BSCC
Board of State and Community Corrections
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2011 PUBLIC SAFETY
REALIGNMENT ACT:
S A R
EVENTH NNUAL EPORT
I
ON THE MPLEMENTATION OF
C C
OMMUNITY ORRECTIONS
P P
ARTNERSHIP LANS
J 2019
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 and 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) ............................................. Ralph Diaz
Director, Adult Parole Operations, CDCR ............................................................................ Jeffrey Green
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 county administrative officer appointed by the Governor
subject 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 ............................................................................................................... Gordon S. Baranco
A judge appointed by the Judicial Council of California
Chief of Police, City of Santa Cruz ........................................................................................ Andrew Mills
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 Analyst ........................................................................................................... Amanda Abucay
Staff Services Analyst ............................................................................................................. Robert Hanson
*Board member composition is pursuant to Penal Code § 6025
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TABLE OF CONTENTS
Executive Summary ........................................................................................................ 1
Introduction ..................................................................................................................... 9
Individual County Profiles .............................................................................................. 11
Appendices ................................................................................................................. 421
• Glossary of Terms
• BSCC Definitions of Key Terms
• FY 2018-19 Community Corrections Partnership Survey
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Page 1
EXECUTIVE SUMMARY
The enactment of AB 109 (AB 109, Ch. 15, Statutes of 2011) and subsequent legislation
related to Public Safety Realignment resulted in major changes to California’s correctional
system. Realignment – as is more commonly referred – was landmark legislation that
illustrated the Legislature’s commitment to reducing recidivism among persons involved
with the justice system.
Each year since Realignment was enacted, appropriations in annual State Budget Acts
have provided monies for counties to implement diverse approaches for supervision and
rehabilitation that reduce recidivism. These local approaches and corresponding
spending plans for Realignment activities are created by each county’s Community
Corrections Partnerships (CCPs), as established in Penal Code Section 1230.
With the assistance of Realignment dollars, California counties have invested justice
resources into more evidence-based, cost effective, collaborative community programing
that have improved both the reintegration of justice-involved individuals back into their
communities as well as public safety outcomes.
CCPs continue to develop, implement, and
sustain various approaches addressing
local justice needs. Counties are investing
in whole person care approaches premised
on the recognition that the best way to care
for people with complex needs is to not just
focus on their criminogenic factors but to
consider their full spectrum of needs (e.g.,
behavioral, medical, socioeconomic) in a
coordinated way. In addition, CCPs are
investing in strategies that provide for an
evaluation of determining a program’s
effectiveness by measuring results based of
clearly defined objectives.
This seventh annual report on the implementation of CCP plans presents the information
and data submitted to the BSCC by all 58 jurisdictions by way of the Fiscal Year (FY)
2018-19 Community Corrections Partnership Surveys (see Appendix). Surveys were
emailed to each Chief Probation Officer (in his or her capacity as CCP Chair) in November
2018. Chairs were asked to share the survey with CCP members and submit responses
to the BSCC that represent the CCP view for their county.
To assist counties with this task, the Budget Act of 2018 (SB 840, Chapter 29)
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, 2018, that provides information
about the actual implementation of the 2017-18 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
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in achieving outcome measures as identified in the plan or otherwise available.
Additionally, the report shall include plans for the 2018-19 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, 2019 to all counties that complied with survey
requirements. 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 under 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
Since AB 109 was enacted, California counties have implemented diverse strategies.
Summaries below represent a few examples of projects and collaborative efforts from
different-sized counties and among various geographical parts of the state, in order to
meet their local needs.
Colusa County- The CCP and Probation Department reviews the quarterly results of
every program and service provided by Realignment funds, as well as examines new
literature and current evidence-based programs, thereby determining what will best
benefit the clientele. The implementation and expansion of the Day Reporting Center
(DRC) services happened in conjunction with Health and Social Services, Behavioral
Heath, Sheriff, District Attorney, Public Defender, Court, and the Colusa County Office of
Education partnerships, thereby providing appropriate offender services for probationers
(i.e., cognitive interventions, education, substance abuse, mental/behavioral health,
employment assistance, financial assistance, etc.). These collaborations have resulted in
a 75 percent success rate for mandatory supervision clients and a 65 percent success
rate for PRCS clients over the past four (4) years based on the BSCC definition of
recidivism. The DRC also assists all eligible clients in the completion of resumes, how to
answer interview questions, and referrals to available jobs.
El Dorado County- The El Dorado County CCP continues to approve an evidenced-
based Community Corrections Center (CCC), modeled on correctional programming
research proven to be effective in reducing justice involved individuals’ recidivism.
Human resources assigned to the program include probation, adult education, and staff
from El Dorado County’s Health & Human Services Agency (HHSA). HHSA has
specifically committed professionals ranging from mental health, public health,
alcohol/drug programs, and eligibility benefits. Multi-disciplinary in approach, the program
is modeled on phases meant to provide services/curricula targeting behavioral health and
multiple criminogenic needs within an integrated framework. Global practices of the
program are aligned with Risk, Need, and Responsivity principles, in coordination with
the body of knowledge related to stages of change, and effective behavior modification
practices as related to rewarding prosocial behavior and responding to antisocial
behavior. El Dorado County’s Health & Human Services Agency (HHSA) have made
some changes in the substance use disorder structure and curriculum for AB 109
treatment groups to offer gender based treatment with a trauma informed focus and
changing criminal thinking interventions. Additionally, there are more collaborative case
management meetings at the CCC as compared to when the program initially started.
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Outcomes have been positive and HHSA is seeing increased engagement from this
population.
Fresno County- The Fresno County Probation Department Adult Compliance Team
(ACT) is a unique resource to the community for public safety. The ACT team services
the entire County of Fresno, providing services where reengagement resources are
limited. The ACT team is diligent in getting offenders back on track and in compliance to
avoid further recidivism. As of December 1, 2018, the ACT team has recovered 65
firearms, which could have otherwise been used in violent crimes in the community. The
Fresno County CCP and the Board of Supervisors approved the expansion of the pretrial
services program in August 2018. The pretrial unit is providing the Fresno County
Superior Court with a pretrial risk assessment report on all felony in-custody cases. In
addition, if the court grants a pretrial release, the pretrial unit offers job training assistance,
housing, substance abuse and mental health services, if needed, and to ensure the
protection of a victim, the defendant may be placed on a Global Positioning System (GPS)
device. Pretrial Data from September 1, 2017 thru August 31, 2018:
• 25 percent of the pretrial defendants failed to appear for court.
• 5 percent of the pretrial defendants were arrested for a new felony offense.
• 2 percent of the pretrial defendants were arrested for a new misdemeanor.
• 4 percent of the pretrial defendants were arrested for a technical violation.
• 91 percent of the defendants granted pretrial report to the Probation Department.
• 437 defendants completed pretrial successfully.
• 109,513 jail beds were saved.
• 347 defendants on pretrial supervision and 142 defendants on GPS, as of August
31, 2018
Imperial County- The Imperial County CCP, with assistance from the Imperial County
Office of Education, has continued to grow the Day Reporting Center (DCR) Charter
School. The DRC Charter School is a drop-out recovery program assisting probationers,
parolees, and inmate clients obtain their High School Diploma or GED. Programs at the
Day Reporting Center have produced positive outcomes for the population they serve.
The GEO Group Inc. has been successful in facilitating six program graduations during
the last four years. Imperial County Behavioral
Health Services have been providing direct
assistance to probationers in which participants are
assessed and referred for services that best meet
their needs, and assist in increasing their
opportunities for rehabilitation. Imperial County
Sheriff’s Office (ICSO) has continued its
collaboration with Imperial Valley College by
increasing the number of higher education classes
offered to the inmate population. ICSO also works
alongside Cal Trans and Public Works by providing
these agencies inmate work crews to assist with various community clean-up operations
within the county. Probation Officers began offering Cognitive Behavioral Therapy classes
within the jail facilities.
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Inyo County- Inyo County experiences geographic challenges in meeting the needs of
the county’s 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 specific challenges include:
• Recruitment and retention of licensed professionals, including those willing and
able to work in a custody setting;
• 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.
Despite these challenges, Inyo County has expanded its in-custody programming to
include anger management and a women’s trauma group. Inyo County Superior Court
was awarded a reentry grant that is currently being used to provide for a contract for a
dedicated psychologist to the reentry program. Initially the psychologist was working
exclusively with the reentry population after they were released from jail. However, now
his services can be expanded to work with the reentry population while in-custody and
after they have been released.
Los Angeles County- Public Safety Realignment implementation continues to evolve in
Los Angeles County. Some of the programmatic changes that have been made since
implementation have included the following:
• Expanding services for the homeless population, including
Whole Person Care for those exiting county jails;
• Increasing resources to secure available mental health
information from CDCR;
• Continuation of co-occurring disorder services in
residential settings;
• Offering ongoing, specialized, evidence-based forensic
trainings to mental health treatment providers geared
towards increasing the clinical staffs’ expertise on various topics;
• County residential substance use treatment programs were changed to Medi-Cal
funding source;
• SUD service expansion to include the provision of Case Management as a
collaborative and coordinated approach to the delivery of health and social
services that links patients with appropriate service to address specific needs
and achieve treatment goals;
• Adding navigators at Los Angeles Superior courthouses and Probation
Department intake hubs. The Client Engagement and Navigation Services
(CENS) are a network of contracted treatment provider staff who offer face-
to-face screenings, referral linkages, and navigation services to individuals who
are homeless, have criminal justice issues or a co-occurring disorder at nearly
70 co-located sites throughout the County;
• The Substance Treatment and Re-entry Transition (START) Community program
places sentenced inmates into community substance use disorder treatment beds
as an alternative to custody;
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• The co-location of Deputy Probation Officers with law enforcement to conduct
compliance checks on Post-Release Supervised Persons;
• Focusing on the National Institute of Corrections – Eight Principles of Effective
Intervention; and
• The implementation of Cognitive Behavioral Intervention (CBI) to skill-train clients
with directed practice.
Merced County- The Merced County Probation Department and the Merced County
Office of Education (MCOE) established a vocational program for
adults, The Phoenix Project. This program addresses educational
and vocational needs for its clients. Each client receives a needs
assessment to identify his/her educational need, vocational
interest and aptitude, and then a recommended plan based on the
assessments. GED testing and career technical services are also
included. Out of 323 referrals, 68 percent of the graduates became
gainfully employed. Another component of the county’s
realignment plan is having K9 Unit, Sage. Sage works with handler
DPO Shaw-McCallister to provide a safer community by finding
drug paraphernalia
and weapons when a search is called. Sage
averaged over 80 percent hits on her
searches over a 4-month period. In the
Leadership for Life (L4L) Program, there were
a total of 217 participants during this last year
with a total of 86 graduates from the program.
As a result, 40 percent of the participants who
enrolled graduated from the program,
exceeding the objective.
Riverside County- Whole Person Care (WPC) is a collaborative approach between
Riverside University Health Systems – Population Health, other county agencies, local
health care providers, and the Probation Department with the goal of positively impacting
offenders being released from custody. Specifically, offenders are engaged upon release
from custody by Probation staff, who communicate the offenders’ needs to WPC nurses
co-located at Probation field offices. Since its implementation in October 2017, 780
AB109 offenders have been screened and/or referred to services through Whole Person
Care. In January 2018, the Probation Department hosted its first
Re-Entry. At this event, stakeholders, CBOs, faith-based
organizations, probation and parole officers, other county and
private agencies, as well as community members from around
the county and state engaged in group discussions to develop
innovative ways to assist the formerly incarcerated and their
successful reintegration to society through collaboration. By
developing these relationships, the Probation Department has
been able to more effectively and efficiently coordinate re-entry
plans that address some of the most common barriers to post-release success:
transportation, housing, and mental and physical health issues. The Probation
Department has been using both incentives and sanctions matrices for over one year.
They continue to work with the Quality Assurance and Research units to develop
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dashboards to demonstrate the effectiveness of the matrices use. It is believed the use
of innovative and creative modes of intervention will have an impact on offender success,
ultimately leading to a reduction in recidivism.
San Joaquin County- San Joaquin County Behavioral Health Services (BHS) provides
mental health treatment services for adults with serious mental illnesses and for children
and youth with serious emotional disturbances. BHS also provides a range of substance
use disorder treatment services that are provided in community-based locations
throughout the county by both county-operated and contracted programs. Services for
adults include crisis services, crisis stabilization services, psychiatric health facility
services, crisis residential facilities, and a range of outpatient treatment services that offer
medication, case management and other services. In addition, to provide well-
coordinated services to clients, BHS staff are co-located in the Probation Department’s
Assessment Center. BHS has a Mobile Crisis Support Team that works out of the
Probation Department’s facility and places a Mental Health Clinician in each Court
program to facilitate timely access to mental health services and to provide case
management for missed appointments and medication compliance. The Probation
Department has conducted three 1-year recidivism studies, and all three studies show
statistically significant reductions in revocations, arrests, and convictions as EBP
programming dosage increases (data table below). The success of this programming
model has been expanded to all the supervision units in the AB109 Division as well as
the probation population in the Adult and Juvenile Divisions. A portion of the data appears
in the table below:
Two Year Recidivism Check Arrests Convictions
Clients released 10/1/2011 to 9/30/2012 62.5 46.1 percent
percent
Clients released 10/1/2012 to 9/30/2013 57.9 42.0 percent
percent
Clients released 10/1/2013 to 9/30/2014 60.5 42.0 percent
percent
Clients released 10/1/2014 to 9/30/2015 56.1 38.4 percent
percent
Three Year Recidivism Check
Clients released 10/1/2011 to 9/30/2012 69.4 55.0 percent
percent
Clients released 10/1/2012 to 9/30/2013 62.8 49.5 percent
percent
Clients released 10/1/2013 to 9/30/2014 68.9 53.1 percent
percent
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Santa Clara County- The Valley Homeless Healthcare Program (VHHP) hosts a medical
bus called the Medical Mobile Unit (MMU) that visits different locations throughout the
County. The MMU currently spends 20 hours a week at the Reentry Resource Center
(RRC), where reentry clients can access the bus for medical and psychiatric care. These
hours will be expanded in the future.
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
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 that
cannot be addressed on the bus. In addition, MMU patients can be linked to dental
services. Santa Clara County Probation has been working with the Center for
Employment Opportunities (CEO) - an evidence-based employment service exclusively
for individuals with criminal records - and Caltrans for the past two years. Services
include: Life Skills Education, Job Readiness Training, Transitional Employment, Job
Placement, and Job Retention Support with Caltrans performing litter abatement along
State roadways with probation clients while receiving immediate minimum wage
compensation. Between July 2017 and June 2018:
• 507 clients were referred to CEO by Adult Probation;
• 216 (43 percent) of those referred were hired/enrolled in the CalTrans program -
approximately 15 percent of these individuals were women;
• After completion of the program 170 (79 percent) individuals were ready for job
placement 93 (55 percent) of clients who were ready were placed in various
positions throughout the county;
• 22,814 bags of roadside trash were collected.
Shasta County- The Probation Department conducts monthly Successful Transitions on
Probation and Parole (STOPP) meetings. This 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 (5) 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 Probation Department has also continued to develop
relationships with additional vendors and community based organizations regularly
request to be part of the event. In addition, the Probation Department participated as one
of three counties in a PRCS Video Conferencing Pilot. A probation officer connects with
PRCS offenders prior to their release from state prison with the goal of increasing
successful re-entry into the community by improving case management, reviewing
conditions of release, connection to services, and increasing PRCS compliance. This
allows offenders to ask questions which can be answered and researched if necessary.
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Since the implementation of this program, 21 video conferences have been held. Lastly,
Probation has begun using the Correctional Program Checklist (CPC) is an evaluation
tool to determine the extent to which correctional programs adhere to evidence-based
practices, including the principles of effective intervention. In addition to evaluating the
overall program, the evaluation processes allow for a forum for meaningful conversations
between Probation and the treatment providers. The tool assists with identifying areas of
strength, determining areas for improvement and allows the evaluator(s) to provide
specific recommendations that will bring a program closer in adherence to evidence-
based practices. It also helps probation to improve processes related to information
sharing and assists in identifying better ways to determine appropriate referrals.
Trinity County- Given Trinity County’s size and micro-rural characteristics, most of the
county’s practices would not be considered cutting edge. Although the county lacks the
ability to provide a vast array of services to this population, the focus is on individual
attention and personal connections that the reentry team can make with program
participants. This includes prioritizing early engagement (the team travels to the
correctional facility to meet with participants prior to release), bringing participants into
monthly team meetings, and ensuring warm handoffs to
service providers. 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™ at TCBHS and in the jail by state certified counselors. Trinity County uses over
60 percent of its Realignment allocation for evidence-based programing and practices
such as Cognitive Behavioral Therapy, MRT™, Seeking Safety, and Trauma-Focused
Cognitive Behavioral Therapy (TF-CBT).
This report provides information and data compiled from the FY 2018-19 CCP Surveys.
Prior reports on the implementation of local CCP plans can be accessed via the BSCC
website at: www.bscc.ca.gov. However, the most in-depth information and materials on
county-specific realignment implementation are contained within the original county CCP
plans available at: www.bscc.ca.gov/s_communitycorrectionspartnershipplans.
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INTRODUCTION
In 2009 the enactment of Senate Bill (SB) 678 (Chapter 608, Statutes of 2009)
implemented the California Community Corrections Performance Incentives Act on
criminal recidivism and introduced the concept of a local community corrections advisory
board known as the Community Corrections Partnership (CCP).
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.
Subsequently in 2011 then Governor Jerry Brown signed Assembly Bill (AB) 109 (Chapter
15, Statutes of 2011), shifting the responsibility of lower-level offenders back to 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.
As part of the Legislation, 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 recommendations that would maximize the
effective investment of criminal justice resources in evidence-based correctional
sanctions and programs. Plans had to be developed consistently with local needs and
resources.
Senate Bill (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 via 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 seventh annual report on the implementation of county CCP plans.
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Page 11
Community Corrections
Alameda County
Partnership Membership
As of October 1, 2018
Goals, Objectives, Outcome Measures, and Progress
Wendy Still
FY 2017-18
Chief Probation Officer
Goal: Reduce Recidivism
Judge Wynne Carvill
Measure: • Percent of clients with a new felony conviction within
Presiding Judge or
three years of placement on supervision (BSCC
Designee
definition)
Susan Muranishi
• Percent of clients with a violation of probation within
County Supervisor or Chief
three years of placement on supervision (Note:
Administrative Officer or
Violations filed by the Probation Department, District
Designee
Attorney or PRCS violations)
Nancy O’Mally • Percent of active clients with a new offense in the FY
District Attorney 17/18
• Percent of clients who were terminated from
Brendon Woods
probation in FY16/17 and obtained a new offense in
Public Defender
FY 17/18 (one year after termination of probation)
Rich Lucia (UnderSheriff)
Progress: 30% obtained a new felony conviction (BSCC
Sheriff
definition);18% obtained a violation 5.7% of active
Dave Spiller clients received a new offense in FY in 17/18; 9%
Chief of Police received a new offense one year after termination of
probation
Lori Cox
Department of Social
Goal: Develop innovative and therapeutic support for clients
Services and Department of
focused on health, housing and improving access to
Employment
family sustaining employment
Colleen Chawla
Objectives: • Connect clients to housing and employment
Department of Mental
Health and Alcohol and Measure: Employment:
Substance Abuse Programs
• Of the total number referred, percent of
Karen Monroe participants enrolled/assessed
Office of Education • Of those enrolled/assessed, percent placed in
subsidized and unsubsidized employment
Steven Medeiros
• Of those enrolled/assessed, percent who
Claudia Del Rio
obtained 30-day job retention; 90-day job retention;
Community-based
and 180-day job retention
Organization and Victims’
Interests Housing – Percent change from FY 16/17 to FY 17/18 in
the following: referrals, enrollments; and total served
The CCP meets quarterly
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Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Progress: Employment
FY 17-18:
• Enrolled/Assessed: 74%; Subsidized Employment: 69%;
• Unsubsidized Employment: 62%;
• 30-day Job Retention: 63%;
• 90-day Job Retention: 68%; and
• 180-day Job Retention: 41%.
Housing
Percent changes between FY 16/17 to FY 17/18 are as follows:
• Referrals: 53%;
• Enrollments: 66%; and
• Total served: 18%.
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. Note: A person is deemed “enrolled” when they complete the intake
process within 30 days which includes providing consent for services
• 75% of clients connected to one or more services within 30 days of enrollment in
the Transition Day Reporting Center
Progress: 74% of referred clients enrolled into the Transition Day Reporting Center.
66% 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 2018-19.
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FY 2017-18 and 2018-19 Allocations
3,956,671
Reserve
$200,000
Community Development Agency
$800,000
County Information Technology
$665,000
Pay for Success (Restoration Project)
$511,000
Housing - Henry Two
$3,375,000
Housing
$3,000,000
Employment
$1,000,000
Education
$3,000
Advisory Board Transportation Stipends
$2,900,000
BHCS SUD and Mental Health Services
$2,410,023
Health Care Services Agency
$544,602
$11,439,997
Community-Based Organizations
$21,428,421
$1,250,000
Public Defender*
$2,113,988
$1,250,000
District Attorney
$1,250,000
$3,250,000
Probation Department
$3,250,000
$18,500,000
Sheriff*
$19,623,650
FY 2018-19 $54,510,691 FY 2017-18 $48,210,661
*Expenditures
Page 14
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$2,410,023
Mental Health and Substance Use Disorder Administration
$200,000
Housing Administration
$800,000
CLETS IT Upgrade
$1,250,000
Clean Slate/Social Workers* (linking clients)
$2,113,988
$1,250,000
Victim Services
$1,250,000
$18,500,000
In-custody services, includes a Transition Center*
$19,623,650
$3,250,000
Realignment Service Delivery
$3,250,000
FY 2018-19 $27,660,023 FY 2017-18 $26,237,638
*Expenditures
Page 15
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
Page 16
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/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
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. The Probation Department is implementing a case management data
system that includes a service provider portal. Information from this system will allow us to track
program effectiveness as it relates to client outcomes.
Does the county consider evaluation results when funding programs and/or services?
Yes. The outside evaluation is in process; however, we have relied on program outcomes when
funding programs and services.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
Yes. Average daily population, conviction, length of stay, and recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
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. Additionally, the Probation Department is utilizing clinicians embedded onsite within
its offices to provide mental health services, working collaboratively with the Probation staff as
members of a multi-disciplinary team.
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).
Page 17
Housing Services:
In-custody: information, assessments and housing identification Post-release:
• Short-term rental subsidies • Assistance with re-unification with support system
• Housing Case management and family members
• Housing search and placement support • Coordination with employment support providers
• Landlord relationship building • Transportation assistance
• Support with reducing barrier to • Emergency Shelter
obtaining housing
Employment Services:
In-custody: employability assessments post-release:
• Employability Assessments • Subsidized/Unsubsidized Employment
• Job Readiness Training • Job Retention Services
• Transitional Work Programs
Education Services:
• High school diploma/GED/HiSet • College Readiness & Dual Enrollment
classes • Literacy intervention services
• Apprenticeship Programs • Career Technical Education Training
• Adult Basic Education • Educational Navigation Services
• Academic Counseling
Peer Mentoring Services:
• To reconnect disengaged realigned clients utilizing formerly incarcerated peer navigators and
coaches that reengage clients and link them to stabilization services, such as: education,
employment, and substance abuse interventions;
• Increase the number of community leadership opportunities in which employed formerly
incarcerated staff are visibly and actively engaged; and
• Promote leadership development among the realigned community through training, peer
navigation and coaching, positive community engagement and civic responsibility.
Career Technical Education Services:
Certified or credentialed training programs that lead to high skill, high wage, and/or high demand
occupations.
Family Reunification Services:
• Evidence-based, individualized assessment and case planning for the client and family
members;
• During incarceration, provide family connection and visitation support to clients and family
members;
• Case Management that begins prior to release, continues during transition and through reentry;
• Facilitate the engagement of family members during the reentry planning process;
• Remove barriers that clients and family members may face at each phase of the reentry process;
• Assist clients and family members in navigating child custody, dependency court, child support
orders, mediation, etc.;
• Responsive, evidence-based/data-driven, wrap-around support services that meet clients and
family members where they are and address underlying prosocial issues that may affect a client’s
ability to be successful during reentry (e.g., family and individual therapy, workshops on
parenting, finances, and communication, etc.); and
Page 18
• Post-reentry supports and services, including ancillary services, provided to each client and their
families to ensure the long-term health and sustainability of reunification efforts.
What challenges does your county face in meeting these program and service needs?
Housing, while a state-wide concern, is especially challenging for clients within Alameda County due
to the high cost of living. Stable housing is an essential and necessary component for long-term
stability.
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 is in its final stages of implementing programmatic
components intended to support a marked improvement in its service delivery model. These
components include:
1. Mandatory Evidence-Based Practices (EBP) training for all sworn and non-sworn staff to ensure
employees are familiar with progressive practices proven to reduce recidivism.
2. Mandatory BriefCASE training to enable supervisors to coach, mentor, reinforce and refine
deputy probation officers’ skills in the application of risk reduction techniques involving their
clients.
3. The establishment of caseload management standards for adults, to include the development
of specialized standards to manage client populations that may require a more intensive level
of supervision and services within the community, i.e., sex offenders, domestic violence and
clients with mental illness.
4. Conducting pre-release “in-person” interviews using Skype videoconferencing software with
clients in the CDCR state prisons who will be returning to Alameda County. The interviews
include administering a risk and needs assessment using a validated assessment tool
(COMPAS) and then developing an individualized reentry case plan, based upon the
assessment. This process has proven to reduce the uncertainties and stress individuals may
experience when release is imminent and, also provides a pathway home with services and
supports identified to ensure a more successful transition.
5. Early Termination: The Alameda County Probation Department and the District Attorney’s
Office, in partnership with the Alameda County Superior Courts, established the Early
Termination Project, which allows clients who have completed two out of three years or three
out of five years on a probation term to have their cases reviewed for consideration of early
termination; the judge, district attorney, and probation officer carefully review each case.
6. Establishing clinicians to be onsite within the Probation Department’s offices to provide mental
health services, has developed effective collaboration between the Probation staff and mental
health clinicians as they collectively serve as members of a multi-disciplinary team, along with
the client. It is anticipated that an increased number of clients will connect to mental health
services, as a result of this strategy.
7. Implementing a case management system that includes a provider portal component where
vendors can receive referrals and report outcomes. (Note: the “go-live” date is January 2019).
Also, under development is a case management mobile application that will allow Probation
Officers to input case notes (including voice-to-text and photo capability), view caseloads, and
receive warrant alerts via a smartphone which will enable Probation Officers to more easily
document and access information about their clients while in the community. Both the case
management system and mobile application will assist in the collection and analysis of data and
are intended to increase productivity and reduce redundancy in data entry.
Page 19
Describe a local best practice or promising program that has produced positive results. If
data exists to support the results, please share.
Conducting interviews by skype, pre-release, has produced extremely positive results. Since June
2018, an Alameda County Probation Department Deputy Probation Officer, trained in motivational
interviewing, has conducted 77 interviews, pre-release, in 19 CDCR state prisons. Of the 77, 61
individuals have been released from custody to Alameda County and 51 have reported, which is an
84% success rate. Conversely, there have been 50 recent releases that did not have the pre-release
interviews and of the 50, 34 clients reported, which is a 68% success rate.
*This pre-release interviewing strategy has increased the success rate of clients reporting (and
therefore, not being violated) by 24%!
Developing a cross-system partnership between the Probation Department, the District Attorney, and
the Courts to review cases for early termination has produced extremely positive results. On June 6,
2018, the Probation Department began sending cases qualified for early termination to be reviewed
by the Early Termination Project team.
*As of October 31, 2018, a total of 84 cases have been considered for review and 81 cases were
granted early termination, resulting in a 96% early termination approval rate! Additionally, 19 felony
cases were reduced to misdemeanors.
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Page 21
Community Corrections Alpine County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Tami DiSalvo
Chief Probation Officer Goal: Probation Department Case Management System
implementation– This was also a goal in 2015-16,
Vacant
2016-17 and 2017-18 and had not been accomplished
Presiding Judge or
to date but is in the works.
Designee
Objectives: • Expedite tracking, data collection for PRCS and
Delana Lindsey
probationers
County Supervisor or Chief
Administrative Officer or Measure: • Increase efficiency and time management in the
Designee Alpine County Probation Department.
Michael Atwell Progress: A system had been identified and researched in 2015-
District Attorney 16 and scheduled for implementation in 2017, but
further research showed it would not be a long-term fix.
Eric Acevedo
In 2017 the CCP met to discuss partnering with the
Public Defender
District Attorney and Public Defender offices to find a
Rick Stephens
program that would accommodate all departments. It
Sheriff
was decided continuing the search for a program for all
Vacant departments would be best for Alpine County. That
Chief of Police search is ongoing with hopes of a resolution and
implementation in 2018
Nichole Williamson
Department of Social
Goal: Increase staff in Probation Department
Services
Objectives: • The increase in staffing would enable the
Vacant
department to conduct field visits on a more
Department of Employment
consistent basis and provide backup for the Chief
Gail St. James Probation Officer in court as well as for county and
Department of Mental community committees and activities.
Health
Measure: • To present a presence in the community as well as
Vacant effectively manage Federal, State, and County
Alcohol and Substance legislated policies, procedures and mandates
Abuse Programs efficiently.
Vacant Progress: The addition of an 80% position of Chief Probation
Office of Education Officer is the first step toward this goal; next will come
another Sworn Officer of a combination Officer/Admin
Vacant
position, then and increase of the Chief’s position to
Community-based
100%.
Organization
Vacant
Victims’ Interests
The CCP meets
semi-annually and as
needed
Page 22
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Probation Department Case Management System – This was also a goal in 2015-
16, 2016-17 and 2017-18. Alpine County has not accomplished this goal, but is
moving forward to a system that will work for the County and 3 additional Judicial
Departments. This will remain the main goal for the CCP in 2018-19.
Objectives: • Expedite tracking, data collection and case management in the Probation
Department.
• Expedite tracking, data collection and case management in the District
Attorney’s Office and Public Defender’s Office
• Expedite a system that will include the above departments as well as Alpine
County Superior Court who is already running on the system other departments
are looking at.
Measure: • Increase workflow and efficiency between Judicial Departments including the
Alpine County Superior Court.
Progress: A partnership with the District Attorney’s Office, Public Defender and Probation has
been established and a system has been identified that will accommodate all needs
including linking between all these departments and the Alpine County Superior
Court is a possibility now.
Goal: Increase staff in Probation Department
Objectives: • The increase in staffing would enable the department to conduct field visits on
a more consistent basis and provide backup 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 effectively manage Federal,
State, and County legislated policies, procedures and mandates efficiently.
Progress: In 2017-18 the Chief Probation Officer’s position was upgraded from 50% to 80%
which was a positive step toward this goal, an increase to 100% is the next step for
this position. There has been an effort to upgrade the Administrative Assistant
position to Probation Specialist/Court Coordinator in order to assume some
functions that would assist the Chief Probation Office in daily activities with
Probationers. Another Sworn Officer would actively assist the Chief with Court duties
as well as field responsibilities.
Page 23
FY 2017-18 and 2018-19 Allocations
Salary and benefits of CPO,
$81,013
50% of total
$75,400
Meetings/Training/Travel/
$5,400
Office Supplies $5,400
$3,000
Radios, Equipment and Supplies
$3,000
Indirect cost and Insurance
$1,956
Miscellaneous services
$7,372
$52,000
Sheriff's MOU
$40,000
Probation
$48,400
$55,000
El Dorado County Jail Contract
$55,000
Reserve Fund
$115,385
$48,000
Miscellaneous Services/ Sheriff's MOU
$11,059
Insurance and Technical Support
$1,005
Indirect cost charges
$52,121
Probation transport vehicle
FY 2018-19 $308,598 FY 2017-18 $351,913
FY 17-18 and 18-19 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 2018-19 $95,000 FY 2017-18 $95,000
* Alpine County Sheriff Deputy position to increase enforcement activities and local control
** 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.
Page 24
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
• The county reported no allocations to non-public agencies for programs and services.
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
The CCP has reached out to other counties in an attempt to define how these funds can be used. It
was determined the funds were to be used to fill urgent needs to departments. The parameters were
quite vague, but the felony aspect was important.
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 on agenda items and any goals for
this report. The responses are added to the agenda, discussed and voted on in the meetings. The
most recent meetings have been focused on the Case Management System for all departments.
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 program 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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
Yes.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
21% to 40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
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 program and service needs?
Alpine County, being the least populated county in the State of California, as well as geographically
isolated; the county has no newspaper, bank, hospital, (fully equipped) grocery store of 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
Page 25
Dorado County, California. In Alpine the challenges are vast with probationer’s treatment only one
of them.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
The county declined to respond to this question.
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Page 27
Community Corrections Amador County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Mark Bonini
Chief Probation Officer Goal: Deal/Continue to deal with impacts as a result of
realignment and provide a fluid response to those
Rob Klotz, Designee
impacts.
Presiding Judge or
Designee Objectives: • Supervision of offenders
• Ensure jail beds are used for those offenders
Chuck Iley
presenting the highest risk
County Supervisor or Chief
Administrative Officer or • Ensure evidence-based programming
Designee
Measure: • All offenders supervised by agency responsible for
Todd Riebe 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
Martin Ryan
from custody “early” and EBP is available.
Sheriff
Tracy Busby
Goal: Eliminate barrier to employment and build employment
Chief of Police
competencies utilizing the Workforce Assistance
Jim Foley Placement Program (WAPP).
Department of Social
Objectives: • Offer on-the-job training through Amador County
Services, Department of
Public Works Department.
Mental Health, and Alcohol
• Offer assistance with job search activities.
and Substance Abuse
• Eliminate barriers to employment; such as
Programs
transportation, purchasing work boots, outerwear,
Vacant jeans and shirts.
Department of Employment
Measure: • Eligible offenders will receive on-the-job training
Vacant teaching the transferrable skills to become gainfully
Office of Education employed.
• Eligible offenders will learn and receive assistance to
Vacant
actively search for employment, create a resume,
Community-based
interviewing skills and dress in appropriate attire for
Organization
said interviews.
Vacant
• Eligible offenders also receive budgeting training to
Victims’ Interests
assistance in learning to be financially responsible.
Progress: Offenders graduating from the program will have learned
The CCP meets monthly employment competencies, job searching and budgeting
skills to become gainfully employed but to also be
responsible regarding their finances.
Page 28
The CCP reports it will use the same goals, objectives, and outcome measures identified
above in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
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 programming (EBP) is available.
Measure: • All offenders supervised by agency responsible for 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, 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 resume, interviewing skills, and appropriate attire.
Progress: Offenders graduating from the program will learn the employment competencies and job
searching skills to become gainfully employed.
FY 2017-18 and 2018-19 Allocations
FY 2017-18: Community Corrections Budget $1,730,678; Carry-Over Funds $19,993
FY 2018-19: Community Corrections Budget $1,589,488, Carry-Over Funds $77,501
Expenditures for the agencies are placed under one budget.
Page 29
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
Mother Lode Job Training - WAPP $230,000
Participant Hourly Wages $230,000
Amdaor County Behavioral Health- $100,000
Psychiatrist $100,000
Redwood Toxicology Drug and Alcohol $5,500
Testing $3,000
Brusatori's Enterprises (WAPP Program $5,440
Gas Vouchers) $5,440
$15,000
STOP-GPS Electronic Monitoring
$15,000
Swenson's - (WAPP Program-Work $12,000
boots, jackets, pants) $12,000
Amador County Public Works (WAPP $100,000
Program) $100,000
Amador Transit (Transportation Tickets $3,000
for Defendants) $3,000
In-Custody Beds (Out of County $100,000
Contracts) $100,000
Behavioral Health Department Employee $103,082
(1-FTE) Salary/Benefits $96,212
FY 2018-19 $674,022 FY 2017-18 $664,652
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
FY 2017-18: Sober Living Environment $10,000
FY 2018-19: Sober Living Environment $50,000
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.
Page 30
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
The county declined to respond to this question.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
The county declined to respond to this question.
We would like to better understand your county's capacity to offer 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 program 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 produced positive results. If data
exists to support the results, please share.
The county declined to respond to this question.
Page 31
Community Corrections Butte County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Steven K. Bordin
Chief Probation Officer Goal: Provide effective supervision and programming to Post-
Release Community Supervision (PRCS) offenders that
Judge Tamara Mosbarger
ensures public safety and uses evidence-based practices
Presiding Judge or
in reducing recidivism
Designee
Shari McCracken Objectives: • 100% of the offenders will be assessed to determine
County Supervisor or Chief their individual needs and follow-up with appropriate
Administrative Officer or referrals
Designee • 100% of participants will be supervised according to
their needs and risk
Mike Ramsey
District Attorney Measure: • Number of offenders released into the community
• Number of offenders completing their period of
Ron Reed
supervision
Public Defender
• Number of offenders sustaining subsequent arrests
Kory Honea
and/or convictions
Sheriff
Progress: As of December 31, 2018, 426 PRCS Offenders were on
Michael O’Brien
supervision in Butte County, with 26% in warrant status.
Chief of Police
In FY 17/18, 205 PRCS Offenders were released onto
Shelby Boston supervision. During that same period, 120 PRCS
Department of Social Offenders were successfully discharged from
Services and Department of supervision.
Employment
6-Month Felony Recidivism Rate for the PRCS
Dorian Kittrell Population was 4.3% (based on 1524 PRCS Offenders
Department of Mental who began supervision between 10/1/11 and 12/31/17,
Health and Alcohol and who were convicted in Butte County of a felony within 6
Substance Abuse Programs months of beginning supervision). This rate decreased
0.1% over last year.
Tim Taylor
Office of Education 12-Month Felony Recidivism Rate for the PRCS
Population was 11.2% (based on 1434 PRCS Offenders
Erna Friedeberg
who began supervision between 10/1/11 and 6/30/17,
Community-based
who were convicted in Butte County of a felony within 12
Organization
months of beginning supervision). This rate decreased
Monica O’Neil 0.3% over last year.
Victims’ Interests
The CCP meets bi-monthly
Page 32
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
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 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 31, 2018, 170 Mandatory Supervision (MS) Offenders on supervision
in Butte County, with 22% in warrant status. In FY 17/18, 134 MS Offenders were
released onto supervision. During that same period, 34 MS Offenders were
successfully discharged from supervision.
6 Month Felony Recidivism Rate for the MS Population was 6.6% (based on 425 MS
Offenders who began supervision between 10/1/11 and 12/31/17, who were convicted
in Butte County of a felony within 6 months of beginning supervision). This rate
increased 0.4% over last year.
12 Month Felony Recidivism Rate for the MS Population was 15.3% (based on 339 MS
Offenders who began supervision between 10/1/11 and 6/30/17, who were convicted
in Butte County of a felony within 12 months of beginning supervision). This rate
increased 1.9% over last year.
Goal: Provide effective supervision and programming to Alternative Custody Supervision
(ACS) offenders that ensures public safety and uses evidence-based practices in
reducing recidivism
Objectives: • 100% of the offenders will be assessed to determine their individual needs and
follow-up with appropriate referrals
• 100% of participants will be supervised according to their needs and risk
Measure: • Number of offenders released into the community
• Number of offenders completing their period of supervision
• Number of offenders sustaining subsequent arrests and/or convictions
Progress: As of December 11, 2018, 68 Alternative Custody Supervision (ACS) Offenders on
supervision in Butte County. In FY 17/18, 234 ACS Offenders were released onto
supervision. During that same period, 113 ACS offenders were successfully
discharged from supervision. Between 10/1/11 and 12/11/18, 165 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 2018-19.
Page 33
FY 2017-18 and 2018-19 Allocations
$23,171
JH Metal Fabrication Program
$4,000,000
Jail Building fund
$2,000,000
Reserve funds
$2,000,000
$3,125,710
Carry Over Funds
$6,235,742
$62,547
District Attorney
$58,825
$129,250
Employment and Social Services
$121,571
$950,770
Department of Behavioral Health
$981,914
$3,074,936
Probation Department
$2,792,283
$4,466,783
Sheriff Department
$4,201,007
FY 2018-19 $17,833,167 FY 2017-18 $16,391,342
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$331,000
GPS/RF Services (SO/Prob)
$361,000
$23,750
Education Services (BH/Prob)
$28,000
$20,800
Bus Passes (BH/SO/Prob)
$20,800
$61,184
Medical/Medication Services (BH)
$59,804
$129,250
Employment/Veteran Services (DESS )
$121,571
$633,563
Residential/ADF/Emergency Housing Services (SO/Prob)
$493,313
$352,800
Day Reporting Center (SO)
$352,800
$1,046,661
Alternative Custody Supervision (SO)
$1,006,184
$1,062,657
PRCS/Mandatory Supervision Services (Prob)
$1,183,231
$1,039,185
Mental Health/Counseling Services (BH)
$1,031,278
FY 2018-19 $4,700,850 FY 2017-18 $4,657,981
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
•The county reported no allocation to non-public agencies for programs and services.
Page 34
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. 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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
No.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
21% to 40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
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 program and service needs?
The Butte County CCP has continued offering outstanding service and program delivery with the
funding provided in our allocation. However, additional funding is always needed to expand service
delivery options (extending housing, treatment etc.).
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
The county declined to respond to this question.
Page 35
Community Corrections Calaveras County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Samuel Leach
Chief Probation Officer Goal: This fiscal year we will focus on better utilization of Day
Reporting Center services by increasing the average
Timothy S. Healy
number of program enrollments per offender
Presiding Judge or
Designee Measure: Average number of program enrollments per offender
Timothy Lutz Progress: The Day Reporting Center is currently averaging 1.4
County Supervisor or Chief program enrollments per offender
Administrative Officer or
Designee Goal: Case planning for Day Reporting Center offenders will
focus on prosocial connections
Barbara Yook
District Attorney Measure: Offenders will increase the number of prosocial people in
their lives during supervision and upon exit from the
Anthony Salazar
system
Public Defender
Rick DiBasilio Goal: The CCP will explore options to address short term
Sheriff housing for homeless offenders and mentally ill offenders
Scott Ellis
Measure: Number of emergency and transitional housing options in
Chief of Police
Calaveras County
Kristin Brinks
Progress: The CCP has contracted with a local Sober Living Home
Department of Social
for offenders with substance use problems
Services, Department of
Mental Health, Department
Goals, Objectives, Outcome Measures, and Progress
of Employment, and Alcohol
FY 2018-19
and Substance Abuse
Programs
Goal: Perform a recidivism study
Scott Nanik
Measure: Recidivism rates for realigned population and high rick
Office of Education
probationers
Vacant
Progress: While the CCP has tracked and discussed re-arrest
Community-based
rates, program completions, and other important
Organization
measures, a recidivism study has not been performed
Kelli Coane
Victims’ Interests Goal: Improve connection to services that help offenders
achieve stability
Measure: Number of personnel dedicated to connecting offenders
The CCP meets bi-monthly
to services
Progress: This year, options will be discussed to improve these
case management services
Page 36
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Goal: 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 approved spending up to $50,000 to build emergency shelters.
FY 2017-18 and 2018-19 Allocations
$550,020
To Fund Balance
$330,906
Health and Human Services
Substance Abuse
$65,631
$133,286
Sheriff (Patrol)
$184,973
$367,652
Sheriff (Jail)
$369,051
$342,950
Probation Department
$375,354
$16,500
Non-Public Agencies
$16,500
Mental Health
$162,537
$52,000
Human Resources
$52,000
$98,050
District Attorney
$90,276
$186,277
Day Reporting Center
$190,591
Angels Camp Police Department
$10,000
$30,514
Adult Literacy
$31,224
FY 2018-19 $2,108,155 FY 2017-18 $1,303,327
FY 2017-18: $244,810 Fund Balance Used
Page 37
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$330,906
Health and Human Services
Substance Abuse
$65,631
$133,286
Sheriff (Patrol)
$184,973
$367,652
Sheriff (Jail)
$369,051
$342,950
Probation Department
$375,354
Mental Health
$162,537
$52,000
Human Resources
$52,000
$98,050
District Attorney
$90,276
$186,277
Day Reporting Center
$190,591
Angels Camp Police
Department $10,000
$30,514
Adult Literacy
$31,224
FY 2018-19 $1,541,635 FY 2017-18 $1,531,637
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$2,500
Housing Assistance
$2,500
$14,000
Substance Abuse Residential Treatment
$14,000
FY 2018-19 $16,500 FY 2017-18 $16,500
Page 38
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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
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. Another part-time substance abuse
counselor has been funded to provide services in the County jail. 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 program 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 produced positive results. If data
exists to support the results, please share.
The county declined to respond to this question.
Page 39
Community Corrections
Colusa County
Partnership Membership
As of October 1, 2018
Goals, Objectives, Outcome Measures, and Progress
Gerardo Munos FY 2017-18
Chief Probation Officer
Goal: Provide in-custody (jail) and out of custody Day
Erika Valencia
Reporting Center (DRC) Behavioral/Mental Health
Presiding Judge or
services to all of the AB 109 clients in Colusa County.
Designee
Wendy G. Tyler Objectives: • All AB 109 clients will be assessed by a
County Supervisor or Chief Behavioral/Mental Health professional and provided
Administrative Officer or with appropriate services.
Designee • Provide, assessed and documented
Behavioral/Mental health services to those clients
Matthew R. Beauchamp
who require individual and/or group counseling,
District Attorney
medication management, Substance Abuse
Albert Smith Programs, etc.
Public Defender
Measure: • 458 contacts were made by a Behavioral/Mental
Joe Garofalo Health Therapist for appropriate needs and services
Sheriff at the jail and/or DRC. 115 of them were new clients.
• The clients assessed received Behavioral/Mental
Josh Fitch
Health follow-up contacts at the jail and/or DRC, and
Chief of Police
appropriate services provided based on each
Elizabeth A. Kelly
individual’s assessment.
Department of Social
Services
Goal: Continue utilization of Moral Recognition Treatment
Patricia Leland
(MRT) (cognitive intervention around criminal thinking),
Department of Employment
and Thinking for Good (T4G) in-custody and Day
Terrence Rooney Reporting Center (DRC).
Department of Mental
Objectives: • Enroll all eligible AB 109 probationers into MRT within
Health and Alcohol and
the first month they are out-of-custody, thereby
Substance Abuse Programs
reducing recidivism by 40%.
Michael P. West • Assist all AB 109 probationers who require
Office of Education assistance (e.g., bus passes) and offer a variety of
classes scheduled on various days and times to
Lora Ceccon
achieve 100% attendance.
Community-based
• Achieve 80% graduation rate for all enrolled MRT and
Organization
T4G participants.
Mary Gondinez-York
Victims’ Interests
The CCP meets quarterly
Page 40
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Measure: • 100% of all eligible probationers (61) were enrolled in MRT in FY 2016-17; 12
graduated the program. 8 clients graduated Thinking for Good. An additional 23
probationers were enrolled in Staying Quit (optional). 92% of the MRT and 100%
of the T4G clients had no new convictions based on the BSCC definition of
recidivism.
• An enhanced incentive program and varied class schedules, including evenings,
resulted in an 85% probationer attendance rate for both MRT & T4G classes.
• Of the 61 probationers enrolled in MRT, 12 graduated and 49 continued attending
MRT and/or T4G without a new conviction. 100% of the 56 eligible (some carry-
overs from FY 2015-16) probationers enrolled in T4G and did not have a new
conviction.
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.
Objectives: • 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 Programs, etc.
Measure: • 458 contacts were made by a Behavioral/Mental Health Therapist for appropriate
needs and services at the jail and/or DRC. 115 of them were new clients.
• The clients assessed received 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).
Objectives: • 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.
• 13 of the 74 clients receiving assistance in completing their job resumes and who
were actively searching for employment found jobs. 2 completed job training
successfully. One Stop provided services to 36 clients at the jail.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Page 41
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Develop, train staff, and implement a Spanish Batterers' Treatment Program in
compliance with 1203.097 Penal Code for all eligible clients (formal, summary probation,
and AB 109) facilitated by the Probation Department.
Objectives: • 100% of all Spanish speaking clients mandated by the Court will be referred,
screened, and enrolled into the certified Spanish Batterers' Treatment Program.
• 75% of all eligible clients will successfully complete the 52-week program.
FY 2017-18 and 2018-19 Allocations
Behavioral/Mental Health
$89,020
$340,196
Sheriff's Department
$340,307
$697,101
Probation Department
$541,344
FY 2018-19 $948,842 FY 2017-18 $894,389
FY 2017-18: $76,282 Reserve Funds
FY 2018-19: $88,455 Reserve Funds
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$1,000
GPS/Electronic Monitoring
$1,000
$15,000
Assistance/Positive Reinforcement Incentives
$10,000
$168,196
In-Custody Services
$165,307
Behavioral/Mental Health
$89,020
$14,000
Colusa County Office of Education
$14,000
FY 2018-19 $198,196 FY 2017-18 $279,327
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
FY 2017-18: Colusa One Stop $15,000
FY 2018-19: Colusa One Stop $15,000
Page 42
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 the 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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
61% to 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 program 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.
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 Heath, 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 Heath, 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 four years based on the BSCC definition of
Page 43
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 produced positive results. If data
exists to support the results, please share.
The county declined to respond to this question.
