive RFP seeking
qualified organizations to provide community-based workforce development services for male and
female AB 109 individuals in Kern County.
To provide an open, fair, and competitive process, professional service contracts over $100,000 are
established by means of a Request for Proposal (RFP) utilizing the CCP’s Strategic Plan. Once the
RFP has been reviewed and approved for legal form and insurance requirements, the Certified RFP
Facilitator selected an evaluation committee comprised of individuals with working knowledge of the
service being provided. RFP notifications include posting on the county website (https://
countynet.co.kern.ca.us/) and reasonable efforts to ensure that all known vendors (local and
non-local) are aware and have the opportunity to respond to the RFP. Such efforts include personal
contacts, email notifications, or mailing the RFP to the vendors.
On March 9, 2016, the CCP approved the committee’s recommendations to allocate 50% of
available funding to Job Training/Job Preparation Skills, 25% to Education and Literacy Levels, and
25% to Engagement/Mentoring/Transitional Services, and allow the evaluation committee flexibility
to adjust percentages should an insufficient number of proposals meet the minimum requirements
within each target area.
On October 26, 2016, the CCP accepted the committee’s recommendation and awarded contracts
to the following organizations to provide community-based workforce development services for male
and female AB 109 individuals in Kern County:
Community Action Partnership of Kern
Dress for Success, Bakersfield
Garden Pathways, Inc.
Mexican American Opportunity Foundation
New Life Recovery and Training Center
The above contracts will conclude on December 31, 2018.
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.
Page 90
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 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 CBOs that are contracted through the CCP
provide several reentry services. These services include residential/transitional housing,
transportation, substance abuse, vocational/educational, and case management services. The
Sheriff’s Office, Probation Department, and Behavioral Health and Recovery Services coordinate to
conduct CBO monitorings which involve 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 Treatment program (RSAT), the Sheriff’s Office
contracted with California State University, Bakersfield (CSUB) 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 applied 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 were crucial in justifying a contract extension for an additional two 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.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Recidivism, and Treatment program completion rates.
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 Behavioral Health and Recovery Services 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 Bakersfield PD respectively, consists of a Law Enforcement Officer and a senior-level,
experienced member 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.
Page 91
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.
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 CBOs to meet the needs of offenders in Kern County.
• Finding stable, long-term, transitional housing.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
41% - 60%
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, CBOs, 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 CBOs:
“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
Page 92
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 projects 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/
Adult Programs Center (APC) – APC is a newly structured unit within the Probation Department. It
was created based on the success of the DRC and outcomes of the Results First project. Probation
Department hired and trained nine Program Specialists and a Supervisor to facilitate evidence-
based programs. APC offers Thinking for a Change (T4C), Aggression Replacement Training (ART),
Moral Reconation Therapy (MRT), and utilizes Effective Practices in Community Supervision
(EPICS). In October 2017, 12 participants successfully completed the required curriculum. APC
held their 1st Graduation on October 20, 2017.
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. Over the 10-month period (July 2016 – April 2017),
Behavioral Health and Recovery Services (BHRS) screened and admitted 218 participants into the
in-custody treatment program at Lerdo Correctional Facility. The Matrix program enrolled 69 total
participants and obtained a 53% successful completion rate. The Seeking Safety Program enrolled
35 total participants and obtained a 64% successful completion rate.
The Access and Assessment Center serves as the centralized access system for adults entering
mental health treatment outside of the criminal justice setting. From July 2016 through April 2017,
the center served 155 AB 109 assigned individuals; 76 were provided mental health screenings, 73
mental health assessments, and six “other” face-to-face services. Of the AB 109 individuals who
received mental health assessments, 53 were linked to services within the Kern BHRS system of
care, including contracted rural providers.
The Adult Transition Team (ATT) serves individuals with serious and persistent mental illness who
have been released from jail or are on post-release community supervision. The team screens
individuals in the in-custody setting and provides a direct linkage to outpatient services upon
release. These services aim to reduce days of hospitalization, incarceration, and homelessness for
individuals served. From July 2016 through April 2017, ATT served 143 unduplicated individuals
with severe mental illness, all of whom had a secondary diagnosis of a substance use disorder and
were homeless.
Intensive Outpatient (IOP) mental health services are provided to AB 109 assigned individuals by
Mental Health Systems, a contracted provider with Kern BHRS. These services are an enhanced
level of outpatient service employed when an individual cannot sustain psychiatric stability. Mental
Health Systems employ the Assertive Community Treatment (ACT) model through their ACTion
program with services available 24-hours per day, 365 days per year. The ACTion program offers
community-based treatment for individuals with severe and persistent mental illness, and/or a
criminal justice background who have been diagnosed with a significant mental health disorder.
Between July 2016 and April 2017, ACTion program served 69 AB 109 assigned individuals, with a
total of 3,023 service contacts.
Page 93
Outpatient substance use disorder services for AB 109 assigned individuals are primarily provided
through Kern BHRS contracted service providers. Individuals are linked to service providers through
the Gateway Team. The Gateway Team is the central screening and referral service for SUD
treatment in metropolitan Bakersfield and has several locations throughout the community.
Screenings are also conducted in the in-custody and psychiatric inpatient setting, and at local
hospitals. A total of 1,452 criminal justice involved individuals were referred to outpatient SUD
services between July 2016 and April 2017.
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 the Residential Substance Abuse Treatment (RSAT) program, Matrix, Seeking Safety,
Aggression Replacement Training (ART), Thinking for a Change (T4C), and Moral Recognition
Therapy (MRT). In FY 16/17, 650 inmates attended rehabilitative and evidence-based classes.
Validated assessment tools are used to place inmates into programs that directly address their
criminogenic needs.
A three-year evaluation of the Sheriff’s Office grant-funded Residential Substance Abuse Treatment
(RSAT) program was recently completed and submitted to the BSCC. The evaluation showed that
inmates who participated in the program were found to be 18.8% less likely to be convicted of a new
crime than similarly situated inmates who did not attend the program. Matrix, the core curriculum of
RSAT, is also offered to other inmates independently of the RSAT program.
In FY 16/17, 1,841 inmates attended vocational courses during their incarceration. These programs
assist participants in overcoming barriers to self-sufficiency and help them in the achievement of
their reentry plan goals. The Sheriff’s Office/Bakersfield Adult School program at Lerdo maintains its
status as a certified GED testing site. In FY 16/17, 3,414 inmates attended educational classes and
49 earned their GED while in custody. The Sheriff’s Office is also in partnership with California State
University, Bakersfield as part of the University’s Project Rebound. This program provides outreach
services to the inmate population and seeks to recruit eligible inmates to attend the University upon
release.
Two inmate community work crews respond to various locations in the community to clean trash
from freeways, highways, abandoned homeless camp sites, and local streets. In FY 16/17, 355 job
sites were completed, and 702 miles of highway and streets were cleaned, amounting to over 581
tons of litter removed by inmate work crews.
Community-Based Sober Living Environments (SLEs) – The 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 FY 15/16, these organizations saved 48,274 jail bed days and had 359
Program Completions while maintaining an 87% success rate.
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 Behavioral
Health and Recovery Services work in conjunction to execute monthly CBO meetings, monthly
on-site visits, as well as individual meetings between the three departments and CBOs to examine
program successes and areas where greater support and services are needed.
Page 94
Community Corrections Kings County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Kelly Zuniga FY 2016-17
Chief Probation Officer
Goal: Continue to implement a system of alternative to
Steven D. Barnes incarceration for pre- and post-convictions.
Presiding judge or
Objective: • Increase alternatives to incarceration programs for both
designee
pre- and post-convictions.
Craig Pedersen • Research and develop additional pre-trial options for
offenders.
County supervisor or
chief administrative Measure: • Recidivism rates for non-sex offenders, the non-violent
officer or designee offenders, and non-serious offenders.
• Continue to track the data to measure the success of
Keith Fagundes
the alternative programs.
District Attorney
Progress: Expansion of live-in rehabilitation beds from 18 to 49 was
Marianne Gilbert completed and the Day Reporting Center (DRC) is
Public Defender allowing Kings County to explore viable options to
incarceration.
David Robinson
Sheriff
Goal: Collaborate with local agencies to provide local resources
to Post-Release Community Supervised offenders.
Darryl Smith
Chief of Police Objective: • Identify and establish increased collaboration with local
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
John Lehn probation programs.
Department of • Number of offenders sent to state prison and local
Employment custody.
Progress: 583 offenders were on electronic monitoring.
Dr. Lisa Lewis
Department of Mental The CCP reports it will use the same goals, objectives, and
Health and Alcohol and outcome measures identified above in FY 2017-18 in addition to
Substance Abuse the following goals.
Programs
Goals, Objectives, Outcome Measures, and Progress
Tim Bowers
Office of Education
FY 2017-18
Goal: Data Analysis
Jeff Garner
Community-based Objective: • Probation is in the process of hiring a Probation Data
organization Analyst to evaluate/measure data.
Julia Patino Goal: Results First Program
Victims’ interests
Objective: • Work with CSAC to evaluate existing programs and to
____________________
implement evidence-based practices.
The CCP meets annually Progress: • In discussion/consideration phase.
Goal: Work towards seeking funding for additional programs.
Progress: Continuous.
Page 95
FY 2016-17 and 2017-18 Budget Allocations
Public Works
$64,315
$38,000
Defense of the Accused
$38,000
$1,945,113
Probation
$2,099,460
$6,797,189
Sheriff's Office
$6,619,506
$163,205
District Attorney's Office
$264,663
$65,900
Human Resources
$131,799
$44,000
County Counsel
$88,164
$47,491
County Administration Office
$94,981
FY 2017-18 - $9,100,898 FY 2016-17 - $9,400,888
FY 2016-17 Carryover Funds: $2,112,816; FY 2017-18 Carryover Funds: $1,314,365
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
Parks Program
$64,315
$163,205
Victims Services
$264,663
Electronic Monitoring/House Arrest - $189,250
Probation $189,250
FY 2017-18 - $352,455 FY 2016-17 - $518,228
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
• The county reported no allocation to non-public agencies for programs and services.
Page 96
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The county declined to respond to this question.
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, and 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?
Behavioral Health services are provided by Kings View, Kings County Behavioral Health, and
through KARElink. New linkages and a referral system program were funded through Whole Person
Care. These consist of Crisis Residential, Residential Treatment, Transitional Housing, and Home
Care.
What challenges does your county face in meeting these programming and service needs?
A challenge is ensuring the services are available, and we’re continuing to work with our community
partners to provide timely mental health treatment and psychiatric intervention when required.
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.
Page 97
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Page 98
Community Corrections Lake County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Rob Howe FY 2016-17
Chief Probation Officer
Goal: Improve the continuum of services from in-custody, to
Stephen O. Hedstrom
supervised, to discharge.
Presiding judge or
Objectives: Continue to add and improve in-custody services.
designee
Measure: Success and recidivism rates of clients receiving services
Carol Huchingson throughout custody and supervision versus those whose
County supervisor or services were interrupted at any point.
chief administrative
officer or designee
Goal: Improve supervision through the use of electronic
monitoring.
Don Anderson
District Attorney Objectives: Increase the use of electronic monitoring in the Alternative
Work Program.
David Markham
Public Defender The CCP reports it will use the same goals, objectives, and outcome
measures identified above in FY 2017-18.
Brian Martin
Sheriff
FY 2016-17 and 2017-18 Budget Allocations
Brad Rasmussen
Chief of Police
$414,813
Crystal Markytan Reserve Funds
Department of Social
Services
$148,000
District Attorney
$148,000
Vacant
Department of $147,781
Behavioral Health
Employment $147,781
$643,126
Todd Metcalf Sheriff's Office
$1,108,126
Department of Mental
Health and Alcohol and $448,900
Public Health
Substance Abuse
$448,900
Programs
Probation
$995,910
Brock Falkenberg Department $995,910
Office of Education
FY 2017-18 - $2,798,530 FY 2016-17 - $2,848,717
Dr. Robert Gardner
FY 2016-17: Used carryover funds $431,244
Community-based
organization
Debbie Wallace
Victims’ interests
__________________
The CCP meets
semi-annually
Page 99
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$170,000
In-Custody Services
$170,000
$25,000
Electronic Monitoring
$25,000
$636,000
Full Service DRC
$636,000
$18,775
Satellite Office DRC
$18,775
$15,000
Mental Health Training
$15,000
FY 2017-18 - $864,775 FY 2016-17 - $864,775
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$50,000
Hilltop Recovery Full Residential
Treatment
$50,000
$6,300
Sober Living Environment
Placement
$6,300
FY 2017-18 - $56,300 FY 2016-17 - $56,300
Page 100
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
Recommendations and offers for services are heard by the CCP. The CCP decides if those services
should be implemented and/or funded. The CCP Executive Committee votes to approve use of
Realignment funds.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. The county statistically tracks the successes of these 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.
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% - 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 the Staff Psychiatrist. These positions are dedicated
exclusively to clients either in-custody or at our DRC. Funding is also provided for full residential
treatment, a sober living environment, a full 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. We also experience difficulties maintaining Behavioral Health Staff to provide all
services.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
We established our own DRC and the process of adding and improving programming is ongoing.
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 is our most promising program. Our
targeted growth plan is to have 30 consistent participants within the first five years. We offer Moral
Reconation Therapy (MRT), Alcohol and Other Drug Services (AODS) counseling, Dialectical
Behavior Therapy (DBT), Mental Health counseling, Anger Management, job readiness, and
Behavioral Health Trauma groups.
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Page 102
Community Corrections Lassen County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Jennifer Branning FY 2016-17
Chief Probation Officer
Goal: Maintain and improve the Lassen County Day Reporting
Honorable Tony Mallery Center (DRC) and the provided services for those referred
Presiding judge or by Lassen County Probation and the Sheriff’s Office.
designee
Objective: • To provide efficient and adequate services for
offenders at the DRC.
Richard Egan
County supervisor or • To establish a multiagency database and collect data
within the data workgroup.
chief administrative
officer or designee • To increase the number of offenders from Probation
and the Sheriff’s Office who are referred to the DRC.
Stacey Montgomery
Measure: • The number of offenders referred to the DRC.
District Attorney,
• To have clearly defined data definitions.
Community-based
• The number of successful participants discharged from
Organization, and
the DRC (i.e., have a job, successfully released from
Victims’ interests
Alternative Custody Supervision, successfully
terminated from Probation, etc.).
Rhea Giannotti
Public Defender Progress: The Lassen County DRC has improved the services
offered and expanded classes and services offered. In the
Dean Growdon
past year we have formed and fostered partnerships and
Sheriff
increased the number of EBP interventions offered.
John King
Chief of Police
Goal: To implement evidence-based practices and supervise the
Barbara Longo PRCS caseload using those methods.
Department of Social
Objective: • To maintain current ORAS assessments on the PRCS
Services and Department
caseload and develop case plans for lower risk to
of Employment
recidivate offenders and achieve desired outcomes.
Tiffany Armstrong • To implement the Behavioral Matrix and utilize the
different levels of sanctions and incentives.
Department of Mental
Health and Alcohol and • Increase successful completion of PRCS supervision
with minimal violations.
Substance Abuse
Programs Measure: • The number of current assessments for the PRCS
caseload.
Patti Gunderson
• The number of incentives versus the number of
Office of Education
sanctions.
____________________
• The number of formal violations, new charges, and
successful completions versus unsuccessful
The CCP meets monthly
terminations for the PRCS caseload.
Progress: The Lassen County Probation Department continues to
utilize ORAS assessments and case planning. The PRCS
officer utilizes the Behavioral Matrix to ensure best
practice in supervision. Both the PRCS officer and DRC
Coordinator are now MRT trained.
Page 103
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 DRC to the community.
• Improve the employment rates of the incarcerated upon release.
Measure: • Number of alternative to incarceration days versus 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: Alternative to incarceration programs: We continue to expand alternatives to
incarceration program, including electronic monitoring and SWAP (sheriff work
alternative program). 651 actual alternative days served versus jail bed days.
Program and treatment hours: We do not currently have a means of collecting
all program and treatment hours but we have continued to expand program and
treatment options. During 2016-2017, an average of 92 inmates (Average Daily
Population) completed a total of 3,100 course hours and finished 345 classes in
the tablet-based education program. The Sheriff’s Office recently added a full-
time program coordinator and a part-time educator. These personnel are
responsible for the creation and implementation of the Lassen County Jail Adult
School program to assist incarcerated inmates with completion of their High
School Diploma/GED to provide for better opportunities for employment.
Vocational Training: The Sheriff’s Office implemented a milestone credit
program that allows inmates to earn specified time off their sentence for work-
related education completed while incarcerated. 32 inmates were granted
milestone credits since the program was implemented in January of 2017.
Inmates in alternative to incarceration programs also have the opportunity to
work in the County Motorpool program, in which offenders learn basic vehicle
maintenance.
Employment: Prior to release from Lassen County Jail, the Program Coordinator
ensures appointments are made with local service providers that include alcohol
and drug, mental health, and Alliance for Workforce Development (employment
workshops, job assistance). The Program Coordinator also provides life skills
and job skills training as part of the education program.
Page 104
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Maintain and improve the Lassen County Day Reporting Center and the provided
services for those referred by Lassen County Probation Department and the
Sheriff’s Office.
Objective: • To provide efficient and adequate services for offenders being released from
jail and prison to the Probation Department.
• To increase the number of participants in the DRC.
• To develop and implement the MRT program within the Probation Department.
Measure: • The number of successful participants discharged from the DRC (i.e., have a
job, successful release from Alternative Custody Supervision, successful
terminated from Probation, etc.).
• Number of referrals to the DRC.
• To have an MRT group successfully completed by next year.
Goal: To improve our data collection and reporting to ensure accurate data and statistics.
Objective: • To hire a Criminal Justice Analyst.
• To have a trained employee who monitors, collects and cleans data to ensure
proper collection and reporting for the purposes of quality assurance.
• To have comprehensive data management between the Sheriff’s Office and
Probation Department utilizing the Criminal Justice Analyst and Caseload Pro.
Measure: • To have a qualified individual employed to work with both departments.
• To have clearly defined data definitions and a data cleansing process.
• To have the criminal justice analyst work between the various systems in
Probation and the Sheriff’s Office to merge data, streamline information, and
produce accurate statistics and data reports.
Goal: Expansion of the jail based education program
Objective: • To expand education and training opportunities for inmates of all classifications.
• Expand relationship with Lassen Community College to include additional
degrees and certification programs.
• Expansion of the High School Diploma/High School Equivalency program.
Measure: • The number of program and training hours made available to all classifications
through in person, tablet, computer, and/or correspondence programs.
• Number of instructional hours completed in partnership with Lassen College
and the number of courses completed by the incarcerated individual.
• Number of inmates receiving their High School Diploma or High School
Equivalency.
Page 105
FY 2016-17 and 2017-18 Budget Allocations
$643,005
Program Expenditures
$790,511
$15,000
DRC Programs
$150,000
$15,000
Health & Social Services
$35,000
Public Defender
$5,000
District Attorney
$5,000
City Police Department
$18,340
$954,054
Sheriff Department
$335,700 $904,141
Probation Department
$306,702
FY 2017-18 - $1,962,759 FY 2016-17 - $2,214,694
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
Behavioral Health/AOD Services
$35,000
GPS/Electronic Monitoring
$29,803
In-Custody Services
$200,000
FY 2016-17 - $264,803
The CCP did not provide data for FY 2017-18.
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
• The county reported no allocation to non-public agencies for programs and services.
Page 106
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The CCP receives regular reports from the Day Reporting Center Coordinator, and the Jail Program
Coordinator. These personnel conduct assessments of their clients and have identified program and
treatment needs among our justice system involved adults. They work with community and agency
partners in an attempt to meet those needs– to identify needs that are best met either in the jail or
DRC. Personnel recommend appropriate programs to the CCP and the CCP makes funding
decisions.
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, and 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 (LCBH) 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) hospitalizations for
severe symptoms of mental illness.
LCBH has contracted with 4 telepsychiatrists 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 after-hour crisis contracted providers.
Page 107
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, and Perinatal/Postpartum Women service teams are developed to offer strength based
and individualized approaches based on multi-dimensional assessments. Services can be covered
by some insurances, however most clients are Medi-Cal eligible beneficiaries.
Substance Use Assessments used are comprehensive. 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 and
Parenting services, Prevention and Early Intervention services are also integral to our 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 and it is a challenge to provide mental health
services county-wide. Transportation, poverty, and cultural barriers exist as in many frontier-type
communities and counties. Complex needs are met by referring or placement of clients and
transporting them to larger distant 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, lack of employment, and stable
housing complicate and impact 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?
Once implemented, we try to make sure our programs are constantly reviewed and revised as
needed. We try to ensure our programs are successful by way of the data. 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 use 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. The Change Company journaling series is 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 Batterers’ Intervention and Child
Abuse Prevention program that we have used for much of the year met our requirements and
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.
Page 108
Community Corrections Los Angeles County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Terri McDonald
FY 2016-17
Chief Probation Officer
Goal: Expand Substance Use Disorder (SUD) education and
Scott Gordon
treatment within the Sheriff Department’s Education-Based
Presiding judge or
Incarceration (EBI) programming for 1170(h)-sentenced
designee
(Public Safety Realignment) inmates.
Sachi Hamai Objective: • Conduct/Execute Master Agreement Work Order
County supervisor or Solicitation (MAWOS) to provide/expand education and
chief administrative
in-custody SUD services to 500 inmates on any given
officer or designee
day within the Los Angeles County jail system during
Fiscal Year (FY) 2016-2017.
Jackie Lacey
District Attorney • Expand drug education and SUD treatment services to
both female and male inmates by FY 2016-17.
Kenneth I. Clayman
Measure: • Execution of MAWOS and selection of contracted
Public Defender
provider(s) to deliver education and SUD treatment
services at Los Angeles County jails.
Jim McDonnell
Sheriff • Development of an implementation plan to deliver
services to 500 adult inmates in Los Angeles County
Charlie Beck jails in FY 2016-17.
Chief of Police
Progress: In January 2017, the Department of Public Health (DPH)
Sheryl Spiller executed three MAWOS to provide SUD education,
Department of Social assessment, treatment, and re-entry services to 500
Services inmates on any given day at four County jail facilities.
Cynthia D. Banks
In May 2017, SUD treatment services began at three of the
Department of
county jails: Century Regional Detention Facility for 120
Employment
women; Pitchess Detention Center for 200 men; and Men’s
Central Jail services 90 gay male and transgender
Jonathan E. Sherin
individuals.
Department of Mental
Health and Alcohol and
Substance Abuse In January 2018, SUD treatment services will be
Programs implemented at Twin Towers Correctional Facility for 90
male inmates with co-occurring disorders.
Barbara Ferrer
Substance Abuse
Programs
Debra Duardo
Office of Education
Troy Vaughn
Community-based
organization
Jackie Lacey
Victims’ interests
__________________
The CCP meets quarterly
Page 109
Goal: Maintain the same level of absconder arrests in FY 2016-2017 as FY 2015-2016.
Objectives: • 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 absconders are found to be out of state, PCU contacts and works
with local law enforcement in that state to apprehend them. Once an absconder is
apprehended, PCU works with the Los Angeles County District Attorneys to
extradite him or her. The PCU is also working with the Probation Department to
locate absconders who have been identified as “ Most Wanted”.
There were 350 Post-release Supervised Person (PSP) Parolee-AT-Large (PAL)
arrests by the PCU during FY 2016-2017. This is consistent with the trend of the
past few years of having over 300 apprehensions.
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.
Objectives: • 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
(DPOs)/Supervising Deputy Probation Officers (SDPOs) 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 purchased and received the electronic licenses for ‘The
Carey Guides’ CBI curriculum on February 3, 2017. On July 11, 2017, the Board
of Supervisors approved a contract for training staff in the use of the curriculum.
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18.
Goal: Manage County Jail population by identifying inmates for alternative to custody
programs.
Objectives: • Obtain a valid risk assessment score for 95% of the sentenced inmate
population within seven days of their sentencing date. The intent is to use these
scores to quickly triage inmates, identifying those who would be the most likely
to qualify for alternative to custody programs.
Measure: • Monthly point-in-time reports containing a census of the sentenced population
and their associated risk score.
Progress: The Sheriff’s Department has contracted with the University of California at Irvine
to develop the Los Angeles Static Risk Assessment (LASRA) tool. The tool has
been produced and is currently being tested and modified. The tool is anticipated
to be in use by the end of the third quarter of FY 2017-2018.
Page 110
Goal: The Probation Department will 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. (Continuation and
completion of goal from FY 2016-2017.)
Objectives: • By November 2017, the Probation Department will begin providing the EBP
and Carey Guide training to staff.
• By March 30, 2018, at least 85% of supervision DPOs/SDPOs will successfully
complete the EBP and CBI training.
Measure: • By June 30, 2018, the CBI program will be implemented with AB 109
participants, and at least 25% of case plans created/revised after March 30,
2018 will include the use of at least two Guides as strategies to address
criminogenic or case management needs.
Progress: On July 11, 2017, the Board of Supervisors approved a contract for training staff in
the use of the curriculum. The training began November 2017 and will continue
until March 2018. On November 8, 2017, the Probation Department issued a
policy/directive to guide the use of the CBI.
Goal: Expand Substance Use Disorder (SUD) access and services for the AB 109
population, creating a fuller, more complete continuum of care.
Objectives: • Increase the number of Probation Department sites where Client Engagement
and Navigation Services (CENS) are co-located.
• Engage AB 109 clients in Recovery Support Services (RSS).
Measure: • Number of new CENS co-located at Probation Department sites.
• Number of AB 109 clients engaged in RSS for more than 30 days.
Progress: Thus far in FY 2017-2018, DPH-SAPC has added two CENS co-locations at
Probation Offices in the county, bringing the total number to nine co-locations
county-wide. RSS has been implemented, but treatment providers are still
adjusting to utilizing this new service that was not offered prior to July 1, 2017. As
of September 2017, one AB 109 client has utilized this service.
Page 111
FY 2016-17 and 2017-18 Budget Allocations
$20,933,000
Office of Diversion
$20,933,000
$1,471,000
Information Systems Advisory Body
$1,441,000
Countywide Criminal Justice $242,000
Coordination Committee $225,000
$253,000
Auditor Controller
$246,000
$300,000
Chief Executive’s Office
$250,000
$18,816,000
Health Services Department
$30,628,000
$19,427,000
Mental Health Department
$16,348,000
$14,136,000
Public Health Department
$12,076,000
$5,045,000
Fire Department
$6,679,000
$190,718,000
Sheriff’s Department
$184,471,000
$86,827,000
Probation Department
$82,334,000
FY 2017-18 - $368,057,000 FY 2016-17 - $363,645,000
Page 112
FY 16-17 Allocations to Public Agencies for Programs & Services
Probation Department: $82,334,000 - 1) Community Supervision of PSP and N3s* $70,034,000:
1a) Direct Supervision $53,795,594; 1b) HUB/Custody Liaison $6,817,199; 1c) Pre-Release Center
$4,631,711; 1d) Local Law Enforcement Partnership $4,789,496; 2) CBO Services and Fixed Assets
$12, 300,000.
Sheriff’s Department: $184,471,000 - 1) Custody Operations $163,412,000; 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: $6,679,000 - 1) Fire Camp Training $630,000; 2) Fire Camp Operations
$6,049,000.
Public Health Department:: $12,076,000 - 1) Community-Based Services $9,155,150:
1a) Community Assessment Services Center $1,955,720; 1b) Treatment Activity $7,199,430;
2) Administrative Oversight $2,920,850.
Mental Health Department: $16,348,000 - 1) Direct Services $9,432,424; 2) Services $18,442,777:
2a) $1,290,000; 2b) General Contractor Services $15,500,777; 2c) Medications $1,652,000; 3) Other
Revenue <$11,527,201>.
Health Services Department: $30,628,000- 1) Inmate $11,306,000; 2) PRCS Medical Care
Coordination $372,000; 3) Jail-in-Custody $5,212,000; 4) Registry/Contract Clinicians $1,738,000;
5) Nursing Positions $12,000,000.
Chief Executive’s Office: $250,000 - 1) Program Oversight $250,000.
Auditor Controller: $246,000 - 1) Claims Processing $246,000.
County-wide Criminal Justice Coordination Committee: $225,000 - 1) Public Safety
Realignment Team $225,000.
Information Systems Advisory Body: $1,441,000 – 1) Justice Automatic Information
Management Statistics $1,441,000.
Office of Diversion & Re-Entry: $20,933,000 – 1) Community-based Treatment and Housing
Programs $20,933,000.
District Attorney’s Office: $4,1374,000 - 1) Restitution Enhancement Program $439,000;
2) Prosecution $3,698,000.
Public Defender’s Office: $2,958,000
Alternate Public Defender’s Office: $869,000 - 1) Legal Representation $869,000.
Conflict Panel: $50,000
*N3s - non-serious, non-violent, non-sex crimes
Page 113
FY 17-18 Allocations to Public Agencies for Programs & Services
Probation Department: $86,827,000 - 1) Community Supervision of PSPs and N3s 1) $73,377,000;
1a) $55,538,623; 1b) HUB/custody Liaison $7,486,113; 1c)Pre-Release Center $5,086,163;
d) Local Law Enforcement Partnership $5,266,101; 2) CBO Services and Fixed Assets $13,450,000.
Sheriff’s Department: $190,718,000 - 1) Custody Operations $164,588,000; 2) In-Custody
Programs $7,601,000; 3) Valdivia $1,494,000; 4) Parole Compliance Unit $11,164,000; 5) Fire
Camps $800,000; 6)Mental Health Evaluation Teams $5,071,000.
Fire Department: $5,045,000 - 1) Fire Camp Training $537,000; 2) Fire Camp Operations
$4,508,000.
Public Health Department: $14,136,000 - 1) Community-based Services: $11,215,000;
1a) Community Assessment Services Center $1,764,000; 1b) Treatment Activity $9,451,000;
2) Administrative Oversight $2,921,000.
Mental Health Department: $19,427,000 - 1) Direct Services $9,458,903; 2) Services $21,750,866;
2a) State Hospital $525,000; 2b IMD Contracts $1,290,000; 2c) General Contract Services
$18,283,866; 2d) Medications $1,652,000; 3) Other Revenue <$11,82,769>.
Health Services Department: $18,816,000 - 1) Inmate Medical Services at LAC & USC
$11,41,000; 2) PRCS Medical Care Coordination $616,000; 3) Community Health Worker Program
$234,000; 4) Integrated Correctional Health Services $785,000; 5) Jail-in-Custody $5,382,000;
6) Registry/Contract Clinicians $348,000; 7) Training and Clinical Skills Refresher $10,000.
Chief Executive’s Officer: $300,000 - 1) Program Oversight $300,000.
Auditor Controller: $253,000 - 1) Claims Processing $253,000.
County-wide Criminal Justice Coordination Committee: $242,000 - 1) Public Safety
Realignment team $242,000.
Information Systems Advisory Body: $1,471,000 - 1) Justice Automatic Information Management
Statistics $1,471,000.
Office of Diversion & Re-Entry: $20,933,000 - 1) Community-based Treatment and Housing
Programs $20,933,000.
District Attorney’s Office - $5,313,000 - 1) Restitution Enhancement Program $607,000;
Prosecution $4,706,000.
Public Defender’s Office: $3,737,000 - 1) Legal Representation $3,373,000.
Alternate Public Defender’s Office: $1,153,000 - 1) Legal Representation $1,153,000.
Conflict Panel: $50,000.
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
NOTE: Several departments receiving funding subsequently contract with a non-public agency or
agencies for services.
Page 114
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
The Realignment funds are allocated to departments, which may then contract with
community-based organizations (CBOs) to provide programs and/or services. The CCP helps
inform this process by identifying programmatic needs and/or service gaps within existing
implementation efforts.
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 through county departments. Reports on Public Safety
Realignment are submitted to the County Board of Supervisors on a semi-annual basis. These
reports discuss programs and services that are being offered and provide updates on Public Safety
Realignment objectives and whether they are being met.
Included with the semi-annual reports on Public Safety Realignment is a Monthly Data Report that
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 of Los Angeles 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. Among other tasks, this project will evaluate the effectiveness of programs and
services that are funded with the Public Safety Realignment allocation.
Does the county consider evaluation results when funding programs and/or services?
Yes. The effectiveness and results of programs and/or services – in addition to programmatic needs
identified by departments – are considered when funds are allocated. 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 Los Angeles 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.
Page 115
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 provides a full range of mental health, substance abuse, and behavioral treatment
services, as well as employment and housing support.
Mental Health Treatment Services
Through the Department of Mental Health (DMH), the following levels of mental health treatment are
available and funded with AB 109:
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-like), Wellness-like, and traditional
outpatient services.
In collaboration with the Department of Public Health Substance Abuse Prevention and Control
(DPH-SAPC), DMH also provides Co-Occurring Disorder (COD) treatment services. Given the
ever-growing need for residential COD services, DMH continues to increase the partnerships with
DPH-SAPC to provide COD services in residential settings.
Substance Use Disorder Treatment Services
DPH-SAPC oversees the provision of substance use disorder (SUD) services for the AB 109
population. On July 1, 2017, DPH-SAPC launched the System Transformation to Advance
Recovery and Treatment Los Angeles County’s Drug Medi-Cal Organized Delivery System (START-
ODS), creating a fuller, more complete continuum of care.
More specifically, California’s Drug Medi-Cal 2020 1115(a) Waiver Demonstration Project paved the
way for Los Angeles County, under START-ODS, to increase access to SUD treatment services for
adolescents and adults who are eligible for Medi-Cal. Los Angeles County provides these benefits
to the AB 109 population, regardless if they are eligible for Medi-Cal or not.
Based on the American Society of Addiction Medicine (ASAM) criteria and medical necessity, the
following types of SUD services are provided:
Outpatient Treatment: Outpatient treatment services are those alcohol and drug treatment
services which are provided to individuals with alcohol and drug problems, and does not require
residency at an agency’s facility as part of the treatment and recovery process.
Intensive Outpatient Treatment: Treatment services are appropriate for patients with minimal risk
regarding acute intoxication/withdrawal potential, biomedical, and mental health conditions, and
generally close monitoring and support several times a week in a clinic (non-residential and
non-inpatient) setting.
Low Intensity Residential: 24-hour non-medical, short-term rehabilitation services for patients
with a SUD diagnosis. It is appropriate for patients who need time and structure to practice and
integrate their recovery and coping skills in a residential, supportive environment. At least 20
hours of treatment services are provided per week.
High Intensity Residential – Population Specific: 24-hour non-medical short-term rehabilitation
services for patients with functional limitations that are primarily cognitive and who are unable to
fully participate in the social and therapeutic environment. These functional limitations may be
either temporary or permanent and may result in problems in interpersonal relationships,
emotional coping skills, or comprehension.
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Ambulatory Withdrawal Management Without Extended Monitoring: Ambulatory services are
provided in outpatient settings for patients with mild to moderate withdrawal symptoms.
Residential Withdrawal Management: Short-term rehabilitation services provided in residential
settings for patients with moderate withdrawal and who need 24-hour support to successfully
complete withdrawal management.
Opioid Treatment Programs (OTP)/Medication-Assisted Treatment (MAT): OTPs are treatment
settings that provide MAT, including methadone, buprenorphine, naloxone (for opioid overdose
prevention), and disulfiram for individuals with opioid and alcohol use disorders. OTPs may also
offer other types of MAT to address co-morbid SUD in addition to opioid use disorder. OTPs also
offer a broad range of other services including medical, perinatal, and/or other psychosocial
services.
In addition to these ASAM-based services, DPH-SAPC included the following two non ASAM-based
services to further assist in the SUD recovery of the AB 109 population:
Recovery Support Services (RSS): RSS are aftercare support services designed to help
individuals become and stay engaged in the recovery process and reduce the likelihood of
relapse. RSS emphasizes the patients’ central role in managing their health and recovery and
promotes the use of effective self-management and coping strategies, as well as internal and
community resources, to support ongoing self-management.
Recovery Bridge Housing: Housing, and residing in a safe and stable living environment, is often
critical to achieve and maintain recovery from SUDs. Recovery Bridge Housing (RBH) is defined
as a type of abstinence-based, peer-supported housing that provides a safe interim living
environment for patients who are homeless or unstably housed who are concurrently in treatment
in outpatient (OP), intensive outpatient (IOP), Opioid Treatment Program (OTP), or Outpatient
Withdrawal Management (OP-WM) settings (aka: Ambulatory).
Custody and Reentry Services
In June 2015, the Los Angeles County Sheriff’s Department (LASD) and DPH-SAPC collaboratively
launched the in-custody Substance Treatment and Re-entry Transition Community program
(START-Community; not to be confused with START-ODS). The START-Community program pro-
vides SUD treatment to female inmates housed at the Century Regional Detention Facility (CRDF)
who have been convicted of non-violent, non-serious, non-sexual crimes and who are determined to
be at high risk for recidivism. Effective February 2016, START-Community expanded this service for
both females and males.
In addition to START, the LASD Education Based Incarceration (EBI) Bureau continues to provide
academic, career technical education, and life skills programs throughout custody.
These programs include, but are not limited to: high school and college courses, General Education
Development (GED), Maximizing Effort Reaching Individual Transformation (MERIT), Parenting,
Anger Management, Domestic Violence Counseling, Moral Reconation Therapy (MRT), Back on
Track, Fire Camp, Cement and Concrete Block Masonry, Commercial Welding, Residential
Construction, Computer Operations and Pet Grooming, among many others.
Housing, Employment, and Navigation/Coordination Services
Housing, employment, and system navigation services are offered to persons under active Post
Release Community Supervision (PRCS), under active split sentence supervision, straight
sentenced offenders under PC 1170(h), and persons terminated from PRCS and/or split sentence
supervision. The Probation Department provides these services through a contracted provider.
Page 117
Generally, housing services are available for up to 360 days and includes case planning and
management to transition the client to permanent housing.
The employment services include employment eligibility support, case management, job readiness
workshops, job placement, job retention, and aftercare services.
The system navigation services assist clients by providing links to public social services benefit
programs and assisting with eligibility support documents.
In addition, the Office of Diversion and Reentry (ODR) is working with both DMH and DPH-SAPC to
increase access to needed services for justice involved populations through the provision of care
coordination services (service navigation and case management) for the justice population, and in
particular to those on adult felony probation.
What challenges does your county face in meeting these programming and service needs?
Some of the challenges to meeting program and service needs are:
Challenges placing and working with high-risk offenders: Treatment systems continue to
experience challenges with meeting the treatment and long-term care needs for certain
supervised persons. This includes individuals who have chronic medical issues, who are
registered sex offenses, who have arson convictions, and/or who are high-risk individuals.
Staffing and office space needs: Identifying sufficient office space is a challenge for many
departments. For example, given that DMH staff are co-located in Probation offices (HUBs),
work space is a daily challenge that presents itself in the delivery of HIPAA-compliant mental
health services.
Sharing of information: Given applicable confidentiality protections, there are limitations as to
what can be shared among multiple agencies serving a client.
Jail overcrowding: The Los Angeles County jail system is severely overcrowded, partially due to
the almost 4,500 AB 109 inmates in custody. These crowding levels necessitate the use of a
percentage release system wherein inmates sentenced to traditional County Jail time serve only
a fraction of their sentences. The crowding levels and short custody stays for the traditional
County sentenced population also hampers the ability to provide much needed programing to
inmates.
Housing services for medically/mentally fragile population: There are a number of challenges in
relation to securing housing services for the medically/mentally fragile population. Although a
housing provider contract includes medical housing (board & care and skilled nursing facilities),
there are still challenges with securing housing for medically fragile supervised persons because
it has proved difficult to find facilities that would accept clients, either due to their behavior or due
to the clients not satisfying the facilities’ criteria for acceptance.
While the number of clients requiring these services is only a few, the housing issues that arise in
these cases require significant resources to ensure that mentally/medically fragile clients have
their needs met.
Socio-cultural factors: Los Angeles County is home to more than 10 million people of diverse
ethnic, economic, and social backgrounds. These socio-cultural factors often play an important
role in influencing perceptions about addiction and can serve as both incentives and barriers to
prevention and treatment services.
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In response, the DPH-SAPC Cultural Competence Committee (CCC) was established to develop
and implement a Cultural Competency Strategic Plan (Plan) to enhance the cultural competency
of SAPC and its service delivery system.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
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:
Los Angeles County has invested significantly in expanding services to the homeless population
through county voter-approved Measure H and also in serving those exiting county jails through
Whole Person Care, a new initiative to ensure that high-risk populations, including the reentry
population, receive the resources and support they need to thrive through an integrated system
of health, public health, and mental health care tied to social and other services.
Beginning in January 2014 and continuing through this current fiscal year, there have been
on-going evidence-based forensic trainings offered to treatment providers and DMH staff geared
towards increasing staff’s expertise on various topics. These include the following: Risk, Need,
and Responsivity (RNR); Creating Occupational Resiliency: Implementing Self Care Strategies to
Prevent Secondary Traumatization in Behavioral Health; Risk Assessment For Violence; Mental
Health Care and Malingering Assessments in a Correctional Setting; Moral Reconation Therapy;
Assessment and Treatment of Antisocial Disorders; Seeking Safety; Treatment of Sexual
Offenders; Controlling Anger and Learning to Manage It (CALM); and Forensic DBT.
An AB 109 manual has been created by DMH. This has been fully streamlined and implemented
into the program detailing all job duties and roles for DMH within the AB 109 program.
Furthermore, all forms that are utilized either internally within the AB 109 program or in
conjunction with other county departments have been streamlined and have been made available
to all DMH program staff.
As previously noted, the Sheriff’s Department (LASD) and DPH-SAPC partnered to implement
the Substance Treatment And Re-entry Transition - Community (START-Community) program.
The program, launched at the end of June 2015, places sentenced inmates into community
substance use disorder treatment beds as an alternative to custody.
START-Community initially offered female inmates who meet certain criteria the opportunity to
serve the remainder of their sentences in a SUD residential treatment facility in the community.
Effective February 2016, START-Community expanded this service for both females and males.
For the Probation Department, the focus over the past year continues to be the implementation of
evidence-based practices.
The Probation Department has selected a Cognitive Behavioral Intervention (CBI) and is in the
process of coordinating the required training to implement it within its supervision model.
The Probation Department recently trained select Probation Officers to initiate emergency
applications for 72-hour mental health evaluation and treatment of AB 109 clients to designated
county facilities under the provisions of Welfare and Institutions Code (WIC) § 5150. Probation
discovered that there were clients that because of a mental disorder, posed a danger to
themselves or others or who are gravely disabled. However, trained mental health evaluators or
law enforcement were not always readily available. The establishment of an AB 109 5150 Team
enables the Department to quickly and efficiently respond to emergent issues that are presented
in the office or field.
Page 119
The Probation Department’s 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 Deputy Probation Officers (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 Probation Department is working on expanding our
capacity to conduct mobile office visits by securing an additional mobile resource center vehicle.
The outcome of this project was a reduction in no-shows and desertion reports for this
population.
The Probation Department has been working to enhance the current data management system in
place to correctly capture information necessary to continuously improve operational and
administrative functions. On the operational level, the case management screen was developed
into the department’s case management system, Adult Probation System (APS). The availability
of the case plan to be built into APS allows for a more automated process and allows for a more
comprehensive analysis of client risks, needs and services to target them. At the administrative
level, enhancements to the systems are in progress to improve the quality of the information to
empower data-driven decision making.
The Probation Department DPOs continue to be co-located with local law enforcement to
conduct compliance checks on Post-release Supervised Persons (PSPs) in order to hold
offenders accountable and provide support to local law enforcement.
The Co-Occurring Integrated Care Network (COIN) Program was designed to address the needs
of AB 109 clients who have a co-occurring chronic SUD, and severe and persistent mental
illness. COIN provides integrated SUD treatment and mental health and follows the traditional
Drug Court model. Treatment is for clients who are at high risk for relapse and are referred
through the AB 109 Revocation (Division 83) Court. Services under this project include up to 90
days of residential treatment services and integrated mental health services by the DMH
contracted provider.
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 practices and promising programs. These include
the following:
The Department of Health Services (DHS) launched “Breaking Barriers,” a rapid
re-housing program to connect homeless probationers to case management, employment
services, and an apartment and time limited rental subsidy.
Various best practices utilized by DMH include: Assertive Community Treatment (ACT) and
Common Ground. All staff in Common Ground have lived experience.
Telecare TABS has been using Common Ground and has four Peer Support Specialists. They
also recently trained/certified one of their staff to be able to provide Domestic Violence classes.
They offer 7 groups per week following curriculums from “Just Us”: 16 week curriculums and their
own Co-Occurring educational groups (COEG). The groups include topics such as Anger
Management, Healthy Relationships, Mindfulness, Vocational, Independent Living, etc. They
also present on AB 109 and visit probation area offices so that DMH and Probation are always
working as one team.
Page 120
The Probation Department piloted an evidence-based, voluntary gender-specific program to
target the special risks and needs of female AB 109 clients and to provide the clients with the
skills they need to help them live productive lives after experiencing trauma, the results of which
led them to incarceration.
The program used the Healing Trauma curriculum, which covered topics such as Power and
Abuse, Trauma and Self-Care, Healthy Relationships, and Love. As a part of the group,
participants were taught coping strategies and self-soothing techniques such as deep breathing,
medication, and yoga. The meetings are facilitated by DPOs trained in the curriculum. The initial
pilot was received well by the participants and, as a result, the Probation Department is taking
steps to expand the program throughout the County.
Effective July 1, 2017, under START-ODS, DPH-SAPC increased access and minimized the time
between the initial verification of eligibility, clinical need determination, referral, and the first
clinical encounter. Further, DPH-SAPC has a no “wrong door” to enter the specialty SUD
system, with three main portals of entry for the AB 109 population.