Page 44
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Page 45
Community Corrections Contra Costa County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Todd Billeci
Chief Probation Officer Goal: Pretrial Program: Following arrest, better identify
persons who can safely be released and those who
James Paulsen (designee)
should be held in physical custody pretrial
Presiding Judge or
Designee Objectives: • Fund a comprehensive pretrial services program that
uses an evidence-based assessment tool to
Timothy Ewell
maximize pretrial release and minimize costly
County Supervisor or Chief
detention
Administrative Officer or
• Maximize law-abiding behavior and public safety
Designee
• Maximize court appearance
Diana Becton
District Attorney Measure: • Program success rate
• Percent of detained defendants in arraignment court
Robin Lipetzky
that have been assessed for risk
Public Defender
• Percent of jail population awaiting trial
David O. Livingston
Progress: Implementation of the County’s Pretrial Services (PTS)
Sheriff
pilot program began in March 2014, with a County
Guy Swanger workgroup working with the Crime and Justice Institute of
Chief of Police Community Resources for Justice (CRJ) for program
technical assistance and training. The Virginia Pretrial
Kathy Gallagher
Risk Assessment Instrument (VPRAI) was selected as
Department of Social
the PTS risk assessment tool. CRJ was provided data to
Services
determine how well the VPRAI, and the information it
Donna Van Wert
considers, predicts both a person’s failure to appear for
Department of Employment
court and their likelihood to be arrested for new criminal
Matthew White activity. The Pretrial Program has been providing
Department of Mental evidence based Pretrial evaluation and supervision
Health services with a 62% success rate. The Program is a
collaboration of the Probation Department, Public
Fatima Matal Sol
Defender’s Office, District Attorney’s Office, Sheriff’s
Alcohol and Substance
Office, the Contra Costa County Superior Court and the
Abuse Programs
Office of Reentry & Justice.
Karen Sakata
The Public Defender’s two funded Paralegal staff
Office of Education
conduct face-to-face interviews with defendants and
Patrice Guillory provide the interviews to Probation for the development
Community-based of the Pretrial reports submitted to the Court. The Deputy
Organization Probation Officers conduct a slightly modified version of
the VRPAI on all defendants referred to Probation and
Devorah Levine
complete the reports and recommendations to the Court.
Victims’ Interests
The DPOs supervise defendants placed on the program
and provide Court reminders, monthly contacts, drug
testing, transportation assistance, program service
The CCP meets quarterly
referrals and home visits. The Sheriff’s Custody
Alternative Facility (CAF) is responsible for supervising
defendants on GPS monitoring and Continuous Alcohol
Monitoring (SCRAM).
Page 46
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Progress In implementing this program, the workgroup has sought out technical assistance from
(cont.): the Crime and Justice Institute of Community Resources for Justice and had this same
organization conduct a validation study of the VPRAI as it is used in the program. Given
this validation study and the numerous developments concerning pretrial justice and
bail reform that have occurred since the program’s initial implementation, the
workgroup worked with Justice System Partners to assess the County’s pretrial justice
system and program. This assessment began in September 2017, concluded in
February 2018, and the final report was presented to the County in May 2018. The
report provides findings and recommendations concerning 12 legal and evidence
based practices, as well as 13 resources needed to support such practices.
The County is now in the process of implementing recommendations from this report,
including assessing the entire pre-trial jail population for pretrial risk, and adopting a
screening tool that will best allow for this increased amount of risk assessment.
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
Measure: • Percent of participants that leave jail with a reentry plan
• Percent of participants that engage with services in the community within the first
week of their release from custody
• Participant satisfaction
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
jail-to-community services, including documentation/ID retrieval. We have completed
the project intake form and have developed a Memorandum of Agreement that is
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. In 2018, an additional
Reentry Transition Specialist was hired to provide additional services. The Pre-
Release Planning Pilot project leverages these resources and brings 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. This program also leverages currently funded AB 109
community providers to access the jails to develop reentry plans for individuals prior to
their release from custody.
Page 47
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Reentry: Assist in providing access to a full continuum of reentry and reintegration
services, and measure the impact of these efforts
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.
• Enhance information sharing among partners and improve access to data needed
for effective evaluation and research
Measure: • Recidivism reduction
• Employment and wage rates of the County’s supervised population
• Size of County’s supervised population
Progress: 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. In
2017-18, the ORJ developed the “AB 109 Innovation and Capacity Building Program”
to utilize AB 109 Innovation Funds to support innovative reentry projects and help
develop the capacity of our reentry services providers. The ORJ also provided staff
support for the County’s updated Reentry Strategic Plan for 2018-2023. In August
2018, the ORJ hired a Research and Evaluation Manager.
With regard to reentry services, the County opened the Reentry Success Center in the
west region of the County in Oct. 2015 to provide a set of co-located reentry services
for returning residents and their families. In addition, the Reentry Network System of
Services was made operational by a community-based organization, HealthRight 360,
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 “Sustainable Occupational Advancement and Reentry Success” (SOARS)
program that not only increased access to employment resources for the supervised
populations of the County but also informed and educated potential employers about
developing job placement opportunities for the reentry population. Two Fair Chance
Employer Summits were held in 2017 and one in 2018. The County is now collaborating
with the local Regional Planning Unit on the “Prison to Employment Initiative” to plan
and provide resources for direct services to returning residents and other justice-
involved individuals.
In 2017, the County also leveraged AB 109 funding to develop a Prop. 47 projects,
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 implements 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 (in May and
September 2018) 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.
Page 48
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Implement the County’s adopted Reentry Strategic Plan 2018-2023
Objectives: • Implement 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”
• Establish a Reentry Council to oversee the Plan’s implementation
• Develop a work plan and process to implement the Plan
Measure: • Number of objectives from the strategic plan accomplished
Progress: In 2017, the Contra Costa County Administrator’s Office of Reentry and Justice (ORJ)
undertook the development of a five-year Strategic Plan for the Contra Costa County
reentry system. This Plan is an update of the County’s first Reentry Strategic Plan,
adopted in 2011. Through a public procurement process, the County contracted with
Resource Development Associates (RDA) to facilitate a stakeholder-driven planning
process and draft an updated reentry Strategic Plan. This Plan expands beyond AB 109
to address the expressed goals and needs of the County’s reentry system. The plan was
adopted by the Board of Supervisors in July 2018.
In addition to the development of an updated Mission Statement, Vision Statement, and
Guiding Principles, the Plan includes six areas of focus, each with its own goal, that
collectively serve as the plan’s central pillars onto which more detailed objectives and
activities are built. Additionally, the Plan recommends the development of a “Reentry
Council” that would be responsible for shepherding the implementation of the Strategic
Plan, to include at least an annual review of the progress made on the Plan’s objectives.
The Plan’s areas of focus and their respective goals are as follows:
A. Jail to Community Transition: Implement structures, tools, and procedures
necessary to help returning residents achieve successful transitions from jail to
community
B. Post-Release Program Access and Linkage: Facilitate timely and appropriate
connections to services and resources that effectively support the reentry of
returning residents
C. Economic Security: Increase the likelihood of post-release success by enhancing
opportunities for returning residents to attain economic security
D. Housing Access and Attainment: Improve access to housing matched to the
needs of clients
E. Behavioral Health Access: Improve timely access to appropriate behavioral health
care services
F. Use and Coordination of Data: Enhance the use and coordination of data to
ensure quality of services and inform decision-making
Page 49
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Goal: Implement Recommendations of the Racial Justice Task Force
Objectives: • Report back to the Board of Supervisors on progress made toward reducing racial
disparities within the criminal justice system in Contra Costa County
• Appoint a Racial Justice Oversight Body to oversee the implementation of the
recommendations made by the Racial Justice Task Force and adopted by the Board
of Supervisors
• Form a committee to recommend countywide criteria and protocols for formal and
informal diversion
Measure: • Number of Task Force recommendations implemented
• Relative rates of racial and ethnic criminal justice disparities
Progress: On April 12, 2016 the Board of Supervisors unanimously voted to create the Racial
Justice Task Force, prompted in large part by the advocacy of the Contra Costa Racial
Justice Coalition. Tasked with building on the County’s 2008 report and
recommendations, “Disproportionate Minority Contact: Reducing Disparities in Contra
Costa County,” the 17-member body was designed to represent a range of local
stakeholders, including County criminal and juvenile justice agencies, County health and
behavioral health, community-based organizations, local school districts and law
enforcement agencies, and the community at large. In February 2017, Resource
Development Associates (RDA) was hired to provide Task Force facilitation and data
analysis services. The RJTF met monthly from April 2017 through June 2018 to review
data on local criminal and juvenile justice systems and processes, discuss best practices
and emerging practices for addressing racial disparities in those systems and processes,
and develop recommendations for action to address those disparities.
Two ad hoc subcommittees were also convened to foster community engagement and
plan for two series of community forums. In November 2017, the RJTF hosted 5
community forums to solicit residents’ input on priority areas for the Task Force to focus
on and in May 2018, the RJTF hosted 3 additional forums to solicit input on preliminary
recommendations. On June 6, 2018, the Task Force met and voted to make 20 separate
recommendations to the Board of Supervisors. On July 24, 2018, the Board adopted 18
of these recommendations including the formation of a Racial Justice Oversight Body to
support and advance efforts to implement the recommendations.
Since the Board adopted the recommendations of the Task Force, the County undertook
a successful recruitment effort to fill seven seats on the Racial Justice Oversight Body
that were reserved for stakeholders representing various populations and community
interests. The 18-member Oversight Body has now been formed and should begin the
work of implementing the Task Force recommendations in early 2019.
Page 50
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Goal: Implement the “Stepping Up” initiative and AB 1810 Diversion
Objectives: • Reduce the number of people with mental illnesses in jail
• Develop a pre-trial program across a continuum of care for the diversion of
individuals who have complex mental health needs
• Reduce the number of felony IST referrals
Measure: • Number of felony IST referrals to Department of State Hospitals
• Number of individuals at risk of being or deemed IST on a felony charge
• Reduction in number of individuals in jail assessed with a mental illness as compared
with baseline data
Progress: On December 8, 2015, the Board of Supervisors affirmed its commitment to reduce the
number of people with mental illnesses in our County jails, consistent with the goals of
the Stepping Up initiative, by adopting Resolution No. 2015/456. Since that time, County
representatives have participated in several convenings and webinars related to the
initiative, including participation in the California Stepping Up Initiative Summit held in
January 2017. Efforts to implement the initiative in Contra Costa County include:
• The creation of the Office of Reentry and Justice
• The Health Services Department’s Value Stream Mapping and their Rapid
Improvement Events
• CoCo Lead Plus, a pilot diversion program funded by Prop. 47 intended to break the
cycle of criminalization and incarceration for people with mental illnesses or
substance use disorders
• A planned Mental Health Treatment Center at the West County Detention Facility
• Development of Comprehensive Outreach, Response, and Engagement (CORE)
Teams, which serve as an entry point into the County’s coordinated entry system
for unsheltered persons, working to locate, engage, stabilize and house chronically
homeless
• An electronic Shelter-Bed reservation system and coordinated entry
• CARE centers (Coordinated Assessment Referral and Engagement) located in
Concord, Richmond and Walnut Creek, providing a variety of services to the
homeless
• Mental Health Evaluation Teams (MHET) program
• Adult Crisis Response team and newly expanded Children’s Crisis Response
Teams
• Alcohol and Other Drugs Medi-Cal Waiver
• Assisted Outpatient Treatment program (Laura’s Law Implementation)
• The Public Defender’s Failure to Appear Program/Early Rep Program
• Expansion of Mental Health Court
• Sequential Intercept Mapping (SIM) workshop conducted September 19-20, 2018
In addition, the County has sent the State a letter of intent to apply for funding for the
Pre-Trial Felony Mental Health Diversion Program funds from the state. Contra Costa
County is still in the planning phase. The County is taking a collaborative approach and
has assembled a workgroup made up representatives from the Sheriff’s Office, District
Attorney’s Office, Public Defender, Office of Reentry and Justice, Probation, Superior
Court, Behavioral/Detention Health Services, Homeless Services, and the County
Administrator.
Page 51
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Progress The County is estimating a target group of approximately 35-50 clients per year who
(cont.): have been charged with felony offenses and are identified as eligible for mental health
diversion under new Penal Code section 1001.36. The County has identified potential
areas for increased staffing and services. The Superior Court has established a Mental
Health/Mental Health Diversion Court.
The County is currently exploring methods for early identification of prospective clients.
Potential options are additional Deputy Sheriff/Police Officer training, increased
utilization of Crisis Intervention Teams and Mental Health Evaluation Teams, and
mental health screening/evaluations.
FY 2017-18 and 2018-19 Allocations
$237,579
Innovation Fund Transfer
$119,505
$216,758
Superior Court
$208,421
$5,061,709
Community Programs
$4,867,201
$988,043
Contra Costa County Police Chief's Association
$542,880
$805,688
County Administrator
$717,600
$216,320
Workforce Development Board
$208,000
$1,788,734
District Attorney
$1,665,973
$2,812,385
Public Defender (Includes Pre-Trial)
$2,401,003
$1,141,696
Detention Health Services
$1,097,784
$2,474,855
Behaviorial Health Services
$2,379,668
$3,736,116
Probation (includes Pre-Trial)
$3,586,920
$8,643,656
Sheriff's Office
$8,244,697
FY 2018-19 $26,195,608 FY 2017-18 $24,537,843
FY 2017-18: Reserve Fund Draw $1,501,809
FY 2018-19: Reserve Fund Draw $1,927,931
Page 52
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$216,758
Superior Court
$208,421
$812,709
County Administrator
$634,579
$988,043
Contra Costa County Police Chief's Association
$542,880
$216,320
Workforce Development Board
$208,000
$2,312,385
Public Defender (includes Pre-Trial)
$1,901,003
$1,788,734
District Attorney
$1,665,973
$1,141,696
Detention Health Services
$1,097,784
$1,131,083
Behavioral Health Services
$1,087,580
$3,681,116
Probation (includes Pre-Trial)
$3,531,920
$8,400,006
Sheriff's Office
$8,036,697
FY 2018-19 $20,688,850 FY 2017-18 $18,914,837
Page 53
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$1,343,772
Behavioral Health Contracts
$1,292,088
$55,000
Pre-Trial Program Evaluation
$55,000
Allocation to be determined by Community $194,688
Advisory Board
$187,201
$15,000
Connections to Resources
$15,000
$200,000
Mentoring and Family Reunification
$200,000
$150,000
Legal Services
$150,000
$1,030,000
Short and Long-term housing Access
$1,030,000
$525,000
Reentry Success Center
$465,000
$940,000
Network System of Services
$820,000
$2,000,000
Employment Support and Placement Services
$2,000,000
Stand Together Contra Costa (Immigration $500,000
Rapid Response)
$500,000
$243,650
Jail to Community Program
$208,000
$237,579
Local Innovation Fund Transfer
$119,505
Data Evaluation and System Planning
$83,021
FY 2018-19 $7,434,689 FY 2017-18 $7,124,815
Page 54
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 regularly receives input from its Community Advisory Board (CAB) on potential programs
and/or services for its AB 109 Community Programs. The CAO’s Office of Reentry & Justice (ORJ)
provides on-going information, data and updates on reentry and diversion services. The CCP’s
Quality Assurance Committee meets quarterly 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 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 Dec.
2013 through June 2016. A Research and Program Evaluation Manager was hired by the Office of
Reentry & Justice (ORJ) in August 2018. The County has also 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 during budget related discussions. The ORJ has hired a Research and Evaluation
Manager to provide ongoing evaluation information
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
Yes. Average daily population, conviction, length of stay, and recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
21% to 40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
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 55
What challenges does your county face in meeting these program and service needs?
We need to add intensive outpatient support for substance use treatment services with connections
to Sober Living Environments (SLE)s. We are still only able to get about half of our AB 109 population
to volunteer for the provided services. Many assert they do not need help, even when the evidence
suggest otherwise. The geography and transportation systems of the County also pose 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. And we are leveraging
our Pre-Release pilot program work with SB 678 funding.
Describe a local best practice or promising program that has produced 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, Concord, Richmond (and Martinez, I in the near future) Police Departments 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.
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Page 57
Community Corrections Del Norte County
Partnership Membership
The CCP did not provide goals, objectives, and outcome measures for
As of October 1, 2018
FY 2017-18 or FY 2018-19
Lonnie Reyman
FY 2017-18 and 2018-19 Allocations
Chief Probation Officer
Esparanza Esparza
Local Innovation Subaccount $6,200
(designee)
(10%) $10,790
Presiding Judge or
$90,909
Designee Financial reserve (7.5%)
$86,418
Jay Sarina
$70,000
Alcohol and Other Drugs
County Supervisor or Chief
$70,000
Administrative Officer or
$5,000
Designee Public Defender
$5,000
Katherine Micks $6,100
District Attorney
District Attorney $6,100
Karen Olson $472,514
Sheriff Department
$477,650
Public Defender
$125,000
Erik Apperson Mental Health
$125,000
Sheriff
$436,392
Probation Department
Ivan Minsal $435,287
Chief of Police
FY 2018-19 $1,212,115 FY 2017-18 $1,216,245
Heather Snow
Department of Social
FY 17-18 and 18-19 Allocations to Public Agencies for
Services, Department of
Mental Health, and Alcohol Programs & Services
and Substance Abuse
Programs $6,300
Hands On Parenting
Vacant
$70,000
Alcohol & Other Drugs
Department of Employment $70,000
$50,000
Jeff Harris Psychiatry
$50,000
Office of Education
$75,000
Mental Health - Moral Reconation Therapy
$75,000
Vacant
$300
Community-based Community Work Service Fees
$300
Organization
$1,500
Offender Incentives
Vacant $1,500
Victims’ Interests UA Testing $11,000
$11,000
$2,000
Sex Offender Containment Model
$2,000
The CCP meets quarterly
$13,000
Housing
$13,000
$6,000
Financial Peace University
$6,000
$7,000
Electronic Monitoring
$8,500
FY 2018-19 $242,100 FY 2017-18 $237,300
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FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
• The county reported no allocation to non-public agencies for programs and services.
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/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
AB109.
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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
21% to 40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
Currently Del Norte County DHHS AOD Programs provides the following services to local offenders:
1. Perinatal Intensified Outpatient Treatment for mothers and women with substance use disorders.
2. Dual Diagnosis Services for co-occurring disorders.
3. Drug Court Programs in collaboration with Del Norte County Superior Court and Probation.
4. Collaboration with Del Norte Community Health for Medicated Assisted Treatment (MAT).
5. Referrals for Medical Detox, Social Model Detox, and Residential Treatment.
6. Aftercare and Continued Care Services for ongoing maintenance of substance use disorder
programs.
Current challenges for AOD include finding qualified board-certified professionals in the local area
for AOD Programs. Also, with the increase in opioid abuse, AOD Programs may have to collaborate
for additional support for (MAT).
Page 59
Currently Del Norte County DHHS Mental Health provides full access to services for offenders
including Mental Health Assessment, Individual Therapy, Psychiatry for medications, and Case
Management. We work with offenders with serious mental illness to enroll in Full Service Partnership
program through Mental Health Services Act, to address basic needs such housing for those who
qualify. Mental Health has also designed a specific treatment using Moral Recognition Therapy to
address the unique mental health needs of offenders. This treatment is done in the County Jail and
as an outpatient service. Psychiatry services are also offered in the County jail for offenders who
qualify for AB 109 funding. Additionally, Mental Health is integrally involved in an Integrative
Treatment Court spearheaded by the Del Norte County Superior Court to provide intensive treatment
for offenders with significant mental health issues.
The biggest challenge for Mental Health would be staffing. Current staffing levels of qualified
therapists and psychiatrists at times can cause delay of services. Mostly though, staff is busy, and
these offenders tend to require monitoring and reporting back to Probation in a timely manner and
sometimes that falls through the cracks when they do not show or maintain treatment compliance.
There is some limited resource for clean & sober housing through a local CBO operating one male-
only house and one female-only house. There continues to be limited infrastructure for housing of
any kind.
The challenges faced by AOD and Mental Health are indicative of the challenges faced by Del Norte
County as a whole. The rural and economically depressed nature of the county leads to low and
uncompetitive salary structures, making it very difficult to recruit and retain the staff needed for both
county agencies and CBOs. Although we continue to pursue new opportunities for services, most of
these come in the form of programs created and offered by county agencies rather than new or
existing CBOs, which are few to none.
What challenges does your county face in meeting these program 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 produced 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.
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Page 61
Community Corrections
El Dorado County
Partnership Membership
As of October 1, 2018
Goals, Objectives, Outcome Measures, and Progress
Brian J. Richart FY 2017-18
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 CCC.
Designee
Don Aston Objectives: • 100% of offenders will be supervised according to
County Supervisor or Chief their needs and risk level.
Administrative Officer or
Measure: • Number of offenders accepted into the CCC
Designee
• Number of offenders completing their period of
Vern Pierson supervision
District Attorney • Number of offenders convicted of a subsequent
felony
Teri Monterosso
Public Defender Progress: El Dorado County’s Community Correction Center (CCC)
referral process includes a completed risk and needs
John D’Agostini
assessment and Health & Human Services’ behavior
Sheriff
health assessments that are evaluated to determine the
Jim Ortega outcome of the referral. Currently, 100% of all Justice
Chief of Police Involved Individuals (JII) are being assessed.
Patricia Charles-Heathers The reassessment process using our phase approach is
Department of Social being piloted through our behavioral management
Services, Department of software, called Nexus. The software is tracking the
Mental Health, Department completion of the time intervals between supervision
of Employment, and Alcohol activities through each phase of supervision for each JII.
and Substance Abuse Probation’s target is to have the software tracking all JII
Programs in the CCC program through the supervision phases by
June 2019.
Dr. Ed Manansala
Office of Education The CCC population is supervised by risk using risk-
based supervision standards.
Vacant
Community-based There were 78 referrals to the CCC, of those, 100% were
Organization assessed and 23 were accepted into the CCC program.
Of the 23, none completed the period of supervision and
Vacant
none were convicted of a subsequent felony while in the
Victims’ Interests
CCC program.
The CCP meets quarterly
Page 62
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Enroll all CCC accepted referrals into MRTTM within the first month they are accepted.
Objectives: • Achieve an 80% graduation rate for MRTTM at the CCC
Measure: • Number of all accepted referrals into MRT TM and the days in between the accepted
date and the start date of MRT TM
• Number of graduates from MRT TM
Progress: The Nexus Software being used at the CCC is being designed to track and guide the
officer through the MRT tasks and track the timelines. At this phase, the software is
being used on a small population sample in the CCC. The target is June 2019 for all
CCC participants to be monitored through the Nexus Software.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in FY 2018-19.
FY 2017-18 and 2018-19 Allocations
$30,000
Public Defender
$30,000
$262,708
Office of Education
$242,000
$500,000
Chieft Administrative Office (Reserve)
$500,000
$50,000
Local Law Enforcement (Placerville & South Lake Tahoe Police)
$50,000
$1,522,336
Health & Human Services
$1,522,336
$1,418,883
Sheriff's Department
$1,414,943
$1,924,837
Probation Department
$1,600,803
FY 2018-19 $4,434,966 FY 2017-18 $4,104,588
FY 2017-18: Allocation of Fund Balance $1,255,494
FY 2018-19: Allocation of Fund Balance $1,273,798
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FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$30,000
Public Defender
$30,000
$262,708
Community Corrections Center Educational Staffing
$242,000
$500,000
Contingency
$500,000
$50,000
Placerville & South Lake Tahoe Police Departments
$50,000
$15,000
Health & Human Services Services and Supplies
$15,000
$154,912
Community Corrections Center Mental Health Staffing
$154,912
$787,424
Community Corrections Center Health Staffing
$787,424
$74,690
Community Corrections Center Services and Supplies
$77,000
$1,214,373
Community Corrections Center Probation Staffing
$1,214,373
$1,418,883
In-Custody Services
$1,414,943
FY 2018-19 $3,234,192 FY 2017-18 $3,230,158
FY 2017-18: Allocation for Fund Balance $1,255,494
FY 2018-19: Allocation for Fund Balance $1,273,798
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$224,150
Apprenticeship Training
$25,000
Outpatient Treatment
$25,000
$80,000
Emergency Housing
$70,000
$250,000
Jail Medical Provider
$250,000
$290,000
Treatment/Residential Providers
$290,000
Community Correction Center Lease Facility $77,532
Costs $75,057
$134,000
Electronic Monitoring Contract Services
$50,000
$120,092
Data Consulting Services
$114,373
FY 2018-19 $1,200,774 FY 2017-18 $874,430
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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?
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 JII interventions, all of
which 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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
41% to 60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
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 a client
population identified with mental health needs.
Substance Use Disorder services provided to AB 109 clients is limited in El Dorado County. We have
limited service providers and capacity that would allow the County to offer a wide array of services.
There are limited services provided as noted below.
Western Slope
• SUD Outpatient Treatment – Day reporting center setting
• SUD Individual Sessions – Day reporting center setting
• SUD Outpatient/Intensive Outpatient Treatment – Contract Provider Setting
• Residential Withdrawal Management – Contract Provider Setting
• Residential Treatment – Contract Provider Setting
• Case management services – county staff
• Collaborative case management with MH service provider – Day reporting center setting
• Moral Recognition Therapy – Placerville County Jail
• Gender Specific Female SUD Treatment/Trauma Informed – Placerville County Jail
• Gender Specific Male SUD New Directions/Criminal Thinking – Placerville County Jail
Page 65
South Lake Tahoe
• Limited SUD Outpatient Treatment – provided by county staff
• Residential Withdrawal Management – Contract Provider Setting
• Residential Treatment – Contract Provider Setting
• Case management services – county staff
• Moral Recognition Therapy – SLT Jail County Jail
• Gender Specific Female SUD Treatment/Trauma Informed – SLT County Jail
• Gender Specific Male SUD New Directions/Criminal Thinking – SLT County Jail
Transitional housing is offered as an ancillary support to Community Probation clients who are
involved in community based treatment and are not participants in the Community Correction Center
(CCC) program. Transitional housing is offered in Placerville, Auburn, and Grass Valley.
Public Health Nursing: Infant/child, adult and family assessment and intervention, medication
management education and monitoring, referral/coordination to specialty and prevention health,
including dental services.
Public Guardian: case management services, eligibility/benefits/application assistance to county
programs, prescription medications, rehabilitation and support groups, housing and transportation,
24-hr crisis hotline, budgeting and money management, federal lifeline assistance, family and senior
services, general assistance, health education and food services, income assistance (Social Security
Assistance/Social Security Income/Veteran’s Affairs), reduced fee identification cards.
Education: High school diploma, GED, basic reading, writing, vocational/enrichment. In addition to
the standard items, our Office of Education has expanded services to include short-term career
technical education (CTE) vocational certificates through the Pearson Vue Testing Center. The
Testing Center provides a variety of testing opportunities ranging from education goals to
professional goals.
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 program and service needs?
The limited availability of Substance Use Disorder treatment providers is of concern due to waiting
lists, travel time and distance to access treatment. El Dorado County is looking to increase local
treatment options to enhance access to services. There are also program and administrative
challenges that range from the need to have intensive outpatient services in South Lake Tahoe to
being able to hire county SUDS staff. There are a wide variety of challenges that be difficult to
overcome in a small rural County that spans over a large geographical area.
Equally as much, a lack of housing resources within the county is often a barrier to the effectiveness
and fidelity of the available services as well.
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 made some significant strides with program adjustments to enhance our service delivery
within our community. Below are the highpoints of our adjustments. We have made some changes
in the SUDS structure and curriculum for AB 109 treatment groups to offer gender based treatment
with a trauma informed focus and changing criminal thinking interventions. Additionally, we have
more collaborative case management meetings at the CCC as compared to when the program initially
started. Contracted with Northern California Construction Training (NCCT) a building trades pre-
apprenticeship program. The primary goal is preparation and placement into various construction
apprenticeships. In addition, the program provides tools, remedial education and GED preparation
with a duration from 6 to 12 months to complete. Students learn from a unique construction curriculum
Page 66
designed to be practical and useful for job placement. The program has an 85% job placement rating
for their graduates.
Added a Quarterly Community Resource Team (CRT) Fair. The CRT is a collaborative event
between the Probation Department, State Parole, county agencies and Community Based
Organizations (CBOs) to provide services to like populations. It is a unique opportunity for these JII
who are coming out of county jail or state prison to become familiar with the resources and agencies
that will help support them in their transition back into the community. Development of a Criminal
Justice Information Systems (CJIS). County IT staff in collaboration with the law enforcement
partners including probation are working to create a data sharing warehouse that will allow county-
wide reporting of all JII from transactional data, to outcome and recidivism data. The goal is to have
timely data readily accessible. The team’s first goal is the pretrial program, which is targeted to
include integration of the Sheriffs’ case management system, Courts’ case management system, and
the Pretrial Service software.
In collaboration with El Dorado County’s Health & Human Services Agency (HHSA), we are set to
receive grant funding through the Homeless Emergency Aid Program (HEAP). This funding will allow
for the capacity to target AB 109 JII realigned to El Dorado County’s jurisdiction who have been
identified as homeless and/or in danger of becoming homeless. Access of our AB 109 population to
this program will also assist in impacting the children and/or members of the JII’s household. During
each year of funding, the money from the grant will be used to rent a residence and utilize the rooms
and space to immediately address homelessness within the population once identified. The program
model is based on a hybrid concept incorporating transitional housing, and rapid rehousing practices.
The target population will also include JII already living within the community, and allow for them to
move immediately out of homelessness into these homes.
Progressive case management practices and supportive services, in combination with a hybrid
model, will reinforce support to JII in identifying and securing permanent housing options. Supportive
services for the program will include: behavioral health assessment, cognitive behavioral therapy,
substance abuse counseling, and relapse prevention and recovery services. By providing initial
access to transitional housing, progressing to rapid rehousing, this program will help reintegrate this
population into the community, which in turn reduces recidivism, enhances public safety, and reduce
overall homelessness within El Dorado County.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
The El Dorado County CCP continues to approve an evidenced-based Community Corrections
Center, modeled on correctional programming research proven to be effective in reducing JII
recidivism. Human resources assigned to the program include probation, adult education, and staff
from El Dorado County’s Health & Human Services Agency (HHSA). HHSA has specifically
committed professionals ranging from mental health, public health, alcohol/drug programs, and
eligibility benefits. Multi-disciplinary in approach, the program is modeled on phases meant to provide
services/curricula targeting behavioral health and multiple criminogenic needs within an integrated
framework. Global practices of the program are aligned with Risk, Need, and Responsivity principles,
in coordination with the body of knowledge related to stages of change, and effective behavior
modification practices as related to rewarding prosocial behavior and responding to antisocial
behavior. El Dorado County’s Health & Human Services Agency (HHSA) have made some changes
in the SUDS structure and curriculum for AB 109 treatment groups to offer gender based treatment
with a trauma informed focus and changing criminal thinking interventions. Additionally, we have
more collaborative case management meetings at the CCC as compared to when the program initially
started. Outcomes have been positive, and we are seeing increased engagement from this
population.
Page 67
Community Corrections Fresno County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Kirk Haynes
Chief Probation Officer Goal: Continue hiring practices and training of staff to meet the
adopted ratios in the 2011 CCP Implementation Plan
Sheran Morton
Presiding Judge or Objectives: • Maintain a Supervision ratio of one DPO per 50
Designee offenders in the AB 109 general supervision
caseloads
Jean Rousseau
• Maintain a Supervision ratio of one DPO per 35
County Supervisor or Chief
offenders in the AB 109 specialized supervision
Administrative Officer or
caseloads
Designee
• The Fresno County Probation Department will
Lisa Smittcamp
continue to recruit through the Fresno County Human
District Attorney
Resources Department, utilizing standard recruiting
Elizabeth Diaz methods, which includes Careers in Government, as
Public Defender needed until the positions are filled. Further, the
Probation Department will continue to attend multiple
Margaret Mims
job and career fairs at local educational institutions
Sheriff
for purposes of recruiting. Social Media will be used
Jerry Dyer as a recruitment tool.
Chief of Police
Measure: • All DPO vacancies will be filled for the general and
Delfino Neira specialized supervision caseloads
Department of Social
Progress: As of December 2018, there were two Deputy Probation
Services and Department of
Officer vacancies in the AB 109 General Supervision
Employment
Units and two Deputy Probation Officer vacancies in the
Dawan Utecht AB 109 Specialized Supervision Units
Department of Mental
Health Goal: Increase services in the areas of re-entry employment
readiness and parenting, and continue to meet
Susan Holt
transitional housing needs
Alcohol and Substance
Abuse Programs Objectives: • Maintain transitional housing services for offenders in
Jim Yovino need of a safe and sober living environment.
Office of Education • Provide services (education and job placement) to
100 offenders for employment readiness services.
Vacant
• Provide Parenting Education classes for clients to
Community-based
strengthen family development and healthy
Organization
behaviors.
Karen Roach
Measure: • Offenders to maintain job placement and
Victims’ Interests
employment in the community
• Provide housing services for 25 offenders
• Provide services to 60 parents (offenders)
The CCP meets quarterly
Progress: • Contract has been awarded to Central Valley
Children’s Services Network September 25, 2018 for
parenting services
Page 68
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Progress • Request for Quotation has been posted for a new agreement to continue
(cont.): transitional housing services. Currently capacity with contracted vendor is 25-beds,
with full capacity and no vacancy.
• Contract awarded to Equal Opportunity Commission to commence Valley
Apprenticeship Connections (VAC) program that began in July 2018. A single
cohort of offenders were graduated and employed in October 2018. Additional
cohorts are in progress and scheduled through FY18-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Contract has been awarded to Central Valley Children’s Services Network September
25, 2018 for parenting services.
Objectives: • Provide a pretrial risk assessment report for the Court to consider, including: options
of any less restrictive forms of custody that will be reasonable to assure the safety
of the community and victim and information relative to community ties, residence
and financial information.
• Maximize the use of alternatives to pretrial incarceration, including conditions of
release with supervision. Capitalize on appearance rates.
• Develop a broad-based range of practical and enforceable conditions of release,
following evidence-based practices suitable for defendants whose risk and needs
vary widely. Provide appropriate services and supervisory resources commensurate
with public safety.
Measure: • Number of defendants released on pretrial supervision from July 1, 2018 thru June
30, 2019.
• Number of defendants that complete their pretrial supervision successfully during
the same period.
• Number of defendants that did not complete their pretrial supervision successfully
during the same period.
Progress: As of November 2018, the Fresno County Superior Court is receiving a pretrial risk
assessment, at the arraignment stage on all felony in-custody cases.
Page 69
FY 2017-18 and 2018-19 Allocations
$100,000
Parenting Program Agreement
$276,950
Vocational Training Agreement
$264,000
Construction Apprenticeship Agreement
Court Hearing Notification Contract
$8,000
Program Evaluation Contract
$80,000
$120,000
GPS Electronic Monitoring Contract
$120,000
$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
contracts $451,950
$121,330
Human Resources
$134,587
$2,903,888
Adult Compliance Team (City contracts)
$2,620,958
Public Health (contracted jail medical
services) $2,486,395
$1,888,246
Behavioral Health (contracted services)
$1,888,246
$1,913,989
District Attorney
$1,773,836
$1,421,238
Public Defender
$1,376,317
$11,688,103
Probation
$10,093,155
$23,380,838
Sheriff
$19,392,579
FY 2018-19 $41,461,195 FY 2017-18 $39,631,633
FY 2017-18: Carryover Funds $1,718,115
FY 2018-19: Carryover Funds $3,541,112
Page 70
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$121,330
Human Resources
$134,587
$2,903,888
Adult Compliance Team (City Contracts)
$2,620,958
$1,913,989
District Attorney
$1,773,836
$1,421,238
Public Defender
$1,376,317
$11,688,103
Probation
$10,093,155
$20,415,297
Sheriff
$19,392,579
FY 2018-19 $38,463,845 FY 2017-18 $35,391,432
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$100,000
Parenting Program Agreement
$276,950
Vocational Training Agreement
$264,000
Construction Apprenticeship Agreement
$2,965,541
Sheriff (contracted jail medical services)
Court Hearing Notification Contract
$8,000
Program Evaluation Contract
$80,000
$120,000
GPS Electronic Monitoring Contract
$120,000
$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 contract
$451,950
Public Health (contracted jail medical services)
$2,486,395
$1,888,246
Behavioral Health (contracted services)
$1,888,246
FY 2018-19 $6,538,462 FY 2017-18 $5,958,316
Page 71
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 Committee’s, 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 a Quality Control and Research Unit that is
responsible for reviewing AB 109 programming, services, and outcomes. The objective of this unit
is to ensure that the most current “evidence-based practices” are utilized. This unit will begin to
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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
Less than 20%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
The Probation Department utilizes the STRONG assessment tool and ONG (Offender Needs Guide)
in order to provide services based on each offender’s risk level and identified criminogenic needs.
The goal is to provide evidence based supervision strategies to target the offender’s most prominent
criminogenic needs and build a case plan to support the individual. In addition, an assessment
conducted by Turning Point, is completed at the initial reporting date to identify individuals who may
need specialized services to include mental health services and substance abuse treatment.
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, Veterans Court and Drug Court. This enables specialized services and caseload
supervision to offenders suffering from a mental health disability or have substance abuse issues.
Page 72
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 provided at the jail.
Fresno County has established a Full Service Partnership (FSP) for the critically mentally ill with a
contracted provider, Turning Point, Inc., which provides a variety of services to include, but not limited
to: outpatient substance abuse disorder treatment, intensive residential treatment beds for substance
abuse disorders, case management services, supportive housing placement assistance, health
education, medication education/management, specialty mental health services,
educational/rehabilitation/relapse prevention groups, individual and family psychotherapy,
social/educational/employment skills development, as well as assistance with accessing other
services such as Medi-Cal and SSI.
In addition, offenders also have access to a multitude of mental health programs and case
management through the Fresno County Department of Behavioral Health. Programs such as The
Intensive Outpatient Team, Clinical Team, Latino Team, Asian Pacific Islander Team,
Conservatorship Team, Recovery with Inspiration, Support and Empowerment (RISE), Self-Healing
and Improvement through Nurturing and Engagement (SHINE), Projects for Assistance in Transition
from Homelessness (PATH) Program, VISTA Full Service Partnership, and SB82 Rural Triage
Services. The various programs provide different levels of mental health services to support
transition, prevent hospitalization, prevent homelessness, and provide stabilization services. Also,
The Exodus Fresno Mental Health Crisis Stabilization Unit (CSU) is a recovery focused environment
where youth and adults in crisis can be assessed for stabilization services, medication evaluation
and management, or hospitalization if necessary.
The county also 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 program and service needs?
The hiring and now retention 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?
The Fresno County Probation Department Adult Compliance Team (ACT), is a unique resource to
the community for public safety. The ACT team services the entire County of Fresno providing
services, where reengagement resources are limited. The ACT team is diligent to get offenders back
on track with their compliance to avoid further recidivism. As of December 1, 2018, the ACT team
has recovered 65 firearms, which could have otherwise been used in violent crimes in our community.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
The Fresno County CCP and the Board of Supervisors approved the expansion of the pretrial
services program in August of 2018. As of November 2018, the pretrial unit is providing the Fresno
County Superior Court a pretrial risk assessment report on all felony in-custody cases. In addition, if
the court grants pretrial release, the pretrial unit offers job training assistance, housing, substance
abuse and mental health services, if needed, and to ensure the protection of a victim, the defendant
may be placed on a Global Positioning System (GPS) device.
Page 73
Pretrial Data from September 1, 2017 thru August 31, 2018:
• 25% of the pretrial defendants failed to appear for court during this time period.
• 5% of the pretrial defendants were arrested for a new felony offense.
• 2% of the pretrial defendants were arrested for a new misdemeanor.
• 4% of the pretrial defendants were arrested for a technical violation.
• 91% of the defendants granted pretrial report to the Probation Department.
• 437 defendants completed pretrial successfully.
• 109,513 jail beds were saved.
As of August 31, 2018: 347 defendants on pretrial supervision and 142 defendants on GPS.
There have been several cases where a defendant has continued to work their current employment
based upon the pretrial program, in order to provide for their families and the program has also
provided any necessary treatment and housing in order for a defendant to be successful while on
pretrial supervision. More importantly, this program has allowed each pretrial defendant the
opportunity to have their attorney represent their criminal case in a non-custodial setting.
Page 74
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Page 75
Community Corrections
Glenn County
Partnership Membership
As of October 1, 2018
Goals, Objectives, Outcome Measures, and Progress
Brandon Thompson FY 2017-18
Chief Probation Officer
Goal: Provide effective supervision and programming to Post
Cindia Martinez
Release Community Supervision (PRCS) Offenders that
Presiding Judge or
ensures public safety and uses evidence-based practices
Designee
in reducing recidivism.
John Viegas
County Supervisor or Chief Objectives: • 100% of Offenders will be assessed to determine
Administrative Officer or their individual needs and appropriate referrals will be
Designee made.
• 100% of Offenders will be supervised based on their
Dwayne Stewart
risk level and needs.
District Attorney
Measure: • Number of Offenders (PRCS) released back into the
David Nelson
community during the calendar year July 1, 2017, to
Public Defender
June 30, 2018.
Rich Warran • Number of Offenders completing their period of
Sheriff supervision for the same time period.
JC Tolle • Number of Offenders on warrant status, as of June
Chief of Police 30, 2018
Christine Zoppi Progress: Glenn County had 17 Offenders released back into the
Department of Social community. One failed to report, as directed. As of June
Services, Department of 30, 2018, we had 5 Offenders on active warrant status.
Mental Health, Department We had 25 Offenders complete their term of supervision.
of Employment, and Alcohol Offenders must be violation free for 1 year before being
and Substance Abuse released from supervision, rather than the minimum time
Programs of six months. 32% were deemed unsuccessful; We had
2 Offenders sustain a new felony conviction. 16% had
Tracey Quarne
their max term expire. 52% completed their term of
Office of Education
supervision successfully.
Vacant
Community-based
Organization
Teresa Pinedo
Victims’ Interests
The CCP meets quarterly
Page 76
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Provide effective supervision and programing to Alternative Custody Supervision (ACS)
Offenders that ensure public safety and use evidence-based practices in reducing
recidivism.
Objectives: • 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 their ACS program. Nine Offenders
were released on the Home Electronic Monitoring Program (HEM), while 8 Offenders
were released to complete a residential treatment program. Of the 9 Offenders released
on HEM, 6 or 67% were deemed successful and 3 or 33% were deemed unsuccessful.
One was charged with a new law violation, while 2 were returned to custody for
violations. Of the 8 Offenders released to a residential program, 4 or 50% completed
their program, while 50% failed their program. Of the 4 that failed their program, 3
returned to custody due to violations and 1 was charged with a new law violation.
Goal: Provide in-custody and outpatient mental health and drug and alcohol services to
AB109 Offenders.
Objectives: • Provide AB109 Offenders, who meet the criteria, a mental health diagnosis
assessment.
• Provide AB109 Offenders individual treatment, outpatient mental health and
substance abuse services.
• Provide mental health and substance abuse support services while AB109
Offenders are 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. Across all domains of Substance
Use services, MH services, Courage for Change, and Anger Management services, a
total of 233 services were provided.
During this reporting period for outpatient services, 23 individuals participated in
substance use services, while 18 individuals participated in mental health services. 33
individuals participated in Courage for Change, in addition to anger management
classes. In total, 903 services were provided to this population.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in FY 2018-19.
Page 77
FY 2017-18 and 2018-19 Allocations
Reserve Funds
$62,464
$1,879,050
Carry over
$1,661,168
Department of Finance
$7,917
$19,998
Unity House
$19,975
$217,808
District Attorney
$155,000
Health and Human $309,714
Services $309,714
$306,254
Sheriff
$306,254
$562,983
Probation
$559,615
FY 2018-19 $3,295,807 FY 2017-18 $3,082,107
Page 78
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
County Finance Department
$7,917
$217,808
District Attorney
$155,000
Clinician*
$111,014
Critical Incident training *
$8,000
$47,756
Resource Center/Client Supports*
$42,146
$35,000
Drug and Alcohol*
$65,984
$226,958
Mental Health *
$82,570
$40,000
Jail Medical**
$40,000
$21,000
Jail Special Needs/Electronic Monitoring**
$21,000
$245,254
Alternative Custody Supervision**
$245,254
$13,193
K-9 Program***
$13,193
$10,403
Electronic Monitoring***
$10,403
$2,558
Drug Testing***
$2,558
$536,829
Probation Supervision
$533,461
FY 2018-19 $1,396,759 FY 2017-18 $1,338,500
*Health and Human Services
**Sheriff's Department
***Probation
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$19,998
Unity House
$19,975
FY 2018-18 $19,998 FY 2017-18 $19,975
Page 79
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
Partner agencies submit budget proposals annually to the CCP board requesting funds for their
programs. Agencies can also submit request throughout the year if needed before the next budget
cycle. 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 take place with county partners in tracking the successes of offenders that
participate in the programs and changes are made when necessary.
Does the county consider evaluation results when funding programs and/or services?
Yes. Partner agencies provide outcome data to the CCP board.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
41% to 60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
Sheriff – Alternative Custody Supervision (ACS)
Health and Human Services – Drug and Alcohol, Mental Health Eligibility, Assessments, Cognitive
Interventions, Life Skills, and Anger Management, Out-Patient Recovery (Discovery House). We
utilize programs such as Salvation Army, Jordan's Crossing, and Jericho Project for Residential
Treatment Programs.
Office of Education – Assessments, Success One Charter School where an individual can earn
his/her high school diploma or GED.
Probation – Assessments, Electronic Monitoring, Cognitive Interventions, Supervision based on risk
levels, Pre-Trial Services.
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.
What challenges does your county face in meeting these program 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 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 county declined to respond to this question.
Describe a local best practice or promising program that has produced 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. Since its inception, the program has had 14
individuals who graduated from high school. For the 2017-2018 school year, 18 students were
enrolled and 2 received their high school diploma.
Page 81
Community Corrections Humboldt County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Shaun Brenneman
Chief Probation Officer Goal: Improve outcomes for AB109 offenders placed in
residential substance use disorder programs through
Kim Bartleson
continuing case management.
Presiding Judge or
Designee Objectives: • Contract with community based organization to hire 5
case managers to work with local SUD treatment
Vacant
programs
County Supervisor or Chief
• Case managers assist participants in transition
Administrative Officer or
planning and linkage to supportive community
Designee
programs prior to exiting treatment
Maggie Fleming
• Case managers provide continuing case
District Attorney
management following exit from treatment
Marek Reavis
Measure: • Contract with Redwood Community Action Agency
Public Defender
completed, and 5 case managers hired
William Honsal • Number of participants who received case
Sheriff management services in the fiscal year
Steve Watson Progress: Contract between County and RCAA was implemented
Chief of Police and 4 case managers were hired. During fiscal year, 97
participants had case plan developed with case
Connie Beck
managers.
Department of Social
Services, Department of
Goal: Improve access for offenders released on AB109 and
Employment, Department of
offenders detained in the Humboldt County Jail to
Mental Health and Alcohol
substance use disorder treatment programs,
and Substance Abuse
detoxification, and sober living housing
Programs
Objectives: • Subsidize treatment participation for AB109 and jail
Vacant
based offenders
Office of Education
• Subsidize detoxification services for AB109 offenders
Wes Harrison
• Subsidize sober living housing for AB109 offenders
Community-based
Organization Measure: • Number of stays in detoxification facility subsidized
for AB109 offenders
Vacant
• Number of courses of residential substance use
Victims’ Interests
disorder treatment subsidized
• Number of instances of sober living subsidized for
AB109 offenders
The CCP meets monthly
Progress: Subsidized: 32 detoxification services; 266 courses of
SUD treatment; 97 instances of sober living.
The CCP reports it will use the same goals, objectives, and
outcome measures identified above in FY 2018-19.
Page 82
FY 2017-18 and 2018-19 Allocations
$2,974,491
Probation Department
$25,000
Grifin Recovery
$176,830
Humboldt County Sheriff (Suicide Net)
$250,000
Radio Project for Eureka Police Department
$750,000
Radio Project for local Law Enforcement (Humboldt County)
RIMS Data Sharing And Sequential Intercept Mapping
$53,210
Humboldt Recovery Center-Moral Reconation Therapy
Program $3,156
One-Time District Attorney - Cellebrite Software
$8,706
One-Time Radio Project for local Law Enforcement
$750,000
Probation Department and One Time Treatment Augment
$2,800,162
$1,848,298
Mental Health Branch and Crisis Intervention Team Training
$1,431,726
$371,104
Employment Training Division
$296,500
Redwood Community Action Agency Case Management $144,301
Services $217,987
Sheriff's Work Alternative Program And Correctional Facility $730,580
Realignment $698,327
$52,440
County Administrative Office- Revenue Recovery Division
$20,000
Capital Projects - SB863 Cash Match
$239,941
One-Time Correctional Facility Costs And Motivational
Interview Training $188,749
Employment Training Division Grant Cash Match
$82,576
$128,598
Public Defender Case Management System
$38,850
$672,267
California Forensic Medical Group
$652,865
FY 2018-19 $6,669,572 FY 2017-18 $5,672,614
FY 2017-18: Carry-Over Funds from Prior Years $1,810,141
FY 2018-19: Carry-Over Funds from Prior Years $1,454,337
Page 83
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$25,000
Grifin Recovery
$176,830
Humboldt County Sheriff (Suicide Net)
$250,000
Radio Project for Eureka Police Department
Radio Project for local Law Enforcement $750,000
(Humboldt County)
Local Law Enforcement - RIMS Data Sharing
$32,210
One-Time District Attorney - Cellebrite Software
$8,706
One-Time Radio Project for local Law
Enforcement $750,000
Probation Department - One Time Treatment
Augment $500,000
$2,974,491
Probation Department
$2,300,162
Dept. of Health and Social Services - Crisis
Intervention Team Training $29,000
Mental Health Branch and Crisis Intervention $1,848,298
Team Training $1,402,726
$371,104
Employment Training Division
$296,500
$459,060
Correctional Facility Realignment
$440,327
$271,520
Sheriff's Work Alternative Program
$258,000
County Administrative Office- Revenue Recovery $52,440
Division $20,000
Capital Projects - SB863 Cash Match
$239,941
Humboldt County Sheriff - Motivational
Interviewing Training $4,200
One-Time Correctional Facility Costs
$184,549
Employment Training Division Grant Cash Match
$82,576
$128,598
Public Defender Case Management System
$38,850
FY 2018-19 $7,307,341 FY 2017-18 $6,587,747
Page 84
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$45,000
Client Housing Assistance (via Probation Budget)
$41,989
$671,628
CBO-Treatment Services (via probation Budget)
$948,514
$25,000
Electronic Monitoring (via probation Budget)
$21,481
Correctional Counseling MRT Training (via Probation
Budget) $6,605
Sequential Intercept Mapping (via Probation Budget)
$21,000
Humboldt Recovery Center-Moral Reconation
Therapy Program $3,156
Redwood Community Action Agency (Case $144,301
Management Services) $217,987
$672,267
California Forensic Medical Group
$652,865
FY 2018-19 $1,558,196 FY 2017-18 $1,913,597
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 executive committee modifies the existing plan through proposals brought forth by
interested parties or members of the committee. The committee reviews the proposal, and in an
open meeting discusses how it fits into the existing local strategy. Matters are put to a majority vote.
Approved items are then sent to the county board of supervisors for adoption.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. Outcomes for programs paid with AB109 funds are tracked by the respective agencies and
reported to the CCP executive committee on a monthly basis.
Does the county consider evaluation results when funding programs and/or services?
Yes. When available, the county reviews outcomes measures for programs and considers this
information when determining continued funding. Piloting of new programs or strategies allows for
the collection of data to determine if said strategy should be included in the long-term plan for the
county.
Page 85
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
41% to 60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
AB109 funding presently supports a comprehensive array of behavioral health services. It provides
for services both within the jail and in the Community Corrections Resource Center. The funding
employs a portion of a psychiatrist, a nurse family practitioner, psychiatric med nurse, supervising
mental health clinician, mental health clinicians, substance abuse counselors, and mental health case
managers. The staff provide crosswalk services to acutely mentally ill offenders being released from
the jail, ongoing mental health services, medication support, substance use disorder treatment, and
cognitive behavioral groups to target populations.
What challenges does your county face in meeting these program and service needs?
Hiring and retaining staff for funded positions remains 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?
Crisis Intervention Training has been helpful in preparing first responders to deal with mentally ill
offenders.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
Probation officers are trained in the individual cognitive behavioral intervention Effective Practices in
Community Supervision (EPICS). This has been beneficial in a small county where forming regular
cognitive behavioral groups is not practical due to geographic separation, transportation, and small
numbers. Due to the relatively small population, statistical evidence of effectiveness is not possible
but anecdotal evidence is positive.
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Page 87
Community Corrections Imperial County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Dan Prince
Chief Probation Officer Goal: Offer Cognitive Behavioral Therapy (CBT) programming
to clients
Maria Rhinehart
Presiding Judge or Objectives: • The programs will help probationers and incarcerated
Designee individuals modify their behaviors and encourage
rehabilitation
Tony Rouhotas
County Supervisor or Chief Measure: • These programs will be evaluated by the number of
Administrative Officer or
clients who successfully complete the various CBT
Designee
programs
Gilbert G. Otero • These programs will be evaluated by the number of
District Attorney clients who continue to attend CBT programs once
they are released from jail so they can further their
Ben Salorio
rehabilitation
Public Defender
Progress: Probation Officers have been providing CBT
Raymond Loera
programming to probation clients and to inmate clients
Sheriff
within the jail facilities with graduation ceremonies
Brian Johnson occurring during the fiscal year. Probation Officers will
Chief of Police continue to provide CBT programming within the fiscal
year to continue to assist clients.
Peggy Price
Department of Social
Goal: Develop and implement a Mental Health Court Calendar
Services
for clients diagnosed with a mental illness
Priscilla Lopez
Objectives: • Partner with the Superior Court, Sheriff’s Office,
Department of Employment
Probation, and Behavioral Health to develop a
Andrew Kuhlen specialized court to serve clients living with a mental
Department of Mental illness
Health • This partnership seeks to alleviate court delays for
Don Gorham the Mental Health population involved in the criminal
Alcohol and Substance justice system
Abuse Programs
Measure: • This partnership will assist with addressing issues
Todd Finnell and decrease the amount of time clients are at the
Office of Education county jail until the judge orders competency
evaluations and are able to transfer incarcerated
Carlos Contreras
individuals to an inpatient hospital
Community-based
• Having follow up court hearings will allow for the
Organization
partnering agencies to keep track of clients and their
Deborah Owen rehabilitation process along with addressing issues
Victims’ Interests that may arise within the case
• Reduce the amount of time an incarcerated individual
waits for treatment at an inpatient hospital
The CCP meets monthly
Progress: The Mental Health Court Calendar began in September
2017 and there are currently 60 clients (including military
diversion) on the mental health caseload. All
collaborative agencies are working diligently to further
assist these clients in their rehabilitation.
Page 88
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Hire a Psychiatric Social Worker for the Imperial County Sheriff’s Office Correctional
Facility
Objectives: • 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: • This partnership will enhance the level of services offered to the Mental Health
population involved in the criminal justice system
• This partnership will shorten the time it takes for the Mental Health population
involved in the criminal justice system in receiving services
Progress: A Psychiatric Social Worker has been hired and is currently assigned to the Imperial
County Sheriff’s Office Correctional Facility. The Psychiatric Social Worker conducts
assessments, and provides counseling sessions to various clients within the jail
facilities, along with offering programming to the mental health unit within the jail facility.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Contract with Smart Recovery to offer drug and alcohol counseling to clients who live in
outlying areas within the county
Objectives: • Providing rehabilitative services in outlying areas of the county will provide services
to clients who would normally be unable to attend classes due to transportation
limitations
• Smart Recovery will assist Probation clients identify their substance abuse issues
and work towards modifying their behaviors and encourage rehabilitation
• Smart Recovery will help probationers gain knowledge and tools in making proactive
changes in their lives
Measure: • Smart Recovery will be evaluated by the number of clients who successfully
complete their drug and alcohol program
• Smart Recovery will be evaluated by tracking the number of routine drug tests being
administered to clients while they are on probation to determine if the drug tests are
negative or positive
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Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Goal: Offer vocational trade schooling to probation and inmate clients
Objectives: • The Probation Department will work with collaborative agencies to implement a
vocational trade school at the Day Reporting Center to probation and inmate clients
• Vocational trade schooling will provide probation and inmate clients education plus
skills to obtain employment in a specific vocational trade
Measure: • The program will be evaluated by the number of probation and inmate clients who
successfully complete the vocational trade schooling program
• The program will be evaluated by the number probation and inmate clients who are
employed after they graduate from the vocational trade school program
FY 2017-18 and 2018-19 Allocations
$113,302
Carry Over
$9,650
Library
$15,000
$2,506,340
Sheriff
$4,146,618
$253,327
Public Defender
$253,327
$1,002,881
Probation
$876,156
$992,484
Day Reporting Center
$914,584
$300,316
District Attorney
$280,978
$565,542
Behavorial Health
$565,542
FY 2018-19 $5,743,842 FY 2017-18 $5,918,768
FY 2017-18: Carry-Over Funds $1,133,437
Page 90
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$100,000
Behavorial Health-Treatment & Education
$113,302
Carry Over
$109,789
Charter School
$89,484
$253,327
Public Defender - Deputy
$253,327
District Attorney-Investigator, Victim Witness $300,316
Supervisor, Deputy $280,978
$62,475
Sheriffs Operational
$60,475
$1,823,655
Inmate Housing
$3,451,025
$620,210
Operation CWS Program
$635,118
$77,900
Day Reporting Center Operational
$152,500
$102,269
Behavorial Health-Counselor
$92,189
$229,025
Substance Abuse Treatment
$200,000
$116,000
Smart Recovery
$116,000
$49,900
Probation Operational
$39,050
$40,000
Sex Offender Counseling & Polygraph
$38,160
$3,000
Home Detention/EM Program
$3,500
$952,981
Field Supervision/PCRS
$795,446
$761,795
DRC Programs/Services
$672,600
Sober/Transitional Living Housing
$128,115
$18,248
Transport Behavorial Health Services
$29,238
$9,650
Library Literary Services
$15,000
FY 2018-19 $5,743,842 FY 2017-18 $7,052,205
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FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
• The county reported no allocation to non-public agencies for programs and services.
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
Yes. Average daily population, conviction, length of stay, recidivism, and treatment program
completion dates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
21% to 40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
• Substance Abuse outpatient treatment and education
• Psychiatric Social Worker providing services within the jail facilities
• SMART Recovery
• TESS jail program
• Sober living and emotional wellness homes
• McAllister Residential Treatment Facility (San Diego)
• Freedom Ranch Treatment facility (Campo)
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What challenges does your county face in meeting these program 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. During the fiscal year, an additional
classroom was renovated to 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 behavior.
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 have been undertaken 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 challenges facing 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 to provide assistance when a mental illness crisis takes place.
The implementation of the Charter School provides clients the opportunity to obtain their High School
diploma, allowing them to be better prepared for employment opportunities and higher education
opportunities. Other programs and services continue to be evaluated to ensure that the programs are
consistent with Evidence Based Practices and relevant to the needs identified in participant’s
assessments.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
Programs providing services at the Day Reporting Center have produced positive outcomes for the
population they serve:
The GEO Group Inc. has been successful in facilitating six
program graduations during the last four years. For the
current fiscal year, they have had 60 successful program
completions, and currently have 73 active participants. The
enrollment of probationers in the GEO Program has
increased to 75 participants as an effort to meet the
increased need to serve the population. Ten program slots
have been added through a contract with CDCR for parolees
released from state prison. To date, GEO Program has
enrolled 59 Probation Clients, 5 jail inmates, and 9 Parole
clients. Employment and educational placement is currently
at 56% of those enrolled in the GEO Program.
A partnership with New Creations, a local faith –based organization, has been successful in enrolling
70 participants in the statutorily mandated 52-week Batterer’s Program for this fiscal year. This
certified program has added a second bilingual class to meet a growing number of participants; for
this fiscal year, they have had 30 graduates.
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Imperial County Behavioral Health Services have also been providing direct assistance to
probationers in which participants are assessed and referred for services that best meet their needs
and assist in increasing their opportunities for rehabilitation. This includes referrals to residential
treatment facilities, counseling, offering cognitive behavioral therapy programming inside the jail
facilities, and community based outpatient substance abuse services. Behavioral Health currently
contracts with Foundations for Recovery, a residential treatment facility. They have opened two
facilities in the county to assist with the rehabilitation of AB 109 and Behavioral Health clients.
Imperial County Sheriff’s Office (ICSO) has continued their
collaboration with Imperial Valley College by increasing the number
of higher education classes offered to their inmate population. For this
fiscal year, Imperial Valley College courses offered at ICSO included
a history course, an art course, a welding course, along with the
Inside/Out College program, which is the first of its kind in the State
of California. In 2016, the Inside/Out program was awarded the
prestigious 2016 CSAC Challenge award for its innovation and
dedication to building success between education and corrections.
Imperial County Sheriff’s Office also works alongside Cal
Trans and Public Works by providing these agencies
inmate work crews to assist with various community
clean-up operations within the Imperial County. In 2018,
the Cal Trans inmate work crew accounted for 8,134
man-hours worked, they collected 4,976 trash bags, and
walked 232 miles. The Public Works inmate work crew
accounted for 7,811 man-hours worked, they collected
2,496 trash bags, and walked 556 miles.
In 2018, the Day Reporting Center hosted their third
Adult Re-entry Summit. The Summit was geared towards the adult probation and incarcerated client
population. Attendees received information with regard to medical, education, and employment
opportunities from local agencies. The summit has also
been able to help clients create connections with local
private and public agencies whose goal is to assist them
in their rehabilitative efforts.
Relevant breakout sessions were also offered which
included public health assistance, public assistance
enrollments, and how to expunge one’s criminal record.
The third Adult Re-entry Summit guest speaker was actor
Cesar Garcia, who shared his life story of gang
involvement, and how acting was able to save him and
help him build a better future.
From the first Adult Re-entry Summit in 2016 to the
third in 2018 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 fourth Adult Re-
entry Summit is scheduled for February 21, 2019.
In 2018, The CCP with assistance from the Imperial
County Office of Education has continued to grow the
Day Reporting Center Charter School. The DRC
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Charter School is a drop-out recovery program assisting probationers, parolees and inmate clients
obtain their High School Diploma or GED. 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 16 students enrolled. Since
inception, the DRC Charter School had three graduates, who
have all continued with their higher education. 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.
Also in 2018, Probation Officers began offering Cognitive Behavioral Therapy classes within the jail
facilities. Classes offered to inmates within the jails Protective Custody and medium security units
included Moral Recognition Therapy, Crossroads Felony Offenses, and Crossroads JobTec.
Students were very receptive and actively participated throughout the programs. For the fiscal year,
there have been five program graduations, each graduating class averaging eight students.
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Community Corrections Inyo County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Jeffrey L. Thomson
Chief Probation Officer Goal: Implement a re-entry court
Brian J. Lamb Objectives: • Work with Superior court and other stakeholders to
Presiding Judge or implement a re-entry court designed similar to the
Designee existing Drug Court
• Develop a re-entry team consisting of Probation,
Clint Quilter
HHS, Re-entry Coordinator, District Attorney, and
County Supervisor or Chief
other key stakeholders
Administrative Officer or
Designee • Direct appropriate offenders, who will be released
from custody on supervision, to the re-entry court in
Thomas Hardy
order to help offenders find housing and employment
District Attorney and
in an effort to reduce recidivism
Victims’ Interests
Measure: • Number of offenders ordered to re-entry court
Kristine Eisle
• Number of new crimes committed while in the re-
Public Defender
entry program
Jeff Hollowell • Number of re-entry participants who become
Sheriff employed
Ted Stec Progress: A reentry team has been established. Offenders are
Chief of Police screened prior to release from custody to determine
eligibility for reentry services. Contracts are in place to
Marilyn Mann
help alleviate housing issues.
Department of Social
Services, Department of
Goal: Integration of stakeholder case management systems
Employment, and Alcohol
and Substance Abuse Objectives: • Integrate case management systems between the
Programs DA and Probation
Gail Zwier • Integrate CMS between DA and Court
Department of Mental • Integrate CMS between Probation and Court
Health
Measure: • Timely information flow between the stakeholders
Lisa Fontana • Fewer court delays from initial referral to sentencing
Office of Education for the adult and juvenile populations
Misti Clark Progress: Probation, DA, and Court continue to work with the
Lily Figueroa individual vendors. This project has proven to be a
Matt McPhee complex project with many issues. All stakeholders
Community-based continue toward integration.
Organization
The CCP meets bi-monthly
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Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Employment Program
Objectives: • Work with local employers to provide jobs to the realigned population
Measure: • Number of jobs provided to realigned population
• Number of realigned population with a job for less than 6 months
• Number of realigned population with a job for more than 6 months
Progress: Our Reentry Coordinator has developed relationships with local employers and several
of our criminal justice involved individuals have gained employment.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Expand Reentry Services at the Jail
Objectives: • Create new program space for inmates
• Explore different options for program space
• Develop a plan to utilize existing empty county facility for expanded program space
Measure: • Increased services at the jail
• Increased capacity for programs and services at the jail
FY 2017-18 and 2018-19 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 2018-19 $507,357 FY 2017-18 $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.
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FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$40,823
Electronic Monitoring/GPS Program
$44,482
$2,000
Reward/Sanctions Matrix Program
$2,000
$10,000
Re-Entry Assistance Program
$5,000
$26,029
High Risk Case Management
$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
$90,000
$45,000
In-Custody Inmate Work Crew Program
$40,000
FY 2018-19 $377,165 FY 2017-18 $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 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
• The county reported no allocation to non-public agencies for programs and services.
Responses to Optional Survey Questions
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 the general CCP meetings. The Executive CCP
members meet to develop priorities based on the needs of the community and the discussions of the
full CCP body. The CCP Executive Committee develops the budget needed to provide programs and
services. The budget is provided to the County Board of Supervisors for their consideration. Most of
the programs and services are provided by county agencies.
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 will not be able to truly assess the
Page 98
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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
Yes. Conviction, length of stay, and recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
61% to 80%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
The County’s Health and Human Services Behavioral Health Division provides 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. Probation staff provide cognitive behavioral programs to
individuals and groups both in-custody and out-of-custody. Intensive case management is provided
by our reentry team including housing assistance, employment assistance, and transportation to and
from medical and mental health appointments. A new telemedicine program is soon to be
implemented, which will enhance the services available to inmates as well as community members
in hard-to service-areas of the county.
What challenges does your county face in meeting these program 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.
• 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 expanded its in-custody programming to include anger management and women’s
trauma group.
Inyo County Superior Court was awarded a reentry grant that is currently being used to provide for a
contract for a dedicated psychologist to the reentry program. Initially the psychologist was only
working with the reentry population after they were released from jail. However, his services were
Page 99
recently expanded, and he now works with the reentry population while in-custody and after they
have been released.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
Six (6) probation staff have been trained to provide cognitive behavioral therapy including Moral
Recognition Therapy, Cognitive Restructuring using Cost Benefit Analysis and Behavior Chains
(EPICS), Skill Building using Role Play (EPICS), and motivational interviewing.
Every reentry participant that is released from jail has an updated assessment completed and a case
plan developed. A dedicated reentry team provides supervision and support in order to help the
reentry participant to be successful.
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Community Corrections Kern County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
TR Merickel
Chief Probation Officer Goal: Continue to provide funding opportunities for Community-
Based Organizations (CBO) to provide re-entry services
Terry McNally
to the criminal justice population in Kern County
Presiding Judge or
Designee Objectives: • Provide an open, fair, and competitive process for
offender re-entry services.
Leticia Perez
• Continue utilizing CBOs to help offenders gain
County Supervisor or Chief
access to the services and tools they need to become
Administrative Officer or
productive citizens of the community.
Designee
• 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 RFP for CBO to provide
Donny Youngblood re-entry services to the criminal justice population in
Sheriff Kern County.
• Acquired a system for tracking CBO participant
Lyle Martin
outcomes.
Chief of Police
Progress: The development of a case management system for
Dena Murphy
CBO’s was acquired. CaseloadPRO assists with tracking
Department of Social
participant demographics, services, outcomes,
Services
participant costs, and program quality.
Teresa Hitchcock
On May 23, 2018, the CCP approved to authorize staff to
Department of Employment
develop and implement the new CBO Request for
Bill Walker
Proposal (RFP) process. There was a total of $5,531,091
Department of Mental
available for this CBO program. The RFP was open from
Health
June 28, 2018 to July 31, 3018. The AB 109 funding
Ana Olvera originated from the State and the applicants were to
Alcohol and Substance submit proposals that focus on one or more of the
Abuse Programs following service areas: Sober Living Environment (SLE)
and supportive services, Education/Vocational/
Mary C. Barlow
Employment, Case Management Services, and Other
Office of Education
(Any other service, evidence-based programs, proven
Tom Corson practices, and/or best practices aimed at reducing
Community-based recidivism).
Organization
On October 4, 2018, the CCP approved the Evaluation
Linda Finnerty Committee’s recommendations for awards to 8
Victims’ Interests organizations (Freedom House, New Life and Recovery
Services, Positive Visions, Bakersfield Recovery
Services, Minnie Marvels, Garden Pathways, WestCare,
The CCP meets quarterly and STEPS). These organizations provide services to
male and female offenders reentering the community.
Page 102
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Incorporate evidence and research into program development and policymaking
Objectives: • Develop a framework for using the Kern County Results First model and nation
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 Community-Based Organizations.
• 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. Sober Living
Environments are also regularly monitored. Development of a process and schedule
for future evaluations is underway. BSCC has twice evaluated the Sheriff’s Office
Residential Substance Abuse Treatment Program using the rigorous Evidence-Based
Correctional Program Checklist. A third evaluation is expected in FY 2020/21. In the
most recent evaluation, the program showed an improvement of 14.1 percentage
points in its overall score from the first evaluation in 2014.
Goal: Improve/increase the successful integration of the offender into the community by
addressing lack of stable housing
Objectives: • 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: Due to a reduction in funding, housing available through the CCP’s CBO Program was
reduced by 25%. Through the addition of new staff, CCP agencies can further work
towards the goals of program evaluation, accurate data collection, and effectively
monitoring Community-Based Organizations. 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 2018-19.
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FY 2017-18 and 2018-19 Allocations
$55,568
Contingency
$50,280
$290,658
Street Interdiction Team
$263,000
$937,500
Employers' Training Resource
$533,736
$918,992
Public Defender
$831,545
$1,789,872
Community-Based Organizations
$1,610,835
$1,967,485
District Attorney
$1,663,090
Behavioral Health & Recovery $5,991,842
Services $5,396,307
$15,789,619
Probation Department
$13,809,180
$18,013,925
Sheriff's Office
$15,777,796
FY 2018-19 $45,755,461 FY 2017-18 $39,935,769
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$290,658
Street Interdiction Team
$263,000
Employers' Training Resource & Paid-Work $937,500
Experience $533,736
$4,519,559
Behavioral Health and Recovery Services
$3,965,274
$1,958,322
In-Custody Services
$1,966,533
Virtual Jail Program (including Sheriff's $1,292,350
Parole and Work Release) $1,063,292
$4,452,546
Electronic Monitoring Program/GPS
$4,504,978
$125,604
Pre-Trial Release Program
$124,524
$1,416,134
Evidence-Based Program Unit
$1,092,810
$10,213,336
Intensive Community Supervision
$8,957,876
$1,270,000
Day Reporting Center
$920,000
FY 2018-19 $26,476,009 FY 2017-18 $23,392,023
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FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$1,472,283
Behavioral Health and Recovery Services
$1,431,033
$1,789,872
Community-Based Organizations
$1,610,835
FY 2018-19 $3,262,155 FY 2017-18 $3,041,868
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.
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.
Due to contracts concluding on December 31, 2018, the process to start the next round of contracts
began in FY 17/18. On May 23, 2018, the CCP authorized staff to develop and implement the new
CBO RFP process. There was a total of $5,531,091 available for this CBO program. On June 28,
2018, Probation, on behalf of the CCP, issued the RFP. The RFP was open from June 28, 2018 to
July 31, 2018. The AB 109 funding originated from the State and the applicants were to submit
proposals that focus on one or more of the following service areas:
• Sober Living Environment (SLE) and supportive services
• Education/Vocational/Employment
• Case Management Services
• Other (Any other service, evidence-based programs, proven practices, and/or best practices
aimed at reducing recidivism)
On October 4, 2018, the CCP approved the Evaluation Committee’s recommendations for awards to
8 organizations:
• Freedom House
• New Life and Recovery Services
• Positive Visions
• Bakersfield Recovery Services
• Minnie Marvels
• Garden Pathways
• WestCare
• STEPS
Page 105
These organizations provide services to male and female offenders reentering the community. On
November 13, 2018, the Board of Supervisors approved the CCP’s RFP award recommendations to
provide community-based services for AB 109 individuals in Kern County and enter into contract
negotiations.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. Day Reporting Center Evaluation Study – The recidivism rates of the Day Reporting Center
(DRC) participants was investigated in a study by Kern County. The results of the study showed that
the DRC program greatly reduces recidivism for high-risk offenders. In the study, three groups were
examined. The groups included DRC graduates, individuals who participated in the program for at
least 90 days without graduating, and a control group of individuals who did not participate in the
DRC but had similar characteristics with program participants. Through the DRC, recidivism rates
decrease which in turn saves a substantial dollar amount through a decrease in incarceration,
prosecution, defense, courts, supervision, and victimization costs.
Results First Project – With the intent to provide information to policymakers to assist with
programmatic decisions, in 2014 Kern County began participating in the Pew-MacArthur Results First
Initiative (Results First). Through the Initiative, a comprehensive program inventory was developed,
a cumulative Kern County recidivism rate was calculated, criminal justice costs specific to the County
were generated, and this information populated the Kern County Results First Model. Based on the
results from the Kern County Results First Model, the average return on investment for Kern County
evidence-based programs is $7.43 per $1.00.
Community-Based Organization (CBO) Monitoring – The CBO’s that are contracted through the CCP
provide several reentry services. These services include residential/transitional housing,
transportation, substance abuse, vocation/educational, and case management services. The
Sheriff’s Office, Probation Department, and Behavioral Health and Recovery Services coordinate to
conduct CBO monitoring which involves on-site visits, monthly meetings, and CBO reviews. The
development of a case management system for CBO’s was acquired. CaseloadPRO assists 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 a professor from California State University, Bakersfield (CSUB) to statistically
evaluate the effectiveness of that program. Additionally, the program was evaluated in 2014 and
2018 by the Board of State and Community Corrections using their Evidence-Based Correctional
Program Checklist. The Sheriff’s Office continues to apply the lessons learned from these evaluations
to the ongoing improvement of all of its in-custody programs.
Does the county consider evaluation results when funding programs and/or services?
Yes. The results from the Day Reporting Center (DRC) Evaluation were utilized to increase services
and crucial in justifying contract extension for an additional 2 years along with doubling participant
capacity from 200 to 400 per year. These results were also used to inform Probation’s decision to
open a Drug Day Reporting Center with a specific focus on substance use.
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.
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Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
41% to 60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
Kern County Behavioral Health and Recovery Services (KernBHRS) 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, early this year, the Ridgecrest Crisis
Stabilization unit was opened, allowing our clients and partner agencies the ability to receive the
same services in Eastern Kern County rather than driving to Bakersfield for services. Individuals may
be voluntarily admitted to the Ridgecrest CSU during a crisis. The CSU determine if there is a need
for hospitalization or if the individual can be treated and released back to the community. Discharge
from the CSU is coordinated with the individual’s current service provider for the community release
or as a notification that the individual was admitted to a psychiatric inpatient facility. KernBHRS is
also working on implementing two Recovery or “sobering” stations which were also identified as a
treatment gap within CCP Strategic Plan. Anticipated operation start date is 2019.
In 1998 the Sheriff’s Office and KernBHRS partnered to create a Mobile Evaluation Team (MET).
This joint response approach placed the Law Enforcement Officer and a Recovery Specialist in the
same vehicle for the first time in Kern County, increasing the level of collaborative crisis care services.
In 2016 MET services were expanded to include Virtual MET, to provide virtual crisis services to rural
communities in Kern County.
Below are some prudent services provided to this population:
In-Custody Services:
• Stages of Change and Motivational Interviewing
• Seeking Safety
• Moral Recognition Therapy (MRT)
• Matrix
Outpatient Services:
• Adult Transition Team (ATT)
• Aggression Replacement Training (ART)
• In-custody Services listed above are continue 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
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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 program and service needs?
• Providing services to individuals located in a large county with rural, remote and isolated areas.
This challenge has been mitigated to some degree by the previously mentioned opening of
the Ridgecrest Crisis Stabilization Unit in Eastern Kern County in 2018.
• Inability to increase programming and services due to lack of funding.
• A limited selection of qualified Community-Based Organizations to meet the needs of
offenders in Kern County.
• Finding stable, long-term, transitional housing.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
• Increased length of bed days per stay of clients in SLE homes from 90 days to 120 days.
• Increased communication, collaboration and rapport with partner agencies, Community-Based
Organizations, and various groups.
• Gathering and disseminating information, assessments, data, and resources.
• Development of a County-wide criminal justice Benefit-Cost Analysis.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
Day Reporting Center – The DRC provides various services for high risk offenders which include but
are not limited to: cognitive behavioral therapy, counseling, drug testing, drug education, educational
service, and employment services. The DRC has shown to reduce recidivism by 23% in DRC
graduates compared to a control group of similar characteristics. The results of this local study are
supported by the results from the Kern County Results First Model, which project a 24% recidivism
reduction for this program. Please see the Kern County DRC Study and Results First Brief for more
information. http://www.kernprobation.com/ab109ccp-realignment/plans-and-reports/
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. The
Probation Department hired and trained 9 Program Specialists and a Supervisor to facilitate
evidence-based programs. APC offers Thinking for a Change (T4C), Aggression Replacement
Training (ART), Moral Recognition Therapy (MRT), and utilizes Effective Practices in Community
Supervision (EPICS). APC held their 1st Graduation on October 20, 2017. In April 2018, 14
participants graduated from the APC and as of October 31, 2018, 24 have successfully completed
the required curriculum.
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. During FY 2017/18, Behavioral Health and Recovery Services
(BHRS) screened and admitted 228 participants into the in-custody Matrix treatment programs at the
Lerdo detentions facilities. Of these, 153 successfully completed the in-custody program, resulting
in a success rate of 67%.
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 2017 through April 2018,
Page 108
the center served 233 AB 109 assigned individuals. For these 233 individuals, the Access and
Assessment Center provided 122 mental health screenings, 131 mental health assessments with 36
no shows to their scheduled assessment appointment, and 10 “Other” face-to-face services. Of the
AB 109 individuals who received mental health assessments, 93 were linked to services within the
KernBHRS 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 2017 through April 2018, ATT served 132 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 MH disorder. Between July
2017 and May 2018, ACTion program served 95 AB 109 assigned individuals, with a total of 2,349
service contacts.
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 845 criminal justice involved individuals were referred to outpatient SUD services
between July 2017 and April 2018.
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
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 17/18, 404 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
program (RSAT) was submitted to the BSCC in 2016. 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. A second evaluation of the
program expanding the evaluation to encompass participants from 2015-2018 is expected to be
completed in late 2018.
In FY 17/18, 1,765 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
Page 109
as a certified GED testing site. In FY 17/18, 2,542 inmates attended educational classes and 32
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 17/18, 346 job sites
were completed and over 660 tons of litter were removed by inmate work crews.
Community-Based Sober Living Environments – The 9 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 17/18, these organizations saved 56,162 jail bed days, provided services
to 1,095 participants, and had 399 Program Completions.
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 KernBHRS 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.
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Community Corrections Kings County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Kelly Zuniga
Chief Probation Officer Goal: Data Analysis
Michelle S. Martinez Objectives: • Probation Department is in the process of hiring a
Presiding Judge or Crime Data Analyst to evaluate/measure data
Designee
Measure: • Additional employee and the ability to process data
Doug Verboon
Progress: Probation Department coordinated with administration
County Supervisor or Chief
and human resources to create job specification. Efforts
Administrative Officer or
will continue to fill this position in FY 2018-2019.
Designee
Keith Fagundes Goal: Results First Program
District Attorney
Objectives: • Work with CSAC to evaluate existing programs and
Marianne Gilbert
to implement Evidence Based Practices (EBP)
Public Defender
Measure: • Program evaluation and implementation of EBP
David Robinson
Sheriff Progress: Discussions are still ongoing with CSAC
Darryl Smith
Goal: Work towards seeking additional funding for
Chief of Police
programming
Sanja Bugay
Objectives: • Acquire additional funding for programming
Department of Social
Services Measure: • Additional funding
Lance Lippincott Progress: Probation is in the process of applying for a workforce
Department of Employment grant with the local Jobs Training Office for services at
the Day Reporting Center.
Dr. Lisa Lewis
Department of Mental
Goals, Objectives, Outcome Measures, and Progress
Health and Alcohol and
FY 2018-19
Substance Abuse Programs
Todd Barlow Goal: Implement a non-monetary risk based alternative to pre-
Office of Education trial detention
Jeff Garner Objectives: Work with stakeholders to develop a program to safely
Community-based reduce the number of low and medium risk offenders in
Organization the jail pending Court
Julia Patino Measure: Reduced pre-trial population
Victims’ Interests
Progress: Still in the planning phase; coordinating with the Sheriff
and the Courts to develop a pre-trial program.
The CCP meets quarterly
Page 112
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Goal: Increase EBP Programming for Post-Release Community Supervision (PRCS)
Population
Objectives: • Via the CCP, discuss increased programming
Measure: • Decreased PRCS recidivism
Progress: Additional programming will be discussed in the upcoming CCP meetings.
FY 2017-18 and 2018-19 Allocations
$50,000
Defense of the Accused
$38,000
$1,992,904
Probation
$1,945,113
$7,186,014
Sheriff's Office
$6,797,189
$190,182
District Attorney's Office
$163,205
$65,900
Human Resources
$65,900
$44,000
County Counsel
$44,000
$47,491
County Administration Office
$47,491
FY 2018-19 $8,226,538 FY 2017-18 $7,786,533
FY 2017-18: Carryover Funds: $1,314,365
FY 2018-19: Carryover Funds: $1,349,953
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$190,182
Victim Services
$95,515
Electronic Monitoring/House Arrest - $186,150
Probation $159,000
FY 2018-19 $376,332 FY 2017-18 $254,515
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
• The county reported no allocation to non-public agencies for programs and services.
Page 113
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
Presentation of potential programming followed by discussion and prioritization.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. Currently, CCP funds electronic monitoring to decrease jail population.
Does the county consider evaluation results when funding programs and/or services?
No.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
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?
County Behavioral Health and Community Based Organizations (CBO) provide mental health and
Substance Use Disorder (SUD) programs. Residential treatment; co-occurring treatment; day
reporting; and outpatient mental health services are available.
What challenges does your county face in meeting these program and service needs?
Access to psychiatric assistance is slow; assessment times are slow, but these services are
improving under new leadership.
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 produced positive results. If data
exists to support the results, please share.
The county declined to respond to this question.
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Community Corrections Lake County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Rob Howe
Chief Probation Officer Goal: Improve the continuum of services from in-custody, to
supervised, to discharge
Andrew S. Blum
Presiding Judge or Objectives: • Continue to add and improve in-custody services
Designee • Continue to add and improve programs offered
through the Day Reporting Center (DRC)
Carol Huchingson
County Supervisor or Chief
Measure: • Success and recidivism rates of clients receiving
Administrative Officer or
services throughout custody and supervision versus
Designee
those whose services were interrupted or not
Susan Krones received
District Attorney
Progress: We expanded our DRC services and programs to include
Mitchel Hauptman Nurturing Parenting and Men’s Recovery Support
Public Defender through Alcohol and Other Drug Services.
Brian Martin
Goal: Improve supervision through the use of electronic
Sheriff
monitoring
Brad Rasmussen
Objectives: • Increase the use of electronic monitoring in the
Chief of Police
Alternative Work Program
Crystal Markytan
Department of Social
The CCP reports it will use the same goals, objectives, and
Services
outcome measures identified above in FY 2018-19.
Vacant
Department of Employment
FY 2017-18 and 2018-19 Allocations
Todd Metcalf
Department of Mental $497,953
Reserve Funds
Health and Alcohol and $414,812
Substance Abuse Programs
$148,000
District Attorney
Brock Falkenberg $148,000
Office of Education
$147,781
Dr. Robert Gardner Behavioral Health
$147,781
Community-based
Organization $718,126
Sheriff's Department
$643,126
Crystal Martin
Victims’ Interests $448,900
Public Health
$448,900
The CCP meets annually $995,910
Probation Department
$995,910
FY 2018-19 $2,956,670 FY 2017-18 $2,798,529
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FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
Mental Health $15,000
Training $15,000
$18,775
Satellite Office DRC
$18,775
$636,000
Full Service DRC
$636,000
$25,000
Electronic Monitoring
$25,000
$170,000
In-Custody Services
$170,000
FY 2018-19 $864,775 FY 2017-18 $864,775
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$6,300
Sober Living Environment Placement
$6,300
Hilltop Recovery Full Residential $50,000
Treatment $50,000
FY 2018-19 $56,300 FY 2017-18 $56,300
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
Recommendations and offers for services are heard by the CCP. The CCP Executive Committee
decides and votes to determine what programs and services are implemented and funded.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes, by statistical comparison of clients that receive services 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 and
funding.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
Yes. Average daily population, recidivism, and treatment program completion rates.
Page 117
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
41% to 60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
Public Safety Realignment provides funding to Behavioral Health for a Mental Health Specialist,
Substance Abuse Counselor and a portion of a Staff Psychiatrist salary. These positions are
dedicated to clients either in-custody or at our Day Reporting Center (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 program and service needs?
Our biggest challenge continues to be getting our clients to participate and take full advantage of the
programs offered.
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, Probation managed, DRC and continue to add services and programs.
Describe a local best practice or promising program that has produced 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
Recognition Therapy (MRT), Alcohol and Other Drug Services (AODS) counseling, Dialectical
Behavior Therapy (DBT), Mental Health counseling, Anger Management, Job Readiness, Behavioral
Health Trauma Groups, Nurturing Parenting and Men’s Recovery Support through Alcohol and Other
Drug Services.
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Page 119
Community Corrections Lassen County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Jennifer Branning
Chief Probation Officer Goal: Maintain and improve the Lassen County Day Reporting
Center and the provided services for those referred by
Honorable Tony Mallery
Lassen County Probation and the Sheriff’s Office.
Presiding Judge or
Designee Objectives: • To provide efficient and adequate services for
offenders at the DRC
Richard Egan
• To establish a multiagency database and collect data
County Supervisor or Chief
within the data workgroup
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
District Attorney, Measure: • The number for offenders referred to the DRC
Community-based • To have clearly defined data definitions
Organization, and Victims’ • The number of successful participants discharged
Interests from the DRC (IE: have a job, successfully released
from Alternative Custody Supervision, successfully
Rhea Giannotti
terminated from Probation, etc.)
Public Defender
Progress: The Lassen County Day Reporting Center has improved
Dean Growdon
the offered services and expanded what classes and
Sheriff
services are offered. In the past year we have formed and
Kelly Merrit fostered partnerships and increased the number of EBP
Chief of Police offered.
Barbara Longo
Goal: To implement evidence-based practice and supervise the
Department of Social
PRCS caseload using those methods
Services and Department of
Employment Objectives: • To maintain current ORAS assessments on the
PRCS caseload and develop case plans to lower risk
Tiffany Armstrong
to recidivate and achieve the desired outcomes
Department of Mental
Health and Alcohol and • To implement the Behavioral Matrix and utilize the
Substance Abuse Programs different levels of sanctions and incentives
• Increase successful completion of PRCS supervision
Patti Gunderson
with minimal violations
Office of Education
Measure: • The number of current assessments for the PRCS
caseload
• The number of incentives versus the numbers of
The CCP meets monthly sanctions
• The number of formal violations, new charges, and
successful versus unsuccessful 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 120
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: To reduce recidivism rates of offenders sentenced to serve time in the Lassen County
Jail.
Objectives: • Continued expansion of alternative to incarceration programs, to include electronic
monitoring, residential treatment, and agreements with agencies in other
jurisdictions
• The addition of a full time Program Coordinator in the Jail will expand the program
and treatment opportunities for the incarcerated, and improve the transition from
custody, to the Day Reporting Center, and to the community
• Improve the employment rates of the incarcerated upon release
Measure: • Number of alternative to incarceration days vs. jail bed days
• The number of program and treatment hours completed by the jail population
• The number of vocational and job training hours completed by in-custody offenders
Progress: Alternative to incarceration programs: We continue to expand alternative to
incarceration program, including electronic monitoring and SWAP (sheriff work
alternative program). 651 actual alternative days served vs. 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, ADP),
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 better opportunity
for employment.
Vocational Training: The Sheriff’s Office implemented a milestones 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 motor-pool program, in which
offenders learn basic vehicle maintenance.
Employment: Prior to release from Lassen County Jail (ACJ), the Program Coordinator
ensures appointments with local service providers to include alcohol and drug, mental
health and Alliance for Workforce Development (employment workshops, job
assistance). They also provide life skills and job skills training as part of the education
program.
Page 121
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Maintain and improve the Lassen County Day Reporting Center and the provided
services for those referred by Lassen County Probation and the Sheriff’s Office
Objectives: • 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 (IE: have a job,
successfully released from Alternative Custody Supervision, successfully terminated
from Probation, etc.)
• Number of referrals to the DRC
Goal: To improve our data collection and reporting to ensure accurate data and statistics
Objectives: • To hire a Criminal Justice Analyst
• To have a trained employee who monitors, collects and cleanses data to ensure
proper collection and reporting for the purposed of QA
• To have comprehensive data management between the Sheriff’s department 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 and streamline information and produce
accurate statistics and data reports
Goal: Expansion of the jail based education program
Objectives: • To expand education and training opportunities for inmates of all classifications
• Expand relationship with Lassen Community College to include additional degree
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 correspondence programs
• Number of instruction hours completed in partnership with Lassen College, and the
number of courses completed by the incarcerated
• Number of inmates receiving their high school diploma or high school equivalency
Page 122
FY 2017-18 and 2018-19 Allocations
$171,738
Reserves
$157,512
$198,670
Program Expenditures
$150,000
$6,650
DRC Programs
$19,480
$15,000
Health & Social Services
$855,852
Sheriff Department
$860,031
$381,553
Probation Department
$335,700
FY 2018-19 $1,629,463 FY 2017-18 $1,522,723
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$15,000
Behavioral Health Services
$10,528
$15,223
GPS/Electronic Monitoring
$15,291
$26,353
In-Custody Services
$26,353
FY 2018-19 $56,576 FY 2017-18 $52,173
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$1,500
Treatment Programs-Journaling Program
$1,500
FY 2018-19 $1,500
Page 123
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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
Less than 20%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
Lassen County Behavioral Health has integrated our mental health and substance use disorder
services in a whole person approach to meet the multiple needs of individuals and families in the
community. Our “no wrong door” philosophy is meant to create more access to services and offer
appropriate levels of care. Walk In registration and screening helps eliminate waiting lists.
Our Crisis and Care Team is available to assist clients, social services, and community law
enforcement agencies with urgent mental health needs. Medical staff, therapists and case
management staff respond to crisis calls including assessments for voluntary and involuntary (5150)
hospitalization for severe symptoms of mental illness.
LCBH has contracted with 4 tele-psychiatrists providing services to adult, children, and substance
use disorder clients diagnosed with moderate to severe mental illness and addictive disorders.
Individual psychotherapy is provided by licensed and licensed eligible professionals. Outpatient co-
occurring (mental health, physical health and substance use diagnosis) services are available as well
as referrals to higher levels of care, including detox and residential substance use recovery services.
Psych Medications are monitored, and clients are assigned case managers for increasing
stabilization and engagement. A 24/7 crisis access and language line is maintained as well as the
availability of afterhours crisis contracted providers.
LCBH services are provided within multidisciplinary teams in order to address complex mental health
needs with evidence based practices that are trauma-informed, gender specific and culturally
competent. Individual and group sessions are designed for specialty services.
Children and Families, Adults, Senior Adults, Women, Veterans, Substance Use Disorders,
Adolescent, Perinatal/Postpartum Women services Teams are developed to offer strength based and
individualized approaches based on multi-dimensional assessments.
Page 124
Services can be covered by some insurances, however most clients are Medi-Cal eligible
beneficiaries.
Substance Use Assessments are comprehensive and recovery services provided include outpatient,
intensive outpatient, Medication Assisted Therapy and Withdrawal Management based on ASAM
levels of care. Court Related Services, (Drug Court, Prop 36, PC 1000) Health, Parenting, Prevention
and Early Intervention are also integral to an effective Substance Use Disorder Programs.
What challenges does your county face in meeting these program and service needs?
Lassen County is a large geographic rural area to provide mental health services within.
Transportation, poverty and cultural barriers exist like in many frontier communities and counties.
Complex needs are met by referring or placement of clients and transporting them to distant larger
cities or counties sometimes several hours away. Generational issues continue to be a challenge
with a need for more prevention programs. Prisons located in the county bring into focus the social
needs of families who have relocated here to be near loved ones or relatives. As in many rural
communities’ disparate healthcare and lack of employment and stable housing complicate and affect
the mental wellness of the families who live here.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
We try to make sure our programs are constantly reviewed and revised as needed, once
implemented. We like to ensure our programs are successful and we have the data to prove it. It is
also important for us to have a strong partnership with other county, city, and community based
agencies to ensure the targeted population is getting the assistance they need, and we are providing
consistent care. In a rural community with limited resources, it is important for us to maximize the
usage of the resources we have available. It is critical for us to match this population with the services
that will meet their needs.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
There are a number of programs being implemented that are showing positive results in Lassen
County. Change Company journaling series are being utilized with a number of different populations
with positive results. Lassen Family Services, a non-profit community based agency, provides an
effective parenting program to our population. The Batterer’s Intervention and Child Abuse
Prevention program that we used for much of the year met the requirements and also provided
positive results. The Day Reporting Center and Alternative Custody Supervision programs are also
showing positive results. The Day Reporting Center has a 57% success rate.
Page 125
Community Corrections Los Angeles County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Terri McDonald
Chief Probation Officer Goal: The Probation Department will implement a Cognitive
Based Intervention (CBI) program in order to address
Scott Gordon
criminogenic needs (e.g., anti-social thinking, anti-social
Presiding Judge or
personality pattern, etc.) and reduce recidivism.
Designee
Sachi Hamai Objectives: • By November 2017, the Probation Department will
County Supervisor or Chief begin providing the Evidence-Based Practice (EBP)
Administrative Officer or and CBI Carey Guide training to staff.
Designee • By March 30, 2018, at least 85% of Deputy Probation
Officers (DPOs)/Supervising Deputy Probation
Jackie Lacey
Officers (SDPOs) will successfully complete the EBP
District Attorney and
and CBI training.
Victims’ Interests
Measure: • By June 30, 2018, the CBI program will be
Nicole Davis Tinkham
implemented with AB 109 participants, and at least
Public Defender
25% of case plans created/revised after March 30,
Jim McDonnell 2018 will include the use of at least two Guides as
Sheriff strategies to address criminogenic or case
management needs.
Michel Moore
Sharon Papa Progress: The CBI program has been implemented in that the
Chief of Police department’s respective policies have been issued, over
85% of staff have been trained, and electronic versions
Antonia Jiménez
of the CBI program have been assigned to applicable
Department of Social
staff.
Services
Cynthia D. Banks
Department of Employment
Jonathan E. Sherin
Department of Mental
Health
Barbara Ferrer
Alcohol and Substance
Abuse Programs
Debra Duardo
Office of Education
Troy Vaughn
Community-based
Organization
The CCP meets quarterly
Page 126
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
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 (7) 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 contracted with the University of California Irvine (UCI) to
develop the Los Angeles Static Risk Assessment (LASRA) tool. The tool has been
developed and tested. However, the inmate population targeted for alternative to
custody programs no longer exists, as the majority of those eligible have been released
from custody due to overcrowding and the expansion of credits. Additionally, the format
in which the criminal history data is transmitted from the Department of Justice has
changed and is no longer compatible with the existing system.
Despite these challenges, the Sheriff’s Department will continue to work with the
Department of Justice and UCI to resolve these issues and to refine LASRA so that it
can be used as an objective tool for other populations.
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: The Department of Public Health Substance Abuse Prevention and Control (DPH-
SAPC) launched the opening of its co-located CENS at the Probation Pasadena office
on May 23, 2018. DPH-SAPC aims to add additional CENS co-locations in FY 2018-
19.
Although RSS was implemented in FY 2017-18, treatment providers continue to adjust
in utilizing the benefit, which was not available before FY 2017-18. DPH-SAPC has
continued to engage providers to utilize the benefit as intended and will continue to
work towards providing technical assistance to better understand the transitions
between treatment and aftercare. For FY 2017-18, eight (8) AB 109 clients engaged in
RSS for more than 30 days.
Page 127
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: The Probation Department will continue to implement a Cognitive Behavioral
Intervention (CBI) program to address criminogenic needs (e.g., anti-social thinking, anti-
social personality pattern, etc.) and reduce recidivism. (Continuation of goal from FY
2017/2018.)
Objectives: • Ensure newly assigned supervision Deputy Probation Officers and Supervising
Deputy Probation Officers (DPOs/SDPOs) are trained in the Evidence-Based
Practice (EBP) and CBI curriculum and policies.
• Ensure that supervision DPOs that have completed the EBP and CBI training
maintain their skills and knowledge through monthly booster sessions.
• Ensure that the use of the CBI workbooks is incorporated into the new/revised case
plans to address criminogenic or case management needs.
Measure: • By 6/30/19, at least 95% of supervision SDPOs will be trained in and will use the
selected EBP curriculum to reinforce DPOs’ EBP skills during their monthly unit
meetings.
• By 6/30/19, during a quality assurance review, at least 50% of case plans
created/revised after 4/30/19 will include the use of at least two CBI workbooks as
strategies to address criminogenic or case management needs.
Progress: The Department has successfully obtained Standards and Training for Corrections
(STC) certification for the EBP/CBI training to have internal staff provide the ongoing
training. Materials for these trainings are being ordered.
The Department is also in the process of ordering the selected EBP curriculum and
coordinating the training in the use of the curriculum for the SDPOs to use during their
monthly unit meetings.
Goal: Expand Substance Use Disorder (SUD) access and services for the AB 109 population,
creating a fuller, more complete continuum of care. (Continuation of goal from FY
2017/2018.)
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: CENS navigators serve as liaisons between individuals involved in State, city and
County partners and the specialty SUD system.
In FY 2018-19, DPH-SAPC introduced the co-locations of CENS navigators at five Los
Angeles Superior Court courthouses. These include Lancaster, San Fernando,
Pasadena, downtown Los Angeles, and Compton.
Although RSS was implemented in FY 2017-18, treatment providers continue to adjust
in utilizing the benefit, which was not available before FY 2017-18. DPH-SAPC has
continued to engage providers to utilize the benefit as intended and will continue to work
towards providing technical assistance to better understand the transitions between
treatment and aftercare.
Page 128
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Goal: Department of Health Services – Correctional Health Service (DHS-CHS) will provide
Substance Use Disorder (SUD) treatment under the Substance Treatment and Re-entry
Transition (START) in-custody treatment program to Assembly Bill (AB) 109 Revocation
Court clients
Objectives: • Collaborate with the Probation Department to establish work flow and logistics of
linking and treating AB 109 Revocation Court clients to START program.
Measure: • Commencement of screening, linkage, and treatment of AB 109 Revocation Court
clients to START program
Progress: In August and September 2018, DHS-CHS collaborated with Probation to establish work
flow and logistics for linkage and treatment of AB 109 Revocation Court clients to the
START program. In September 2018, DHS-CHS began screening and accepting eligible
AB 109 Revocation Court clients to the START program via referral from Probation.
Currently, Probation and DHS-CHS continue on-going discussions to address any
questions, concerns, or issues pertaining to linkage and treatment of AB 109 Revocation
Court clients to the START program.