1. Client Engagement and Navigation Service (CENS): The CENS is a co-located network of
contracted staff in Superior Courts, Probation Offices, and Sheriff’s Department in-custody
settings. Clients at CENS will receive face-to-face screenings, referral linkages, case
management, and navigation services.
2. Direct-to-Provider Self-Referrals: Any individual seeking specialty SUD services in Los
Angeles County can go directly to or contact a SUD treatment agency to initiate services.
Clients can find these agencies using the Service and Bed Availability Tool (SBAT), a publicly
accessible, web-based service to search for various SUD treatment services offered by DPH-
SAPC’s contracted SUD treatment providers. Link can be accessed at:
http://sapccis.ph.lacounty.gov/sbat/.
3. Substance Abuse Service Helpline (SASH) – A 24-hours a day, seven days a week, and 365
days a year access line (Phone Number: 1-844-804-7500) that clients can call to initiate a
self-referral for treatment. The SASH will conduct services for clients, conduct the ASAM
triage screening tool, and inquire about Drug Medi-Cal eligibility status.
Based on screening results, the client will be referred and linked to the agency that provides the
most appropriate level of care.
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Page 122
Community Corrections Madera County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Rick Dupree FY 2016-17
Chief Probation Officer
Goal: To have better efficiency and consistency in case
Kristina Wyatt
management while targeting behaviors.
Presiding judge or
Designee Objectives: • Reduce impact on the Jail
Measure: • Reduce number of violations
Joel Bugay • Reduce jail time for violators
County supervisor or
Progress: Our supervision caseload increased by 13% during 2017
chief administrative
resulting in an increase in violations of 22%. However, we
officer or designee
were successful in reducing the impact on the jails as the
average length of stay was reduced 15%.
David Linn
District Attorney The CCP reports it will use the same goals, objectives, and
outcome measures identified above in FY 2017-18.
Mike Fitzgerald
Public Defender
Jay Varney
Sheriff
Steve Frasier
Chief of Police
Deborah Martinez
Department of Social
Services
Vacant
Department of
Employment
Dennis Koch
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
Page 123
FY 2016-17 and 2017-18 Budget Allocations
Reserve Funds $969,960
$1,063,722
Information Technology $107,076
$45,397
Assessment Tools (CAIS)
$45,397
$50,000
Community Based Organization (BBBS)
$50,000
$104,730
Employment Development
$1,037,230
$100,000
Outpatient
$132,500
$485,000
Residential Treatment
$430,000
$524,000
Behavioral Interventions (DRC & EM)
$546,000
$75,000
Public Defender
$75,000
$107,120
Sheriff's Office
$142,567
$157,172
District Attorney
$193,300
$193,300
Chowchilla Police Department
$157,300
$142,300
Madera Police Department
$142,300
$215,000
Behavioral Health
$288,240 $2,160,000
Department of Corrections
$216,000
$1,559,463
Probation
$1,508,615
FY 2017-18 - $6,888,442 FY 2016-17 - $6,135,247
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$104,730
Employment Development
$107,230
$120,000
Behavioral Health Services
$97,516
$260,000
Department of Corrections
$260,000
FY 2017-18 - $484,730 FY 2016-17 - $464,746
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$45,397
Assessment Tool
$45,397
$837,500
Treatment
$828,500
$50,000
Community-Based
$50,000
$271,500
Faith-Based
$280,000
FY 2017-18 - $1,204,397 FY 2016-17 - $1,203,897
Page 124
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
The county declined to respond to this question.
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. Utilization of evidence-based results from previous implementations.
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?
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?
Behavior Health Court
Veterans’ Court
Sex-Offender Program (Containment Model)
Fire-setter programs
Day Reporting Program
Felony Drug Court
DV programs
What challenges does your county face in meeting these programming and service needs?
Having enough clients to operate specialized programs as well as local transportation issues.
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 in adult and juvenile institutions. We believe it is a positive reward/incentive
program.
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Page 126
Community Corrections Marin County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Michael Daly FY 2016-17
Chief Probation Officer
Goal: Increase the number of clients successfully completing
James Kim Post-Release Community Supervision (PRCS) and
Presiding judge or Mandatory Supervision (MS).
designee
Objectives: • 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.
Progress: In FY 2016-17, the Marin County Probation Department
Edward Berberian
had 28 PRCS and MS clients terminate from the program.
District Attorney
96% of those clients completed their term successfully.
Jose Varela
Goal: Connect participants with appropriate services to aid in
Public Defender
rehabilitation and reentry into the community.
Robert T. Doyle Objectives: • Assess 100% of clients using a biopsychosocial
Sheriff assessment tool.
Measure: • Number of Clients Assessed.
Diana Bishop
Chief of Police Progress: 100% of clients released to Marin County Probation on
PRCS or MS status were assessed and referred to
Grant Colfax appropriate services.
Department of Social
Services, Department of
Goal: Maximize funding and services for clients newly eligible for
Employment, Department
Medi-Cal benefits under the Affordable Care Act.
of Mental Health, and
Alcohol and Substance Objectives: • Assist all clients in enrolling in Medi-Cal.
Abuse Programs Measure: • Percent of eligible clients enrolled in Medi-Cal.
Progress: A Certified Enrollment Counselor has been added to our
Mary Jane Burke
Jail Re-Entry team to help review and expedite Medi-Cal
Office of Education
and relayed benefit applications for persons on the 60-day
Vacant release list from the jail.
Community-based
organization
The CCP reports it will use the same goals, objectives, and
Vacant outcome measures identified above in FY 2017-18
Victims’ interests
__________________
The CCP meets
semi-monthly
Page 127
FY 2016-17 and 2017-18 Budget Allocations
$514,695
Reserves
$85,771
One-Time Spending
$467,391
$10,000
Superior Court
$10,000
$117,000
Adminstration (Training Fund)
$117,000
$256,346
Novato Police Department
$256,346
$275,860
San Rafael Police Department
$275,860
$872,543
Sheriff
$786,230
$1,784,374
Probation
$1,656,617
$2,111,993
Health and Human Services
$1,878,853
FY 2017-18 - $5,942,811 FY 2016-17 - $5,534,068
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
Jail Body Scanner
$250,991
Probation Vehicles
$140,000
COPE Vehicle
$76,400
$49,000
Jail Parole Bed Recovery
$49,000
$117,000
Training Fund
$117,000
$700,341
Jail Re-Entry
$614,028
$10,000
Community Court
$10,000
$178,913
Employment Services
$178,913
Mental Health - LMHP & Crisis
$262,223
Support $262,223
Coordination of Prob. Enforcment $714,035
(COPE Team) $714,035
$1,172,213
Probation Community Supervision
$1,005,933
FY 2017-18 - $3,203,725 FY 2016-17 - $3,418,523
Page 128
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$215,938
Outreach Teams
$215,938
Construction Trades Progarm
$62,760
Pre-trial and Electronic Monitoring $235,616
Release Program $235,616
$160,000
Data Analysis and Research
$160,000
UCSF Forensics Mental Health $50,000
Contract $50,000
$537,600
Housing (Sober Living Environments)
$357,600
$657,600
Treatment and Programming
$604,460
$343,400
Re-Entry Coaches/Peer Support
$343,400
FY 2017-18 - $2,200,154 FY 2016-17 - $2,029,774
Page 129
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
Marin County has created an application request form for agencies to propose new initiatives,
programs, and funding requests. Applications must have the support of one of the CCP Executive
Board members before being accepted for submission. Applications are presented first to a funding
sub-committee, comprised of the Chief Probation Officer, Sheriff and the Police Chief member to
determine if they fall within the guidelines principles of the Marin County realignment plan which are:
Emphasize and ensure public safety
Utilize evidence-based practices
Assist in behavior change
Be collaborative
Be data-driven
If a request meets those guidelines, the proposal is scheduled for hearing at the next CCP Meeting
for consideration of the full Board.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. Lead agencies provide annual review of programs under their watch and program progress,
statistics, and emerging issues are discussed at every CCP meeting.
Does the county consider evaluation results when funding programs and/or services?
Yes. Newly funded programs and initiatives are typically approved for a single year of funding and
are required to return with a request for ongoing funds with outcome data in-hand.
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%
Marin County provides a continuum of care and support services which all embody the philosophy of
evidence-based practices. All Probation staff are trained in Motivational Interviewing and use risk
assessment tools in case planning. We offer in-custody and community-based Cognitive Behavioral
Therapy programming to all offenders, focusing on cognitive behavioral programming, which
includes courses such as Thinking for a 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 AB 109 population. While in custody, clients
are able to access substance abuse treatment, cognitive behavioral programming, and Mental
Health assessment and counseling. The Jail Re-entry team works with all clients prior to release to
ensure enrollment in Medi-Cal and county support programs such as General Assistance benefits.
Page 130
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.
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 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.
Marin embraces a stabilization model that provides housing as a basic requirement.
Primarily using a network of Sober Living Environments (SLEs), all PRCS and MS who lack stable
and safe housing are placed in an SLE bed at county cost. With offenders housed in a structured
environment, we are better able to support their transition back into the community as they can focus
on their continued sobriety and job/educational goals in a supportive environment that holds them
accountable. As clients become employed, they enter into a graduated co-pay plan on their rent
allowing, them to save money while taking on increasing responsibility for their future independence.
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Page 132
Community Corrections Mariposa County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Pete Judy FY 2016-17
Chief Probation Officer
Goal: Assign Mental Health Worker to Probation Caseload.
Dana Walton Objectives: • 100% of level 1 (high) and 2 (medium) probation
Presiding judge or caseloads will be screened for services.
designee • Reduced caseload size for mental health caseload.
Measure: • A mental health worker will be identified and housed
Dallin Gimble
with probation.
County supervisor or
• A specialized mental health caseload of no more than
chief administrative
30 probationers to be established.
officer or designee
• MOU will be in place between Probation and Human
Services.
Thomas Cooke
District Attorney Progress: The probation department and human services entered
into a formal agreement in which human services would
Neal Douglas assign a Mental Health Worker III to the probation
Public Defender complex. The specialized caseload has no more than 30
probationers on it, comprised of high- and medium-risk
Doug Binnewies
probationers identified through screening tools who need
Sheriff
mental health services in conjunction with probation
supervision. The hiring process for the Mental Health
Vacant
Worker III took longer than planned due to a shortage of
Chief of Police
qualified applicants and a high vacancy rate in skilled
positions within the county. The worker has been identified
Chevon Kothari
and will report to probation on July 1, 2017.
Department of Social
Services, Department of
Goal: Expand the jail to create program and bed space for
Mental Health, and
low-level offenders in the jail.
Alcohol and Substance
Abuse Programs Objectives: • Seek alternative grant funding for jail expansion.
• Apply for SB 863 funding for the project.
Vacant
Measure: • Complete SB 863 application process with BSCC.
Department of
• Get final determination from State Fire Marshall that
Employment
original plan to use modular jail construction is not
acceptable.
Robbin Hoper
Office of Education Progress: State Fire Marshall gave final non-approval for original
expansion plans using modular jail construction. Mariposa
Allison Tudor County was not successful in its attempt to secure SB 863
Community-based grant funding for jail expansion that would have added
organization mental health jail beds to the facility.
Jessica Memnaugh
Victims’ interests
__________________
The CCP meets quarterly
Page 133
Goal: Increase services to offenders with mental health conditions.
Objectives: • Design a mental health court model appropriate for our rural community.
• 100% of participants will be screened for mental health services within a drug
court model.
Measure: • Mental health court model and program is established.
• Program descriptions and processes developed.
Progress: Mariposa Behavioral Court was established in FY 2016-17. Operational documents
and processes completed. Received first cohort of participants and they continue to
be monitored by the Behavioral Court Team which includes specialize probation
supervision officers teamed with mental health worker(s).
The CCP reports it will use the same goals, objectives, and outcome measures identified
above in FY 2017-18 with the exception of the last goal.
FY 2016-17 and 2017-18 Budget Allocations
$20,000
Contingency
$80,000
Reserves
$53,204
Public Works
$53,204
$100,000
Mental Health Services
$100,000
$364,000
Community Based Organizations
$364,000
$101,000
Probation
$101,000
$125,500
Sheriff
$125,500
$12,000
District Attorney
$12,000
FY 2017-18 - $855,704 FY 2016-17 - $755,704
Page 134
FY 16-17 Allocations to Public Agencies for Programs & Services
Fixed Assest Jail Expansion Project* $53,204
Misc. Mental Health Services $30,000
Mental Health Worker $70,000
Data Collection Evaluation $15,750
Landfill Alternative Sentencing $35,000
Electronic Alcohol Monitoring $10,000
Electronic Monitoring $5,000
Probation Restitution Collection $35,250
District Attorney Victim Witness $12,000
Jail Expansion Project and Repairs $48,000
Sheriff Academy $15,000
Sheriff Loss of Parole Jail Revenue $12,500
Sheriff Jail Salary Offset $50,000
FY 2016-17 - $391,704
*Public Works
The county reported no allocation to public agencies for programs and services in FY 2017-18.
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$125,000
New Day Recovery
Alliance for Community
$239,000
Transformations
FY 2016-17 - $364,000
The county reported no allocation to public agencies for programs and services in FY 2017-18.
Page 135
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
The CCP and its Executive Committee discuss gaps in services at our quarterly meetings. Possible
solutions and/or program funding, if presented, are evaluated and voted on by the CCP and its
Executive body.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. We have funded outside studies to see where we have been effective in our programs and
services. We have also hired a part time PhD candidate to collect data and evaluate programs. We
continue to exam and compare new crime arrest data.
Does the county consider evaluation results when funding programs and/or services?
The county declined to respond to this question.
Does the county use BSCC definitions when collecting data? If so, which?
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?
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?
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
including AB 109 funding. 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 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 was recently filled. The Human
Services Director also recently implemented an emergency crisis team 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. This past year our local churches ceased to offer
homeless overnight sleeping and meal assistance to our homeless population, which had within it
mental health and substance abuse clients. Our human services director, with assistance of AB 109
funding, entered into contract with a local community-based organization to help fill the void created
when the faith-based services ceased.
Page 136
We have one hospital in county that continues to struggle financially. The emergency room
continues to provide services to those with mental health and substance abuse emergencies. That
hospital is also the emergency medical provider for those in the jail.
What challenges does your county face in meeting these programming and service needs?
Being a small rural community, it is difficult to hire and retain qualified people whether they are
public sector or community-based providers. Public transportation is limited in the county and many
of our residents live in remote areas. Programs and services can be hundreds of miles away from
an individual.
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.
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Page 138
Community Corrections Mendocino County
Partnership Membership
As of October 1, 2017
The CCP did not provide goals for FY 2016-17 or FY 2017-18.
Kevin E. Kelley
Chief Probation Officer
Kim Turner
FY 2016-17 and 2017-18 Budget Allocations
Presiding judge or
designee
$78,250
Reserve
Jill Martin
County supervisor or
chief administrative Contingency Fund
$42,382
officer or designee
Superior Court
$85,263
David Eyster $5,059
District Attorney City of Ukiah Police $125,000
Department $125,000
Linda Thompson
$91,557
Public Defender Public Defender
$91,572
$106,884
Thomas Allman
District Attorney
Sheriff $110,846
$167,114
Health & Human
Chris Dewey
Chief of Police Services Agency $204,023
$1,221,726
Sheriff's Office
Bekkie Emery
$1,337,664
Department of Social
Probation $1,357,777
Services, Department of
Department $1,332,532
Mental Health, and
Alcohol and Substance FY 2017-18 - $3,208,326 FY 2016-17 - $3,274,323
Abuse Program
FY 2016-17: Carry-over Funds $596,835
Vacant FY 2017-18: Carry-over funds $343,129
Department of
Employment
Vacant
Office of Education
Jacqueline Williams
Community-based
organization
Vacant
Victims’ interests
__________________
The CCP meets quarterly
Page 139
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
Superior Court - Adult Drug $79,416
Court
Health & Human Services $49,174
Agency - SUDT Counselor $54,538
Health & Human Services $117,940
Agency - Mental Health Clinician $149,485
Sheriff's Office - Electronic $36,000
Monitoring $36,000
FY 2017-18 - $282,530 FY 2016-17 - $240,023
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
Northern California
Construction Training $47,500
Ford Street - Sober Living $110,000
Environment $114,000
$20,000
Ford Street - Detox in Lieu of
Jail Program
$20,000
BI Vocational Reporting $360,000
Center $360,000
FY 2017-18 - $490,000 FY 2016-17 - $541,500
Page 140
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
Proposed programs and/or services are presented to the CCP for detailed assessment. The CCP
discusses the benefits of the program/service towards reducing recidivism and determines whether
there is an availability of funds. The CCP then votes on programs/services to be implemented
during the budget year.
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, and 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, Substance Use Disorder Treatment, Mental Health Clinician, Adult 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 the county,
enhancing data collection and program evaluation, lack of resources (staff and funding)
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
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.
Day Reporting Center (GEO Group) – 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 services, and employment services. The GEO Group has been providing
these services to Mendocino County for over 5 years.
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Page 142
Community Corrections Merced County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Jeff Kettering FY 2016-17
Chief Probation Officer
Goal: Provide transitional housing for up to six clients.
Donald Proietti
Objective: • Reduce recidivism by having a safe place for a client
Presiding judge or
transitioning from county jail or treatment facility in order
designee
to succeed.
James Brown • 100% of clients assigned will receive screening for
substance use disorder treatment.
County supervisor or
chief administrative Measure: • Number of clients screened in need of substance use
officer or designee treatment.
• Number of participants completing program successfully.
Larry Morse
District Attorney Progress: The transitional housing contract was signed in October
2017, even though it was a FY 2016/17 strategy. It is in its
Dave Elgin infancy.
Public Defender
The CCP did not provide goals, objectives, or outcome measures
Vernon Warnke
for FY 2017-18.
Sheriff
Norman Andrade
Chief of Police
Scott Pettygrove
Department of Social
Services
Robert Morris
Department of
Employment
Yvonnia Brown
Department of Mental
Health and Alcohol and
Substance Abuse
Programs
Steve Tietjen
Office of Education
Lamar Henderson
Community-based
organization
Lisa DeSantis
Victims’ interests
____________________
The CCP meets
semi-annually
Page 143
FY 2016-17 and 2017-18 Budget Allocations
Transitional Housing $100,000
Substance Use In-Patient Program $160,000
Office of Education (Phoenix Project) $262,015
GPS/Electronic Monitoring $175,000
In-Custody Treatment $264,825
Day Reporting Center $809,675
Public Defender $156,042
District Attorney $515,420
Probation $3,864,715
Sheriff's Office $3,272,962
FY 2017-18 - $9,580,654
The CCP did not provide data for FY 2016-17
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
Office of Education (Phoenix Project) $121,394
GPS/Electronic Monitoring $168,606
In-Custody Treatment $264,825
Day Reporting Center $809,675
Public Defender $145,502
District Attorney
$425,740
Probation $3,788,255
Sheriff's Office $3,219,216
FY 2016-17 - $8,943,213
The CCP did not provide data for FY 2017-18
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
Transitional Housing
$100,000
Substance Use In-Patient Program $140,000
FY 2016-17 - $240,000
The CCP did not provide data for FY 2017-18
Page 144
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The CCP utilizes stakeholders and community members to determine need. The feedback
provided, along with input from the CCP itself, assists in determining if new and/or existing
programs/services are needed.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. Program providers give monthly statistical and data reports (or on an as needed basis) for
specific information. The data is evaluated to identify program efficacy.
Does the county consider evaluation results when funding programs and/or services?
Yes. Data provided by vendors and/or community based organizations (CBO) is a major component
related to contracting with vendors. One program in particular, Warrant Reduction Advocacy
Program (WRAP), was evaluated after statistics showed that there was not a significant reduction in
the amount of warrants issued. The program was terminated as it was deemed not effective.
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?
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?
Clients are referred to programs and services based on assessments performed by their Deputy
Probation Officer (DPO). For alcohol and other drug issues, services range from lower level
outpatient counseling to high level inpatient treatment with a variety of vendors. County Behavioral
Health and Recovery Services (BHRS) are on an outpatient basis.
What challenges does your county face in meeting these programming and service needs?
Capacity is an issue with various vendors, CBOs, and BHRS. Waiting lists are common; however,
officers work with various agencies throughout the county to ensure that clients’ needs are met.
Page 145
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 Fiscal Year 2016/17, probation and the Merced County Office of Education (MCOE) established a
vocational program for adults. The Phoenix Project addresses educational and vocational needs for
clients. Each client receives a needs assessment to identify his/her educational need, vocational
interest and aptitude, and a recommended plan. GED testing and career technical services are
included. The project is still in its infancy; however, it has been providing positive outcomes.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Please see above.
Page 146
Community Corrections Modoc County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Kimberly R. Wills FY 2016-17
Chief Probation Officer
Goal: Community Safety
Honorable Francis W.
Objective: • Development of a jail facility that is safe for inmates
Barclay
and staff, and provides for the safe and effective
Presiding judge or
delivery of services.
designee
• Accurate identification, assessment, and targeting of
Chester Robertson services to offenders using NOBLE Static Risk and
County supervisor or Needs Assessment (SRNA).
chief administrative • Use evidence-based tools and approaches in
officer or designee treatment, supervision, and sentencing of offenders.
Progress: A new jail facility is in the process of being built to house
Jordan Funk
more inmates safely and securely, and provide more
District Attorney
space for delivery of services including treatment
Sam Kyllo programs and providers.
Public Defender
NOBLE SRNA is being used for all offenders by probation
Mike Poindexter
officers. Treatment providers are being trained in Cognitive
Sheriff
Behavioral Therapy (CBT), Motivational Interviewing (MI),
and trauma-informed treatment.
Sid Cullins
Chief of Police
Goal: Reduce Recidivism
Kelly Crosby
Objective: • Use research and evidence-based tools to identify the
Department of Social
criminogenic needs of offenders and develop targeted
Services
interventions.
Diane Rogle • Enhance community-based programming for low risk
offenders and those at risk of criminal behavior.
Department of
Employment Progress: Parenting classes, life skills classes, mental health
counseling, and substance use groups are provided to
Karen Stockton
inmates in the jail by Behavioral Health.
Department of Mental
Health
Eligible inmates are being enrolled in Medi-Cal 30-days
Tara Shepard prior to release date so services can be seamlessly
Alcohol and Substance continued post-release.
Abuse Programs
Mike Martin
Office of Education
Carol Cullins
Community-based
organization
Robin Farnam
Victims’ interests
____________________
The CCP meets monthly
Page 147
Goal: Enhance Collaboration
Objective: • Reinvest in local programs.
• Increase access to evidence-based services and supports by promoting
evidence-based training opportunities for all CCP members.
• Regularly measure and assess data and programs, and use the results for
program improvement.
Progress: Services for inmates were moved from a private vendor to a local agency and
instructors/clinicians now have ties to the local community. Services are
available in the jail and in the community with the same instructors/service
providers. Our CCP Treatment Team (clinicians, probation officer, and
coordinator) meets once a month to review clients, plan for their treatment
needs, and discuss progress.
The CCP reports it will use the same goals, objectives, and outcome measures identified
above in FY 2017-18.
FY 2016-17 and 2017-18 Budget Allocations
$42,000
Planning funds (Carryover)
$100,567
$7,500
SCRAM of California
$2,500
Noble Software Company
Batterers Intervention Program (BIP) $14,000
$5,000
Alturas Police Department
$5,000
$54,500
Behavioral Health
$11,217
Training Employment & Community $35,000
Help Inc (TEACH) $62,979
AO Consulting
$19,536
$162,500
Sheriff**
$228,392
$52,000
Probation*
$40,493
FY 2017-18 - $375,000 FY 2016-17 - $468,184
*FY 2017-18: Care and Support of PRCS ($5,000), Care and Support of Felons ($5,000), Training,
Safety Equipment, Programs ($30,000), CCP Coordinator ($12,000).
**FY 2017-18: .5 FTE Correctional Officer ($37,000), Jail Housing of AB 109 Inmates ($100,000),
Deputy Involvement/Supervision ($5,000), Jail AB 109 Inmate Medical Expenses ($20,000)
Page 148
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
Reserve $42,000
Planning Funds* $30,000
Probation CCP Coordinator $12,000
Probation Care & Support of PRCS & Felons $10,000
Records Department (Birth Certificate)
$63
$5,000
Alturas Police Department
$5,000
Behavioral Health Department $54,500
$11,217
Auditor Department (Cost Plan)
$3,656
Sheriff Housing of AB109 Inmates
$100,000
Sheriff Deputy Involvement/Supervision $5,000
Sheriff .5 FTE Correctional Officer $37,500
$20,000
Sheriff Jail AB109 Medical Expenses $69,200
Sheriff New Jail (Planning Funds)
$100,567
Sheriff/Jail
$106,842
Sheriff Jail Supplies
$11,695
FY 2017-18 - $316,000 FY 2016-17 - $308,240
*includes Probation Safety, Training and Programs
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
Martin Melburg Jail Planning
$37,000
Bus Passes (Sage Stage, Greyhound)
$319
Hotels/Meals (Super 8, Essex, Hacienda)
$4,643
$35,000
T.E.A.C.H. *
$62,979
AO Consulting
$19,536
$7,500
Scram of California
$7,504
$2,500
Noble Software Company
$2,475
$14,000
Batterers Intervention Program (BIP)
$25,490
FY 2017-18 - $59,000 FY 2016-17 - $159,946
*FY 2017-18 includes Parenting in Jail ($8,000) and Life Skills Program in Jail and Post-Release
($27,000)
Page 149
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
Modoc County CCP relies on the subject matter experts from the CCP Committee, the
“CCP Treatment Team” subcommittee, and the Behavioral Health Department managers to use and
adjust the evidence-based programing for in and out of custody as needed.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. All parenting and life skills class participants are provided a pre-test and post-test. T.E.A.C.H.
Inc. staff reports results back to the CCP Committee.
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?
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?
CCP contracts with the Behavioral Health Department which in turn offers in-custody and out of
custody mental health, substance use disorder, and behavioral health treatment programs, including
assessments and individual mental health counseling. They also are an integral part of the “CCP
Treatment Team” case management process.
T.E.A.C.H Inc. offers Parenting Classes in the jail and in the community utilizing the Nurturing
Parenting Program. Life Skills classes are also taught weekly. Hazelden’s “Personal Growth and
Practical Guidance for Everyday Life” is the curriculum for Life Skills. T.E.A.C.H Inc. can also provide
emergency housing, heating, and food assistance as well as services and advocacy for victims of
domestic violence and sexual assault.
CCP also contracts with a local private provider for a Batterers’ Intervention Program. This program
provides group therapy and individual intervention as needed. Pre-tests and post-tests are given for
evidenced-based tracking. The program also includes Cognitive Behavioral Therapy, polygraphs,
and victim intervention/resolution.
Page 150
What challenges does your county face in meeting these programming and service needs?
The biggest challenge is our very small population (only 9,400 residents) and a very large
geographical area for service (over 4,500 square miles). Second, we have difficulty attracting and
retaining competent professionals who are willing to serve across the county. Third, we have had
significant medical costs for inmates who must travel for 1.5 - 3 hours for urgent medical care. More
serious/emergency medical conditions require a costly air ambulance.
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?
Modoc made a change to mental health services and programing in and out of custody. CCP was
contracting with an out of area private provider. The services were not an issue but the update led to
a new contract with the Department of Behavioral Health. The improvement to contracting with
Behavioral Health allowed inmates and defendants to receive services from staff and clinicians with
community ties. For the most part, the clinicians already knew the inmates or were already providing
services to them. This also eliminated a duplication of some services. At the same time, Behavioral
Health and the Sheriff initiated telephonic psychiatric services increasing the services available in
the jail.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The county declined to respond to this question.
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Page 152
Community Corrections Mono County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Karin Humiston FY 2016-17
Chief Probation Officer
Goal: Evaluate collected data
Honorable Stan Eller Objective: • Review all data
Presiding judge or • Identify meaningful measurements, correlations and
designee gaps
Stacy Corless Measure: • Prepare a report, “6 Years of Realignment in Mono
County supervisor or County”
chief administrative • Provide the report to the Board of Supervisors by
officer or designee 3/1/18
Progress: • Completed data gathering, analysis
Tim Kendall
• Preparing and designing report
District Attorney and
Victims’ interests
Goal: Provide effective supervision of realigned offenders
Randy Gephart* Objective: • Use risk needs assessment
Public Defender • Use Incentives and Sanctions Matrix Model with case
planning
Ingrid Braun
• Provide meaningful supervision relative to risk
Sheriff
Measure: • Number of realigned offenders assessed upon entry to
Al Davis the community and reassessed after six months - goal
Chief of Police 100%
• Number of realigned offenders who have integrated
Kathy Peterson graduated sanctions and incentive into their case plans
Department of Social and are reviewed every six months - goal 100%
Services and Department
of Employment Progress: • Continuous and on-going
Robin Roberts Goal: Provide reentry services for detained realigned offenders
Department of Mental
Health and Alcohol and Objective: • Provide a reentry plan for each offender
Substance Abuse • Provide behavioral health transition and on-going plan
Programs without interruption in service
• Community provider to ensure this information is
Stacy Adler provided to the probation officer while offender is
Office of Education detained, 30 days before the release.
Susi Baines Measure: • Number of released realigned offenders who receive a
Community-based transition plan - goal 100%
Organization • Number of released, realigned offenders who know
their terms and conditions and where to report - goal
*represents one of the 100%
contracted Public • Number of offenders who have Alcohol and Other
Defenders Drugs (AOD) groups and individual counseling
____________________ services available while in jail - goal 100%
Progress: • Continuous and on-going
The CCP meets
quarterly
The CCP reports it will use the same goals, objectives, and outcome
measures identified above in FY 2017-18.
Page 153
Goals, Objectives, Outcome Measures and Progress
FY 2017-2018
Goal: Prepare a 10-year plan
Objective: • Analyze data from the “6 Years of Realignment in Mono County” report
• Identify gaps, needs and changes
• Identify workgroups to include all information for a final report to be reviewed
and approved by the Executive Committee
Measure: • Submit final report to the Board of Supervisors and the Board of State and
Community Corrections (BSCC )
Progress: • On target; on-going
Goal: Provide Trauma Informed Care and Education
Objective: • To provide collaborative care interdepartmentally with justice-involved clients
• Provide education to all Justice Partners
• Provide actual Practice Models
Measure: • To provide systems informed for Community Corrections Partnership (CCP),
Continuum of Care Reform (CCR), Wellness Recovery Action Plan (WRAP)
and Family Teaming
Progress: In progress
FY 2016-17 and 2017-18 Budget Allocations
$293,014
Jail - Reserve Funds
$6,986
Jail
$60,000
Behavioral Health
$25,000
Social Services
$1,750
District Attorney - Carry Over
Funds $174,814
$150,000
District Attorney
$175,186
$226,084
Probation Department
$226,084
$248,670
Sheriff Department
$228,720
FY 2017-18 - $984,754 FY 2016-17 - $831,554
Page 154
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
Other: Jail Grant Match $300,000
$34,950
Re-Entry Services
$15,000
DA Investigator
$200,000
Alcohol & Drug Counseling $25,000
$25,000
Inmate Day Pack Project
$1,750
$150,000
Victims Assistance
$150,000
$10,000
Electronic Monitoring
$10,000
$216,084
Probation Services
$216,084
In-Custody Services $213,720
$213,720
FY 2017-18 - $949,754 FY 2016-17 - $831,554
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
FY 2017-18: Coordinator—Opiate Special Project ($35,000)
Page 155
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The need is reviewed, the response is supported by data or there is an evidence-based practice
available and what funds are available are allocated.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. Review of data collected, and recidivism.
Does the county consider evaluation results when funding programs and/or services?
Yes. To provide systems informed for CCP, CCR, WRAP and Family Teaming.
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?
For mental health we provide individual and family counseling, case management, rehabilitation
aide services, group and psychiatry for adults and children. For Substance Use Disorder/AOD we
provide individual and family counseling, case management, and education, groups. The
Behavioral Health Department also is a Crisis Team for the county for any psychiatric emergency.
We have protocol and work with the Emergency Department and Law Enforcement for this and
typically it’s for people who meet criteria for a 5150 (72-hour hold).
What challenges does your county face in meeting these programming and service needs?
Our geographic isolation makes it difficult to attain Community Service Organizations and other
issues which affect the jail population. Homeless offenders have no intermediate housing. We
simply do not have the resources to support a halfway house, something we desperately need in our
county. Mono County has limited resources and/or vendors that are willing to come to our County.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The county declined to respond to this question.
Page 156
Community Corrections Monterey County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Marcia Parsons FY 2016-17
Chief Probation Officer
Goal: Continue to enhance public safety by expanding housing
Chris Ruhl
resources
Presiding judge or
designee Objective: • Create more opportunities for securing affordable
housing for high-risk offenders
Manuel Gonzalez
Measure: • Increase the number of potential housing opportunities/
County supervisor or
landlords willing to provide housing by 50%
chief administrative
officer or designee Progress: The database had 33 potential housing opportunities in the
last report (FY 15-16). The goal of a 25% increase was
Dean Flippo surpassed to 58%, an increase to 52 potential housing
District Attorney opportunities. For this report (FY 16-17) there was an
increase of 4% from 52 to 54 potential housing
Susan Chapman
opportunities, which is a 64% overall increase. The use of
Public Defender
this housing program has resulted in an increase in
supervision success.
Stephen Bernal
Sheriff
Goal: Continue to enhance public safety by increasing timely
Robert Masterson access to services by expanding substance-use provider
Chief of Police contracts
Objective: • Work toward implementing a new substance-use
Elliott Robinson
waiver and service delivery system
Department of Social
Services Measure: • Begin new Request for Proposal (RFP) process in the
next six months
Chris Donnelly
Progress: Completed. The Health Department, Behavioral Health
Department of
Bureau is moving forward with a new contract with the
Employment
State. This will enhance current contractors, eliminate the
Elsa Jimenez need for a separate RFP, and allow for an increase in local
Department of Mental capacity to provide this service.
Health
Goal: Increase our understanding of the clients we serve to better
Amie Miller
meet their needs in service delivery
Alcohol and Substance
Abuse Programs Objective: • Create and provide a satisfaction survey to clients who
complete an Assembly Bill (AB) 109-funded program
Nancy Kotowski
Measure: • Distribute a satisfaction survey to at least 70% of clients
Office of Education
who complete an AB 109-funded treatment or
assistance program
Robin McCrae
Community-based • Receive at least 50% of the surveys distributed back
organization from clients
Progress: In Progress. We created an 8-question, web-based survey
Pamela Patterson
and implemented a procedure for encouraging in-office
Victims’ interests
participation utilizing an iPad. We began on
____________________
October 1, 2017.
The CCP meets quarterly
and as needed
The CCP reports it will use this goal, objective, and these outcome
measures in FY 2017-18.
Page 157
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Increase and expand probation officers’ understanding and use of evidence-
based practices by implementing Effective Practices In Community Supervision
(EPICS)
Objective: • 80% of probation officers supervising high risk adult offenders will receive
training in the EPICS model
Measure: • Number of probation officers enrolled in training
• Secure the EPICS training through the University of Cincinnati within the next
six months
FY 2016-17 and 2017-18 Budget Allocations
$2,445,064
Public Defender
$4,677,531
Sheriff
$5,160,519
$340,017
District Attorney
$90,179
$2,453,500
Probation - Service Administrator
$2,576,222
$4,423,175
Probation
$3,974,683
$1,297,186
Behavioral Health
$1,263,214
FY 2017-18 - $15,636,473 FY 2016-17 - $13,064,817
Page 158
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
$245,064
Early Resolution Court - Public Defender
Data Collection, Administration and Evaluation - $984,918
Probation $702,019
$3,676,457
Supervision - Probation
$3,314,664
$340,017
District Attorney*
$90,179
$416,885
Employment - Economic Development Dept./WDB
$411,807
$4,517,531
In-Custoby Services - Sheriff
$5,082,451
$591,397
Treatment - Behavioral Heath
$556,120
FY 2017-18 - $10,772,269 FY 2016-17 - $10,157,240
*FY 2016-17 includes Victim Services; FY 2017-18 includes Victim Services and Early Resolution
Court
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
Mental Heath Services as Determined by $114,319
Treatment Plan $128,653
$228,546
Sun Street Centers
$219,722
$171,257
Community Human Services
$132,061
$137,779
Door to Hope
$134,770
$44,221
The Village Project, Inc.
$82,334
$9,667
Valley Health Associates
$9,554
$1,055,175
Geo Reentry Services, LLC
$1,219,175
$685,777
Turning Point of Central California, Inc.
$685,777
$217,463
Racho Cielo, Inc.
$217,463
Introspect
$78,068
FY 2017-18 - $2,664,204 FY 2016-17 - $2,907,577
Page 159
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
Offender program and service needs are driven by identified risks and needs assessments. A survey
recently implemented to solicit input from offenders may result in new or increased services in the
future. Other services, such as victim services, are identified through external knowledge.
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 using software that allows us to track service delivery. We have a future goal
of modifying our current case management system to allow access to service providers to integrate
their information with our case/offender information. We are tracking the outcomes of each
participant and program, but we are not yet able to tie that to offender outcomes for rehabilitation or
recidivism.
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, 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?
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, Medication Assisted Treatment (MAT), 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
Page 160
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.
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.
In last year’s report, we shared information regarding the transitional housing program we set up in
2014 and the success we saw as a result of providing stable housing, case management, life skills
groups, and mandatory attendance of our day reporting center for those not employed or attending
school. We reported that during the FY 15/16, 85% of those that completed the transitional housing
program secured stable housing or moved into a residential treatment program.
This year, we are happy to report that the transitional housing program has continued to show
success for the residents. We have expanded our use of the facility to add access to four additional
beds for female clients and eight additional “emergency” beds. For those residents who obtain
employment, they are required to place 75% of their earnings into a savings account, which are
returned to them upon their exit from the program. The average stay in the program is between 120
and 180 days. While we continue to see the majority of residents transition from the program into
their own housing, we now have data regarding their financial status. The current residents have
saved a total of $31,404, an average of $2,854 per client. Most residents who need transitional
housing are no longer welcomed home or don’t want to return there, don’t have a job, and can’t
afford rent or deposits necessary to secure their own housing. Providing them a place to stay so that
their criminogenic needs can be addressed while simultaneously earning a paycheck and saving
their money has really helped them re-establish in the community.
Page 161
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Page 162
Community Corrections Napa County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Mary Butler FY 2016-17
Chief Probation Officer
Goal: Increase the number of offenders receiving cognitive
Mark Boessenecker
behavioral programs
Presiding judge or
designee Objective: • Enroll 60% of high-risk offenders in programs
Measure: • Number completing program
Brad Wagenknecht
County supervisor or Progress: This year the Community Corrections Service Center
chief administrative (CCSC) provided services to close to 85 participants. The
officer or designee recidivism rate for graduates remains at 23%.
Allison Haley
Goal: Increase the population in mental health court
District Attorney
Objective: • Increase the number enrolled from 5 to 15
Ron Abernethy
Public Defender Measure: • Number of clients in Mental Health Court
Progress: This goal has been achieved.
John Robertson
Sheriff
Goals, Objectives, Outcome Measures and Progress
Steve Potter
Chief of Police
FY 2017-18
Howard Himes
Goal: Be a part of the national Stepping Up Initiative to reduce
Department of Social
the number of incarcerated mentally ill individuals
Services and Department
of Employment Objective: • Complete the Board of Supervisor resolution
• Complete the Sequential Intercept Mapping workshop
Bill Carter • Implement Brief Mental Health Screening tool in the jail
Department of Mental
Measure: • Date Board of Supervisors approved resolution
Health
• Schedule and completion date of workshop
Jacqueline Connors • Date screening tool implemented in jail
Alcohol and Substance Progress: Brief Mental Health Screening tool has been implemented.
Abuse Programs Resolution to the Board of Supervisors in January 2018.
Barbara Nemeko
Office of Education
Goal: Track recidivism rates
Vacant Objective: • Maintain recidivism rate of under 25% for those who
Community-based have graduated from the CCSC
organization • Have recidivism rates for those on probation, post-
release community supervision, and mandatory
Yuka Kamashii supervision
Victims’ interests
Measure: • Track all graduates twice a year to get recidivism rate
____________________
• Track all those on supervision for quarterly recidivism
to get baseline numbers
The CCP meets
bi-monthly Progress Progress not stated.
Page 163
Goal: Increase the number of offenders receiving cognitive behavioral programs
Objective: • Maintain attendance of over 85 participants in the Community Corrections Service
Center
• Increase options for services available
• Increase number of probationers enrolled in Dosage Probation
Measure: • Number of participants enrolled
• Number of programs offered
• Number of offenders enrolled in Dosage Probation (those in the program will have
their program hours assigned and tracked by risk level)
Progress: This year the attendance at the CCSC has increased due to Dosage Probation. High
risk offenders must complete 300 hours of program, medium risk must complete 200
hours.
FY 2016-17 and 2017-18 Budget Allocations
$4,203,629
Reserve Funds
$2,345,747
$580,620
Carryover Funds
$3,019,121
Staff Secure Facility Expected to Open $1,900,000
Oct. 2018
Health and Human Services $116,809
(Substance Abuse) $112,317
Health and Human Services $232,203
(Mental Health) $223,272
$1,184,761
Department of Corrections
$4,050,636
$777,905
Probation
$764,975
FY 2017-18 - $8,995,927 FY 2016-17 - $10,516,068
Page 164
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
Community Corrections Work $18,500
Program
$35,000
Home Detention
$35,000
Jail/Library GED Program
$35,000
$1,096,261
Corrections Staffing
$1,015,636
$232,203
Mental Health Jail Program
$223,272
$116,809
Alcohol and Drug Counselor
$112,317
$107,164
Deferred Entry of Judgement
$95,570
$527,841
Probation Supervison
$501,342
FY 2017-18 - $2,168,778 FY 2016-17 - $1,983,137
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$22,900
Non-Profit Organizations
$25,990
$85,000
Training
$120,187
Residential Treatment Beds for $35,000
Substance Abuse
$21,886
FY 2017-18 - $142,900 FY 2016-17 - $168,063
Page 165
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The county declined to respond to this question.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. This year the CCSC underwent a CPC evaluation, an evidence-based evaluation tool to assure
the program was implementing programs according to the guidelines. The program successfully
completed this assessment.
The Probation Department has a contract with a coach who observes probation officer interactions
to assure staff are utilizing motivational interviewing skills, providing skill building opportunities, and
appropriate referrals to programs.
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, 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?
• Mental Health:
Mental Health Court
Jail mental health services
Use of brief mental health screen tool in jail
Case management services
Therapy services
Mental health clinician embedded in Probation Department and Public Defender’s Office and
Law Enforcement
• Substance Abuse:
Drug Court
Detox
Residential beds
Out-patient services
Substance abuse counselor embedded in Probation Department
• Cognitive Behavioral Services:
Moral Reconation Therapy (MRT)
Thinking for a Change
Groups using NCTI and The Change Company curriculum
Carey Guides
Domestic Violence Groups
Page 166
What challenges does your county face in meeting these programming and service needs?
In-custody services need to be increased. The current design of the jail makes it difficult to have
adequate space to provide more services. It would be helpful to have more residential treatment
beds available. Finding housing in Napa County is very difficult and there is a high percentage of
homelessness among the criminal justice 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?
Napa County is in the process of building a reentry facility that will allow for better planning and
programming for those returning to the community from jail. This program will be staffed by both
correctional officers and probation officers to ensure facility safety and a focus on individualized case
plans and programming opportunities.
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 Service Center has a 23% recidivism rate for those who have
graduated from the program since 2009. This is the only program that continues to track graduates
even after they are off supervision.
Page 167
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Page 168
Community Corrections Nevada County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Michael Ertola FY 2016-17
Chief Probation Officer
Goal: Hire an Analyst
Scott Thompson
Presiding judge or Objective: • Data Collection
designee • Program Evaluation
• Establish Best Practices for Nevada County
Hank Weston
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
• Develop measures of success for the programs which
Cliff Newell are determined to be most cost effective
District Attorney
Progress: Analyst hired January 17, 2017. Data analysis has begun
Keri Klein on all programs from CBT, MRT, color-coded drug testing,
Public Defender and substance abuse treatment.
Keith Royal
Goal: Develop programs within the jail
Sheriff
Objective: • Have Cognitive Behavioral Therapy (CBT) and Moral
Alex Gammelgard
Reconation Therapy (MRT) group sessions at the jail
Chief of Police
• Clients complete CBT/MRT while in custody
Michael Heggarty
Department of Social Measure: • Hold at least three sessions per week in each jail pod
Services • Modified supervision of clients released from custody
upon successful completion of in-custody programs
Mike Dent
Department of Progress: In-custody services are being provided. Jail sentences
Employment
have been reduced. Collaboration between the Probation
Department, the Sheriff’s Office, and community-based
Rebecca Slade
organizations (CBOs) has contributed to an increase in the
Department of Mental
Health availability of in-custody programming.
Nicole Ebrahimi
Alcohol and Substance
Abuse Programs
Scott Lay
Office of Education
Warren Daniels
Community-based
organization
Loletta Hadel
Victims’ interests
____________________
The CCP meets quarterly
Page 169
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Have 25 clients successfully complete Adult Drug Court
Objective: • Increase number of referrals to the program
• Decrease time between referral and acceptance into the program
Measure: • Number of offenders in the program
• Number of offenders who successfully complete the program
Progress: Adult Drug Court numbers have increased. There are currently 18 in the
program. Cost effective strategies have been put in place to provide service
opportunities to more individuals (e.g., residential treatment offered after
non-compliance as outpatient).