Page 129
FY 2017-18 and 2018-19 Allocations
$49,000
Conflict Panel:
$50,000
$1,203,000
Alternate Public Defender’s Office
$1,153,000
$5,063,000
Public Defender’s Office
$3,373,000
$7,323,000
District Attorney’s Office
$5,313,000
$21,834,000
Office of Diversion and Reentry
$21,834,000
$2,054,000
Information Systems Advisory Body
$1,471,000
Countywide Criminal Justice $264,000
Coordination Committee $242,000
$267,000
Auditor Controller
$253,000
$300,000
Chief Executive Office
$300,000
$20,097,000
Health Services Department
$18,816,000
$22,522,000
Mental Health Department
$19,427,000
$12,826,000
Public Health Department
$14,136,000
$5,045,000
Fire Department
$5,045,000
$215,566,000
Sheriff’s Department
$190,718,000
$119,064,000
Probation Department
$86,827,000
FY 2018-19 $433,477,000 FY 2017-18 $368,958,000
Page 130
FY 17-18 Allocations to Public Agencies for Programs & Services
Probation Department: $86,827,000 – 1) Community Supervision of PSPs and N3s $73,377,000: 1a)
Direct Supervision $55,538,623; 1b) HUB/Custody Liaison $4,786,113; 1c) Pre-Release Center
$5,086,163; 1d) Local Law Enforcement Partnership $5,266,101; 2) CBO Services and Fixes 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) IMB Contracts $1,290,000; 2c) General Contract Services
$18,283,866; 2d) Medications $1,652,000; 3) Other Revenue <$11,782,769>.
Health Services Department: $18,816,000 – 1) Inmate Medical Services at LAC+USC $11,441,000;
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 Office: $300,000 – 1) Program Oversight $300,000.
Auditor Controller: $253,000 – 1) Claims Processing $253,000.
BOS – Countywide Criminal Justice Coordination: $242,000 – 1) Public Safety Realignment Team
$242,000.
BOS – Information Systems Advisory Body: $1,471,000 – 1) Justice Automatic Information
Management Statistics $1,471,000.
Office of Diversion & Re-Entry: $21,834,000 – 1) Community-based Treatment and Housing
Programs $20,933,000; 2) Youth Development and Diversion $901,000.
District Attorney: $5,313,000 – 1) Restitution Enhancement Program $607,000; 2) Prosecution
$4,706,000.
Alternate Public Defender’s Office: $1,153,000 – 1) Legal Representation $1,153,000.
Public Defender’s Office: $3,373,000 – 1) Legal Representation $3,373,000.
Conflict Panel: $50,000 – 1) Legal Representation $50,000.
Page 131
FY 18-19 Allocations to Public Agencies for Programs & Services
Auditor-Controller: $267,000 – 1) Claims Processing $267,000.
BOS – Countywide: $264,000 – 1) Public Safety Realignment Team $264,000.
BOS – Information Systems Advisory Body: $2,054,000 – 1) Justice Automatic Information
$1,499,000; 2) Countywide Master Data Management $555,000.
Chief Executive Office: $300,000 – 1) AB 109 Program Oversight $300,000.
District Attorney: $7,323,000 – 1) Restitution Enhancement Program $663,000; 2) Prosecution
$4,974,000; 3) Special Enforcement Team $1,686,000.
Office of Diversion & Re-Entry: $21,834,000 – 1) Community-based Treatment and Housing
Programs $20,933,000; 2) Youth Development and Diversion $901,000.
Fire Department: $5,045,000 – 1) Fire Camp Training $537,000; 2) Fire Camp Operations $4,508,000.
Alternate Public Defender’s Office: $1,203,000 – 1) Legal Representation $1,203,000.
Health Services Department: $20,097,000 – 1) Inmate Medical Services at LAC+USC $11,794,000;
2) PRCS Medical Care Coordination $521,000; 3) Community Health Worker Program $10,000; 4) Jail
In-Custody $5,870,000; 5) Interim Housing Capital Funding Pool $1,902,000.
Mental Health Department: $22,522,000 – 1) Direct Services $10,016,000; 2) Services $24,265,000;
2a) State Hospital $3,825,000; 2b) IMD Contracts $3,581,000; 2c) General Contract Services
$15,207,000; 2d) Medications $1,652,000; 3) Other Revenue <$11,759,000>.
Probation Department: $119,064,000 – 1) Community Supervision of PSPs and N3s $78,829,000;
1a) Direct Supervision $59,557,000; 1b) HUB/Custody Liaison $8,513,000; 1c) Pre-Release Center
$5,775,000; 1d) Local Law Enforcement Partnership $5,984,000; 2) CBO Services and Fixed Assets
$13,200,000; 3) Proposition 63 $16,605,000; 4) Criminal Justice Facilities Temporary Construction
Fund $6,430,000.
Public Defender’s Office: $12,825,000 – 1) Legal Representation $3,388,000; 2) Mental Health Unit
$1,675,000.
Public Health Department: $12,826,000 – 1) Community-Based Services $9,756,000; 1a) Community
Assessment Services Center $3,800,000; 1b) Treatment Activity $5,956,000; 2) Administrative
Oversight $3,070,000.
Sheriff’s Department: $215,566,000 – 1) Custody Operations $172,821,000; 2) In-Custody Programs
$7,963,000; 3) Valdivia $1,564,000; 4) Parole Compliance Unit $12,679,000; 5) Fire Camps $813,000;
6) Mental Health Evaluation Teams $10,238,000; 7) Homeless Outreach Service Teams $2,200,000;
8) Ballistic Vests $7,288,000.
Trial Court Operations – Conflict Panel: $49,000.
FY 17-18 and 18-19 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 132
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 allocates realignment funds 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. Public Safety Realignment
implementation reports 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 local implementation.
Included with the semi-annual reports on Public Safety Realignment are monthly data reports that
indicate trends over time.
To supplement this work, the County is also in the midst of developing a justice metrics framework
to promote the use of data to measure success in justice reform efforts and to guide program and
policy development for serving justice-involved individuals.
In addition, the County of Los Angeles has participated in a multi-county study by the Public Policy
Institute of California (PPIC). This study examines the implementation of Public Safety Realignment
in participating counties and the effectiveness of various programs and services.
Finally, the County convened a Blue-Ribbon Commission on Public Safety from October 2017 to
November 2018. The Commission reviewed data and information on the County’s implementation of
various justice reform efforts, including AB 109, in order to develop recommendations for improving
justice and rehabilitation outcomes.
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. As noted above, 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
submit extensive justifications with any budget requests made to the Chief Executive’s Office and
may separately report on specific programs and services.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
No. Data is collected in a manner that can support measurements as defined in multiple 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 (as defined locally)?
81% or higher
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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?
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
The Department of Mental Health (DMH) continues to make available to AB 109 clients a full
continuum of services and supports as they reintegrate into their communities. This includes the
following:
• Screening, assessment, triage and linkage by DMH staff co-located at the five Probation
intake/orientation hubs;
• Linkage to treatment for clients referred by the Revocation Court, Jail Linkage Program, and
the Office of Diversion and Reentry (ODR);
• Outpatient treatment services provided by a network of DMH Legal Entity Providers;
• Residential co-occurring disorder treatment services, in collaboration with the Department of
Public Health Substance Abuse Prevention and Control (DPH-SAPC);
• Enriched Residential Services;
• Crisis Residential Services; and
• State Hospital and Institution for Mental Disease (IMD) beds
Once AB 109 clients terminate community supervision, they have access to various levels of care
through the DMH network of care and can be followed in the AB 109 program for up to a year.
Substance Use Disorder Treatment Services
The Department of Public Health, Substance Abuse Prevention and Control (DPH-SAPC) oversees
the provision of substance use disorder (SUD) treatment services for the AB 109 population.
On July 1, 2017, DPH-SAPC launched the Drug Medi-Cal Organized Delivery System (DMC ODS)
Waiver, expanding DMC reimbursable services and creating a more complete continuum of care.
Consistent with the American Society of Addiction Medicine (ASAM) criteria and medical necessity,
the following types of SUD services are provided:
• Outpatient Treatment – appropriate for patients who are stable with regard to acute
intoxication/withdrawal potential, biomedical, and mental health conditions.
• Intensive Outpatient Treatment – appropriate for patients with minimal risk for acute
intoxication/withdrawal potential, medical, and mental health conditions, but who need close
monitoring and support several times a week in a clinic (non-residential and non-inpatient)
setting.
• Low Intensity Residential (Clinically Managed) – appropriate for individuals who need time and
structure to practice and integrate their recovery and coping skills in a residential, supportive
environment.
• High Intensity Residential, Population Specific (Clinically Managed) – appropriate for patients
with functional limitations that are primarily cognitive, who require a slower pace to treatment,
and who are unable to fully participate in the social and therapeutic environment.
• High Intensity Residential, Non-population Specific (Clinically Managed) – appropriate for
patients who have specific functional limitations and need a safe and stable living environment
in order to develop and/or demonstrate sufficient recovery skills to avoid immediate relapse or
continued use of substances.
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• Opioid Treatment Program – appropriate for patients with an opioid use disorder that require
methadone or other medication-assisted treatment.
• Recovery Bridge Housing – appropriate for patients who are homeless or unstably housed
and who are concurrently enrolled in an outpatient, intensive outpatient, opioid treatment
program, or ambulatory withdrawal management levels of care.
• Recovery Support Services – appropriate for any patient who has completed SUD treatment.
• Ambulatory (Outpatient) Withdrawal Management – appropriate for patients with mild
withdrawal who require either daily or less than daily supervision in an outpatient setting.
• Clinically Managed Residential Withdrawal Management – appropriate for patients with
moderate withdrawal who need 24-hour support to complete withdrawal management and
increase the likelihood of continuing treatment or recovery.
• Medically Monitored Inpatient Withdrawal Management – appropriate for patients with severe
withdrawal that require 24-hour inpatient care and medical monitoring with nursing care and
physician visits.
• Medically Managed Inpatient Withdrawal Management – appropriate for patients with severe
withdrawal that require 24-hour nursing care and physician visits to modify withdrawal
management regimen and manage medical instability.
Custody–Based Reentry Services
START
Substance Treatment and Re-entry Transition (START) is a collaborative jail-based program between
the Department of Health Services – Correctional Health Services (DHS-CHS) and the Los Angeles
County Sheriff’s Department (LASD). Among other functions, DHS-CHS addresses the varied
substance use needs of inmates housed within the Los Angeles County jail system.
The objectives of START are to:
• Provide SUD treatment that is evidenced-based, integrated, effective, high quality,
measurable, and outcome driven;
• Increase use of medication to assist inmates in the recovery process;
• Enhance re-entry planning to ensure that inmates are provided with the behavioral, social, and
medical supports needed to sustain recovery;
• Improve quality of life and improve overall health outcomes for the incarcerated population;
and
• Reduce crime and recidivism.
The START program – built upon evidenced-based treatment models that are gender responsive and
culturally competent for the criminal justice population – addresses substance use, trauma, criminal
thinking, and low to moderate mental health treatment needs. Substance use disorder (SUD)
services include screening, brief intervention, education classes, assessment, treatment, case
management, counseling, care coordination with correctional health and mental health, re-entry
planning and care coordination with the Sheriff’s Department’s Community Transition Unit, and
linkage to community-based services post release.
Jail-based START treatment services began in February 2016. The program is now currently offered
to male and female inmates housed at four county detention facilities: Pitchess Detention Center
(PDC) for male inmates, Century Regional Detention Facility (CRDF) for female inmates, Men’s
Central Jail (MCJ) for male, gay, and transgender inmates, and Twin Towers Correctional Facility
(TTCF) for male inmates with co-occurring disorders.
In addition to providing SUD treatment under the START program, Los Angeles County also provides
Medication Assisted Treatment (MAT) for inmates with Opioid Use Disorder (OUD). Currently within
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the Los Angeles County jail system, Naltrexone (pill form) is available to inmates and Vivitrol
(injectable, long-acting naltrexone) is offered prior to release. Buprenorphine is available for pregnant
women with OUD. Finally, Disulfiram (Antabuse) and Acamprosate are available for treatment of any
inmates with alcohol dependence.
EBI
The LASD Education Based Incarceration Bureau (EBI) has continued to provide academic and
career technical education, as well as life skills programs throughout custody.
The EBI program offerings include but are not limited to: high school and college courses; General
Education Development (GED); Maximizing Effort Reaching Individual Transformation (MERIT);
parenting, anger management, and domestic violence counseling; Moral Reconation Therapy (MRT);
Back on Track; Fire Camp; cement and concrete block masonry; residential construction; computer
operations; and pet grooming, among many others.
Jail Based Job Center
Finally, the County’s Workforce Development, Aging and Community Services Department has
partnered with the Sheriff’s Department to co-locate a job center within the jail to provide employment
development services, training, and job placement. The County is now exploring opportunities to co-
locate a second job center to serve female inmates.
Housing, Employment, and Navigation/Coordination Services
The Probation Department provides housing, employment, and navigation/coordination services
through a contracted provider. 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.
Generally, housing services are available for up to 365 days and includes the following types of
housing services: transitional, sober living, emergency shelter housing, and medical housing (when
available). In addition, housing services include case planning and management to transition the
client to permanent housing.
Employment services include the following components: 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 program and service needs?
Some of the challenges to meeting program and service needs are:
• Placement of specified clients into treatment: 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
offenders, who have arson convictions, who have severe mental health issues, and/or who
are high-risk individuals.
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• Managing Client Risk: A related on-going challenge is that of managing clinical risk and risk
for violence. AB 109 clients may have prior criminal offenses which would classify them at
higher risk for potential violence than the current offense for which they were recently
incarcerated. Additionally, AB 109 clients have committed violent offenses while being
supervised in the community post release. As a result, the higher-than-expected risk level of
AB 109 clients presents a challenge for staff who are tasked with providing treatment services
to these clients. DMH provides on-going consultation and offers a number of tailored trainings
to increase the ability of the legal entity providers to manage the risk.
• Sharing of information: Given applicable confidentiality protections, there are limitations as to
what can be shared among multiple agencies serving a client. This can create challenges in
meeting the multilayered needs of high-risk, high need populations.
• 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),
office space is a daily challenge that presents itself in the delivery of HIPAA-compliant mental
health services.
• Jail overcrowding: The Los Angeles County jail system continues to be impacted by severe
overcrowding, partially due to the almost 4,000 AB 109 inmates in LASD 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
combination of insufficient AB 109 funding to maintain the jail beds for the current population,
crowding levels, and short custody stays for the traditional County sentenced population
hampers the ability to provide much needed programing. The County is limited by a lack of
appropriate space to meet the instructional, clinical and counseling needs for the inmate
population and Correctional Health Services staff.
For example, the capacity of the in-custody START program is up to 500 inmates on any given
day, though the need for SUD treatment in the Los Angeles County jail system is significantly
higher. Lack of available space presents a challenge in meeting this need.
• Housing services for medically/mentally fragile population: There are several challenges
related to securing housing services for the medically/mentally fragile population. Although
the housing provider contract includes medical housing (board & care, recuperative care, and
skill nursing facilities), there are still challenges with securing housing for medically fragile
supervised persons because it has proven 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.
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:
• Services for Homeless
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
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integrated system of health, public health, and mental health care tied to social and other
services.
• Information from CDCR
In order to improve the quality of information available to complete comprehensive
assessments and to fully evaluate treatment needs, DMH has dedicated increased resources
to secure available mental health information from California Department of Corrections and
Rehabilitation (CDCR). The increased focus on this source of information has yielded valuable
information which improves the quality of care.
• Co-Occurring Disorders Services
Given the ever-growing need for residential Co-Occurring Disorders (COD) services, DMH
and DPH-SAPC continue to partner to provide COD services in residential settings. There are
currently three such partnership locations, and a fourth site will be operational by the end of
2018.
• Mental Health Trainings
In order to improve clinical risk management and on-going client care, the County has offered
ongoing, specialized, evidence-based forensic trainings to mental health treatment providers
geared towards increasing the clinical staffs’ expertise on various topics. These trainings
include the following: LS/CMI Assessment Tool; Addressing Challenging Behaviors and
Problem-Solving Process; Safety and Crisis Prevention When Working with Forensic/Justice
Involved Consumers; Dialectical Behavior Therapy (DBT) for Justice Involved Consumers;
Law and Ethics: Forensic Focus; Assessment and Treatment of Sexual Offenders; Risk, Need,
and Responsivity (RNR); and Forensic DBT.
• Medi-Cal Funding
On July 1, 2017, the funding source for County funded residential substance abuse treatment
programs was changed to Medi-Cal. Clients access various levels of services based on
medical necessity.
• Case Management Benefit
A notable SUD service expansion includes the provision of Case Management as a
collaborative and coordinated approach to the delivery of health and social services that
links patients with appropriate service to address specific needs and achieve treatment
goals. Treatment providers are required to utilize the benefit to support services to patients
to increase self-efficacy, self-advocacy, coping strategies, self-management of
biopsychosocial needs, benefits and resources, and reintegration into the community. The
Case Management benefit was launched as part of the Drug Medi-Cal – Organized
Delivery System (DMC-ODS) program; however, during Fiscal Year 2018-19, the benefit was
expanded to allow for the provision of additional hours from 7 to 10 per patient, per month.
• Client Engagement and Navigation Services (CENS)
The shift and introduction of DMC-ODS allowed DPH-SAPC to redirect funding received under
the AB 109 program for the purposes of adding navigators at Los Angeles Superior
courthouses and Probation Department intake hubs. The Client Engagement and Navigation
Services (CENS) are a network of contracted treatment provider staff who offer face-to-
face screenings, referral linkages, and navigation services to individuals who are homeless,
have criminal justice issues or a co-occurring disorder at nearly 70 co-located sites
throughout the County. Currently, CENS staff are co-located at nine Probation hubs and
Adult Area Offices and are also co-located at five Los Angeles Superior Court courthouses
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to serve AB 109 defendants referred by the Public Defender's office.
• Substance Treatment and Re-Entry Transition – Community Alternative to Custody Program
The Substance Treatment and Re-entry Transition (START) Community program (separate
from the jail-based custody program), places sentenced inmates into community substance
use disorder (SUD) treatment beds as an alternative to custody.
The program was developed and launched in mid-2015 and initially offered female inmates
who met certain criteria with the opportunity to serve the remainder of their sentences in a
SUD residential treatment facility in the community. This was subsequently expanded to
both females and males at various facilities.
• Implementation of Naloxone Nasal Spray at Custody Facilities
This year, there has been an implementation of procedures for the deployment of Naloxone
Nasal Spray at jail facilities and station jails. The provision of the spray provides custody
personnel with the ability to assist staff, and/or inmates in the event of a medical emergency
related to a suspected opioid overdose or exposure.
• Co-location of Deputy Probation Officers (DPOs) with law enforcement
The Probation Department DPOs continue to be co-located with local law enforcement
agencies to conduct compliance checks on Post-release Supervised Persons (PSPs) in order
to hold offenders accountable and provide support to local law enforcement.
• National Institute of Corrections – Eight Principles of Effective Intervention
The Probation Department is making focused and specific efforts to adhere to the National
Institute of Corrections (NIC) (https://nicic.gov/), Eight Principles of Effective Intervention.
According to NIC’s research, maintaining interventions and supervision practices consistent
with these principles will reduce recidivism. The Eight NIC Principles of Effective Intervention
is available online at: (https://s3.amazonaws.com/static.nicic.gov/Library/019342.pdf).
• Cognitive Behavioral Intervention (CBI)
During the past year, the Probation Department has focused on the implementation of
Cognitive Behavioral Intervention (CBI) to skill train clients with directed practice (NIC Principle
#4). Specifically, with the use of the selected CBI curriculum, supervision Deputy Probation
Officers (DPOs) teach, practice, and role-play skills with their clients.
In addition, the Department is attempting to increase positive reinforcements (NIC Principle
#5). The Department implemented an incentive program to increase desirable behaviors, such
as maintaining sobriety or completing a vocational program. The incentive earned depends on
the type of good behavior displayed and is awarded proportionally to that behavior. The
incentives available range from verbal recognition and purchased promotional materials to bus
passes and gift cards.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
• 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 have a trained/certified staff person who provides 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
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Management, Healthy Relationships, Mindfulness, Vocational, Independent Living, etc. They
also present on AB109 and visit probation area offices so that DMH and probation are always
working as one team.
• Recovered Centered Clinical Services (RCCS)
LA County’s Mental Health providers find that the best practice approach that they use is
treating each individual with respect and dignity. This practice is operationalized via
Recovered Centered Clinical Services (RCCS) tools. These tools are set up to learn how to
meet clients where they are in the process of change. Most importantly, it takes into account
their strengths and focuses on instilling change/motivation. Motivational interviewing
techniques are also used in the conversations with clients. One favorite is the reducing harm
conversation. Within this tool, there are many opportunities to have conversations with
members around power/control, mindfulness, exploring triggers that result in maladaptive
behaviors, how to handle certain emotions, and more.
• Whole Person Care Re-entry Program
LASD personnel from the Population Management Bureau collaborate with Department of
Health Service personnel on the Whole Person Care (WPC) reentry program.
The Los Angeles County Health Agency was awarded the WPC grant of approximately $450
million over 5 years, as part of the State’s Medi-Cal 2020 Demonstration. WPC aims to provide
comprehensive and coordinated services to the sickest and most vulnerable County residents
through 11 programs for high-risk individuals in five target populations – those experiencing:
1) homelessness; 2) justice involvement; 3) serious mental illness; 4) severe and/or persistent
substance use disorder; 5) or medical issues.
The WPC Re-entry program provides services to the high-risk justice-involved population, with
an emphasis on individuals in the LA County jail system. The program aims to enroll 1,000
LA County jail inmates per month who are eligible for Medi-Cal, are high utilizers of health or
behavioral health services, and are at high risk due to chronic medical conditions, mental
illness, substance use disorders, homelessness, or pregnancy. An additional 250 individuals
per month returning from prison or recently released from custody will be enrolled from the
community, referred by Probation, CDCR, and community-based reentry services agencies.
• System Transformation to Advance Recovery and Treatment Organized Delivery System
(START-ODS)
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. Ultimately, DPH-SAPC espouses a no "wrong door" to enter the
specialty SUD system with three (3) main entry points:
1) Client Engagement and Navigation Service (CENS): The CENS are co-located at
Probation Offices, Superior Court courthouses, and Sheriff’s Department in-custody
settings. Clients at CENS will receive face-to-face screenings, referral linkages, case
management, navigation services, and connections to treatment 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 contracted SUD treatment providers (Link can be accessed at:
http://sapccis.ph.lacounty.gov/sbat/).
The SBAT includes filters to search available substance use services throughout Los
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Angeles County, by Service Planning Area, types of services offered, target populations,
and client specific services offered (i.e., language, gender-specific, criminal justice, and
family oriented).
3) Substance Abuse Service Helpline (SASH) – A 24 hours a day, seven (7) 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 the following services for
clients:
a. Conduct the ASAM triage screening tool.
b. Inquire about DMC eligibility status.
c. Based on screening results, recommend client to the agency that provides the
appropriate level of care.
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Community Corrections Madera County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Rick Dupree
Chief Probation Officer Goal: Photovoltaic Vocational Program in county jail
Kristina Wyatt Objectives: • Provide education and training to establish vocational
Presiding Judge or skills
Designee • Provide employment opportunities
Joel Bugay • Reduce jail population by early release and future
County Supervisor or Chief reduction in recidivism
Administrative Officer or
Measure: • 99 enrolled
Designee
• 99% completed
David Linn
Progress: Between September 2017 to July 2018, 99% of
District Attorney
participants completed the program, 9 of the participants
Michael Fitzgerald received employment references
Public Defender
Goal: Establish Parent Course Curriculum
Jay Varney
Sheriff Objectives: • 90% will complete course
• Provide parents with parenting tools
Dino Lawson
• Prevent children of parents from being placed in the
Chief of Police
system
Deborah Martinez
Department of Social Measure: • 73 enrolled
Services • 49 completed
Tracie Scott-Contreras
The CCP reports it will use the same goals, objectives, and
Department of Employment
outcome measures identified above in addition to those identified
Dennis Koch in FY 2018-19.
Department of Mental
Health and Alcohol and
Goals, Objectives, Outcome Measures, and Progress
Substance Abuse Programs
Cecilia Massetti FY 2018-19
Office of Education
Goal: Increase number of workforce participants
Mike Unger
Objectives: • Participants to complete program – in custody and
Community-based
out of custody
Organization
Mattie Mendez Goal: Focus on Mental Health Population
Victims’ Interests
Objectives: • Establish Crisis Worker
• Reduce number of mental health offenders arrested
The CCP meets quarterly
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FY 2017-18 and 2018-19 Allocations
$955,505
Reserve Funds
$972,310
$107,076
Information Technology
$107,076
$50,397
Assessment Tools (CAIS)
$45,397
$50,000
Community Based Organization (BBBS)
$50,000
$104,730
Employment Development
$104,730
$267,500
Outpatient
$247,000
$315,000
Residential Treatment
$340,000
$524,000
Behavioral Interventions (DRC) & (EM)
$524,000
$75,000
Public Defender
$75,000
$208,037
Sheriff's Office
$208,037
$193,300
District Attorney
$193,300
$193,300
Chowchilla Police Department
$193,300
$142,300
Madera Police Department
$142,300
$288,240
Behavioral Health
$288,240
$2,160,000
Department of Corrections
$2,160,000
$1,569,648
Probation
$1,237,751
FY 2018-19 $7,204,033 FY 2017-18 $6,888,441
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FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$104,730
Employment Development
$104,730
$120,000
Behavioral Health Services
$120,000
$260,000
Department of Corrections
$260,000
FY 2018-19 $484,730 FY 2017-18 $484,730
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$50,397
Assessment
$45,397
$791,500
Treatment
$837,500
Community- $50,000
Based $50,000
$315,000
Faith-Based
$271,500
FY 2018-19 $1,206,897 FY 2017-18 $1,204,397
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?
Yes. By utilizing evidence based results from previous implementations.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
21% to 40%
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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?
• Behavior Health Court
• Veteran’s Court
• Sex Offender Program (Containment Model)
• Fire setter program
• Day Reporting Program including SAC
• Felony Drug Court
• DV Programs
What challenges does your county face in meeting these program and service needs?
To have enough clients to operate specialized programs as well as 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?
Workforce development implementation in county jail.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
Tablet program in adult and juvenile institutions, it is a positive reward incentive program.
Page 145
Community Corrections Marin County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Michael Daly
Chief Probation Officer Goal: Increase the number of clients successfully completing
Post-Release Community Supervision (PRCS) and
James Kim
Mandatory Supervision (MS)
Presiding Judge or
Designee Objectives: • 90% of PRCS and MS cases will successfully
complete their program with no new felony or
Melissa Crocket
misdemeanor citations
County Supervisor or Chief
Administrative Officer or Measure: • Number of clients completing their PRCS and MS
Designee
with no felony or misdemeanor convictions
Edward Berberian
Progress: In FY 2017-18, the Marin County Probation Department
District Attorney
had 17 PRCS and 23 MS clients terminate from the
Jose Varela program. 88% of those clients on PRCS completed their
Public Defender term successfully while only 84% of those on Mandatory
Supervision completed their term successfully.
Robert T. Doyle
Seventeen additional persons were transferred upon
Sheriff
release from custody and an additional 20 completed all
Diana Bishop MS time while in custody.
Chief of Police
Goal: Connect participants with appropriate services to aid in
Grant Colfax
rehabilitation and reentry into the community
Department of Social
Services, Department of Objectives: • Assess 100% of clients using a biopsychosocial
Employment, Department of assessment tool
Mental Health and Alcohol
Measure: • Number of clients assessed
and Substance Abuse
Programs Progress: 100% of clients released to Marin County Probation on
PRCS or MS status were assessed and referred to
Mary Jane Burke
appropriate services.
Office of Education
Vacant
The CCP did not provide goals, objectives, outcome measures,
Community-based
and progress for FY 2018-19.
Organization
Vacant
Victims’ Interests
The CCP meets semi-
annually
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FY 2017-18 and 2018-19 Allocations
$514,695
Reserves
$153,111
$117,000
Staff Training
$30,875
$10,000
Marin County Superior Court
$10,000
$256,346
Novato Police Department
$300,226
$275,860
San Rafael Police Department
$275,860
Health and Human Services - Social
Services $311,170
Health and Human Services - Mental $2,111,993
Health/Sustance Abuse $1,800,823
$872,543
Sheriff
$1,052,894
$1,784,374
Probation
$1,599,109
FY 2018-19 $5,942,811 FY 2017-18 $5,534,068
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$49,000
Jail Parole Bed Recovery
$49,000
$117,000
Training Fund
$30,875
$700,341
Jail Re-Entry
$597,577
$10,000
Community Court
$10,000
$178,913
Employment Services
$178,913
$262,223
Mental Health - LMHP, Crisis Support
$262,223
Coordination of Probation Enforcement $714,035
(COPE) $705,126
$1,172,213
Probation Community Supervision
$1,385,861
FY2018-19 $3,203,725 FY2017-18 $3,219,575
Page 147
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
Detox Services
$87,600
$657,600
Treatment and Programming
$657,600
$537,600
Housing/Sober Living Environments
$400,000
$50,000
UCSF Forensics Mental Health Contract
$50,000
$235,616
Pre-trial and Electronic Release Program
$400,055
$160,000
Data Analysis and research
$160,000
$343,400
Recovery Coaches
$343,300
$215,938
Homeless Outreach Teams
$215,938
FY 2018-19 $2,200,154 FY 2017-18 $2,314,493
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/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.
Page 148
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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
61% to 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.
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 program 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?
We have maximized our ongoing expenditures to match our annual projected ongoing funding stream
and are now struggling with providing increasing staffing levels in Probation and the jail to keep up
with the rise in population. Due to this we are convening a fiscal review and alignment committee to
review all programming and make recommendations for programs that are not part of a core program.
This includes transitioning homeless outreach services to available health and human services and
other funding pots that speak more to early intervention and prevention.
Page 149
Describe a local best practice or promising program that has produced 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 151
Community Corrections Mariposa County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Pete Judy
Chief Probation Officer Goal: Design a mental health court model appropriate for our
rural community
Michael Fagalde
Presiding Judge or Objectives: • 100% of participants will be screened for mental
Designee health services within the mental health court
framework.
Miles Minetrey
County Supervisor or Chief Measure: • Establish a mental health court model and program.
Administrative Officer or
• Establish program descriptions and process.
Designee
Progress: Mental Health Court was re-titled Behavioral Health
Thomas Cooke
Court and was fully operational. MOU’s were established
District Attorney
as were policy and procedures fully developed.
Neal Douglas
Public Defender Goal: Assign Mental Health Worker to Probation Caseload
Doug Binnewies Objectives: • Establish mental health caseload specialty officer.
Sheriff • Establish reduced caseload size.
• 100% of level 1 (high) and 2 (medium) probation
Vacant
caseloads will be screened for services with the
Chief of Police
probation mental health worker.
Chevon Kothari
Measure: • A mental health worker will be identified and housed
Department of Social
with probation.
Services, Department of
• A specialized mental health caseload of no more than
Mental Health and Alcohol
30 probationers will be established.
and Substance Abuse
Programs • Develop an MOU between Probation and Human
Services.
Vacant
Department of Employment Progress: An MOU was developed and signed by both
departments. The initial mental health worker selected
Robin Hoper
unfortunately terminated from county employment and
Office of Education
thus caused some delay in having full time services
Allison Tudor during the year. The position is currently filled and is
Community-based providing direct services to probation caseload as well as
Organization working with the Behavioral Court team. Reduced
caseload size has been accomplished with an average of
Jessica Memnaugh
15 receiving ongoing services with the team.
Victims’ Interests
The CCP meets quarterly
Page 152
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Expand Jail Capacity
Objectives: • Continue to seek alternative funding for jail expansion.
• Continue to monitor SB 863 applications that were successful in case a county
decided not to move forward.
Progress: We have been monitoring the progress of the successful SB 863 applicants in case
one or more do not move forward. If that occurs, Mariposa County SB 863 application
would be next for funding consideration.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Develop Housing Solutions
Objectives: • Work with county officials to develop additional low-income housing
• Work with county officials to develop a local homeless shelter
Measure: • Local stakeholders will conduct community meetings
• Probation will be a part of county team to develop a county plan
Progress: The county has established a housing committee. Probation is a part of that committee.
A preliminary plan has been established to allow for emergency housing shelter at a
local county owned park. Longer term plans include developing a short-term site with a
long-range goal of establishing a homeless shelter and further low-income housing units.
FY 2017-18 and 2018-19 Allocations
Carryover
$3,778
$150,000
Mental Health Agency
$100,000
$163,500
Probation
$105,000
$126,500
Sheriff
$126,500
$250,000
Community Based Organization
$300,000
FY 2018-19 $690,000 FY 2017-18 $635,278
Page 153
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$25,000
SCRAM Alcohol Monitoring
$10,000
Chemical Drug Testing
Electronic Alcohol Monitoring
$20,000
$20,000
Electronic Monitoring
$10,000
$70,000
Mental Health Worker for Behavorial Health Court
$70,000
Sheriff Jail Expansion
$39,000
$15,000
Sheriff Academy
$15,000
$12,500
Sheriff Loss of Parole Jail Revenue
$12,500
District Attorney Victim Witness
$15,000
$27,500
Drug Court
$20,000
$100,000
Probation Salary Support
$80,000
$50,000
Sheriff Jail Salary Support
$50,000
FY 2018-19 $330,000 FY 2017-18 $331,500
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$35,000
Homeless Assistance
$50,000
Grant Writing
$220,000
Alliance for Community Transformation
$245,000
$55,000
Today is a New Day
$55,000
FY 2018-19 $360,000 FY 2017-18 $300,000
Page 154
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 its Executive Committee discuss gaps in services at our quarterly meetings. Possible
solutions and or program funding is discussed and evaluated. Ultimately the CCP and the Executive
Committee vote on any funding decisions with those approved, moving forward in the Budget process
for the Board of Supervisors to approve.
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 in the past. In our local CCP meetings we also discuss what
is working and what is not, and adjustments are made if needed.
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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
81% or higher.
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
We have a drug court program that used to be grant funded. That funding has since been lost but
we continue with the program utilizing county general fund and other 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 limited in county psychiatric or psychologist practitioners, so access
is limited. Some progress has been made in the county hiring Physician Assistant position to help
support local efforts.
The Human Services Department has an Emergency Response Team which assist local law
enforcement with mental health crisis situations. We also have a community based organization that
utilizes AB 109 contract dollars to provide drug and alcohol recovery services as well as emergency
housing for probationers.
We have one county hospital that plays a vital role in serving the community. The emergency room
continues to provide services to many of those with mental health and substance abuse emergencies.
The hospital is also the provider for in jail medical and mental health services.
What challenges does your county face in meeting these program and service needs?
Being a very small rural community, it is difficult to hire and retain qualified people. Available funding
typically in larger counties is used to expand existing services. In small counties the services
oftentimes are non-existent, and the funding provided is not sufficient for startup costs.
Page 155
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 smaller counties have very little if any capacity to handle anything out of the ordinary. Thus,
problematic cases involving mental or physical health require out of county services that are
extremely expensive and oftentimes cost prohibitive. This can put both the public and the probationer
at risk.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
The county declined to respond to this question.
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Page 157
Community Corrections Mendocino County
Partnership Membership
The CCP did not provide goals, objectives, and outcome
As of October 1, 2018
measures for FY 2017-18.
Izen Locatelli
Goals, Objectives, Outcome Measures, and Progress
Chief Probation Officer
FY 2018-19
Kim Turner
Presiding Judge or Goal: Implement Noble Software as Probation’s risk and needs
Designee assessment tool
Janelle Rau Objectives: • Train all Probation staff on the new tool by end of 3rd
County Supervisor or Chief
quarter of FY18-19
Administrative Officer or
• Ability to integrate the risk and needs assessments
Designee
with case management system
David Eyster
Measure: • Number of staff trained on utilization of new tool
District Attorney
• When evaluating potential case management
Jeffrey Aaron systems, determine which systems allow for
Public Defender integration with Noble Software
Thomas Allman Progress: The Probation Department has entered into an
Sheriff agreement with Noble Software to provide risk and needs
assessment services. The implementation team is
Justin Wyatt
actively working with Noble to define user needs.
Chief of Police
Training has been scheduled to commence in January
Bekkie Emery 2019.
Department of Social
Services, Department of Goal: To improve our data collection and reporting to ensure
Mental Health and Alcohol accurate and meaningful data and statistics are collected
and Substance Abuse and provided to the CCP
Programs
Objectives: • To have comprehensive data management between
Vacant the Probation Department, Sheriff’s Office, District
Department of Employment Attorney, Public Defender, Health & Human Services
Vacant Agency, and CBO’s
Office of Education • To have clearly defined data definitions and
measurements
Jacqueline Williams
Community-based Measure: • Identify specific data needs and the source(s) for the
Organization data, as well as format and due dates
• Accurate and timely data supplied by CBO’s, such as:
Vacant
1) Outcome of services; 2) Number of referrals; 3)
Victims’ Interests
Demographics: Gender, Age, Race, and Offender
Type
The CCP meets quarterly Progress: Probation’s Department Analyst has been stable for 2
years. The analyst has cleaned prior data; developed
new reporting formats; updated Probation’s case
management system to more accurately track and
extract data; worked with vendor to develop custom
reports to make data retrieval more efficient. The
Assistant Chief Probation Officer has worked with CBO’s
and HHSA refining our data requirements.
Page 158
FY 2017-18 and 2018-19 Allocations
Superior Court
$85,263
City of Ukiah Police $125,000
Department $125,000
$91,557
Public Defender
$91,557
$106,884
District Attorney
$106,884
Health & Human Services $167,114
Agency $167,114
$1,221,726
Sheriff's Office
$1,221,726
$1,322,532
Probation Department
$1,332,532
FY 2018-19 $2,949,095 FY 2017-18 $2,774,804
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$49,174
Health & Human Services Agency - SUDT Counselor
$49,174
$117,940
Health & Human Services Agency - Mental Health Clinician
$117,940
$36,000
Sheriff's Office - Electronic Monitoring
$36,000
FY 2018-19 $203,114 FY 2017-18 $203,114
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$113,985
Ford Street - Sober Living Environment
$113,985
$10,000
Ford Street - Detox in Lieu of Jail Program
$20,000
$360,000
GEO Re-Entry Day Reporting Center
$360,000
FY 2018-19 $483-985 FY 2017-18 $493,985
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?
Proposed programs and/or services ae 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 CCPEC 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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
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 program 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 collections and program evaluation, lack of resources (staff & funding).
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has produced 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 a 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 6+ years.
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Page 161
Community Corrections
Merced County
Partnership Membership
As of October 1, 2018
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Jeff Kettering
Chief Probation Officer
Goal: Provide transitional housing for up to six (6) clients
Donald Proietti
Presiding Judge or Objectives: • Reduce recidivism by having sober living
Designee environment for a client transitioning from county jail
or treatment facility in order to succeed
Daron McDaniel
• 100% of clients assigned will receive screening for
County Supervisor or Chief
substance use disorder treatment
Administrative Officer or
• 50% of clients will find permanent housing
Designee
Measure: • Number of clients screened in need of substance use
Larry Morse
treatment
District Attorney
• Number of participants completing program
Dave Elgin
successfully
Public Defender
Progress: Participants were not enrolled into the program until
Vern Warnke
January 2017. During the time period of January 2017 to
Sheriff
September 2018, there were 30 referrals made to the
Gary Brizzee program, with 10 Completions. Out of those 10
Chief of Police completions of the program, 50% of those participants
found housing.
Scott Pettygrove
Department of Social
Services
Goal: Increase the number of referrals and graduates in our
David Mirrione
Leadership for Life Program
Department of Employment
Objectives: • Reduce recidivism by transitioning those released
Yvonnia Brown
from jail back into the community
Department of Mental
• Increase the number of referrals into the program
Health and Alcohol and
• 30% of those participants will graduate from the
Substance Abuse Programs
program
Steve Tietjen
Office of Education Measure: • Number of participants enrolled in the Leadership for
Life Program
Lamar Henderson
• Number of participants that graduate from the
Community-based
Leadership for Life Program
Organization
Progress: There was a total of 217 participants during this period
Lisa DeSantis
and a total of 86 graduated from the program. As a result,
Victims’ Interests
40% of the participants who enrolled graduated from the
program, exceeding our objective.
The CCP meets quarterly
Page 162
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Recent graduates from the Leadership 4
Life Program (L4L) on November 15,
2018 (including two program
facilitators). When asked what L4L
taught them several of the graduates
responded:
▪ Rudy B. - “If you lose your goal,
you lose your way”
▪ Joey G.- “Hard work pays off”
▪ Martin O.- “Continue to have a
positive outlook”
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: K9 Unit (Sage) will provide a safer a community by finding drug paraphernalia and
weapons when a search is called.
Objectives: • Sage will conduct 50% or higher hits with every search conducted in a vehicle
• Sage will conduct 50% or higher hits with every search conducted in a building or
area
Measure: • Number of hits Sage makes with every vehicle searched
• Number of hits Sage makes with every building/area searched
Progress: Sage (right with her
handler DPO Jennifer
Shaw - McCallister)
began in April of 2018.
In April, Sage had 14
searches and made
100% of her hits. In
May 2018, she made
68% of her hits; June
2018, 67% of her hits;
and July 2018, Sage
made all 100% of her
hits on her searches.
(Paraphernalia found by Sage)
Page 163
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Goal: To provide a Behavioral Health and Recovery Services Clinician stationed at Merced
County Jail
Objectives: • 100% of the inmates will be assessed for any mental health and substance use
disorders
• 100% will be provided assistance to connect with mental health and substance use
disorder services if needed when released from jail
Measure: • Number of inmates screened for mental health and substance use disorders
• Number of inmates released are connected to outpatient services if needed
Progress: The Behavioral Health and Recovery Services Clinician has not yet been hired for this
position and will continue to recruit to ensure needs are met.
FY 2017-18 and 2018-19 Allocations
Transfer to trust fund
$250,819
$172,454
Behavioral Health and Recovery Services
Merced County Office of Education Phoenix $260,000
Project $240,000
$100,000
Merced Rescue Mission (Transitional Housing)
$100,000
Community Social Model Advocates $140,000
(Residential Treatment) $140,000
$454,824
Behavioral Interventions (Re-Entry )
$454,825
Behavioral Interventions (Global Positioning $189,767
System) $163,838
Behavioral Interventions (Day Reporting $809,603
Center) $809,675
$182,105
Public Defender
$152,462
$342,538
District Attorney
$379,497
$2,990,000
Sheriff's Office
$3,204,050
$3,791,851
Probation Department
$3,518,879
FY 2018-19 $9,433,142 FY 2017-18 $9,414,045
Page 164
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$172,454
Behavioral Health and Recovery Services
$260,000
Merced County Office of Education Phoenix Project
$240,000
$182,105
Public Defender
$152,462
$342,538
District Attorney
$379,497
$2,990,000
Sheriff's Office
$3,204,050
$3,791,851
Probation Department
$3,518,879
FY 2018-19 $7,738,948 FY 2017-18 $7,494,888
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$172,454
Behavioral Health and Recovery Services
$100,000
Merced Rescue Mission (Transitional Housing)
$100,000
$140,000
Community Social Model Advocates (Residential Treatment)
$140,000
$454,824
Behavioral Interventions (Re-Entry )
$454,825
$189,767
Behavioral Interventions (Global Positioning System)
$163,838
$809,603
Behavioral Interventions (Day Reporting Center)
$809,675
FY 2018-19 $1,866,648 FY 2017-18 $1,668,338
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?
During the Executive and Local Community Partnership meetings, if potential concerns or issues are
addressed that are needed in the community, focus groups are scheduled to address those
issues/concerns with Merced County Community Members which also provides them a chance to
voice other concerns as well.
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. We currently hold a contract with Merced County Office of Education for a program called The
Phoenix Project. This program provides an educational and vocational assessment which is then
used to determine vocational interests and aptitudes. The evaluation results which display whether
the participants are successful in the program, is the determining factor whether to continue with the
program.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
Yes. Conviction, recidivism, and treatment program completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
41% to 60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
Due to Behavioral Health Court, this allows the estimated 60 clients with behavioral health issues
seek treatment, while on Probation.
With the future hiring of 1.0 FTE Mental Health Clinician for the Jail, we will able to offer services on-
site for a smoother transition to the Behavioral Health and Recovery Services or Substance Use
Disorder when released as they have already begun services while incarcerated.
What challenges does your county face in meeting these program and service needs?
Capacity is an issue with various vendors, CBOs and BHRS. Waiting lists are common; however,
Deputy Probation Officers work with various agencies throughout the county to ensure that clients’
needs are met.
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 has been in existence for over a year and has been providing positive results.
Page 166
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
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 has
been in existence for over a year and has been
providing positive results. To the right is the data
from January 2017 to September 30, 2018. Out
of 323 referrals, 68% of the graduates became
gainfully employed.
Page 167
Community Corrections Modoc County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Kimberly R. Wills
Chief Probation Officer Goal: Community Safety
Honorable Francis W. Objectives: • Development of a jail facility that is safer for inmates
Barclay and staff and provides for the safe and effective
Presiding Judge or delivery of services
Designee • Increase the use of Narcan to reduce overdose
deaths in the community by training inmates before
Chester Robertson
release and law enforcement
County Supervisor or Chief
Administrative Officer or • Use evidence based tools and approaches in
Designee treatment, supervision and sentencing
Jordan Funk Progress: A larger safer jail facility is in progress. Funding has been
District Attorney achieved through BSCC and matching sources.
Tom Gifford Inmates in the jail can receive training prior to their
Public Defender release about how and when to use Narcan. Correctional
Officers along with all local law enforcement are in the
Mike Poindexter
process of being trained to use Narcan and will be issued
Sheriff
it when trained.
Sid Cullins
Modoc continues to use evidence based tools and
Chief of Police
approaches in treatment, supervision and sentencing.
Kelly Crosby However, new tools will be identified in the upcoming
Department of Social year to improve our approach.
Services
Goal: Reduce Recidivism
Vacant
Department of Employment Objectives: • Use research and evidence based tools to identify
criminogenic needs of offenders and develop targeted
Stacy Sphar
interventions
Department of Mental
• Enhance community based programming for low risk
Health
offenders and those at risk of criminal behavior
Michael Traverso
Progress: Parenting classes, Life Skills classes, Mental Health
Alcohol and Substance
counseling, and Substance Use groups are provided to
Abuse Programs
inmates by Behavioral Health and Training, Employment,
Mike Martin and Community Help Inc. (T.E.A.C.H.) directly in the jail.
Office of Education
Eligible inmates are being enrolled in Medi-Cal 30 days
Carol Madison prior to release date to seamlessly continue psychotropic
Community-based
medication and mental health services.
Organization
Vacant
Victims’ Interests
The CCP meets monthly as
needed
Page 168
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Save Lives
Objectives: • Decrease homelessness
• Increase the size, usage and programming availability of the Day Reporting Center
(DRC)
Progress: This is a new goal for 2018-2019. Implementation of the goal is just beginning.
FY 2017-18 and 2018-19 Allocations
Reserve
$42,000
$45,000
Trainning, Employment and Community Help Inc. (TEACH)
$35,000
$5,000
Alturas Police Department (APD)
$5,000
$184,500
Sheriff's Department (MCSO)
$162,500
$49,500
Behavioral Health (BH)
$54,500
$46,000
Probation Department (MCPD)
$46,000
FY 2018-19 $330,000 FY 2017-18 $345,000
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$49,500
Behavioral Health Services
$54,500
$12,000
Probation - CCP Coordinator
$12,000
$10,000
Probation - Care and Support of Offenders
$10,000
$5,000
Alturas Police Department - Officer Involvement Supervison
$5,000
$37,500
Sheriff - .5 FTE Correctional Officer
$37,500
$5,000
Sheriff - Officer Involvement Supervision
$5,000
$99,000
Sheriff - AB109 Inmate Housing
$100,000
$20,000
Sheriff - Inmate Health Costs
$20,000
FY 2018-19 $238,000 FY 2017-18 $244,000
Page 169
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$23,000
Catastrophic Inmate Health Insurance
$10,000
TEACH Inc. - Housing
$20,000
TEACH Inc. - Life Skills in Jail/Post Release
$20,000
$15,000
TEACH Inc. - Parenting in Jail
$15,000
$7,500
SCRAM of California - Alcohol monitoring
$7,500
$2,500
Noble Assessment Program
$2,500
$14,000
Batterer's Intervention Program Contract
$14,000
FY 2018-19 $92,000 FY 2017-18 $59,000
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 to use and adjust
the evidence based programing for in and out of custody services 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, Life Skills, and Batterer’s Intervention Program participants are provided pretests
and posttests.
Does the county consider evaluation results when funding programs and/or services?
No.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
No.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
61% to 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 Health provides Adult and Youth Services including assessment, diagnosis, and treatment
to individuals requiring mental health, substance use disorder or dual diagnosis treatment. The
Page 170
outpatient treatment team consists of trained professionals including licensed therapists, behavioral
health nurses, case managers, counselors, and support staff.
Adult Outpatient Centers provide assessment, diagnosis, and treatment to individuals requiring
mental health, substance use disorder or dual diagnosis treatment. The outpatient treatment team
consists of trained professionals including licensed therapists, behavioral health nurses, tele-
psychiatry, counselors, case managers and support staff. Focus areas include mental health and
substance abuse assessment, psychiatric assessment and evaluation for medication, medication
monitoring, individual counseling, group counseling, bilingual counseling services, interpreter
services, and community services referral.
Adult Substance Use Services include Prevention and Outreach treatment programs, Culturally
Specific Outreach and Treatment programs, and Dual Diagnosis Counseling. Outpatient counseling
provides assessment, diagnosis, and treatment to individuals facing substance use challenges.
Treatment includes individual and group counseling. Referrals to community resources are also
provided.
What challenges does your county face in meeting these program and service needs?
Behavioral Health services are available to all residents in the county. The challenges for offering
services to the entire county are first - the ability to attract, hire and retain enough staff to work in a
remote and rural county, second - the distance clients live and work from the county seat, and third -
the definition of meeting “Medical Necessity” changing. Fortunately, the county departments work
well together and collaborate on a regular basis to ensure the clients get the best services available
in the 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?
In 2017-2018, our CCP committee made a correction to mental health services and moved from a
private provider to Behavioral Health. New services have now been initiated in the agencies and in
the community.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
Modoc County is exceptionally adept at collaboration. Each department wears several different hats
and in turn many of the staff do the same. The close relationships between departments, department
heads, community based organizations, and staff make the process of executing our goals much
more efficient. This collaboration has produced positive results as to the services available in the jail
and the continued services upon release. Some examples are Medi-Cal access upon release, Narcan
access and training, Medication consistency, Tele-psychiatry, and clinicians who treat in the jail and
upon release.
Page 171
Community Corrections Mono County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Karin Humiston
Chief Probation Officer Goal: Evaluate Collected Data
Honorable Mark Magit Objectives: • Review all data
Presiding Judge or • Identify meaningful measurements, correlations and
Designee gaps
Stacy Corless
Measure: • Prepare a report “8 Years of Realignment in Mono
County Supervisor or Chief
County”
Administrative Officer or
• Provide the reports to the Board of Supervisors by
Designee
3/1/19
Tim Kendall
Progress: Completed data gathering, analysis. Preparing and
District Attorney and
designing report.
Victims’ Interests
David Hammond* Goal: Provide Effective Supervision of Realigned Offenders
Public Defender
Objectives: • Administer Risk Needs Assessment
Ingrid Braun • Administer Incentives and Sanctions Matrix Model
Sheriff with case planning
• Provide evidence based supervision relative to risk
Al Davis
Chief of Police Measure: • 100% of Realigned Offenders shall be assessed
upon entry to the community with reassessment after
Kathy Peterson
6 months
Department of Social
Services and Department of • 100% of Realigned Offenders shall have integrated
Employment within their case planning the Graduated Sanctions
and Incentives and reviewed with the officer every 6
Robin Roberts
months
Department of Mental
Health and Alcohol and Progress: Continuous and on-going
Substance Abuse Programs
Goal: Provide Reentry Services for Detained Realigned
Stacey Adler
Offenders
Office of Education
Objectives: • Provide Reentry Plan for offender
Vacant
• Provide Behavioral Health transition and on-going
Community-based
plan without interruption in service
Organization
• Community Provider ensures this information is
provided to the Probation Officer while detained and
30 days before the release of the offender
*Represents one of the
contracted Public Measure: • 100% Released Realigned Offenders from the Jail will
Defenders have a Transition Plan
• 100% Released Realigned Offenders from the Jail will
The CCP meets quarterly
know what their Terms and Conditions are and where
to report
• 100% of offenders will have AOD groups and
individual counseling available in Jail
Progress: Continuous and on-going
Page 172
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Prepare a 10-year plan
Objectives: • Analyze data from the “6 years of realignment in Mono” 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 BSCC
Progress: On target; on-going
FY 2017-18 and 2018-19 Allocations
$284,345
Jail - Reserve Funds
$293,014
$15,655
Jail
$6,986
$60,000
Behavioral Health
$60,000
$150,000
District Attorney
$150,000
$226,084
Probation Department
$226,084
$248,670
Sheriff Department
$248,670
FY 2018-19 $984,754 FY 2017-18 $984,754
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$300,000
Other: Jail Grant Match
$300,000
$25,000
Alcohol & Drug Counseling
$25,000
$150,000
Victim Assistance
$150,000
$10,000
Electronic Monitoring
$10,000
$216,084
Probation Services
$216,084
$34,950
Re-Entry Services
$34,950
$213,720
In Custody Services
$213,720
FY 2018-19 $949,754 FY 2017-18 $949,754
Page 173
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
FY 2017-18: Coordinator – Opiate Special Project $35,000
FY 2018-19: Coordinator – Opiate Special Project $35,000
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 & 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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
41% to 60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
For mental health we provide individual and family counseling, case management, rehabilitation aide
services, group and psychiatry for adults and children. For SUD/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 program 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 transitional housing, 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.
Page 174
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
The county declined to respond to this question.
Page 175
Community Corrections Monterey County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Marcia Parsons
Chief Probation Officer Goal: Increase our understanding of the clients we serve to
better meet their needs in service delivery
Lydia Villarreal
Presiding Judge or Objectives: • Create and provide a satisfaction survey to clients
Designee who complete an AB109 funded program
Lew Bauman Measure: • Distribute a satisfaction survey to at least 70% of
County Supervisor or Chief
clients who complete an AB109 funded treatment or
Administrative Officer or
assistance program
Designee
Progress: In Progress. Out of the 150 clients who completed an
Dean Flippo
AB109 funded program, we received 80 completed
District Attorney
surveys, resulting in a 53% survey completion rate. We
Susan Chapman plan on maintaining and improving on this goal by
Public Defender incorporating alternative methods of administering the
survey to increase the number of surveys received.
Stephen Bernal
Sheriff
Goal: Increase and expand the probation officer’s
Robert Masterson understanding and use of evidence based practices by
Chief of Police implementing Effective Practices in Community
Supervision (EPICS)
Henry Espinosa
Department of Social Objectives: • 80% of probation officers supervising high risk adult
Services offenders will receive training in the EPICS model
Chris Donnelly Measure: • # of probation officers enrolled in training
Department of Employment • Secure the EPICS training through the University of
Cincinnati within the next 6 months
Elsa Jimenez
Department of Mental Progress: Completed. EPICS training was completed through the
Health University of Cincinnati on October 11, 2018. Sixteen out
of 17 eligible Probation Officers were enrolled in EPICS
Amie Miller
training, resulting in a 94% enrollment rate. Positive
Alcohol and Substance
feedback was received from participating officers and
Abuse Programs
many have increased their understanding and use of
Nancy Kotowski
EPICS in their face to face contacts with clients.
Office of Education
Robin McCrae The CCP reports it will use the first goal, objective, and outcome
Community-based measure identified above in addition to those identified in
Organization FY 2018-19.
Pamela Patterson
Victims’ Interests
The CCP meets quarterly
and as needed
Page 176
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Ensure Probation Officers supervising high and moderate risk caseloads use evidence
based practices with fidelity
Objectives: • 100% of probation officers supervising high and moderate risk caseloads will be
audited by the departments peer review officer.
• 90% of officers will receive an audit score of at least 80% or higher.
Measure: • # of probation officers supervising high and moderate caseloads, and number that
were audited.
• # of officers that received a score of at least 80%.
FY 2017-18 and 2018-19 Allocations
$5,298,891
Sheriff Department
$4,677,531
$326,624
Public Defender
$245,064
$344,334
District Attorney
$340,017
$2,757,504
Probation Department - Service Administrator
$2,453,500
$4,769,348
Probation Department
$4,423,175
$1,305,324
Behavioral Health Department
$1,297,186
FY 2018-19 $13,851,894 FY 2017-18 $13,336,414
FY 2017-18: Carryover Funds $100,059
FY 2018-19: Carryover Funds $950,131
Page 177
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$144,766
Service Administrator- Probation for Superior Court
$1,216,678
Data Collection, Administration and Evaluation - Probation
$1,164,106
$3,790,870
Supervision - Probation
$3,497,269
$326,624
Early Resolution Court - Public Defender
$245,064
$344,334
Victim Services/Early Resolution Court - District Attorney
$340,017
$419,755
Employment - Workforce Development Board
$416,885
$5,124,758
In-Custody Services-Sheriff
$4,517,531
$601,179
Treatment-Behavioral Health
$591,397
FY 2018-19 $11,968,964 FY 2017-18 $10,772,269
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$44,133
Restorative Justice Partners
$120,000
*Mental Health Services as Determined by Treatement Plan
$114,319
$132,936
Door to Hope
$137,779
$211,742
Sun Street Centers
$228,546
$185,451
Community Human Services
$171,257
$44,221
The Village Project, Inc.
$44,221
$9,795
Valley Health Associates
$9,667
$889,783
Turning Point of Central California, Inc.
$685,777
$169,825
Rancho Cielo, Inc.
$217,463
$1,025,175
Geo Reentry Services, LLC
$1,055,175
FY 2018-19 $2,833,061 FY 2017-18 $2,664,204
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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?
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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
61% to 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 medications,
outpatient and inpatient substance abuse programs, outpatient and inpatient mental health
programs, supportive services, methadone, medication assisted treatment (MAT), and case
management.
3. Day Reporting Center Services
4. Transitional housing, case management, and referral services, financial help in obtaining
housing (rent, deposit).
5. “Reentry Action Partnership” (RAP) On-site monthly meeting for clients to access information and
services from service providers.
6. Employment services; one county employment service agency and two private employment
service agencies; employment workshops, job training, job readiness, on the job training,
subsidized employment, technical training
7. Alternative to detention strategies
8. Co-located services at our Re-entry Services Center
What challenges does your county face in meeting these program and service needs?
It continues to be difficult to find service providers who are trained in the use of evidence based
curriculum. Staff turnover in community based programs continues to be a challenge. Staff turnover
often results in a gap in data collection, service delivery and ability to provide services by well trained
Page 179
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 produced positive results. If data
exists to support the results, please share.
This year the transitional housing program incorporated a service delivery level system with a three-
level tier. Level One is 4 weeks in duration and is the most restrictive where a comprehensive
assessment is conducted to identify client strengths and challenges. Level Two is 8 weeks in duration
and focuses on program plan development with employment being the primary goal for most of the
clients. Level Three is 12 weeks in duration and focuses on community reentry by preparing clients
for a life of self-sufficiency. The program utilizes collaboration with community partners to meet their
needs in areas such as physical and mental health, relapse prevention, education, career
advancement, family reunification, and anger management.
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Page 181
Community Corrections Napa County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Mary Butler
Chief Probation Officer, Goal: Be a part of the National Stepping Up Initiative
Department of Social
Objectives: • Complete Board of Supervisor resolution
Services and Department of
• Complete Sequential Intercept Mapping training
Employment
• Implement Brief Mental Health Screening Tool in the
Mark Boessenecker
jail
Presiding Judge or
Designee Measure: • Having a signed Board resolution
• Verify staff attendance at two-day event. Assure staff
Richard Feldstein
from variety of criminal justice agencies attend
County Supervisor or Chief
• Have staff implementation documentation from jail
Administrative Officer or
Designee
Progress: All three objectives are met. We have the signed
Allison Haley resolution for Stepping Up and a copy was sent to the
District Attorney National Stepping Up Initiative.
Ron Abernethy Sequential Intercept Mapping training occurred in
Public Defender September 2018 with attendance from Napa Sheriff,
Napa Police, Department of Corrections, Mental Health,
John Robertson
Probation, Substance Abuse Services, District Attorney,
Sheriff
Public Defender, Community Corrections Service Center
Steve Potter (day reporting) and Victim Advocates.
Chief of Police
Goal: Track recidivism rates
Bill Carter
Department of Mental Objectives: • Maintain a recidivism rate of under 25% for those who
Health graduated from the Community Corrections Service
Center (CCSC)
Jacqueline Connors
Alcohol and Substance • Track recidivism rates for those on felony probation,
Abuse Programs mandatory supervision and post release community
supervision
Barbara Nemko
• Provide rates of new convictions while on supervision
Office of Education
Measure: • Track all CCSC graduates twice a year to get
Karen Graff
recidivism rates
Community-based
• Track those being placed on Probation to see if they
Organization
had been on supervision previously
Yuka Kamiishi
• Provide Data on successful completions of probation,
Victims’ Interests
mandatory supervision and post release community
supervision.
Progress: The recidivism rate for the CCSC is 24%.
The CCP meets bi-monthly
We are now able to track quarterly the all the areas we
had hoped. We are now looking to also track those on
misdemeanor probation.
Page 182
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Increase the number of offenders receiving cognitive behavioral programs
Objectives: • Increase number of services available
• Increase number of probationers enrolled in programs
• Maintain attendance in the CCSC of 85 or more
Measure: • Number of programs offered
• Number of probationers enrolled
• Number enrolled in CCSC and Dosage Probation
Progress: 40 adult cognitive behavior programs were held
291 adult probationers graduated from programs
We were unable to meet our goal of 85 ongoing participants in CCSC. We averaged
60 participants. We currently have 15 probationers in Dosage Probation.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in FY 2018-19. Goal number one is complete and will not continue.
FY 2017-18 and 2018-19 Allocations
$969,296
Reserve funds
$4,891,612
$5,144,142
Carryover funds
$2,243,857
$1,501,000
Department of Corrections (Re-Entry Facility)
$1,377,200
Department of Corrections (Supervision, Program)
$399,000
Probation Department (Re-Entry Facility)
$1,046,700
Probation Department (Supervision, Program)
$320,242
District Attorney (vicitm services)
$130,000
Health and Human Services Agency (Substance Abuse)
$114,500
$370,000
Health and Human Services Agency (Mental Health)
$337,914
Department of Corrections
$1,172,700
Probation Department
$618,743
FY 2018-19 $11,257,580 FY 2017-18 $9,379,326
Page 183
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$320,242
District Attorney
$1,900,000
Re-Entry Facility
$188,200
Jail/Library GED Program
$55,000
$1,189,000
Corrections Staffing
$1,117,700
$370,000
Mental Health Jail Program/Mental Health Court
$337,914
$130,000
Alcohol and Drug Counselor
$114,500
$126,600
Deferred Entry of Judgement
$108,401
$775,100
Probation Supervision
$440,052
FY 2018-19 $4,999,142 FY 2017-18 $2,173,567
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$30,000
Non-Profits
$6,375
$80,000
Training
$38,123
$35,000
Residential Treatment Beds for Substance Abuse
$25,792
FY 2018-19 $145,000 FY 2017-18 $70,290
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.
Page 184
Does the county consider evaluation results when funding programs and/or services?
No.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
Yes. Average daily population, conviction, length of stay, and recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
41% to 60%.
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
Napa County has an embedded mental health clinician in adult probation and the public defender’s
office. We operate a mental health court for up to 15 participants. Jail mental health services are
currently provided from 8am – 5pm seven days a week. This will be expanded in 2019 to cover from
7am – midnight with crisis services available on call after midnight. Napa County Health and Human
Services provides case management and medication services for probationers who qualify for
services. There is also an alcohol and drug counselor embedded in probation.
What challenges does your county face in meeting these program and service needs?
Napa has a unique challenge having Napa State Hospital in our county. When there is a criminal
charge of a patient, they transfer to the Napa County Jail. The jail is not equipped to handle this kind
of inmate. There are not enough state hospital beds or psychiatric beds for inmates who require
psychiatric hospitalization.
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?
Having the embedded staff has increased our ability to get probationers into treatment. This has
been very helpful.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
Having probation officers running cognitive behavioral programs has been very effective. The
probationers relate to the officers in a very different way and officers are now seen as support persons
rather than only there to provide sanctions. Having 291 graduates of programs demonstrates their
interest in improving their lives.
Napa County will be using realignment funds to help staff our Reentry Program that will open in early
2019. This is a joint effort between the Department of Corrections and Probation to serve those
coming out of the jail to better reenter the community.
Page 185
Community Corrections
Nevada County
Partnership Membership
As of October 1, 2018
Goals, Objectives, Outcome Measures, and Progress
Michael Ertola FY 2017-18
Chief Probation Officer
Goal: • Increase substance use disorder treatment to
Scott Thompson
offenders in Nevada County
Presiding Judge or
Designee
Objectives: • 40% of participants will complete substance use
Ed Scolfield disorder treatment
County Supervisor or Chief • 100% of participants will receive screening for
Administrative Officer or substance use disorder treatment
Designee
Measure: • Number of participants enrolled in substance use
Cliff Newell disorder treatment
District Attorney • Number of participants completing substance use
disorder treatment
Keri Klein
Public Defender Progress: Between January 2018 and October 2018, 70% of
participants in substance use disorder treatment reported
Keith Royal
a decrease in the urge to use drugs. This is a 10%
Sheriff
increase from the same period last year.
Alex Gammelgard
Chief of Police, Grass Goal: Adult Drug Court to serve 25 clients with successful
Valley completion of the program
Vacant Objectives: • Increase number of referrals to the program
Department of Social
• Decrease time between referral and acceptance into
Services
the program
Tex Ritter
Measure: • Measure the number of offenders in the program
Department of Employment
• Measure the number of offenders who successfully
Rebecca Slade complete the program
Department of Mental
Health
Progress: Adult Drug Court has met the stated goal of serving 25
Phoebe Bell clients. Cost effective strategies have been put in place to
Alcohol and Substance provide service opportunities to more individuals. (e.g.
Abuse Programs Residential treatment offered after non-compliance in
outpatient. We are now aiming to serve 40 clients in this
Scott Lay
program.
Office of Education
Warren Daniels, CoRR
Community-based
Organization
Loletta Hadel
Victims’ Interests
The CCP meets quarterly
Page 186
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Establish a complete reentry program in the jail
Objectives: • 1FTE Deputy Probation Officer assigned to the jail to facilitate communication and
collaboration with jail staff
• Increase offender participation in reentry programs by 100%
Measure: • Measure the number of offenders in the program
• Increase referrals to the programs in the jail
Progress: The County is currently involved in a re-entry strategic planning partnership with all
stakeholders.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in FY 2018-19.
FY 2017-18 and 2018-19 Allocations
$63,000
Nevada County Public Defender
$275,000
Treatment Services
$305,000
Nevada County Superior Court
$60,000
$45,000
Grass Valley Police Department
$45,000
$85,547
Nevada County District Attorney
$85,547
$149,000
Nevada County Health and Human Services
$95,000
$1,206,353
Nevada County Sheriff's Department
$1,461,070
$833,439
Nevada County Probation Department
$783,499
FY 2018-19 $2,524,108 FY 2017-18 $2,380,962
Page 187
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$63,000
Nevada County Superior court
$60,000
$45,000
Grass Valley Police Department
$15,376
$85,547
Nevada County District Attorney
$33,842
$149,000
Nevada County Health and Human Services
$134,120
$1,206,353
Nevada County Sheriff's Department
$1,271,471
$833,439
Nevada County Probation Department
$553,491
FY 2018-19 $2,382,339 FY 2017-18 $2,068,298
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$14,000
Incentives
$15,555
$85,000
Recovery Housing
$46,763
$97,000
Outpatient Treatment Programs
$23,873
$70,000
Residential Treatment Programs
$50,777
$9,000
GPS/Electronic Monitoring
$6,060
FY2018-19 $275,000 FY 2017-18 $143,029
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?
We would first review the program in the Results First Clearing House. This would be the major
determination prior to implementation of any new program.
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 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 department Analyst to provide reports on successes of programs such as
outpatient and residential substance abuse programs.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
21% to 40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
The 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 probation to provide a warm handoff for those clients
in need. Other programs offered are as follows: CBT, MRT, Transitional Housing, Vocational
Training, Alcohol Monitoring, random drug testing program.
What challenges does your county face in meeting these program and service needs?
Our challenge continues to be the ability to provide more comprehensive treatment in the county jail.
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?
Therapist and eligibility worker stationed at the probation department.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
None to report at this time.
Page 189
Community Corrections
Orange County
Partnership Membership
As of October 1, 2018
Goals, Objectives, Outcome Measures, and Progress
Steve Sentman
FY 2017-18
Chief Probation Officer
Charles Margines Goal: • Implementation of a system that provides public
Presiding Judge or safety and utilizes best practices in reducing
Designee recidivism.
Todd Spitzer Objectives: • Expand the Day Reporting Center (DRC) to include a
County Supervisor or Chief second DRC site.
Administrative Officer or
Measure: • Collect data on Average Daily Population (ADP) and
Designee
demographics of participants.
Tony Rackaukas
District Attorney
Progress: The DRC expanded to two locations adding the City of
Sharon L. Petrosino Westminster on September 25, 2017. The DRC now
Public Defender operates in the Cities of Santa Ana and Westminster.
Since opening the location in the City of Westminster, the
Sandra Hutchins
average daily population at the Westminster DRC has
Sheriff
been increasing and is currently at 60 participants. The
Todd Elgin average daily population at the Santa Ana DRC has also
Chief of Police been increasing and is currently at 80 participants. The
goal of opening a second DRC location to increase
Vacant
participation has been accomplished.
Department of Social
Services
Brian Rayburn Goal: Establish and sustain a centrally located Reentry Facility
Department of Employment in Orange County.
Jeff Nagel Objectives: • Contract for Reentry facility.
Department of Mental
Health Measure: • Implement Prop 47 Grant Agreement.
Jeff Nagel Progress: The County was awarded $6M following a competitive
Alcohol and Substance RFP process with the BSCC. This process enabled the
Abuse Programs County’s Behavioral Health Services to contract with
Project Kinship, to establish a Reentry center for
Vacant
individuals with mild to moderate mental illness. The
Office of Education
contract was approved by the Board of Supervisors in
Bob Roll
July 2018 and Project Kinship opened the Reentry center
Community-based
in September 2018. The local Prop 47 Advisory
Organization
Committee will continue to pursue the next round of
Ronnetta Johnson funding in January 2019 to sustain and potentially
Victims’ Interests expand the Reentry center.
The CCP meets quarterly
Page 190
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Provide a stable sober living environment for clients who are active in Outpatient
Substance Use Disorder (SUD) Treatment. These services will help these clients have
a successful transition from more intense levels of SUD treatment (Residential; Detox)
to housing in the community.
Objectives: • Remain sober and abstinent while in the program.
• Work with consumers to find employment before leaving services.
• Link to stable housing upon completion from sober living.
Measure: • 91% of all participants tested negative for drugs while in the program.
• 94% of clients were linked to stable housing upon completion of the program.
Progress: In FY 2018-19, several new recovery residences were added in order to provide this
necessary service to more clients. We have also opened up the eligibility criteria to
make the service available to more clients in need. This will allow for a greater likelihood
that clients in SUD treatment will have a successful transition back to the community.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Improve public safety outcomes and utilize best practices in reducing recidivism.
Objectives: • Implement operational enhancements of the Day Reporting Center (DRC) to
improve participant outcomes.
Measure: • Number of participants attending Program Intake.
Progress: On July 1, 2018, the DRC rearranged the initial program phases to increase attendance
at each phase. By scheduling the Program Orientation before Program Intake,
attendance to the Program Intake has already increased by 50 percent.
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 Identify the Reentry Facility as a County Strategic Priority for 2018
Progress: The County continues to move towards this goal. The County’s 2018 Strategic
Financial Plan identifies and outlines the need for a reentry facility to ensure resources
and services are available to those released from custody who may not fall under the
Community Support and Recovery Center criteria.
Page 191
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
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 • 91% of all participants tested negative for drugs while in the program.
• 66% of participants were employed while in the program.
• 94% of clients were linked to stable housing upon completion of the program.
Progress: In FY 2018-19, several new recovery residences were added in order to provide this
necessary service to more clients. We have also opened up the eligibility criteria to
make the service available to more clients in need. This will allow for a greater
likelihood that clients in SUD treatment will have a successful transition back to the
community. Target population will include all clients involved in substance abuse
treatment.
Page 192
FY 2017-18 and 2018-19 Allocations
$452,603
Reentry Services
Health Care Agency In/Post- $18,556,734
Custody
$181,041
CCP Coordinator
$142,834
$905,207
Public Defender
$848,018
$905,207
District Attorney
$848,018
$1,810,413
Local Law Enforcement Entities
$793,520
$18,828,296
Probation Department
$18,513,552
Health Care Agency Post-Custody
$7,632,158
Health Care Agency In-Custody
$10,176,211
$48,881,156
Sheriff Department
$45,847,444
FY 2018-19 $90,520,657 FY 2017-18 $84,801,755
Page 193
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$559,890
Probation (Day Reporting Center (DRC) Diversion Program)
$20,649
Probation (Risk Needs Assessment-Council of State Gov't)
$3,300
Probation (Cellebrite Software Renewal)
$45,000
Probation (BI Inc Soberlink Alcohol Monitor Equipment)
$422,355
Probation (Adult Mental Health Services)
$331,683
$743,725
Probation (Sober Living - Diversion Program)
$598,299
$100,000
Probation (OCTA-Bus Passes)
$16,082
$20,001
Probation (CM Tipton-Polygraph Services)
$8,700
$115,000
Probation (Redwood Toxicology-Drug Laboratory Testing)
$53,060
Probation (BI Inc Day Reporting Center (DRC) Diversion
Program) $508,832
Probation (Cellebrite Software - Electronic Device Data
Recovery) $4,080
Probation (BI Inc Breath Alcohol Testing)
$39,155
Probation In housing GPS Monitoring Unit
$132,346
$60,000
Probation (GPS Electronic Monitoring)
$60,392
$502,088
Health Care Agency (Alcohol & Drug Abuse Services)
$360,911
$1,626,786
Health Care Agency (Mental Health Services)
$917,965
$12,409,876
Health Care Agency (In Custody Services)
$13,900,297
FY 2018-19 $16,628,670 FY 2017-18 $16,930,802
Page 194
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$8,000
Probation (OC Human Relations-Restorative
Justice Svcs)
$10,800
$4,017,985
Health Care Agency (Community Based
Organizations)
$2,595,926
FY 2018-19 $4,025,985 FY 2017-19 $2,606,726
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
Potential programs or services are either brought forth by Executive CCP members or via the AB109
Working Group through the CCP Coordinator. At the quarterly Working Group meetings, the group
may introduce and vet potential programs and/or services for local implementation utilizing Public
Safety Realignment funds. 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 their gaps, needs,
and challenges. Potential programs and/or services are clearly identified and presented to the CCP
Executive Committee for potential funding. Similarly, any Executive Member may identify a need and
may direct the CCP Coordinator to return to the Working Group to go through their process or, in the
case of small requests, may make them directly.
All funding and appropriations must also be approved by the County’ Board of Supervisors as
submitted.
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 Health Care Agency provides recovery residence opportunities 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 conducts continuous evaluation and monitoring of the Orange County Day
Reporting Centers (DRCs) which serves the AB109 population: recidivism outcomes of DRC
participants are tracked by DRC site (Santa Ana and Westminster) as well as by the type of
program exit.
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.
Page 195
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
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?
Post-Custody behavioral health services are offered through the County’s Health Care Agency
(HCA). HCA is responsible for services to the Severely Mentally Ill population. The County offers an
information and referral hotline (1 800 OCLINKS), an Open Access program, five Regional Outpatient
clinics and eight Adult Full Service Partnerships. The County has a robust collaborative court program
and one Full Service Partnership designated to work with individuals linked with probation and
AB109. A Psychiatrist and assessment team is also embedded in the probation office to meet the
needs of AB109 clients transitioning from incarceration to the community, including individuals with
mild to moderate mental health issues. 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 continues to
offer a continuum of services that include medical and social model detox, residential treatment,
outpatient treatment, sober living, medication assisted treatment, and methadone maintenance and
detox.
The County of Orange opted in to the State’s Drug Medi-Cal (DMC) pilot program July 2018. As a
result, an ASAM tool was developed to link persons with SUD to an appropriate level of care. The
County has added Intensive Outpatient Treatment in its menu of services offered. Those with co-
occurring issues have a specific program to address both addiction and mental health challenges.
In-custody behavioral health services are provided by the Health Care Agency’s Correctional Health
staff. Each inmate entering the jail has a mental health assessment completed by a Correctional
Health nurse and treatment plans are identified. Those diagnosed with severe mental illness requiring
acute treatments are housed in a dedicated mental health area of the jail.
What challenges does your county face in meeting these program and service needs?
Overall, accessibility to post-custody mental health services is readily available. This is partly due to
the leveraging of Prop 63 funds (Mental Health Services Act, 2004) and other funding to create
services and increase capacity.
However, access to SUD residential services remains difficult. We do not have an adequate number
of providers that can provide residential treatment. The County lost a perinatal provider that had two
locations which provided residential treatment services to women who are pregnant and parenting.
One of our residential co-ed providers lost one of their homes, resulting in a male only program. Our
need for residential treatment to treat our females has increased with not enough providers. In
addition, the County’s current providers are maxed out and despite available funding the County
lacks new providers. Another challenge has been finding more providers that can treat our co-
occurring population within our county lines.
Page 196
The County continues to face challenges with In-custody programming and treatment services as
inmates are serving longer sentences and often have more significant issues thereby requiring more
programming, treatments and services. Currently, 20% of the inmate population have mental health
needs yet treatment is limited to available capacity and staffing levels. In addition, it is estimated that
70% of the inmate population has some form of a substance abuse disorder. Providing appropriate
programming and treatment has been a continuous challenge due to the greater need and limited
resources. Both issues have been identified as strategic priorities for the County and are included in
the Five-Year Strategic Financial Plan.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
In October 2017, HCA and Probation agreed to expand sober living services to persons on probation
that successfully completed treatment. Expanding accessibility to sober living has the potential of
having a very positive impact on clients’ access to treatment and overall the community. Clients in
residential treatment often have lost everything, including a place to live. Sober residences provide
the additional support in combination with outpatient treatment to help the client secure employment,
save money, and re-acclimate into the community. Requirement for accessing sober living is to be
enrolled in an outpatient treatment program.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
The County Health Care Agency, Behavioral Health Services has developed a workgroup across
divisions to create a more trauma informed system of care, based on the seven domains of trauma
informed care (TIC). This group is involved in several agency wide initiatives including TIC trainings,
staff support, increasing trainings for best practices, and workforce and peer development.
Treatment Outcomes
AB109 offenders that participated in HCA mental health treatment spent fewer days in psychiatric
treatment facilities, and were less likely to be incarcerated or homeless at discharge. There were also
improvements in employment and school enrollment. AB109 offenders that participated in SUD
treatment showed a significant reduction in all criminal justice indicators, as well as reductions in
number of visits to the ER for mental health issues and serious family conflict. There were also
improvements in employment and abstinence from alcohol and drug use, as well as an increase in
the use of recovery networks. Roughly one-third of AB109 offenders that participated in SUD
treatment who were initially homeless gained housing (independent or dependent) by discharge.
At intake, AB109 offenders had lower motivation than clients receiving SUD treatment nationwide
and motivation scores were slightly higher than or comparable to the average Orange County SUD
client. After receiving treatment, AB109 offenders showed comparable motivation to other clients in
the county, and higher motivation than SUD clients nationwide. At discharge, AB109 offenders also
reported higher levels of peer support within their program and social support outside of treatment
which is comparable to Orange County and national norms for those indicators.
AB109 offenders’ 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, AB109 offenders showed
reductions in the severity of their psychiatric symptoms.
Page 197
Surveys and tools used during the evaluation are:
• MacArthur Community Violence Instrument – Examines instances of harm to others and
victimization. This measurement tool has been replaced by the Criminal Justice Scale in an
effort to obtain more reliable information.
• 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
use treatment, these tools assess clients’ motivation for treatment, engagement in treatment,
counseling rapport, and peer and social support
Page 198
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Page 199
Community Corrections Placer County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Marshall Hopper
Chief Probation Officer Goal: • Reduce Caseloads to recommended ratio of 50:1
Jake Chatters Objectives: • 100% of in-county offenders will have a completed
Presiding Judge or CAIS Assessment
Designee
• Increased contacts for high/moderate risk offenders;
Jack Duran fewer for low risk offenders
County Supervisor or Chief • 100% of in-county offenders will have a working Case
Administrative Officer or Plan
Designee
Measure: • Percentage of in-county offenders with a completed
Scott Owens CAIS Risk/Needs Assessment
District Attorney • Total number of contacts for high/moderate risk
offenders
Dan Koukol
• Percentage 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
Ron Lawrence
practices with regard to number of contacts.
Chief of Police
Jeff Brown Goal: Hire and train staff to maintain jail population
Department of Social
Objectives: • 100% of funded and unfunded positions will be filled
Services
• Seven (7) Admin. Legal Clerk positions funded
Jeff Brown • Open South Placer Correctional Facility
Department of Employment
Measure: • Number of Correctional Officer positions filled
Jeff Brown
• Number of Admin. Legal Clerk positions filled
Department of Mental
• Net jail beds gained through South Placer
Health
Correctional Facility opening (88 beds)
Jeff Brown
Progress: Increase in in-custody programming, facilitated by a
Alcohol and Substance
Correctional Officer assigned specifically to a program
Abuse Programs
position.
Phillip Williams
Office of Education
Walt Stockman
Community-based
Organization
Jenny Davidson
Victims’ Interests
The CCP meets as needed
Page 200
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Meet offender needs through evidence-based practices
Objectives: • Obtain offender referrals from Probation
• Conduct risk/needs assessments prior to treatment
• Provide appropriate treatment to offenders
Measure: • Number of referrals from Probation: 581
• Number of assessments conducted: 581
• Number of offenders in treatment: 285
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in FY 2018-19.
FY 2017-18 and 2018-19 Allocations
CEO Criminal Justice (Public Defender and $907,306
Growth) $374,300
PLEA Collaborative (Special Investigations $400,000
Unit) $400,000
$310,295
District Attorney
$231,610
$1,405,500
Health and Human Services
$1,331,997
$3,983,407
Sheriff
$3,887,512
$1,908,933
Probation
$1,793,412
FY 2018-19 $8,915,441 FY 2017-18 $8,018,831
Page 201
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$71,980
Outclient mental health
$71,980
$313,500
Practitioners
$357,500
In-custody Mandatory $185,370
programs $185,677
$181,150
Drug Court
$181,150
FY 2018-19 $752,000 FY 2017-18 $796,307
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$23,000
Sierra Native Alliance (Outclient)
$23,000
Turning Point (Intensive Outclient Mental $78,000
Health) $77,690
$30,000
Recovery Now (Transitional Housing)
$30,000
Pacific Education Services(Outclient and In-
custody) $15,000
Progress House (residential, transitional, $170,000
outclient) $170,000
$220,000
Community Recovery Resources
$220,000
FY 2018-19 $521,000 FY 2017-18 $535,690
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.
Page 202
Does the county consider evaluation results when funding programs and/or services?
No.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
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: Withdrawal Management, Residential Treatment, Outpatient (in
and out of custody), Educational Programming, Transitional Housing combined with Outpatient,
Outpatient Mental Health, Intensive Mental Health Care, and Medication Assisted Treatment (MAT).
County Staff: Screening; assessments; linkages to SUS, MH, and Primary Care Treatment; and Case
Management.
What challenges does your county face in meeting these program and service needs?
At this time our need outweighs our resources. Coordinating care across multiple providers and
disciplines is also difficult. With the current rollout of the Organized Delivery System (ODS) Waiver,
we are now working to provide access to care covered by resident’s Medi-Cal benefit. This also
provides a challenge in the needs outweighing the resources.
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 produced 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 have provided officers the opportunity to set goals with
offenders and support these goals while keeping the community safe.
Page 203
Community Corrections Plumas County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Erin Metcalf
Chief Probation Officer Goal: • Implement a pretrial services program
Deborah Norrie Objectives: • Identify those defendants arrested and eligible for
(designee) program within 12 hours of arrest
Presiding Judge of the
• Interview and assess eligible defendants within 12-24
Superior Court or designee
hours of arrest including recommendations to the
Jeff Engel Judge for release when qualified
County Supervisor or Chief • Access to treatment- send referrals for mental health
Administrative Officer or and substance use assessments for those
Designee interviewed and identify as having a need for further
assessment or request a referral to be made
David Hollister
• Increase jail beds (i.e., connect offenders with
District Attorney
services, when they qualify, and transition them out
Bill Abramson of custody to allow a “free bed”)
Public Defender
Measure: • Number of interviews, early screening and
Greg Hagwood identification for arrestees that are currently or have
Sheriff previously served in the Military and are suffering
from substance use disorders and/or mental illness
Not Applicable
and may be in need of additional ancillary services in
Chief of Police
order to abide by any Court orders (n=30; 10.67%)
Neal Caiazzo
• Improve In-Court appearance rates. Due to the
Department of Social
inability to access to Court information we are not
Services
able to compare the appearance rates of 2017-2018
Vacant to prior years. We have now started tracking all court
Department of Employment appearance rates for individuals released via bail,
Pretrial Release (PTR) and OR, therefore creating a
Tony Hobson
system for tracking from 2017 forward.
Department of Mental
• Number of referrals for mental health and/or
Health
substance use assessments that are engaged in
Tony Hobson services (n=59; 45.7%)
Alcohol and Substance • Percent less likely to have bail/OR revoked. Due to
Abuse Programs the inability to access to Court information, we are not
able to compare the revocations rates in 2017-2018
Terry Oestreich
to prior years. We have now started tracking all court
Office of Education
revocation rates for individuals released via, bail,
Johanna A. Downey
Pretrial Release and OR; therefore, creating a
Community-based
system for tracking from 2017 forward.
Organization
• Number of referrals vs. number of arrestees eligible
Kori Langrehr and interviewed for Pre-Trial Release Program:
Victims’ Interests -Released prior to arraignment (n=129; 45.9%)
-Released at arraignment with PTR conditions
(n=51; 18.14%)
The CCP meets monthly -Detained (n=109; 16.5%)
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Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Progress: Plumas County’s Alternative Sentencing Program and Sheriff’s Office in conjunction
with the Superior Court have implemented a Pretrial Release Program since
September 2016. The implementation came after a year of planning and program
development. For FY 17/18, the Pretrial Release Program received approximately 660
referrals of which 281 (42.5%) were eligible for pre-trial release and received
interviews and assessments. Out of 281 offenders, 129 (45.9%) were released from
custody through pretrial release supervision without a gap in supervision, services, and
accountability within 24 hours of arrest thereby increasing jail beds. Pretrial Release
conducted 180 (64%) individual supervision check-ins for Pretrial Release Referrals
as a result of pretrial release interviews and referrals from the Court. In September
2018, the Probation Department attended a pre-trial presentation and tour in San
Joaquin County. The Probation Department anticipates attending other pre-trial
conferences/trainings in the future.
Goal: Re-establish a Day Reporting Center (DRC)
Objectives: • 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. The
Probation Department has created and implemented a schedule for programming to
take place at the department for Batterer’s Intervention, Alliance for Workforce
Development, and parenting classes. The Probation Department has implemented
interactive journaling.
Goal: Reduce Deputy Probation Officer (DPO) caseloads to a ratio of 50:1
Objectives: • 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 continues working with Human Resources and job
specifications were revised. Recruitment efforts have increased. Two DPO vacancies
have been filled as of October 2018. Offenders receive a Risk/Needs Assessment. The
Probation Department switched assessment providers the previous fiscal year;
assessments are more user-friendly and integrate with the department’s case
management system.
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Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Provide effective supervision and programming to PRCS Offenders and high-risk
offenders
Objectives: • 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. The Probation
Department uses graduated sanctions and incentives. Last fiscal year, the Probation
Department began utilizing a new assessment provider offering user-friendly tools that
interface with the case management system. The Probation Department has increased
trainings and will continue to engage staff in professional development opportunities to
facilitate and implement an expanded array of evidence-based programs.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Establish & Implement Community Justice Court
Objectives: • Create Community Justice Court policies and procedures
• Identify which service providers will meet this obligation and create a work around
approach to overcome those providers who will not.
• Identify and outline target population(s) to include, but not limited to Veterans and
those with substance abuse and mental health needs to be served
• Provide a safe, cost-effective alternative to incarceration
• Work together to assure a consistent, coordinated approach is provided to Veterans,
those with substance abuse issues and mental health diagnoses who have
committed crimes in Plumas County
• Use a long-term approach towards program sustainability by learning from the
successes of other collaborative courts and being knowledgeable of the various
means of leveraging funding
• Reduce criminal behaviors and substance abuse among the program participants
• Improve supervision strategies that will reduce recidivism and improve criminal
thinking
• Increase the number of supervision decisions that are fair, consistently applied, with
consequences that are transparent; and increase the number of participants in the
program who believe that the supervision decisions are fair, consistently applied,
and consequences are transparent.
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• Increase community awareness of substance abuse, mental health and issues
pertaining to veterans, as well as the Plumas County Community Justice Court
sponsored treatment and programs as a preferred alternative to incarceration.
Measure: • Have Community Justice Court up and running with specific scheduled calendars
and policies and procedures signed
• Have clear criteria for eligibility and entrance that is reflective of offenders and needs
of Plumas County
• Recidivism for those involved in Community Justice Court vs. similar cases not
engaged
o Length of Sobriety
o Treatment engagement/Attendance
o Graduation/Completion rates
o Medication Compliant
o Court appearances
o Employment
o Permeant long term Housing
o Family reunification
• Number of incentives versus number of sanctions
o Individual participants
o Program as a whole
Progress: A successful “Drug Court” model has existed in Plumas County until 2017. Much of the
framework has already been created. Conversations are occurring concerning which
entities will participate.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Goal Open & Operate Day Reporting Center
Objective • Identify Agency to open and operate Day Reporting Center
• Research and obtain funding to open and operate Day Reporting Center
• Identify and develop therapeutic referral resources and support for clients focusing
on health, housing, education, and sustaining employment to be offered through Day
Reporting Center.
• Identify and outline target population to be served at Day Reporting Center
• Improve supervision strategies that will reduce recidivism and improve criminal
thinking
Measure • Number of referrals for mental health and/or substance use assessments that are
engaged in services
• Number of offenders enrolled, participating, and completing programs
• Percent that obtain employment as a result of DRC engagement
3 months, 6 months, 9 months, or 12 months.
• Percent that maintain employment for:
3 months, 6 months, 9 months, or 12 months or longer
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Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Measure • Length of Sobriety
(cont.) • Treatment engagement/Attendance
• Graduation/Completion rates
• Medication Compliant
• Court appearances
• Employment
• Permeant long term Housing
• Family reunification
• Recidivism rates
1 year out
3 years out
5 years out
A successful Day Reporting Center model has existed in Plumas County until 2017.
Progress
Much of the framework has already been created. Conversations are occurring
concerning which entities will participate.
Goal Create and Implement Bridges Reintegration Program
• Identify defendants that are in custody and that will remain in custody for 3 months
Objective
or longer
• Interview and assess eligible defendants within 12-24 hours of arrest including
recommendations to the Judge for release when qualified
• Identify and engage assess eligible defendants by conducting interviews,
assessments, and screenings to, identify risks for recidivism, mental health
diagnoses, substance use disorders and eligibility for intensive case management
and community support services to begin referrals and reintegration process while
still in custody
• Percent that are placed in housing for those that need it upon release
Measure
• Percent that maintain housing after release
• Program engagement and completion while in custody
• Percent that obtain employment upon release within:
3 months, 6 months, 9 months, or 12 months.
• Percent that maintain employment for:
3 months, 6 months, 9 months, or 12 months or longer
• Percent that obtain medical coverage upon leaving facility
• Percent that have no gap in medications
• Percent that have scheduled medical and dental appointments upon release
• Percent that attend scheduled medical and dental appoints once released
• Recidivism rates
1 year out
3 years out
5 years out
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Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Staff from the Plumas County Correctional Facility, Plumas Crisis and Intervention
Progress
Center and Alternative Sentencing Program are currently piloting this model with one
inmate in the Plumas County Correctional Facility who will be released with no
community supervision, is homeless upon release and has a multitude of medical issues.
Goal Expand Pretrial Release Program to integrate Community Justice Court, Day Reporting
Center, and Bridges Reintegration Program
Objective • Expand eligibility criteria for those eligible for Pretrial Release interviews (i.e. those
on probation, at warrant etc.)
• Identify those defendants arrested and eligible for program within 12 hours of arrest
• Identify and engage assess eligible defendants within 12-24 hours of arrest, by
conducting interviews, assessments, and screenings to, identify risks for recidivism,
mental health diagnoses, substance use disorders and eligibility for intensive case
management and community support services to be included in recommendations to
the Judge for release, community Justice Court or Day Reporting Center 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 for Day Reporting Center or Community
Justice Court
• 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 have bail/OR revoked
• Percent less likely to offend while on Program Supervision to include Pretrial release,
Community Justice Court, and Day Reporting Center
• Number of referrals vs. number of arrestees eligible and interviewed for:
Pre-Trial Release Program:
-Released prior to arraignment
-Released at arraignment with PTR conditions
-Detained
• Community Justice Court
• Day Reporting Center
Progress The Pretrial Release program has been in operation since 2016 and there is a pilot
program for the Bridges Reintegration program being implemented with one inmate in
the Plumas County Correctional Facility.
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FY 2017-18 and 2018-19 Allocations
$127,477
Carry over funds
$388,047
$31,733
Literacy Program
$37,939
$25,000
Alliance for Workforce AFWD
$25,000
Plumas Crisis Intervention & Resource Center- $41,200
Pathways Home
$41,200
Plumas Crisis Intervention & Resource Center- $45,000
Ohana House
$45,000
Plumas Crisis Intervention & Resource Center- $20,824
24/7 Dad Program
$20,824
$134,008
District Attorney
$65,097
$209,526
Probation Department
$207,885
$67,475
Behavioral Health
$67,475
$469,678
Sheriff's Department
$537,246
FY2018-19 $1,171,921 FY 2017-18 $1,435,713
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FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
Behavioral Health $67,475
Department
$67,475
$31,733
Plumas Literacy Program
$37,939
$469,678
Sheriff's Department
$537,246
District Attorney's $134,008
Department
$65,097
$209,526
Probation Department
$207,885
FY 2018-19 $844,945 FY 2017-18 $915,642
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$41,200
Plumas Crisis Intervention - Pathways Home
$41,200
$45,000
Plumas Crisis Intervention - Ohana House
$45,000
$20,824
Plumas Crisis Intervention - 24/7 Dad Program
$20,824
$25,000
Alliance for Workforce Development
$25,000
FY 2018-19 $132,024 FY 2017-18 $132,024
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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 Request for Proposals is issued annually to county and community-based partners. Applications
are reviewed and discussed by an ad hoc committee. The committee brings a recommendation to
the CCP Executive Committee at a scheduled meeting and it is voted on. 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 work to improve its evaluation process 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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
41% to 60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
An array of behavioral health and substance use disorder services are provided by the Behavioral
Health Department including jail-based services, community-based services through four 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 severely mentally ill (SMI).
What challenges does your county face in meeting these program and service needs?
Local challenges include limited housing stock to address the permanent housing needs of
transitioning offenders and the lack of an emergency shelter model program. Geography of the county
and lack of public transportation could provide difficulties.
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
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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 produced 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 continues to be highly successful in providing education to effectively engage fathers in the
lives of their children.
Plumas County has multiple promising programs that are producing positive results:
The Prop 47 diversion Program is proving to be highly effective. In the 17 months since it began
operating it has successfully graduated 4 individuals, housed multiple individuals and families, and
moved 3 families into long-term permanent housing, reunited 3 families and had one participate
graduate college.
For FY 17/18, the Pretrial Release Program received approximately 660 referrals of which 281
(42.5%) were eligible for pre-trial release and received interviews and assessments. Out of 281
offenders, 10.67 % were veterans, (45.9%) were released from custody through pretrial release
supervision without a gap in supervision, services, and accountability within 24 hours of arrest thereby
increasing jail beds and 45.7% were referred for mental health and/or substance use assessments
and were engaged in services. Pretrial Release conducted 180 (64%) individual supervision check-
ins for Pretrial Release Referrals as a result of pretrial release interviews and referrals from the Court.
The Assembly passed AB1810 earlier this year and we are one of a small group of counties that has
embraced this change and implemented an AB1810 diversion court and have seen promising results.
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Community Corrections Riverside County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Mark A. Hake
Chief Probation Officer Goal: • Improve employment rates
Honorable Becky Dugan Objectives: • Increase employment rate by 10%
Presiding Judge or
Measure: • Number of clients participating in job placement and
Designee
vocational training opportunities
Chuck Washington
• Number of clients who obtained employment
County Supervisor or Chief
Administrative Officer or Progress: While field operations continued in the planning and
Designee delivery of several job fairs throughout the county, the
Day Reporting Centers enhanced programming to
Michael Hestrin
increase employment rates by incorporating a vocational
District Attorney
component through a partnership with the Riverside
Steven L. Harmon County Office of Education. Though these efforts were
Public Defender only implemented mid-year, 24 participants received a
forklift operator license, 25 participants received their
Stan L. Sniff
CPR/First Aid certification, and six others received
Sheriff
overall certificate completions in logistics, hospitality, and
Sean Thuilliez, Beaumont small engine repair. The overall employment rate at the
PD Chief of Police DRCs increased by 11.9%. This is a 1.9% increase
above last fiscal year’s goal of 10%.
Sarah S. Mack
Department of Social
Goal: The Probation Department will evaluate the effectiveness
Services
of incentives/sanctions on offender success and violation
Robert Field rates.
Department of Employment
Objectives: • To develop an Incentives & Sanctions Matrices
Matthew Chang dashboard to record the monthly number of
Department of Mental incentives and sanctions used as compared to the
Health number of violations submitted.
Matthew Chang Measure: • The successful development of a data dashboard.
Alcohol and Substance
• The number of violations by offenders who received
Abuse Programs
incentives and/or sanctions.
Judy D. White, Ed. D Progress: In May 2018, both matrices were modified to include
Office of Education additional offender input for incentives. The sanctions
matrix was modified to be more streamlined. The final
Vonya Quarles
versions were distributed to staff, who continued to use
Community-based
both in the course of their casework. With the
Organization
modification of both matrices, the goal was partially met,
Michael Hestrin
and the Department continues to work with the Quality
Victims’ Interests
Assurance and Research units to develop dashboards to
help determine client success rates. It is expected this
goal will be accomplished by the end of FY 18/19.
The CCP meets annually
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Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Improve Mental Health Screening Tool & Inclusion of Clinical Therapists
Objectives: • Develop an improved screening tool that is more effective in identifying both mental
health and substance use disorder treatment needs while also providing an
objective scoring method to make the screening tool more effective in measuring
treatment focus.
Measure: • Number of participants receiving placement in appropriate treatment using an
objective scoring method.