Goal: Establish a complete reentry program in the jail
Objective: • Deputy Probation Officer (0.5 FTE) assigned to the jail to facilitate
communication and collaboration with jail staff
• Increase offender participation in reentry programs by 100%
Measure: • Number of offenders in the program
• Increase referrals to the programs in the jail
Progress: Probation, Sheriff, and CBOs meet regularly to facilitate communication and
overcome barriers.
Goal: Enhance the use of alternative detention (pre- and post-sentence) for
appropriate offenders
Objective: • Expand the use of evidenced-based assessment tools for pre-trial jail release
decisions
• Move court arraignment calendars from 0830 hours to 1330 hours to
accommodate pre-trial time constraints
Measure: • Percent of jail inmates with available evidenced-based risk assessment
information (the goal is to reach 90%)
• Active supervision of offenders released on Pre-trial supervision caseload
Progress: Nevada County implemented a pre-trial program in late 2016. County Probation
is analyzing local demographics to determine appropriate best practices.
Goal: Implement new proven practices and analyze programs for fidelity
Objective: • Partner with California State Association of Counites (CSAC) and the PEW
Institute
• Access the Results First Clearinghouse for proven programs
Measure: • Local stakeholders attend the annual Results First Summit hosted by CSAC
and PEW
• Implement 3 proven programs identified by the Results First Clearinghouse
• Develop performance based contracts for CBOs
Progress: Local stakeholders attended the Results First Summit in Santa Barbara, October
24-26. Scheduled regular meetings between the Sheriff’s Office and Probation
Department to collect data and investigate programs.
Page 170
FY 2016-17 and 2017-18 Budget Allocations
Grass Valley Police Department $45,000
$60,000
Nevada County Superior Court
$305,000
Treatment Services
$244,113
$85,547
District Attorney
$30,555
Public Defender $63,000
$95,000
Health and Human Services
$104,310
$1,461,070
Sheriff's Department
$1,206,821
$783,499
Probation Department
$820,956
FY 2017-18 - $2,898,116 FY 2016-17 - $2,406,755
FY 2016-17 Use of fund Balance: $154,230
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
Public Defender $63,000
Grass Valley Police Department $45,000
Nevada County Superior Court $60,000
$85,547
District Attorney
$30,555
$95,000
Health and Human Services
$104,310
$1,461,070
Sheriff's Department
$1,206,821
$783,499
Probation Department
$820,956
FY 2017-18 - $2,593,116 FY 2016-17 - $2,162,642
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$19,000
Misc Merchants for purchase of incentives
$11,543
$100,000
Transitional Housing
$69,820
$90,000
Outpatient Treatment Services
$18,479
$90,000
Inpatient Treatment Programs
$139,683
$6,000
GPS/Electronic Monitoring
$4,588
FY 2017-18 - $305,000 FY 2016-17 - $244,113
Page 171
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
Programs are vetted through the Probation Department and Sheriff’s Department. If approved, the
information is delivered to the CCP for feedback.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. Over the last two years we have had National Pharmaceutical Council Research (NPCR) and
Substance Abuse and Mental Health Services Association (SAMSHA) evaluate our Adult Drug
Court. We are currently working with PEW/CSAC on an evidence-based program clearinghouse for
local programs.
Does the county consider evaluation results when funding programs and/or services?
Yes. Probation utilizes a department analyst to provide reports on successes of programs such as
outpatient and residential substance abuse programs.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Conviction and 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?
The Probation Department contracts for outpatient substance abuse treatment and residential
substance abuse treatment. Nevada County has a mental health court. The Probation Department
has a behavioral health therapist stationed at the department to provide a warm handoff for those
clients in need. Other programs offered are as follows: CBT, MRT, Transitional Housing, Vocational
Training, Alcohol Monitoring, and color-coded drug testing.
What challenges does your county face in meeting these programming and service needs?
We are finding that the provision of more comprehensive treatment in the county jail has been a
challenge.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Performance-based contracting. There is a therapist and an eligibility worker stationed at the
probation department.
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.
Page 172
Community Corrections Orange County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Steve Sentman FY 2016-17
Chief Probation Officer
Goal: Implementation of a system that provides public safety and
Vacant utilizes best practices in reducing recidivism.
Presiding judge or
Objective: • Expand the Day Reporting Center (DRC) to include a
designee
second DRC site in the City of Anaheim/ North Orange
County.
Todd Spitzer
County supervisor or Measure: • Collect data on Average Daily Population (ADP) and
chief administrative demographics of participants.
officer or designee
Progress: On April 26, 2016, the Board of Supervisors approved the
annual renewal of the current DRC contract with BI Inc.
Tony Rackaukas
The contract was amended to include a provision to add a
District Attorney
second DRC location in the City of Anaheim. While the
DRC was unable to find a location in the City of Anaheim,
Sharon Petrosino
a location was secured in the City of Westminster. The
Public Defender
DRC contract was amended again in April 2017 and was
Sandra Hutchens approved by the BOS on May 9, 2017 to include a second
Sheriff location in Westminster.
Todd Elgin
Chief of Police
Goal: Creation of a centrally located Reentry Facility in Orange
Mike Ryan County to manage our additional responsibilities under
Department of Social Realignment.
Services
Objective: • Establish a Reentry Facility in Orange County
Andrew Munoz Measure: • Obtain grant
Department of
Progress: The County continues to move towards this goal
Employment
attainment. The County applied for a Prop 47 grant to
establish a Community Support and Recovery Center that
Mary Hale
will serve as a reentry center upon release from jail to
Department of Mental
offenders with mental health challenges.
Health and Alcohol and
Substance Abuse
Programs
Vacant
Office of Education
Meghan Medlin
Community-based
organization
Ronnetta Johnson
Victims’ interests
____________________
The CCP meets
as needed
Page 173
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 to
establish a pre-trial pilot program. The multi-agency team, led by the OC
Superior Court, includes OC Probation, OC Sheriff’s, OC District Attorney, and
Public Defenders Office. The pre-trial initiative was implemented in February
2016 and is called PARS – Pretrial Assessment, Release and Supervision. The
court obtained grant funding through the Judicial Counsel under the Recidivism
Reduction Grant. The Probation Department has on average just under 300
cases per month for assessment to PARS. An empirically developed
assessment tool called the Virginia Pre-trial Release Assessment Instrument
(VPRAI) is used to inform release decisions for very low-risk offenders and
supervision strategies for medium and high risk offenders.
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Implementation of a system that provides public safety and utilizes best practices
in reducing recidivism.
Objective: • Expand the Day Reporting Center (DRC) to include a second DRC site
Measure: • Collect data on Average Daily Population (ADP) and demographics of
participants.
Progress: The Westminster DRC opened on September 25, 2017. Since opening, the
average daily population at the Westminster DRC has been 30 and the average
daily population at the Santa Ana DRC is now 70. The goal of opening a second
DRC in Orange County has been accomplished.
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: • List Reentry Facility as a continued Strategic Priority for 2017
Progress: The County continues to move towards this goal. The County was successfully
awarded a Prop 47 grant for a Community Support and Recovery Center that
will serve as a reentry center for offenders with mental health challenges upon
release from jail. The County went out for RFP (Sept. 20, 2017 to October 12,
2017) with all proposals due on Oct 19, 2017. The County’s 2017 Strategic
Priorities lists the reentry facility, involving multiple agencies within the County,
to ensure reentry services to those that who may not fall under the Community
Support and Recovery Center criteria.
Page 174
Goal: Provide successful transition from treatment to the community through Sober
Living services.
Objective: • Remain sober and abstinent while in program
• Link to stable housing upon completion from sober living
Measure: • 95% of all participants tested negative for drugs in FY 17-18
• 80% of all participants shall be linked to stable housing upon completion of
sober living- current data displayed in monthly reports
• 94% were linked to stable housing upon completion of sober living
Progress: In FY 18/19, Health Care Access (HCA) will release a Request for Applications
will open up identify additional sober living (recovery residences) providers.
Target population will include all clients involved in substance use treatment.
FY 2016-17 and 2017-18 Budget Allocations
$142,834
CEO / CCP Coordinator
$848,018
Public Defender
$388,069
$848,018
District Attorney
$512,937
$793,520
Local Law Enforcement Entities
$742,722
$18,513,552
Probation Department
$17,082,601
$7,632,158
Heath Care Agency Post-Custody
$6,684,496
$10,176,210
Health Care Agency In-Custody
$9,245,350
$45,847,444
Sheriff Department
$42,547,184
FY 2017-18 - $84,801,754 FY 2016-17 - $77,203,359
Page 175
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
Probation (OC Human Relations-Restorative $6,000
Justice Services)
$354,624
Probation (Adult Mental Health Services)
$270,951
$617,250
Probation (Sober Living - Diversion Program)
$572,076
$100,000
Probation (OCTA-Bus Passes)
$93,442
$27,000
Probation (CM Tipton-Polygraph Services)
$19,980
Probation (Redwood Toxicology-Drug
$42,000
Laboratory Testing) $36,095
$762,000
Probation (BI Inc. DRC Diversion Program)
$400,001
$60,000
Probation (BI Inc. Breath Alcohol Testing)
$34,120
$110,341
Probation In housing GPS Monitoring Unity
$105,087
$66,000
Probation (GPS Electronic Monitoring)
$44,738
Health Care Agency (Medication Assisted $37,500
Toxicology Services) $27,343
Health Care Agency (Adult Non-Medical $256,355
Detoxification Services) $223,689
$2,521,725
Health Care Agency (AB 109 Outpatient
& Residential Services)
$1,797,853
$800,000
Health Care Agency (Sober Living)
$460,224
Health Care Agency (Short Term
$21,839
Housing/Shelter Beds) $1,764
$417,947
Health Care Agency (Full Service Partnership)
$369,438
FY 2017-18 - $6,200,581 FY 2016-17 - $4,456,801
NOTE: In prior BSCC surveys, programs and services are listed in the non-public agency column,
however, going forward these programs and services will be reported in the public agency column
as the CCP allocation is made to a public agency who in turn contracts with a non-public agency for
programs and services.
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
• The county reported no allocations to non-public agencies for programs and services.
Page 176
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The introduction and vetting of potential programs and/or services for local implementation utilizing
realignment funds begins at the AB109 working group level. Since this group is made up of
individuals who are at the forefront of delivering services/programs to the AB109 population, they
are well in tune with gaps and needs. Programs and/or services are presented to fill those gaps and
needs and brought forward collectively to the CCP for potential funding.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes.
1. Orange County provides transitional housing services in a sober living environment to persons
recently released from correctional facilities and under the supervision of the OC Probation
Department. Outcome measure data is collected from service providers.
2. OC Probation conducted a formal evaluation of the Orange County Day Reporting Center
(DRC) which serves the AB109 population: recidivism outcomes of DRC participants
discharged in the program’s first two years (DRC Cohort) were compared with the outcomes
for a matched group of non-DRC individuals (Control Cohort) released from prison or jail.
Does the county consider evaluation results when funding programs and/or services?
Yes. The county’s Board of Supervisors are provided with metrics when programs/services and
contract renewals come before them for approval. This information is used to ensure that funding is
directed to result oriented programs/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?
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 services are offered through the County’s Health Care Agency (HCA). HCA is
responsible for services to the Severely and Persistent Mentally Ill (SPMI) population. The County
offers five outpatient clinics and seven Full Service Partnerships (FSP) accessible in the various
regions of Orange County. The County has staff and one FSP designated to work with SPMI AB 109
clients. A psychiatrist assists AB 109 clients with mild to moderate mental illness transitioning from
incarceration to the community with medication until they can connect to a community provider. For
individuals in crisis the County has a crisis stabilization unit along with crisis residential program.
Emergency shelter beds are available to SPMI clients experiencing homelessness, and may stay up
to four months.
Page 177
Substance Use Disorder (SUD) along with those with co-occurring mental illness is a large part of
our AB 109 population. To address SUD, HCA offers a continuum of services that includes medical
and social model detox, residential treatment, outpatient treatment, sober living, medication assisted
treatment, and methadone maintenance and detox.
Orange County has opted in to the State’s Drug Medi-Cal (DMC) pilot program. DMC will change the
delivery of services to persons with SUD who have Medi-Cal. During the County’s planning process,
a number of new providers have been identified and have started the process of becoming a DMC
certified program. The increased number of providers of residential treatment and detox will increase
the County’s bed inventory. As a result of the increased inventory of beds, there is the potential to
have treatment on demand.
What challenges does your county face in meeting these programming and service needs?
Overall, accessibility to mental health services is readily available. This is partly due to the
leveraging of Prop 63 funds (Mental Health Services Act, 2005) and other funding to create services
and increase capacity.
However, access to SUD residential services remains difficult. Last year, the County lost one of its
large residential detox and treatment providers. Waitlists for residential services have increased up
to two months before a person can enter treatment. The County’s current providers are maxed out
and despite available funding the County lacks new providers. To address this issue, clients are
placed in sober living and linked to outpatient treatment, while waiting for a bed to open up. Due to
the increased use in sober living, wait times went from no wait to a few weeks. Nonetheless, this
alternate method has proven to be effective. Occasionally, outpatient treatment through sober
living is enough and the client no longer needs residential treatment. Previously, sober living
providers only worked with clients who had successfully completed residential treatment and were
more stable. But providers have expanded their capacity to address 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?
In October 2017, HCA and Probation agreed to expand sober living services to persons on probation
who successfully completed treatment. Expanding accessibility to sober living has the potential of
having a very positive impact on clients and overall the community. Clients in residential treatment
often have lost everything, including a place to live. Sober living will provide the additional support
along with outpatient treatment to help the client secure employment, save money, and re-acclimate
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.
Treatment Outcomes
AB 109 offenders that 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.
Page 178
AB 109 offenders that 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 AB 109 offenders
that participated in SUD treatment who were initially homeless gained housing (independent or
dependent) by discharge.
At intake, AB 109 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, AB 109 offenders showed comparable motivation to other clients in
the county, and higher motivation than SUD clients nationwide. At discharge, AB 109 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.
AB 109 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 was an initial
increase in psychiatric symptoms after entering treatment, over time, AB 109 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
Page 179
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Page 180
Community Corrections Placer County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Marshall Hopper FY 2016-17
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
Correctional Assessment and Intervention System
designee
(CAIS) Assessment
Jake Duran • Increased contacts for high/moderate risk offenders;
fewer for low risk offenders
County supervisor or
chief administrative • 100% of in-county offenders will have a working Case
Plan
officer or designee
Measure: • % of in-county offenders with a completed CAIS Risk/
Scott Owens
Needs Assessment
District Attorney
• Total number of contacts for high/moderate risk
offenders
Dan Koukol
• % of in-county offenders with a Case Plan
Public Defender
Progress: Currently, 100% of in-county high and moderate risk
Devon Bell offenders have a completed CAIS Assessment, working
Sheriff Case Plan, and are supervised according to best practices
with regard to number of contacts.
Ron Lawrence
Chief of Police
Goal: Hire and train staff to maintain jail population
Jeff Brown Objective: • 100% of funded and unfunded positions will be filled
Department of Social • 7 Admin Legal Clerk positions funded
Services, Department of • Open South Placer Correctional Facility
Employment, Department
Measure: • Number of Correctional Officer positions filled
of Mental Health, and
• Number of Admin Legal Clerk positions filled
Alcohol and Substance
• Net jail beds gained through South Placer Correctional
Abuse Programs
Facility opening (88 beds)
Phillip Williams Progress: Increase in in-custody programming, facilitated by a
Office of Education Correctional Officer assigned specifically to a program
position.
Walt Stockman
Community-based
Goal: Meet offender needs through evidence-based practices
organization
Objective: • Obtain offender referrals from Probation
Jenny Davidson • Conduct risk/needs assessments prior to treatment
Victims’ interests • Provide appropriate treatment to offenders
____________________
Measure: • Number of referrals from Probation: 685
• Number of assessments conducted: 671
The CCP meets quarterly
• Number of offenders in treatment: 231
The CCP reports it will use the same goals, objectives, and
outcome measures identified above in FY 2017-18.
Page 181
FY 2016-17 and 2017-18 Budget Allocations
CEO Criminal Justice (Public Defender $374,300
and Growth) $113,570
PLEA Collaborative (Special
$400,000
Investigations Unit)
$400,000
$231,610
District Attorney
$310,474
$1,331,997
Health and Human Services
$1,273,000
$3,887,512
Sheriff
$3,954,005
$1,793,413
Probation
$2,075,822
FY 2017-18 - $8,018,831 FY 2016-17 - $8,126,871
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
$71,980
Outclient Mental Health
$71,459
$357,500
Practitioners
$325,000
$185,677
In-custody Mandatory Programs
$185,677
$181,150
Drug Court
$162,864
FY 2017-18 - $796,307 FY 2016-17 - $745,000
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$23,000
Sierra Native Alliance (Outclient)
$13,000
Turning Point (Intensive Outclient Mental $77,690
Health) $50,000
$30,000
Recovery Now (Transitional Housing)
$30,000
Pacific Education Services (Outclient and In- $15,000
Custody) $15,000
Progress House (Residential, Transitional, $170,000
Outclient) $200,000
$220,000
Community Recovery Resources
$220,000
FY 2017-18 - $535,690 FY 2016-17 - $528,000
Page 182
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The CCP does not have a process for determining services implemented using AB109 funds.
Realignment funds are disbursed annually as determined in the original plan to the departments and
programs specified in the plan.
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.
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?
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.
Page 183
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 Placer Re-Entry
Program), treatment, and intensive Case Management to increase engagement in treatment.
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.
Page 184
Community Corrections Plumas County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Erin Metcalf FY 2016-17
Chief Probation Officer
Goal: Establish a pre-trial services program
Deborah Norrie
Objective: • Release low-level offenders pending court
Presiding judge or
designee Measure: • The activity can be tracked in the case management
system for the percentage of offenders released during
Jeff Engel the fiscal year
County supervisor or
Progress: Between June 2017 and October 1, 2017, the Pre-Trial
chief administrative
Release Program received 226 referrals of which 99 of the
officer or designee
226 (43.8%) were eligible for pre-trial release and received
interviews and assessments. Out of 99 offenders, 21
David Hollister
(21%) were released from custody through pre-trial re-
District Attorney
lease supervision without a gap in supervision, services
and accountability within 24 hours of arrest thereby
Douglas Prouty
increasing jail beds.
Public Defender
Greg Hagwood Goal: Develop therapeutic support for clients focusing on health,
Sheriff housing, education and sustaining employment
Objective: • Connect clients with housing, employment and health
Vacant
services
Chief of Police
Measure: • Time studies and expenditure reports that track
Elliott Smart
programs and services rendered to the clients
Department of Social
Progress: Significant progress has been made across each
Services
component including the following:
Vacant Alliance for Workforce Development – Provided Job
Department of Readiness Workshops to 63 individuals; 15 individuals
Employment entered employment with an average wage of $15/hour;
three individuals began the process of GED Attainment;
Louise Steenkamp one individual attained a certificate; and 15 individuals
Department of Mental were placed in temporary employment.
Health and Alcohol and Plumas County Behavioral Health – Provided jail-based
Substance Abuse and community-based mental health services through
Programs Wellness Center sites.
Plumas Crisis Intervention & Resource Center – Provided
Terry Oestreich Pathways Home Program services for emergency shelter
Office of Education & deposit/rent/utility assistance to 24 individuals and 71
family members to secure permanent housing upon
Johanna A. Downey
transition from the criminal justice system. Ohana House
Community-based
Emergency & Transitional Shelter for Youth served 12
organization
individuals with access to housing, life skills, intensive
case management, workforce development, access to
Kori Langrehr
higher education and experiential learning opportunities.
Victims’ interests
All housing programs are modeled around HUD’s Rapid
____________________
Re-Housing and Housing First models. The 24/7 Dad
Program, an evidence-based program conducted through
The CCP meets monthly
the National Fatherhood Initiative, provided 180 jail and
community-based classes on parenting to 144
unduplicated clients.
Page 185
Goals, Objectives, Outcome Measures, and Progress
FY 2017-2018
Goal: Implement a pre-trial services program
Objective: • Identify those defendants arrested and eligible for program within 12 hours of
arrest
• Interview and assess eligible defendants within 12-24 hours of arrest
including recommendations to the Judge for release when qualified
• Access to Treatment – Send referrals for mental health and substance use
assessments for those interviewed and identify as having a need for further
assessment or request a referral to be made
• Increase jail beds (i.e. connect offenders with services, when they qualify,
and transition them out of custody to allow a “free bed”)
Measure: • Number of interviews, early screening and identification for arrestees that are
currently or have previously served in the Military and are suffering from
substance use disorders and/or mental illness and may be in need of
additional ancillary services in order to abide by any Court orders
• Improve in-Court appearance rates
• Number of referrals for mental health and/or substance use assessments
that are engaged in services
• Percent less likely to bail/OR revoked
• Number of referrals vs. number of arrestees eligible and interviewed for
Pre-Trial Release Program:
Released prior to arraignment
Released at arraignment
Detained
Progress: Between June 2017 and October 1, 2017, the Pre-Trial Release Program
received 226 referrals of which 99 our of the 226 (43.8%) were eligible for
pre-trial release and received interviews and assessments. Out of 99 offenders,
21 (21%) were released from custody through pre-trial release supervision
without a gap in supervision, services and accountability within 24 hours of
arrest thereby increasing jail beds. It is anticipated that these number will
increase significantly in the 2017-18 FY.
Goal: Re-establish a Day Reporting Center (DRC)
Objective: • Provide efficient and adequate evidence-based services for offenders at the
DRC
• Link offenders who are receiving services within the DRC to other service
programs and agencies as needed
Measure: • The number of offenders referred to the DRC
• Number of clients enrolled, attending and completing evidence-based
programs
• The number of services the offender is receiving since participating in the
DRC
Progress: Discussions should take place regarding the appropriate agency to oversee or
operate the DRC and define the population of offenders appropriate for the DRC.
Page 186
Goal: Reduce Deputy Probation Officer (DPO) caseloads to a ratio of 50:1
Objective: • Continue DPO recruitment until positions are adequately filled
• Work closely with Human Resources to revise job specifications
• 100% of in-county high-risk and Post-Release Community Supervision
(PRCS) offenders will have a working case plan
Measure: • Number of DPO’s that have been hired
• Percent of in-county offenders with a case plan
• Total number of contacts for high-risk and PRCS offenders
Progress: The Probation department is currently working with Human Resources.
Offenders receive a Risk/Needs Assessment. The Probation department has
switched assessment providers and now assessments are more user-friendly
and integrate with the department’s case management system.
Goal: Provide effective supervision and programming to PRCS Offenders and high-risk
offenders
Objective: • Increase the number of offenders receiving, participating in and completing
evidence-based programming services
• Implement the Behavioral Matrix and utilize graduated sanctions and
incentives
• Offenders will be assessed to determine their top criminogenic needs and
appropriate referrals and/or program enrollments will be made
Measure: • Number of offenders enrolled, participating and completing programs
• Number of incentives versus the number of sanctions
• Tracking of programs matching criminogenic needs and delivery of programs
Progress: The Probation department is currently drafting a Behavior Matrix and graduated
sanctions and incentives. The Probation department is utilizing a new
assessment provider offering user-friendly tools that interface with the case
management system. The Probation department will engage staff in professional
development opportunities to facilitate and implement an expanded array of
evidence-based programs.
*Please note that goals and objectives to address the development of therapeutic support for clients
focusing on health, housing, education, and sustaining employment will continue as an integrated
component in all service-delivery models provided by county and community partners.
Page 187
FY 2016-17 and 2017-18 Budget Allocations
$442,002
Carry-over Funds
$649,180
$41,200
Pathways Home*
$40,000
$45,000
Ohana House*
$28,064
$20,824
24/7 Dad Program*
$22,509
Alliance For Workforce
$25,000
Development $25,000
Plumas Literacy $37,939
Program $16,362
$537,246
Sheriff's Department
$361,594
$65,097
District Attorney's Office
$134,750
$207,885
Probation Department
$151,245
FY 2017-18 - $1,422,193 FY 2016-17 - $1,428,704
*Plumas Crisis Intervention & Resource Center
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
Plumas Literacy $37,939
Program $16,362
$537,246
Sheriff's Department
$361,594
$65,097
District Attorney's Office $134,750
$207,885
Probation Department
$151,245
FY 2017-18 - $848,167 FY 2016-17 - $663,951
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
Plumas Crisis Intervention - 24/7 Dad $20,824
Program $22,509
Plumas Crisis Intervention - Pathways $41,200
Home $40,000
$45,000
Plumas Crisis Intervention - Ohana House
$28,064
$25,000
Alliance For Workforce Development
$25,000
FY 2017-18 - $132,024 FY 2016-17 - $115,573
Page 188
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
A Request for Proposals is issued annually to county and community-based partners. Applications
are reviewed and discussed at CCP Executive Committee Meetings. Recommendations are made
at CCP public meetings and voted upon. This process guides the development of the annual budget.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. The CCP Executive Committee reviews quarterly program and financial reports from county
and community partners to assure compliance with the application submitted for funding. This
committee also assesses the overall annual progress and success of programs. Additional data
collection and program documents can be requested for review.
Does the county consider evaluation results when funding programs and/or services?
Yes. The CCP Executive Committee will be expanding its evaluation process during the 2017-18
fiscal year to give members and the general public a greater transparency of fund utilization and
services provided to this population.
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?
An array of mental health, substance use disorder and behavioral health services are provided by
the Behavioral Health Department including jail-based services, community-based services through
four Family Resource & Wellness Center sites spread throughout the county and direct services at
their main office. Additional mental health services are provided locally by private vendors and
through in-patient services out-of-county. The Public Health Department offers Naloxone and the
Medication Assisted Treatment (MAT) Program as well as counseling and behavioral therapies to
treat substance use disorders and prevent opioid overdose. Partners also provide Tele-Med
services, intensive case management and services for the severally mentally ill (SMI). Additional
evidence-based programs utilized by Alternative Sentencing staff and behavioral health partners
include the Mental Health Screening Form III (MHSF3), Modified Mini-Screen, Alcohol and Other
Drug (AOD) Screening, Socrates Readiness to Change, Moral Reconation Therapy (MRT) and
Mindfulness-Based Cognitive Therapy (MBCT), Acceptance & Commitment Therapy and
Mindfulness-Based Stress Reduction.
Page 189
What challenges does your county face in meeting these programming and service needs?
Local challenges include the lack of local inpatient services for the mentally ill, limited housing stock
to address the permanent housing needs of transitioning offenders and the lack of an emergency
shelter model 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?
Expanding collaborations with community-based partners enhances the work and services provided
by county partners and opens doors to additional choices and services for clients. This model helps
to build the number of evidence-based programs and services identified and helps to implement
blended funding.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Local best practices include the multiple housing models offered including Transitional Sober Living
homes, transitional housing and an emergency and transitional shelter for youth. The 24/7 Dad
Program has been highly successful in providing education to effectively engage fathers in the lives
of their children. Statistics for some of these programs are provided herein.
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Community Corrections Riverside County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Mark A. Hake FY 2016-17
Chief Probation Officer
Goal: The Probation Department plans to expand the Transition
Honorable Becky
and Reentry Unit (TRU) program to the Post-Release
Dugan
Community Supervision (PRCS) population in all jails
Presiding judge or
within Riverside County.
designee
Objective: • Reduce technical violations for offenders failing to
John Tavaglione report to the Probation Department upon release from
County supervisor or jail after serving a violation of PRCS.
chief administrative
officer or designee Measure: • Increase the PRCS violation avoidance rate by 10% by
the end of FY 16/17.
Michael Hestrin
Progress: For PRCS TRU participants, as of July 2017, the 90-day
District Attorney and
violation avoidance rate was 21%. As of November 2017,
Victims’ interests
the 90-day violation avoidance rate was 40%. This is
considered a significant success for this population as
Steven L. Harmon
many of them were in custody on their fourth and fifth
Public Defender
violation for failing to report and/or had never reported to
Stan L. Sniff probation after being granted community supervision.
Sheriff
Goal: Expand evidence-base practices at the county jails.
Sean Thuilliez
Chief of Police Objective: • To add additional evidence-based practices that
provide cognitive-behavioral treatment programs
Susan von Zabern designed specifically for inmates in the criminal justice
Department of Social system.
Services
Measure: • The number of evidence-based programing available to
inmates.
Robert Field
Department of Progress: In FY 16/17, a trauma module was added to the Guidance
Employment and Opportunities to Achieve Lifelong Success (GOALS)
and Residential Substance Abuse Treatment (RSAT)
Steve Steinberg
programs. The trauma module emphasizes restructuring
Department of Mental
theory and cognitive skills theory to help inmates take
Health and Alcohol and
control of their lives by taking control of their thinking.
Substance Abuse
Programs
Goal: Improve the health of AB 109 inmates in county jail.
Judy D. White, Ed.D
Office of Education Objective: • Riverside University Health System-Behavioral Health
(RUHS-BH) will ensure medication compliance upon
Vonya Quarles booking.
Community-based
Measure: • All offenders currently receiving psychotropic
organization
medication will be offered mediation within 48 hours of
____________________
booking.
The CCP meets Progress: All AB 109 inmates currently receiving psychotropic
annually medication are offered such medication within 48 hours of
booking. Medication compliance data is tracked and
reported via electronic medical record.
Page 191
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Behavioral Health will identify quantifiable and qualitative influences assisting or
impeding delivery of services.
Objective: • To implement a monthly dashboard that demonstrates indicators influencing
service delivery.
Measure: • A list of key indicators will be identified that can be used to enhance or
modify services based on their impact and influence.
Progress: In progress
Goal: The Probation Department will evaluate the effectiveness of incentives/sanctions
on offender success and violation rates.
Objective: • To develop an Incentives & Sanctions Matrices dashboard to record the
monthly number of incentives and sanctions used as compared to the
number of violations submitted.
Measure: • The successful development of a data dashboard.
• The number of violations by offenders who received incentives and/or
sanctions.
Progress: In progress
Goal: To better prepare in-custody offenders for a successful re-entry and improve a
continuum of care by field probation officers that will aid in the offender’s
rehabilitation and gain their compliance in the community.
Objective: • To decrease probation violations of TRU PRCS participants within 90 days of
release from custody.
Measure: • The number of violations by TRU participants within 30 days upon release
from custody.
• The number of violations by TRU participants 60 days upon release from
custody.
• The number of violations by TRU participants 90 days upon release from
custody.
Progress: In progress
FY 2016-17 and 2017-18 Budget Allocations
$1,536,250
Police Departments
$1,719,404
$923,163
Public Defender
$771,094
Riverside University Health $30,912,820
System $28,977,916
$31,576,481
Sheriff Department
$29,884,143
$21,095,752
Probation Department
$18,985,838
FY 2017-18 - $86,044,466 FY 2016-17 - $80,338,395
Page 192
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
$1,317,779
Police Departments
$1,719,404
$865,802
Deputy Public Defender AB 109 Services
$771,094
$28,422,383
Riverside University Health System
$28,977,915
$29,032,577
Sheriff Department
$29,884,143
$19,396,210
Probation Department
$18,985,839
FY 2017-18 - $79,034,751 FY 2016-17 - $80,338,395
FY 2016-17: Probation (Supervision Services $15,480,671, Day Reporting Services including
Staff, Operating Costs, and Contracted Services $2,623,525, Transition and Re-Entry Unit (TRU)
$795,760, Special Program Services (bus passes, tattoo removal, electronic monitoring, sex
offender treatment) $85,883; Sheriff Department (In-Service Custody $20,708,901, Facility
Operational Costs $4,405,171, Transportation Costs $341,783, Programs & Jail Alternative
Programs $1,376,565, Contract Beds $3,051,723); Riverside University Health Systems (RUHS)
(Behavioral Health $14,587,291, Correctional Health $9,641,683, Medical Center $4,748,941);
Police Departments (City of Riverside $215,000, City of Corona $178,250, City of Hemet
$215,000, City of Beaumont $178,250, City of San Jacinto/Sheriff $178,250, City of Palm Springs,
City of Coachella, Desert Hot Springs, Contingency $539,654).
FY 2017-18: Probation (Supervision Services $15,940,842, Day Reporting Services including
Staff, Operating Costs, and Contracted Services $2,242,197, Transition and Re-Entry Unit (TRU)
$1,089,228, Special Program Services (bus passes, tattoo removal, electronic monitoring, sex
offender treatment) $123,943; Sheriff Department (In-Service Custody $18,555,990, Facility
Operational Costs $4,350,447, Transportation Costs $266,354, Programs & Jail Alternative
Programs $1,331,770, Contract Beds $3,906,524, Security Improvement Projects $621,492);
Riverside University Health Systems (RUHS) (Behavioral Health $15,645,719, Correctional
Health $8,560,333, Medical Center $4,216,331); Police Departments (City of Riverside $184,425,
City of Corona $152,901, City of Hemet $184,425, City of Beaumont $152,901, City of San Jacinto/
Sheriff $152,901, City of Palm Springs, City of Coachella, Desert Hot Springs, Contingency
$490,226).
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
• The county reported no allocations to non-public agencies for programs and services.
Page 193
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
When an idea is proposed, the agencies involved will collaborate on a plan for implementation if
agreed upon. Thereafter, depending upon the size of the project it may be shared and vetted at the
Community Corrections Partnership Executive Committee (CCPEC). If appropriate, a budget
request would be made to the CCPEC; otherwise, the agencies involved would agree to the
proposal, absorbing any associated costs. The CCPEC would be updated on the progress or status
of the new program as applicable.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. The Probation Department’s evaluation of programs and services is primarily done through a
system of regular statistical reports or audits consisting of relevant data elements focusing on
program participation and defined program goals. Additionally, several programs and services utilize
pre- and post-tests to evaluate participant satisfaction and progress.
Does the county consider evaluation results when funding programs and/or services?
Yes. The Probation Department incorporates a variety of programs and services in its overall
supervision strategy involving the realignment population. All programs and services including bus
passes, clothing, food, hygiene, housing, incentive funds, cognitive behavioral treatment and Day
Reporting Centers 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 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, 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?
RUHS-BH has provided the following Realignment services during FY 16/17 to AB 109 offenders,
including those incarcerated in the county’s five detention facilities:
• Mental health and substance abuse screenings
• Adult full assessments
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• Development of an individualized client care plan
• Individual therapy
• Family therapy
• Group therapy
• Substance abuse treatment groups
• Mental health groups
• Educational groups
• Recreational therapy
• Psychotropic medication management
• Urinalysis testing (UA drug testing)
• Withdrawal management
• Comprehensive discharge planning including recovery services
• Coordination of prison releases with the Probation Department for PRCS offenders
• Emergency and transitional housing
• Transportation
• Case management
• Crisis management and triage
Screenings for mental health and substance abuse are conducted at Probation sites, Behavioral
Health (BH) outpatient clinics, and detention facilities to identify the AB 109 offenders’ needs and
determine the course of treatment and/or linkage to services. In detention settings, AB 109
identified inmates with open BH cases are linked to outpatient BH clinics at the DRC or New Life
AB 109 outpatient behavioral health clinics, as appropriate. BH staff work with the TRU Deputy
Probation Officers to ensure linkage to outpatient BH services and to provide a “warm hand-off” to
field probation officers.
Adult full assessments are completed on all AB 109 offenders entering treatment with RUHS-BH.
This assessment includes a thorough assessment of mental health and substance abuse treatment
needs and identifies problem areas, treatment goals, and interventions to improve identified
impairments. Re-assessments are completed annually.
Client care plans (CCP) establish treatment focus by identifying treatment goals and interventions to
be utilized. Goals are required to be specific, measurable, observable and realistic. Goals include
both mental health and substance abuse goals as applicable.
Individual therapy, family therapy, group therapy, and BH groups (mental health and substance
abuse) are offered at the New Life clinics and DRCs. In addition, educational groups are offered to
AB 109 students at the DRCs which include:
• Courage to Change (co-facilitated by DRC Probation and BH)
• Substance Abuse Education
• Release and Re-integration
• Anger Management
• Wellness Recovery Action Plan (WRAP)
• Wellness and Empowerment in Life and Living (WELL)
• Facing Up (empowerment to ‘face’ life circumstances previously avoided)
• Triple P Parenting Classes
Comprehensive discharge planning is essential to continuity of care and the client’s treatment
success and maintenance. Discharge planning includes, when applicable, recovery services which
are used when the client is no longer requiring primary treatment and he/she is ready for discharge.
Recovery services occur in a variety of settings such as outpatient aftercare, relapse/recovery
groups, 12-step and self-help groups as well as sober living housing.
When appropriate, clients are linked to RUHS-BH’s psychiatrist for assessment and medication
management. AB 109 staff work very closely with the psychiatrist to collaborate management of
psychotropic medications and keep psychiatrists informed of outcomes including improvements or
side effects.
Page 195
What challenges does your county face in meeting these programming and service needs?
Although the county is largely serving the needs of the AB 109 population, budgetary constraints
remain a challenge for all county agencies. One of the primary challenges has been the
development of data sharing, including referral, enrollment and program completion. Data sharing
will allow for improved accuracy of tracking, assessment of program effectiveness, and outcome
measurement.
Another challenge is the collection and analysis of data for 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 continuing project 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.
While there were challenges during the initial roll out of realignment, relationships have since 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 and/or course corrections include the following:
Housing: In conjunction with RUHS-BH program, Probation offers emergency and transitional
housing for under-housed offenders. As of June 30, 2017, there were 103 offenders in the program.
During FY 16/17, 531 offenders received some type of housing service. Also, the number of
housing providers increased from 11 to 19, with a maximum capacity of 185 beds.
Sheriff’s Inmate Training and Education Bureau (SITE-B): The Sheriff’s Department has established
partnerships with the Economic Development Agency (EDA), Department of Public Social Services,
Behavioral Health, Riverside County Office of Education, and the Probation Department to provide
evidenced-based programs and services which targets the needs of inmates transitioning into the
community. The goal is to strengthen the re-entry services currently offered and increase the
effectiveness of aftercare.
Supervised Electronic Confinement Program (SECP): This program is available to sentenced
inmates. This program provides sentenced inmates with the opportunity to complete their jail
sentence at home, in lieu of being housed at county jails. These inmates are monitored 24/7 via
GPS enabled ankle bracelet monitors. Inmates participating in the SECP are selected by a trained
team of correctional deputies who review the inmate for program suitability through an in-person
interview, criminal history analysis and in-custody behavior review. A review of the program rules
with prospective co-habitants, and residence inspection is then completed. Since the program’s
inception in 2012, 13,937 inmates were released from custody to participate in this program.
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The Sheriff’s Department increased staffing assignments in these dayrooms to form a working
relationship with Behavioral Health for the benefit of the inmates. Behavioral Health 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 Behavioral
Health to transition these inmates from the county jails to the community to continue receiving
mental health care.
Screenings: RUHS-BH has refined and implemented mental health screenings at all New Life
clinics, designated probation offices, DRCs, and detention facilities to identify mental health and
substance abuse needs. Detention behavioral health staff members conduct comprehensive MH
Screenings for all AB 109 inmates as they are booked into a detention facility as of Sept. 7, 2016. In
order to effectively assess for substance abuse treatment needs, behavioral health specialists have
been assigned to complete American Society of Addiction Medicine (ASAM) screenings, which
determine the level of substance abuse treatment necessary for a given inmate (i.e., outpatient,
intensive outpatient, residential, etc.).
Discharge Planning: RUHS-BH now provides discharge planning for all AB 109 inmates. Discharge
planning ensures inmates are referred to appropriate care upon release into the community. Data
from the electronic medical record and outpatient system provides outcome data.
Increase Behavioral Health Services at Probation Sites: RUHS-BH met the goals of expanding
services to offenders at probation offices. RUHS-BH has Behavioral Health Specialist IIIs (BHS III)
assigned to the Riverside, Banning, San Jacinto and Indio Probation offices.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Day Reporting Centers: The DRCs are multiagency collaborations designed to provide “one stop
shops” for offenders’ needs. Currently, there are three sites: Riverside, Temecula, and Indio. Five
primary agencies provide services at the DRCs: The Probation Department, RUHS-BH, Department
of Public Social Services (DPSS), Riverside County Office of Education (RCOE), and Workforce
Development. There are 36 different classes and services at each DRC, resulting in 174 different
sessions offered per week.
In FY 16/17, the DRCs serviced 1,263 offenders. There were 675 overall positive program
completions. Of those, 276 participants were discharged as they achieved full time employment and
12 participants discharged as they were accepted into college or a vocational program. On June 30,
2017, there were 282 participants enrolled throughout the DRCs. During FY 16/17, 269 participants
were enrolled in education services, resulting in 27 graduating with their High School diploma or
GED. Also, 228 completed Workforce Development workshops. Additionally, 800 offenders
received services through DPSS, which included enrollment in the CalFresh and Medi-Cal
programs. Over 300 participants completed the vital documents program, which assisted them in
acquiring necessary employment-related documents, such as a California ID and Social Security
cards.
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Page 198
Community Corrections Sacramento County
Partnership Membership
As of October 1, 2017
The CCP did not provide goals for FY 2016-17 because comparative
and outcome measures will be identified through participation in
Lee Seale
the BSCC-PPIC Multi-County Study on Realignment
Chief Probation Officer
Honorable Kevin R. Goals, Objectives, Outcome Measures, and Progress
Cuhane
Presiding judge or FY 2017-18
designee
Goal: Maintain Community Safety by incorporating reentry
Britt Ferguson
principles into the jail custody environment, evidence-
County supervisor or
based practices into supervision and case management,
chief administrative
and offender accountability with graduated sanctions.
officer or designee
Objective: • Develop and improve offender life skills necessary for
Anne Marie Schubert successful reintegration into the community through
District Attorney in-custody programs and practices that are evidence-
based.
Steven Garrett
• Focus resources on programs that are proven to
Public Defender
reduce recidivism, develop alternatives to criminal
behavior, and effective intervention services and
Scott Jones
supervision practices that incorporate offender
Sheriff
accountability through use of graduated sanctions.
Daniel Hahn
Chief of Police
Goal: Efficient Use of Jail Capacity
Paul Lake Objective: • Minimize the impact of increases in the jail population
Department of Social by employing recognized techniques to increase
Services efficient use of current pretrial and sentenced jail bed
capacity by reserving jail beds for the most serious and
William Walker violent offenders while diverting those who can be
Department of safely placed in community alternative programs.
Employment
Goal: Apply evidence-based risk/needs assessments and
Dr. Sherri Heller
evidence-based sentencing for targeted interventions and
Department of Mental
sentences that are proven to lower recidivism. Monitor
Health and Alcohol and
performance and use research to sustain effective policies
Substance Abuse
and practices.
Programs
Objective: • Provide presentence recommendations that are guided
Dave Gordon
by risk (low risk – minimal sanction, increasing
Office of Education
sanctions for higher risk levels) and encourage use of
evidence-based practices that address criminogenic
Vacant
needs to reduce the likelihood of future offense.
Community-based
• Regularly measure and assess data and programs,
organization
report findings and adjust programs and services in a
manner that is guided by research and proven to be
Kerri Martin
cost-effective practices that reduce recidivism,
Victims’ interests
victimization and program failure rates.
____________________
The CCP meets
bi-monthly
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FY 2016-17 and 2017-18 Budget Allocations
District Attorney CCP $616,560
Program $616,922
$16,964,679
Probation CCP Program
$16,974,632
$4,827,532
Correctional Health Services
$4,830,365
$25,172,135
Sherriff's CCP Program
$25,186,902
FY 2017-18 - $47,580,906 FY 2016-17 - $47,608,821
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
$535,917
DA-AB 109 Prosecution
$571,430
$80,643
DA-PRCS Lab Testing
$45,492
$1,528,032
Probation-Field Supervision: Sex Offender Unit
$1,264,425
Probation-Field Supervision: Domestic Violence
Unit $1,239,424
$7,087,425
Probation-Intensive Field Units (Including Kiosk)
$6,744,370
Probation-Adult Day Reporting Center Intake & $8,349,222
Operations $7,726,413
Correctional Health Services-Jail Mental Health
$4,827,532
Program
$4,830,365
$907,495
Sheriff-Jail Release/Pre-trial Program
$755,607
$22,507,579
Sheriff-Inmate Housing and Services
$21,408,867
$1,757,061
Sherriff-Home Detention/Electronic Monitoring
$3,022,428
FY 2017-18 - $47,580,906 FY 2016-17 - $47,608,821
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
• The county reported no allocations to non-public agencies for programs and services.
Page 200
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The CCP has established a long-term Realignment Implementation Plan that includes development
guidelines for key operational elements. Agencies with an annual AB 109 funding allocation adhere
to these guidelines when making decisions regarding potential programs and/or services that will be
supported by their Realignment funds.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. Consultant's recently conducted an Adult Correctional System Review, which included data
collection and evaluation of local programs and services supported by AB 109 funding. Based on
findings, consultant’s provided short and long-term strategies to meet the County’s adult correctional
needs. Other data collection and/or evaluation costs are not specified as part of the annual AB 109
funding allocations, but are assumed as part of overall operating costs for AB 109 funded agencies.
Additionally, through participation in the Board of State and Community Corrections-Public Policy
Institute of California (BSCC-PPIC) Multi-County Study on Realignment, data is being provided to
identify program, service, and sanction interventions that have reduced recidivism for realigned
offenders in our county.
Does the county consider evaluation results when funding programs and/or services?
Yes. The county has an Adult Correctional System Review Committee that provides the Board of
Supervisors (Board) periodic updates on findings and progress regarding development of programs
and services recommended by consultants for cost-effective improvements to the local adult
correctional system that reduce offender recidivism and meet adult correctional needs. Evaluation
results available, including for programs and services supported by AB 109 funding, are provided in
reports to the Board.
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?
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 days 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 18 bed acute mental health unit and 20 bed intensive outpatient unit.
Psychiatric and clinician staff assess and treat inmates in the acute mental health unit, intensive
outpatient unit, and general population. Psychiatric services include: crisis intervention, suicide
Page 201
prevention, medication evaluation and treatment, acute inpatient treatment, discharge planning, and
supportive contacts. Additionally, there are inmate service programs at the Main Jail that include
Alcoholics Anonymous (AA)/Narcotics Anonymous (NA)/Substance Abuse, Parenting, Man Alive,
Woman Alive, Life Skills/Mexican American Addiction Program (MAAP), Celebrate Recovery, and
multiple religion/bible studies provided by chaplains and volunteers.
In October 2015, the county began a Jail-Based Restoration To Competency Program (JBRTCP)
that follows the competency restoration process used when an individual charged with a crime is
found by a court to be incompetent to stand trial, typically due to mental illness or an intellectual
disability. The program receives funding from the Department of State Hospitals for 44 beds with
services to restore felony inmates (12 female; 32 male) and funding from the Sacramento County
Department of Health and Human Services for 8 beds with services to restore misdemeanor
inmates.
Sacramento County operates thirteen collaborative specialty court programs that utilize
multi-disciplinary teams to provide valuable services and programming for offenders who can
benefit from community-based supervision and treatment.
The Sheriff’s Department, Health and Human Services, Probation, and local service providers are
working collaboratively to provide a seamless continuum of services and supervision from Jail to
Probation for realigned offenders who are released from the Rio Cosumnes Correctional Center
(RCCC) to complete a term of community 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 into the
community, where Probation ensures services are continued or started. Offenders at RCCC who
are enrolled in specialized reentry programs are linked with a Reentry Specialist selected based on
training and expertise in the various community programs available to the participants after release.
Prior to leaving the jail, the Reentry Specialist meets with participants identify and plan for services
they will need in the community, as well as assist with enrollment for continuing programs and
services started in jail and available for completion in the community. The Reentry Specialist utilizes
bi-weekly multidisciplinary team meetings to collaborate on finding community services or programs
that are needed. 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. Each ADRC program has capacity to
serve over 200 offenders at any given time. One ADRC program includes specialized culturally
sensitive services for a transitional age 18-21 population. All ADRC programs 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.
What challenges does your county face in meeting these programming and service needs?
Sacramento county faces challenges related to resources and capacity needed to ensure people are
assessed and linked to services that effectively address ongoing 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.
Page 202
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.
Collaborative court programs provide valuable services for offenders who require treatment or
specialized support. With collaborative courts dedicated to veterans, mental health, sexual
exploitation, substance abuse, reentry, repeat Driving Under the Influence (DUI) offenders,
co-occurring conditions, and other specializations, there are a comprehensive range of diversion and
treatment services. Many of the specialized courts are relatively new, but the Drug Court and Mental
Health Court programs have a history of producing positive results. The attached collaborative
courts guide provides information on each program, including who it’s for, what it includes, program
length, capacity, and agencies involved.
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
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.
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Page 204
Community Corrections San Benito County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
R. Ted Baraan FY 2016-17
Chief Probation Officer
Goal: Coordinate services to the reentry population.
Honorable Steven
Sanders Objective: • Secure a location for a Community Transition Center
Presiding judge or (CTC) where services can be provided and coordinated
designee • Provide staff for the CTC
• Secure services for the CTC
Jerry Muenzer
Measure: 1. Obtain a location to house the CTC through lease or
County supervisor or
purchase
chief administrative
2. Select and appoint staff for CTC
officer or designee
3. Secure contracts, Memorandums of Understanding
Candice Hooper (MOUs), or other agreements to provide services
District Attorney through the CTC
Progress: 1. Completed.
Greg LaForge
2. In Progress. Reentry Program Manager classification
Public Defender
developed, approved, selected, and appointed. Office
Darren Thompson Assistant position pending selection.
Sheriff 3. Completed.
David Westrick
Goal: Enhance Supervision of highest risk reentry population
Chief of Police
Objective: Provide staff to assist local law enforcement effort
James Rydingsword
Department of Social Measure: Select and assign staff to partner with local law
Services enforcement
Progress: Completed.
Vacant
Department of
Employment Goal: Increase capacity to provide services to reentry population
Objective: • Provide enhanced educational and employment
Alan Yamamoto
courses through local community college
Department of Mental
• Support for substance abuse treatment
Health
• Provide direct aid to clients for emergency housing and
immediate concrete services
Steven Reid
Alcohol and Substance Measure: 1. MOU with community college to provide courses and a
Abuse Programs part-time counselor
2. MOU with Behavioral Health Care Services to contract
Krystal Lomanto
with Residential Treatment Provider
Office of Education
3. Finalize process for accessing and accounting for
direct aid
Diane Ortiz
Community-based Progress: 1. Completed.
organization 2. Completed.
3. Completed.
Vacant
Victims’ interests
____________________ The CCP reports it will use the same goals, objectives, and
outcome measures identified above in FY 2017-18.
The CCP meets
bi-monthly
Page 205
FY 2016-17 and 2017-18 Budget Allocations
$1,000
Misc. Direct Aid
$10,000
Gavilan College - Programs
$2,500
Reserve Fund
$12,549
Programs: Noble, Passpoint, Restorative
Justice, Work Program $244,534
Vehicle - UNET
$37,861
Training Costs
$11,418
$69,500
District Attorney - Staffing, Software/ Equipment
$152,756
Sheriff's Department - JMS/RMS
Software/Equipment $307,333
$50,000
Youth Alliance - Parent Project/Family
Counseling Program $74,310
Community Transition Center - Staffing, Rent, $212,000
Utilities, Services
$188,598
$200,000
Sheriff's Department - Correctional Officers
$221,698
Hollister Police Department - Nixel 360, Ikena $155,000
Forensics
$20,687
$250,000
Jail Expansion
$100,000
$100,000
Residential Treatment Programs
$136,000
$80,000
Behavioral Health Services
$80,000
$20,000
Probation Electronic Monitoring Program
$14,866
$450,000
Probation Department - Staffing
$370,728
FY 2017-18 - $1,600,000 FY 2016-17 - $1,973,338
Page 206
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
$80,000
Behavioral Health Services
$80,000
Restorative Justice Demonstration Project
$171,000
Passpoint Substance Abuse Screening Services
$40,000
Noble Assessments
$33,425
$212,000
Community Transition Center
$188,598
$20,000
Electronic Monitoring Program
$14,866
FY 2017-18 - $312,000 FY 2016-17 - $527,889
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
Work Program
$109
Youth Alliance - Parent Project/Family $50,000
Counseling Program $74,310
$136,000
Residential Treatment Programs
$136,000
FY 2017-18 - $186,000 FY 2016-17 - $210,419
Page 207
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The county declined to respond to this question.
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?
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
• Sober Living Environment
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.
Page 208
Community Corrections San Bernardino County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Michelle Brown FY 2016-17
Chief Probation Officer
Goal: Decrease the potential for recidivism in the homeless
Nancy Eberhardt
offender population coming out of the jail facilities by
Presiding judge or
linking them to housing opportunities upon reporting to the
designee
Day Reporting Centers (DRCs).
Gary McBride Objective: • Reduce homelessness with the use of Probation
County supervisor or Housing Coordinators in three DRCs.
chief administrative • Assist with housing of homeless offenders in
officer or designee transitional or permanent living facilities upon release
from custody.
Michael Ramos
District Attorney Measure: • Reduction in homelessness and recidivism among this
population.
Phyllis Morris • Increase reporting opportunities for homeless offenders
Public Defender through immediate transportation from jail to a DRC or
housing.
John McMahon
Progress: Probation houses an average of 80 to 100 offenders
Sheriff
monthly with contracted providers. Housing Coordinators
Karen Comstock are assigned to one of three DRCs along with
Chief of Police implementation of guidelines to coordinate effective
re-entry placement of offenders in housing by the end of
CaSonya Thomas the 2016/2017 reporting period. This process has
Department of Social continued in 2017/2018 with an increase in housing
Services options based on geography and specialized programming
such as PC 290 housing.
Kelly Reenders
Department of
Employment
Veronica Kelley
Department of Mental
Health
Trudy Raymundo
Alcohol and Substance
Abuse Programs
Theodore Alejandre
Office of Education
Vacant
Community-based
organization
Flerida Alarcon
Victims’ interests
____________________
The CCP meets
semi-annually
Page 209
Goal: Reduce recidivism and hospitalization of medically fragile offenders on
probation.
Objective: • Provide resources and services by specially trained probation officers to
medically fragile offenders released from jails or prisons. These services are
delivered with the assistance of the Department of Public Health, local
hospitals, and community-based service treatment providers.
• Provide clients with transportation from prisons, jails, or the DRCs to public
health services or local hospitals for medical treatment.
Measure: • Reduction in recidivism, hospitalizations, and homelessness.
• Increased educational and employment engagement of offenders with
severe medical problems.
• All 10 medically fragile clients have been placed and treated immediately
upon release from custody.
Progress: Implement guidelines to coordinate the care of adult probation clients who are
medically fragile and require medical services. The purpose is to ensure the
continuum of care in all regions of the County of San Bernardino. Currently,
there are four Post-Release Community Supervision (PRCS) offenders on the
medically fragile caseload. In the 2016/2017 fiscal year, 12 clients that fell
under the definition of medically fragile were provided these services.
Goal: Decrease likelihood of recidivism through educational opportunities for
offenders.
Objective: • Increase accessibility to educational programs for offenders reporting to one
of three DRCs located throughout the county.
• Reduction in recidivism by this population.
• Increased self esteem, confidence and productivity of probationers.
Measure: • Increased opportunity for employment options upon graduation.
Progress: Probation has partnered with Five Keys, a charter school that provides students
the opportunity to advance their educational level either by earning a High
School Diploma or a GED. Curriculum includes Career Skills and Life Skills,
additional courses related to careers in Construction, Hospitality, Sewing,
Computer Services, and Multimedia. The program links 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. Five Keys
has been implemented in all three DRCs with the first three offenders graduating
by the end of 2017. Anticipated higher attendance rates at all three facilities for
2017/2018 will increase the success rate for graduates participating in the
program.
Page 210
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Decrease likelihood of recidivism through a variety of vocational opportunities for
offenders.
Objective: • Increase accessibility to vocational programs for offenders reporting to one of
three DRCs located throughout the county.
• Reduction in recidivism by this population.
Measure: • Increased self esteem, confidence, and productivity of probationers.
• Increased opportunity for employment options upon graduation.
Progress: Probation will introduce a Request for Proposal (RFP) seeking partners
interested in providing vocational programs either at the DRCs or at a location
off site. The program will link students with other county agencies including
Workforce Development and Transitional Assistance that will assist them in
acquiring entry-level skills and technological knowledge necessary to achieve
success in their vocational field and be productive in their community. It is
anticipated that this RFP will be issued in 2017/2018.
FY 2016-17 and 2017-18 Budget Allocations
$166,113
Law and Justice
$34,791,414
Probation
$32,498,182
$44,970,440
Sheriff
$42,006,270
$3,562,198
Disctrict Attorney
$3,327,400
$2,731,634
Public Defender
$2,551,581
Deptartment of Behavioral $5,813,950
Health $5,430,730
Workforce Development $249,170
Department $232,746
Human Resources
$155,164
FY 2017-18 - $92,284,919 FY 2016-17 - $86,202,073
Page 211
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
$166,113
Law and Justice
Dept. of Behavioral Health - Mental Health $3,725,226
Treatment $3,993,564
Probation Field/Operations Services and $30,051,414
Related Treatment $28,481,182
$44,970,440
Sheriff Jail Services and Related Treatment
Programming
$42,006,270
District Attorney - Victim and Trial Related $3,562,198
Services $3,327,400
$2,731,634
Public Defender - Trial Related Services
$2,551,581
Workforce Development - Direct Employment $249,170
Services $232,746
Human Resources - Internal Staff
Management $155,164
FY 2017-18 - $85,456,195 FY 2016-17 - $80,747,907
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$1,096,687
Mental Health Providers
$3,190,000
Transitional Housing
$3,185,000
External Data Evaluation
$120,000
$600,000
GPS Monitoring
$472,000
National Council on Crime
$130,000
$100,000
Professional Tutors
$110,000
Various Treatment $1,842,037
Components $1,437,166
FY 2017-18 - $6,828,724 FY 2016-17 - $5,454,166
Page 212
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The county declined to respond to this question.
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. 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?
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 DRCs 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.
Page 213
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?
San Bernardino County is one of the largest counties in the United States. Transportation is a
continuing challenge in that offenders are unable to consistently attend programming and report for
services thus reducing their chance for a successful completion of their program and, ultimately,
their term of probation.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Our Custody to Community (CTC) program was implemented in 2015/2016. The program’s goal is
for each in-custody offender to receive a smooth hand-off to the DCRs through a strong partnership
between the Sheriff’s Department and the Probation Department. Additionally, efforts are made to
ensure similar or the same programming is offered both in custody and at the DRCs. A collaboration
between county agencies, community and faith-based organizations, and private providers
completes the vision.
While incarcerated, the Sheriff and allied agencies and organizations will share the necessary
consumer related information relative to acquisition of services, their progress and post-release
follow up recommendations.
Prior to an individual’s release, all involved will agree to a unified re-entry plan ensuring a “smooth
hand-off” is achieved. This should include complete information of the plan, contact information, and
specific responsibilities.
Upon release, using a continuum of care modality, offenders will already have an idea of
expectations and requirements as well as connections to housing, services, and programming to
continue what they started in-custody.
Page 214
Community Corrections San Diego County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Adolfo Gonzales FY 2016-17
Chief Probation Officer
Goal: To efficiently use jail capacity
Honorable Jeffrey B.
Objective: • Enhance pre-trial processes to more effectively use
Barton
current jail capacity
Presiding judge or
• Improve and streamline felony settlement
designee
Measure: • Change in percentage of jail capacity that is utilized for
Ron Lane pre-trial detention, long term sentences and
County supervisor or revocations
chief administrative
Progress: On July 1, 2016, the San Diego County Sheriff Department
officer or designee
implemented the Sheriff's Pre-trial Unit. This unit, which
consists of both the Sheriff's Transfer Assessment and
Summer Stephan
Release (STAR) Unit and Reentry Services staff, provides
District Attorney
the court with a completed criminal background report on
Randy Mize in-custody individuals scheduled for arraignment. Upon
Public Defender review, correctional counselors assigned to the Sheriff's
Pretrial Unit make recommendations to the court for a
William D. Gore possible Supervised on Own Recognizance (SOR)
Sheriff release. In addition to a criminal background check,
recommendations are made based on a Correctional
Jeff Davis Offender Management Profiling for Alternative Sanctions
Chief of Police (COMPAS) assessment risk score and ancillary
information in consideration of public safety. The Sheriff's
Nick Macchione
Pretrial Unit launched at the San Diego Central Division
Department of Social
and expanded to include the North County Division in the
Services, Department of
first quarter of FY 2017-18. The South County Division
Mental Health, and
was launched in the second quarter of FY 2017-18. The
Alcohol and Substance
East County Division is now slated to be operational by the
Abuse Programs
end of the year. A deputy assigned to the County Parole
and Alternative Custody (CPAC) unit provides offender
Andy Hall
supervision. For FY 2016-17, 63 offenders from Central
Department of
Division and 85 offenders from North County Division were
Employment
granted SOR, for a total of 148. During the first quarter of
FY 2017-18, 30 offenders from Central Division and 39
Dr. Paul Gothold
offenders from the North County Division were granted
Office of Education
SOR, for a total of 69. With all the divisions in San Diego
Charlene Autolino being launched by the end of 2017, we expect the Sheriff's
Community-based Pretrial Unit to more than double the number of SOR
organization releases for FY 2017-18.
Vacant
Victims’ interests
____________________
The CCP meets
semi-annually starting in
2018
Page 215
Goal: To incorporate re-entry principles into in-custody programming
Objective: • Provide in-custody programming
Measure: • Number of offenders served, number of offenders linked to community
providers, a reduction in recidivism, increase connection and compliance
with prescribed treatment plans, and number of days between release and
return to custody
Progress: In 2016, the County of San Diego joined the national Stepping Up Initiative to
reduce the number of people with mental illnesses in jails. Two current
interventions align with the Stepping Up Initiative.
Discharge planners – Increasing successful linkages between inmates and
appropriate community providers: Contractors are working with severely
mentally ill inmates to create community release plans. Counselors, case
workers, and pastoral care providers (as requested) meet with the inmate at
least twice a month to plan for their upcoming release. An inmate's family is
contacted and assistance with reunification is provided when appropriate. Both
the family and inmate are given resources in the community. Although recidivism
data is not yet available, anecdotal information suggests that transitions are
more successful and participants are spending more time in the community than
they were previously.
Progress – Programming for Reentry, Support, and Stability: This mental health
pilot project has been designed and is scheduled to launch in the spring of 2018.
The project will focus on achieving three of the four Stepping Up goals:
1) reducing their length of stay, (the mentally ill typically serve twice as many
days as their non-mentally ill peers); 2) increasing appropriate linkages between
individuals and community service providers; and 3) reducing recidivism. The
target population is individuals with mild to moderate levels of mental illness who
are also homeless. Progress will be an alternative custody site where
sentenced inmates receive mental health & reentry programming while serving
their sentence. In addition, services will focus on establishing relationships with
community psychiatrists, clinic staff, and other program providers who will follow
the inmates upon their release.
Page 216
Goal: Incorporate evidence-based practices into supervision and case management of
Post-Release Community Supervision (PRCS) and Mandatory Supervision (MS)
offenders; encourage the use of evidence-based practices in sentencing for
felony offenders
Objective: • Encourage the use of evidence-based practices in sentencing for felony
offenders
Provide results of risk and need assessments to all sentencing parties
Train all parties on alternative sentencing and best practices for
recidivism reduction
• Provide evidence-based supervision and intervention services for PRCS
offenders
Employ risk-based supervision—more intense supervision for higher risk
offenders
Employ swift and sure sanctions for non-compliant behavior
Provide incentives for compliant behavior
Refer to and monitor use of community-based treatment services
Measure: • Use of risk and needs assessments in sentencing and supervision efforts
• Risk-based supervision and referrals to appropriate community-based
services
• Use of incentives and sanctions and use of Integrated Behavioral
Intervention Strategies (IBIS) in supervision and engagement efforts
Progress: San Diego County Probation Department remained consistent in incorporating
evidence-based practices into the supervision and case management of its
clients. Since January 2013, the Department has been transporting PRCS
clients directly from state prison to the Community Transition Center (CTC).
The CTC was created by Probation, in partnership with the San Diego County
District Attorney’s Office, to facilitate the successful re-entry of PRCS clients.
Upon arrival at CTC, clients are assessed for criminogenic risks and needs, as
well as behavioral health and physical health needs. Clients’ risk and needs are
assessed by probation officers using the COMPAS assessment. The PRCS
clients are then linked to appropriate services based on their assessed needs
identified by the COMPAS assessment.
The Blueprint for Success is an intensive supervision model designed for MS
clients to increase the chances of successful reintegration into the community. It
is an ongoing collaborative effort that outlines how reentry is facilitated for MS
clients using the COMPAS assessment. It begins with developing a preliminary
case plan that describes the services the clients 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 clients participate in the
Sheriff’s Reentry Program while in custody. The Reentry Program includes
correctional counselors and on-site probation officers that assist the clients in
completing their goals as identified in their individualized case plans. As part of
MS Court, each MS client 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 client on the case plan, monitoring
compliance and placing the client in appropriate programs based on his/her
identified risk and needs, including providing assistance in order to help them
obtain/maintain housing and employment.
Page 217
Progress In FY 2016-17, the Probation Department regionalized services and
organizational command. The regionalization aims to streamline operations,
Continued:
increase communication, and improve access to services provided to clients.
The process allowed the Department to review current status of supervision
practices, ensuring that clients are supervised based on their assessed risk
levels on the COMPAS.
San Diego County Probation applies an evidence-based approach by utilizing
the client’s case plan to target their highest needs and to provide intensive
supervision services, while maintaining a steady balance between client
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. Based on COMPAS assessments completed in CY 2016, 72% of PRCS
and 56% of MS clients were assessed as high-risk.
Research has consistently shown that engagement between a client 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. Probation officers continue to apply Integrated Behavioral
Intervention Strategies (IBIS) in their interactions with their clients. Equipped with
motivational interviewing and cognitive behavioral skills, probation officers utilize
these tools for greater engagement with the client, to encourage lasting behavior
change and promote more positive outcomes.
In Fiscal Year 2016-17, 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 clients accountable
and providing access to appropriate community based rehabilitative services
through engaging with clients and assisting them in making long term behavior
change. Using Probation’s Community Resource Directory (CRD), an average of
95% of MS and PRCS clients during FY 2016-17 were referred to at least one
treatment service through the CRD to meet an assessed criminogenic need.
During FY 2016-17, 65% (939 out of 1,455) of PRCS clients and 89% (539 out of
609) of MS clients successfully completed their term of supervision without a
new conviction for a felony or misdemeanor offense.
The CCP reports it will use the same goals, objectives, and outcome measures identified
above in FY 2017-18.
FY 2016-17 and 2017-18 Budget Allocations
Public $740,000
Defender $740,000
District $2,090,000
Attorney $2,090,000
$42,610,000
Sheriff
$39,770,000
$36,913,000
Probation
$35,750,000
FY 2017-18 - $82,353,000 FY 2016-17 - $78,350,000
The total noted here represents the budgeted amounts adopted by the Board of Supervisors. At the
time the budget was developed, only estimated allocation information was available. Additionally,
the amount of growth funds was not known and not included in the budget adopted. Therefore,
adopted budget amounts may not match final budgeted amounts or the total cash received at the
close of this fiscal year.
Page 218
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
Alternate Custody* $1,153,000
$1,280,000
Court Security
$1,300,000
$940,000
Mental Health Assessment and Transition
$870,000
$2,960,000
Pre-Trial Services
$2,520,000
Community Capacity $1,000,000
$1,000,000
$7,560,000
Custody Support
$8,070,000
$200,000
Victim Services
$200,000
$6,090,000
Alternative Custody
$6,830,000
$23,610,000
Sheriff's Re-entry & Rehabilitation Facility
$1,000,000 $21,930,000
Re-entry Court Services
$1,000,000
Supervision in the Community $16,820,000
$15,650,000
$350,000
Data Collection, Analysis and Evaluation
$350,000
Law Enforcement Analysis and Support $1,620,000
$1,710,000
$13,540,000
Services in the Community
$12,790,000
$2,600,000
Community Transition Center
$2,500,000
$1,630,000
Parole Revocation Activities
$1,630,000
FY 2017-18 - $82,353,000 FY 2016-17 - $78,350,000
*Reentry and Mental Health Service
These totals represent the amount budgeted by the Board of Supervisors
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
Alternate Custody - Reentry and Mental
$1,153,000
Health Service
$1,000,000
Community Capacity
$1,000,000
$6,090,000
Alternative Custody
$4,260,000
$350,000
Data Collection, Analysis and Evaluation
$351,652 $13,540,000
Substance Abuse, Mental Health, Sex
Offender Treatment, Housing Services in…
$12,790,000
$2,600,000
Community Transition Center
$2,500,000
$1,000,000
Re-entry Court Services
$1,000,000
FY 2017-18 - $25,733,000 FY 2016-17 - $21,901,652
These totals represent the amount budgeted by the Board of Supervisors
Page 219
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The San Diego County Executive Committee of the Community Corrections Partnership approved
the San Diego County Public Safety Realignment Implementation Plan. This plan includes three
goals:
1. Efficiently use jail capacity.
2. Incorporate reentry principles into in-custody programming.
3. Incorporate evidence-based practices into supervision and case management of PRCS;
encourage the use of evidence-based practices in sentencing for felony offenders.
The San Diego County Board of Supervisors has and continues to consider recommendations for
programs and services that are consistent with this plan and with these principles, which address the
impact on county responsibilities, which are responsive to the changing criminal justice landscape
including new state legislation and voter initiatives, and which reflect local criminal justice conditions
and priorities.
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,
the Sheriff’s Department and the Health and Human Services Agency, have implemented a multi-
agency data warehouse known as the “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. Process and outcome data from the Hub have been shared with partners for feedback
including how often PRCS and MS clients 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.
The Sheriff’s Evidence-Based Practice System (EBPS) Offender 360, which was developed by
Tribridge using the Microsoft Dynamics Customer Relationship Management, is fully-operational and
is being utilized by all Sheriff's Re-entry Services Divisions and the County Parole and Alternative
Custody Unit staff. Offender 360 EBPS allows users to collect, share, and analyze programming
information to measure the success of re-entry services by offender, population and agency. The
Sheriff Department plans to expand the use of Offender 360 to other criminal justice stakeholders
and community providers in 2018.
Does the county consider evaluation results when funding programs and/or services?
Yes. A team of criminal justice partners continues evaluation of local treatment programs using the
Correctional Program Checklist (CPC), which started in 2015. To date, 15 treatment programs that
serve offender populations have been evaluated for adherence to Evidence Based Practices (EBP)
specific to the unique needs of this population. Adherence to EBP is associated with significant
reductions in recidivism. Five of the 15 treatment programs have now been re-evaluated
approximately 1-year following initial assessment with the CPC. Results demonstrate a robust
increase in adherence to EBP at 1-year follow-up. In fact, 4 of the 5 treatment programs now score
in the “Very High Adherence to EBP” rating level and all scored above the National Average.
Currently, we are formalizing this evaluation process with policies and procedures. Another group of
18 county personnel will be trained as evaluators by the University of Cincinnati Corrections Institute
in January 2018 in order to sustain this ongoing quality assurance process that has served as an
educational intervention for our community treatment providers in successful application of the
“What Works” research literature in recidivism reduction. Service contracts now routinely include
explicit direction and language to providers in the specific targets of treatment for this population and
the importance of adhering to evidence based principles and practice. In addition, the CPC
evaluation process is also now part of contracts for services provided to offender populations.
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Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, and 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 County of San Diego has continued in its effort to provide a continuum of mental health and
substance use disorder services for our clients through a partnership with the County of San
Diego’s Health and Human Services Agency’s Behavioral Health Services Department. San Diego
County’s CTC remains the first point of contact for PRCS clients. Upon arrival at the CTC, each
PRCS client is assessed using the COMPAS assessment and screened by the Behavioral Health
Screening Team (BHST). Through the assessment and screening process, the client’s criminogenic
and behavioral health needs are identified. Clients are then linked to appropriate community-based
treatment intervention programs as indicated by their assessed need. Services available range from
mental health clinics, full service partnership/Assertive Community Treatment programs, outpatient
substance abuse programs, residential substance abuse programs, detoxification programs, dual
diagnosis programs, cognitive behavioral therapy (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.
San Diego County partners (including Probation, Behavioral Health Services, the Sheriff’s
Department, the District Attorney’s Office, the Public Defender’s Office, and the Superior Court)
continue to closely collaborate in meeting the mental health, substance abuse, and behavioral
health needs of our justice involved population. A group of criminal justice partners meets monthly
to proactively develop strategies to fill existing gaps in service delivery and to develop new
mechanisms to better meet the unique needs of our specific population. For example, in the past
year, the Public Defender’s Office has developed a Defense Transition Unit that includes licensed
mental health clinicians who are able to assess clients who have screened positive for substance
use and/or mental health needs. This new process provides additional clinical data to be utilized
during the court process and resources to be provided when necessary. In collaboration with justice
and health partners, we have formalized the process of ongoing evaluation of treatment program
adherence to evidence-based principles known to reduce recidivism.
For MS clients, Probation prepares an MS Pre-Release Plan which includes a COMPAS
assessment and a case plan based on the client’s identified risks and needs. Once sentenced, the
client 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 clients work to complete the goals as
identified in Probation’s case plan. When the MS clients are released to supervision, they
participate in an intensive and structured supervision process as part of MS Court where they report
for regular status hearings. The probation officer continues to update the case plan, monitor
compliance and place the client in appropriate programs based on the client’s assessed risks and
needs, including providing assistance in order to help them obtain/maintain housing and
employment.
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What challenges does your county face in meeting these programming and service needs?
Our local treatment network continues to include a large range of treatment options at outpatient,
inpatient and intensive outpatient levels of care. In FY 2018-19, the County will implement the
American Society for Addiction Medicine criteria in the placement for substance use disorders as
part of the Drug Medi-Cal waiver implementation.
As is true across the nation and throughout California, obtaining housing is a significant challenge
for this population and for the community as a whole. The County of San Diego’s Integrative
Services function within the Health and Human Services Agency is taking the lead on developing
strategies to address housing related issues for this population.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
In FY 2016-17, Probation expanded stratified supervision to Mandatory Supervision in order to
maximize resources and provide more evidence-based rehabilitation. Supervision for MS clients is
now based on their assessed risk and needs. There are now three levels of supervision intensity:
intensive, medium, and maintenance. Each client begins at the intensive level and can work their
way to the maintenance level of supervision by meeting a series of milestones such as residential
stability and maintaining employment.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The MS Court remains a successful program for every client sentenced to a split term. To manage
the MS client population, Probation prepares an MS pre-release plan which includes a COMPAS
assessment and a case plan based on the client’s identified risks and needs. Once sentenced, the
client participates in prescribed programming based on their assessment and while in custody,
meets with correctional counselors and on-site probation officers. The MS clients work to complete
their unique goals as identified in their case plan. Approximately 30-days prior to release, the client
attends a pre-release court hearing where the court and the multi-disciplinary team, including an
assigned deputy district attorney, a deputy public defender, a correctional counselor, and the
assigned probation officer, review the client’s progress in custody and discuss the plan for transition
to the community. The client is then brought into court and is informed of the conditions and
requirements of their mandatory supervision.
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When an MS client is released to supervision, regular status hearings are calendared in MS Court
for continued monitoring of the client’s progress. MS Court is held on a bi-weekly basis. In addition
to these regular status hearings, the probation officer continues to update the case plan, monitor
compliance and place the client in appropriate programs based on the client’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 2016-17, 89% (539 of 609) of MS split-sentenced
clients completed their term of supervision in the community without receiving a new misdemeanor
or felony conviction. In an interview, one successful MS client said, “The positivity and hope in my
life is empowering. I am happy in the woman I have become.”
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 clients. As part of the
operation of the CTC, every PRCS client is picked up at state prison upon release and transported
directly to the CTC. This transportation service effectively eliminates a client’s ability to abscond.
With the implementation of the CTC, probation officers are able to immediately assess and engage
the clients and connect them with services needed to successfully reintegrate into society. Upon
arrival at the CTC, clients are assessed for criminogenic needs and meet with the BHST staff that
screen 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 clients are referred to treatment and intervention services. Upon leaving the
CTC and reporting to the assigned supervision probation officer, clients may be referred to additional
services based on their specialized case plan.
Another innovative use of the CTC allows clients, (including MS clients), 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.
CTC Clients FY 2016-17
This temporary housing helps to save limited jail bed space
and keeps the client in a therapeutic environment until they
can enter a program. During FY 2016-17, the CTC served a
total of 1,952 clients (1,041 PRCS, 328 MS, 463 PRCS
violators, and 120 MS violators).
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Reentry Works San Diego provides those incarcerated at the East Mesa and Las Colinas Detention
and Reentry facilities a second chance through comprehensive career center services pre- and
post-release. The goal is to link participants to employment activities, reduce recidivism and
increase public safety. The program brings together the San Diego Workforce Partnership, Second
Chance, the County of San Diego Sheriff and Probation Departments and our workforce services to
ensure participants successfully reintegrate into the community. In FY 2016-17, Reentry Works
enrolled 496 individuals and placed 60% in jobs. The recidivism rate for those who participated in
Reentry Works was 8% (per definitions used by the U.S. Department of Labor, which defines the
recidivism rate as the percentage of participants who were re-arrested for a new crime or
re-incarcerated for revocation of the parole or probation order within one year of their release from
jail. If a participant is re-arrested and subsequently released without being convicted of a new crime,
he/she may be taken out of the recidivism rate).
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Community Corrections San Francisco County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
FY 2016-17
Karen Fletcher
Chief Probation Officer Goal: Strengthen justice system partner collaboration and reduce
recidivism of individuals on community supervision.
Vacant
Objective: • Investigate existing probation department case
Presiding judge or
management system (CMS) functionality, limitations, and
designee
linkages with justice system partners’ systems
Diana Oliva-Aroche • Identify and assign key leadership staff to the CMS
County supervisor or planning and implementation effort
chief administrative • Develop and release a Request for Proposals (RFP) for
officer or designee a new CMS
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 system
Jeff Adachi
partners
Public Defender
• Release an RFP to identify a vendor for a new CMS
Vicki Hennessy Progress: This goal was also a goal in FY 15/16. In FY 16/17, the adult
Sheriff probation department released an RFP for a new CMS,
identified and assigned additional key leadership staff to the
William Scott
CMS project, developed a project implementation plan, and
Chief of Police
continued to refine CMS functionality requirements that will
allow for: increased justice system partner communication;
Susie Smith
increased operational efficiencies and effectiveness; and
Department of Social
continued progress toward recidivism reduction goals.
Services
Goal: To further understand the nature and prevalence of
Jeffrey Mori
behavioral health issues of individuals in the criminal justice
Department of
system
Employment
Objective: • Participate in the Council of State Governments (CSG)
Angelica Almeida California Summit for the Stepping Up Initiative, which is
Department of Mental designed to reduce the number of people with mental
Health and Alcohol and illnesses in jails
Substance Abuse • To highlight this issue for the San Francisco (SF) Board
Programs of Supervisors
Steve Good Measure: • Key SF justice system leadership participation in the
Office of Education California Summit
• Board of Supervisors passage of a resolution for the
Frank Williams CCSF to join the CSG Stepping Up Initiative
Community-based
Progress: In FY 16-17, key justice system leadership from the
organization
following agencies participated in the January 2017
California Summit as part of the SF Stepping Up Initiative
Beverly Upton
Team: the Adult Probation Department, the Sheriff’s
Victims’ interests
Department, the Mayor’s Office, the Department of Public
____________________
Health, Jail Behavioral Health and Reentry Services, and
The CCP meets annually the Superior Court. In addition, the SF Board of Supervisors
passed a resolution urging the CCSF to join the Stepping Up
Initiative and reduce the number of people with mental
illness in jails.
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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
• Based on findings from a report on racial and ethnic disparities, identify key
focus areas and agency-specific next steps designed to address racial and
ethnic disparities in the City and County of San Francisco (CCSF).
• Have 100% of adult probation department staff participate in training on
recognizing and understanding individual differences
Measure: • Identification of 2-3 key focus areas, next steps tied to these focus areas, and
agency-specific roles and responsibilities
• Justice system partner meetings, working group meetings, and agency
presentations on racial and ethnic disparities
• Number of adult probation department staff who complete training on
leadership and diversity
Progress: This goal was also a goal in FY 15/16. Based on findings from a 2015 report by
the W. Haywood Burns Institute, three key focus areas related to racial and
ethnic disparities were identified in FY 16-17.
One of these key focus areas is centered on the development of a race and
ethnicity data standard for criminal justice agencies in the CCSF. For address
this key focus area, the Mayor’s Office formed a Race and Ethnicity Working
Group, which is charged with recommending a standard method of collecting
race and ethnicity data across criminal justice agencies in the CCSF. During
FY 16-17, this working group met seven times.
A second key focus area is for criminal justice agencies in SF to conduct agency-
specific decision point analysis studies. These studies are designed to examine
decision points within a department to understand whether racial and ethnic
disparities exist and the extent of these disparities. In FY 16-17, the San
Francisco Reentry Council held four quarterly meetings and continued to include
the topic of racial and ethnic disparities as part of the meeting agendas and
further encouraged justice system partners to identify key agency-specific
decision points to be analyzed as part of the aforementioned studies. In addition,
the adult probation department developed a panel presentation on racial and
ethnic disparities and was invited to present at future conferences and meetings
to share information about these efforts in SF.
In FY 16-17, 28 additional adult probation department staff members completed
training on leadership and diversity and new training sessions have been added.
The CCP did not report goals, objectives, and outcome measures for FY 2017-18.
Page 226
FY 2016-17 and 2017-18 Budget Allocations
$12,620,000
Trial Courts
$12,370,000
$280,000
Public Defender
$222,000
$13,970,000
Sheriff
$13,750,000
$280,000
District Attorney
$222,000
$14,170,000
Adult Probation
$13,950,000
FY 2017-18 - $41,320,000 FY 2016-17 - $40,514,000
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
FY 2016-17: San Francisco Department of Public Health - Mental Health Services $2,470,580
FY 2017-18: San Francisco Department of Public Health - Mental Health Services $2,021,327
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
Tenderloin Housing Clinic- Rental Subsidy… $1,118,905
UC Regents of San Francisco
$2,900,000
$48,294
Insight Prison Project
$315,000
San Francisco Forensic Institute
UCSF Psychiatric Department
$500,000
Tides
$25,000
Phatt Chance Community Services Inc. $191,909
$190,000
Redwood Toxicology
$3,500
Leaders in Community Alternatives
$2,589,000
Community Works West Inc. $58,815
$50,000
Charles Flinton Ph.D $260,000
$688,500
Center on Juvenile and Criminal Justice
$672,000
$455,000
America Works of California
$455,000
FY 2017-18 - $5,776,423 FY 2016-17 - $4,744,500
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Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
San Francisco is a joint city and county unlike other CA jurisdictions. As a result, CCP funds run
through the City’s Mayor’s Budget Office (MBO) and are allocated to CCP eligible services through
the City and County of San Francisco’s routine budget review and allocation process.
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. In addition, the Department has been working with the Public Policy Institute of California
(PPIC) on a multi-county recidivism study. The PPIC is in final stages of reviewing available
information and will soon share information with the Adult Probation Department.
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 may also help the Department
better understand local best practices as they relate to recidivism reduction and may better inform
future funding decisions.
In addition, the Adult Probation Department funds a full-time Research Director who has expertise in
data collection, statistical analysis, and evaluation, who provides evaluative assistance designed to
improve data integrity and reporting capacity, and who serves as a partner on external projects with
other justice system partners and stakeholders such as the Office of the District Attorney’s
Recidivism Working Group and Sentencing Commission, the Public Safety Assessment Working
Group (pretrial release), and the Mayor’s Office’s Race and Ethnicity Working Group, and the
Judicial Council’s Criminal Justice Services Office.
Does the county use BSCC definitions when collecting data? If so, which?
Definitions for these categories may vary depending on who is requesting the data, which
department within the jurisdiction provides the data, and whether the data being requested is part of
a local, state, or federal grant. In some cases, the definitions used may match BSCC definitions.
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 (APD) work ordered approximately $2.4 million of AB 109 funds to
the Department of Public Health (DPH) for behavioral health services and stabilization housing. The
funds helped sustain a Behavioral Health Access Center (BHAC) for APD clients, an initiative that
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in FY 16/17 moved into APD’s Community Assessment and Services Center (CASC), thereby
further streamlining communication and coordination between BHAC/DPH and the APD. BHAC
services include behavioral health intake, assessment, care coordination of inpatient and outpatient
substance dependency services, and mental health services.
The APD also funds a contract with the University of California, San Francisco (UCSF)/Citywide to
operate the Department’s CASC. UCSF/Citywide possesses tremendous expertise in working with
high needs clients and will be instrumental in helping the APD to strengthen a safety network of
services. The APD, DPH/BHAC, and UCSF/Citywide will offer a coordinated services approach to
APD clients and, as eligible, other justice-involved individuals.
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.
Many Adult Probation Department clients have multiple contacts with the criminal justice and public
health systems over long periods of time and have a complex array of behavioral health needs.
In response, the APD redesigned its bid for CASC services and through a new contract with UCSF/
Citywide will provide the following:
• expert intensive case management and peer navigator staff;
• integration of medical experts (psychiatrists and nurse practitioners) who can assist in diagnosis
and medication management; and
• payee services.
Long-term continuity of care is needed and 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?
Please see previous answer (i.e., increased behavioral health, medication management, psychiatric,
and medical services).
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Over the past few years, through AB 109 the APD has funded a contract with the Tenderloin
Housing Clinic (THC) to operate the New Horizons Transitional Housing Program. The funds cover a
24/7 desk clerk, and business-week front line and management staffing for the program. This
program provides temporary housing (for up to a year) for APD clients in 47 individual rooms. The
THC coordinates closely with the APD, the courts, the DPH, UCSF/Citywide and other APD-funded
case management programs. A 2016 services assessment showed that 55% of clients served in
October, 2015 (n=118) successfully transitioned from the New Horizons Program. This program
continues to demonstrate streamlined communication and coordination, timely responses to high
needs clients, and positive outcomes. The APD will continue to monitor and review this program’s
impact on high needs clients.
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Page 230
Community Corrections San Joaquin County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Stephanie L. James FY 2016-17
Chief Probation Officer
Goal: Increase the Success of the Pretrial Assessment and
Helen Ellis
Monitoring Program in San Joaquin County.
Presiding judge or
designee Objective: • Increase the success of pretrial clients appearing for all
scheduled court appearances.
Tom Patti • Decrease the number of pretrial clients committing a
County supervisor or new offense while going through the court process.
chief administrative • Increase the percentage of time the judge follows the
officer or designee detain/release recommendation from Pretrial Services.
Tori Verber-Salazar Measure: • Percentage of clients attending all scheduled court
District Attorney appearances.
• Percentage of clients who do not commit a new offense
Miriam Lyell while going through the court process.
Public Defender • Percentage of clients who do not receive a court
remand while going through the court process.
Steve Moore • Percentage of time the judge follows the pretrial
Sheriff services recommendation.
Progress: San Joaquin County has completed a comprehensive
Mike Borges
annual evaluation report since implementing the Pretrial
Chief of Police
Assessment and Monitoring Program in October 2014.
Greg Diederich See the below table for comparisons between Year 1,
Department of Social Year 2, and Year 3 for all clients of the Pretrial Monitoring
Services Unit:
John Solis
Year 1 Year 2 Year 3
Department of
(1,024) (855) (1,075)
Employment
Clients who made all 90.7% 92.7% 92.3%
scheduled court
Tony Vartan
appearances
Department of Mental
Health and Alcohol and
No arrests during pretrial 97.9% 98.2% 97.2%
Substance Abuse
stage
Programs
Did not have a court 96.6% 98% 98.1%
remand during pretrial
Jamie Mousalimas stage
Office of Education Judge followed 73.6% 68.2% 69.9%
recommendation
Geneva Haynes
Community-based
organization
Gabriela Jaurequi
Victims’ interests
____________________
The CCP meets
bi-monthly
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Goal: Reduce the Recidivism Rate of AB 109 Clients in San Joaquin County.
Objective: • Evaluate AB 109 clients at the 1-year, 2-year, and 3-year timeframes.
• Evaluate various programs and strategies funded by the CCP for
effectiveness at reducing recidivism.
Measure: • Rate of Technical Violations
• Rate of Arrests
• Rate of Convictions
Progress: “The 2017 Annual Report: An Examination of AB 109 Recidivism in San Joaquin
County in Year 4” evaluates recidivism rates for Post-Release Community
Supervision (PRCS) and Mandatory Supervision (MS) clients at the 1-year,
2-year, and 3-year timeframes from the start of supervision. Findings indicate
that rates of arrests and convictions have continued to decrease for both PRCS
and MS clients (see below table).
Arrests Convictions
One Year Recidivism Check
Clients released 10/1/2011 to 9/30/2012 44.1% 26.7%
Clients released 10/1/2012 to 9/30/2013 44.4% 24.3%
Clients released 10/1/2013 to 9/30/2014 42.7% 23.2%
Clients released 10/1/2014 to 9/30/2015 41.1% 22.3%
Two Year Recidivism Check
Clients released 10/1/2011 to 9/30/2012 62.5% 46.1%
Clients released 10/1/2012 to 9/30/2013 57.9% 42.0%
Clients released 10/1/2013 to 9/30/2014 60.5% 42.0%
Three Year Recidivism Check
Clients released 10/1/2011 to 9/30/2012 69.4% 55.0%
Clients released 10/1/2012 to 9/30/2013 62.8% 49.5%
This is the second year San Joaquin County reached its first full 3-year period to
establish baseline recidivism rates. The official recidivism measure (using the
Board of State and Community Corrections definition) was 49.5% (conviction of
a new crime for an arrest occurring within 3-years from the start of supervision),
a reduction in recidivism of 5.5%.
Lastly, for the most recent 1-year period (10/1/2014 to 9/30/2015), (see table on
the next page) for information regarding conviction rates for various programs
and strategies funded through the CCP.
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Progress
Program/Strategy (number of clients) Percentage of Program
Participants with a
Continued:
Conviction
Collaborative Court Program
Post-Release Supervision Court (50) 30.0%
Monitoring Court (27) 25.9%
Parole Re-Entry Court (96) 20.8%
Mandatory Supervision Court (51) 31.4%
Community Based Organization
Community Partnership for Families (44) 20.5%
El Concilio (45) 20.0%
Fathers & Families of San Joaquin (29) 13.8%
Mary Magdalene Community Services (33) 15.2%
Service/Program Referral
Behavioral Health Services (51) 29.4%
Human Services Agency (HSA) Homeless 45.5%
(33)
HSA (General Assistance approved) (36) 41.7%
HSA (Cal-Fresh) (33) 33.3%
WorkNet (one workshop) (19) 21.1%
Supervision Unit
Day Reporting Center (176) 24.4%
High Risk Unit (534) 24.7%
Violent Crimes Unit (106) 27.4%
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: To Ensure the San Joaquin County Pretrial Assessment and Monitoring
Program is Aligned with Best Practices.