Progress: Behavioral Health (BH) incorporated a new screening form. The form generates a
referral and scoring based on the consumer’s response to determine if there are any
safety risks, if a risk assessment is necessary, and if the acuity level is mild, moderate,
or severe which will dictate the level of care and referral. The BH screening form also
determines if a substance use referral is necessary so that an ASAM (American Society
of Addiction Medicine) screening is conducted to further determine the level of care
needed for substance use disorder treatment.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Expand Re-entry Collaboration
Objectives: • Strengthen community networks to ensure clients’ smooth transition from custody to
community, connect them with appropriate community-based treatment and
services, and identify gaps in services.
Measure: • Number and type of collaborative meetings held
• Number of Resource and Provider Fairs
• Number and type of collaborative partnerships or projects initiated or completed
Progress: In progress.
Goal: Increase employment opportunities for clients
Objectives: • Enhance employment services at the Day Reporting Centers (DRC) to better
prepare clients for the workforce.
• Establish a contract with a Community-Based Organization (CBO) for employment
services through the Request for Proposal process.
Measure: • Number of clients who obtain employment
• Number of clients who retain employment for 90 days.
Progress: In progress.
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Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Goal: Enhance educational services and vocational opportunities for clients
Objectives: • To increase the number of clients obtaining a G.E.D. or high school diploma by 10%
at the Day Reporting Centers
Measure: • Number of clients who receive a G.E.D. or high school diploma
• Number of clients who complete vocational certification programs
Progress: In progress.
FY 2017-18 and 2018-19 Allocations
$1,619,638
Police Departments
$1,536,250
$92,012
District Attorney
$423,251
Public Defender
$923,163
$29,844,144
Riverside University
Health System
$30,912,820
$29,739,777
Sheriff Department
$31,576,481
$19,570,420
Probation Department
$21,095,752
FY 2018-19 $81,289,242 FY 2017-18 $86,044,466
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FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$1,505,856
Police Departments
$1,317,779
$471,484
Public Defender & District Attorney:
$865,802
$29,844,144
Riverside University Health System:
$28,422,383
$29,739,777
Sheriff Department:
$29,032,577
$17,875,087
Probation Department:
$19,396,210
FY2018-19 $79,436,348 FY 2017-18 $79,034,751
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
The county did not provide information on Non-Public Agencies receiving allocations.
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 gaps in programs or services are identified, agency representatives convene meetings to
determine a viable response plan. Developed plans are vetted by member agencies and then are
formally submitted for review by the Community Corrections Partnership Executive Committee
(CCPEC). At this point, funds may be allocated, or the agency involved may agree to the proposal,
absorbing associated costs. The CCPEC members updated on the progress or status of the new
programs 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 evaluation of programs and services is primarily done through systems of regular statistical
reports or audits consisting of relevant data elements focusing on program participation and/or
completion and defined program goals.
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Does the county consider evaluation results when funding programs and/or services?
Yes. Overall, in Riverside County, the effectiveness of programs is continually evaluated by each of
the departments providing the services. 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.
Additionally, the CCPEC annually reviews each agency’s budget request and approves such request
based on the 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.
Lastly, the county has contracted with a private vendor, EvalCorp to conduct a comprehensive
evaluation of AB109 services currently delivered to the realignment population in Riverside County.
The research involved will include a qualitative analysis, measuring the effectiveness of said services.
Results are expected to be delivered to the CCPEC by the conclusion of FY 18/19.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
61% to 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?
Riverside University Health System - Behavioral Health has provided the following realignment
services delivered to AB 109 offenders during FY 17/18, including those incarcerated in the county’s
five detention facilities:
• Mental health and substance use screenings
• Adult full assessments
• Development of an individualized client care plan
• Individual therapy
• Family therapy
• Group therapy
• Substance Use 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
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• Emergency and transitional housing
• Transportation
• Case management
• Crisis management and triage
Behavioral Health Screenings for mental health and substance use are conducted at Probation sites,
Behavioral Health (BH) outpatient clinics, and detention facilities to identify the AB109 offenders’
needs and to determine the course of treatment and linkage to services. Behavioral Health
Screenings consist of a 30-item questionnaire comprised of 15 questions related to mental health
and 15 questions related to substance use. The BH screening form generates a referral and scoring
based on the consumer’s response to determine if there are any safety risks, if a risk assessment is
necessary, and if the acuity level is mild, moderate, or severe - which will dictate the level of care and
referral. The BH screening form also determines if a substance use disorder referral is necessary
which would lead to an ASAM screening to further determine the level of care needed for substance
use disorder treatment.
Riverside University Health System- Behavioral Health and Riverside University Health System-
Medical Center (RUHS-MC) have collaborated in FY 17/18 to incorporate Whole Person Care (WPC)
nurses to provide screenings at Probation sites to identify the physical needs and behavioral health
needs of consumers. WPC is a state-funded program, with matching MHSA funding, designed to
identify the needs of newly released probationers and to provide linkages to services. WPC has
provided well over 780 screenings at Probation sites for FY 17/18.
In FY 17/18, behavioral health staff began going into the detention facilities to provide collaborative
jail in-reach. Jail in-reach involves an AB109 case manager, detention staff, and inmates with open
BH cases who are approaching discharge. The AB109 case manager provides a brief presentation
and discussion regarding New Life services available and provides collaborative linkage and referral
as needed to Day Reporting Centers (DRCs), New Life AB109 outpatient behavioral health clinics or
FFSP. BH staff also work with the TRU probation officers to ensure linkage to New Life outpatient
BH services and to provide a warm hand off to field probation officers.
Adult full assessments are completed on all AB109 offenders entering treatment with RUHS-BH. This
assessment includes a thorough assessment of mental health and substance use treatment needs
and identifies problem areas, medical necessity, treatment goals, and interventions to improve
identified impairments. Re-assessments are completed annually.
Client care plans establish treatment focus by identifying treatment goals and interventions to be
utilized. Goals are required to be specific, measurable, attainable, realistic, and time bound. Goals
may include improvements in mental health, substance use, housing stability, strengthened family
relationships, etc.
Individual therapy, family therapy, group therapy, and BH groups (mental health and substance use)
are offered at our New Life clinics, DRCs, and FFSP. In addition, educational groups are offered to
AB109 consumers which include:
• Courage to Change (facilitated by DRC Probation)
• Substance Use 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
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Comprehensive discharge planning is essential to continuity of care and the client’s treatment
success and maintenance. Discharge planning includes, when applicable, substance use disorder
recovery services which are used when the client is no longer requiring primary treatment and 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. AB109 staff work very closely with the psychiatrist to collaborate management of
psychotropic medications and keep psychiatrists informed of outcomes including improvements or
side effects.
What challenges does your county face in meeting these program and service needs?
Although the county is largely serving the needs of the AB109 population, budgetary constraints
remain a challenge for all county agencies. One of the primary challenges has been the development
of data sharing, including referral tracking, enrollment information, and program completion. Data
sharing will allow for improved accuracy of tracking, assessment of program effectiveness, and
outcome measurements.
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.
Additionally, this collaboration is essential when developing discharge plans to ensure appropriate
transitional services are provided and duplication is minimized.
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 that was critical to the implementation of
realignment in Riverside County. Since implementation, this collaboration has continued to
strengthen, expand, and has produced successful results. The relationships built have allowed light
to be shed on each department's strengths and challenges. This has been particularly evident during
sub-work group and other interagency meetings, as well as projects targeting common barriers to
success such as transportation, housing, and healthcare access needs, medication continuation and
compliance, employment, and education. Throughout the years, each agency has recognized that
each criminal justice partner is essential in the planning and tackling of these challenges.
Specific programmatic changes and/or course corrections include the following:
Whole Person Care
Whole Person Care (WPC) is a collaborative approach between Riverside University Health Systems
Population Health, other county agencies, local health care providers, and the Probation Department
with the goal of positively impacting offenders being released from custody. Specifically, offenders
are engaged upon release from custody by Probation staff who communicate the offenders’ needs
to WPC nurses co-found at Probation field offices. Thereafter, a comprehensive needs evaluation is
conducted, and appropriate physical and behavioral health treatment/linkages are provided.
Ultimately, the goal of the program is to ensure targeted, appropriate, and timely coordination of care
addressing client rehabilitation needs; in turn, reducing the utilization of emergency department visits
and the number of probation violations for this at-risk population. Since its implementation in October
2017, 780 AB109 offenders have been screened and/or referred to services through Whole Person
Care.
Page 220
Re-entry Collaboration/Conference
In January 2018, the Probation Department hosted its first Re-Entry Conference in Riverside. At this
event, stakeholders, CBOs, faith-based organizations, probation and parole officers, other county,
and private agencies, as well as community members from around the county and state engaged in
group discussions to develop innovative ways to assist the formerly incarcerated and their successful
reintegration to society through collaboration.
The relationships developed at the Re-entry Conference continue to evolve. In April 2018, the first
Re-Entry Collaborative fair was held on the west end of the county. Thereafter, regionalized meetings
have taken place that focus on serving each area’s unique offender population needs using a unified
team approach. Consequently, the Probation Department has been able to more effectively and
efficiently coordinate re-entry plans that address some of the most common barriers to post-release
success: transportation, housing, and mental and physical health issues.
Incentives and Sanctions Matrices Dashboards
The Probation Department has been utilizing both incentives and sanctions matrices for over one
year. In that time, areas for improvement were identified. In May 2018, both matrices were modified
to include additional offender input for incentives. The sanctions matrix was modified to be more
streamlined. The final versions were distributed to staff who continue to use both in the course of
their casework. With the modification of both matrices, the Probation Department continues to work
with the Quality Assurance and Research units to develop dashboards in order to demonstrate the
effectiveness of the matrices’ use. It is believed the use of innovative and creative modes of
intervention will have an impact on offender success, ultimately leading to a reduction in recidivism.
Custody Related Matters
The Sheriff’s Department is expanding its evidence-based programs. One important component in
building an evidence-based method was to secure a suitable tool to assess risk and programmatic
needs. The Probation Department purchased licenses for the use of COMPAS in December of 2010,
and the Sheriff’s Department has joined with the Probation Department in the use of this tool.
COMPAS is an evidence-based, validated actuarial tool to address risk assessment, recidivism
probability, and programming needs. The Sheriff’s Department utilizes COMPAS to identify risk and
recidivism probabilities for the Post-Arraignment inmates to be considered for the Supervised
Electronic Confinement Program (SECP) as well as identifying programmatic needs for sentenced
offenders. In addition to COMPAS, SITE-B administers a variety of supplemental assessments to
identify client needs and responsivity in order to provide individualized programming for the
realignment population. Additional assessment tools include the Texas Christian University (TCU)
Criminal Thinking Assessment and the TCU Drug Screen, the University of Rhode Island Change
Assessment (URICA) Scale, the Post Traumatic Stress Disorder (PTSD) Checklist (PCL-5), the Life
Stressor Checklist, and the Mental Health Screening Questionnaire. A portion of the assessments
are administered pre, and post program completion to measure client progress. The Residential
Drug Abuse Program (RDAP) assessment serves to evaluate progress toward achieving sobriety
and reducing criminal thinking.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
In addition to some of the services and programs delivered by Behavioral Health and the Sheriff’s
Department described above, the Probation Department’s Day Reporting Centers have been a great
contributor in providing comprehensive services to the realignment population. The DRC is a multi-
agency collaboration designed to reduce recidivism by identifying and addressing the causes that
lead to re-offending and building the foundation for self-sufficiency and the success of realignment
offenders.
Page 221
The DRC referral and assessment process ensures the available services are a proper fit for the
offender, as well as maximizing the rehabilitative atmosphere of the program. Through the assistance
of the Day Reporting Center, offenders are provided with the tools needed for a successful transition
back into the community.
Currently, there are three DRC “one-stop-shop” sites: Riverside, Temecula, and Indio. Offenders
report to the DRC closest to their residence and receive a variety of programs and services offered
by the Probation Department, RUHS-BH, Department of Public Social Services (DPSS), and the
Riverside County Office of Education (RCOE). Through the collaboration of these departments the
DRC is able to offer over 36 different classes and services at each DRC, collectively equating to 176
different sessions offered per week.
In FY 17/18, the DRCs serviced 1,691 offenders compared to 1,263 the earlier year, an increase of
34%. There were 763 overall positive program completions. This is an increase of 88 from the
previous year, an 11.5% increase. Of those, 311 participants were discharged as they achieved full-
time employment and nine (9) participants discharged as they were accepted into college or a
vocational program. As of June 30, 2018, there were 450 participants enrolled throughout the DRC
program. During FY 17/18, 511 participants were enrolled in education services, resulting in 26
graduating with their high school diploma or GED (General Educational Development). This was a
90% increase in the number of participants enrolled in education services this year. Also, 155
completed employment workshops. Additionally, 1,084 offenders received services through DPSS,
including enrollment in the CalFresh and Medi-Cal programs, which was a 35.5% increase from the
previous year. Over 260 participants completed the vital documents program, which assisted them
in acquiring necessary employment-related documents, such as a California ID and Social Security
cards. Lastly, the CCPEC contracted with EvalCorp to conduct an evaluation of AB109 services
throughout the county, including the Day Reporting Centers. The analysis will include qualitative
research on the effectiveness of realignment programming. The results of the evaluation are
expected to be completed by or before the end of FY 18/19.
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Page 223
Community Corrections Sacramento County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Lee Seale
Chief Probation Officer Goal: • Maintain Community Safety by incorporating reentry
principles into the jail custody environment, evidence-
Hon. David F. De Alba
based practices into supervision and case
Presiding Judge or
management, and offender accountability with
Designee
graduated sanctions.
Britt Ferguson (Designee)
Objectives: • Develop and improve offender life skills necessary for
County Supervisor or Chief
successful reintegration into the community through
Administrative Officer or
in-custody programs and practices that are evidence-
Designee
based.
Anne Marie Schubert
• Focus resources on programs that are proven to
District Attorney
reduce recidivism, develop alternatives to criminal
Steven Garrett behavior, and effective intervention services and
Public Defender supervision practices that incorporate offender
accountability through use of graduated sanctions.
Scott Jones
Sheriff Measure: • Outcome measures are provided in the attached
report from the BSCC-PPIC Multi-County Study on
Daniel Hahn
Realignment.
Chief of Police
Goal: Efficient Use of Jail Capacity
Bruce Wagstaff
Department of Social
Objectives: • Minimize the impact of increases in the jail population
Services
by employing recognized techniques to increase
William Walker efficient use of current pretrial and sentenced jail bed
Department of Employment capacity by reserving jail beds for the most serious
and violent offenders while diverting those who can
Dr. Peter Beilenson
be safely placed in community alternative programs.
Department of Mental
Health Measure: • Outcome measures are provided in the attached
report from the BSCC-PPIC Multi-County Study on
Dr. Peter Beilenson
Realignment.
Alcohol and Substance
Abuse Programs
Dave Gordon
Office of Education
Vacant
Community-based
Organization
Marcia Christian
Victims’ Interests
The CCP meets Semi-
Annually
Page 224
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Apply evidence-based risk/needs assessments and evidence-based sentencing for
targeted interventions and sentences that are proven to lower recidivism. Monitor
performance and use research to sustain effective policies and practices.
Objectives: • Provide presentence recommendations that are guided by risk (low risk – minimal
sanction, increasing sanctions for higher risk levels) and encourage use of
evidence-based practices that address criminogenic needs to reduce the likelihood
of future offense.
• Regularly measure and assess data and programs, report findings and adjust
programs and services in a manner that is guided by research and proven to be
cost-effective practices that reduce recidivism, victimization and program failure
rates.
Measure: • Outcome measures are provided in the attached report from the BSCC-PPIC Multi-
County Study on Realignment.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in FY 2018-19.
FY 2017-18 and 2018-19 Allocations
$616,560
District Attorney CCP Program
$616,560
$16,964,679
Probation CCP Program
$16,964,679
$5,477,532
Correctional Health Services
$5,477,532
$25,172,135
Sheriff's CCP Program
$25,172,135
FY 2018-19 $48,230,906 FY 2017-18 $48,230,906
Page 225
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
Probation-Adult Field Services & Supervision
$13,459,505
$535,917
DA-AB 109 Prosecution
$568,811
$80,643
DA-AB 109 Crime Lab Testing
$120,416
Probation-Field Supervision: Domestic Violence $1,528,032
& Sex Offender
$2,884,179
$7,087,425
Probation-Intensive Field Units
Probation-Adult Day Reporting Center Intake & $8,349,222
Operations
$2,742,151
Correctional Health Services-Jail Mental Health $5,477,532
Program
$5,979,869
$907,495
Sheriff-Jail Release/Pretrial Program
$1,939,895
Sheriff-Inmate Housing, Program Services & $22,507,579
Supplies
$24,849,641
$1,757,061
Sheriff-Home Detention/Electronic Monitoring
$1,001,926
FY 2017-18 48,230,906 FY2018-19 $40,086,888
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
The county reported no allocations to non-public agencies for programs and services.
Page 226
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 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. Although data collection and/or evaluation efforts are not specified within annual AB 109 funding
allocations, they are assumed as part of overall operating costs for AB 109 funded agencies.
Does the county consider evaluation results when funding programs and/or services?
Yes. The Board of Supervisors receives periodic updates on findings and progress regarding
development of programs and services within the Adult Correctional System. Program and service
evaluations are generally completed at the agency level for consideration of cost-effectiveness when
determining funding priorities for programs and services supported by their annual AB 109 allocation.
Additionally, Sacramento County’s participation in the BSCC-PPIC Multi-County Study is expected
to identify which local programs have been most effective for specified offender groups.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
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 populations both in-
custody and in the community. Sacramento County’s Main Jail houses inmates with various medical
issues, such as chronic illness, pregnancy, detoxification, and other medical needs. Nursing
coverage is provided 24 hours a day, 7 day a week. Sick call nurses visit jail housing units to attend
to medical needs within 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 prevention, medication evaluation and treatment, acute
inpatient treatment, discharge planning and supportive contacts. Additionally, inmate service
programs at the Main Jail that include AA/NA/Substance Abuse, Parenting, Man Alive, Woman Alive,
Life Skills/MAAP, Celebrate Recovery, and multiple religion/bible studies provided by chaplains and
volunteers.
Sacramento County also has a Jail-Based Restoration to Competency (JBRTC) Program that follows
the competency restoration process used when an individual charged with a crime is found by a court
Page 227
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
Services for 8 beds with services to restore misdemeanor inmates.
Sacramento County operates twelve collaborative specialty court programs that utilize multi-
disciplinary teams to provide programs and services for offenders who can be safely treated in the
community. A brief guide with information on each of Sacramento County’s collaborative and
specialized court programs is attached.
The Sheriff’s Department, Department of Health Services, Probation, Department of Human
Assistance, and local service providers work collaboratively to provide a seamless continuum of
services and supervision for realigned offenders released from the Rio Cosumnes Correctional
Center (RCCC) to complete terms of community supervision with Probation. Eligibility Specialists
help inmates enroll in healthcare, housing, and social service programs. Service needs are identified
and started or linked pre-release to simplify the transition into the community, where Probation
ensures services are continued or started. Offenders at RCCC who are enrolled in vocational or other
specialized reentry programs are connected to a Reentry Specialist with training and expertise in
community programs for participants after release. Prior to leaving the jail, the Reentry Specialist
meets with participants to identify and plan for services they will access in the community, as well as
assist with enrollment for continuing programs and services started in jail. The Reentry Specialist
utilizes bi-weekly multidisciplinary team meetings for community service or program linkage and
support. 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/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 program and service needs?
Even with a broad range of services in-custody and in the community, Sacramento County’s growth
in need for behavioral health, housing, and other support services has outpaced the ability to expand
service capacities. A number of efforts are underway to expand and enhance services that address
the increasingly complex needs for people involved in the local justice system. Sacramento County
is working on a number of efforts to successfully address the challenges. Many of the efforts stem
from new AB 1810 Mental Health Diversion legislation, which includes Department of State Hospitals
Pretrial Felony Mental Health Diversion Program funding, new Drug Medi-Cal benefits for services to
justice populations that were not previously available, new housing funding opportunities supporting
development and expansion of programs with multi-system services, National Stepping Up Initiative
technical assistance and tools for reducing the number of people in jail with mental illnesses, and
potential changes to pretrial operations through SB 10 legislation and other likely changes to law.
Sacramento County aims to develop a more robust collaborative continuum of correctional and
community based services at the least restrictive and most cost-efficient level for keeping the
community safe and reducing recidivism.
Page 228
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
None to report at this time.
Describe a local best practice or promising program that has produced 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 DUI offenders, and other specializations, Sacramento
has 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
case management tool (LS-CMI) to guide treatment planning and offender management. Program
activities emphasize cognitive behavioral therapy, vocational training, anger management, parenting
and substance abuse. Approximately thirty percent of cases in the program receive reduced
probation terms and recidivism results have been favorable.
Page 229
Community Corrections San Benito County
Partnership Membership
As of October 1, 2018
The CCP did not provide goals, objectives, and outcome
measures for FY 2017-18.
Joseph A. Frontella
Chief Probation Officer
Goals, Objectives, Outcome Measures, and Progress
Hon. Steven Sanders
Presiding Judge or FY 2018-19
Designee
Objectives: • Provide a Reentry Case Manager for the CTC
Raymond Espinosa, CAO
County Supervisor or Chief • Provide a Peer Mentor for the CTC
Administrative Officer or • Additional Mental Health Services for the Jail
Designee
Measure: • Select and appoint an Peer Mentor for the CTC
Candice Hooper • Select and appoint an Reentry Case Manager for the
District Attorney CTC
• Add additional mental health services for the Jail
Greg LaForge
Public Defender
Darren Thompson
Sheriff
David Westrick
Chief of Police
James Rydingsword
Department of Social
Services
Vacant
Department of Employment
Alan Yamamoto
Department of Mental
Health
Steven Reid Alcohol and
Substance Abuse Programs
Krystal Lomanto
Office of Education
Diane Ortiz
Community-based
Organization
Vacant
Victims’ Interests
The CCP meets bi-monthly
Page 230
FY 2017-18 and 2018-19 Allocations
$1,000
Misc. Direct Aide
$250,000
Jail Project
$10,000
Gavilan College - GED Education
$302,500
Community Transition Center
222,256
Reserve
$457,090
Work Program
$19
Youth Alliance - Parent Project/Family $50,000
Counseling Program $49,991
Programs - Noble
$15,825
Training Costs
$606
Community Transition Center - Staffing, Rent,
Utilities, Services $155,449
$69,500
District Attorney Staffing
$69,500
Sheriff's Department - Tracknet software
$60,000
Sheriff's Department - UNET officer
$42,000
$200,000
Sheriff's Department - Correctional Officers
$200,000
Hollister Police Department - Staffing & Body $155,000
Cameras $86,954
$100,000
Residential Treatment Programs
$136,000
$80,000
Behavioral Health Services
$80,000
$20,000
Probation Electronic Monitoring Program
$20,000
$450,000
Probation Department Staffing
$376,497
FY2018-19 $1,910,256 FY 2017-18 $1,749,931
Page 231
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$80,000
Behavioral Health Services
$80,000
Noble Assessments
$15,825
$302,500
Community Transition Center
$155,449
$20,000
Electronic Monitoring Program
$20,000
FY2018-19 $402,500 FY2017-18 $271,274
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$10,000
Gavilan College - GED
Work Program
$19
Youth Alliance - Parent Project/Family $50,000
Counseling Program
$49,991
$100,000
Residential Treatment Programs
$136,000
FY 2018-19 $160,000 FY 2017-18 $186,010
Page 232
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
New programs and/or services are introduced to the CCP during regularly scheduled meetings.
These programs are researched and discussed amongst the members of the CCP and brought back
at the following meeting for a vote.
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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
No.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
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 program 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 produced positive results. If data
exists to support the results, please share.
The county declined to respond to this question.
Page 233
Community Corrections
San Bernardino County
Partnership Membership
As of October 1, 2018
Goals, Objectives, Outcome Measures, and Progress
Michelle Brown
FY 2017-18
Chief Probation Officer
Nancy Eberhardt Goal: • Decrease the potential for recidivism in the homeless
Presiding Judge or offender population coming out of the jail facilities by
Designee linking them to housing opportunities upon reporting to
the Day Reporting Centers.
Gary McBride
County Supervisor or Chief
Objectives: • Reduce homelessness with the use of Probation
Administrative Officer or
Housing Coordinators in three Day Reporting Centers
Designee
• Assist with housing of homeless offenders in
Michael Ramos transitional or permanent living facilities upon release
District Attorney from custody.
Christopher Gardner
Measure: • Reduction in homelessness and recidivism among this
Public Defender
population.
John McMahon • Increase reporting opportunities for homeless
Sheriff offenders through immediate transportation from jail to
DRC or housing.
Karen Comstock
Chief of Police Progress: Probation houses an average of 60 to 100 offenders
monthly with contracted providers. Housing Coordinators
CaSonya Thomas
are assigned to three-day reporting centers along with
Department of Social
implementation of guidelines to coordinate effective re-
Services
entry placement of offenders in housing by the end of the
Reg Javier 2016/2017 reporting period. This process has continued in
Department of Employment 2018/2019 with an increase in housing options based on
geography and specialized programming such as PC 290
Veronica Kelley
housing and aftercare housing for recovering substance
Department of Mental
using offenders.
Health
Trudy Raymundo
Alcohol and Substance
Abuse Programs
Theodore Alejandre
Office of Education
Vacant
Community-based
Organization
Flerida Alacon
Victims’ Interests
The CCP meets semi-
annually
Page 234
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Decrease likelihood of recidivism through educational opportunities for offenders.
Objectives: • Increase accessibility to educational programs for offenders reporting to one of
three Day Reporting Centers (DRC’s) 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 is implemented in all three-Day Reporting Centers with three
offenders graduating in 2017. In 2018, there were eight graduates and the first quarter
of 2019 will realize another twelve graduates.
Goal: Decrease likelihood of recidivism by increasing referrals for health services and health
awareness in the re-entry population.
Objective: • Increase accessibility to individualized and group health awareness sessions, and
assistance in a comprehensive treatment referral program at three Day Reporting
Centers (DRC’s) located throughout the county.
• To increase wellness and mindfulness of a healthy lifestyle by this population.
• To provide individualized and group health awareness sessions and assist in a
comprehensive treatment referral program.
Measure: To secure timely health care in an effort to improve continuity of care.
Progress: Probation has partnered with the Department of Public Health through the assignment
of a Health Specialist to provide educational services including, but not limited to
Nutrition/ Diabetes Management, Tobacco, Alcohol & Substance Abuse Education, and
Basic Hygiene. Public Health works to promote the well-being of patients by promoting
good health practices, preventing disease and disability, and/or premature deaths due
to at risk/high risk behaviors. The Health Specialist also schedules health services
provided at their facilities. Monthly, approximately 40 to 45 offenders attend classes
and 5 to 10 patients are referred for health services.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Page 235
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Decrease likelihood of recidivism through a variety of vocational opportunities for
offenders.
Objectives: • Increase accessibility to vocational programs for offenders reporting to one of three
Day Reporting Centers (DRC’s) 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 will introduce a Request for Proposal (RFP) seeking partners interested in
providing vocational programs either at the Day Reporting Centers or at a location off
site in 2019. 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 2018/19.
FY 2017-18 and 2018-19 Allocations
$173,313
Law and Justice Group
$166,113
$259,969
Workforce Development Department
$249,169
$6,065,950
Department of Behavioral Health
$5,813,950
$2,850,034
Public Defender
$2,731,634
$3,716,598
District Attorney
$3,562,198
$48,719,642
Sheriff Department
$44,970,442
$36,799,415
Probation Department
$34,791,415
FY 2018-19 $98,584,920 FY 2017-18 $92,284,920
Page 236
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$173,313
Law and Justice Group
$166,113
Workforce Development $259,969
Department
$249,170
$2,658,455
Department of Behavioral Health
$3,725,226
$2,850,034
Public Defender
$2,731,634
$3,716,598
District Attorney
$3,562,198
$48,719,642
Sheriff Department
$44,970,440
$32,634,415
Probation Department
$30,051,414
FY 2018-19 $91,012,425 FY 2017-18 $85,456,195
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
Various Treatment $2,302,237
Components $1,842,037
$50,000
Professional Tutors/Services
$100,000
$600,000
GPS Monitoring
$600,000
$3,185,000
Transitional Housing
$3,190,000
$1,435,258
Mental Health Providers
$1,096,687
FY 2018-19 $7,572,495 FY 2017-18 $6,828,724
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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?
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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
21% to 40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
San Bernardino County provides the following community-based mental health services targeted for
individuals with a criminal justice system history:
• Clinical assessment and comprehensive recovery-oriented treatment planning
• Case management
• Day Treatment Services
• Outpatient treatment and psychiatric services
• Supportive housing, medical, financial, and vocational assistance
• Individual and group therapy
• Substance and alcohol screening and education
• Drug and alcohol – individual, family and group counseling
• Crisis intervention
The CHOICE program offers Intensive Outpatient services at the clinic located in Colton which
includes psychiatric and medication support.
In addition to these targeted services, the County provides a comprehensive continuum of behavioral
health services that include both outpatient and acute inpatient care. Residential and crisis
management services include mobile community response teams, out-stationed triage engagement
teams and crisis walk-in centers with some programs operating 24/7. The Probation Department also
has three (3) Day Reporting Centers where offenders can report and receives services or referrals,
as well as Department of Behavioral Health staff who are stationed at these and other probation
locations. San Bernardino County has a 211-phone system for all residents to call for
assistance/referrals.
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In Custody Programs:
• AA/NA meetings
• Adult Basic Education (ABE) (5-Keys Charter School)
• Anger Management
• Bakery & Pastry Arts (Co. Schools ROP)
• Basic Construction & OSHA Certification (NCCER/Co. Schools ROP)
• Cognitive Skills
• Foodservice & Culinary Arts (Co. Schools ROP)
• Custodial Occupations (Co. Schools ROP)
• Living Skills
• Microsoft Office Specialist Certification (Co. Schools ROP)
• PACC (Parent & Child Connection – reading program to maintain parent/child bond and
encourage literacy)
• Resource Distribution
• Resource Fairs
• START (Sheriff’s Transitional Assistance Reentry Team)
• TALK (Teaching & Loving Kids -guided contact visits to practice parenting skills)
• Trauma Recovery & Family Relations (TR&FR)
• TR&FR Individual Counseling (Cal State/CBU interns)
What challenges does your county face in meeting these program 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.
Training in a variety of craft vocations creating an opportunity for sustainable employment upon
completion of the training continues to be a challenge for offenders. The challenges here are twofold.
First is getting the vocational training up and running and accessible to this population and secondly,
to locate employers who are willing to hire the previously incarcerated. It is imperative that these
vocational programs as well as employment opportunities are attainable, accessible, and meet the
needs of the offender to assist them in becoming a productive member of the community.
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?
Using the Custody to Community (CTC) program described above, partners developed a process for
identifying and ensuring that chronically mental ill or medically fragile offenders would receive a soft
hand off when being released from custody. Mentally Ill and Medically Fragile clients needing
assistance are triaged by Probation Detention Liaison Officers stationed at the jails in each region,
prior to release from custody. Specific release times are scheduled with County Jails to coordinate
care for the probation client. In much the same way, when probation is notified of a state prison
release, CTC is given an “early warning” that a probation client will need assistance.
The group’s providers are notified via “group” email or conference call to fill prescriptions, provide
medical equipment, to secure special housing, along with medical and mental health screenings.
Transportation is pre-planned and routes these individuals directly to probation for orientation and
assessment. Once orientation and assessment are completed, the probationer is transported to
awaiting housing, medical treatment, behavioral health clinicians or to their families.
Page 239
In some cases, probationers suffering from acute mental illness are taken directly to the county
hospital for screening upon release. All medically fragile clients are transported to the county hospital
to be treated prior to placement. Medical case management and social services are notified prior to
the probationer’s arrival. If required, hospital case management will place the probationer in a Skilled
Nursing Facility. If admitted, the hospital will contact the CTC to ensure probation and other members
are notified to facilitate a safe discharge.
Describe a local best practice or promising program that has produced 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 soft hand-off to the Day Reporting Centers 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 DRC’s. 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 “soft 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.
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Page 241
Community Corrections San Diego County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Adolfo Gonzales
Chief Probation Officer Goal: • To efficiently use jail capacity
Honorable Peter Deddeh Objectives: • Enhance pre-trial processes to use current jail
Presiding Judge or capacity more effectively
Designee
• Improve and streamline felony settlement
Dorothy Thrush
Measure: • Change in percentage of jail capacity that is utilized
County Supervisor or Chief
for pre-trial detention, long term sentences and
Administrative Officer or
revocations
Designee
Progress: The San Diego County Sheriff Department implemented
Brent Neck
the Sheriff's Pretrial Unit on July 1, 2016. In FY 2017-18,
District Attorney
the Pretrial Unit was operational in all of the San Diego
Angela Bartosik felony courts and released 650 individuals on Supervised
Public Defender Own Recognizance with a safety rating averaging 98%
each month. This is the highest number of releases since
William D. Gore
implementation of the Pretrial Unit.
Sheriff
Captain Mike Moulton
Chief of Police Goal: To incorporate reentry principles into in-custody
programming
Dr. Luke Bergmann
Department of Social Objectives: • Provide in-custody programming
Services
Measure: • Number of offenders served; number of offenders
Andy Hall linked to community providers; a reduction in
Department of Employment recidivism; increase connection and compliance with
prescribed treatment plans; and number of days
Dr. Luke Bergmann
between release and return to custody.
Department of Mental
Health Progress: The Sheriff Department increased the correctional counselor
staffing by adding three dedicated correctional counselors to
Dr. Luke Bergmann
focus on discharge planning for inmates who are mentally ill
Alcohol and Substance
and have substance use disorders. The counselors are trained
Abuse Programs
in the County's new Drug Medi-Cal Organized Delivery
Tracy Thompson System of care. The counselors are working closely with
Office of Education community-based agencies, Health and Human Services
Agency (HHSA) contractors, the Court, Probation, and faith-
Charlene Autolino
based organizations to transition people from jail into the
Community-based community.
Organization
Programming for Reentry, Support and Stability opened in
Vacant January 2018. The pilot project was designed collaboratively
Victims’ Interests by the Court, District Attorney, Public Defender and HHSA.
The program is located in the community and the focus is to
provide interventions which address mental health and
substance abuse. HHSA has provided funding for a housing
The CCP meets semi-
navigator whose focus is on obtaining housing once the
annually
person has completed their sentence. For FY 2017-18, twenty-
five inmates were enrolled and eleven completed the
program.
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Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
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
Objectives: • 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
o Employ risk-based supervision—more intense supervision for higher risk
offenders
o Employ swift and sure sanctions for non-compliant behavior
o Provide incentives for compliant behavior
o 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 consistently incorporates evidence-based
practices into the supervision and case management of its clients.
For PRCS clients, evidence-based supervision and intervention services are provided
with a focus on reentry. 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 reentry of PRCS clients.
An overview of the CTC is provided in this video on how the Community Transition
Center Offers a Helping Hand:
https://www.youtube.com/watch?v=F0TlYlgPRSU&feature=youtu.be
Upon arrival at the CTC, clients are assessed for criminogenic risk and needs, as well
as behavioral health and physical health needs. Clients’ risks and needs are assessed
by probation officers using the Correctional Offender Management Profiling for
Alternative Sanctions (COMPAS) assessment. Beginning in June of 2018, the CTC
implemented the Reentry COMPAS. This tool includes domains specific to the reentry
needs of clients returning to the community as well as gender-responsive scales.
Based on results from the COMPAS assessment, PRCS clients are then linked to
appropriate services to address their criminogenic risks and needs. During FY 2017-
18, 94% of PRCS clients were referred to community-based services using the
Probation Department Community Resource Directory (CRD), which is an integral part
of providing rehabilitative services to clients in order to reduce recidivism. Through the
CRD, probation officers throughout the county have access to a comprehensive
directory of community-based resources that provide services to adults. The CRD is
designed to assist probation officers in linking and matching services to address
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criminogenic needs and to also enhance communication between providers and
officers.
MS Clients are provided an intensive supervision model called The Blueprint for
Success that is designed 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 court hearing
30 days prior to release where his/her in-custody progress is reviewed, a transition and
supervision plan are presented, and conditions of MS are reinforced. Upon release, the
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
risks and needs, including providing assistance in order to help them obtain/maintain
housing and employment. In order to address the criminogenic risks and needs, clients
are referred to community-based services using the CRD. During FY 2017-18, 98% of
MS clients were referred to community-based services using the CRD in order to
address their criminogenic needs.
During FY 2017-18, new procedures were implemented to incentivize MS clients by
adjusting supervision levels in response to client compliance with case plan goals,
elimination of positive drug tests, maintenance of residential stability, and
employment/educational accomplishments.
San Diego County Probation applies an evidence-based approach by utilizing the
clients’ case plans 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.
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 demonstrated to reduce 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 to promote more positive
outcomes.
Staff development has been an important focus of the Department during the last fiscal
year and it has strengthened and expanded training to emphasize areas such as
trauma informed care, implicit bias, principles of active communication, restorative
practices, cultural diversity, and reentry best practices. In Fiscal Year 2017-18, 99% of
the officers working with PRCS and MS clients 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
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appropriate community-based rehabilitative services by engaging with clients and
assisting them in making long-term behavior changes. In support of enhanced training
efforts, the Department opened a state-of-the-art training facility during FY 2017-18 that
provides officers around the region with cutting-edge training opportunities including
scenario-based and interactive maneuvers.
During FY 2017-18, the Department renewed its focus on its mission of Service –
Commitment – Compassion in its efforts to continually engage with the community to
break down barriers, build trust, and to create a culture that establishes the Department
as an agency that is “here to help.”
The Department seeks to connect with the community in ways that not only positively
change the community’s impression of probation and law enforcement but also in ways
that positively change the perceptions of justice-involved individuals and expand their
opportunities and quality of life.
The Department has strengthened its commitment to community service and focuses
on a servant leadership approach which has included the establishment of a
Community Engagement Unit within the Department. Probation staff are regularly
involved in a variety of service activities such as securing and delivering food for
families in need in partnership with various businesses, community organizations, and
clubs.
The Department has adopted a regionalized approach to service delivery that provides
opportunities for staff to be immersed in the community and to be seen as part of the
community. The regionalization aims to streamline operations, increase
communication, and improve client access to services. New probation field offices are
being modeled after the Neighborhood Opportunity Network (NeON) model from New
York to be located in the communities with the highest levels of need. New probation
offices will include on-site assessment and linkages to services that can enhance
access to treatment and reduce transportation barriers.
All of these initiatives are centered in evidence-based practices and have supported
clients in their successful completion of probation supervision and in the reduction of
recidivism. During FY 2017-18, 57% of PRCS clients and 84% of MS clients
successfully completed their term of supervision without new convictions for felony or
misdemeanor offenses.
PRCS Completions MS Completions
16%
43%
57%
84%
Successful Unsuccessful Successful Unsuccessful
The CCP repo rts it will use the same goals, objectives, and outcome measures identified above
in FY 2018-19.
Page 245
FY 2017-18 and 2018-19 Allocations
Health and Humans $6,900,000
Services
$180,000
Public Safety Group
$880,000
Public Defender
$740,000
$2,100,000
District Attorney
$2,090,000
$44,700,000
Sheriff
$42,610,000
$37,400,000
Probation
$36,913,000
FY2018-19 $92,160,000 FY 2017-18 $82,353,000
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FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$510,000
Fire Camps
$950,000
RESPECT - Youth Mentoring
Alternate Custody - Reentry and Mental Health $1,140,000
Service $1,153,000
$1,280,000
Court Security
$1,280,000
$960,000
Mental Health Assessment and Transition
$940,000
$3,080,000
Pre-Trial Services
$2,960,000
$850,000
Community Capacity
$1,000,000
$7,560,000
Custody Support
$7,560,000
$200,000
Victim Services
$200,000
$7,060,000
Alternative Custody
$6,090,000
$23,960,000
Sheriff's Re-entry & Rehabilitation Facility
$23,610,000
$1,000,000
Re-entry Court Services
$1,000,000
$16,510,000
Supervision in the Community
$16,820,000
$260,000
Data Collection, Analysis and Evaluation
$350,000
$1,640,000
Law Enforcement Analysis and Support
$1,620,000
$20,700,000
Services in the Community
$13,540,000
$2,600,000
Community Transition Center
$2,600,000
$1,900,000
Parole Revocation Activities
$1,630,000
FY 2018-19 $92,160,000 FY 2017-18 $82,353,000
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FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
Alternate Custody - Reentry and Mental Health
Service $1,153,000
$850,000
Community Capacity
$1,000,000
$4,654,000
Alternative Custody
$6,090,000
$260,000
Data Collection, Analysis and Evaluation
$350,000
Substance Abuse, Mental Health, Sex Offender $20,700,000
Treatment, Housing Services in the Community $13,540,000
$2,600,000
Community Transition Center
$2,600,000
$1,000,000
Re-entry Court Services
$1,000,000
FY 2018-19 $30,064,000 FY 2017-18 $25,733,000
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; and
3) Incorporate evidence-based practices into supervision and case management of Post Release
Offenders; and 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?
Page 248
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 data
warehouse known as the Multi-Agency Interface (MAI). 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 MAI 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) in order to analyze the effects of public safety realignment on
the jail/local prison and Probation Department populations. SANDAG is working collaboratively with
the County of San Diego justice partners to supplement interim reports with a final report that includes
information on a variety of outcomes related to recidivism and successful completion of probation
using an extended sample.
Does the county consider evaluation results when funding programs and/or services?
Yes. In collaboration with justice and health partners, the Department has engaged in the ongoing
evaluation of treatment program adherence to evidence-based principles known to reduce recidivism.
Since 2015, a team of criminal justice partners has continued to evaluate local treatment programs
using the Correctional Program Checklist (CPC). To date, eighteen 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. Ten of the eighteen treatment programs have now been re-evaluated approximately one
year following initial assessment with the CPC. Currently, we are formalizing this evaluation process
with policies and procedures. Another group of fifteen County personnel were 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. In fall 2018, County of San Diego justice partners
successfully launched and concluded a six session Justice Involved Services Training Academy
(JISTA) to train twelve local treatment providers on EBP and CPC in order to improve compliance,
service delivery, and client outcomes.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
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?
San Diego County partners, including Probation, the Sheriff’s Department, the District Attorney’s
Office, the Public Defender’s Office, the Health and Human Services Agency Behavioral Health
Services and Integrative Services and the Superior Court, continue to closely collaborate in meeting
the mental health, substance use disorder, and housing needs of our justice-involved population. A
group of criminal justice and behavioral health partners meet regularly 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 collaboration with justice and health
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partners, they have formalized the process of ongoing evaluation of treatment program adherence to
evidence-based principles known to reduce recidivism, including Correctional Program Checklist
program evaluations. They have also implemented the Justice Involved Services Training Academy
which is providing training for local treatment providers and county departmental staff in order to
better serve justice-involved clients. The Public Defender’s Office operates a Defense Transition Unit
that includes licensed mental health clinicians who assess clients who have screened positive for
substance use and/or mental health needs. In its second year of operation, the DTU received 839
referrals from their attorneys. The DTU process provides additional clinical data to be utilized during
the court process.
The County of San Diego has continued in its efforts 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. Our local treatment
network continues to include a large range of treatment options
at outpatient, inpatient and intensive outpatient levels of care. The resources they provided,
In the beginning of FY 2018-19, the County implemented the the care and concern for us like
Drug Medi-Cal Organized Deliver System (DMC-ODS) in order we were not just crooks, we
to improve care for individuals with substance use disorders could be rehabilitated, and we
and enhance the system of care in San Diego County. DMC- could be back into society and
ODS allows for expanded services, which includes more
we can be walking shoulder and
focused services for the justice-involved population and
shoulder with each other to
increased program standards, oversight and improved care
make our community a better
coordination. The use of the American Society for Addiction
place.
Medicine criteria to determine the level of care for substance
use disorder treatments for each individual is required as part
-Former Probation Client
of DMC-ODS implementation. In addition to expanded
substance use disorder services, Behavioral Health Services
has increased the capacity for the number of individuals receiving mental health treatment in full
service partnership/Assertive Community Treatment programs.
San Diego County’s Community Transition Center (CTC) remains the first point of contact for PRCS
clients upon transportation from state prison. 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. The services available range from strength-based
mental health case management, full service partnership/Assertive Community Treatment programs,
outpatient substance use disorder programs, residential substance use disorder programs,
withdrawal management programs, co-occurring programs, Cognitive Behavioral Therapy (CBT),
and employment services. Clients also have immediate access to short-term interim housing
provided on-site, pending placement in long-term programs. The CTC is co-located with a large
residential substance use disorder treatment program that provides a culture of recovery and
resiliency, as well as treatment education for those residing at the CTC. During FY 2017-18, the CTC
provided over 2,300 referrals to services including residential treatment programs, mental health,
CBT, and outpatient treatment programs.
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 while in custody including CBT, vocational programming,
anger management, life skills and substance use disorder treatment. With correctional counselors
and on-site probation officers, MS clients work to complete the goals as identified in the Probation
case plan. When the MS clients are released to supervision, they participate in an intensive and
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structured supervision process as part of MS Court. 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.
What challenges does your county face in meeting these program and service needs?
Prior to DMC-ODS, Drug Medi-Cal funding covered limited services within the substance use systems
of care. Probation, along with the Sheriff’s Department, the District Attorney’s Office, the Office of the
Public Defender, the Public Safety Group, and the Superior Court have been working closely with the
County’s Health and Human Services Agency Behavioral Health Services and Integrative Services
through the implementation of DMC-ODS to ensure services provided through the system of care
meet the unique needs of the justice-involved population. While the system of care for substance use
disorders has expanded, there remain some challenges that are currently being addressed. The
sharing of client information between our treatment and justice sides of the system has proven
challenging with different regulations protecting mental health, substance use disorder, and criminal
justice data. There are efforts underway to address these challenges through legal guidance to
ensure there is adherence to all privacy rules for protected information.
The San Diego region continues to struggle with the availability of affordable housing, which is a
significant challenge for the justice-involved population. The County of San Diego’s Health and
Human Services Agency Integrative Services Division is taking the lead on developing strategies to
address housing related barriers for this population. The Probation Department expanded services
for interim housing during FY 2017-18 and now offers interim housing in every region of the County.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
The Probation Department continues to reinforce EBP foundational items and commitments and has
renewed its focus on risk-based supervision and the implementation of quality improvement practices
such as case reviews. By monitoring the alignment of assessment results with supervision levels, the
Probation Department has significantly realigned case assignment and supervision according to
assessed risk levels on the COMPAS.
Describe a local best practice or promising program that has produced 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 risk 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 plans. Approximately thirty 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.
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 twice weekly. 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 risk and needs. All
warrants are brought before the judge and all revocations and modifications to the conditions of
supervision are heard in MS Court. During FY 2017-18, 84% of MS clients completed their term of
supervision in the community without receiving new misdemeanor or felony convictions.
Page 251
Another local best practice in the County of San Diego is the Community Transition Center (CTC)
which became operational in January of 2013 to facilitate the reentry 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, which 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 staff from the
Behavioral Health Screening Team (BHST) 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.
As one client reflected on the CTC, “It gave me the opportunity to get my life together and to put a
plan together for successful reentry into society.”
Another innovative use of the CTC is that it allows clients who violate their community supervision
terms and who are in need of treatment to be referred to and housed at the CTC while awaiting
availability of a residential treatment program. This temporary housing helps to save limited jail bed
space and keeps the client in a therapeutic environment until they can enter a program. During FY
2017-18, the CTC served a total of 2,087 clients including 162 clients who were diverted to the CTC
in lieu of jail time, saving an estimated 1,130 jail days.
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Page 253
Community Corrections San Francisco County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Karen L. Fletcher
Chief Probation Officer Goal: Increase the knowledge of racial and ethnic disparities in
the San Francisco Criminal Justice System.
Vacant
Objectives: • Use county-specific findings on racial and ethnic
Presiding Judge or
disparities to inform decision-making
Designee
• Convene justice system partners to review
Mawuli Tugbenyoh findings and collaborate on potential ways to
County Supervisor or Chief address racial and ethnic disparities in San
Administrative Officer or Francisco
Designee
• Based on findings from a report on racial and
George Gascón ethnic disparities and on involvement with San
District Attorney Francisco’s Human Rights Commission, identify
key focus areas and agency-specific next steps
Jeff Adachi
designed to address racial and ethnic disparities
Public Defender
in the city and county of San Francisco
Vicki Hennessy
Measure: • Address key focus areas related to disparities
Sheriff
Justice system partner meetings, working group
William Scott meetings, and agency presentations on racial and
Chief of Police ethnic disparities
• Develop framework for measuring key decision
Noelle Simmons
points in criminal justice agencies and have
Department of Social
departments report back on conducting relevant
Services
decision point analysis studies within their
Jeff Mori
departments
Department of Employment
• Number of adult probation department staff who
Angelica Almeida complete training on leadership and diversity
Department of Mental
Progress: This goal continues to be an area of focus in FY 17/18.
Health
Findings from a 2015 report by the W. Haywood Burns
Angelica Almeida identified racial and ethnic disparities in San Francisco.
Alcohol and Substance In 2016, San Francisco’s Human Rights Commission
Abuse Programs (HRC) presented to the San Francisco Reentry Council
on racial equity and disparities in city hiring practices and
Steve Good
policies, and on HRC’s partnership with the Government
Office of Education
Alliance on Race and Equity (GARE). GARE is a national
Stephanie Garcia network of government agencies working to achieve
Community-based racial equity. In FY 17-18, criminal justice agencies in
Organization San Francisco pursued a memorandum of understanding
with HRC to pursue yearlong GARE cohort training
Beverly Upton
opportunities that focus on racial equity.
Victims’ Interests
The CCP meets annually
Page 254
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Progress One key focus area identified is for criminal justice agencies in SF to conduct agency-
specific decision point analysis studies. These studies are designed to examine
(cont):
decision points within a department to understand whether racial and ethnic disparities
exist and the extent of these disparities. The Public Defender’s Office and the District
Attorney’s Office pursued studies to examine racial and ethnic disparities in the
jurisdiction’s criminal justice system as a whole. The Adult Probation Department
developed a research proposal for conducting a careful and detailed analysis of critical
decision points in community supervision.