Objective: • To evaluate the Virginia Pretrial Risk Assessment Instrument in San Joaquin
County to determine its predictive validity.
• To conduct a Pretrial Services Assessment that examines/studies the Pretrial
Services through examining data, policies, and practices through
quantitative/ statistical analysis, interview, and observations of the unit’s
activities.
• To examine the pretrial process as a whole, looking at how choices at each
decision point impact the system, analyzing jail population and case
processing, and pretrial practices for the entire pretrial population.
Progress: The San Joaquin Probation Department has contracted with the Crime and
Justice Institute to conduct the above noted analysis of the Pretrial Assessment
and Monitoring Program in San Joaquin County. Work will begin in February
2018.
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Goal: Increase the Dosage of Evidence Based Programming for AB 109 Clients in San
Joaquin County’s Day Reporting Center.
Objective: • Increase the number of hours of evidence-based programming received by
AB 109 clients in the Day Reporting Center.
• Expand the programming offered in the Day Reporting Center to the other
AB 109 supervision units.
Measure: • Number of hours of evidence based programming received by AB 109 clients
in the Day Reporting Center.
• Reduce the rates of recidivism with increased evidence based programing
dosage.
Progress: The San Joaquin County Day Reporting Center completed a re-design with the
assistance of the University of Cincinnati Correctional Institute in January 2015.
This redesign expanded the evidence-based program offerings to increase the
required dosage for behavior change and created more entry points for closed
groups. Based on early successes of this program, the programming redesign
was expanded to the other AB 109 supervision units. During the first year of
implementation of the Day Reporting Center re-design, evaluation studies were
completed in 120-day increments to see if increasing the dosage of evidence-
based programming decreased rates of arrests and convictions. However, the
Department expanded the 120-day study to a full-year evaluation of the 153
clients in the first year of the redesign, with the following findings:
0-19.5 hours 20-39 hours 40 or more
hours
Violations 24.5% 5.4% 0.0%
Arrests 40.8% 32.4% 19.4%
Convictions 38.8% 18.9% 6.0%
These findings indicate that there is a decrease in violations of probation,
arrests, and convictions as the hours of evidence based programming increase.
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FY 2016-17 and 2017-18 Budget Allocations
Pilot Projects $1,500,000
$2,075,477
Reserve Funds
$3,655,031
$149,869
San Joaquin Community Data Co-Op
$146,548
$533,550
District Attorney/Public Defender
$477,554
$181,280
Mary Magdalene Community Services
$176,000
$181,280
Fathers & Families of San Joaquin
$176,000
$181,280
El Concilio
$176,000
$181,280
Community Partnership for Families
$176,000
$265,996
Friends Outside
$258,261
$768,629
Local Law Enforcement
$747,408
$1,626,056
Superior Court
$1,576,438
$481,488
Human Services Agency
$474,083
Employment and Economic Development $716,350
Department $680,695
$1,117,747
Behavioral Health Services
$1,085,931
$1,633,274
Correctional Health Care
$1,423,392
$5,893,152
Sheriff's Office $5,720,877
$7,609,614
Probation Department
$6,756,671
FY 2017-18 - $25,096,322 FY 2016-17 - $23,706,889
Page 235
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
$39,099
Correctional Health Care (pilot project)
$19,800
San Joaquin County Office of Education
$19,800
$266,775
Public Defender
$238,777
$266,775
District Attorney
$238,777
$768,629
Local Law Enforcement
$747,408
$914,356
Superior Court
$847,468
$337,008
Human Services Agency
$329,603
Employment and Economic $716,350
Development Department $680,695
$902,747
Behavioral Health Services
$870,931
$1,633,274
Correctional Health Care
$1,423,392
$4,828,135
Sheriff's Office
$4,655,860
$6,979,300
Probation Department
$6,255,422
FY 2017-18 - $17,672,248 FY 2016-17 - $16,308,133
Page 236
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
San Joaquin Community Data Co-Op $38,675
(eval.) $164,238
$558,981
Ready to Work (pilot project)
Fathers & Families of San Joaquin $185,225
(pilot)
Mary Magdalene Community Srvcs (pilot) $185,224
Uptrust (pilot) $100,000
Community Partnership for Families
$248,269
(pilot)
El Concilio (pilot) $19,140
Friends Outside (pilot) $164,062
Various Sex Offender Treatment Providers $12,600
San Joaquin Community Data Co-Op $167,469
Transitional Housing/Sober
$476,180
Living Contracts $144,480
$595,000
Various Residential Treatment Prgms
$19,853 $943,970
Various EBP Trainers/facilitators
$60,000
$220,840
Victor Community Support Srvcs (EBP)
$179,000
Northern California Construction Training $96,091
(Voc-Ed) $90,000
$7,035
Fieldware (telepone reporting)
$7,035
Valley Community Counseling (In-Custody DV $8,500
classes) $8,500
$45,000
Friends Outside (In-Custody case management)
$45,000
$991,717
Aramark (food services at Jail)
$256,295
Secure Alert (GPS)
$147,524
$181,280
Mary Magdalene Community Services
$176,000
Fathers & Families of San Joaquin $181,280
(pilot) $176,000
$181,280
El Concilio
$176,000
$181,280
Community Partnership for Families
$176,000
$265,996
Friends Outside (WRAP)
$258,261
FY 2017-18 - $5,387,272 FY 2016-17 - $2,752,008
Page 237
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The San Joaquin County CCP actually went through the process of funding Pilot Programs for the
2017-2018 Fiscal Year. The process we followed is stated below.
On February 22, 2017, the Community Corrections Partnership (CCP) Executive Committee
approved setting aside up to $1.5 million for the funding of pilot projects. The Executive Committee
determined there would be no cap on the amount requested and each proposal would be judged
independently on its merits. The AB 109 Oversight Committee was tasked with developing a
proposal template and for working with Purchasing and Support Services to ensure the formal CCP
process would meet all funding requirements of the Request for Proposal process.
On May 24, 2107, the Executive Committee approved the AB 109 Pilot Project recommended
guidelines and forms presented by the AB 109 Oversight Committee. The AB 109 Oversight
Committee recommended pilot projects be allowed to serve AB 109 clients as well as felony
probationers under the jurisdiction of the Probation Department, as 80% of the AB 109 Growth
Funds are based on the Department’s success with serving felony probationers and keeping them
from being sentenced to State Prison and the County Jail.
By the close of business on June 30, 2017, a total of 14 proposals totaling $3,177,817 were
received. Oral presentations were completed on August 9, 2017. Based on some consistent fiscal
concerns expressed by the Executive Committee throughout the oral presentations as well as
individualized questions that were asked, each applicant was able to submit modified proposals for
the August 21, 2017 meeting. Based on the revised budget amounts, the total requested was
reduced to $3,087,130.
Based on the cumulative scores by the Executive Committee of the CCP at the August 21, 2017
meeting, the proposals were ranked and a total of 7 proposals were funded. There was not enough
funding to fund proposal #7, so the applicant was asked if they wanted to submit a revised proposal
for the lesser amount, which they agreed to do.
The items then went before the Board of Supervisors to allow the CCP to enter into contracts with
each of the funded agencies (since all the funded programs were over the $100,000 threshold which
the Director of Purchasing and Support Services then has the authority to sign).
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. 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 AB 109
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.
Evaluation studies are completed on the dosage of evidence-based programming received by
AB 109 clients and the effects increased dosage hours has on reducing recidivism. Lastly, a
secondary contract was established with the San Joaquin County Data Co-Op to evaluate the pilot
projects that were funded in 2017-2018. The results of this evaluation work will guide the Executive
Committee in determining which, if any, programs should be included in our base plan.
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Does the county use BSCC definitions when collecting data? If so, which?
Yes. Conviction, Length of stay, and Recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
41% - 60%
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 needs 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, and
Cognitive Behavioral Interventions – Substance Abuse, Matrix and Seeking Safety. 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.
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 Joaquin County BHS provides integrated Behavioral Health Services (mental health and
substance abuse services) to adults and older adults with a serious mental illness and to children
and youth with serious emotional disturbances.
Services are provided in community-based locations throughout the County by both the County-
operated and County-administered program as well as community partnerships. BHS has a strong
emphasis on partnering with clients and families and providing culturally competent services.
We can access many different types of substance abuse services in our county ranging from private
providers to county-operated programs. Currently we utilize five residential treatment programs for
those suffering from Substance Use Disorders as follows: Recovery House and Family Ties (county
programs); and, New Directions, Circle of Friends and Salvation Army (community-based providers).
We utilize the following outpatient treatment providers for Substance Use Disorders: Chemical
Dependency Counseling Center (which is a county program), and Service First, Valley Community
Counseling and Pacific Center for Addiction Services (community-based providers).
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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 one 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. Behavioral Health Services has been affected by a statewide shortage of Master’s-level
(LCSW, LMFT, LPCC) clinicians, as well as the nationwide shortage of psychiatrists, leading
to potential services delays.
5. Uncertainty of continued Medi-Cal coverage for childless adults under the Affordable Care
Acts Medicaid Expansion.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The 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, as well as for funding Pilot Projects. The processes we
have created have satisfied requirements for the formal Request for Proposal (RFP) process.
We would be willing to share any of this information with other counties.
Page 240
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
With the assistance of the University of Cincinnati Correctional 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, 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 reviewing preliminary data for the first year of the DRC 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. Data for a full-year of recidivism is currently in the process of being
evaluated. The success of this programming model has been expanded to all the supervision units
in the AB 109 Division as well as the probation population in the Adult and Juvenile Divisions.
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Page 242
Community Corrections San Luis Obispo County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
James E. Salio
FY 2016-17
Chief Probation Officer
Goal: Provide programs, services, and activities that target risk
Michael Powell
factors in accordance with the Level of Service Inventory-
Presiding judge or
Revised (LSI-R) to Mandatory Supervision (MS) and Post
designee
Release Community Supervision (PRCS) inmates
Vacant sentenced to more than 120 days of custody time.
County supervisor or
Objectives: • 80% of MS and PRCS sentenced inmates, in custody
chief administrative
for more than 120 days with a current LSI-R will
officer or designee
identified by Jail Programs staff.
• 65% of MS and PRCS sentenced inmates, in custody
Dan Dow
for more than 120 days with a qualifying LSI-R will
District Attorney
receive a program, class, or service while in custody.
Patricia Ashbaugh
Public Defender
Measure: • Percentage of MS and PRCS inmates sentenced to
more than 120 days with current LSI-R risk assessment
Ian Parkinson
have been identified by Jail Programs staff.
Sheriff
• Percentage of MS and PRCS inmates sentenced to
more than 120 days that have received a program,
Robert Burton
class, or service.
Chief of Police
Devin Drake
Progress: 100% of MS and PRCS sentenced inmates in custody for
Department of Social
more than 120 days with a current LSI-R were identified by
Services
Jail Programs staff.
85% of MS and PRCS inmates in custody for more than
Vacant
120 days had a qualifying LSI-R.
Department of
72% (58/81) of MS and PRCS sentenced inmates, in
Employment
custody for more than 120 days with a qualifying LSI-R
Anne Robin received a program, class, or service while in custody.
Department of Mental
Health
The CCP reports it will use the same goals, objectives, and outcome
Star Graber
Alcohol and Substance measures identified above in addition to those identified for
Abuse Programs FY 2017-18.
Vacant
Office of Education
Elizabeth “Biz”
Steinberg
Community-based
organization
Diana McPartlan
Victims’ interests
____________________
The CCP meets monthly
Page 243
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Target risk factors in accordance with evidence based practices to MS and
PRCS offenders by the Probation Department.
Objectives: • 85% of MS and PRCS offenders will have a current LSI-R risk assessment
• 85% of MS supervision and PRCS offenders will have a current case plan
targeting the highest criminogenic needs.
Measure: • Percentage of MS and PRCS offenders with a current LSI-R risk assessment
• Percentage of MS and PRCS offenders with a current case plan targeting the
highest criminogenic needs.
Progress: New goal for FY 2017-18
Goal: Provide evidence based treatment to MS and PRCS offenders for substance
abuse and co-occurring disorder.
Objectives: • 40% of those who are engaged in substance abuse or co-occurring disorder
treatment services will have a successful completion status.
Measure: • Percentage of participants in substance abuse or co-occurring disorder
treatment services with a successful completion status.
Progress: New goal in FY 2017-18
FY 2016-17 and 2017-18 Budget Allocations
$739,559
Reserve Funds
Carry Over Funds
$332,464
$142,959
Superior Court
$119,082
$81,000
Public Defender
$81,000
$78,451
District Attorney
$65,702
$1,203,331
Probation Department
$1,053,762
$1,490,930
Drug & Alcohol Services
$1,468,857
$483,066
Mental Health Agency
$374,614
Law Enforcement Medical $1,042,650
Care $856,389 $3,457,872
Sheriff's Office
$3,446,673
FY 2017-18 - $8,719,818 FY 2016-17 - $7,798,543
Page 244
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$684,694
Re-Entry Services - Jail
$653,135
$142,959
Superior Court
$119,082
Public Defender - Specialty Court $81,000
Advocate Services $81,000
PRCS & Parole Violation Prosecution $78,451
Unit $65,702
$44,550
GPS/Electronic Monitoring
$23,442
$881,942
Post Release Supervision
$896,434
$55,000
Home Detention Program
$55,000
$324,359
In-Custody Mental Health Services
$215,907
Law Enforcement Medical Care $1,042,650
(In-Custody) $856,389
$3,177,630
In-Custody Staffing, Food, & Housing
$3,132,340
FY 2017-18 - $7,595,431 FY 2016-17 - $7,070,512
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$45,000
Liberty Tattoo Removal Services
$45,000
$339,828
Sober Living - Tranisitional Housing
$386,653
FY 2017-18 - $384,828 FY 2016-17 - $431,653
Page 245
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
The CCP Committee executive members review proposed new programs and services each
November for approval. Proposals must include background, justification, projected expenses, and
desired results.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. The CCP committee reviews the effectiveness of programs and services on a quarterly basis
through the sharing of data measures presented at regularly CCP meetings. Additionally, the
Sheriff’s Office, Probation Department, and Behavioral Health Department continue to develop an
integrated database system to merge each agencies data 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 in their proposal the
desired results to be achieved .
Does the county use BSCC definitions when collecting data? If so, which?
Yes. 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 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)
Page 246
What challenges does your county face in meeting these programming and service needs?
Ongoing challenges remain including: a jail population that re-cycles through the criminal justice
system; a high demand for substance abuse and mental health treatment services, including
recovery residences; a lack of decline in the number of offenders on PRCS; and the recognition that
more investment in information technology and business analytics is required to effectively evaluate
programs and services.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The County declined to respond.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The County Realignment Plan includes funding for re-entry services. Services include substance
abuse treatment, cognitive behavioral treatment, housing assistance, and other case management
services. Re-entry services is under the responsibility of the Behavioral Health Department.
The results of these services are promising in that MS and PRCS offenders who successfully
participated in these services had a recidivism rate of 12.7% while those who did not participate or
dropped participation had a recidivism rate of 47.5%.
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Page 248
Community Corrections San Mateo County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
John T. Keene FY 2016-17
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
Objective: • 70% of supervisees will successfully complete
supervision
David Canepa
County supervisor or Measure: • Percent of supervisees who successfully complete
chief administrative supervision (normal and early termination)
officer or designee • Percent of supervisees who unsuccessfully complete
supervision
Steve Wagstaffe
• Percent of supervisees who violate a condition of their
District Attorney
supervision by committing a new crime in San Mateo
County
Myra Weiher
Public Defender Progress: Between July 2016 and June 2017, 75% of supervisees
successfully completed supervision.
Carlos Bolanos
Sheriff
Goal: Increase rehabilitative services (including employment,
Susan Manheimer health benefits, mental health treatment, and alcohol and
Chief of Police drug treatment) received by PRCS and Mandatory
Supervision clients post-incarceration
Iliana Rodriguez
Objective: • 83% of inmates will receive a comprehensive medical
Department of Social
visit/assessment through the Public Health Mobile
Services
Clinic
Jennifer Valencia • 57% of supervisees who participated in 550! Jobs will
Department of secure employment
Employment • 64% of supervisees referred entered and completed
AOD treatment programs
Louise Rogers
Measure: • Percent of inmates receiving comprehensive medical
Department of Mental
visits/assessment through the Public Health Mobile
Health
Clinic
David Young • Percent of supervisees who have participated in the
Alcohol and Substance 550! Jobs program who secure employment
Abuse Programs • Percent of supervisees that entered and completed
AOD treatment programs
Anne Campbell
Progress: Between July 2016-June 2017, 69% of supervisees that
Office of Education
participated in 550! Jobs secured employment, 98%
received comprehensive medical visits through the Public
Karen Francone
Mobile Health Clinic, and 61% satisfactorily completed
Community-based
AOD treatments
organization
Becky Arredondo
The CCP reports it will use the same goals, objectives, and
Victims’ interests
____________________ outcome measures identified above in FY 2017-18.
The CCP meets quarterly
Page 249
FY 2016-17 and 2017-18 Budget Allocations
Reserves - Sheriff's Office
$4,000,000
Program Evaluation $502,326
$1,004,653
Competitive Grant Program
$533,624
Court Commissioner $210,000
$197,077
$3,325,542
Human Services Agency
$2,065,790
$3,540,528
Health System
$2,753,466
$624,545
District Attorney's Office
$418,526
$6,016,962
Sheriff's Office
$6,058,373
$3,872,426
Probation Department
$3,370,903
FY 2017-18 - $19,096,982 FY 2016-17 - $19,397,759
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
$189,299
Other Client Services*
$518,052
Family Reunification Services - Community $75,000
Mentor & Family Reunification Meetings $105,020
Housing - Emergency Housing/Hotel $341,848
Vouchers & Transitional Housing $238,627
550! JOBS - Vocational Training Program & $600,000
Job Development Specialist Position $324,678
$2,170,155
Human Services (Salaries and Benefits) and
Operating Costs $1,547,771
$581,745
Mental Health Services - Contracted Services
$806,722
Alcohol and Other Drugs (AOD) Treatment - $843,702
Contracted Services $341,871
$2,268,085
Health System Staff (Salaries and Benefits)
and Operating Costs $1,242,239
FY 2017-18 - $7,069,834 FY 2016-17 - $5,124,980
*Includes assistance and support services (e.g., DMV, Licensing, Assessments); food, clothing and
transportation vouchers (bus passes, grocery gift cards); Community Mentors
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
• FY 2016-17: $1,004,653 was allocated to Community Based Organizations
• FY 2017-18: $1,004,653 was allocated to Community Based Organizations
Page 250
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
Quarterly, the CCP is presented with data related to current programs and services from county
departments namely Probation, Human Services, Behavioral Health and Recovery Services, and the
Sheriff’s Office using Realignment funds. These reports include performance measures that each of
the departments use to monitor the effectivity of the services they provide to clients. These
departments also conduct all their data entries into one centralized case management system –
Efforts to Outcomes/Social Solutions. The data from this system is what the county uses to also look
at program effectiveness. Additionally, through the LEAN continuous process improvement that the
County implemented in 2016, there is now an opportunity to look more in depth at the programs and
services being offered.
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.
On November 10, 2017, San Mateo County released a Request for Proposals (RFP) for program
evaluation services related to the implementation and collective impact of the County’s AB 109
Public Safety Realignment services, including evaluation design, data collection and analysis, and
final reporting. The target start date and term for the proposed services is February 2018 to
September 2018, subject to negotiation of a final agreement.
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, and Treatment program completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
81% or higher
Page 251
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 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 a 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.
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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.
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.
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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 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. This program has continued to reach an
expanded population, facilitating entrance to mental health services.
Organized Delivery System for Drug Medi-Cal -
In February 2017, Alcohol and Other Drug Services implemented with contracted local providers an
organized delivery system for recovery services funded by Drug Medi-Cal. This shift in service
delivery has included application of American Society of Addiction Medicine standards in defining
levels of care and continually assessing client need and appropriate placement.
Whole Person Care Pilot -
San Mateo County's Health System, in collaboration with existing reentry partnerships and a broad
range of providers and community supports, is piloting an intensive program of case management
and care coordination prioritizing the medical needs of homeless county residents, closely attending
overlaps with substance recovery, mental health and other needs impacting this population.
The San Mateo County Sheriff’s Office has also enhanced its in custody program delivery model to
ensure that offenders have access to meaningful services and programs that will aide in their reentry
back to their communities. At the end of FY 16-17, the Sheriff’s Office had 21 in-custody programs
that served a total of 705 unduplicated inmates. The programs fall into four categories: cognitive and
substance abuse programs; education/literacy; vocational; and activities. We also offer religious
services, but do not include this category in the count of programs or inmates served. The programs
offered within each category are broken down as follows:
Cognitive Programs -
• Parenting
• Domestic Violence
• Relapse Prevention/Staying Sober
• Trauma Informed Programs
• Anger Management
• Hope Inside for Men and Women
• Enneagram Prison Project
• Seeking Safety
• Thinking for a Change
Education/Literacy -
• Five Keys High School and Programs
• Stanford Prison Education Project (S-PEP)
• San Mateo County Office of Education
• Financial Literacy (JobTrain)
• Project READ (several literacy programs)
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Vocational -
• Men’s and Women’s Culinary Program
• Vocational Programs at JobTrain
• T.A.I.L.S.: Transitioning Animals into Loving Situations
• Job Readiness and Success Coaching
Other Activities -
• Mindfulness Based Meditation
• Yoga
• Knitting (for Stanford cancer patients)
What challenges does your county face in meeting these programming and service needs?
The skyrocketing costs of real estate and housing in our county, continues to jeopardize San Mateo
County’s clients’ ability to stabilize their housing. With limited job skills and barriers such as mental
health and/or substance abuse, the challenge of securing employment that will offer a livable wage
to sustain housing within San Mateo County still remains. Subsequently, it also endangers the
viability of providers who also grapple with changes in federal and state requirements for
reimbursement of their services. Our Human Services Agency that provides transitional and
temporary emergency shelters are
Additionally, several other 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 looking 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).
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.
Each collaborative reentry partner agency strives to improve its function or service delivery. We
often strive together. We occasionally develop in isolation practices that improve a narrow band of
function while unwittingly complicating other areas. 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.
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We continue to find need to further develop a rich, viable continuum of services, as 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 further 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?
Our reentry site, Service Connect, has piloted a Wellness Passport program that has incentivized
program and group participation while driving further program development. Participants received
stamps in their passports for each instance of attending one of several groups and activities. Those
who reached set numbers of stamps received prizes assigned to those levels. Results from the first
cycle showed increases in participation and engagement. Participant feedback suggested that this
structure motivated them to do activities that they later found beneficial.
In addition, in 2016, under the guidance of the County Manager’s Office, agencies serving AB 109
clients in San Mateo County, namely the Probation Department, Sheriff’s Office, Human Services
Agency, Correctional Health and Behavioral Health and Recovery Services undergone a LEAN
process improvement workshop. The goal of this process was to evaluate the effectiveness of the
various procedures that each Department implements for the provision of services as well as identify
ways to improve them. From this process, the County has developed six workgroups that have
defined deliverables to continue our improving our business practices and to ensure that we deliver
the best possible services and resources to the AB 109 population. These workgroups are:
• Information Sharing
• Data collection and reporting
• Multi-Disciplinary Teams and Case Management
• Program
• In/Out of custody
• Funding
For the past year, all workgroups have continued to make progress towards their goals. By the end
of 2017, San Mateo County will launch its release of information and revocation of information forms
geared towards a more collaborative form of service delivery to AB 109 clients. These forms will be
presented to clients at all points of their journey through San Mateo County – from in custody to their
transition back into their communities. Additionally, the criminal justice partners have strengthened
its AB 109 case management system – Efforts to Outcomes/Social Solutions (ETO) to facilitate a
smoother electronic referral system to track clients as they move from one agency to another. ETO
will also house the release and/or revocation of information forms to ensure that agencies are
guided in the information they can share to others about the client. .
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The remaining five workgroups have also developed more streamlined processes to provide
services both in and out of custody to clients. However, the barrier of the release and/or revocation
of information forms have caused delays in the implementation of the new processes. San Mateo
County is anticipating that all the new programs and processes will be in place in 2018 and we will
report on their progress in next year’s survey.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
San Mateo County continues to provide a collaborative service delivery model for AB 109 clients
through Service Connect. This is a separate office housing both the Human Services Agency and
Behavioral Health and Recovery Services to provide a range of services aimed at support AB 109
clients as they re-enter the community. Services include:
• Temporary emergency shelter and food
• Transportation and clothing vouchers
• Employment services – job training and placement
• Mentorship
• Case management
• Health services – screening and treatment for mental health and substance abuse, wellness
checks, and dental care
With the implementation of the LEAN process improvement in 2016, this past year has been a year
of transition and looking at better ways to provide services to our AB 109 clients in San Mateo
County. We are hopeful that for the next reporting cycle, we will be able to present a better picture
coupled with data to see the efficacy of this new process.
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Page 258
Community Corrections Santa Barbara County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Beverly Taylor FY 2016-17
Chief Probation Officer
Goal: Enhance public safety by reducing recidivism.
Darrel Parker
Presiding judge or Objectives: • Deliver evidence-based programming that is data
designee driven and matched to offender risk and needs.
• Expand the use of best practices for evidence-based
Janet Wolf sentencing and adjudication that utilizes offender
County supervisor or specific risk, needs, and responsivity measures.
chief administrative
Measure: • The Incentives Pilot Project, an effective tool for
officer or designee
enhancing an offender’s motivation to change
behavior, engage in treatment, and comply with
Joyce Dudley
court-ordered conditions, will be expanded countywide.
District Attorney
• Continued training related to evidence-based practices
and/or interventions will be available to service
Tracy Macuga
providers.
Public Defender
Progress: In FY 2016-17, the percentage of the Realigned population
Bill Brown
without a felony conviction during the term of probation
Sheriff
supervision was 79%, or a recidivism rate of 21%. In
comparison, in FY 2015-16 the percentage of without a
Pat Walsh
felony conviction was 78%, or a recidivism rate of 22%.
Chief of Police
Daniel Nielson Goal: Enhance the use of alternative detention (pre- and post-
Department of Social sentence) for appropriate offenders.
Services
Objectives: • Expand the use of an evidence-based assessment tool
for pre-trial and post-sentence jail release decisions.
Ray McDonald
• Strive to maximize jail capacity by appropriately
Department of
identifying offenders who can safely be released and
Employment
those who should be held in physical custody.
Alice Gleghorn Measure: • Strive to ensure that no more than 10% of the total
Department of Mental housed jail population are low risk offenders.
Health/Alcohol and • Continue to ensure evidence-based risk assessment
Substance Abuse information is available for at least 90% of inmates in
Programs the county jail.
• Ensure that all defendants assigned to Pre-trial
Susan Salcido
Services are assessed utilizing the Virginia Pretrial
Office of Education
Risk Assessment Instrument (VPRAI).
• Increase the pretrial release of inmates through the use
Eduardo Cué
of the VPRAI results.
Community-based
organization Progress: All defendants assigned to pretrial services are now
assessed using the VPRAI and results are provided to
Alison Wales judicial officers for consideration. In addition, an enhanced
Victims’ interests supervised pre-trial release option is available and select
__________________ inmates are being released from jail into this program.
The CCP meets
Evidence-based risk assessment information is available
bi-monthly
for 93% of inmates in the county jail.
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Goal: Provide for successful reentry of offenders back into the community.
Objectives: • 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 reentry 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 cognitive behavioral therapy, such as Reasoning
and Rehabilitation (R&R), Thinking for a Change (T4C), and Moral
Reconation Therapy (MRT) for realigned offenders to at least 80%.
• Ensure that at least 94% of realigned offenders have housing through
collaborative reentry 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: 40% of unemployed realigned offenders were referred to an employment/
vocational development program.
81% of all realigned offenders were referred to cognitive-behavioral therapy
(CBT).
11% of realigned offender secured housing through the collaborative reentry
process and subsidized housing.
Over 1,200 referral requests from inmates were processed by the Discharge
Planning Team.
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Goal: Coordinate efforts to eliminate duplication, increase efficiencies, and promote
best practice.
Objectives: • 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 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: The QA Committee expanded to include additional community partners and
programs have completed self-assessment program fidelity reviews and have
initiated a peer-review assessment process.
The Criminal Justice Data Committee (CJDC) was established to improve data
collection and sharing across County agencies in an effort to support analysis,
outcome measurement, and reporting.
A process evaluation was completed by the University of California, Santa
Barbara (UCSB) on the County’s northern region Mental Health Treatment Court
(MHTC) and the County’s southern region Substance Abuse Treatment Court
(SATC) to ensure adherence to best practices and to support the efforts of team
members in remaining current with the latest research related to treating
addicted criminal offenders.
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Enhance the use of alternative detention (pre- and post-sentence) for
appropriate offenders.
Objectives: • Expand the use of an evidence-based assessment tool for pretrial 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: • Continue to ensure evidence-based risk assessment information is available
for at least 90% of inmates in the county jail.
• Strive to ensure that no more than 10% of the total housed jail population are
low risk offenders.
Progress: Progress has been made in the areas associated to this goal. Mid-year analysis
will be conducted and presented in future reporting.
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Goal: Enhance public safety by reducing recidivism.
Objectives: • Deliver evidence-based programming that is data driven and matched to
offender risk and needs.
• Expand the use of best practices for evidence-based sentencing and
adjudication that utilizes offender-specific risk, needs, and responsivity
measures.
• Support professional training to advance system-wide knowledge of
evidence-based practices in the criminal justice field
Measure: • Increase delivery of evidence-based programming in the jail to male high risk
offenders classified as general population by 60%. Currently, only 3% are
receiving this intervention.
• Provide training opportunities for justice partners in evidence-based
practices and offender risk, need, and responsivity.
• Increase the percentage of the realigned population without a felony
conviction during the term of probation supervision to 80%.
• Continue to provide training opportunities related to evidence-based practices
and/or interventions to service providers.
Progress: Progress has been made in the areas associated to this goal. Mid-year analysis
will be conducted and presented in future reporting.
Goal: Coordinate efforts to eliminate duplication, increase efficiencies, and promote
best practices.
Objectives: • 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: • Assist treatment programs in completing self-assessment and implementing
peer program fidelity reviews.
• Collaborate with the University of California, Santa Barbara (UCSB) to
complete a process evaluation on one Mental Health Treatment Court
(MHTC) and conduct an outcome evaluation of the Substance Abuse
Treatment Court (SATC).
• Increase compliance checks by 20%.
• Implement and utilize a master name index (MNI) infrastructure to allow for
data linkages across agency systems regardless of where data exists.
Progress: Progress has been made in the areas associated to this goal. Mid-year analysis
will be conducted and presented in future reporting.
Page 262
Goal: Provide for successful reentry of offenders back into the community.
Objectives: • 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.
• Increase community partnership and engagement.
Measure: • Increase referrals to an employment, vocational development program to at
least 75% of those unemployed realigned offenders who are available for
supervision.
• Increase the percentage of realigned offenders securing transitional and
long-term housing
• Expand participation in Reentry Steering Committee to include new
community partners.
Progress: Progress has been made in the areas associated to this goal. Mid-year analysis
will be conducted and presented in future reporting.
FY 2016-17 and 2017-18 Budget Allocations
$1,031,345
Reserve Funds
$2,873,388
$5,000
Guadalupe Police Department
$59,924
Auditor-Controller's Office
$47,961
$121,441
Court
$309,855
Public Defender
$202,326
$341,065
District Attorney
$319,965
$1,195,822
Department of Behavioral Wellness
$422,417
$4,222,096
Sheriff Department
$3,567,783
$6,121,575
Probation Department
$4,737,871
FY 2017-18 - $13,408,123 FY 2016-17 - $12,171,711
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FY 16-17 and 17-17 Allocations to Public Agencies for Programs & Services
$391,967
Administration
$336,675
$10,000
Offender Support
$2,550
$4,000
Transportation (Bus Tokens)
$8,201
$276,522
Evaluation and Data Analysis
$111,284
$52,637
Victim Services
$49,074
$300,830
Social Workers & Legal Office Professional
$196,433
$278,494
Collaborative Courts
$261,572
Community Release Specialist & Contract $174,561
Discharge Planner $63,515
$384,499
Pretrial Services
$393,194
Sheriff Treatment Program
$430,182
Probation Report & Resource Centers
$378,030
$1,174,564
Psychiatric Services and Pharmaceuticals
$373,396
$996,511
Regional Response Teams
$799,851
$2,944,735
Community Supervision & Case Management
$2,622,981
$888,095
Detention Alternatives
$836,524
$2,318,695
Jail Custody
$2,346,974
FY 2017-18 - $11,019,486 FY 2016-17 - $8,387,060
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$320,000
Subsidized SLE, Detox
$181,547
$1,037,292
Treatment and Re-Entry Services
$729,716
FY 2017-18 - $1,357,292 FY 2016-17 - $911,263
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Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
The County’s partnership with the Pew-MacArthur Results First Initiative continues to allow local
stakeholders the opportunity to apply available evidence and a “cost-benefit” analysis into funding
and policy decisions.
In the last fiscal year, Santa Barbara County began incorporating this work to inform spending
decisions. In partnership with Results First, the County introduced specific requirements for
providers and agencies requesting funding for criminal justice programming. At the outset of a
solicitation, agency representatives are to complete a Criminal Justice Funding Opportunity form to
convey information regarding the target population, criminogenic need, desired program outcomes,
and available evidence that demonstrates the program is likely effective. Where possible, the form
also requests benefit-cost analysis using the Results First approach, or an assessment of the
outcomes that are required for the County to break-even on its investment when a benefit-cost
analysis is not possible (a novel application of the Results First benefit-cost model).
This new protocol allows County agencies to not only systematically consider funding requests, but
also equips partners with the information needed to provide the County Board of Supervisors (BOS)
with a clear summary of available evidence and a confident recommendation of whether a proposal
is likely to be an effective use of County resources.
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 (UCSB) 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 BOS periodically. 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 and Recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming?
Less than 20%
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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?
• Batterer’s 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
• Residential Treatment Program (RTP)
• Housing assistance through AmeriCorps outreach to the justice-involved population
What challenges does your county face in meeting these programming and service needs?
• Staff turnover within County departments and community based services
• Housing and treatment options for high need mental health and transient clients
• Identifying methods of data integration across agencies
• Identifying most effective strategies to increase community engagement
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
The Criminal Justice Data Committee (CJDC) was convened to focus on a data exchange
infrastructure, process and governance between participating agencies to ultimately enhance the
ability to collect and analyze data on shared clients and improve data integration and processes
between agencies.
The enhancement and expansion of pre-trial services to include a supervised release option
designed to safely maintain in the community those individuals who previously would have remained
in county jail unable to post bail.
A feasibility study is being conducted to identify a location for additional forensic beds for inmates
with severe mental health disorders to be housed in lieu of county jail.
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Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The collaboration amongst County stakeholders in the area of discharge planning continues to be a
local best practice with over 1,200 requests for discharge services processed by the jail discharge
planning team. Jail based services, reentry, and discharge planning have expanded the
fundamental evidence-based practice of a collaborative structure and joint ownership between
County departments and community-based organizations (CBOs). Discharge planning services
continue to include residential program screening, 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. Funding has been expanded to include transportation options for inmates exiting the
jail and wishing to enter treatment programs. In addition, this year, jail services have also begun to
expand through the use of technology. Edovo tablets will allow the jail to serve the harder to reach
populations with a higher in-custody security classification. This will create opportunities to learn
new behaviors and skills that prepare them for in or out of custody treatment, reentry, and a
pro-social life.
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Page 268
Community Corrections Santa Clara County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Laura Garnette
FY 2016-17
Chief Probation Officer
Goal: Increase the number and percentage of formerly
Rebecca Fleming
incarcerated individuals successfully participating in and
Presiding judge or
completing job training/preparation that will lead to gainful
designee
employment.
Miquel Marquez
Objectives: • 340 participants will be placed in gainful employment
County supervisor or
chief administrative Measure: • 1053 enrollments in job readiness
officer or designee • 479 participants will be placed in gainful employment
Progress: Subsidized employment continues to remain popular with
Jeffrey F. Rosen
the Reentry population.
District Attorney
Employment placement is over 140% of its annual service
goal.
Molly O’Neal
Other services are provided as part of employment
Public Defender
placement such as tattoo removal, financial literacy,
Laurie Smith business work attire, and GED training.
Sheriff
Goal: Establish reentry programming in the County’s correctional
Mike Sellers facilities.
Chief of Police
Objectives: Develop in custody job readiness, family skill building
Robert Menicocci programming and strengthen family relationships for
Department of Social offenders to help reduce risk of repeat incarceration
Services • 2,100 participants will complete Employment Training
program
John Dam • 860 participants will complete Legal Services program
Department of • 280 participants will complete Family Reunification
Employment • 7,030 participants will complete Health & Wellbeing
Toni Tullys, MPA Measure: • 1,053 participants completed the Employment Training
Department of Mental • 3,123 participants completed the Legal Services
Health • 2,464 participants completed the Family Reunification
• 4,575 participants completed the Health & Wellbeing
Bruce Copley
Progress: Client participation in programs at Elmwood remains high
Alcohol and Substance
and well-received.
Abuse Programs
Partnership with Elmwood staff have been increasingly
favorable and effective.
Jon R. Gundry
Goodwill has hired a new employment trainer to
Office of Education
recommence its employment training program.
Rose Amador In addition, participants enrolled 250 in the SJSU College
Community-based Course program. 126 participants completed the program.
organization
Kasey Halcon
Victims’ interests
__________________
The CCP meets quarterly
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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.
Objectives: • Develop pre-release plans that realistically address the housing needs of
individuals
• Continue to implement housing programs along the entire continuum of
housing needs
Measure: • Households Served FY 16-17:
• Re-Entry Homeless Prevention (EAP) - 78
• Rapid Rehousing - 67
• Prop 36 Monthly Assistance - 12
• Parolee Special Needs Monthly Assistance - 33
• AB 109 Housing Program - 48
• Custody Health High User Initiative - 9
• Community Re-Integration North - 61
• Community Re-Integration Central - 59
• Community Re-Integration South - 36
Progress: The County’s Office of Supportive Housing (OSH) which provides permanent
supportive housing for chronically homeless and other highly vulnerable individuals
along with short-term financial assistance and/or subsidies to rehouse people or to
help them keep their housing until they become self-sufficient. OSH also supplies
emergency shelter and temporary transitional housing with attached services while
families gain education, employment, and income to obtain housing. In FY 16-17,
OSH provided financial assistance and/or housed about 404 individuals
The CCP did not provide goals for FY 2017-18.
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FY 2016-17 and 2017-18 Budget Allocations
$7,870,852
Reserve/Carry Over Funds
$5,147,440
$517,874
Medical Mobile Unit
$508,265
Social Services Deprt of Employment & $896,625
Benefit Svcs $896,625
$6,124,589
Substance Use Treatment Services
$5,467,671
$5,000,000
Housing
$1,825,000
Custody Health - Medical & Mental $5,680,181
Health $5,158,027
$7,445,972
Mental Health Services
$6,871,379
Facilities and Fleet (Reentry Resource $520,000
Center) $520,000
$751,562
Pretrial Services
$751,562
$561,512
Public Defender Expungment
$529,286
$9,838,517
Probation Department
$9,838,517
$1,162,760
Information Services Department
$1,162,760
Office of Reentry Services (includes HR $2,446,018
support) $2,194,846
$12,363,906
Sheriff/Department of Corrections
$13,277,797
FY 2017-18 - $62,094,259 FY 2016-17 - $53,235,284
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FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
Mental Health Outpatient Treatment $818,808
Program $760,054
$282,880
Faith Based Services Program
$270,069
$517,874
Medical Mobile Unit
$1,508,265
$2,446,018
Reentry Resource Center Operations
$2,194,846
$561,512
Expungement Services
$529,286
Electronic Monitoring & Pre-Trial $751,562
Services $751,562
$2,695,117
Alternative Out-of-Custody Supervision
$2,582,269
Behavioral Health Assessment & Case $2,516,975
Management $1,536,944
Medical Eligibility, CalFresh & General $896,625
Assistance Enrollment $896,625
FY 2017-18 - $11,487,371 FY 2016-17 - $11,029,920
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$286,481
Life Skills - Coping and Mediation
$253,541
$4,111,616
Substance Use Treatment Services
$3,470,575
$1,366,667
Faith Based Services
$616,667
$3,850,561
Mental Health Treatment Services
$1,372,267
$4,000,000
Housing
$3,402,251
$201,817
Education
$262,500
$1,480,132
Employment
$1,153,658
$258,454
Family Reunification
$177,150
$340,885
Health & Well-being
$300,000
$339,397
Legal Services
$211,254
FY 2017-18 - $16,236,010 FY 2016-17 - $11,219,863
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Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
The Office of Reentry Services (ORS) was established by the Santa Clara County Executive’s Office
to serve as the administrator of the County’s reentry-related funding. The CCP makes
recommendations for programming and/or services to be provided to AB 109 clients. The ORS in
turn, sends the recommendations to the County Executive’s Office for review and acceptance. If
accepted, the County Executive’s Office submits the proposal to the County Board of Supervisor for
final approval.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. The Probation Department has a Director of Research and Development (RaD), who works
with other internal probation staff and staff at the ORS to provide comprehensive evaluations of
programs and services for the AB109 population. The process seeks to examine ways in which
service provision informs the rates of recidivism among the County’s AB 109 population. It also
includes AB 109 population characteristics, types of services and programming being accessed, and
the impacts of services and programming on recidivism.
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 process when contracting and it is considered during the contractor’s annual performance
evaluation review when renewing contracts. The Probation Department has an Evidenced-Based
Practices program manager as well, who works on ensuring best practices used and fidelity to
programs is adhered to. The RaD team also has a focus on measuring performance outcomes and
results.
In addition, the Pew-MacArthur Results First Initiative (RFI) is currently working with Santa Clara
County to create an inventory of its reentry practices. This inventory matches what is currently being
done to a clearinghouse of evidence-based practices. Each practice/program then receives a grade
that indicates how promising the practice is based on available evidence.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, 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?
Behavioral Health’s Mental Health Services programs serve special needs populations, who have
psychiatric and/or co-occurring needs affecting their mental health.
• Outpatient programs target criminal justice-involved adults ages 18 and older, providing culturally
and linguistically appropriate services including individual, group, and family counseling and
education on wellness, recovery, and resiliency.
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These programs offer comprehensive, coordinated services that vary in level of intensity. Outpatient
programs may address a variety of needs, including situational stressors, family relations,
interpersonal relationships, mental health issues, life span issues, housing assistance, benefits
attainment, psychiatric illnesses, and substance use disorders.
• Emergency Psychiatric Services (EPS) is a 24-hour locked psychiatric emergency room which
provides emergency psychiatric care to residents of Santa Clara County. Nearly all patients are
on involuntary psychiatric holds (5150s). Every patient is assigned to a psychiatric registered
nurse and a psychiatrist at all times. A psychiatrist will complete an evaluation, make a diagnosis,
and determine a plan of care for each patient. Care plans may include crisis intervention,
medication and stabilization, and subsequent hospitalization for further stabilization. Evaluation
and determination of a discharge plan will be as prompt as possible within a 24-hour period.
Sometimes a special disposition or a wait for a hospital bed will result in a stay longer than 24
hours.
• Evans Lane Wellness and Recovery Center serves adults involved in the criminal justice system
who suffer from mental health and substance abuse issues. The center provides both transitional
housing and a separate outpatient program.
The Outpatient Program provides behavioral health treatment services including psychiatric
assessments, medication, medication management, comprehensive case management services,
and represents the client regarding legal implications. Participants receive an individual treatment
plan to optimize their personal, social, and vocational competency in order to live successfully in the
community. The Residential Program provides housing, 24-hour support, peer support, group
counseling, and group activities support with the capacity to serve up to 56 participants with
extended housing for up to one year. The program supports the participants by providing evening
and weekend group activities which focus on integrating the participants into the community.
• Federally Qualified Health Centers are community-based organizations that provide
comprehensive primary care and preventive care, including health and mental health/substance
abuse services to persons of all ages, regardless of their ability to pay or health insurance status.
These clients typically have mild and moderate mental health conditions that do not require
specialty services.
• Barbara Aaron’s Pavilion is a 60-bed acute inpatient psychiatric unit, operated by BHSD, for
individuals in need of acute hospitalization. This is the highest intensity of medical and nursing
services within a structured environment providing 24-hour skilled nursing and medical care. Full
and immediate access to ancillary medical care is available at Santa Clara Valley Medical
Center.
• Day treatment programs offer person-centered, culturally and linguistically appropriate,
comprehensive, coordinated, and structured treatment services and activities. A day treatment
program consists of a scheduled series of structured, face-to-face therapeutic sessions in order
to assist the persons served in achieving the goals identified in their person-centered plans. Day
treatment programs are offered four or more days per week, typically with support available in
the evenings and on weekends. A day treatment program may prevent or minimize the need for
a more intensive level of treatment. It may also function as a step-down from inpatient care or
partial hospitalization or as transitional care following an inpatient or partial hospitalization stay to
facilitate return to the community.
• Contract Hospital Inpatient services include comprehensive hospital-based psychiatric services
to individuals aged 18 years or older, who have serious and persistent mental illness and/or a
co-occurring substance use disorder who have been deemed unable to reside safely in a
community setting due to the severity of their condition. Comprehensive, hospital-based
psychiatric services include clinical and medical activities and interventions necessary for the
stabilization of the individual’s condition, including thorough psychiatric and substance use
evaluations, and medication evaluation and management. The BHSD has contracts with various
community hospitals.