In FY 17-18, the San Francisco Reentry Council held 4 quarterly meetings and
continued to include the topic of racial and ethnic disparities and racial equity as part of
the meeting agendas and further encouraged justice system partners to identify key
agency-specific decision points to be analyzed. In addition, the adult probation
department presented on racial and ethnic disparities at research and policy-related
conferences and meetings to share information about these efforts in SF. In FY 17-18,
approximately 10 newly hired adult probation department staff members completed
training on inclusive leadership and diversity.
Goal: Expand and strengthen mental health and substance dependency services at
Community Assessment Services Center (CASC) to meeting escalating needs.
Objectives: • Identify a lead CASC service provider with expertise in behavioral health
services and a successful track record of working with criminal justice/forensic
populations
• Hire masters level clinicians to provide wrap around support to clients with
serious mental illness and co-occurring challenges;
• Hire bachelors level staff and with lived past experience navigating the criminal
justice system to serve as resource brokers and system navigators to people
struggling with criminogenic needs and community functioning factors that may
be drivers for crime and incarceration
• Create a therapeutic environment at the CASC that welcomes all people
regardless of race/ethnicity, age, gender, and sexual identities
• Expand peer mentorship opportunities for people accessing CASC services so
that as someone takes successful steps, she/he can serve in a position to help
a peer do the same
• Expand medication management services to people with serious mental illness
Measure: • Build a Request for Proposals (RFP) tailored to identify this kind of service
provider expertise
• Require appropriate skill levels in the RFP and CASC services scope of work
• Physical structure of the CASC will reflect diverse peoples, promote positivity
and inspiration, will showcase people and program successes. Staff will
regularly solicit feedback on whether individuals feel the CASC is a
welcoming/inviting place
• Formalize a mentorship program that includes training, specific duties, and
stipends
• Hire a medication prescriber and build out a distribution program
Page 255
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Progress: To operate CASC services, San Francisco Adult Probation Department (SFAPD)
selected University of California at San Francisco (UCSF)/Citywide Forensic, an
organization with decades of experience working with criminal justice/ forensic
populations, and budgeted for six master’s level clinical case managers and an
additional four reentry case managers, one of whom has lived past experience in the
criminal justice system. UCSF/Citywide staff has prioritized increasing the therapeutic
qualities of the CASC environment through hanging plants, calming lights, decorations,
getting permission to display photographs of clients and staff, and ensuring that
holidays and celebration months like Black History Month and Trans Awareness
months are showcased through dedicated decorations and commemorative events.
APD’s contract with UCSF/Citywide included funds to create a medication distribution
site at the CASC. Starting in January 2019, APD clients who are case managed by
UCSF/Citywide will benefit through medication distribution and monitoring on site at the
CASC. The SFAPD/UCSF/Citywide/CASC has informally launched a peer mentoring
program – there is a client planning group in which clients are encouraged to provide
feedback on how to continue to strengthen CASC services. As well, participants
demonstrating consistency and success in various CBT and DBT classes are
encouraged to play a mentoring/coaching/motivational role to peers in the class.
Goal: Strengthen Collaboration Across Agencies and Community-based Organizations
to Better Address Offender Needs
Objective • Partner to implement a new pre-booking diversion program for low level
substance users
• Better meet client needs and reduce criminal behavior
Measure: • Identification of a community based drop off location for the target
population
• Reduction of target population representation in the jail population
Progress: The Law Enforcement Assisted Diversion (LEAD) program is designed to provide
low level substance abuse users with a community based alternative to jail. This
is a voluntary program that requires a referral from SF Police Department, Bay
Area Rapid Transit (BART) police, or the Sheriff’s Department. Individuals can be
referred via two pathways. The first pathway allows an individual to receive a
citation in lieu of arrest and booking into custody as a pre-booking referral. The
second pathway involves officer invitation to an individual to participate in the
program based on the officer’s knowledge of a client’s subsistence existence
related to substance use. LEAD participants are provided case management and
supportive services from a harm reduction methodology. Individuals under
supervision are eligible to participate in the program with the approval of the Adult
Probation Department.
The SFAPD’s CASC has been designated as the official drop off center for LEAD
clients. The SFAPD will soon expand of operating hours at the CASC to further
support the LEAD project.
The CCP did not provide goals, objectives, and outcome measures for FY 2018-19.
Page 256
FY 2017-18 and 2018-19 Allocations
$320,000
Public Defender
$280,000
$320,000
District Attorney
$280,000
$12,910,000
Superior Court
$12,620,000
$12,620,000
Sheriff Department
$13,970,000
$14,194,521
Adult Probation
$14,170,000
FY 2018-19 $40,364,521 FY 2017-18 $41,320,000
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
San Francisco Department of Public Health - $1,113,212
Mental Health Services
San Francisco Department of Public Health -
Mental Health Services $2,201,327
FY 2018-19 $1,113,212 FY 2017-18 $2,201,327
Page 257
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$100,000
Electronic Monitoring Program
$10,000
Nash and Associates
$10,000
Madeira Group Internatinal
$50,000
HOPE Program
$18,000
Tides Center
$54,000
Five Keys Schools and Programs
$10,000
Redwood Toxicology
$327,700
Recovery Survival Network
Goodwill Industries of San Francisco, San $302,103
Mateo, and Marin County
$322,032
Blue Rock Institute, a Psych Corp.
San Francisco Forensic Institute
$315,000
America Works of California
$455,000
Tribridge
$1,200,000
Insight Prison Project
$48,294
Community Works West
$58,815
$1,189,280
Tenderloin Housing Clinic - New Roads
$1,118,905
$120,000
Phatt Chance Community Services, Inc.
$191,909
$1,641,186
UC Regents of San Francisco
$2,900,000
$350,000
Center of Juvenile and Criminal Justice
$688,500
FY 2018-19 $4,504,301 FY2017-18 $6,976,423
Page 258
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 Mayor’s Budget Office (MBO) for the City 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 SFAPD evaluates programs and services in a variety of ways including 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 study that is designed to look at recidivism. Work with the PPIC has been focused on
addressing some data accuracy and coding questions. Data and information will be shared with the
SFAPD once these issues are resolved. As well, SFAPD will begin the process of procuring an
outside evaluator to design an updated analysis of AB109 funded services.
Does the county consider evaluation results when funding programs and/or services?
Yes. The SFAPD conducts a competitive bid process to identify organizations that can integrate data
and research into service design and delivery, and continues to conduct best practices review
throughout service years. Once organizations are selected through the competitive bid process, the
Department uses monthly, quarterly, and annual report submissions to assess program impact, areas
in need of improvement, and to identify strategies for strengthening program delivery.
The SFAPD funds a full time Research Director with expertise in conducting policy research,
statistical analysis, and evaluation. This position provides evaluative assistance designed to improve
data integrity and reporting capacity and serves as a partner on external projects with other justice
system partners and stakeholders such as the Office of the District Attorney’s Recidivism Work Group
and Sentencing Commission, the Public Safety Assessment Working Group (pretrial release), and
the Mayor’s Office’s Race and Ethnicity Working Group. In addition, the SFAPD recently hired a full
time Statistician to support the research direction of the department moving forward, which includes
the automation of numerous data projects to increase efficiency, accuracy, and replicability of
processes; and an increased capacity internally to conduct meaningful research designed to help the
department and other justice system partners make data-informed decisions.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
81% or higher
Page 259
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 SFAPD increased its allocation of AB109 funds to the Department of Public Health (DPH) for
behavioral health services and stabilization housing by approximately $400K in FY 18/19. The funds
helped sustain a Behavioral Health Access Center (BHAC) for SFAPD clients, an initiative that in FY
16/17 moved into SFAPD’s CASC, thereby further streamlining communication and coordination
between BHAC/DPH and the SFAPD. BHAC services include behavioral health intake, assessment,
care coordination of inpatient and outpatient substance dependency services, and mental health
services. The increased funds support 5 new detox beds and 15 new residential treatment beds for
clients under SFAPD supervision.
As well, the SFAPD funds a $3 million/year contract with the UCSF/Citywide to operate the SFAPD’s
18,000 square foot reentry services center (i.e., the CASC). UCSF/Citywide possesses tremendous
expertise in working with high needs clients who face complicated behavioral health challenges. They
have demonstrated an ability to engage clients in the AB109 funded safety network of services. The
SFAPD, DPH/BHAC, and UCSF/Citywide will offer a coordinated services approach to SFAPD clients
and, as eligible, other justice-involved individuals. Since January 2018, the CASC has seen over
3,500 unduplicated people and regularly sees about 140 unduplicated people each day.
In addition, the Sheriff’s Department provides a wide variety of programming throughout the jails and
at multiple locations in the community. The programs and services include a wide variety of life-skills,
re-entry, educational and vocational training, as well as alternatives to incarceration. Programming
offered or supported by the Sheriff’s Department covers the following broad categories: targeted and
designated programs for individuals in custody, community programming, and alternatives to
incarceration. Additional details on the specific programs within these broad categories is available
here: sheriff@sfgov.org.
What challenges does your county face in meeting these program and service needs?
SFAPD responded to expansive and complicated behavioral health challenges of supervision clients
by increasing responsive resources. Still the need for services exceeds service availability.
Additionally, consumers of substance dependency services have also expressed a need for the City
and County to reconsider “treatment on demand” to reduce wait times into treatment and to more
formally consider a broader variety of approved treatment modalities including faith based and AA/NA
types of interventions. As well, consumers have identified needs for gender responsive treatment
and treatment specific to TAY populations.
Another challenge is to strengthen coordination around key touch points. SFAPD strives to ensure
coordination with the discharge of clients exiting custody who are on supervision and has reached
out to the Sheriff’s Department to discuss coordination strategies.
In addition, the Sheriff’s Department provided information on the following challenges:
1) the number of inmates suddenly released by the Courts; frequently defendants are sentenced to
“credit for time served” which hampers the ability of program staff to engage in reentry planning;
2) providing electronic monitoring and the appropriate level of supervision to a high volume of
pretrial defendants on electronic monitoring who are homeless and also have acute behavioral
health needs.
3) the delivery of programs and services to inmates housed at the Hall of Justice, County Jail #4;
this is a linear, antiquated, and seismically unsafe facility that was not designed with the necessary
infrastructure for the delivery of programs and services.
Page 260
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 SFAPD answers above.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
SFAPD has seen a tremendous increase in the number of people accessing CASC services on a
daily basis. The Center is averaging nearly 140 unduplicated people a day with people having many
services touchpoints including: food and basic needs, case management, CBT/DBT classes, drop in
groups, and employment and education classes. We credit part of this increase to the justice-involved
community becoming more familiar with the CASC, but feel that it is largely due to the expertise and
commitment of the CASC’s service provider. Some of the best practice elements of the CASC and
its case management services include:
• FACT model – A streamlined and coordinated, safety network model that meets clients where
they are at, includes routine community contacts, intensive clinical support, and access to a
variety of essential resources.
• ICM – Intensive Case Management – Clients identified with a DSM diagnosis are on the ICM
services pathway. Case managers are masters level clinicians who provide wrap around
support.
• A range of cognitive behavioral services – T4C, Seeking Safety.
SFAPD has also launched a substance dependency model called STOP, which regularly has a full
class. Characteristics of this curriculum include:
• Instructors are CADC certified and use a non-judgmental approach when working with
participants.
• Balances harm reduction approaches with abstinence goals.
• Meets 3 times per week – integrates trauma-informed interventions, along with CBT, and DBT-
based activities.
• Uses a phase system designed to motivate participants and peers towards reaching goals.
• Embraces a mentoring model in which participants who are further along in the phase system
mentor newer participants.
• Uses gift cards to incentivize participation in documented community based recovery activities.
Page 261
Community Corrections San Joaquin County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Stephanie L. James
Chief Probation Officer Goal: • Reduce the Recidivism Rate of AB109 Clients in San
Joaquin County
Helen Ellis (Collaborative
Courts Manager) Objectives: • Evaluate AB109 clients at the 1-year, 2-year, and 3-
Presiding Judge or year timeframes.
Designee
Measure: • Rate of Technical Violations
Tom Patti
• Rate of Arrests
County Supervisor or Chief
• Rate of Convictions
Administrative Officer or
Designee of BOS Progress: The 2018 Annual Report: An Examination of AB109
Recidivism in San Joaquin County in Year 6 evaluates
Tori Verber-Salazar District
recidivism rates for Post Release Community
Attorney
Supervision (PRCS) and Mandatory Supervision (MS)
Miriam Lyell clients at the 1-year, 2-year, and 3-year timeframes from
Public Defender the start of supervision. Findings indicate that rates of
arrests declined for the 1-year recidivism cohort, rates of
Steve Moore/Pat Withrow
arrests and convictions declined for the 2-year recidivism
Sheriff
cohort, and rates for both arrests and convictions had an
Mike Borges increase for the 3-year recidivism cohort. (See tables
Chief of Police below.)
Greg Diederich
Department of Social Arrests Convictions
Services
One Year Recidivism
John Solis
Check
Department of Employment
Clients released 44.1% 26.7%
Tony Vartan
Department of Mental 10/1/2011 to 9/30/2012
Health
Clients released 44.4% 24.3%
Tony Vartan 10/1/2012 to 9/30/2013
Alcohol and Substance
Abuse Programs Clients released 42.7% 23.2%
10/1/2013 to 9/30/2014
Jamie Mousalimas
Office of Education
Clients released 41.1% 22.3%
Geneva Haynes 10/1/2014 to 9/30/2015
Community-based
Clients released 40.9% 22.5%
Organization
10/1/2015 to 9/30/2016
Gabriela Jaurequi
Victims’ Interests
The CCP meets bi-weekly
Page 262
Two Year Recidivism Check Arrests Convictions
Progress
(Cont.):
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%
Clients released 10/1/2014 to 9/30/2015 56.1% 38.4%
Three Year Recidivism Check Arrests Convictions
Clients released 10/1/2011 to 9/30/2012 69.4% 55%
Clients released 10/1/2012 to 9/30/2013 62.8% 49.5%
Clients released 10/1/2013 to 9/30/2014 68.9% 53.1%
This is the third year San Joaquin County reached its full three-year period to establish
baseline recidivism rates. The official recidivism measure (using the Board of State and
Community Corrections definition) was 53.1% (conviction of a new crime for an arrest
occurring within 3-years from the start of supervision).
Lastly, for the most recent 1-year period (10/1/2015 to 9/30/2016), see the below table
for information regarding conviction rates for various programs and strategies funded
through the CCP.
Program/Strategy (number of clients) Percentage of Program
Participants with a Conviction
Collaborative Court Program
Post Release Supervision Court (n=41) 36.6%
Monitoring Court (n=41) 29.3%
Parole Re-Entry Court (n=94) 17.0%
Mandatory Supervision Court (n=76) 29.9%
Community Based Organization
Community Partnership for Families (n=90) 23.3%
El Concilio (n=76) 17.1%
Fathers & Families of San Joaquin (n=87) 27.6%
Mary Magdalene Community Services (n=45) 14.6%
Page 263
Service/Program Referral
Behavioral Health Services (n=41) 24.4%
Human Services Agency (HSA) Homeless 27.8%
(n=18)
HSA (General Assistance approved) (n=29) 31.0%
HSA (Cal-Fresh) (n=29) 31.0%
WorkNet (one workshop) (n=26) 30.8%
Supervision Unit
Day Reporting Center (n=117) 24.8%
High Risk Unit (n=419) 21.5%
Violent Crimes Unit (n=66) 16.7%
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Increase the Success of the Pretrial Assessment and Monitoring Program in San
Joaquin County
Objectives: • Increase the success of pretrial clients appearing for all scheduled court
appearances.
• Decrease the number of pretrial clients committing a new offense while going
through the court process.
• Decrease the number of pretrial clients being remanded by the court during the
court process.
Measure: • Percentage of clients attending all scheduled court appearances.
• Percentage of clients who do not commit a new offense while going through the
court process.
• Percentage of clients who do not receive a court remand while going through the
court process.
San Joaquin County has completed a comprehensive annual evaluation report since
Progress:
implementing the Pretrial Assessment and Monitoring Program in October 2014. See
the below table for comparisons between Year 1, Year 2, Year 3, and Year 4 for all
clients of the Pretrial Monitoring Program:
Page 264
Year 1 Year 2 Year 3 Year 4
(n=1,024) (n=855) (n=1,075) (n=1,112)
Clients who made 90.7% 92.7% 92.3% 95.0%
all scheduled
court
appearances
No arrests during 97.9% 98.2% 97.2% 97.4%
pretrial stage
Did not have a 96.6% 98% 98.1% 98.4%
court remand
during pretrial
stage
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Increase the Dosage of Evidence Based Programming for AB109 Clients in San
Joaquin County
Objectives: • Increase the number of hours of evidence based programming received by AB109
clients in the Day Reporting Center.
• Expand the programming offered in the Day Reporting Center to the other AB109
supervision units.
Measure: • Number of hours of evidence based programming received by AB109 clients in the
Day Reporting Center.
• Reduce the rates of recidivism with increase evidence based programming dosage.
The San Joaquin County Day Reporting Center completed a redesign with the
Progress:
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 AB109 supervision units. During the first year of implementation of the re-design,
evaluation studies were completed in 120-day increments to see if increasing the
dosage of evidence based programming decreased rates of rates of arrests and
convictions. The Department has now expanded the studies and conducts annual
evaluations, with the following findings:
Jan. – Dec. 40 or more
0-19.5 hours 20-39 hours
2015 hours
Violations 25.0% 5.4% 0%
Arrests 45.8% 32.4% 19.4%
Convictions 22.9% 10.8% 3.0%
Jan. – Dec. 40 or more
0-19.5 hours 20-39 hours
2016 hours
Violations 38.8% 23.8% 1.3%
Arrests 37.8% 31.0% 9.3%
Convictions 25.5% 16.7% 1.3%
Page 265
These findings indicate that there is a decrease in violations of probations, arrests, and
convictions as the hours of evidence based programming increase.
The CCP reports it will use the same goals, objectives, and outcome measures identified
above in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: To ensure the San Joaquin County Pretrial Assessment and Monitoring Program is
Aligned with Best Practices.
Objectives: • 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 Pretrial
Services through examining data, policies, and practices through
quantitative/statistical analysis, interview, and observations of the units’ 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 County 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 began in February 2018 and thus
far, three site visits have been completed. The Technical Assistance Report is
expected to be completed during the 2018-2019 Fiscal Year.
Page 266
FY 2017-18 and 2018-19 Allocations
$3,885,007
Pilot Projects/Reserve Funds
$3,575,477
$147,692
San Joaquin Community Data Co-Op
$149,869
$627,172
District Attorney/Public Defender
$533,550
$199,017
Mary Madgalene Community Services
$181,280
$203,477
Fathers & Families of San Joaquin
$181,280
$199,408
El Concilio
$181,280
$199,408
Community Partnership for Families
$181,280
$273,020
Friends Outside
$265,996
$1,193,763
Local Law Enforcement
$768,629
$1,789,527
Superior Court
$1,626,056
$485,127
Human Services Agency
$481,488
$759,142
Employment and Economic Development
$716,350
$1,171,144
Behavioral Health Services
$1,117,747
$2,697,114
Correctional Health Care
$1,633,274
$6,028,282
Sheriff's Office
$5,893,152
$8,392,710
Probation Department
$7,609,614
FY 2018-19 $28,251,010 FY2017-18 $25,096,322
Page 267
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
Correctional Health Care (pilot project)
$39,099
San Joaquin County Office of Education $19,800
$1,193,763
Local Law Enforcement Agencies
$768,629
$313,586
Public Defender
$266,775
$313,586
District Attorney
$266,775
$1,130,827
Superior Court
$914,356
$485,127
Human Services Agency
$337,008
$759,142
Employment and Economic Development
Department
$716,350
$1,028,259
Behavioral Health Services
$902,747
$2,697,114
Correctional Health Care
$1,633,274
$4,983,065
Sheriff's Office
$4,828,135
$7,251,508
Probation Department
$6,979,300
FY 2018-19 $20,155,977 FY 2017-18 $17,672,248
Page 268
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
Victor Community Support Services
$270,840
Outpatient Counseling
$80,700
Crime and Justice Institue Pretrial Technical Assistance
$326,539
Transdermal Monitoring
$120,000
$164,062
Friends Outside (pilot project)
$167,469
San Joaquin Community Data Co-Op
$19,853
Various EBP Trainers/facilitators
$185,224
Mary Magdalene Community Services (pilot project)
$138,357
$19,140
El Concilio (pilot project)
$14,355
$100,000
Uptrust (pilot project)
$16,250
$256,295
Secure Alert (GPS)
$266,000
$38,675
San Joaquin Community Data Co-Op (pilot project eval.)
$165,292
$558,981
Ready to Work (pilot project)
$268,641
$185,225
Fathers & Families of San Joaquin (pilot project)
$128,986
$248,269
Community Partnership for Families (pilot project)
$90,188
$12,600
Various Sex Offender Treatment Providers
$12,600
$476,180
Various Transitional Housing/Sober Living Contracts
$183,000
$595,000
Various Residential Treatment Programs
$537,885
$220,840
Victor Community Support Services (EBP)
$19,853
$96,091
Northern California Construction Training (voc-ed)
$100,735
$7,035
Fieldware (telepone reporting)
$7,035
$8,500
Valley Community Counseling (in-custody DV classes)
$8,500
$45,000
Friends Outside (in-custody case management)
$45,000
$991,717
Aramark (food services at Jail)
$991,717
$181,280
Mary Magdalene Community Services
$199,017
$181,280
Fathers & Families of San Joaquin
$203,477
$181,280
El Concilio
$199,408
$181,280
Community Partnership for Families
$199,408
$265,996
Friends Outside (WRAP)
$273,020
FY 2017-18 $5,387,272 FY 2018-19 $4,866,803
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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?
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 AB109 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 AB109 Pilot Project recommended
guidelines and forms presented by the AB109 Oversight Committee. The AB109 Oversight
Committee recommended pilot projects be allowed to serve AB109 clients as well as felony
probationers under the authority of the Probation Department, as 80% of the AB109 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 that
the Director of Purchasing and Support Services has the authority to sign).
In order to properly evaluate these programs, they were extended through the end of June 30, 2019.
In August, the CCP began going through the process of requesting new proposals with information
on how much additional funds would be needed in order to extend the programs through the end of
the fiscal year. Of the seven originally funded pilot projects, only five requested additional funds.
Therefore, on September 25, 2018, a request was taken to the Board of Supervisors (which was
subsequently approved) to increase the funding for the five pilot projects by a total of $656,777.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. As previously mentioned, San Joaquin County conducts an annual evaluation on all the
programs and strategies funded through AB109.
Does the county consider evaluation results when funding programs and/or services?
Yes. As previously mentioned, San Joaquin County conducts an annual evaluation on all the
programs and strategies funded through AB109.
Page 270
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
Yes. Conviction, length of stay, and recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
41% to 60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
San Joaquin County Behavioral Health Services (BHS) provides mental health treatment services for
adults with serious mental illnesses and for children and youth with serious emotional disturbances.
BHS also provides a range of substance use disorder treatment services. Services are provided in
community-based locations throughout the County by both County-operated and contracted
programs.
Services for adults with serious mental illness are offered in clinics in Lodi, Stockton, Tracy and
Manteca. Services include crisis services, crisis stabilization services, psychiatric health facility
services, crisis residential facilities, and a range of outpatient treatment services that offer medication,
case management and other services.
Mental health services for adults whose mental health needs do not reach the severity level served
by BHS are able to access services through Community Medical Centers (CMC) or their health care
provider.
Through its newly established Assessment and Respite Center, CMC provides a range of mental
health and substance use disorder services including withdrawal management services, sobering,
detox and medication assisted treatment, and mental health and substance use disorder counseling.
This new service greatly expanded the behavioral healthcare service system for clients and offers
much needed detoxification opportunities.
To provide well-coordinated services to clients, BHS staff are co-located in the Probation
Department’s Assessment Center. A BHS Mobile Crisis Support Team works out of the Probation
Department’s facility. BHS has also placed a Mental Health Clinician in each Court program in order
to facilitate timely access to mental health services and to provide case management for missed
appointments and medication compliance.
The County also contracts with Holt Counseling to provide counseling for victims of domestic violence
and/or sexual assault, family issues, trauma and post-traumatic stress.
Substance use disorder treatment services include both residential and outpatient programs. Four
licensed residential treatment programs operate within San Joaquin County: Recovery House and
Family Ties are county-operated programs. New Directions, Stockton Circle of Friends and Three
Rivers Indian Lodge are operated by community based providers. Five certified outpatient treatment
programs operate within the county. The Chemical Dependency Counseling Center is a county-
operated program. Fresh Beginning, Service First, Valley Community Counseling and Pacific Valley
Recovery Center are operated by community-based providers.
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Ancillary services include the following:
• CMC’s Gleason House funds the cost of client’s prescription medications
• CMC’s Primary health care clinics provide free and low cost medical care
• St. Mary’s Dining Room provides meals, dental care and identification vouchers
• Gospel Center Rescue Mission and Stockton Shelter for the Homeless provide emergency
shelter
• Women’s Center provides free counseling for victims of domestic violence and sexual
assault
• Community Center for the Blind and Visually Impaired provides glasses
• Fathers & Families of San Joaquin, Friends Outside, and Mary Magdalene Community
Services provide supportive and transitional services
Correctional Health Services is a participating agency in the County’s Whole Person Care 1115
Medicaid demonstration waiver and is providing eligibility enrollment and 30-day post release care
coordination with warm hand-offs to primary care and behavioral health providers, including
medication reconciliation with an emphasis on AB109 individuals.
What challenges does your county face in meeting these program and service needs?
Even with these resources, the County is faced with serious challenges to help clients successfully
reintegrate. These challenges are:
1. A lack of sufficient job training and employment programs. Only two are available - San
Joaquin County WorkNet and Goodwill Industries.
2. A lack of safe and affordable low-cost housing.
3. A lack of sufficient licensed mental health professionals, including psychiatrists.
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.
Describe a local best practice or promising program that has produced 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
Page 272
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.
As previously reported, the Probation Department has conducted three 1-year recidivism studies and
all three studies shows statistically significant reductions in revocations, arrests, and convictions as
EBP programming dosage increases. The success of this programming model has been expanded
to all the supervision units in the AB109 Division as well as the probation population in the Adult and
Juvenile Divisions.
Page 273
Community Corrections San Luis Obispo County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
James E. Salio
Chief Probation Officer Goal: • Target risk factors in accordance with evidence
based practices to Mandatory Supervision and PRCS
Michael Powell
offenders by the Probation Department.
Presiding Judge or
Designee Objectives: • 85% of mandatory supervision and PRCS offenders
will have a current LSI-R risk assessment
Vacant
County Supervisor or Chief • 85% of mandatory supervision and PRCS offenders
Administrative Officer or will have a current case plan targeting the highest
Designee criminogenic needs
Dan Dow Measure: • Percentage of mandatory supervision and PRCS
District Attorney offenders with a current LSI-R risk assessment
• Percentage of mandatory supervision and PRCS
Patricia Ashbaugh
offenders with a current case plan targeting the
Public Defender
highest criminogenic needs
Ian Parkinson
Sheriff Progress: Objective #1: 86% of mandatory supervision and PRCS
offenders had a current LSI-R risk assessment.
John Peters
Chief of Police Objective #2: 71% of mandatory supervision and PRCS
offenders had a current case plan targeting the highest
Devin Drake
criminogenic needs.
Department of Social
Services
Goal: Provide evidence based treatment to Mandatory
Vacant Supervision and PRCS offenders for substance abuse
Department of Employment and co-occurring disorder.
Anne Robin Objectives: • 40% of those who are engaged in substance abuse
Department of Mental or co-occurring disorder treatment services will have
Health a successful completion status.
Star Graber Measure: • Percentage of participants in substance abuse or co-
Alcohol and Substance occurring disorder treatment services with a
Abuse Programs successful completion status
Vacant Progress: 63% of participants completed substance abuse or co-
Office of Education occurring disorder treatment services
Elizabeth “Biz” Steinberg
Community-based
Organization
Diana McPartlan
Victims’ Interests
The CCP meets monthly
Page 274
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Provide programs, services, and activities that target risk factors in accordance with
the LSI-R to Mandatory Supervision and PRCS inmates sentenced to more than 120
days of custody time.
Objectives: • 80% of Mandatory Supervision and PRCS sentenced inmates, in custody for more
than 120 days with a current LSI-R will identified by Jail Programs staff
• 65% of Mandatory Supervision and PRCS sentenced inmates, in custody for more
than 120 days with a qualifying LSI-R will receive a program, class, or service while
in custody.
Measure: • Percentage of Mandatory Supervision and PRCS inmates sentenced to more than
120 days with current LSI-R risk assessment have been identified by Jail Programs
staff.
• Percentage of Mandatory Supervision and PRCS inmates sentenced to more than
120 days that have received a program, class, or service
Objective #1: 100% of mandatory supervision and PRCS inmates, in custody for more
Progress:
than 120 days, with a current LSI-R assessment were identified by Jail Programs staff.
Objective #2: 90% of Mandatory Supervision and PRCS sentenced inmates, in custody
for more than 120 days with a qualifying LSI received a program, class, or service while
in custody
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in FY 2018-19.
Page 275
FY 2017-18 and 2018-19 Allocations
$52,030
Veterans Services
$10,935
Carry Over Funds
$320,784
$142,959
Superior Court
$142,959
$81,000
Public Defender
$81,000
$169,196
District Attorney
$78,451
$1,203,331
Probation Department
$1,203,331
$1,735,564
Drug & Alchohol Services
$1,490,930
$854,590
Mental Health Agency
$483,066
$1,042,650
Law Enforcement Medical Care (LEMC)
$1,042,650
$3,477,872
Sheriff's Office
$3,876,647
FY 2018-19 $8,770,127 FY 2017-18 $8,719,818
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FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$52,030
Veterans Services
$158,707
Co-occurring Disorder Program
$84,261
$1,100,123
Re-entry Services - Community
$929,935
$684,694
Re-entry Services - Jail
$684,694
$142,959
Superior Court
$142,959
Public Defender - Specialty Court Advocate $81,000
Services $81,000
$169,196
PRCS & Parole Violation Prosecution Unit
$78,451
$44,550
GPS/Electronic Monitoring
$44,550
$881,942
Post-Release Supervision
$881,942
$55,000
Home Detention Program
$55,000
$324,359
In-Custody Mental Health Services
$324,359
$1,042,650
Law Enforcement medical Care (In-Custody)
$1,042,650
$3,197,630
In-Custody Staffing, Food, & Housing
$3,596,405
FY 2018-19 $7,934,840 FY 2017-18 $7,946,206
Page 277
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$68,000
Cognitive Behavioral Therapy
$68,000
$45,000
Liberty Tattoo Removal Services
$45,000
$339,828
Sober Living - Transitional Housing
$339,828
FY 2018-19 $452,828 FY 2017-18 $452,828
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 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 work on 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 desired measurable
results to be achieved in proposals.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
Yes. Treatment program completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
21% to 40%
Page 278
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)
What challenges does your county face in meeting these program 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 Post Release Community Supervision
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?
None to report at this time.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
None to report at this time.
Page 279
Community Corrections San Mateo County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
John T. Keene
Chief Probation Officer Goal: • Reduce the public safety impact of the PRCS and
Mandatory Supervision offenders to the community
Neal Taniguchi
by implementing evidence based supervision
Presiding Judge or
strategies
Designee
Objectives: • 75% of supervisees will successfully complete
David Canepa
supervision
County Supervisor or Chief
Administrative Officer or
Measure: • Percent of supervisees who successfully complete
Designee
supervision (normal and early termination)
Steve Wagstaffe • Percent of supervisees who unsuccessfully complete
District Attorney supervision
• Percent of supervisees who violate a condition of
Myra Weiher
their supervision by committing a new crime in San
Public Defender
Mateo County
Carlos Bolanos
Progress: Between July 2017 and June 2018, 64% of supervisees
Sheriff
successfully completed supervision.
Susan Manheimer
Chief of Police Goal: Measure the impact of the realignment population on San
Mateo County Adult Correctional Facilities
Nicole Pollack
Department of Social Objectives: • % of realignment inmates were booked into the San
Services Mateo County Jail for a new crime committed in San
Mateo County
Dawn Sparks
Department of Employment Measure: • % of realignment inmates booked into jail for a new
crime in San Mateo County
Louise Rogers
• % of new crimes by categories (i.e. crimes against
Department of Mental
persons, property, drug/alcohol (possession/sale) of
Health
the realignment population booked into jail for a new
Steve Kaplan
crime in San Mateo County
Alcohol and Substance
Progress: Between July 2017 and June 2018, the annual average
Abuse Programs
percentage of the in-custody AB 109 population was
Anne Campbell
17.7% The top crime categories for the newly sentenced
Office of Education
realignment population are: 23% ID Theft, 22%
Karen Francone Larceny/Theft, 21% Drugs and Alcohol, 10% Vehicle
Community-based Theft, 9% Burglary, 5% Weapons, 5% Other Property
Organization Crimes, 3% Assault, 2% Other.
Elisa Kuhl
Victims’ Interests
The CCP meets three times
per year which includes one
meeting held for a budget
discussion
Page 280
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Increase rehabilitative services (including employment, health benefits, mental health
and alcohol and drug treatment) received by PRCS and Mandatory Supervision clients
post –incarceration.
Objectives: • 57% of supervisees who participated in 550 Jobs! will secure employment.
• 83% of inmates will receive a comprehensive medical visits/assessment through
the Public Health Mobile Clinic
• 64% of supervisees referred, entered, and completed AOD treatment programs
Measure: • Percent of supervisees who have participated in the 550Jobs! Program who secure
employment
• Percent of inmates receiving comprehensive medical visits/assessments through
the Public Health Mobile Clinic
• Percent of supervisees that entered and completed AOD treatment programs.
Progress: Between July 2017- June 2018:
• 67% of supervisees that participated in 550 Jobs! secured employment
• 84% received comprehensive medical visits through the Public Mobile Health
Clinic
• 46% satisfactorily completed AOD treatments
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in FY 2018-19.
Page 281
FY 2017-18 and 2018-19 Allocations
$169,062
Sheriff - Local Law Enforcement Training
$1,004,653
Competitive Grant Program
$559,490
$210,000
Court Commissioner
$246,733
$3,404,347
Human Services Agency
$2,541,260
$3,581,686
Health System
$2,591,600
$678,125
District Attorney's Office
$539,178
$4,990,384
Sheriff's Office
$6,019,767
$3,972,802
Probation Department
$3,872,426
FY 2018-19 $18,011,059 FY 2017-18 $16,370,454
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FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$735,296
Other Client Services*
$821,491
$25,000
Family Reunification Services - Community
Mentor & Family Reunification Meetings
$4,804
$255,000
Housing - Emergency Housing/Hotel Vouchers
& Transitional Housing
$204,352
$600,738
550 JOBS - Vocational Training Program & Job
Development Specialist position
$474,857
$1,788,313
HSA (salaries and benefits and operating costs)
$1,524,039
$581,745
Mental Health services - contracted services
$771,017
$843,702
Alcohol and Other Drugs (AOD) Treatment -
contracted services
$290,777
$1,545,408
Health System Staff (salaries and benefits and
operating costs)
$1,107,802
FY 2018-19 $6,375,202 FY 2017-18 $5,199,139
*Assistance and support services (e.g., DMV, Licensing, Assessments); Food, clothing and
transportation vouchers (e.g., bus passes, grocery gift cards); Social Worker Supervisor, Social
Worker, Benefits Analyst, and Community Worker
Page 283
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$1,004,653
Community-Based Organizations
Community-Based Organizations
$559,490
FY 2018-19 $1,004,653 FY 2017-18 $559,490
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.
In November 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. San Mateo County contracted with Research Triangle Institute (RTI)
in April 2018. RTI is evaluating AB 109 evidence-based services and the impact of these services on
positive participant outcomes to understand the extent to which these services have a basis in
evidence, and the cost, effectiveness, and cost-effectiveness of services for improving short,
intermediate, and long-term outcomes among participants. The evaluation will include a design, data
collection and analysis, and final reporting. The final technical report is scheduled for completion in
February 2019.
Page 284
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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
81% or higher.
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
The San Mateo County Health System's Behavioral Health and Recovery Services Division assists
adults, older adults, and families with prevention, early intervention, and treatment of complex mental
illness and/or substance abuse conditions. The Public Health Division’s mobile clinic receives
patients from our reentry population, initiates care, and supports establishment of primary health care
relationships throughout our county. San Mateo Medical Center’s Medical Emergency and
Psychiatric Emergency departments stabilize clients at acute risk. Each of these entities coordinates
with a larger network of privately and publicly funded providers.
Behavioral Health provides mental health services to individuals eligible for Medi-Cal and/or
members of the Health Plan of San Mateo through outpatient clinics and a network of community
agencies and independent providers offering outpatient services, residential treatment, rehabilitation,
and other services. Our county created the Service Connect Program as a multi-departmental
partnership to meet the reentry needs of our realigned population. We have since expanded eligibility
to a larger portion of our reentry population, including a small pilot group of state parolees. The
Service Connect Behavioral Health team screens for care needs including medical, mental health,
and substance use recovery. Mental health providers at Service Connect assess, diagnose, treat,
and offer clinical case management to our clients. This includes psychiatry offered on site and
arranged through our county’s clinics and provider network. Behavioral Health contracts with
Telecare Corporation in a full-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.
Page 285
Alcohol and Other Drug treatment services include: detoxification, outpatient, residential, and
medication assisted treatment. Services are available to San Mateo County residents on sliding fee
scale. No one is turned away for lack of funds. Pregnant and parenting women receive priority
admission.
Assessment
The Alcohol and Other Drug Services (AOD) staff provides assessment services to San Mateo
County residents involved in court programs, CalWORKs, Child Protective Services, Prop 36, Shelter
Network, other county programs. After assessment, clients gain referrals to appropriate substance
abuse treatment providers. Clients may also receive referrals to other supportive programs to receive
services such as counseling, job training and placement, housing resources, and childcare.
Ancillary Services
Through co-location with Human Services Agency, including Vocational Rehabilitation Services,
Service Connect assessors/case managers coordinate closely on site with social workers, benefits
analysts, vocational rehabilitation counselors, and job developers. Through referrals, clients may
access a much broader range of services in education, parenting, citizenship, etc.
Detoxification Services
These facilities provide 24-hour, supervised, non-medical withdrawal from alcohol and other drugs.
Drug Court
As a specialized program, the San Mateo County Drug Court addresses the needs of nonviolent,
drug-dependent defendants. Those eligible for Drug Court may participate in it instead of serving a
County Jail sentence. A participant must attend all court reviews, enroll, and complete a substance
abuse treatment program, submit clean drug tests, and abide by any other directives of Drug Court.
The Drug Court utilizes a team case management approach to serve the clients. The "team" is
comprised of the judge (team leader), probation officers, OR program, prosecutors, defense
attorneys, AOD Services Case Managers/Assessment Specialists and treatment professionals. The
team works collaboratively to develop a strategy to address the client's needs in an effort to decrease
the likelihood of relapse, re-offense, and re-entry into the criminal justice system.
Outpatient Treatment
Outpatient sites offer flexible service intensity matching the acuity of recovery need. This includes
individual, group, vocational, and educational counseling offered during convenient hours, including
evenings.
Prevention Services
Information and referral, education, and support services are available both to the community at large
(including people in the earliest stages of experiencing alcohol and other drug problems) and for
family members and significant others of clients enrolled in the managed care system.
Residential Treatment
Residential treatment consists of structured, live-in programs at licensed treatment facilities for men,
women, and women with children ages five and under. The treatment goal here is client stabilization.
Services include individual, group, vocational, and educational counseling. Our County has dedicated
funding to cover 90-day residential treatment courses for our realigned and some reentry populations.
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
Page 286
reunification. Our county has dedicated funding to cover 60-day transitional housing stays for our
realigned and some reentry populations.
Special Programs
Addiction Medicine and Therapy Program
This outpatient program offers medication assistance treatment for opioid addiction. The program
offers both medically supervised withdrawal and maintenance treatment for persons who are opiate-
dependent. Treatment requires rehabilitation counseling and offer clients HIV counseling and testing.
Integrated Medication-Assisted Treatment (IMAT) Program
Launched in 2015, this program works closely with emergency departments and County/Community
providers to coordinate outreach, assessment, prescription, and ongoing administration of medication
to help adults recover from substance dependence, including alcohol dependence.
Perinatal Services
Intensive individual and group counseling is available for pregnant and parenting women. Opiate-
dependent women may receive medically supervised methadone maintenance or detoxification
treatment. Programs focus on women's issues, domestic violence, and parenting. Children through
age three may join on-site child care.
Assisted Outpatient Treatment
In 2016, Behavioral Health and Recovery Services 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.
San Mateo County Sheriff’s Office:
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 17-18, the Sheriff’s Office had 22 in-custody programs
that served approximately 1,100 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
Page 287
Conflict Transformation and 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 (Job Train)
Project READ (several literacy programs)
Vocational:
Men’s and Women’s Culinary Program
ServSafe
Job Train Vocational Programs
T.A.I.L.S. (Transitioning Animals into Loving Situations)
Work Readiness and Success Coaching
Other Activities:
Mindfulness Based Meditation
Yoga
Knitting (for Stanford cancer patients)
Human Services Agency:
The Human Services Agency provides:
• Emergency Assistance- Post release temporary assistance packages are available to support
with basic needs: emergency food and clothing, transportation support, connection to
emergency housing services, and hygiene kits.
• Connection to Benefits- including medical coverage, General Assistance, Cal Fresh, CAPI,
and CalWorks
• Employment Training Program - 550 Jobs! Service Connect in collaboration with San Mateo
County Vocational Rehabilitation Services provides up to six months of subsidized job training
experience in a simulated work environment. Individuals receive vocational training in the
warehouse or catering connection located at 550 Quarry Road, San Carlos, California. Eligible
individuals can begin work immediately post incarceration. During their time in the training
program a Vocational Rehabilitation Counselor is assigned to provide vocational support and
assessment of employment skills.
• Job Development- Resume development support, interview preparation, connection to
background friendly employers, and job search assistance.
• Employment Workshops on site at Service Connect were implemented in FY 17-18. These
are offered to assist individuals seeking to gain additional skills related to employment: Jobs
vs. Career, Resilience in the Job Search, Professional Communication, Workplace Behavior,
Conflict Management, Transitions in the Workplace, Introduction to Technology, Teamwork,
Resume Writing, making a Cover Letter and Reference List, preparing for an Interview,
Practicing Interview Questions, Mock Interviewing, Job Application Process, and Succeeding
in the Workplace. In FY 18-19, these workshops are scheduled to launch in the County Jail,
providing seamless learning opportunities to individuals both in and out of custody.
• Peer Support- Peer Support workers utilizes lived experience with the justice system to
provide emotional and real-world experience to support reentry
• Support Groups
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What challenges does your county face in meeting these program and service needs?
Limited housing options and high cost of living continue to be a barrier for individuals. With limited
job skills and barriers such as mental health and/or substance abuse the challenge remains to secure
employment that offers a livable wage to sustain housing.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Stemming from the LEAN process in FY 17-18 the Multi-Disciplinary Team meeting was launched.
This created a platform for complex case dialogue in a bi-weekly format to address frequent offenders
and alternative intervention strategies. Leveraging resources and coordinating strategies from
multiple County departments to reduce recidivism.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
San Mateo County continues to provide a collaborative service delivery model for AB109 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 AB109
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
Page 289
Community Corrections Santa Barbara County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Tanja Heitman
Chief Probation Officer Goal: • Enhance public safety by reducing recidivism.
Darrel Parker Objectives: • Deliver evidence-based programming that is data
Presiding Judge or driven and matched to offender risk and needs.
Designee
• Expand the use of best practices for evidence-based
Janet Wolf sentencing and adjudication that utilizes offender-
County Supervisor or Chief specific risk, needs, and responsivity measures.
Administrative Officer or • Support professional training to advance system-
Designee wide knowledge of evidence-based practices in the
criminal justice field.
Joyce Dudley
District Attorney Measure: • Increase the delivery of evidence-based
programming in the jail to high risk offenders
Tracy Macuga
classified as general population by 60%.
Public Defender
• Provide training opportunities for justice partners in
Bill Brown evidence-based practices and offender risk, need
Sheriff and responsivity.
Pat Walsh • Increase the percentage of the realigned population
Chief of Police without a felony conviction during the term of
supervision to 80%.
Daniel Nielson
Department of Social Progress: In FY 2017-2018 the percentage of the Realigned
Services population without a felony conviction during the term of
probation supervision was 71%, a recidivism rate of 29%.
Ray McDonald
By comparison, in FY 2016-2017 the percentage of the
Department of Employment
Realigned population without a felony conviction was
Alice Gleghorn 79% or a recidivism rate of 21%. Evidence-based
Department of Mental programming in the jail to high risk offenders did not
Health increase from 3% of the general population in FY 2017-
2018 as was anticipated due to multiple program staff
Alice Gleghorn
vacancies. With the deployment of Edovo tablets in the
Alcohol and Substance
jail, it is hoped that additional populations will receive
Abuse Programs
evidence-based learning opportunities in the coming year
Susan Salcido despite the staffing challenges. Bi-annual trainings on the
Office of Education eight (8) principles of evidence-based practices focusing
on offender risk-needs and responsivity, and cognitive
Eduardo Cué
behavioral treatment (CBT) interventions were provided
Community-based
to 31 individuals representing community-based service
Organization
providers and justice partners.
Alison Wales
Victims’ Interests
The CCP meets bi-monthly
Page 290
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
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 pre-trial and post-
sentence jail release decisions.
• Strive to maximize jail capacity by appropriately identifying offenders who can
safely be released and those who should be held in physical custody.
Measure: • 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: In FY 2017-2018 evidence-based risk assessment information was available for 84%
of the jail inmates, a decrease from 93% in FY 2016-2017. As of March 5, 2018, 12%
of the total housed jail population were low risk offenders. This information will be used
as a baseline for the future objectives and outcomes.
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: In FY 2017-2018, fifty-six percent (56%) of unemployed Realigned offenders were
referred to an employment/vocational development program. In addition, while ten
percent (10%) of Realigned offenders reported a transient status, eleven-percent (11%)
secured housing through the collaborative reentry process and subsidized housing.
This 11% percent includes individuals who may not have reported as transient, but
resided in subsidized sober living upon reentry. Also in FY 2017-2018, the Reentry
Steering Committee expanded to include two (2) additional voting members who
represent consumers and advocacy-based organizations.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
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Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
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: • 85% of all high-risk offenders will be referred to a CBT intervention such as
Reasoning & Rehabilitation, thinking for a Change, Moral Recognition Therapy, or
Seeking Safety.
• Increase the percentage of the Realigned population without a felony conviction
during the term of probation supervision from 79% 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: 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: • Utilize the Virginia Pretrial Risk Assessment Instrument (VPRAI) to drive the release
of offenders to the Pretrial Supervised Release Program.
• 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.
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 by 10%.
Currently 56% of those unemployed Realigned offenders who are available for
supervision have been referred.
• Ensure that 70% of Realigned offenders experiencing homelessness secure sober
living and transitional housing.
Page 292
• Facilitate a minimum of four (4) focus groups/training throughout all regions of the
Measure
County to be comprised of: training, brainstorming and feedback
(cont.)
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: • Collaborate with UCSB to complete a process evaluation on one (1) Mental Health
Treatment Court (MHTC) and conduct an outcome evaluation of the Substance
Abused Treatment Court (SATC).
• Increase compliance checks by 15%.
• Implement and utilize the Master Name Index (MNI) to allow for data linkage across
additional justice stakeholders beyond Probation and the Santa Barbara Sheriff
Office (SBSO).
Progress: Progress has been made in the areas associated to this goal. Mid-year analysis will be
conducted and presented in future reporting.
Page 293
FY 2017-18 and 2018-19 Allocations
$1,213,941
Carry-Over Funds
$5,000
Guadalupe Police Department
$1,461,922
Reserve Fund
$3,626,795
$121,441
Court
$16,248
$65,965
Auditor-Controller's Office
$51,042
$343,867
Public Defender
$291,758
$355,858
District Attorney
$341,064
$1,579,038
Department of Behavioral Wellness
$377,140
$4,036,147
Sheriff Department
$3,607,682
$5,907,282
Probation Department
$5,096,394
FY 2018-19 $13,876,520 FY 2017-18 $13,408,123
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FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$100,000
Community Engagement
$24,000
Housing Specialists
$435,627
Administration
$331,956
$10,000
Offender Support
$3,572
$8,000
Transportation (Bus Tokens)
$4,833
$357,228
Evaluation and Data Analysis
$116,522
$678,557
Pretrial Services
$190,933
$54,612
Victim Services
$52,636
Social Workers and Legal Office $309,851
Professional $282,733
$290,881
Collaborative Courts
$278,493
Community Release Specialist and Contract $177,475
Discharge Planner $196,685
$394,006
Sheriff Treatment Program
$17,668
$437,533
Probation Report and Resource Centers
$392,323
$1,546,069
Psychiatric Services and Pharmaceuticals
$361,801
$1,017,328
Regional Response Teams
$753,724
Community Supervision and Case $2,976,841
Management $2,771,485
$903,369
Detention Alternatives
$794,264
$2,455,042
Jail Custody
$2,318,695
FY 2018-19 $12,176,419 FY 2017-18 $8,868,323
Page 295
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$30,828
Evaluation and Data Analysis
$68,000
Pretrial Services
$7,102
$320,000
Subsidized SLE, Detox
$284,840
$1,033,292
Treatment and Re-Entry Services
$621,063
FY 2018-19 $1,452,120 FY 2017-18 $913,005
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’s partnership with the Pew-MacArthur Results First Initiative continues to allow local
stakeholders the opportunity to apply available evidence and a “benefit-cost” analysis into funding
and policy decisions.