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This enables them to hospitalize Santa Clara County Medi-Cal beneficiaries in need of acute
psychiatric hospitalization when beds are unavailable at Barbara Aaron’s Pavilion.
• Residential Care Facilities provide custodial care to persons who, because of mental or
emotional disorders, are not able to live independently. Residential treatment programs are
organized and staffed to provide psychiatric nonhospital-based interdisciplinary services 24
hours a day, seven days a week for persons with behavioral health or co-occurring needs,
including intellectual or developmental disabilities. Residential treatment programs provide
environments in which the persons served reside and receive services from personnel who are
trained in the delivery of services for persons with behavioral health disorders. These services
are provided in a safe, trauma-informed, recovery-focused milieu designed to integrate the
person served back into the community and living independently whenever possible.
• Skilled Nursing Facilities provide a type of residential care for people who require continual
nursing care and have significant difficulty coping with required activities of daily living due to
illness or physical injury. Assistance with activities of daily living include assistance with eating,
bathing, meals, and dressing. Nursing aids and skilled nurses are available 24 hours a day.
Substance Use Treatment Services (SUTS) operates a continuum of care, based on ASAM levels of
care, and places clients in the least intensive level of care that meets their treatment needs. A
majority of Realignment clients with substance using disorders are placed in outpatient treatment
settings, with residential treatment reserved for particularly high need clients.
• Outpatient (OP) services are the least restrictive level of treatment in the SUTS system of care.
Adult clients receive up to nine hours of treatment services per week. Services include:
assessment, treatment & discharge planning, individual and group counseling, crisis intervention,
family therapy, medication services, education, and collateral services (such as case
management). In the SUTS system of care, many clients are referred to OP from residential
treatment, so it is a ‘step-down’ from a more intensive level of treatment.
• Intensive outpatient (IOP) involves similar services to regular outpatient, but the services are
provided at a higher intensity (more hours per week). IOP services range from a minimum of nine
hours per week to 19 hours per week.
• Residential treatment is the most intensive level of service currently available in the SUTS
system of care. It involves 24-hour stay in a residential facility and the main purpose of treatment
is to stabilize the client. SUTS has a short-term residential program and the average length of
stay is between 30 and 35 days. Extensions may be granted based on assessment of client need
for additional residential services. Components of residential treatment include intake, individual
and group counseling, education, family therapy, safeguarding medications, and collateral
services.
• Transitional Housing Units (THUs) are not treatment facilities. Clients must be admitted to
outpatient before they can be referred to THUs. THUs are treatment-linked temporary housing
that serve as sober living environments for clients in outpatient treatment. Not all OP clients live
in THUs, only those who need this type of housing.
In order to expand the Reentry Network and offer more avenues for resources to clients, the
Behavioral Health Services Department partnered with four faith-based reentry centers (FBRCs):
Bridges of Hope, Mission Possible, Breakout Prison Project (Good Samaritan), and Destiny.
Together. These centers and their extensive network of community collaborations form the Faith
Reentry Collaborative (FRC). The FRC has offices at five locations. Each of the four centers accepts
any reentry clients and the FRC has full-time employees at the Reentry Resource Center (RRC),
who route clients to the FBRCs. Clients who need services not available at the RRC or clients who
are not eligible for services at the RRC are screened at the RRC by FRC staff and sent out to one of
the four FBRCs. Each faith-based center has case managers who oversee a caseload of clients.
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Clients with extensive needs are case managed and receive wrap-around service linkage, through
which they are linked to a wide variety of supportive services available in the community. Clients
who are not case managed can receive what the FRC refers to as “felt needs” service linkage, which
is a one-time referral to services without ongoing case management.
The Valley Homeless Healthcare Program (VHHP) hosts a medical bus called the Medical Mobile
Unit (MMU), which visits different locations throughout the County. The MMU currently spends 20
hours a week on visits and the clients (RRC reentry individuals can access it for medical and
psychiatric care. These hours will be expanded in the future. While the bulk of individuals who
access the MMU at the RRC location are criminal justice clients, anybody can access the unit to
receive care. The MMU staff also provide social work through Community Health Workers, who
provide case management and service navigation to high-need clients.
The MMU provides an invaluable service to reentry clients. After being released from the
correctional facilities, many clients have medical and/or psychiatric needs, especially when it comes
to medication. The MMU has both a medical doctor and a psychiatrist on board, who provide
healthcare on the bus, write prescriptions, give advice, and link patients to other health-based
appointments at County health facilities if they have needs than cannot be addressed on the bus.
MMU patients can also be linked to dental services as well. These clinical needs are often the
client’s immediate priority and having the unit available at the RRC is extremely useful to clients
recently released from correctional facilities.
The Custody Health Department attends to incarcerated individuals’ medical and psychiatric needs.
Custody’s Mental Health Services unit provides an array of mental health services to the clients
incarcerated in the Santa Clara County Jails, such as, mental health exams and treatment, crisis
evaluations, acute inpatient services, pharmaceutical management, welfare checks, programs and
other services.
What challenges does your county face in meeting these programming and service needs?
In recent years, Santa Clara County has ranked among the top ten most expensive housing markets
in the country, making it extremely difficult to provide housing options to people with limited incomes.
The majority of Realignment clients who visited the RRC reported being homeless, having issues
with stable/permanent housing, or having some level of housing need to address before they could
successfully reenter society. Homelessness severely impacts clients’ health, ability to secure
employment, their recovery from substance dependency and mental health disorders, and
reunification with family.
Also, 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.
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 Realignment population has high rates of mental illness and substance use disorders. From
data available, about one-fifth (21%) of the Realignment population had been diagnosed with a
Serious Mental Illness. This means that the rate of individuals with any mental health issues in
general is even higher. About two-thirds (66%) of the Realignment population had a substance use
disorder. The actual rate of substance use issues is likely higher, as not everybody with a disorder is
identified, and not every user had a clinical disorder. Currently Santa Clara County Reentry Network
is establishing a jail diversion project to divert those with serious mental illness and co-occurring
substance use into treatment in place of custody.
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The project will divert individuals with high clinical need away from repeated incarceration and into
treatment, which for many, is the only path to breaking the cycle.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
One-Stop Shop Model:
Santa Clara County’s unique “one-stop shop” approach to reentry combines the benefits of a day
reporting center with ease of access to a wide variety of community resources and county agencies,
known as the Reentry Network.
The Reentry Network’s core collaborative partners are the Office of Reentry Services (ORS),
Probation Department, Office of the Sheriff, County Superior Court, Office of the Public Defender,
Pretrial Services Department, Parole Program (CDCR), Community-Based Partners, Social Services
Agency, Office of Supportive Housing, Faith Reentry Collaborative, Substance Use Treatment
Services (BHSD), Mental Health Services (BHSD), Custody Health, Dept. of Child Support Services,
and the Medical Mobile Unit. The one-stop shop model is used for one simple purpose — to support
the successful reentry of clients by making the process easier for both clients and staff. The model
allows for recently-released individuals, or anybody with a criminal history in the County, to visit the
RRC and complete multiple objectives at once. The model allows clients to start the reentry
process on more stable footing as they save time and money on transportation and learn of the
resources available to them that they might never hear of otherwise.
The ability to access multiple resources and complete objectives such as probation check-ins or
mandated programming, at one location, is an invaluable resource for recently-released clients.
Without the RRC, clients would face a more tedious and difficult reentry. For example, in one day, a
client can leave jail in the morning, and by the end of that same day: meet with his or her probation
officer; receive a motel voucher; obtain clean clothes, a hygiene kit and a free meal; apply for
general income assistance, food stamps, and healthcare; be assessed and make appointments for
medical, psychiatric, substance use, and mental health treatment; make appointments with a wide
variety of community-based organizations; and much more.
Without the RRC, this process could potentially take several days or even weeks, in addition to all
the time and money that would be spent on public transportation and coordination of appointments.
For special needs clients, such as those suffering from mental illness, the one-stop shop approach
provides further benefit as peer mentors and community health workers help them navigate the
building from partner to partner, and help connect them to their appointments elsewhere.
Together, these organizations collaborate across systems to provide reentry clients with seamless
support and streamlined linkage to the services, resources, and treatment available through the
RRC and in the community. While the Office of Reentry Services supports partners with funding and
oversee operations at the RRC, the agencies housed within the center operate autonomously,
utilizing partnerships and service agreements and/or community-based contractors to provide
interventions and support systems that are evidence-based and holistic. Together, Reentry Network
partners strive to provide evidence-based, wrap-around support to the reentry clients of Santa Clara
County.
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Community Corrections Santa Cruz County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Fernando Giraldo
FY 2016-17
Chief Probation Officer
Goal: Establish an array of effective alternatives to incarceration
Honarbale 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
Carlos Palacios safety outcomes. (This goal was retained from FY15-16.)
County supervisor or
Objectives: • Establish and maintain a Custody Alternatives Program
chief administrative
(CAP) to identify, screen, and place appropriate
officer or designee
inmates in community alternatives, including the use of
electronic monitoring and supervision to ensure public
Jeff Rosell
safety
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 validated risk
Jim Hart assessment tools and active communication with the
Sheriff courts for pretrial release
Chief David Honda Measure: • Average daily jail population as a percentage of the
rated capacity for each of the County’s three facilities
Chief of Police
• Total number of jail bed days saved by CAP
Ellen Timberlake • Public safety rate of inmates committing new law
Department of Social violations during the period of their custody alternative
Services • Total number of jail bed days saved by Pretrial
Services
Andrew Stone • Public safety rate of defendants committing new law
Department of violations during the period of their pretrial release
Employment
Progress: During FY 2016-17, the average daily population across
Giang Nguyen the County’s three jail facilities was 437 or approximately
Department of Mental 99.5% of combined rated capacity.
Health During FY 2016-17, CAP supervised a total of 566
participants, saving a total of 24,104 jail bed days. During
Shaina Zura FY 2016-17, Pretrial Services supervised a total of 357
Alcohol and Substance individuals, saving a total of 26,657 jail bed days, with a
Abuse Programs public safety rate of 89% of defendants not arrested for
new criminal behavior during the period of pretrial release.
Michael Watkins
The violent crime safety rate is 98% of defendants not
Office of Education
arrested for a new violent crime during the period of
pretrial release.
Karen Delaney
Community-based
organization
Sylvia Nieto
Victims’ interests
__________________
The CCP meets quarterly
Page 279
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
Objectives: • Conduct risk assessment on all AB 109 individuals within 30 days of
sentencing; conduct full assessment of criminogenic needs on all moderate
and high risk AB 109 individuals within 30 days of sentencing.
• Develop supervision case plans for all AB 109 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 AB 109-sentenced
individuals, including the use of Effective Practices In Community Supervision
(EPICS), motivational interviewing, and an objective sanctions and rewards
grid for response to participant behavior.
Measure: • Number of AB 109-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: A total of 393 AB 109-designated individuals were supervised during FY 2016-17.
Probation conducted a total of 303 assessments, including risk assessment,
full/comprehensive assessments, and re-assessments. A total of 995 EPICS
interventions were documented among AB 109-designated individuals during
FY 2016-17.
Goal: Develop community partnerships for Effective Intervention Services that adhere to
the principles of evidence-based practices for maximum recidivism reduction
Objectives: • Refer all AB 109 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 individuals referred to AB 109 services based on
assessed need
• Number and percent of individuals receiving adequate AB 109 service dosage
based on risk level
Progress: During FY2016-17, a total of 834 individuals received AB 109 services through
the CCP’s referral and service model, with an average total dosage of 49 hours of
service.
The CCP reports it will use the same goals, objectives, and outcome measures identified
above in FY 2017-18.
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FY 2016-17 and 2017-18 Budget Allocations
$200,000
Administration (Probation Department)
$200,000
$5,429,134
Community Supervision & Treatment
(Probation Department) $5,011,641
$2,714,567
Corrections (Sheriff's Office)
$2,505,821
FY 2017-18 - $8,343,701 FY 2016-17 - $7,717,462
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
Superior Court of CA, Santa Cruz $16,000
Public Defender
$3,960
Sheriff's Office
$15,000
$140,000
Office of Education
$70,000
$306,765
Health Services Agency
$172,057
$25,000
Cabrillo College
$57,000
FY 2017-18 - $487,765 FY 2016-17 - $318,017
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
Consultants*
$25,500
$465,000
Volunteer Center of Santa Cruz County
$465,000
$107,600
United Way of Santa Cruz County
$85,500
$248,000
Sobriety Works, Inc.
$242,000
$15,000
Siena House
$70,000
Santa Cruz Barrios Unidos
$70,000
$17,700
Research Development Associates
$100,438
New Life Community Serivces $20,000
$20,000
$213,500
Janus of Santa Cruz
$213,500
Homeless Service Center $24,000
$23,994
$654,875
Encompass Community Services
$764,875
Community Television
$750
Community Options
$500
$180,000
Community Action Board
$180,000
FY 2017-18 - $2,015,675 FY 2016-17 - $2,192,057
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Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
The CCP releases a solicitation for letters of interest on a three-year cycle. Service areas are
identified through a summative analysis of validated needs assessments, with initial allocations for
each service area based on prevalence of need, estimated average cost per treatment episode, and
public safety priority. A panel of local and regional stakeholders review and scores service proposals
based on the following minimum criteria:
• Service History. A documented history of similar or equivalent service delivery to high risk
criminal justice populations in the service area for which funding is sought, including the
successful completion of contract deliverables and the timely collection and reporting of service
delivery and participant outcomes.
• Justice System Collaboration. A documented history of prior successful collaboration with
probation, corrections, or other justice system stakeholders.
• Responsivity. Demonstrated understanding and capacity for responsiveness of services,
including cultural and linguistic competency, field-based service delivery, evening and weekend
availability, low literacy materials, gender-specific programming, and adaptation to multiple
learning styles.
• Evidence-Based Practice. A documented history of and capacity for implementing
evidence-based practices, specifically focused on reducing criminogenic risk, including client
engagement, and motivational enhancement.
• Interagency Collaboration. A documented history of successful collaboration with local human
service providers, including multi-disciplinary service delivery, shared case management,
blended funding, strategic planning, and policy development.
• Staff Training. Commitment to full participation in trainings provided through the CCP regarding
effective, evidence-based interventions, and services to the target population.
• Data Collection and Reporting. Demonstrated capacity and commitment to collecting and
reporting all required data, including all service delivery statistics, measures of fidelity to
evidence-based service delivery, and program-related impact and outcome measures.
• Continuous Program Improvement. Commitment to continuous program improvement based on
outcome data, including the willingness to reconfigure services over time to enhance effective
coordination throughout the AB 109 service provider network.
• Matching Resources. Identification of current or potential sources of matching resources to
supplement direct funding.
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 AB 109 service
effectiveness. During FY 2016-17, the County Probation Department implemented a web-based
referral and reporting system (CE Programs/CE Provider) integrated with its electronic case
management system. The CE Program/CE Provider allows service providers to enter all service
dosage, program completions, terminations, and other data.
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Data is entered at least weekly, so case management can be continuously updated and issues of
non-compliance or additional service needs can be identified early.
In addition, all providers submit quarterly reports that detail 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; and 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. During FY2016-17 the CCP has begun to pilot outcome-based
contracting, with financial holdbacks and incentive funding for demonstrated client outcomes.
In addition to program-level reporting, Santa Cruz County has contracted with Research
Development Associates (RDA) of Oakland, California to conduct a comprehensive evaluation of
AB 109 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.
RDA delivered the implementation evaluation to the CCP during FY 2016-17. The CCP and its work
groups have been reviewing the findings and recommendations, and implementing new policies and
practices in response. The second phase – the outcome evaluation – is expected during
FY 2017-18, and will include both descriptive statistics of the local AB 109 population (e.g.,
demographics, services received, criminal justice outcomes) as well as inferential analyses (e.g.,
logistic regression of predictors of recidivism, survival analysis of time to recidivism).
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 AB 109-funded services. The CCP selects service providers on a three-year cycle,
based on letters of interest that detail program design and agency capacity. All contracts are
renewable annually based on documented achievement of service delivery targets and
program-specific client outcomes.
The overall mix of services is based on aggregated findings from the Correctional Assessment and
Intervention System (CAIS). Along with an earlier gap analysis conducted by George Mason
University, this data 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 AB 109 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 AB 109 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.
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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 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 the following areas of criminogenic need and reentry stability (service numbers are
duplicated counts that represent the first nine months of the fiscal year):
• Criminal Thinking, Behavior and Identity (service n=465): Evidence-based curricula, offered in
group and individual settings, including Thinking for a Change, Courage To Change, Seeking
Safety, and Getting Motivated To Change. Services provided by the Volunteer Center and
Encompass Community Services in partnership with Probation officers
• Substance Use Disorders (service n=236): Assessment, detox, outpatient, intensive outpatient,
residential, medically-assisted treatment, provided by Encompass Community Services, Janus of
Santa Cruz, Sobriety Works, and New Life Community Services
• Low Vocational Attainment (service n=162): Employment readiness workshops, individual job
placement services, and employer education and outreach, provided by the Community Action
Board and United Way
• Low Educational Attainment (service n=273): Academic testing, high school diploma and high
school equivalency programs, Adult Basic Education, and low level literacy, provided by the
Volunteer Center Literacy Program and the Santa Cruz County Office of Education
• Mental Health Disorders (service n=41): Assessment, counseling and system navigation, and
medication management, provided by Encompass Community Services, Health Services Agency
and Community Action Board
• Family Conflict (service n=132): Parent education and family involvement, including the Papas
Fatherhood Involvement Program, provided by Encompass Community Services
• Unstable/unsafe Housing (total bed nights = 4,491): Emergency and transitional housing
provided by the Homeless Service Center, and the Encompass River Street Shelter; sober living
environment housing provided by Janus, Sobriety Works, Encompass, and independent SLE
• Reentry Planning and Support (service n=187): Benefits assistance and enrollment, driver's
license reinstatement, records clearance, and comprehensive reentry planning provided by the
Volunteer Center and the Encompass Community Services. Also prosocial peer mentoring and
leadership development, provided by Barrios Unidos and Sobriety Works Inc.
What challenges does your county face in meeting these programming and service needs?
Drug Medi-Cal Integration. Our county is preparing to participate in the Drug Medi-Cal Organized
Delivery System, with a projected start date of 1/1/18. While this promises to increase access to
critically-needed drug treatment services, the new model poses many challenges that our local
stakeholders are attempting to address.
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These include new limits on the court’s ability to sentence individuals to specific levels of treatment;
potential shortage of treatment beds in the face of increased demand; new case management
protocols based on weekly reassessment; and combined funding models to address the unfunded
portion of residential care as well as cost over cap for all services. The challenge requires a new and
urgent level of cross-system planning and the involvement of all policy leaders to avoid significant
disruption of care.
• Training. Staff turnover 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. The data needed to accurately track recidivism and other criminal justice
outcomes is spread between courts, corrections, law enforcement, and probation, 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.
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?
During FY 2016-17, the CCP began implementation of a web-based referral and reporting system
for all AB 109 service providers. This system, CE Programs and CE Provider, is integrated within the
Probation Department’s current case management system (Caseload Explorer). Although this
system is new and still not full-featured, it has greatly improved our ability to make and track service
referrals, reducing unnecessary time gaps, and giving case managers and probation officers
immediate access to updated program participation, completion, and termination. The Department
plans to expand the use of this system to the entire adult division in order to better manage the
increased service availability that is anticipated to follow from the Drug Medi-Cal Organized Delivery
System.
Based on needs and service data, the CCP has continued to expand support 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), as well as gender- and trauma-informed curricula such as
Seeking Safety.
Over time, AB 109 implementation is being increasingly integrated with existing and emerging
services and initiatives. This includes outreach for Prop 47 and records clearance efforts; the
development of a division of reentry within the Sheriff’s Corrections Bureau; integration of PRCS
individuals in the local Parolee Reentry Court, as well as conducting shared orientation and
information sessions with State Parole; and shared planning for implementation of the Drug
Medi-Cal waiver.
During FY 2016-17, Californians for Safety and Justice (CSJ) released the Blueprint for Shared
Safety, a community-wide planning tool for more effective responses to crime and victimization. The
document mirrors the approach of the CCP Community Engagement Work Group, and at the end of
the year it was agreed that the Blueprint would become the guiding document for CCP planning.
CSJ has agreed to provide technical assistance for implementation, and will work with the Probation
Department to apply for private foundation support for the effort.
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Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
During FY 2016-17, the County Office of Education dramatically expanded in-custody educational
programming, offering both high school equivalency as well as high school diploma completion.
Given the relatively short average length of stay in jail it has in the past been difficult for inmates to
complete high school equivalency testing. This became even more difficult as the standard test (the
G.E.D.) became more demanding and only available online. While high school equivalency test
preparation and completion is still available, the County Office of Education has added a screening
process to identify individuals who already have enough academic credits that they can complete
graduation requirements within their time in custody. During the first year, the program’s eighteen
individuals earned their high school diploma and an additional 100 passed one or more high school
equivalency subject area tests while in custody. The program is being expanded and funding
increased in FY 2017-18 to continue and expand these outcomes.
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Community Corrections Shasta County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Tracie Neal
FY 2016-17
Chief Probation Officer
Goal: Develop resources to evaluate CCP funded programs and
Melissa Fowler-Bradley
provide information for areas of improvement
Presiding judge or
designee Objectives: • Solicit training from the UC Corrections Institute on Dr.
Edward Latessa’s Evidence-Based Correction Program
Elaine Grossman
Checklist and Evaluation Protocol
County supervisor or
• Select up to eight Probation Staff to attend training
chief administrative
• Select two programs to be evaluated
officer or designee
Measure: • Eight Probation Staff will be trained on Dr. Edward
Stephanie Bridgett Latessa’s Evidence-Based Correction Program
District Attorney Checklist and Evaluation Protocol.
Jeff Gorder Progress: The Evidence-Based Correction Program Checklist and
Public Defender Evaluation Protocol training was received by seven
Probation Staff and one Sheriff’s Office staff May 16-19,
Tom Bosenko 2017. All trained staff are completing an independent
Sheriff evaluation which is the last step to be officially certified.
Staff will receive their certifications in FY 2017-2018.
Roger Moore
Chief of Police
Goal: Update the current Probation adult case plan to better link
goals and interventions with the appropriate criminogenic
Dianna Wagner
need
Department of Social
Services Objectives: • Work with contracted assessment provider to link goals
and interventions with the appropriate criminogenic
Melissa Janulewicz
need
Department of
• Train staff on the resulting changes to the adult case
Employment
plan
• Perform inter-rater reliability process through
Donnell Ewert
contracted assessment provider to ensure staff
Department of Mental
understand how to implement resulting changes
Health
Measure: • Staff are able to correctly use the case plan to link
Dean True
goals and interventions to appropriate criminogenic
Alcohol and Substance
needs.
Abuse Programs
Progress: Work has been done with the provider for the assessment
Judy Flores system to rename the criminogenic needs. This change in
Office of Education language resulted in the criminogenic needs being easier
to interpret and more user friendly for staff and the
Tom Wright
offender. Efforts have been made to educate the
Community-based
Probation staff on how to determine appropriate
organization
intervention through the implementation of the Briefcase
Training. During May, staff attended a training on
Angela Jones
advanced case planning provided via a grant received by
Victims’ interests
Humboldt County. Efforts will continue to improve the case
__________________
planning process.
The CCP meets quarterly
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Goal: Hire an Alcohol and Drug Counselor for the Collaborative Courts (BHC and Re-
Entry Court (REC)
Objectives: • 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.
Progress: The Health and Human Services Agency (HHSA) has nearly completed the
recruitment process and interviews have recently been conducted with
candidates. The county has discontinued the REC effective September 2017 due
to staffing changes in the Courts but the following hire, this counselor will still be
used in the Behavioral Health (BHC) and Addicted Offender Program (AOP)
Courts as well as provide assistance during orientation at Probation.
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Develop resources to evaluate CCP funded programs and provide information
for areas of improvement
Objectives: • The county staff trained in the Correction Program Checklist will complete the
certification process
• Two local programs will be selected and an evaluation completed
• Develop a Correction Program Checklist Protocol to assure consistency in
selection and evaluation
Measure: • County staff receive official certification.
• Two evaluations of local programs completed.
Goal: Increase the capacity of the Shasta-Tehama Education Program – Unified
Partnership (STEP UP) program to include an additional 50 participants
Objectives: • Hire a Probation Assistant to provide case management to participants
• Refer and enroll additional participants
Measure: • Enrollment and participation in the STEP UP Program will increase by 45-50
participants.
Goal: Provide Crisis Intervention Team (CIT) training for local law enforcement staff
Objectives: • Research and contract with appropriate provider to provide CIT training
• Schedule two trainings to occur no later than December 2018
• Increase knowledge and skills to effectively and safety address the needs of
persons with mental illnesses and link them to appropriate services
Measure: • Training provided to law enforcement and other identified staff.
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FY 2016-17 and 2017-18 Budget Allocations
$3,914,702
Carryover
$218,352
Reserve Funds
$213,791
$213,258
District Attorney
$263,293
Victim Witness $82,974
$60,411
Public Defender
$77,698
$139,746
Mental Health
$133,263
$111,360
Social Services
$173,884
$3,283,295
Sheriff's Department
$2,708,020
$3,269,024
Probation Department
$4,037,967
FY 2017-18- $11,293,122 FY 2016-17- $7,607,915
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$403,992
Community Corrections Center
$381,917
$540,767
GPS/Electronic Monitoring
$424,522
$709,882
Work Release Program
$518,860
$258,000
STEP-UP
$8,000
$112,750
Behavioral Health Court
$108,244
FY 2017-18- $2,025,391 FY 2016-17- $1,441,543
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$593,000
Treatment
$465,604
$180,000
Supportive Housing
$117,923
$1,590,596
Day Reporting Center
$864,259
FY 2017-18- $2,363,596 FY 2016-17- $1,447,786
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Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
As needs become apparent through offender contact in current CCP programs and/or assessments
conducted on the offenders, services to address the needs are researched, and a request for
funding is brought before the CCP Executive Committee. The proposal and the availability of funds
are discussed and the CCP Executive Committee has an opportunity to vote to approve or deny the
program.
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. Many of the CCP-funded programs and services provide
presentations at the CCP meetings annually. Annually, at a minimum, 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 was the goal to move forward toward an improved
evaluation process for all contractors as well as internally funded programs. This goal was included
in FY 2016-2017. During the year we made progress towards this goal by completing the training on
the Correctional Programs Checklist and beginning the certification process. Efforts will continue
and evaluation results will be considered during ongoing funding conversations.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Conviction, Length of stay, and 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, Moral Reconation Therapy, Parenting Counseling, Domestic Violence Treatment
and Behavioral Health 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.
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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 address the top criminogenic
needs is of prime importance. For some of these criminogenic needs, there are not currently
agencies in Shasta County that are certified to provide these services. In particular, there are
currently a minimal amount of services for those offenders with co-occurring disorders. The offender
population with these disorders continues to grow. In addition, many of the programs currently
available in the county are not evidenced-based and lacking cognitive restructuring with skill-based
training.
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 Successful Transitions on Probation and Parole
(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 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. The program has continued to be successful and the Probation
Department has seen growth in attendance for those offenders referred to the program and has
continued to develop relationships with additional vendors.
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 Service, 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 Corrections Center and started in October 2013.
Since the program started, they have successfully housed (30 days or longer) 178 offenders.
As of March 2017, the Day Reporting Center (DRC) has had 99 offenders complete and or graduate
from the program since its opening in April 2013. Of the 99 offenders, 29 have re-entered the
Criminal Justice System. 24 out of the 29 offenders have received a new conviction. Graduations
are scheduled for the DRC in early summer and winter of each year. In July 2017, the program
graduated 14 offenders and the next graduation is scheduled for January 18, 2018. In addition,
recent recidivism data revealed a recidivism rate of 49% for those offenders who were enrolled/
participated in the DRC but did not complete/graduate the program.
The data clearly indicated that the longer an offender is in the program and engaging in change
behavior, the less likely they are to recidivate.
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For those who leave the program in Phase II the recidivism rate is less than 20% and for Phase III
the recidivism rate is less than 3%.
The SOR/PSOR Program supervised 214 offenders in FY 2016/2017. Of these, 78% were
successful in making it to sentencing. The program’s failure to appear rate was 12%. 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 staff the ability
to talk with the defendants about treatment programs and other community services available to
them pending the court process.
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Community Corrections Sierra County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Jeffrey D. Bosworth FY 2016-17
Chief Probation Officer
Recidivism goals and outcome measures aren’t particularly realistic or
helpful because of our small size. For example, we closed five felony
William W. Pangman
probation cases during 2017. One failure makes a difference of 20%.
Presiding judge or
designee
The CCP did not provide goals for FY 2017-18.
Scott A. Schlefstein
County supervisor or
chief administrative FY 2016-17 and 2017-18 Budget Allocations
officer or designee
Family Resource Center
Larry Allen $2,000
District Attorney
Equipment & IT
J. Lon Cooper
$19,000
Public Defender
Training & Conferences
Tim Standley $10,000
Sheriff
Drug Court Medical Consultant
Vacant $6,000
Chief of Police
Drug Court Medical Consultant
Lea Salas $10,000
Department of Social
Services Jail Costs
$75,000
Vacant
Department of Consultant
$10,000
Employment
Probation-Drug Court $33,000
Vacant
Coordinator
$33,000
Department of Mental
Health $220,000
Sheriff
$220,000
Vacant FY 2016-17: carryover used $142,685
Alcohol and Substance FY 2017-18 - $253,000 FY 2016-17 - $385,000
Abuse Programs
FY 16-17 Allocations to Public Agencies for Programs &
Merrill Grant
Services
Office of Education
• FY 2016-17: County Drug Court $6,000
Vacant • The county reported no allocations to public agencies for programs
Community-based and services in FY 2017-18
organization
Sandi Marshal
FY 16-17 Allocations to Non-Public Agencies for Programs
Victims’ interests
____________________
• FY 2016-17: Drug Court medical consultant $10,000
The CCP meets • The county reported no allocations to non-public agencies for
semi-annually programs and services in FY 2017-18
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Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
A proposal is made to CCP, it is discussed and a conclusion is made as to whether or not it is a
viable program for Sierra County.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. Very few people at the state level truly appreciate just how small Sierra County is. Our
numbers are so small that it is difficult, if not impossible, to evaluate a program based on annual
statistics. What we do have is the luxury of time to discuss things at length and give each proposal
plenty of individual attention.
Does the county consider evaluation results when funding programs and/or services?
Yes. To the extent we can. But again, for reasons stated above, this can be difficult on an annual
basis.
Does the county use BSCC definitions when collecting data? If so, which?
The county declined to respond to this question.
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?
As mentioned, we are far too small to have very many local problems. For example, how does one
start up a sex offender treatment program, when you only have one sex offender? How do you start
up a DV program when you only have a couple of them on probation – and they live an hour away
from each other? It is for these reasons that realignment dollars are spent on programs out of the
county when county programs do not meet the needs of the individual.
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?
We are far too small for other counties to relate too. The next smaller county is half our size and the
next larger county is three times our size.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Our electronic monitoring program has been very successful. We have saved hundreds of jail days,
saving the county thousands of dollars and no one has committed a new crime while on the
program.
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Community Corrections Siskiyou County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Allison Giannini
FY 2016-17
Chief Probation Officer Goal: Reduce Jail Overcrowding
Renee Crane Objective: • Implement a pretrial program
Presiding judge or • Maintain or increase use of Alternative Sentencing
designee • Maintain pre-charge, pre-filing Diversion program
Measure: • Pretrial program was developed using evidence-based
Brandon Criss tools. It was not fully implemented for very long due to
County supervisor or staffing.
chief administrative • Alternative Sentencing Programs and the Day
officer or designee Reporting Center continued to increase numbers and
be successful.
Kirk Andrus
• The DA Diversion program also saw a staffing change
District Attorney
in 2016/17, but maintained its success in keeping
offenders from entering the system.
Lael Kayfetz
Public Defender Progress: Overall, the jail overcrowding was addressed but these
programs did not have a significant enough impact as
Jon Lopey roughly 90% of the population were pre-sentence, making
Sheriff them ineligible for Alternative Sentencing programs and
the pretrial program had a staffing shortage.
Brian Bowles
Chief of Police Goal: Increase use of Evidence Based Tools in Probation
Objective: • Enhanced utilization of evidence-based screening and
Dr. Sarah Collard
case management tools
Department of Social
• Use of graduated sanctions for reoffending
Services, Department of
probationers
Mental Health, and
Alcohol and Substance Measure: • Caseloads have been split up amongst officers based
Abuse Programs on the probationers risk level; the Offender Needs
Assessment determines risk level. Probationers are
Vacant reassessed regularly and risk levels adjusted to ensure
Department of their needs are being met.
Employment • A sanctions matrix has been created.
Progress: Probation has been utilizing evidence-based tools and
Kermith Walters
officers have been attending trainings to better supervise
Office of Education
their assigned caseloads.
Jim Roseman
Community-based
organization
Colleen Chiles
Victims’ interests
____________________
The CCP meets quarterly
Page 295
Goal: Utilize a Corrections Service Specialist to serve as a specialty court and reentry
services liaison
Objective: • Hire an individual that attends specialty courts and works with offenders that are
both in and out of custody to help them successfully reenter society
Measure: • An individual was hired and works with offenders on a daily basis.
Progress: Overall, this goal has been met. The Sheriff’s Department hired a highly qualified
individual that has assisted several individuals in reentering society successfully.
Some of the services provided include: 1.) Assistance obtaining employment;
2.) Assistance accessing benefits such as medical, SSI, Cal-Fresh or other necessary
benefits; 3.) Assistance obtaining residential treatment for those that are in need of
higher levels of treatment than what is provided in our county; and 4.) Assistance
obtaining High School education/GED or enrolling in the local community college.
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Reduce Jail Overcrowding
Objective: • Maintain and increase Alternative Sentencing
• Resume pre-trial program in Spring of 2017
• Continue efforts to utilize AB 900 to construct a new facility
Measure: • Alternative sentencing program was utilized, numbers did not increase
significantly due to lack of qualified participants.
• Pre-trail program was resumed in in Spring of 2017, and as of 11/20/17, there
have been 54 participants.
• An alternate site has been obtained by the county and the AB 900 project is
moving forward.
Progress: Overall, the Sheriff’s Department and Probation continuously work together to reduce
jail overcrowding. Programs have made a significant impact however, a rise in crime
in Siskiyou County has continued to affect the jail as well as low percentage of
offenders being sentenced; therefore, the jail remains at maximum capacity.
Goal: Increase use of Evidence-based Practices
Objective: • Probation Department implement evidence-based supervision
• Day Reporting Center to increase EBP programming/services
• The Sheriff’s Department added in-custody MRT and AOD groups for the jail
population
Measure: • All adult unit Probation Officers have been provided with evidence-based
caseload supervision standards. They will be utilizing these beginning 12/2/2017.
Caseloads were also reduced in an effort to allow officers to better implement the
new standards. Officers were provided with supervision guidelines and will be held
accountable to following these guidelines. A measurable outcome will be available
in 2018.
• The DRC added several new programs including a sex offender relapse
prevention group, mentorship program and increased batterer’s treatment group to
include a women’s group as well.
• There has been a positive participation with the groups in the jail and the Sheriff’s
Department plans to continue to provide/increase group participation.
Progress: The Day Reporting Center, Sheriff’s Department, and Probation continue to improve
and utilize more EBP programming in their services and supervision.
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Goal: Begin work on Specialty Court, particularly a Mental Health Court
Objective: • Create a specialty court designed to meet the needs of the mentally ill
• Bring all stakeholders together, find necessary training, and hold regular planning
meetings
Measure: • All stakeholders have met, a representative from each agency attended Stepping
Up training, and regular meetings are held.
• Crisis Training is scheduled for all patrol officers and deputies in Spring 2018. The
CCP has allotted overtime funds to law enforcement agencies to ensure
participation in the three-day training. Multiple sessions will be offered to
accommodate agency schedules as well.
Progress: There is one pilot participant that is due to be released from custody at the end of
November 2017. This pilot participant will receive BHS and DRC services and report
regularly to Probation. All stakeholders will monitor this participant to see where
system improvements can be made.
FY 2016-17 and 2017-18 Budget Allocations
$8,640
Local Innovation Subaccount
$5,230
County of Siskiyou $18,440
$38,738
$476,743
Sheriff Department
$442,810
$636,847
Probation
$546,730
$90,000
Public Health
$90,000
$67,636
District Attorney
$62,708
Public Defender $18,000
$18,000
$411,858
Community Corrections*
$360,744
FY 2017-18 - $1,728,164 FY 2016-17 - $1,564,960
*Community Corrections funds used for direct costs of services/supplies
FY 2016-17: Reserve Funds $53,311
FY 2017-18: Reserve Funds $89,444
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FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
$5,250
Yreka Union High School District
$5,000
$18,440
County of Siskiyou
$38,738
$636,847
Probation
$546,730
$476,743
Sheriff Department
$442,810
$90,000
Public Health
$90,000
$67,636
District Attorney
$62,708
$18,000
Public Defender
$18,000
$87,830
Community Corrections*
$45,751
FY 2017-18 - $1,400,746 FY 2016-17 - $1,249,737
*Community Corrections funds used for direct costs of services/supplies
FY 2016-17: Reserve Funds $53,311
FY 2017-18: Reserve Funds $89,444
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$8,640
Local Innovation Subaccount
$5,230
Other: Computer Software $3,136
Services, Tableau $2,680
$6,000
Redwood Toxicology
$6,000
$9,000
Shasta Training & Consulting
$10,000
$235,228
HealTherapy, Inc.
$235,228
$46,414
First 5 Siskiyou
$46,414
$19,000
BI, Inc.
$9,671
FY 2017-18 - $327,418 FY 2016-17 - $315,223
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Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
Any potential program or service that would require use of realignment funds is presented to the
CCP at a quarterly meeting. The CCP then determines if it is appropriate to fund the service or
program. If the program is funded, it is then evaluated for necessity, fidelity to evidence-based
practices, and offender participation.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. Currently all programs are under review by the Chief Probation Officer (CPO). The CPO will be
providing a report to the CCP at the January quarterly meeting. This review includes services
provided by private providers as well as staffing needs of each department that receives CCP
funding. All programs are being reviewed for levels of offender participation, community necessity,
fidelity, and effectiveness. The CCP intends to become fiscally sound for the 2018/2019 fiscal year,
which will include possible budget cuts; therefore, the review is imperative to ensure funds are
allocated to best serve the offender population and Siskiyou County as a whole
Does the county consider evaluation results when funding programs and/or services?
Yes. The CCP will be considering a report developed by the CPO at the January meeting and then
determining funding based on the report, as well as community safety and offender need.
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?
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?
Currently our county has multiple options for behavioral health and substance abuse treatment
available to offenders. Those on probation can receive expedited mental health or substance abuse
assessments at the request of an officer. BHS will also offer assessments to those incarcerated if
requested or court ordered. A second option is for offenders to utilize services available at the Day
Reporting Center. These services include mental health and substance abuse treatment from a
contracted private provider as well as the availability of a weekly psychiatrist. Psychiatric services
are provided through MHSA funding by county BHS. Offenders can also access a variety of private
providers through “beacon partnership” which allows those on medical to receive therapeutic
treatment from qualified therapists.
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What challenges does your county face in meeting these programming and service needs?
Siskiyou County faces several challenges. The first of which is financial, as we are not receiving a
significant amount in growth funds in the AB 109 funding or SB 678 funding. There are no general
funds to supplement anything that must be reduced to balance the CCP and SB 678 budgets. The
county also faces issues with recruitment and retention of highly qualified individuals for key
positions such as therapists, probation officers, correctional officers, Drug and Alcohol counselors,
and other jobs that are necessary for successful rehabilitation of offenders. Finally, Siskiyou County
is a very large rural county and lacks services or transportation to meet the needs of those in the
farthest ends of the county, as often that is where there is the greatest need for drug and alcohol, or
mental health services but there is a lack of providers in those areas. Both of these areas (Happy
Camp and Butte Valley) are approximately 1.5 hours from the county seat and during the winter, it
can take significantly longer to travel from those areas.
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?
Overall, Siskiyou County has been very creative in utilizing its limited funding to reach a large
population. The programs at the Day Reporting Center have been key to the success of our CCP,
the Sheriff’s Department and Probation created a strong partnership along with hiring a private
company to provide therapeutic evidence-based services. All services, service providers, and
programs are regularly evaluated for quality assurance and fidelity. Any program not in compliance
is either corrected or terminated.
Regular meetings are held between the Sheriff’s Department staff (who operate the DRC) and
Probation Officers. This ensures there is clear communication between departments and offenders
do not “slip through the cracks.”
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Currently, our most notable program is the 52-week Batterer’s Treatment which utilizes the Moral
Reconation Therapy program “Bringing Peace to Relationships” as well as integrating equine
therapy. The equine therapy has proven to be a very useful tool for offenders to use their newly
learned skills with an animal partner that will often not work with the offender if they display any
anger or hostility; offenders have provided very positive feedback. Currently there are three groups-
two male and one female for batterer’s treatment. A therapist from a private company and Sheriff’s
Department staff assigned to the DRC facilitate the program. The program so far has had excellent
anecdotal results but we have not had enough participants complete the entire program to do a
statistical analysis.
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Community Corrections Solano County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Christopher Hansen FY 2016-17
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 evidenced-based risk tool
chief administrative
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
regular caseload review
Lesli Caldwell
Public Defender • Number of complete case plans, as measured by
regular caseload review
Tom Ferrara • Number of contacts made with each client, as
Sheriff measured by regular caseload review
Progress: On-going
Andrew Bidou
Chief of Police
Goal: Enhance the use of alternative detention (pre-sentence)
Gerald Huber for appropriate offenders.
Department of Social
Objective: • Use of an evidenced-based assessment tool for
Services
pre-trial jail release decisions for all appropriate clients
Angela Shing • Increase the success of pre-trial defendants appearing
Department of for all scheduled court appearances
Employment
Measure: • Number of pre-trial reports completed and number of
reports with recommendations for release
Sandra Sinz
• Number of pre-trial clients who completed pre-trial
Department of Mental
compared to the number who failed the program
Health
Progress: For FY 2016-17, 1,354 pretrial reports were
Andy Williamson
completed. 365 were recommended for release following
Alcohol and Substance
assessment with the Ohio Risk Assessment Systems-
Abuse Programs
Pretrial Assessment Tool, an evidenced-based risk
assessment tool. Of those granted pre-trial services, 107
Lisette Estrella-
successfully completed the program, 16 unsuccessfully
Henderson
completed, and 40 failed due to a bench warrant issuance
Office of Education
during this timeframe.
Deanna Allen
Community-based
organization
Vacant
Victims’ interests
____________________
The CCP meets quarterly
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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 Motivational Interviewing (MI) training,
as measured by training log
• Number of staff that have completed EPICS II 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 most of them have been trained in
EPICS II. The Quality Assurance and Implementation Analyst began doing
quality assurance meetings with the adult supervision officers starting in October
of 2016.
Goal: The Sheriff’s Office will implement evidence-based programming in the jail that
targets risk factors associated with recidivism and addresses criminogenic needs
Objective: • Providers will roll out Cognitive Behavioral Interventions-Substance Abuse,
Thinking for a Change, and CALM (CBT interventions)
• The Five Keys Charter School will be implemented across all three jails
• The Sheriff’s Office will integrate Gender Responsive and Trauma Informed
services for women into its service structure
Measure: • Provider monthly reports will indicate the number of CBT interventions
delivered
• Teachers will have been assigned to all three jails and either classroom
based learning or independent study will be taking place
• The Women’s Re-entry Achievement Program (WRAP) will become a part of
the Sheriff’s family of programs
Progress: CBI-SA and Thinking for a Change have been implemented. The Five Keys
Charter School has been implemented across all three jails. The WRAP Program
has been integrated into Sheriff’s Office Services and gender responsive/trauma
informed programming is being offered both through the WRAP program as well
as through ANKA, the substance abuse treatment provider. In the coming year
Thinking for a Change and CALM will be offered to a wider variety of inmates.
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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 AB 109 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
Progress: During the FY 16/17, the Sheriff’s Office implemented the LS/CMI and the
Ce-Assessment/Ce-Planning software. The go-live occurred in February 2017.
During the testing phase and after roll out, staff completed 351 assessments on
sentenced inmates, completed 212 Case Plans, and completed 154 re-entry plans.
Number of assessments and case/re-entry plan numbers do not match due to the
voluntary nature of programming in the jail and inmates being at various stages in
the process. In the coming year, the Sheriff’s Office providers will continue to
refine a process whereby the risk and needs assessment plays a more central role
in program placement.
The CCP reports it will use the same goals, objectives, and outcome measures identified
above in FY 2017-18 in addition to the following
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: The Sheriff’s Office will utilize the LS/CMI to drive re-entry planning in order to
create continuity of care as inmates transition from the jail to community
participation in the Prop 47 Substance Abuse continuum of care (detox/residential
treatment, SLE, Transitional Housing)
Objective: • All AB 109 sentenced inmates and some unsentenced inmates will be
assessed for risk level using an evidenced-based risk tool (voluntary
participation)
• All inmates who have been assessed will have a re-entry plan
• All inmates who qualify and volunteer for Prop 47 services will have a re-entry
plan reviewed and updated by Prop 47 staff, and reflective of services to be
received in the community under Prop 47
Measure: • 65% of those who volunteer for Prop 47 services will transition to said services
upon release
• Number of completed assessments as measured by case manager caseload
review
• Number of completed re-entry as measured by case manager caseload review
• Number of coordinated re-entry plans as measured by Prop 47 case manager
caseload review
• Number of individuals who transition from jail to community-based Prop 47
services as measured by Prop 47 Coordinator census review
Progress: On-going
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FY 2016-17 and 2017-18 Budget Allocations
$86,574
CCP Planning
$173,305
$570,268
Health & Social Servces
$678,661
$40,739
Alternate Public Defender
$40,108
$572,103
Public Defender
$614,534
$715,085
District Attorney
$742,326
Task Force (Local Police Overtime)
$250,000
$5,723,422
Sheriff Department
$6,595,286
$5,898,671
Probation Department
$6,215,113
FY 2017-18 - $13,606,862 FY 2016-17 - $15,309,333
Note-Total funding shortfall is balanced using carryforward funds from prior years
FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
$103,361
District Attorney - Victim Witness Services
$97,299
$17,603
Ongoing Planning & Implementation
$63,500
$68,971
Solano County Colloborative Court Services
$109,805
$194,959
H&SS Substance Abuse Treatment
$191,842
$121,954
H&SS Mental Health Treatment
$127,597
District Attorney Legal Services $611,724
$645,027
Public & Alternate Defender Legal Services $612,842
$654,642
Local Police - Enforcement Team
$250,000
$971,907
Sheriff - Enforcement Team (SET)
$1,013,964
$3,531,884
Sheriff - In Custody Services (Jail Beds)
$545,897 $4,158,503
Sheriff - In Custody Program Services
$545,897
$244,004
Proabtion - Pre Trial Services
$353,790
$2,215,964
Probation - Supervision Services
$2,422,251
$2,147,732
Probation - Center for Positive Change
$2,193,365
FY 2017-18 - $11,388,802 FY 2016-17 - $12,827,482
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FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$26,400
Restorative Justice Program
$12,500
Quality Assurance $49,600
$20,000
$453,234
Assessment & Reentry Services
$581,922
$137,800
Drug Testing & GPS Monitoring
$115,500
$50,000
Peer Mentoring
$30,000
$31,000
Transportation Services
$26,000
$100,000
Transitional Housing Services
$150,000
$740,000
Employment Services
$735,000
$10,000
Mental Health Treatment Services
$180,000
$620,026
Substance Abuse Treatment Services
$630,929
FY 2017-18 - $2,218,060 FY 2016-17 - $2,481,851
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Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
An ad-hoc committee is formed to review proposals. However, CCP is looking at moving toward a
more formalized process utilizing standardized forms that providers will need to complete for review.
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 began 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. 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. For example, the Probation Department is
currently in the process of enhancing services for our female clientele. An intervention we are
considering to pilot is Seeking Safety: A Treatment Manual for PTSD and Substance Abuse by Lisa
M. Najavits. This program is highly rated with The Pew Foundation and, per WSIPP, has an 88%
chance the benefits will exceed costs.
In addition to working with national consultants that have expertise in evaluation results and
implementing evidence-based practice, the Department has a full-time Quality Assurance and
Implementation Analyst who provides 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.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, and Recidivism.
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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 services consist of social model detoxification, intensive outpatient, two lesser
levels of outpatient, one of which is aftercare, and residential care for 90 to 180 days.
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 LS/CMI).
The Jail offers screening and assessment of mental health conditions, psychiatry, medication
management, crisis intervention, welfare checks, and psychoeducation.
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 skill services in 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?
We lack sufficient number of residential beds, have no medical detox (which is not something we
could run or finance in any case; it is a hospital function), and currently cannot afford to offer
adequate supportive services for clients in need of them (e.g., job training, housing, 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?
In the jail, programming has typically been provided to individuals who volunteer for the service.
This year the Sheriff’s Office implemented the LS/CMI in order to begin to drive programming based
on risks and needs. This is still a work in progress and the Sheriff’s Office will be working to refine
this process during the coming year.
Additionally, the Sheriff’s Office is developing more partnerships which allow for funding of services
within the community. During the coming year, the Sheriff’s Office will be working closely with
Health and Social Services (through the Prop 47 grant) to transition inmates to substance abuse
treatment and its continuum of care within the community. This will allow inmates to take advantage
of more treatment options as well as Sober Living Environments and Transitional Housing upon
release. These services are sorely needed within our county.
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.
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Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Through the Women’s Re-entry achievement Program (WRAP), the Sheriff’s Office provides gender
responsive and trauma informed services. Specific evidence-based practices include Helping
Women Recover and Seeking Safety, both part of SAMHSA’s National Registry of Evidence-Based
and Promising Practices (NREPP).
Additionally, in the jail Sheriff’s Office providers utilize the Matrix Model, an NREPP program for
substance abuse treatment, and Thinking for A Change, which the PEW Charitable Trusts Results
First Clearinghouse Database lists as promising.
Finally, this year the Sheriff’s Office trained all Re-entry Case Managers in EPICS II, which the PEW
Charitable Trusts Results First Clearinghouse Database lists as promising.
Solano County Probation has implemented research informed and evidence-based programs and
services. The County has invested in programs and services such as Motivational Interviewing,
Effective Practices in Correctional Settings II (EPICS II), Reasoning & Rehabilitation 2-R, Thinking
for a Change 4.0, Matrix Therapy, Treating Alcohol Dependency, The Courage To Change, and
Beyond Trauma.
Case Management (Motivational Interviewing and EPICS II)-
The PEW Charitable Trusts Results First Clearinghouse Database assessed Motivational
Interviewing with the highest rating and EPICS II is promising with a second-highest rating.
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 assessed Reasoning &
Rehabilitation 2-r as strongly beneficial and Thinking for a Change as promising with a second-
highest rating. During FY 16-17, we began implementing the most current version of Thinking for a
Change 4.0 and work closely with author Juliana Taymans, PH.D.
Substance Abuse Treatment-
Washington State Institute for Public Policy (WSIPP) assessed outpatient or non-intensive drug
treatment in the community as having a 100% chance that benefits will exceed costs. Solano
County Probation utilizes two interventions to address substance abuse with our clients. Treating
Alcohol Dependence: A coping Skills Training Guide is a comprehensive coping skills treatment
program guided by a cognitive-social learning perspective. Washington State Institute for Public
Policy (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 and The Pew Foundation
continues to give it a promising rating. During FY 2017/18, we are including Quality Assurance to
ensure integrity and fidelity to the model while tracking success rates.
Treatment for Female Offenders:
Solano County utilizes Beyond Trauma: A healing Journey for Women by Stephanie Covington. The
Pew Charitable Trusts Results First Clearinghouse Database gives this intervention its highest rating
supported by evidence.
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Community Corrections Sonoma County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
David Koch FY 2016-17
Chief Probation Officer
Goal: Increase the amount of programming that AB 109
Arlene Junior offenders receive at Sonoma County’s Day Reporting
Presiding judge or Center (DRC)
designee
Objectives: • 100% of eligible AB 109 offenders will enroll at the
DRC
Mary Booher
• Class attendance rates will be at least 80%
County supervisor or
chief administrative Measure: • Number of offenders enrolled at the DRC
officer or designee • Number of participants screened for available services
• Class attendance measures
Jill Ravitch
Progress: During FY 2016-17, the DRC served 289 unique offenders
District Attorney
and at year-end, had 174 active participants, not including
Kathleen Pozzi five “reach-in” participants at the local detention facility. All
Public Defender participants received screenings and 45% were AB 109
offenders. For the year, attendance rates were of 79% for
Robert Giordano Cognitive Behavioral Intervention, 81% for Aggression
Sheriff Replacement Therapy, and 73% for outpatient drug
treatment.
Ken Savano
Chief of Police
Goal: Increase substance use disorder treatment and mental
health services to offenders upon release from jail
Karen Fies
Department of Objectives: • Upon jail discharge, 100% of offenders will be screened
Social Services for substance use disorder treatment and mental health
issues
Kim Seamans • 100% of offenders needing treatment will be connected
Department of with appropriate services
Employment
Measure: • Number of offenders receiving screenings
Michael Kennedy • Number of offenders connected with treatment services
Department of Mental Progress: During FY 2016-17, all offenders beginning community
Health and Alcohol and supervision were screened for mental health and
Substance Abuse substance use disorder needs. During the same period,
Programs Health Services provided post-custody contracted
substance use disorder services for 149 individuals.
Steven Herrington
Office of Education
Dana Alvarez
Community-based
organization
Michelle Carstensen
Victims’ interests
__________________
The CCP meets monthly
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Goal: Reduce use of jail beds in a manner consistent with public safety
Objectives: • 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 pre-trial 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 2016:
• All booked individuals with new charges were assessed for pre-trial services
program eligibility. Additional individuals were assessed for pre-trial services as
ordered by the Courts.
• 100% of sentenced individuals were reviewed for low-risk inmate program
eligibility. The Sheriff’s Office placed 344 individuals on electronic monitoring
supervision, 330 of whom completed their sentences with no new misdemeanor or
felony arrests and no failures to appear in court.
• The Department of Health Services performed 2,230 mental health assessments,
Starting Point services for 820 individuals, and restoration services for 136
individuals prior to release from jail. Additionally, Health Services staff embedded
at Probation provided referrals for 235 individuals sentenced under AB 109 to
substance use disorder treatment and mental health services.
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Goal modified from FY 2016-17 Survey: Provide services to improve offenders’
physical, mental, and financial stability
Objectives: • Double the number of probationers who receive transitional housing
• Upon jail discharge, screen 100% of offenders for substance use disorder
treatment and mental health issues
• Upon jail discharge, screen 100% of offenders for financial assistance eligibility
Measure: • Number of supervised offenders with stable housing
• Number of offenders receiving screenings for substance use and mental health
issues
• Number of offenders receiving screenings for financial needs
Progress: During FY 2016-17, offender needs surveys indicated that 234 Sonoma County
probationers needed housing services, comprising 135 who were homeless
sometime during the year and 99 who were living transiently (“couch surfing”). During
the same period, 109 probationers received Probation-funded transitional housing.
In November 2017, the California Department of Finance Community-based
Transitional Housing Program awarded Sonoma County $4 million to expand housing
and associated public safety personnel. This funding will enable Probation to expand
its transitional housing program from 30 beds to 69 beds.
Upon jail discharge, the Departments of Health and Human Services intend to screen
all offenders for substance use, mental health, and financial need.
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Goal: Goal modified from FY 2016-17 Survey: Increasingly align programming at Sonoma
County’s DRC with evidence-based practices, and improve data collection and
evaluation capacity to determine program effectiveness
Objectives: • 100% of eligible DRC participants will enroll in and commence an evidence-based
program that addresses their criminogenic needs
• Conduct a comprehensive evaluation to examine the implementation,
effectiveness, and costs associated with programming
Measure: • Percentage of participants enrolled in and commencing an evidence-based
program
• Progress on evaluation of programs
Progress: All offenders beginning DRC services in FY 2016-17 enrolled in an evidence-based
program. Because commencement of coursework may not immediately follow
enrollment, some enrollees failed to attend the first session of their curriculum. The
table below details enrollment and commencement results for FY 2016-17.
% Enrollees
# Commencing
Evidence-Based Program # Enrollees Commencing
Treatment
Treatment
Cognitive Behavioral
316 294 93%
Interventions
Aggression Replacement
42 29 69%
Therapy
Drug treatment 136 118 87%
In July 2016, the CCP retained the consulting firm Resource Development Associates
(RDA) to perform a comprehensive evaluation of CCP-funded programming, including
DRC programming. RDA has begun reviewing DRC’s service delivery model and
programs. Next steps in FY 2017-18 will include quantitative and qualitative data
collection, data analysis, and a preliminary evaluation memo assessing how the DRC
has been implemented to date, successes and challenges in implementation, and
service delivery data for DRC programs and clients. These preliminary steps build a
foundation for RDA to produce an outcome evaluation in future years, which will assist
the CCP in decision-making.
Separately, Probation was selected by criminal justice researchers at UC Berkeley
and UC Irvine to study efficacy of the DRC’s Cognitive Behavioral Interventions
curriculum in reducing recidivism among mentally ill offenders. The study, expected to
last four years, will provide valuable information, as about half of DRC participants
have a mental illness.
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Goal: Goal carried forward from FY 2016-17 Survey: Reduce use of jail beds in a manner
consistent with public safety
Objectives: • 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 2016:
All booked individuals with new charges were assessed for pre-trial services program
eligibility. Additional individuals were assessed for pre-trial services as ordered by the
Courts.
100% of sentenced individuals were reviewed for low-risk inmate program
eligibility. The Sheriff’s Office placed 344 individuals on electronic monitoring
supervision, 330 of whom completed their sentences with no new misdemeanor or
felony arrests and no failures to appear in court.
The Department of Health Services performed 2,230 mental health assessments,
Starting Point services for 820 individuals, and restoration services for 136 individuals
prior to release from jail. Additionally, Health Services staff embedded at Probation
provided referrals for 235 individuals sentenced under AB 109 to substance use
disorder treatment and mental health services.
FY 2016-17 and 2017-18 Budget Allocations
$97,200
Superior Court
$125,182
$5,524,922
Sheriff
$4,170,880
$215,941
Public Defender
$209,651
$6,489,718
Probation
$6,268,133
$124,990
ISD
$124,990
$358,571
Human Services
$368,854
$1,032,408
Health Services
$1,912,776
$336,693
District Attorney
$328,144
$50,000
County Counsel
$50,000
FY 2017-18 - $14,230,443 FY 2016-17 - $13,558,610
Carryover Funds: FY 2016-17 $2,502,914; FY 2017-18 $2,274,738
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FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$444,228
Prosecution/Defense
$438,420
$1,767,727
Pre-Trial Services
$1,595,439
$242,581
Out-of-custody Mental Health Services
$250,022
$2,331,852
Jail Unit Housing
$2,206,213
$353,320
In-Custody Programming
$329,063
$97,200
In-Custody Mental Health Services
$1,020,557
$72,000
General Assistance
$72,000
Employment Assistance/ Training/ $230,571
Readiness $248,854
$49,827
Educational Programs
$49,827
$1,826,402
Day Reporting Center
$1,788,684
$3,149,134
Community Supervision
$2,871,584
Community Service Programs
$200,000
$482,535
Alcohol and Other Drug Services
$412,155
$807,095
Administrative/IT/Legal Support
$801,225
FY 2017-18 - $11,854,472 FY 2016-17 - $12,284,043
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FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$10,000
Voorhis/Robertson Justice Services, LLC
$10,000
Various domestic violence curriculum
providers $7,000
$30,000
Restorative Resources
$95,000
$220,000
Resource Development Associates
$100,000
$300,244
InterFaith Shelter Network
$298,275
$970,435
CA Forensic Medical Group
$58,000
Goodwill Industries of the Redwood Empire
$50,000
Drug Abuse Alternatives Center & CA $307,292
Human Development $307,292
$480,000
BI, Incorporated (electronic monitoring)
$407,000
FY 2017-18 - $2,375,971 FY 2016-17 - $1,274,567
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Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
Each January, the CCP activates the Detention Alternatives and Programming Subcommittee
described above to determine potential programs and services to fund in the following fiscal year.
As appropriate, the subcommittee solicits program proposals, service recommendations, and other
inputs from community stakeholders. Additionally, the subcommittee reviews all currently funded
programs. Following this review, the subcommittee votes on a recommended slate of programs and
services. Finally, the subcommittee chairs - Probation’s Deputy Chief and Health Services’
Behavioral Health Director - present this recommendation to the CCP Executive Committee, which
may accept the recommendation, request additional information, or undertake its own review of
existing and potential programming before developing the budget.
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:
All Realignment service contracts include requirements to produce data collection strategies and
report on outcome measures. Annually, analysts meet with contractors to review compliance and
gather data.
The DRC 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.
The CCP retained Resource Development Associates in July 2016 to evaluate CCP-funded
programming. The evaluation will focus on how well programs 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, CCP-funded departments and organizations present program
results to the Detention Alternatives and Programming Subcommittee. Based on these
presentations, the subcommittee makes funding recommendations to the CCP Executive
Committee.
In coming years, the consultant evaluation mentioned above will inform funding decisions.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Conviction and Recidivism.
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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?
Sonoma County offers the following Realignment-funded services. Combined, these services
amount to $4,347,410 or 31% of Sonoma County’s FY 2017-18 Realignment budget.
Day Reporting Center: The DRC serves as the central point of evidence-based programming and
structure for 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 in correctional facilities; and connecting released inmates to the Day
Reporting Center and other programs to provide continued support.
Starting Point Substance Use Disorder Services: The Department of Health Services provides drug
and alcohol treatment to incarcerated offenders. The program offers relapse prevention, anger
management, and 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: Through a contracted provider, the Sheriff’s Office provides
mental health services. Upon release from custody, inmates requiring continued services are
referred to the embedded Probation team or to 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, at which time the trial
process may resume. 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, potentially reducing time spent in custody. Individuals who are not restored
typically have their charges dropped with a resulting referral into services.
Community Mental Health Services: Behavioral Health staff embedded in Probation provides mental
health assessments and referrals. An eligibility worker determines eligibility for benefits
(e.g., Medi-Cal, County Medical Services Program, Social Security Insurance, CalFresh, and related
programs), and 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 the Probation office to assist with the assessment, referral,
and case management of substance-abusing offenders.
Substance Use Disorder Contract Services: The Department of Health Services contracts with local
providers for residential treatment and for outpatient services at the Day Reporting Center.
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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 alcohol
treatment services from contracted local providers. The DUI Treatment Court targets offenders with
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 funding. There are current unmet needs, and CCP’s FY
2017-18 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 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.
The county declined to respond to this question.
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Page 318
Community Corrections Stanislaus County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Mike Hamasaki FY 2016-17
Chief Probation Officer
Goal: Prevention
Ricardo Cordova Objectives: • Offenders and their family members become law
Presiding judge or abiding, experience higher education rates,
designee employment rates, and experience an overall healthier
lifestyle.
Terry Withrow
County supervisor or Measure: • Increased graduation rates from high school/GED.
chief administrative • Improvement in school attendance/grades/reading
levels.
officer or designee
• Increased employment rates.
Birgit Fladager • Increased household income.
District Attorney • Improved personal development.
• Decreased family risk measures.
Sandip Sandhu • Residential stability.
Public Defender • Decreased arrest/re-arrest rages.
Progress: This particular subcommittee will be folding their efforts
Adam Christianson
into the county’s Focus on Prevention – Strengthening
Sheriff
Families initiative. The initiative has already created new
Galen Carroll objectives and will be identifying outcome measures.
Chief of Police
Goal: Increased Efficiency in the Public Safety System and
Kathryn Harwell
Implement Effective Programs and Services
Department of Social
Services Objectives: • Reduce recidivism and increase pro-social attitudes in
adult offenders who complete programming in-custody
Doris Foster and/or at the Day Reporting Center.
Department of
Employment Measure: • Number of offenders receiving a referral.
• Number of offenders who completed a program.
Richard DeGette • Number of offenders satisfied with the program.
Department of Mental • Was the group information and content clear and
Health/Alcohol and understandable?
Substance Abuse • Number of offenders with a clear plan of action upon
Programs completing a program.
• Did we treat them well?
Tom Changnon • Did we help them with their need?
Office of Education • Percentage of offenders who completed a program that
did not recidivate.
Cynthia Duenas • Percentage of offenders reporting they have the skills
Community-based and knowledge to improve their lives.
organization
Progress: A total of $408,910.00 has been budgeted during the
2016-2017 and 2017-2018 fiscal years to create a data
Phinny Rehman
warehouse. The purpose of the data warehouse will be to
Victims’ interests
share, evaluate, store, view, and manipulate data from a
__________________
variety of different sources. Once completed, this will
The CCP meets quarterly assist the CCP in making much more informed decisions
concerning supervision practices, services, and treatment.
Work on the data warehouse commenced during the
2016-2017 fiscal year and is continuing.
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Goal: Housing
Objectives: • People who are homeless in Stanislaus County permanently escape
homelessness.
• People who are at risk of homelessness in Stanislaus County do not become
homeless.
Measure: • Reduce the average length of time someone is homeless.
• Increase the percentage of people who are homeless who access resources
to improve their well-being.
• Increase the percentage of people who are homeless who are experiencing
improved well-being.
• 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
towards people struggling with homelessness.
Progress: This particular subcommittee formed in 2015 and was folded into the county’s
Focus on Prevention – Homelessness initiative shortly thereafter. Using the
Results Based Accountability model, objectives, outcome measures and
strategies were developed in an effort to address the homelessness issue in our
community.
The four core strategies are as follows:
1.) Outreach and Engagement: Improving community-based outreach and
engagement strategies with a focus on identifying individuals who are not
currently connected to services, and as trust is established, those individuals are
introduced and connected to a variety of health, housing and community
services and supports. 2.) Coordinated Access: Developing a countywide
coordinated access system that integrates all public and community-based
services and community supports. 3.) Housing: Improving access to temporary,
transitional, and permanent supportive housing. 4.) Supportive Services:
Increasing the availability, effectiveness and alignments of homelessness
services and community supports that help people escape from and stay out of
homelessness.
During the 2016-2017 year, the county received approval from the Board of
Supervisors to purchase a building for a homeless access center. The center,
designed to be a one-stop shop for services for local homeless residents, was
designed to open during the 2017-2018 fiscal year.
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Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Prevention
Objectives: • Health - Our families are healthy – physically, mentally, emotionally and
spiritually.
• Strong and Safe Neighborhoods – Our families are supported by strong and
safe neighborhoods and communities.
• First Rate Education – Our children and young people are getting a first-rate
education – from cradle to career.
• Healthy Economy – Our families are participating in and supported by a
healthy economy.
Measure: • Being developed.
Progress: A subcommittee was developed in 2015 in an effort to develop a set of goals,
objectives and outcome measures for prevention. This particular subcommittee
met on a number of occasions, and based on their efforts and the objectives they
developed, the Chief Executive’s Office felt this was one of the areas they
wanted to tackle as part of the county’s overall Focus on Prevention –
Strengthening Families initiative. The county’s Focus on Prevention initiative
involves local stakeholders from every facet of our local community, who aim to
improve the quality of life for Stanislaus County residents. Large scale meetings
have occurred in an effort to identify larger gaps, assets, outcome measures and
objectives. As the county is dedicating a significant amount of resources into
this initiative, this subcommittee will be folding their efforts into the initiative to
avoid duplication. The above objectives were recently developed and outcome
measures have yet to be identified. The county will be utilizing the Results
Based Accountability model to develop outcome measures moving forward.
Goal: Increased Efficiency in the Public Safety System and Implement Effective
Programs and Services
Objectives: • Reduce recidivism and increase pro-social attitudes in adult offenders who
complete programming in-custody and/or at the Day Reporting Center.
Measure: • Number of offenders receiving a referral.
• Number of offenders who completed a program.
• Number of offenders satisfied with the program.
• Was the group information and content clear and understandable?
• Number of offenders with a clear plan of action upon completing a program.
• Did we treat them well?
• Did we help them with their need?
• Percentage of offenders who completed a program that did not recidivate.
• Percentage of offenders reporting they have the skills and knowledge to
improve their lives.
Progress: As previously mentioned, work on the CCP’s data warehouse is continuing and
has yet to be completed. County Probation has also begun a recruitment for a
Data Research Manager in an effort to better analyze data and effectively
supervise the crime analyst funded through the CCP. The Data Research
Manager position will be filled by the conclusion of the 2017-2018 fiscal year.
The crime analyst is preparing a comprehensive report on the Day Reporting
Center, which will be completed by the conclusion of the 2017-2018 fiscal year.
The report will address referrals, completions and recidivism, and inform the
CCP on the success, or lack thereof, of CCP funded programs.
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Goal: Housing
Objectives: • People who are homeless in Stanislaus County permanently escape
homelessness.
• People who are at risk of homelessness in Stanislaus County do not become
homeless.
Measure: • Reduce the average length of time someone is homeless.
• Increase the percentage of people who are homeless who access resources
to improve their well-being.
• Increase the percentage of people who are homeless who are experiencing
improved well-being.
• Increase the percentage 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
towards people struggling with homelessness.
Progress: During the first month of the 2017-2018 year, the homeless access center was
opened. The center is designed to be a one-stop shop for services. Plans are
also underway to create a low barrier shelter for local residents who are
homeless.
“Point-in-time” surveys or counts were conducted in 2015 and 2017 in an effort
to obtain data on our local homeless population. 2017 survey results have yet to
be obtained.
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FY 2016-17 and 2017-18 Budget Allocations
$916,689
Reserves
$2,011,014
$2,181,454
Contingency
$1,865,685
$132,000
Community Services Agency
$132,000
$10,000
Housing & Supportive Services Manager
$10,000
$55,690
Data Wherehouse Project
$353,220
$1,000,000
CBOs - Requests for Proposals
$500,000
CCP - Planning
$150,000
Nirvana Drug & Alcohol Treatment Institute/ El
Concilio $97,500
$100,000
Regional Apprehension Team
$100,000
$2,467,542
Use of ABl 900 Set Aside Funds (Sheriff)
$1,378,407
$314,720
Public Defender & Indigent Defense Fund
$302,000
$449,415
District Attorney
$423,976
$500,000
Jail Medical Costs
$500,000
$2,179,713
Behavioral Health and Recovery Services
$2,058,375
$4,931,922
Probation Department
$4,453,553
$9,673,538
Sheriff's Department
$8,197,818
FY 2017-18 - $24,912,683 FY 2016-17 - $22,533,548
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FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
Housing and Supportive Services Manager $10,000
(Chief Executive's Office) $10,000
Data Wherehouse Project $55,690
(County Departments) $353,220
Regional Apprehension Team $100,000
(Law Enforcement Agencies) $100,000
$314,720
Public Defender and Indigent Defense Fund
$302,000
$449,415
District Attorney and Victim Services
$423,976
$132,000
Community Services Agency
$132,000
$2,179,713
Behavioral Health and Recovery Services
$2,058,375
$4,302,422
Probation Department
$3,924,053
$11,747,480
Sheriff's Department
$9,256,625
FY 2017-18 - $19,291,440 FY 2016-17 - $16,560,249
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$1,000,000
CBOs - Requests for Proposals
$500,000
Jail Medical - California Forensics $500,000
Medical Group $500,000
El Concilio
$75,000
Nirvana Drug and Alcohol Treatment
Institute $22,500
$393,600
In-Custody Programs and Services
$319,600
Day Reporting Center Programming $629,500
and Services $529,500
FY 2017-18 - $2,523,100 FY 2016-17 - $1,946,600
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Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds.
Beginning during the 2015-2016 fiscal year, the CCP adopted a five-year budget plan. Beginning in
2016-2017 through 2020-2021, the CCP specifically budgeted funds for community-based
organizations (CBOs). As part of the funds, each CBO must submit a Request for Proposal (RFP)
annually to receive an award. The RFP process includes submitting references, describing
approaches and methodologies, and articulating indicators and measurements towards the Results-
Based Accountability model. RFP submittals are evaluated by CCP panel members, who
subsequently make recommendations to the CCP Executive Committee. The CCP Executive
Committee then formally votes and presents their recommendations to the Board of Supervisors.
The Board of Supervisors must subsequently provide approval before services are rendered and
funds released.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. The CCP annually budgeted $84,000.00 for a crime analyst beginning in 2015-2016 through
2020-2021. The crime analyst’s primary role is evaluating CCP funded services. The analyst’s
formal, written evaluation will be ready to be reviewed by the CCP by the conclusion of the
2017-2018 fiscal year. Furthermore, each vendor is contractually required to submit monthly
outcome measures utilizing the Results-Based Accountability model.
Does the county consider evaluation results when funding programs and/or services?
Yes. Vendors who are currently funded through the CCP’s CBO allotment must reapply for funding
through the RFP process as outlined in question above regarding process used to determine
potential programs and/or services for local implementation using Realignment funds. References
and outcomes from the previous fiscal year are considerations for panel members and the CCP
Executive Committee.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Recidivism and 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?
Existing mental health and substance abuse treatment programs that were offered last year continue
to be offered. Various levels of treatment are still being provided. The following summarizes the
level of services that are presently being offered:
Behavioral Health and Recovery Services (BHRS) has 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).
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Treatment at the DRC follows an Intensive Outpatient Treatment (IOT) model consisting of a
minimum nine-hour a week of programming, offered in three-hour sessions, three days a week.
Individuals are also met with at least once a month for individual counseling and are frequently drug
tested.
BHRS 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.
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. Once enrolled, the Integrated Forensics
Team 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) MRT, (2) Seeking Safety, (3) Assertive Community Treatment,
(4) Motivational Interviewing, and (5) Strength-Based Case Management.
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) MRT, (2) Seeking Safety, (3) Acceptance and Commitment Therapy
(ACT), and (4) Motivational Interviewing.
What challenges does your county face in meeting these programming and service needs?
Viable housing options continue to be a challenge for our community. Stanislaus County has in
excess of 1,400 homeless individuals, according to point in time counts in 2015. A number of these
individuals are on probation, mandatory supervision and/or Post Release Community Supervision. It
is exceptionally difficult to locate affordable housing for this population. Compounding the situation
is many of these offenders suffer from mental illness and/or have substance use disorders. Live-in,
residential treatment capacity also remains an issue. For example, Nirvana Drug and Alcohol
Treatment Institute is a residential treatment facility that is funded through the CCP. Nirvana’s bed
space is routinely full with 15-17 individuals on the waiting list at any one time.
Page 326
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 Day Reporting Center continues to serve as a one-stop shop for offenders in need of
assessment, services and/or treatment. County Probation, the Sheriff’s Department and Behavioral
Health and Recovery Services are housed together at the Day Reporting Center in an effort to
improve collaboration for offenders.
The Sheriff’s Department and County Probation have tried to mirror the same services that are
offered both in-custody and at the Day Reporting Center, with the hope that offenders can continue
where they left off upon release. Behavioral Health and Recovery Services can also offer a multitude
of services in the facility, which range from group and individual treatment, to distributing
psychotropic medication. County Probation assesses nearly the entire probation population for risk
and need and makes referrals for programming and services on-site. Treatment and educational
services offered weekly throughout the facility include: Cognitive Behavioral Therapy, Anger
Management Counseling, Seeking Safety, Thinking for a Change, High School Equivalency Diploma
and College Preparation Courses, Moral Reconation Therapy, Intensive Outpatient Treatment for
Substance Use Disorders, Mental Health Treatment, Principles and Values, 52-Week Domestic
Violence/Batterer’s Treatment, Successfully Transitioning Into the Community Courses, group
coaching and employment-based services.
In addition to the above, by the conclusion of 2017-2018, it is expected the Sheriff’s Department will
be opening a brand new building adjacent to the Day Reporting Center. The building, entitled the
Re-entry and Enhanced Alternatives to Custody Training Center (REACT), contains 288 beds, along
with classrooms and programming space intended to prepare offenders for release through
treatment and programming.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Through the RFP process outlined in question 13, an award was provided to Leaders in Community
Alternatives (LCA) to provide employment-based services both in-custody and at the Day Reporting
Center. Services subsequently commenced in April of 2017. From April of 2017 through September
of 2017, 68 offenders have completed resumes, 38 have received employment, 34 have completed
vocational training and 78 have engaged in job search efforts. LCA has also assisted offenders with
barriers to employment. Barriers to employment may include visible tattoos, dental issues,
transportation or child care. This program remains a promising one, as many offenders have never
been successful in obtaining employment due to their extensive criminal histories.
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Page 328
Community Corrections Sutter County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Donna Garcia FY 2016-17
Chief Probation Officer
Goal: Provide employment services to out-of-custody supervised
offenders at the Probation Department.
Stephanie Hansel
Presiding judge or Objectives: • 40% of referred offenders will obtain employment in
designee FY 2016-17.
Measure: • Number of referred offenders who obtain employment
Jim Whiteaker
through the Probation Department's employment
County supervisor or
services program.
chief administrative
officer or designee Progress: In FY 2016-17, 33 offenders obtained employment with the
support of the Probation Department’s employment
Amanda Hopper services program. The total number of offenders referred
District Attorney to this program increased 13% from 91 referred in
FY 2015-16 to 103 in FY 2016-17. Overall, 32% of the
Mark Van Den Heuvel referred offenders in FY 2016-17 obtained employment,
Public Defender which is short of the 40% employment goal set for the past
two fiscal years. However, the total number of offenders
J. Paul Parker who secured employment was three more than last fiscal
Sheriff year, increasing from 30 to 33. The Probation Department
will look to build on this success as well as to conduct
Robert Landon increased outreach with probation staff to insure that
Chief of Police offender employment status is accurately and consistently
captured and reported to the department’s workforce
Nancy O’Hara specialist.
Department of Social
Services and Department
of Mental Health Goal: Increase the completion/graduation rate of the Probation
Department’s CHOICES outpatient substance abuse
Rinky Basi program in FY 2016-17.
Department of
Objectives: • Increase the number of client graduations in the
Employment
Probation Department’s CHOICES program by five
over the previous year’s total number of graduates.
Tony Hobson
Alcohol and Substance Measure: • The number of CHOICES program graduates over
Abuse Programs FY 2015-16 graduation total of 14.
Progress: The total number of CHOICES program graduates for
Baljinder Dhillon
FY 2016-17, was 11 graduates. Due to unexpected
Office of Education
changes in Intervention Counselor staffing and the
increased utilization of Recovery Court services, the
Ed Anderson
number of CHOICES program completions decreased
Community-based
compared to the total number of 14 graduates in
organization
FY 2015-16. The Probation Department is looking to
stabilize staffing and further develop engagement skills in
Tony Kildare
an effort to see increased completions in FY 2017-18.
Victims’ interests
This is a continued goal as we look to maintain
__________________
engagement with those offenders who are assessed as
needing outpatient drug treatment.
The CCP meets three
times per year
Page 329
Goal: Expand Pretrial Services release options.
Objectives: • Implement Electronic Monitoring (EM) 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 EM for pretrial offenders as an
additional supervision option for offenders released by the Court in the
Pretrial Services (PTS) Program.
• The number of offenders released on supervision with EM by the Probation
Department’s PTS Program.
Progress: During FY 2016-17, significant progress was made towards implementing the
use of EM in the PTS. Probation and Sheriff’s Department staff attended several
vendor demonstrations and ultimately contracted with STOP (Satellite Tracking
of People) to provide equipment and software for EM services. Next steps
include collaborating with justice partners and developing procedures to fully
implement EM as a PTS release option.
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Provide employment services to out-of-custody supervised offenders at the
Probation Department.
Objectives: • 40% of referred offenders will obtain employment in FY 2017-18.
Measure: • Number of referred offenders who obtain employment through the Probation
Department's employment services program.
Progress: In progress.
Goal: Assist homeless offenders with obtaining transitional and long-term housing.
Objectives: • Identify supervised offenders who are homeless.
• Collaborate with the county’s Homeless Management Team to find
appropriate housing options within the community.
• Employ available resources to provide transitional housing to homeless
clients.
Measure: Identification and documentation of the housing needs of offenders as they are
released from custody.
A list of appropriate housing options and on-going collaboration to identify future
housing possibilities.
Documentation of resources/funding expended on housing for identified
offenders in need.
Progress: In progress.
Goal: Increase the completion/graduation rate of the Probation Department’s
CHOICES outpatient substance abuse program in FY 2017-18.
Objectives: • Increase the number of client graduations in the Probation Department’s
CHOICES program by five over the previous year’s total number of
graduates.
Measure: The number of CHOICES program graduates over FY 2016-17’s graduation total
of 11.
Progress: In progress.
Page 330
FY 2016-17 and 20167-18 Budget Allocations
Reserve Funds
$290,791
$16,000
City Police
$8,479
$21,000
Public Defender
$19,000
$64,895
Victim Witness
$21,909
$164,519
District Attorney
$176,389
$365,355
Public Health
$248,351
$328,743
Behavioral Health
$139,842
$1,103,608
Sheriff
$929,673
$1,436,747
Probation
$1,270,471
FY 2017-18 -$3,500,867 FY 2016-17 - $3,104,905
Carry-over Funds 2017-18: $365,965
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
Reserve Funds
$290,791
$21,689
First Steps Behavioral Health Program
$2,835
$16,000
Police Services
$8,479
$185,519
Attorney Services
$195,389
$64,895
Victim Services
$21,909
$585,756
Jail Medical Services
$349,799
$992,320
Jail Services
$828,225
$745,122
Resource Center/Re-Entry Services
$597,882
$251,666
Pre-Trial Services
$232,875
$637,900
Probation Services
$576,723
FY 2017-18 - $3,500,867 FY 2016-17 -$3,104,907
Carry-over Funds 2017-18: $365,965
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
• The county did not provide information on Non-Public Agencies receiving allocations.
Page 331
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
The CCP meets for regular meetings three times per year; however, special meetings may be called
at any time if any of the CCP agencies determine there is a need for modifications to the county
realignment plan. Most often, needs for potential programs and/or services are identified through
the regular collaboration of the affected agencies. The CCP contracts with a full-time data analyst to
collect and analyze jail population numbers over time, the number and types of offenders (PRCS vs.
Mandatory Supervision) supervised by the Probation Department and/or housed in the county jail,
offenders’ risks levels to reoffend, the types of commitment crimes and recidivism data. The data
analyst also tracks PTS data for the CCP. Data regarding substance abuse programs, the adult
education and employment services, and other ancillary services is collected and analyzed by the
probation programs supervisor. The data information from both the data analyst and the programs
supervisor is reported out at each CCP meeting. CCP members have the opportunity to raise
questions and discuss the data and any trends that may develop. CCP members also consider local
and statewide issues such as mentally ill offenders housed in local detention facilities and/or the
homeless offenders who could possibly benefit from programs implemented using Realignment
funds. When any one or a group of CCP agencies identifies or defines a potential need, a proposal
including a budget is presented before the CCP Executive Committee for consideration and possible
approval after a discussion before the entire CCP committee.
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 past years, the probation department has made adjustments to the number of contract hours
for the employment of an adult education teacher for out of custody offenders. Modifications were
made and hours set to best accommodate the needs of the referred offenders. Additionally, in
FY 2016-17, the Sheriff’s Department contracted with a privately operated jail medical provider,
California Forensic Medical Group (CFMG), which resulted in jail medical and behavioral health
services being delivered by non-county staff. The funding to support one LVN position to serve
AB 109 offenders was continued after CFMG took over medical services in the jail. The Community
CCP also voted to approve a change in the methodology as to how jail medical costs were
determined subsequent to the contract with CFMG. Previously, jail medical costs were directly billed
for services, but for FY 2017-18, jail medical funding was set based on the highest annual cost thus
far as agreed upon by CCP executive team members and will be assessed annually based on jail
population.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, and Recidivism.
Page 332
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. 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 2016-17 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 has remained vacant after the therapist left the position in FY 2015-16 and more recently,
those services are being provided by CFMG. The Probation Department continues to offer
Batterer’s Treatment programming to moderate and high-risk offenders. Four probation officers
completed Domestic Violence – Moral Reconation Therapy (DV-MRT) training in October 2016, to
augment the facilitator pool for the Batterer’s Treatment program. 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?
A continuing challenge for our county is to provide programs and services to in-custody offenders
due to having limited meeting space within the jail to hold the variety of programs needed, and
program time scheduling constraints as a result of competing jail operations. Probation staff provide
MRT groups in custody; however, the number of groups that can be offered is limited due to
scheduling conflicts in the meeting spaces that currently exist. Sutter County is in the process of
expanding the jail facility which will hopefully mitigate this issue in the future.
Our county also continues to be challenged to provide transitional housing assistance to 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.
The availability of local evidence-based programs training continues to be a need 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.
Page 333
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.
Page 334
Community Corrections Tehama County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Richard A. Muench FY 2016-17
Chief Probation Officer
Goal: Provide Moral Reconation Therapy (MRT) for all PRCS
Honorable C. Todd
and mandatory supervision offenders.
Bottke
Presiding judge or Objectives: • 100% of participants will be assigned to MRT.
designee Measure: • Number of participants completing MRT.
• Number of MRT graduates and successfully
Bill Goodwin
completing with three years without reoffending.
County supervisor or
chief administrative
officer or designee Goal: Maintain 100% occupancy at Transitional Housing.
Objectives: • Probation officers, Jail staff, and State Parole to review
Gregg Cohen
eligibility.
District Attorney
Measure: • Number of transitional housing residents successfully
Vacant completing housing program.
Public Defender
The CCP did not provide goals for FY 2017-18.
Dave Hencratt
Sheriff
Kyle Sanders
Chief of Police
FY 2016-17 and 2017-18 Budget Allocations
Amanda Sharp
Department of Social
$1,920,144
Services
Probation Department
$1,826,104
Missi Bullington
Department of $574,477
Health Agency
Employment
$478,736
Valerie S. Lucero
$826,920
Department of Mental Sheriff Department
Health and Alcohol and $826,920
Substance Abuse
Programs $62,518
District Attorney
$61,411
Rich DuVarney
Office of Education
$201,675
Jail/Nursing
Scott Camp $188,604
Community-based
Shaffer
organization $123,000
Woodshop/Welding
$107,300
Program
Linda Luca
Victims’ interests
$203,200
__________________ Transitional Housing
$203,200
The CCP meets quarterly
FY 2017-18 - $3,911,934 FY 2016-17 - $3,692,275
Page 335
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$100,000
Sheriff - Pharmacy - Medication
$100,000
$100,000
Sheriff - Electronic Montitoring
$100,000
$574,477
Health Services Agency
$41,250
$584,061
Probation
$512,142
$65,400
Sheriff - Autoshop
$65,400
FY 2017-18 - $1,423,938 FY 2016-17 - $818,792
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$265,600
New Convenant Faith-Based
Services, Transitional Housing
$265,600
$123,000
Shaffer Woodshop/Welding
Program
$107,300
FY 2017-18 - $388,600 FY 2016-17 - $372,900
Page 336
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
The county declined to respond to this question.
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, and 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 and Behavioral Health Courts currently exist.
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.
Work programs, cognitive behavior change systems, transitional housing, and ongoing treatment
and compliance.
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Page 338
Community Corrections Trinity County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Tim Rogers
FY 2016-17
Chief Probation Officer
Goal: Improve success rates of AB 109 offenders
Mike Harper
Presiding judge or Objectives: • Maintain low recidivism rates.
designee • Reduce victimization.
• Increase community safety.
John Fenley
County supervisor or Measure: • Implement a streamlined and efficient system in the
County of Trinity to manage additional responsibilities
chief administrative
under Realignment.
officer or designee
• Implement a system that protects public safety and
Eric Heryford uses best practices in recidivism reduction.
District Attorney • Implement a system that effectively uses alternatives to
pre-trial and post-conviction incarceration, where
Larry Olsen appropriate.
Public Defender
Progress: Recidivism rates remain low with this population due to
Bruce Haney collaborative endeavors and an increased use of evidence
Sheriff -based case management efforts between all stakeholder
agencies. The design and implementation of our new
Ryan Ham Reentry Program has created a more streamlined, efficient
Chief of Police system in our county, better addresses the criminogenic
needs of the clients served, and functions well within our
Letty Garza
rural setting and limited resources.
Department of Social
Services
Goal: Expand Transitional Housing Program
Vacant
Department of Objectives: • Increase availability of transitional housing with case
Employment management services.
• Provide stability to clients upon re-entry to community.
Noel O’Neill • Case manager connects clients to appropriate services
Department of Mental upon re-entry to community.
Health
Measure: • Increase funding to Human Response Network to meet
goal.
Anne Lagorio
Alcohol and Substance • Place otherwise homeless clients into transitional
housing with case management services coordinated
Abuse Programs
by Human Response Network staff.
Sarah Supahan
Progress: An additional $20,000 was funded to Human Response
Office of Education
Network (HRN) to purchase another mobile home that can
be utilized by participants, with any remaining funds to be
Caedy Minoletti
used for additional motel vouchers. The CCP also
Community-based
increased funding to HRN to improve the availability of
organization
transitional housing case management services, as well
Vacant as provided $12,000 towards the new Cedar House
Victims’ interests Project through TCBHS which will provide up to six new
__________________ housing beds for participants with mental health and other
co-occurring disorders.
The CCP meets quarterly
Page 339
Goal: Design and implement a new Reentry Program Improvement Project
Objectives: • 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 Health and Human
Response Network.
• 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: We completed and implemented our new Reentry Program which included the
funding of three additional positions (a Sheriff’s Deputy, Substance Use
Disorder 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.
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Improve success rates of AB 109 offenders
Objectives: • Provide Moral Reconation Therapy (MRT) to clients in the jail with access to
continued treatment post-release.
• Implement the EDOVO system in the jail to provide inmates with education
and programming designed to prevent conflict and support positive change.
• Maintain caseload sizes that support individualized attention and services for
clients.
• Provide comprehensive assessments and case planning to clients to ensure
best practice supervision standards and services that correlate with identified
risk, needs, and responsivity.
• Implement a system that effectively uses alternatives to pre-trial and
post-conviction incarceration, where appropriate.
Measure: • Number of participants enrolled in MRT classes.
• Number of participants accessing EDOVO tablets in the jail.
• Caseload size for officers supervising this population.
Goal: Expand Transitional Housing Program
Objectives: • Ensure an adequate stock of available transitional housing options in Trinity
County for persons transitioning back to the community that lack housing.
• Provide housing-related case management services to homeless post-
incarcerated participants.
Measure: • Number of physical structures and beds available for PRCS individuals.
• Number of motel vouchers provided to program participants.
• Number of participants denied transitional housing due to inadequate supply.
Page 340
Goal: Increase efficiency and effectiveness in client programming and services by
utilizing a collaborative multi-disciplinary reentry program with services that are
evidence-based.
Objectives: • Prioritize early engagement with our clients when possible.
• Provide comprehensive case planning (shared goals and objectives)
between the reentry team partnering agencies.
• Provide opportunities for employment training, placement, and related
services to program participants.
• Implement service dosage relative to the stage of re-entry, and utilize
creative incentives and rewards interrelated with the re-entry stage and
participant performance to achieve case plan goals.
Measure: • Number of coordinated pre-release team meetings and participant transports
from correctional facilities.
• Team monthly Case Presentation Form that identifies commonly shared
participant goals and objectives.
• Number of participants that receive services related to employment training
and placement.
FY 2016-17 and 2017-18 Budget Allocations
Allocation Available
$49,121
$26,165
Reserved
$25,000
Sheriff Department - EDOVO
$6,580
$12,000
BHS One Time Cedar Home Furnishing
$20,000
HRN One Time AB 109 Housing
$27,500
Human Response Network
$27,500
$85,293
Behavioral Health
$65,330
$244,439
Sheriff Staff
Sheriff
$208,157
$5,000
District Attorney
$5,000
Probation Department $289,056
Operating Expenses $272,922
FY 2017-18 - $734,453 FY 2016-17 - $634,610
Page 341
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$85,293
Behavioral Health
$65,330
$244,439
Sheriff
$214,737
$5,000
District Attorney
$5,000
Probation Department $289,056
Operating Expenses $272,922
FY 2017-18 -$623,788 FY 2016-17 - $557,989
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
• FY 2016-17: Human Response Network $27,500
• FY 2017-18: Human Response Network $27,500
Page 342
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
The CCP relies on statistical information and analysis from our quarterly and yearly reports to the
committee. Using this information, the committee recently updated and revised our CCP
Implementation Plan which was presented to the county Board of Supervisors for review at the
beginning of this fiscal year, which addresses potential programming and service changes to this
population.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. Program effectiveness is evaluated based mainly on a year-to-year comparison of recidivism
rates and viewed within the context of the overall services provided. However, with the
improvements that are being made to the outcome measures indicted above, additional data will be
collected and analyzed starting this year to further evaluate the effectiveness of our new enhanced
programming and services within this population.
Does the county consider evaluation results when funding programs and/or services?
Yes. The CCP utilizes both program-level data as well as data from providers to identify the
programs and/or services that produce the best outcomes. As stated above, additional outcome
measures will further refine the quality of the data being used in this regard.
Does the county use BSCC definitions when collecting data? If so, which?
Yes. Average daily population, Conviction, Length of stay, 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?
Trinity County Behavioral Health Services (TCBHS) offers outpatient assessment, treatment by
licensed clinicians and APA Board certified psychiatrists, both in person and via telemedicine, and
jail inmate screening using the Mental Health Brief Jail Screen and the TCM Drug Use Screen.
Trinity County Substance Use Disorder Services (TCSUDS) provides assessment, outpatient
treatment and Moral Reconation Therapy™ (MRT™) at TCBHS and in the jail by state certified
counselors.
TCBHS and TCSUDS AODS also administer other evidence-based programs and practices to this
population such as Cognitive Behavioral Therapy (CBT), MRT™, Seeking Safety, and
Trauma-Focused Cognitive Behavioral Therapy (TF-CBT).
Page 343
What challenges does your county face in meeting these programming and service needs?
In addition to an overall lack of funding for adequate program and staffing resources, Trinity County
only has one CBO operating in the county which places much greater responsibility on the core
AB 109 Team to provide required services and programming to this population. Absent current
AB 109-related funding, coordinated and comprehensive reentry services might be impossible.
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?
Given Trinity County’s size and frontier-rural characteristics, most of our practices would not be
cutting edge, especially given the fact that most of our Public Safety Realignment revenue must be
used to fulfill core mission requirements.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
Since we lack the ability to provide a vast array of services to this population, we focus on the
individualized attention and personalized connections that our reentry team can make with our
program participants. This includes prioritizing early engagement (the team travels to the
correctional facility to meet with participants prior to release), bringing participants into our monthly
team meetings, and ensuring warm handoffs to service providers.
Page 344
Community Corrections Tulare County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Michelle Bonwell
FY 2016-17
Chief Probation Officer
Goal: Complete implementation of a seamless continuum of care
Stephanie Cameron from incarceration to probation supervision and/or
Presiding judge or completion of straight commitment.
designee
Objectives: • Allow offenders to begin/complete court-ordered or
Michael Spata other needs-driven care.
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
rehabilitation and assists in community transition.
Timothy Ward
Measure: • The MDT will meet weekly to identify inmate
District Attorney
programming, medical/ mental health treatment, and
Lisa Bertolino-Meuting vocational/educational needs based on validated
Public Defender assessments.
• Finalize contracts with four additional treatment
Mike Boudreaux providers for incentivized custodial programming by
Sheriff January 15, 2017.
• Receive approval from County Counsel to issue
Jason Salazar
Vocational Education certificates to inmates
Chief of Police
participating in 10 different custodial job training
experiences by February 1, 2017.
Jason Britt
Department of Social Progress: The MDT meets weekly to identify inmate programming,
Services medical/ mental health treatment, and vocational/
educational needs based on validated assessments.
Adam Peck Contracts were finalized with four treatment providers for
Department of incentivized customized programming on January 15,
Employment 2017.
Dr. Timothy Durick
Goal: Implement utilization of an evidence-based inmate
Department of Mental
classification system for the Tulare County Jail Facilities.
Health
Objectives: • Classify and safely house adult inmates based on a
Juliet Webb
validated assessment.
Alcohol and Substance
• Enhance inmate access to Court-ordered and other
Abuse Programs
custodial programming.
• Allow for the electronic access and sharing of
Jim Vidak
assessment information between the Sheriff’s Office
Office of Education
and the Probation Department.
Mary Escarsega- Measure: • Enter into contract with Northpointe, Inc. by January
Fechner 15, 2017.
Community-based • Complete full implementation/systems integration by
organization June 30, 2017.
Daniel Underwood Progress: As of June 30, 2017, the program was purchased,
Victims’ interests installed, and is in the final stages of integration with the
__________________ Sheriff’s Jail Management System. The Sheriff finalized a
contract with Northpointe, Inc. for utilization of an
The CCP meets quarterly evidenced-based inmate classification system for the
Tulare County Jail Facilities in July 2017.
Page 345
Goal: Complete formal evaluation of treatment provider outcomes.
Objectives: • 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 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.
Progress: As of January 15, 2017, an average of a 10% recidivism rate was determined
based on data collected. A meeting was held with five contracted providers to
identify needs to improve outcomes in February 2017. The training need
identified was evidenced-based practices which was provided on October 24-25,
2017.
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Implement utilization of an evidenced-based pre-trial assessment.
Objectives: • Provide recommendations to the court based upon a validated assessment.
• Expedite the processing of pre-trial court cases.
• Expand the use of evidenced-based assessments within the department.
Measure: • Enter into a contract to utilize the pre-trial assessment by February 15, 2018.
• Enter into a contract to receive training to administer the pre-trial assessment
by March 15, 2018.
• Train staff to administer pre-trial assessment by May 15, 2018.
Goal: Expand the Pre-Trial Supervision Unit.
Objectives: • Mitigate jail over-crowding issues.
Measure: • Eliminate holding persons in custody pending trial based on an inability to
post bail.
• Add three FTE Deputy Probation Officer II positions to the Pre-Trial
Supervision Unit by November 15, 2017.
• Evaluate outcome data to determine effectiveness by June 30, 2018.
Goal: Expand the Police/Probation Partnership.
Objectives: • Manage the increase in the number of high-risk Post-Release Community
Supervision (PRCS) offenders.
• Expand community partnerships with law enforcement agencies.
Measure: • Add three FTE Deputy Probation Officer III positions to the Police/Probation
Partnership program by November 15, 2017.
• Evaluate outcome data to determine effectiveness by June 30, 2018.
Page 346
FY 2016-17 and 2017-18 Budget Allocations
$150,251
Local Innovation Fund
$58,752
Tulare Superior Court (Pre- $588,835
trial Services) $588,835
Health and Human Services $1,000,000
Agency (Inmate Medical… $1,000,000
$8,776,708
Sheriff's Office
$7,795,543
$8,776,707
Probation Department
$7,795,543
FY 2017-18 -$19,292,501 FY 2016-17 - $17,238,673
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$380,410
District Attorney's Office
$380,410
$380,410
Public Defender's Office
$380,410
Health and Human Services $185,634
Agency (Assessment Team) $185,634
Superior Court (Legal Processing $64,995
Clerk) $64,995
Worforce Investment Board (Job $135,366
Development) $135,366
FY 2017-18 - $1,146,815 FY 2016-17 - $1,146,815
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$200,000
Other - GPS/Electronic Monitoring
$143,900
$140,000
Other - Drug Testing
$42,000
$849
Other - CareerScope
$349
$15,000
Other - Creekside Laser
$15,000
$755,000
Treatment Programs
$753,000
$555,566
Non-Profits
$450,000
$11,000
Faith-based Organizations
$61,000
$599,261
Community-based Organizations
$548,400
FY 2017-18 - $2,276,676 FY 2016-17 - $2,013,649
Page 347
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
The CCP defines the identified program and/or service need and then a Request for Proposal is
issued to the public for a bidding process.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. The measures to evaluate effectiveness are outlined within the RFP to ensure vendor
compliance.
Does the county consider evaluation results when funding programs and/or services?
We have yet to have a vendor provide services long enough to consider evaluation results; however,
they will be reviewed if these are available and the vendor reapplies for RFP.
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?
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.
Theft diversion.
Domestic violence Batter’s Treatment Program.
Literacy program.
Anger management.
Page 348
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.
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Page 350
Community Corrections Tuolumne County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Linda Downey
FY 2016-17
Chief Probation Officer
Goal: Reduce the number of Pre-Trial offenders held in secure
Donald Segerstrom
detention
Presiding judge or
designee Objectives: • Adopt an evidence-based risk assessment tool
• Adopt new release conditions
Maureen Frank
Measure: • Pre-Trial Electronic Monitoring Program (EMP)
County supervisor or
completion rate
chief administrative
• Risk Tool adopted or utilized
officer or designee
• Release conditions adopted and/or utilized
Laura Krieg Progress: Multiple CCP meetings were arranged to gather feedback
District Attorney from all members of the CCP. Once the Pre-Trial Program
was fully assessed by members of the CCP, the Executive
Robert Price
Members voted unanimously to implement. A risk
Public Defender
assessment tool was adopted as well as Pre-Trial release
conditions. The Pre-Trial Program will be implemented in
James Mele
fiscal year (FY) 17-18.
Sheriff
Goal: Increase the number of Day Reporting Center (DRC)
Turu VanderWiel
participants who graduate the program
Chief of Police
Objectives: • Support participants to keep them progressing through
Ann Connolly all program steps of the DRC Program
Department of Social • 75% of all participants referred to the DRC will
Services graduate
Vacant Measure: • Number of participants who are discharged from the
DRC
Department of
Employment • Number of participants who graduate from the DRC
Progress: During FY 16-17, the program had a 32% success rate
Steve Boyack
which is commendable given the difficulty of the program.
Department of Mental
Health and Alcohol and
Substance Abuse
Goal: Assist DRC participants in securing housing
Programs
Objectives: • Work with DRC participants to complete housing
Marguerite Bulkin applications
Office of Education • Increase the number of homeless participants who
secure housing by 10%
Vacant
Progress: In the FY 16-17, there was a 9% homeless rate at time of
Community-based
discharge from the DRC. This percentage does not
organization
include individuals that were living in a sober living facility
or living with friends/family.
Ginger Martin
Victims’ interests
__________________
The CCP meets
semi-annually and as
needed
Page 351
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Goal: Reduce the number of Pre-Trial offenders held in a secure detention: to ensure
the safety of the community, that the released person appears in court for
hearings, to protect the presumption of innocence, and to maximize the number
of jail beds for sentenced inmates
Objectives: • Adopt an evidence-based risk assessment tool
• Utilize EMP for Moderate-High Risk Pre-Trial offenders
Measure: • Track all Pre-Trial releases for recidivism and court appearances
• Track outcome by risk level
Progress: Pre-Trial risk tool policies and procedures adopted November 1, 2017.
Goal: Increase the number of DRC participants who graduate the program
Objectives: • Support participants to keep them progressing through all program steps of
the DRC Program
• Increase DRC graduates by 5%
Measure: • Number of participants who are discharged from the DRC
Goal: Assist DRC participants in securing housing
Objectives: • Work with DRC participants to complete housing applications
• Increase the number of homeless participants who secure housing by 10%
FY 2016-17 and 2017-18 Budget Allocations
$173,068
Reserve Funds
Behavioral Health $15,000
Department $38,563
District Attorney's Office- $76,832
Victim Witness $69,500
$729,838
Sheriff's Office
$899,615
$1,141,415
Probation Department
$1,241,831
FY 2017-18 - $2,136,153 FY 2016-17 - $2,249,509
FY 2016-17: Reserve Funds used to cover shortfall of $252,664
Page 352
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$173,068
Reserve Funds
Behavioral Health $15,000
Department $38,563
District Attorney's Office- $76,832
Victim Witness $69,500
$729,838
Sheriff's Office
$899,615
$1,141,415
Probation Department
$1,241,831
FY 2017-18 - $2,136,153 FY 2016-17 - $2,249,509
FY 2016-17: Reserve Funds used to cover shortfall of $252,664
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$5,000
Redwood Toxicology for Drug Testing
$5,000
$75,000
STOP/AMS for Electronic Monitoring
$150,000
BI/GEO for Day Reporting & Jail Re-entry $391,483
Programs $522,000
FY 2017-18 -$471,483 FY 2016-17 - $677,000
*Funds in FY 2016-17 were originally allocated to county agencies, who then subcontracted with the
private agencies listed above to provide services on the county’s behalf.
Page 353
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds.
The CCP meets semi-annually (and more frequently as needed) to discuss needs for potential
programs and services. For a program/service to be considered it must be presented to the CCP
Committee with a needs assessment and budget analysis. Outcome measures will be requested for
future funding requests. Funding requests require the requesting agency to include a detailed
description of the funding request, describe how it fits into the AB 109 framework, as well as an
expense breakdown. Once evaluated by the CCP Committee, voting members vote on whether or
not to adopt the program/service. After adoption, the CCP will monitor the funded agencies outcome
measures related to that program/service.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. The CCP provides 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 AB 109. The
Probation Department Business Manager and Staff Services Analyst keep track of all things related
to AB 109 on a monthly, quarterly, and annual basis in order to evaluate overall effectiveness of
programs and services.
Does the county consider evaluation results when funding programs and/or services?
Yes. The CCP gives 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, 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?
Tuolumne County Behavioral Health treats severe and chronic mentally ill clients, as well as
provides alcohol and drug treatment. Tuolumne County Behavioral Health primarily serves Medi-Cal
clients. Tuolumne County as a whole lacks psychiatric treatment and services.
Due to the limited services available to our rural demographic, the CCP has utilized Realignment
funding since the beginning to contract with GEO Reentry Services (DRC Program) 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 the Probation Department as part of an overall treatment program. GEO Reentry Services also
refers clients to the Tuolumne County Behavioral Health Department for more intensive and
specialized treatment.
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What challenges does your county face in meeting these programming and service needs?
Tuolumne County is currently spending more on AB 109 programs and services than the annual
state revenue provides in order to meet the needs of the County AB 109 population, and to keep the
programs solvent and successful. Personnel and program operational costs continue to rise at a
greater rate than AB 109 revenues. Additionally, Tuolumne County has a significantly overcrowded
jail. The local CCP plan continues to maximize funding for alternatives to secure detention, including
Pre-Trial supervision, electronic monitoring, work release, Mandatory Supervision, and Sheriff’s
Parole. However, as realignment continues to unfold, the 1170(h) offenders are serving longer terms
in county jail and they appear to have less successful outcomes when supervised in the community
on Mandatory Supervision. Overall, annual AB 109 state allocations have not been sufficient to
address the needs of our expanding AB 109 population. Although progress has been made by local
leaders agreeing to reductions in funding without compromising quality programing, it is evident that
more work needs to be done to address this higher risk population of offenders without relying on
secure detention or additional revenue.
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 annually the effectiveness of all the funded programs to ensure funding is spent
on programs that are showing positive outcomes both short-term and long-term. In FY 17-18,
Tuolumne County implemented a Pre-Trial Program to free bed space at the jail for sentenced
inmates. On any given day, 60-75% of the jail population is occupied by pre-sentenced inmates. As
a result, offenders are being released from their term early. The goal of the Pre-Trial Program is to
ensure the following:
• Safety of the community
• The released person appears in Court for hearings
• Protect the presumption of innocence
• Maximize the number of jail beds for sentenced inmates
A risk assessment is completed to determine who can be released and the conditions of release that
will address the risk. Those that are eligible are released on electronic monitoring to be supervised
by the Probation Department. To date, the program has reduced the overall percentage of Pre-Trial
inmates that occupy the jail.
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 GEO Reentry Services to provide evidence-based
programming to high risk offenders. This is known as the 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 Phases 1-3, Aftercare, and obtain successful employment and housing. This program can
be, at a minimum, a 210-day program. In order to advance to the next phase, the participant must
complete each step listed in their Moral Reconation Workbook and remain drug free. From the start
of the program, Tuolumne County has averaged a 43% success rate. Given the difficulty of the
program and the type of offenders (typically PRCS and other high-risk classifications), a 43% rate is
extremely positive. This can be attributed to the collaboration between GEO, Probation, and Sheriff’s
Office staff. GEO also provides a similar type of program in the County Jail.
The Jail Re-Entry Program (JRP) provides evidence-based programming to offenders while
incarcerated. This is a structured, comprehensive 12-week program. The curriculum includes Moral
Reconation Therapy (MRT), Substance Abuse Counseling, Release Preparation, and educational
and individual counseling. Successful completion for this program is very similar to the DRC
Program as inmates must complete Phases 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
overall success rate of the JRP program is 61%.
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Page 356
Community Corrections Ventura County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
Mark Varela
FY 2016-17
Chief Probation Officer
Goal: Increase alternatives to incarceration and services to
Patricia Murphy
offenders
Presiding judge or
designee Objectives: • Develop a matrix of graduated behavior responses to
violation behavior
Mike Powers
• Develop incentives for offenders to be successful
County supervisor or
• Develop alternatives to incarceration, including
chief administrative
electronic monitoring (EM), GPS, and Pre-Trial
officer or designee
Measure: • Matrix document of graduated responses
Greg Totten • Incentives program for offenders
District Attorney • Implement alternative to incarceration options
Progress: Matrix on responses and incentives has been developed
Todd Howeth
and will be rolled out during 2018. The incentives program
Public Defender
has been implemented and EM, GPS, and Pre-Trial
Geoff Dean programs are implemented.
Sheriff
Goal: Develop multi-agency dashboard
Scott Whitney
Chief of Police Objectives: • Define measures to be collected
• Identify sources to pull information
Barry Zimmerman • Develop dashboard design and access
Department of Social
Measure: • Identification of measures
Services
• Identification of data sources
• Development, access, and implementation
Barry Zimmerman
Department of Progress: Initial build has been completed. Currently developing
Employment analytical tools.
Elaine Crandall
Goals, Objectives, Outcome Measures, and Progress
Department of Mental
Health
FY 2017-18
Dan Hicks
Goal: Complete Phase III of AB 109 Program Evaluation
Alcohol and Substance
Abuse Programs Objectives: • Work with Evalcorp to initiate Phase III of the Program
Evaluation
Stanley Mantooth • Review 2013 cohort
Office of Education
Measure: • Identify trends between cohorts I, II and III
Caroline Prijatel-Sutton • Determine what is working and what is not working
Community-based
Progress: A review of cohorts I and II has been completed and there
organization
have been some trends identified.
Michael Jump
Victims’ interests
__________________
The CCP meets quarterly
Page 357
Goal: Update the initial AB 109 Strategic Plan from 2011
Objectives: • Develop an updated AB 109 Strategic Plan
• Hire an evaluator to review available data to determine what is working, are
there any gaps in services that need to be addressed, and to develop
performance measures
Measure: • Updated AB 109 Strategic Plan document
Progress: The CCP Exploratory Committee is working on this. They are in the final stages
of securing an evaluator to begin the project.
Goal: Expanding the Pre-Trial program
Objectives: • Review four years of Pre-Trial data for re-arrests and court appearances
• Expand the program to include misdemeanor and prison eligible population
Measure: • Number of participants in the Pre-Trial Program
• Number of re-arrests by participants in the Pre-Trial Program
• Number of participants who appear in court while participating in the Pre-Trial
Program
Progress: Participants who participate in the Pre-Trial Program currently have a 90% rate
of no new arrests and an 80% rate of appearing in court.
FY 2016-17 and 2017-18 Budget Allocations
$100,000
Probation - Exploratory Committee
$100,000
$100,000
Sheriff - Creation of Dashboard
$100,000
$120,000
Evalcorp - Evaluation of Programs
$120,000
$1,250,000
Community Based Organizations
$1,250,000
$565,366
Local Law Enforcement
$565,366
$1,919,312
Behavioral Health
$1,919,312
$8,590,842
Sheriff's Office
$8,590,842
$6,450,017
Probation Agency
$6,450,017
$954,114
Public Defender
$954,114
$700,192
District Attorney
$700,192
FY 2017-18 - $20,749,843 FY 2016-17 - $20,749,843
Page 358
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$100,000
Probation - Exploratory Committee
$100,000
$100,000
Sheriff - Creation of Dashboard
$100,000
$565,366
Local Law Enforcement
$565,366
$1,919,312
Behavioral Health
$1,919,312
$8,590,842
Sheriff's Office
$8,590,842
$6,450,017
Probation Agency
$6,450,017
$954,114
Public Defender
$954,114
$700,192
District Attorney
$700,192
FY 2017-18 - $19,379,843 FY 2016-17 - $19,379,843
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$120,000
Evalcorp - Evaluation of Programs
$120,000
$358,782
Restorative Justice
$358,782
$58,866
Parenting Support/Classes
$58,866
$327,209
Case Management
$327,209
$255,143
Moral Reconation Therapy
$255,143
$250,000
CORE
$250,000
FY 2017-18 - $1,370,000 FY 2016-17 - $1,370,000
Page 359
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
The county declined to respond to this question.
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. Interface, (the lead agency of our
Core Connection providers) hired an evaluator (Resource Development Associates) on their own to
ensure the programs are utilizing EBP and producing outcomes to reduce recidivism.
Does the county consider evaluation results when funding programs and/or services?
Yes. Please see above question. This demonstrates that our providers understand the importance of
data driven decisions and funding.
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?
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/AB 109). VCBH’s Alcohol and Drug Programs Division employs three Master's-level
clinicians who evaluate AB 109 clients all referred by Probation. The clinicians are embedded in
three probation offices (i.e., Ventura, Oxnard, and Simi Valley). 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 addition, VCBH, Probation, and the Ventura
County Sheriff’s Department (VCSD) developed an MOU to begin providing Vivitrol to AB 109
offenders (they voluntarily agree to participate while in custody) who suffer from opioid addiction or
severe alcohol-related issues.
Page 360
In order to address behavioral health needs, VCBH contracts with Telecare Corporation whose
clinical staff assess and provides 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 FY 15/16, a
total of 57 unduplicated clients received services at the higher level of care and 75 at the lower
level.
VCBH works with Probation and the contracted providers to coordinate services and treatment when
AB 109 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 AB 109 clients who require assistance with
activities of daily living. Lastly, some AB 109 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. Because of this, the CBOs/case managers are consistently trying to find
supportive environments for clients who are engaging in substance abuse treatment and working
towards maintaining sobriety.
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. CBO partners have
essentially developed a menu of probation approved treatment services that meet individual
specialized needs of the clients. For example, additional beds were secured for sober housing and
domestic violence treatment fees are being paid for if the client is temporarily unable to work or has
lost their job.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The Ventura County Pre-Trial Program has four years of data that has shown favorable outcomes.
Participants attend their court hearings at a percentage rate of 80% and 90% of the participants do
not receive any arrests while participating. Because of these outcomes, we are looking at expanding
the populations served by the program to include clients with misdemeanors and those who are
prison eligible.
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Page 362
Community Corrections Yolo County
Partnership Membership
As of October 1, 2017 Goals, Objectives, Outcome Measures, and Progress
Brent Cardall FY 2016-17
Chief Probation Officer
Goal: Ensure a safe environment for all residents and visitors by
Shawn Landry reducing and preventing local crime
Presiding judge or
Objective: • Establish data workgroup to agree on minimal baseline
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 need
and is conducting Recidivism Study using the CCP
Jeff Reisig
approved definitions
District Attorney
• All arrest and booking data is tracked and submitted to
Data Subcommittee for analysis
Tracie Olson
Public Defender • Continuum of Care hierarchy of needs continues to
inform community substance abuse treatment referrals
Ed Prieto Progress: The objectives under this goal are largely active or
Sheriff completed. As data needs change, the objective of
providing useful data changes with it. The recidivism study
John Miller work has been ongoing, with the goal of reporting on 2011-
Chief of Police 2012 Offender Recidivism by January 2017.
Karen Larsen
Goal: Build offender competency and support reintegration
Department of Social
Services, Department of Objective: • Available services will address an increasing
Employment, Department percentage of identified offender needs annually
of Mental Health, and • Social workers will work with pretrial clients to develop
Alcohol and Substance disposition outcomes that emphasize rehabilitation and
Abuse Programs treatment
• Perform gap analysis of services required to support
Jesse Ortiz full reintegration of offenders into the community
Office of Education
Measure: • Implementation of the Risk-Need-Responsivity (RNR)
simulation tool through Justice Reinvestment will
Marc Nigel
provide the means to identify programmatic gaps in
Community-based
services
organization
• Enhance services to address identified gaps
• Identify resources needed to reduce wait list
Laura Valdez
Victims’ interests Progress: Yolo County Probation partnered with Yolo County Health
____________________ and Human Services Agency to apply for the BSCC Prop
47 Treatment and Rehabilitation Grant, receiving a 3-year
The CCP meets monthly grant award. These funds will increase treatment and
housing services for substance abusing homeless
offenders in Yolo County communities. The grant was
informed by a gap analysis conducted by Health and
Human Services to support the service scope targeting the
grant population
Page 363
Goal: Restore Victims and the Community
Objective: • Implement at least one evidence-based restorative justice program in Fiscal Year
(FY) 2015-16
• Implement coordinated victim notification system
• Develop a baseline of victim satisfaction in Yolo County by 2016
Measure: • Restorative Justice Program implemented by end of FY 2015-16
• Victim Notification System implemented by FY 2015-16
• Implement victim satisfaction survey by 2016
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 2017-18 in addition to the following.
Goals, Objectives, Outcome Measures, and Progress
FY 2016-17
Goal: Hold offenders accountable
Objective: • Maintain capacity of the Day Reporting Center (DRC) at 80% by 1-1-2015
• Implement a probation case management system by 12-1-2015
• Determine available funding for agencies to address increased workload due to
AB 109 implementation
Measure: • Develop referral process to maintain capacity of DRC
• Collect data and report on the number served and the success rate of participants
• Identify workload estimates related to AB 109
Progress: Yolo County Probation has worked with the DRC provider, Sacramento County Office
of Education, to maintain referral activities that have ensured the program maintains
its 80% enrollment/attendance goals for the past five years. As of October 2017, Yolo
County Probation reorganized caseload assignments so a DRC Officer could be
funded through AB 109. This Officer is dedicated to case managing offenders under
supervision of the Department and enrolled in the DRC. This Officer will conduct case
plans with DRC staff to ensure that goals, including minimum attendance, are met
starting January 2018.
FY 2016-17 and 2017-18 Budget Allocations
Carryover Funding* $39,962
Police Departments
$330,000
$1,160,362
Treatment for all CCP -Prob. Contracts
$1,160,362
Sheriff $3,058,143
$3,047,636
$144,167
Public Defender
$200,690
$3,552,693
Probation
$3,328,828
$12,942
Library
$12,044
$477,371
District Attorney
$578,406
FY 2017-18 - $8,445,640 FY 2016-17 - $8,657,966
FY 2016-17: Reserve Funds $1,442,992
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FY 16-17 & FY 17-18 Allocations to Public Agencies for Programs & Services
Yolo County Office of Education $81,000
Police Department-Woodland
$103,125
Police Department- Winters
$20,625
Police Department- West Sacramento
$103,125
Police Department-Davis
$103,125
Sacramento County Office of Education -
GED $81,000
Sacramento County Office of Education - $620,000
Day Reporting Center $620,000
$12,942
Library
$12,044
$144,167
Public Defender
$200,689
$477,371
District Attorney
$578,406 $3,471,693
Probation
$3,142,329
Sheriff $3,058,143
$3,153,136
FY 2017-18 - $7,865,316 FY 2016-17 - $8,117,604
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
$75,362
SCRAM Alcohol Monitoring
$75,362
$25,000
3M Electronic Monitoring
$25,000
$30,000
Communicare
$30,000
$50,000
Community Recovery Resources
$50,000
$220,000
Fourth and Hope
$220,000
$140,000
Cache Creek Lodge
$140,000
FY 2017-18 - $540,362 FY 2016-17 - $540,362
Page 365
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The Yolo County CCP is in the middle of a process to determine continued use of Realignment
funds for current and potential programs and services for local implementation.
This process includes:
Environmental Scan: Gather data from various departments and organizations to gain a better
understanding of the needs of the criminal justice population. This includes the data required by CA
Penal Code § 1231 as well as the qualitative data of the Continuum of Care Intercept groups.
Performance Measures: Apply the Yolo Performance model to programs currently funded by the
CCP. This model incorporates the Results-Based Accountability format for performance measures
which focuses on measuring outcomes to determine if the target population served is better off.
Each county department has a representative on the Yolo Performance Work Group that can assist
in developing measures for their program with assistance from the County Administrator's Office.
Develop CCP Strategic Plan: The CCP will work collaboratively to develop a new Strategic Plan with
facilitation from the new CCP Analyst.
1. The CCP will review the legal purpose of the CCP and revisit their mission statement,
guiding principles, and goals.
2. The group will then receive a presentation on the results of the environmental scan and
review the developed performance measures.
3. Finally, the CCP will develop and prioritize objectives for the new Strategic Plan.
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. Evaluation results directly inform funding decisions when the Yolo CCP determines the budget
for each fiscal year. Discussions and presentations are made to the CCP during regularly scheduled
meetings leading up to a vote on the budget for each fiscal year.
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?
81% or higher
Page 366
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?
Over the past year, the Probation Department along with various stakeholders have developed and
implemented Addiction Intervention Court. Both the Proposition 47 Pilot Program and Proposition 47
Diversion Program (scheduled to begin on January 1, 2018), in concert with Mental Health Court
and the Yolo County Continuum of Care initiative, established a spectrum of resources to provide
care to Low Risk/Low Need clients up to High Risk/High Need clients with minimal disruption of
service. Each service is based upon voluntary participation.
For clients with little previous interaction with the criminal justice system, the Probation Department
has started working in concert with the District Attorney’s Neighborhood Court Program to expand
treatment for clients with mental illness and/or addiction. The program utilizes restorative justice
practices and community volunteers to help support, educate, and restore both the victim of a crime
and the client. These clients are identified post-arrest by the DA and are referred to the program.
Treatment is identified and addressed by the neighborhood court.
For clients with a misdemeanor offense directly related to drug use or mental illness, the Proposition
47 Pilot and Diversion Programs were developed. Based upon the LEAD program in Oregon, clients
are identified after contact with police. Police refer the client to probation (post-arraignment for the
pilot and pre-arraignment for the full diversion program). Once the client has been identified, they
are assessed for both risk of recidivism by probation and for level of care/need by a clinician. Based
upon the assessment, accurate treatment is provided through other county resources and
community-based organizations (CBOs) ranging from detox and community court to outpatient or
inpatient intensive treatment. The pilot project initiated the process which led to the award of a
$6 million grant to the county bring it to scale and improve it. This led to the Prop 47 Diversion
Program, which is set to begin accepting clients on January 1, 2018. In the Diversion Program,
clients are assisted by a full-time probation officer, two clinicians from a CBO, and three case
workers from a CBO. Clients that successfully complete treatment and demonstrate improved
stability and independence have their cases dismissed by the District Attorney.
For clients with a more extensive criminal justice history or more serious initial conduct, Mental
Health Court and Addiction Intervention Court are available. Each court specializes in treatment,
support, and developing independence with a higher risk forensic caseload.
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 (the ORAS) cannot fund everything. Specifically, transitional
housing and workforce training have been consistent needs that the county cannot 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 had some difficult choices in 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.
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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 2016-17, the CCP invested much of the year’s work into developing analysis
and contingencies for a significant drop in total funding. The annual programming budget required
and still requires reductions to funded programming in order to maintain responsible financial
planning.
Additionally, the Yolo County CCP maintained 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 each matter was pending. This placed an additional burden
not only on the clients, but on each partner in the CCP. The recently awarded BSCC Prop 47 Grant
to Yolo County will directly address this gap in services and staff.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
One of our newest promising programs is the Prop 47 Diversion Program. The program was
developed in concert with Health and Human Services, the District Attorney, the Public Defender,
and community-based organizations (CBOs). A $6 million grant was awarded to Yolo County to
provide treatment and support for misdemeanor clients with addiction and/or mental illness. It was
built using evidence-based practices and a treatment mindset. Clients are identified early in the
criminal justice process (immediately upon arrest/citation) and are asked if they would like to
participate in the program or proceed through court. If they indicate they would like help, they are
assessed within a week of first contact with law enforcement, and are given an accurate treatment
plan based upon early assessment for both recidivism and treatment need/stability. The program
provides treatment in either an outpatient or inpatient setting, and provides both civil legal services
and housing support for clients. Upon completion of treatment and/or demonstration of stability, their
case is dismissed by the District Attorney.
The program consists of one Probation Officer, one paralegal with the DA’s Office, two clinicians
from a CBO, and three case workers from another CBO. The team works closely together to help
clients connect with accurate treatment either locally or, if necessary, in a residential treatment
program. In addition to treatment, housing, income, and independence are addressed to help reduce
the likely hood of repeated contact with the criminal justice system. The hope of the program is to
reduce recidivism, increase treatment participation, and completion as well as to provide
personalized care to clients as community members.
Page 368
Community Corrections Yuba County
Partnership Membership
As of October 1, 2017
Goals, Objectives, Outcome Measures, and Progress
James L. Arnold
FY 2016-17
Chief Probation Officer
Goal: Reduce Jail Population
Honorable Debra L.
Givens Objectives: • Release low level offenders on work release programs
Presiding judge or (PC 4024.2)
designee • Release offenders on electronic monitoring
• Release offenders on County Parole (PC 3074)
Randy Fletcher
Measure: • 30 offenders released via 4024.4 PC
County supervisor or
• Zero offenders released via electronic monitoring
chief administrative
• Five offenders released via 3074 PC
officer or designee
Progress: In Fiscal Year (FY) 16/17, 35 offenders were released via
Patrick McGrath alternative sentencing programs to help reduce the jail
District Attorney population.
Brian Davis
Goal: Maintain Day Reporting Center
Public Defender
Objectives: • Work-release program
Steve Durfor • Evidenced-based programming
Sheriff
Measure: • 30 offenders released via 4024.4 PC
Chris Sachs • 541 referrals made for evidenced based programming
at our DRC
Chief of Police
Progress: The number of DRC referrals represents an increase of
Jennifer Vasquez
237% from the prior FY.
Department of Social
Services
Goal: Maintain Pre-Trial Program
Tracy Bryan
Objectives: • Release low level offenders pending Court
Department of
• Reduce the number of failures to appear
Employment
Measure: • Of 517 pre-trial reports completed, 116 received an
Tony Hobson own recognizance release
Department of Mental • Of 116 offenders receiving an own recognizance
Health and Alcohol and release, 10 failed to appear for Court.
Substance Abuse
Progress: This is the second full year of our pre-trial program. The
Programs
failure to appear rate has decreased from 14.4% to 8.6%.
Francisco Reveles
Office of Education
Vacant
The CCP reports it will use the same goals, objectives, and outcome
Community-based
measures identified above in FY 2017-18.
organization
Jason Roper
Victims’ interests
__________________
The CCP meets quarterly
Page 369
FY 2016-17 and 2017-18 Budget Allocations
$1,300,000
Sheriff's Department
$1,281,253
$1,300,000
Probation
$1,371,934
FY 2017-18 - $2,600,000 FY 2016-17 - $2,653,187
FY 16-17 and 17-18 Allocations to Public Agencies for Programs & Services
$100,157
Jail Programs and Services
$100,157
Day Reprotng Center - Sheriff Community $85,494
Service Officer $85,494
Electronic Monitoring/Sheriff Work $91,567
Alternative Program $91,567
$24,866
Cilinical Social Worker (partially funded)
$24,400
$22,014
Victim Services
$34,000
$54,224
Victim Services - Intervention Counselor
$82,000
$36,000
Day Reporting Center - Miscellaneous
$36,000
Day Reporting Center - Contracted GED $15,000
Instructor $15,000
Day Reporting Center - Intervention $62,794
Counselor (partially funded) $43,919
Day Reporting Center - On site Substance $164,977
Abuse Counselors (2) $163,000
Day Reporting Center - On site Probation $114,449
Officer $107,500
FY 2017-18 - $771,542 FY 2016-17 - $783,037
FY 16-17 and 17-18 Allocations to Non-Public Agencies for Programs & Services
• The county reported no allocations to non-public agencies for programs and services.
Page 370
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs an/or services for local
implementation using Realignment funds.
Each CCP member can introduce a potential program/service they would like to see implemented.
The CCP will then vote whether or not to fund the proposal. The majority of programming is done by
the Probation Department through its Day Reporting Center. Some funds are allotted to the
county’s Victim Witness Office (also a branch of Probation) to offer services for citizens victimized by
AB 109 offenders.
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, 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?
We have two full-time Mental Health Therapists assigned to the Probation Department. Two full-
time Substance Abuse Counselors are assigned to the Probation Department’s Day Reporting
Center (DRC). Two Probation Officers (1 full-time, 1 part-time) are assigned to the DRC for
supervision and programming. One Intervention Counselor is also assigned to the DRC to conduct
the majority of programming on-site.
What challenges does your county face in meeting these programming and service needs?
Reward offenders for attending programming through recognition and 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 to the offenders.
Describe a local best practice or promising program that has displayed positive results. If
data exists to support the results, please share.
The Courage for Change curriculum and the GED class have been well received. We also contract
with our local county employment center to assist offenders with job placement.
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Page 372
APPENDICES
• Glossary of Terms
• BSCC Definitions of Key Terms
• FY 2017-18 Community Corrections Partnership Survey
Page 373
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Page 374
CJI Crime and Justice Institute
Glossary of Terms
AB Assembly Bill
COMPAS Correctional Offender Management
ACA Affordable Care Act Profiling for Alternative Sanctions
ACS Alternative Custody Supervision CPC Correctional Program Checklist
ADP Average Daily Population CPCA California Police Chiefs Association
AOD Alcohol and Drugs CPOC Chief Probation Officers of California
ART Aggression Replacement Training® CSAC California State Association of Counties
ASAM American Society of Addiction CSSA California State Sheriffs Association
Medicine
CTC Community Treatment Center
ATC Alternative Treatment Center
DA District Attorney
BH Behavioral Health
DAPO Division of Adult Parole Operations,
BHC Behavioral Health Court CDCR
BJA Bureau of Justice Assistance DMH Department of Mental Health
BOS Board of Supervisors DPO Deputy Probation Officer
BSCC Board of State and Community DRC Day Reporting Center
Corrections
DV Domestic Violence
CAB Community Advisory Board
EBP Evidence-Based Practices and/or
CAIS Correctional Assessment and Evidence-Based Programs
Intervention System™
EM(P) Electronic Monitoring (Program)
CBO Community-based Organization
EPICS Effective Practices in Community
CBT Cognitive Behavioral Therapy Supervision
CCJCC Los Angeles Countywide Criminal ESC Executive Steering Committee
Justice Coordination Committee
FBO Faith-based Organization
CCP Community Corrections Partnership
FSP Full Service Partnership
CDCR California Department of Corrections
and Rehabilitation FTA Failure to Appear
Page 375
Glossary of Terms Continued
FTE Full-Time Equivalent RAI Risk Assessment Instrument
FY Fiscal Year RFP Request for Proposals
GED General Education Development RNR Risk-Needs-Responsivity
HHS(A) Health and Human Services (Agency) SB Senate Bill
IMD Institutes for Mental Disorders SLE Sober Living Environment
JAG Edward Byrne Memorial Justice SMI Seriously Mentally Ill
Assistance Grant
SO Sheriff’s Office
JH Juvenile Hall
STRONG Static Risk and Offenders Needs
LEAD Law Enforcement Assisted Diversion Guide
LS/CMI Level of Service/Case Management SUD Substance Use Disorder
Inventory™
TJC Transition from Jail to Community
LSI-R Level of Service Inventory- Revised™
TX Treatment
MAT Medication Assisted Treatment
Vivitrol® Prescription injectable medicine used
MOU Memorandum of Understanding to treat alcohol dependence and prevent
relapse to opioid dependence after opioid detox
MRT Moral Reconation Therapy™
WSIPP Washington State Institute for Public
MS Mandatory Supervision Policy
NCCD National Council on Crime and
Delinquency
ORAS Ohio Risk Assessment System
OR Own Recognizance
PD Public Defender
PPIC Public Policy Institute of California
PRCS Post-Release Community Supervision
PSP Post-Release Supervised Person
Page 376
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.
Page 377
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.
Page 378
captured locally.
• E.g. Completion in the ABC treatment program is
defined as graduation from phases 1-3
• E.g. Completion of the ABC treatment program is
achieved when the participant receives a
Certificate of Completion
Formula
Number Completed = Completion Rate
Number Enrolled
1. Tally the number of participants who have
enrolled in the program
2. Tally the number of participants who have
completed the program
3. Divide completions by enrollment to arrive at the
completion rate
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Page 380
FY 2017-18 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 2017 (AB 96, 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, 2017, that provides
information about the actual implementation of the 2016-17 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 2017-18 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, 2018 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
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completion and submission. Responses should represent the collective views of the CCP
and not a single agency or individual.
Submission Instructions
To make the survey more user friendly, the BSCC is using both Microsoft Word and Excel
for a complete submittal package. The survey 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 2016-17 Public Safety Realignment Funding; and
Section 5: FY 2017-18 Public Safety Realignment Funding.
Respondents may 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”.
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: Sixth
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 Friday, December 15, 2017. 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 any difficulty completing this survey or need technical assistance,
please contact:
Brian Wise, BSCC Associate Governmental Program Analyst
916-341-7326 or Brian.Wise@bscc.ca.gov
Thank you.
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FY 2017-18 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, 2017 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)
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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 2016-17 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 2017 and October 2017, 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 2016-17. If
the CCP kept the same goal, objective and outcome measure from a prior fiscal year for
FY 2016-17, provide that information. If no goal, objective, or outcome measure was
identified, respond by indicating “Not Applicable."
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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 2016-17. If
the CCP kept the same goal, objective, and outcome measure from a prior fiscal year for
FY 2016-17, 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 2016-17. If
the CCP kept the same goal, objective, and outcome measure from a prior fiscal year for
FY 2016-17, 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
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Progress
toward
stated goal
9. Will the CCP use the same goals, objectives, and outcome measures identified above
in FY 2017-18? 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 2017-18.
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 2017-18.
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 2017-18.
Goal
Objective
Objective
Objective
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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. Describe the process the CCP uses to determine potential programs and/or services
for local implementation using Realignment funds?
14. 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?
15. 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?
16. 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 yes or no box to the left of the list, as applicable.
Yes No
Average daily population
Conviction
Length of stay
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Recidivism
Treatment program completion rates
17. What percentage of the Public Safety Realignment allocation is used for evidence-
based programming (as defined locally)? 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
18. 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?
19. What challenges does your county face in meeting these program and service needs?
20. 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?
21. Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
22. 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.
23. 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
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24. Identify the individual who may be contacted for follow up questions. Use an “X” to
check the box to the left of the list.
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
916-323-8631 or Helene.Zentner@bscc.ca.gov
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FY 2017-18 Community Corrections Partnership Survey
PART B
SECTION 4: FY 2016-17 Public Safety Realignment Funding Allocation
Section 4 contains questions related to the allocation of FY 2016-17 Public Safety Realignment dollars. There are three (3) questions in this section.
When answering these questions, consider the total funds received in FY 2016-17, which should include 2015-16 growth and 2016-17 programmatic
funding.
To view your response provided in the 2016 survey, click here.
Responses are captured in the Individual County Profile section of the "2011 Public Safety Realignment Act: Fifth Annual Report on the Implementation of
Community Corrections Partnership Plans."
County Name:
25. Of the total funds received in FY 2016-17, 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 $ 1 2,000,000
Carry-over Funds $ 2 ,000,000
Reserve Funds $ 2 ,000,000
Total sums to: $ 4 0,000,000
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: $ -
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26. 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) $ 1 4,000,000 (Total sums to) $ 1 5,000,000
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: $ -
27. How much funding, if any, was allocated to data collection and/or evaluation of AB 109 programs and services?
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SECTION 5: FY 2017-18 Public Safety Realignment Funding Allocation
Section 5 asks two (2) questions related to the allocation of FY 2017-18 Public Safety Realignment funding.
When answering these questions consider the total funds received in FY 2017-18, which should include 2016-17 growth and 2017-18 programmatic
funding.
28. Of the total funds received in FY 2017-18, 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: $ 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 $ 1 2,000,000
Carry-over Funds $ 2 ,000,000
Reserve Funds $ 2 ,000,000
(Total sums to) $ 4 0,000,000
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: $ -
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29. If known: of the total funds received in FY 2017-18, 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) $ 1 4,000,000 (Total sums to) $ 1 5,000,000
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
916-323-8631 or Helene.Zentner@bscc.ca.gov
Thank you.
Page 393