In the last fiscal year, Santa Barbara County cemented this work to inform spending decisions. In
partnership with Results First, the County utilizes specific requirements for providers and agencies
requesting funding for criminal justice programming. At the beginning 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). Over the last fiscal year, the Criminal
Justice Funding Opportunity form has been utilized on a variety of grant and funding proposals
including those related to the Substance Abuse and Mental Health Services Administration
(SAMHSA) and the Stepping Up Initiative, Proposition 47, the expansion of medication-assisted
treatment, the Justice and Mental Health Collaboration Program and others.
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 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.
Additionally, in partnership with the Pew-MacArthur Results First team, Santa Barbara County
completed a benefit-cost analysis of its drug court program-becoming the seventh program with
calculated benefits to taxpayers and victims per local dollar invested. Benefit-cost analysis assists
the County in determining which investments yield the best and most cost-effective results.
Page 296
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. Since its implementation in 2011, the Santa Barbara County Probation Department has
contracted with the USCB to evaluate Public Safety Realignment (AB109) with recommendations to
the CCP and the local criminal justice system on strategies to improve local practices to reduce
recidivism for Realigned offenders. To the extent possible, the evaluation identifies influential
demographics, program elements, and intervention efforts that reduce recidivism and include
recommendations and priority areas for future treatment interventions and supervision strategies.
The evaluation reports are available to the public via the Probation Department’s website at
www.sbprobation.org
Does the county consider evaluation results when funding programs and/or services?
Yes. The evaluation is utilized by the CCP Workgroup to guide and improve the County’s collective
practice. Annually, the findings are presented to the CCP for discussion of the effectiveness of
interventions in accomplishing the established goals of the CCP. The information also guides
subsequent funding and policy discussions.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
Yes. Conviction and recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
Less than 20%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
• Batterers Intervention Program
• Sex Offender Treatment
• Residential Withdrawal Management/Detoxification
• Reasoning and Rehabilitation (R&R)
• Seeking Safety
• Moral Recognition Therapy™ (MRT™)
• Mental Health Screening, Assessment, and Treatment
• 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)
• Subsidized Clean and Sober Housing
• Shelter Services
• Short Term Residential Treatment Program (STRTP)
• Housing assistance through AmeriCorps outreach to the justice-involved population
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What challenges does your county face in meeting these program 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?
• To enhance service coordination and provide follow up with individuals who require housing and
other basic necessities. Through the United Way, Americorp housing specialists’ positions were
funded and assigned to the Probation Report and Resource Centers.
• To address homelessness and housing retention concerns with clients, Americorp housing
specialists were also funded to provide resources and support in the county collaborative
treatment courts.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
Missed probation appointments represent a loss to both persons on probation and the community.
Not only is the person not receiving the benefits of their supervision programming, but additional
sanctions may follow. Potential costs include jail days and expenses for searches, warrants, arrests,
and hearings, as well as staff time. Last year, the Santa Barbara Probation Department launched a
randomized control trial (RCT) to test the extent to which text message reminders impact probation
appointment attendance as compared to probationers who do not receive text reminders.
Comparison of the two groups found that those receiving text reminders were significantly less likely
to miss their appointments as compared with the control group. The intervention group was 70%
more likely to appear for their appointment. The Department plans to expand text message
appointment reminders to include court hearing reminders in the future.
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Page 299
Community Corrections Santa Clara County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Laura Garnette
Chief Probation Officer Goal: • Increase the number and percentage of formerly
incarcerated individuals successfully participating in
Rebecca Fleming
and completing job training/preparation that will lead
Presiding Judge or
to gainful employment.
Designee
Objectives: • 1750 participants will be placed in job readiness
Miquel Marquez
courses in FY17-18.
County Supervisor or Chief
Administrative Officer or • 340 participants will be placed in gainful employment
Designee in FY17-18.
Jeffrey F. Rosen Measure: • 1510 enrollments in job readiness
District Attorney • 403 participants were placed in gainful employment
Molly O’Neal Progress: • Subsidized employment continues to remain popular
Public Defender with the Reentry population.
• Employment placement is over its annual service
Laurie Smith
goal.
Sheriff
• Other services are provided as part of employment
Mike Sellers
placement such as tattoo removal, financial literacy,
Chief of Police
business work attire and GED training
Robert Menicocci
Department of Social
Services
John Mills
Department of Employment
Toni Tullys, MPA
Department of Mental
Health
Bruce Copley
Alcohol and Substance
Abuse Programs
Jon R. Gundry
Office of Education
Rose Amador
Community-based
Organization
Kasey Halcon
Victims’ Interests
The CCP meets quarterly
Page 300
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
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: • Continue to implement housing programs along the entire continuum of housing
needs.
Measure: • Households Housed FY17-18:
• Re-Entry Homeless Prevention (EAP) - 206
• Rapid Rehousing - 51
• Rapid Rehousing Exceptions – 24 Jail Diversion – 10
Progress: The Reentry Rapid Rehousing (RRRH) programs follow an evidence- based model
and provide a time-limited rental subsidy with supportive services to homeless
households for a period of six months to two years. The goal of the RRRH
programs is to support households until they become self-sufficient. The RRRH
Exceptions program sets aside funds for clients who do not fit the target population
of the larger RRRH program.
The Emergency Assistance Program (EAP) works with clients who need minimal
assistance to get back on their feet. EAP provides one-time assistance for
subsidized rent, deposit assistance, late rent payment, and motel vouchers.
Goal: Enhance reentry programming in the County’s correctional facilities.
Objectives: • FY17-18:
• 1750 participants will complete Job Readiness programs
• 720 participants will complete Legal Services & Education programs 350
participants will complete Family Reunification programs
• 1440 participants will complete Health & Wellbeing programs
Measure: • FY17-18
• 1340 participants completed the Job Readiness programs
• 2202 participants completed the Legal Services & Education programs 132
participants completed the Family Reunification programs
• 1962 participants completed the Health & Wellbeing programs
Progress: • Client participation in programs at Elmwood remains high and well- received.
• In addition, participants enrolled 212 in the SJSU College Course program and
105 participants completed the program.
The CCP did not provide goals, objectives, and outcome measures for FY 2018-19.
Page 301
FY 2017-18 and 2018-19 Allocations
$500,000
Reserve/Carry Over Funds
$7,870,852
$2,792,021
Medical Mobile Unit
$517,874
Social Services Department of Employment and $937,148
Benefit Services $896,625
$6,231,947
Substance Use Treatment Services
$6,124,589
$6,057,519
Housing
$5,000,000
$5,206,674
Custody Health - Medical and Mental Health
$5,680,181
$6,771,417
Mental Health Services
$7,445,972
$2,020,000
Facilities and Fleet (Reentry Resource Center)
$520,000
$770,660
Pretrial Services
$751,562
$627,147
Public Defender Expungment
$561,512
$2,242,191
Reentry Contracts
$2,500,000
$1,162,760
Information Services Department
$1,162,760
Office of Reentry Services (includes HR and Fiscal $3,185,564
support) $2,446,018
$10,536,775
Probation Department
$9,838,517
$13,437,355
Sheriff/Department of Correction
$13,277,797
FY 2018-19 $62,479,178 FY 2017-18 $64,594,259
Page 302
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
Substance Use Outpatient Treatment $795,564
Program
$787,172
Mental Health Outpatient Treatment Program
818,808
$282,880
Faith-Based Services Program
282,880
$2,792,021
Medical Mobile Unit
517,874
$3,245,564
Reentry Resource Center Operations
2,446,018
$627,147
Expungement Services
561,512
$770,660
Electronic Monitoring & Pre-Trial Services
751,562
$2,631,259
Alternative Out-of-Custody Supervision
2,695,117
Behavioral Health Assessment & Case $1,928,383
Management 2,516,975
Medical Eligibility, CalFresh, & General $937,148
Assistance Enrollment 896,625
FY 2018 -19 $14,797,798 FY 2017-18 $11,487,371
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FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
Life Skills - Coping and $270,000
Mediation $286,481
Substance Use Treatment $3,538,325
Services $4,111,616
$1,366,667
Faith-Based Services
$1,366,667
Mental Health Treatment $4,552,252
Services $3,850,561
$5,834,807
Housing
$4,000,000
$217,541
Education
$201,817
$1,831,124
Employment
$1,480,132
$177,150
Family Reunification
$258,454
$170,000
Health & Well-being
$340,885
$427,500
Legal Services
$339,397
FY 2018-19 $18,385,366 FY 2017-18 $16,236,010
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 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 AB109 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
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service provision informs the rates of recidivism among the County’s AB109 population. It also
includes AB109 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
Practice 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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
21% to 40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
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. 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,
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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. 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.
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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.
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 and the RRC, where reentry clients 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
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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 program and service needs?
Similar to previous 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?
There are no substantial programmatic changes to report this year.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
Santa Clara County Probation has been working with the Center for Employment Opportunities
(CEO) and Caltrans for the past two years. CEO is a nonprofit organization known throughout the
country for providing evidence-based employment services exclusively to individuals with criminal
records. The services include: Life Skills Education, Job Readiness Training, Transitional
Employment, Job Placement, and Job Retention Support with Caltrans performing litter abatement
along State roadways with probation clients while receiving immediate minimum wage
compensation.
Between July 2017 and June 2018:
• 507 clients were referred to CEO by Adult Probation
• 216 (43%) of those clients referred were hired/enrolled in the CalTrans program – about 15%
were women
• After completion of the program, 170 (79%) individuals were ready for job placement
• 93 (55%) clients who were ready for job placement were placed in various positions
throughout the county
• 69 (68%) individuals kept employment for at least 3 months, and for up to one year
• 484 work crews completed 22,615 hours of work
• 22,814 bags of roadside trash were collected
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Page 309
Community Corrections Santa Cruz County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Fernando Giraldo
Establish an array of Effective Alternatives to Incarceration
Chief Probation Officer Goal:
to address the impacts that the realigned population will
Alex Calvo have on the county jail in order to avert crowding and poor
Presiding Judge or conditions of confinement without jeopardizing public
Designee safety outcomes (This goal was retained from FY15-16).
John Leopold Objectives: • Establish and maintain a Custody Alternatives
County Supervisor or Chief
Program (CAP) to identify, screen and place
Administrative Officer or
appropriate inmates in community alternatives,
Designee
including the use of electronic monitoring and
Jeff Rosell supervision to ensure public safety
District Attorney • Maintain an effective Pretrial Release Program to
identify, screen, and place appropriate individuals
Larry Biggam
on community supervision while they are waiting for
Public Defender
court processing. This will include the use of
Jim Hart validate risk assessment tools and active
Sheriff communication with the courts for pretrial release
David Honda Measure: • Average daily jail population as a percentage of the
Chief of Police rated capacity for each of the County’s three
facilities
Ellen Timberlake
• Total number of jail bed days saved by CAP; public
Department of Social
safety rate of inmates committing new law violations
Services
during the period of their custody alternative
Andrew Stone
• Total number of jail bed days saved by pretrial
Department of Employment
services; public safety rate of defendants
Mimi Hall committing new law violations during the period of
Department of Mental their pretrial release
Health
Progress: During 2016-17 the average daily population across the
Shaina Zura County’s three jail facilities was 463, or approximately
Alcohol and Substance 104% of combined rated capacity.
Abuse Programs
During 2016-17 CAP maintained an average daily
Michael Watkins population of 57 participants, saving a total of 20,683 jail
Office of Education bed days. During 2016-17 Pretrial Services maintained an
average daily caseload of 121 individuals, saving a total of
Karen Delaney
43,994 jail bed days, with a public safety rate of 93% of
Community-based
defendants not arrested for new criminal behavior during
Organization
the period of pretrial release. The violent crime safety rate
Sylvia Nieto is 98% of defendants not arrested for a new violent crime
Victims’ Interests during the period of pretrial release.
The CCP meets quarterly
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Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
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 AB109 individuals within 30 days of sentencing;
conduct full assessment of criminogenic needs on all moderate and high risk
AB109 individuals within 30 days of sentencing.
• Develop supervision case plans for all AB109 individuals, including all court
ordered terms as well as services and supports directly related to assessed
criminogenic needs.
• Conduct active, risk-based community supervision of all AB109-sentenced
individuals, including the use of Effective Practices in Community Supervision
(EPICS), motivational interviewing, and an objective sanctions and rewards grid
for response to participant behavior.
Measure: • Number of AB109-designated individuals assessed for risk and criminogenic
need
• Number of AB-109-designated individuals with supervision case plans
• Documented utilization and outcomes of EPICS interventions
Progress: A total of 390 AB109-designated individuals were supervised during 2017-18.
Probation conducted a total of 280 assessments, including risk assessment,
full/comprehensive assessments, and re-assessments. A total of 963 EPICS
interventions were documented among AB109-designated individuals during 2017-18.
Goal: Develop community partnerships for Effective Intervention Services that adhere to the
principles of evidence-based practices for maximum recidivism reduction
Objectives: • Refer all AB109 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 AB109 services based on
assessed need
• Number and percent of individuals receiving adequate AB109 service dosage
based on risk level
Progress: A total of 2,270 referrals were made for AB109 services, with an unduplicated count of
463 individuals receiving a total of 21,671 hours of direct service, for an average of
approximately 47 hours of service per person. Approximately 11% of clients received
adequate dosage during the time period.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in FY 2018-19.
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FY 2017-18 and 2018-19 Allocations
$200,000
Administration (Probation Department)
$200,000
Community Supervision and Treatment $5,869,106
(Probation Department) $5,429,134
$2,934,553
Corrections (Sheriff's Office)
$2,714,567
FY 2018-19 $9,003,659 FY 2017-18 $8,343,701
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$6,653
Santa Cruz Law Library
$17,347
Santa Cruz County Public Defender
$25,000
$7,216
Santa Cruz County Superior Court
$15,000
$316,286
Santa Cruz County Health Services Agency
$321,285
$298,805
Santa Cruz County Office of Education
$142,673
FY 2018-19 $2,180,259 FY 2017-18 $503,958
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FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$9,690
HOPE Inc.
$24,500
First Five of Santa Cruz County
Research Development Associates
$38,699
$470,814
Volunteer Center of Santa Cruz County
$465,000
$70,230
United Way of Santa Cruz County
$82,588
$308,000
Sobriety Works, Inc.
$248,000
$20,000
Sienna House
$25,000
$70,000
Santa Cruz Barrios Unidos
$70,000
$63,867
New Life Community Services
$24,550
$213,500
Janus of Santa Cruz
$213,500
$24,000
Homeless Services Center
$24,000
$725,658
Encompass Community Services
$656,854
$180,000
Community Action Board of Santa Cruz County
$180,000
FY 2018-19 $2,180,259 FY 2017-18 $2,028,191
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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?
The CCP releases a solicitation for letters of interest on a four-year cycle. Service areas are identified
through an 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:
• 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.
• 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.
• 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.
• Justice System Collaboration. A documented history of prior successful collaboration with
probation, corrections, or other justice system stakeholders.
• 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 AB109 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 AB109 service
effectiveness. During 2017-18 the County Probation Department maintained a web-based referral
and reporting system (CE Programs/CE Provider) integrated with its electronic case management
system. CE Program/CE Provider allows service providers to enter all service dosage, program
completions, terminations, and other data. 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
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support; as well as attainment of individual reentry goals and objectives. Quarterly reports also
document program completion rates and provide an opportunity for the program to provide case
studies or other evaluation data and findings. 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 contracted with Research Development
Associates (RDA) of Oakland, California, to conduct a comprehensive evaluation of AB109
implementation and outcomes. This 18-month project, which was completed during 2017-18,
included an assessment of data collection and analysis; an implementation evaluation based on
interviews and focus groups with participants, program staff, and justice system stakeholders; and
an outcome evaluation of the impact of services on recidivism and criminal justice outcomes.
The evaluation reports have been used by the CCP and its work groups to develop new policies and
practices. This has included the implementation of the electronic reporting system, the creations of a
multi-disciplinary team for shared case management of high-risk populations, new data-sharing
agreements with the Superior Court, informational materials to help individuals and stakeholder
understand AB109 expectations and available services, additional in-custody case management
staffing, consolidation of multiple CCP work groups into a single operations work group, and planning
for a one-stop probation services center to improve service coordination and reduce barriers to
service participation.
Does the county consider evaluation results when funding programs and/or services?
Yes. Santa Cruz County continuously monitors service implementation, utilization, completion, and
outcomes of all AB109-funded services. The CCP selects service providers on a four-year cycle,
based on a competitive request for proposals. 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 AB109 service providers are
required to reference Results First data and resources in developing program funding requests. The
County assesses the cost/benefit of each program as well as the overall return on investment for all
AB109 services.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
61% to 80%
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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?
The Probation Department conducts risk and need assessments 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:
• Criminal Thinking, Behavior, and Identity: 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 are provided by the Volunteer Center and Encompass
Community Services in partnership with Probation officers.
• Substance Use Disorders: 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. Santa Cruz County has established
a Drug Medi-Cal Organized Delivery System that brings all the service providers together in a
single unified system for assessment, referral, and continuous treatment level matching.
• Low Vocational Attainment: Individual job readiness and placement services, along with
employer education and outreach. Services are provided by the Community Action Board and
United Way.
• Low Educational Attainment: Academic testing, high school diploma and high school
equivalency programs, Adult Basic Education, and low-level literacy tutoring. Services are
provided by the Volunteer Center Literacy Program and the Santa Cruz County Office of
Education.
• Mental Health Disorders: Assessment, counseling and system navigation, and medication
management. Services are provided by Encompass Community Services and the County
Health Services Agency.
• Family Conflict: Parent education and family involvement, including the Papas Fatherhood
Involvement Program. Services are provided by Encompass Community Services.
• Unstable/unsafe Housing: Emergency and transitional housing provided. Services 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: Benefits assistance and enrollment, driver's license
reinstatement, records clearance, and comprehensive reentry planning, as well as prosocial
peer mentoring and leadership development. Services are provided by the Volunteer Center,
Encompass Community Services, Barrios Unidos and Sobriety Works Inc.
What challenges does your county face in meeting these program and service needs?
Drug Medi-Cal Integration. Our county is nearing completion of the first year of implementation of its
Drug Medi-Cal Organized Delivery System. While the model promises to increase access to critically-
needed Substance Use Disorder (SUD) treatment services, it has also posed many challenges to the
criminal justice system, including include new limits on the court’s ability to sentence individuals to
specific levels and durations of treatment; and a shortage of treatment beds in the face of increased
demand. The Probation Department and the County Health Services Agency has met frequently with
treatment providers and justice system stakeholders to develop new protocols for linking justice-
involved individuals with appropriate SUD treatment.
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. This is especially problematic among non-profit service partners: the local
Human Care Alliance has documented the extent of poverty among non-profit personnel and the
concomitant loss of qualified and experienced staff for critical community services.
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Data integration. Integration of vendor-based data systems between courts, corrections, law
enforcement and probation remains a considerable challenge to timely tracking of recidivism and
other criminal justice outcomes. The CCP has approved an ambitious multi-year data tracking plan,
and all partners are now working towards shared responsibility for the data integration necessary to
make the plan workable.
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?
Santa Cruz is working with Californians for Safety and Justice (CSJ) to pilot a local implementation
of their 2017 Blueprint for Shared Safety, a community-wide planning model for more effective
responses to crime and victimization. With additional funding from the Fund for Nonviolence, the CCP
and its work groups have convened a planning process that includes education and outreach
regarding the model; a comprehensive asset and gap analysis; and outreach to involve and empower
crime survivors to play a meaningful and central role in developing community priorities for shaping
shared safety. Key partners include the United Way of Santa Cruz County, the District Attorney’s
Office, and the Community Education and Engagement Work Group of the CCP.
The CCP initiated a comprehensive independent evaluation of local AB109 implementation and
outcomes that was conducted by the Oakland-based Research Development Associates. Results
indicated that the Santa Cruz County model of supervision and services has resulted in a recidivism
rate below that found in a study of twelve other California counties (Bird, Grattet & Njuyen 2017). The
evaluation identified several areas for potential improvement, however, including inter-agency
communication and closer coordination for referrals and transitions between services. In response,
the CCP has implemented new methods for referral and tracking participation and began planning
for a Probation Service Center where multiple existing services will be co-located in order to reduce
logistical barriers, increase communication and coordination, and leverage additional community
resources. The Center is scheduled to begin operation in early 2019.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
Forensic case management for the AB109 population with co-occurring behavioral health issues is
provided locally through a contract with Encompass Community Services. Over the last three years
the model for these services has been continuously refined, with special emphasis on long-term
intensive case management, service navigation, and individual counseling services. These services
target individuals for whom mental illness is a significant destabilizing factor that contributes to
continued criminal behavior, but who fail to meet the threshold for System of Care services. The
result has been an increase in service utilization and behavioral and social stability for many clients
who would otherwise pose a conservable challenge to law enforcement, probation, and the courts.
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Community Corrections Shasta County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Tracie Neal
Chief Probation Officer Goal: • Develop evidenced based resources to evaluate
CCP funded programs and provide information for
Melissa Fowler-Bradley
areas of improvement.
Presiding Judge or
Designee Objectives: • The county staff trained in the Correctional Program
Checklist will complete the certification process.
Mary Rickert
County Supervisor or Chief • Two local programs will be selected, and an
Administrative Officer or evaluation and report will be completed.
Designee • Develop a Correctional Program Checklist Protocol to
assure consistency in selection and evaluation
Stephanie Bridgett
District Attorney Measure: • County staff receive official certification
• Two evaluations of local programs completed
William Bateman
Public Defender Progress: All eight (8) of the county staff were trained in May 2017.
During the training, Wright Education’s domestic violence
Tom Bosenko
program and the Shasta County’s Juvenile Rehabilitation
Sheriff
Facility were evaluated. Evaluations were then
Roger Moore completed, and formal reports were submitted on
Chief of Police Advanced Counseling’s domestic violence program in
December 2017 and New Beginnings’ domestic violence
Dianna Wagner
program in June 2018 for final certification. Final
Department of Social
certification was received for all staff upon submission of
Services
the formal report to these two agencies. A protocol was
Melissa Janulewicz
developed to assure consistency in selection and
Department of Employment
evaluation.
Donnell Ewert
Department of Mental
Health
Dean True
Alcohol and Substance
Abuse Programs
Judy Flores
Office of Education
Vacant
Community-based
Organization
Angela Jones
Victims’ Interests
The CCP meets quarterly
Page 318
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Increase the capacity of the Shasta Technical Education Program – Unified Partnership
(STEP UP) program to include an additional 50 participants. Total program cohort is
100.
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.
Progress: A Probation Assistant was assigned to provide case management to participants at the
beginning of FY 2017-18. Referrals to the program increased rapidly and the program
increased by 45 participants by the Fall Semester of 2017/2018.
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 safely address the needs of
persons with mental illness and link them to appropriate services.
Measure: • Training provided to law enforcement and other identified staff
Progress: The first training was held in April 2018 and included 30 law enforcement and probation
attendees. The second training was originally scheduled in September 2018 but was
postponed due to a local fire related emergency. The second training will be scheduled
during the Spring of 2019.
The CCP reports it will use the same goals, objectives, and outcome measures identified
above in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Develop resources to evaluate CCP funded programs and provide information for
areas of improvement.
Objectives: • The county staff trained in the Correctional Program Checklist will be trained in
the Correctional Program Checklist – Group Assessment
• Select two programs to be evaluated
Measure: • County staff will receive official certification
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Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Goal: The District Attorney’s Office will Implement a Misdemeanor Pre-Filing
Diversion/Crime Victim Advocate Program.
Objectives: • Hire a Victim Advocate to work with victims and the probation department
towards assisting victims in obtain restitution orders and achieving justice
through the court and probation process. Increase the capacity and
understanding of the crime Victims Assistance Center related to services and
support provided to victims.
• Provide training to Adult Probation Staff about rules and processes related to
victim restitution.
• Increase collaboration between Justice Partners specific to victim restitution.
Measure: • Victim Advocate hired and trained
• Increased total restitution ordered for victims.
• Refer offenders meeting the criteria to the Diversion Program
Goal: Transition to a new provider for Moral Recognition Therapy (MRT) and ensure
effectiveness of the delivery of the program.
Objectives: • Evaluate the Adult MRT Program using the Correctional Programs Checklist-
Group Assessment (CPC-GA)
• Refer and enroll participants
Measure: • Provider will complete one entire MRT program session and hold graduation for
participants who have completed the program.
• Completed CPC-GA evaluation and formal report.
Page 320
FY 2017-18 and 2018-19 Allocations
$3,215,856
Carryover
$244,424
Reserve Funds
$228,413
$189,021
Victim Witness
$86,797
$213,464
District Attorney
$223,083
$150,728
Public Defender
$63,194
$141,766
Mental Health
$146,184
$73,327
Social Services
$116,491
$3,342,910
Sheriff's Department
$3,434,571
$3,891,836
Probation Department
$3,676,383
FY 2018-19 $11,463,332 FY 2017-18 $7,975,116
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$323,525
Community Corrections Center
$285,296
$389,063
GPS/Electronic Monitoring
$381,886
$501,388
Work Release Program
$501,313
$76,471
BHC
$75,407
FY 2018-19 $1,290,447 FY 2017-18 $1,243,902
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FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$179,866
STEP UP
$176,548
$318,723
Treatment
$418,772
$129,504
Supportive
Housing
$127,114
$935,735
Day Reporting
Center
$1,123,267
FY 2018-19 $1,563,828 FY 2017-18 $1,845,701
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 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. At a minimum of annually, Probation staff review
recidivism (as measured by re-entry into the criminal justice system and convictions) of the offenders
participating in these contracted programs. The Day Reporting Center, in conjunction with the CCP
and the Probation Department, establishes annual goals and outcomes and reports on the progress
on a quarterly basis at CCP meetings. Eight county staff have been certified to complete the
Correctional Program Checklist and 2 programs are evaluated on an annual basis. The Correctional
Program Checklist allows for program evaluation to assure interventions are being provided with
fidelity to the models that have proven to be effective with the offender population. In addition to
assuring fidelity, this process provides information about where improvements can be made and
assists with development if an improvement plan when needed.
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 FY 2016-2017 we made progress towards this goal by completing the training on the
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Correctional Programs Checklist and beginning the certification process. During FY 2017-2018 we
continued to make progress by completing the certification process and evaluating two programs.
Efforts will continue as staff are trained to evaluate groups and move forward with planning
evaluations on additional programs. Evaluation results will be considered during ongoing funding
conversations.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
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 recognition Therapy (MRT), Aggression Replacement Training (ART), Parenting
programs, Domestic Violence Treatment, anger management programs, sex offender treatment,
cognitive-based journaling programs, and a housing program. We also conduct 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. In addition, for
those with mental health issues we provide a Behavioral Health Collaborative Court.
What challenges does your county face in meeting these program 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. In addition, there are significant struggles with offenders reporting to probation in order to
allow for proper assessment and referrals to treatment. Options around ways to engage our
population more quickly or while they are going through the court process have been discussed.
Evidence-Based Programming that specifically addresses the top criminogenic needs is of prime
importance. For some of these criminogenic needs, there are not currently agencies in Shasta County
that are certified to provide these services. In particular, there are currently a minimal amount of
services for those offenders with co-occurring disorders and 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 lack
cognitive restructuring with skill based training. Substance addiction continues to be a challenge in
Shasta County and a large number of offenders served are using substances on a regular basis.
There is a need to increase medical assisted treatment within a criminal justice system. Shasta
County is over 3,800 square miles in size and has a rural population that is often underserved due to
their geographic location. The vast size of the County makes access to treatment and services difficult
in areas outside the main three cities. There are multiple small communities located an hour or more
outside of the county seat, where many services are not available.
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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 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. While attendance for STOPP has been an issue, those offenders who attend
the program report the resources and information provided is extremely helpful. The Probation
Department has also continued to develop relationships with additional vendors and community
based organizations regularly request to be part of the event.
The Probation Department participated as one of three counties in a PRCS Video Conferencing Pilot.
A probation officer connects with PRCS offenders prior to their release from state prison with the goal
of increasing successful re-entry into the community by improving case management, reviewing
conditions of release, connection to services, and increasing PRCS compliance. It also allows
offenders to ask questions which can be answered and researched if necessary. Since the
implementation of this program, 21 video conferences have been held.
The Correctional Program Checklist (CPC) is an evaluation tool to determine the extent to which
correctional programs adhere to evidence based practices, including the principles of effective
intervention. In addition to evaluating the overall program, the evaluation processes allows a forum
for meaningful conversations between Probation and the treatment providers. The tool assists with
identifying areas of strength, determining areas for improvement and allows the evaluator(s) to
provide specific recommendations that will bring a program closer in adherence to evidence-based
practices. It also helps probation to improve processes related to information sharing and assists in
identifying better ways to determine appropriate referrals.
Describe a local best practice or promising program that has produced 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 under formal probation 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 housed 228 offenders for 6 months or more. Of the 94 offenders
still under supervision, 70 (74.47%) are still housed.
The Probation Department contracts with GEO Reentry Services to provide a Day Reporting Center.
The Shasta Day Reporting Center (DRC) is located next door to the Community Correction Center
and opened in April 2013. The DRC serves a total of 150 offenders. From April 2013 to April 2018, the
DRC served a total of 1,281 offenders with a ratio of about 79% male to 21% female. One hundred
and twenty offenders completed/graduated from the program during this time. In February 2018, a
recidivism study was conducted to include all participants who attended the program from April 2013
to June 30, 2017. A total of 631 unduplicated offenders were served during this time frame. The cost
Page 324
per offender was $5,210.19. Two hundred and four offenders received a new felony conviction for a
recidivism rate of 32.33%.
The Shasta-Technical Education Program (STEP-UP) was initially started in September 2014
supporting one cohort of 25 students. This program has since been expanded to accommodate a
cohort of 100 students. During the most recent spring semester, the average GPA was 2.77 with 30
of the students achieving placement on the Dean’s List. In the 2017/2018 school year, the STEP-UP
program had three students earn AA degrees and 28 students earn Career and Technical Education
Certificates for a total of 31 graduates. In addition, the post-Graduate Employment rate is 82% with
74% being employed in the same industry as their focused area of study.
Page 325
Community Corrections Sierra County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Jeffrey D Bosworth
Recidivism goals and outcome measures aren’t particularly realistic or
Chief Probation Officer
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
Consequently, statistics have to be kept over several years to have any
Designee
sort of meaning at all.
Scott A. Schlefstein
County Supervisor or Chief
Administrative Officer or The CCP did not provide goals, objectives, and outcomes for FY
Designee 2018-19.
Larry Allen
District Attorney FY 2017-18 and 2018-19 Allocations
J Lon Cooper
Public Defender
Training $10,000
Tim Standley
Sheriff Internet Installation-Loyalton
$25,000
Probation Office
Vacant
Chief of Police
Drug Court $3,000
Lea Salas
Department of Social
Drug Testing Supplies $2,500
Services
Vacant
Extra Treatment $10,000
Department of Employment
Vacant
Department of Mental Jail Medical (Inmate Insurance) $50,000
Health
Vacant Frank Lang (Medical Consultant) $10,000
Alcohol and Substance
Criminal Justice Research
Abuse Programs
$10,000
Foundation (Consultant)
Merrill Grant
Office of Education
Assessment Software $2,500
Vacant
Community-based
Communications $5,000
Organization
Sandi Marshal
Inmate Housing (CDCR) $75,000
Victims’ Interests
Inmate Housing (WBCF)
The CCP meets semi- $100,000
annually
FY 2017-18 $303,000
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FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
The county did not provide information on Public Agencies receiving allocations.
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
The county did not provide information on Non-Public Agencies receiving allocations.
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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
The county declined to respond to this question.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
The county declined to respond to this question.
We would like to better understand your county's capacity to offer 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 program and service needs?
The county declined to respond to this question.
Page 327
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 produced 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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Page 329
Community Corrections Siskiyou County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Allison Giannini
Chief Probation Officer Goal: • Reduce Jail Overcrowding
Renee Crane, designee Objectives: • Implement a pretrial program
Presiding Judge or
• Maintain or increase use of Alternative Sentencing
Designee
• Maintain Pre-charge, pre-filing Diversion program
Brandon Criss, designee
Measure: • Pretrial program was developed using Evidence
County Supervisor or Chief
Based Tools. It was not fully implemented for very
Administrative Officer or
long due to staffing.
Designee
• Alternative Sentencing Programs and the Day
Kirk Andrus Reporting Center continued to increase numbers and
District Attorney be successful.
• The DA diversion program also saw a staffing change
Lael Kayfetz
in 2016/17, but maintained its success in keeping
Public Defender
offenders from ever entering the system.
Jon Lopey
Progress: Overall, the jail overcrowding was addressed but these
Sheriff
programs did not have a significant enough impact as
Brian Bowles
roughly 90% of the population was presentence making
Chief of Police
them ineligible for Alternative Sentencing programs, and
Dr. Sarah Collard the pretrial program had a staffing shortage.
Department of Social
Goal: Increase use of Evidence Based Tools in Probation
Services
Vacant Objectives: • Enhanced utilization of evidence based screening
Department of Employment and case management tools
• Use of graduated sanctions for reoffending
Dr. Sarah Collard
probationers
Department of Mental
Health Measure: • Caseloads have been split up amongst Officers
based on the probationer’s risk level; the Offender
Dr. Sarah Collard
Needs Assessment determines risk level.
Alcohol and Substance
Probationers are reassessed regularly, and risk
Abuse Programs
levels adjusted to ensure their needs are being met.
Kermith Walters • A sanctions matrix has been created.
Office of Education
Progress: Probation has been utilizing Evidence Based Tools and
Jim Roseman Officers have been attending trainings to better supervise
Community-based their assigned caseloads.
Organization
Colleen Chiles
Victims’ Interests
The CCP meets quarterly
Page 330
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Utilize a Corrections Service Specialist to serve as a specialty court and reentry
services liaison
Objectives: • 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.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Reduce Jail Overcrowding
Objectives: • 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 were not increased
significantly due to lack of qualified participants
• Pre-Trail program was resumed in in Spring of 2017, as of 11/20/17 there have been
54 participants
• An alternate site has been obtained by the county and the AB900 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.
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Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Goal: Increase use of Evidence Based Practices
Objectives: • Probation Department implement Evidence Based Supervision
• Day Reporting Center increase EBP Programming/Services
• The Sheriff’s Dept. 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 December 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 batterers 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.
Goal: Begin work on Specialty Court/ Particularly a Mental Health Court
Objectives: • 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, 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 in 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
Page 332
FY 2017-18 and 2018-19 Allocations
Local Innovation $8,640
Subaccount
$5,230
$18,440
County of Siskiyou
$38,738
$476,743
Sheriff's Department
$442,810
$636,847
Probation Department
$546,730
$90,000
Public Health
$90,000
$67,636
District Attorney
$62,708
$18,000
Public Defender
$18,000
Community $411,858
Corrections*
$360,744
FY 2018-19 $1,638,720 FY 2017-18 $1,511,649
*Community Corrections funds used for direct costs of services/supplies.
Reserve Funds:
FY 2018-19: $89,444 | FY 2017-18: $53,311
Page 333
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
Yreka Union High School $5,250
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 2018-19 $1,400,746 FY 2017-18 $1,249,737
*Community Corrections funds used for direct costs of services/supplies.
Page 334
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$8,640
Local Innovation Subaccount
$5,230
$3,136
Other: Computer Software 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 2018-19 $327,418 FY 2017-18 $315,226
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.
Page 335
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. 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 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 Chief Probation Officer 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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
41% to 60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
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 psychiatrist weekly, 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.
What challenges does your county face in meeting these program 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 AB109 funding or SB 678 funding, there are no general
funds to supplement anything that is 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 farthest ends of the
county, often that is where there is the greatest need for drug and alcohol or mental health services
and 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.
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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?
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.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
Currently our most notable program is the 52-week Batterers Treatment that utilizes the Moral
Recognition 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, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Christopher Hansen
Chief Probation Officer Goal: Implement evidenced-based probation supervision that
properly assesses risk factors associated with
John B. Ellis
recidivism. Use case planning and community
Presiding Judge or
supervision to promote law-abiding behavior and reduce
Designee
client recidivism by addressing criminogenic needs.
Birgitta Corsello
Objectives: • Train all adult supervision probation officers and
County Supervisor or Chief
Center for Positive Change case managers in
Administrative Officer or
Motivational Interviewing and have regular
Designee
booster trainings
Krishna Abrams
• Train all adult supervision probation officers in
District Attorney
Effective Practices in Correctional Settings-II
Lesli Caldwell (EPICS-II) and have regular booster trainings
Public Defender • All adult supervision probation officers will receive
quality assurance quarterly regarding their
Thomas Ferrara
meetings with clients
Sheriff
Measure: • Number of staff that have completed Motivational
John Carli
Interviewing (MI) training, as measured by training
Chief of Police
log
Gerald Huber
• Number of staff that have completed EPICS II
Department of Social
training, as measured by training log
Services
• Number of staff that have received coaching from
Angela Shing the Quality Assurance and Implementation
Department of Employment Analyst
Sandra Sinz Progress: Ongoing
Department of Mental
Health
Andy Williamson
Alcohol and Substance
Abuse Programs
Lisette Estrella-
Henderson
Office of Education
Deanna Allen
Community-based
Organization
Vacant
Victims’ Interests
The CCP meets quarterly
Page 338
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
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
Objectives: • 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: Adult supervision probation officers and Center for Positive Change case managers
continue to receive training on MI and EPICS-II. The Quality Assurance and
Implementation Analyst began doing quality assurance meetings with the adult
supervision officers beginning in October of 2016. During this fiscal year, the
department conducted an agency-wide individual MI validated skill assessment to
determine effectiveness of client interactions in core correctional practices and case
management. We will be utilizing assessment data to develop a customized and
individual support and development plan for all agency staff working directly with
clients.
Goal: Enhance the use of alternative detention (pre-sentence) for appropriate offenders
Objectives: • Use of an evidence-based assessment tool for pre-trial jail release decisions for all
appropriate clients
• Increase the success of pre-trial defendants appearing for all scheduled court
appearances
Measure: • Number of pre-trial reports completed and number of reports with
recommendations for release
• Number of pre-trial clients who completed pre-trial compared to the number who
failed the programs
Progress: For FY2017-18, 1,177 pretrial reports were completed. 372 were recommended for
release following assessment with the Ohio Risk Assessment Systems-Pretrial
Assessment Tool, an evidence-based risk assessment tool. The Humphrey Decision
necessitated a change to the screening criteria. Effective 2/1/2018 the Pretrial Services
Unit began screening all bailable felonies and a subset of misdemeanors (Non-Violent,
Non-Serious, Non-Sex Offense).
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Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: The Sheriff’s Office will utilize the LS/CMI to drive re-entry planning in order to create
continuity of care as inmate’s transition from the jail to community participation in the
Prop 47 Substance Abuse continuum of care (detox/residential treatment, SLE,
Transitional Housing).
Objectives: • 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: 100% of clients who volunteered for Prop 47 services were transitioned to said services
upon release. Also, 100% of these clients completed assessments and Reentry Plans
and had coordinated case plans with Case Manager, Housing Provider, and Prop 47
Coordinator. Finally, 73% of clients have remained in Prop 47 services in excess of 30
days.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Increase the Standard of Evidence-Based Practices Countywide
Objectives: • Partner with the California State Association of Counties (CSAC) to complete the
Results First Program Inventory, Recidivism Analysis and Cost-Benefit Model
utilizing county data
Measure: • Perform recidivism analysis utilizing Department of Justice (DOJ) data to establish
overall recidivism reduction rate
• Complete Cost-Benefit Model utilizing county-specific data to monetize the benefits
of operating evidence-based programs
• Measure effectiveness of evidence-based programs on reducing recidivism
• Implement evidence-based standards in the request for proposal (RFP) and
contracting process
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Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Progress Work on the Results First project began in January 2018 and continues. Progress has
been made to complete the program inventory and match the programs to evidence
utilizing the Results First Clearinghouse Database. A Cost-Benefit model utilizing local
county data is in development and work continues to analyze recidivism reduction
utilizing data from the Department of Justice (DOJ)
Goal: The Sheriff’s Office will implement both educational and vocational training programs in
its new Rourk Vocational Training Center (SB 1022 BSCC Funded)
Objectives: • The Sheriff’s Office will transition some existing Educational and Treatment
Programs from the jail to the Rourk Vocational Training Center.
• The Sheriff’s Office will enter into MOU/Contract with at least two partner agencies
with the intent to deliver Vocational Training to inmates
• The Sheriff’s Office will implement at least one Vocational Training Program by June
2019.
Measure: • Providers will have been assigned to the Rourk Training Center to deliver
educational/treatment services.
• SB 1022 Work Group Meeting Minutes will indicate progress on the development of
partners for the Vocational Training Programs.
• Number of MOU/Contracts/Agreements developed between the SO and partners to
provide Vocational Training.
• Vocational Training Programs implemented by June 30, 2019
Progress: Ongoing
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FY 2017-18 and 2018-19 Allocations
Task Force (Local Police
Overtime)
$250,000
$1,185,151
From PY Carryforward Reserves
$3,610,276
$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
$5,723,422
Sheriff Department
$6,595,286
$5,898,671
Probation Department
$6,215,113
FY 2018-19 $14,792,013 FY 2017-18 $18,919,609
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FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$103,361
DA- Victim Witness Services
$97,299
$17,603
Ongoing Planning & Implementation
$63,500
$68,971
County Colloborative Court Services
$109,805
$194,959
H&SS Substance Abuse Treatment
$191,842
$121,954
H&SS Mental Health Treatment
$127,597
$611,724
District Attorney Legal Services
$645,027
$612,842
Public & Alternate Defender Legal Svs
$654,642
Local Police - Enforcement Team
$250,000
$971,907
Sheriff - Enforcement Team (SET)
$1,013,964
Sheriff - In Custody Services (Jail $3,531,884
Beds) $4,158,503
$545,897
Sheriff - In Custody Program Services
$545,897
$244,004
Proabtion - Pre-Trial Services
$353,790
FY 2018-19 $11,388,802 FY 2017-18 $12,827,482
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FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$26,400
Pretrial Services
Restorative Justice Program
$12,500
$49,600
Quality Assurance
$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 2018-19 $2,218,060 FY 2017-18 $2,481,851
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. Solano County continues to evaluate the impact of programming and services on recidivism.
Solano County Probation began collecting data beginning in October 2011. To date, six offender
cohorts have been identified and recidivism rates (any reconviction) are being calculated at 12, 24,
Page 344
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 utilizing local data and data
from the Department of Justice (DOJ). Two comparison groups (10/01/2011-9/30/2012 and
10/01/2012-9/30/2013) have established a baseline to interpret recidivism rates for subsequent
cohorts. 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.
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.
In addition to working with national consultants that have expertise in evaluation results and
implementing evidence-based practice, the Department now has a full-time Social Services Manager,
two full-time Quality Assurance and Implementation Analysts who provide continuous review and
evaluation of our programs and services, and a Project Manager to collect, analyze and compare
program data.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
Yes. Average daily population, conviction, length of stay, and recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
The county declined to respond to this question.
We would like to better understand your county's capacity to offer 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 program 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 produced positive results. If data
exists to support the results, please share.
The county declined to respond to this question.
Page 345
Community Corrections Sonoma County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
David Koch
Chief Probation Officer Goal: • Increasingly align programming at Sonoma County’s
Day Reporting Center (DRC) with evidence-based
Arlene Junior
practices, and improve data collection and evaluation
Presiding Judge or
capacity to determine program effectiveness.
Designee
Objectives: • 100% of eligible DRC participants will enroll in and
Nikolas Klein
commence an evidence-based program that
County Supervisor or Chief
addresses their criminogenic needs
Administrative Officer or
Designee • Conduct a comprehensive evaluation to examine the
implementation, effectiveness, and costs associated
Jill Ravitch
with programming
District Attorney
Measure: • Percentage of participants enrolled in and
Kathleen Pozzi
commencing an evidence-based program
Public Defender
• Progress on evaluation of programs
Robert Giordano
Sheriff
Progress: Of 288 intakes in FY 17-18, 268 individuals enrolled in
Ken Savano the DRC’s required Cognitive Behavioral Intervention
Chief of Police course, an evidence-based program designed by and
implemented with guidance from the University of
Karen Fies
Cincinnati’s Corrections Institute. Because
Department of Social
commencement of coursework may not immediately
Services
follow enrollment, some enrollees failed to attend the first
Katie Greaves
session of their curriculum. The table below details FY
Department of Employment
17-18 enrollment and commencement results for the
Michael Kozart required course, as well as additional evidence-based
Department of Mental courses that participants may take based on individual
Health needs.
Michael Kozart
Alcohol and Substance
Abuse Programs
Steven Herrington
Office of Education
Dana Alvarez
Community-based
Organization
Michelle Carstensen
Victims’ Interests
The CCP meets monthly
Page 346
% Enrollees
Progress # Commencing
Evidence- # Enrollees FY Commencing
(cont.): Treatment
Based Program 17-18 Treatment
FY 17-18
FY 17-18
Cognitive 268 246 92%
Behavioral
Intervention
Advanced 83 82 99%
Practice
Aggression 69 49 71%
Replacement
Training
Outpatient 162 151 93%
Substance
Abuse Treatment
In FY 17-18, Resource Development Associates (RDA) a CCP-retained
consulting firm, completed preliminary analyses on implementation, reconviction
rates, and costs. Example findings include the following:
Implementation: Probation maintains high levels of fidelity to evidence-based
practices for participant rehabilitation. Consequently, DRC participants
overwhelmingly express their satisfaction with DRC services and service
providers. However, as attrition rates are high, program success will require
reducing dropouts and increasing the reengagement of dropouts.
Reconviction Rates: DRC enrollment was associated with statistically
significantly lower reconviction rates for the Post-Release Community
Supervision population but not for the Mandatory Supervision population. RDA
will continue studying these associations as more data become available and
sample size grows.
Costs: The CCP invested heavily in employment and public benefits assistance,
substance use disorder treatment, and mental health treatment, which
correspond to the highest areas of need, as determined by offender needs
assessments.
Based on findings, RDA made a series of recommendations, such as the
following, which the CCP is currently considering:
• Expand the use of the DRC to encourage enrollment and participation of
more realigned offenders.
• Examine differences in DRC enrollment for Post-Release Community
Supervision and Mandatory Supervision individuals.
• Address barriers to DRC participation related to transportation challenges.
Separately, Sonoma County Probation’s DRC was selected by criminal justice
researchers at UC Berkeley and UC Irvine to study efficacy of the its Cognitive
Behavioral Interventions curriculum in reducing recidivism among mentally ill
offenders. The study, expected to be completed in 2021, will provide valuable
information, as about half of DRC participants have a mental illness.
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Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
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 or mental health services and
Penal Code 1370 restoration services
Progress: During calendar year 2017:
• 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 508 individuals on electronic monitoring supervision, of
whom 457 successfully completed the program, for a success rate of 90%.
• As part of the PC 1370 restoration program, 24 felony inmates and 35 misdemeanor
inmates were restored to competency.
The Department of Health Services provided Starting Point services to 850 individuals
prior to their release from jail. Health Services also provided referrals for individuals
sentenced under Public Safety Realignment who required substance use disorder
treatment or mental health services.
Goal: Reduce recidivism by providing 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 17-18, offender needs surveys indicated that 244 Sonoma County
probationers needed housing services, comprising 156 who were homeless sometime
during the year and 88 who were living transiently (“couch surfing”). During the same
period, 162 probationers received Probation-funded transitional housing, which
represents a 49 percent increase over the 109 probationers who received housing in
FY 16-17.
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Progress
In December 2017, Interfaith Shelter Network, Probation’s transitional housing
(cont.): provider, opened 39 new beds for probationers, more than doubling Probation’s total
bed count from 30 to 65. These beds were made possible by a $4 million grant from
the California Department of Finance Community-Based Transitional Housing
Program, which requires that the beds continue to operate for at least 10 years.
As the table below illustrates, Probation has made meaningful progress toward housing
supervised offenders.
# Offenders
# Offenders Receiving
# Homeless
# Beds Receiving Bed Per
Offenders
Bed Homeless
Offender
FY 16-17 30 234 109 0.47
FY 17-18 65 244 162 0.66
All individuals with known mental health issues were screened and provided community
resources by a discharge planner prior to jail discharge, as well as enrollment in Medi-
Cal and financial assistance services.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Continue aligning programming at Sonoma County’s Day Reporting Center (DRC) with
evidence-based practices and evaluating 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 outcome evaluation using quantitative analysis to
examine recidivism outcomes for DRC participants
Measure: • Percentage of participants enrolled in and commencing an evidence-based program
• Progress on evaluation of programs
Progress: To drive continued improvement in program participation, Probation’s Planning,
Implementation, and Evaluation team meets each two weeks with DRC leadership to
review topics such as offender reengagement and strategies to improve data collection.
Resource Development Associates (RDA), mentioned in the FY 17-18 goals, will perform
a DRC outcome evaluation in FY 18-19. Building upon FY 17-18 findings, the FY 18-19
evaluation will use quantitative analysis to examine recidivism outcomes for DRC
participants, including the following areas of focus:
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• Impact of DRC programs on program-specific and recidivism outcomes
Progress
• Impact of level of DRC participation on recidivism outcomes
(cont.)
• Characteristics of DRC participants who are least likely to recidivate
Comparison of recidivism outcomes for DRC participants compared to individuals who
have not participated in the DRC
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Goal: Continue managing the jail population 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 or mental health services and
Penal Code 1370 restoration services
Progress: In FY 18-19, the Sheriff’s Office continues to assess all individuals booked with new
charges for pre-trial community supervision eligibility; assess all sentenced individuals
for low-risk inmate program eligibility; and provide rehabilitative substance use and
mental health programming prior to jail discharge.
Goal: Reduce recidivism by providing services to improve offenders’ living situation, mental
health, and financial stability.
Objectives: • Provide transitional housing for any homeless probationer who can be safely housed
in a community setting
• 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: In addition to the 39 new beds described in the FY 17-18 objectives, in September 2018,
the U.S. Department of Justice’s Office of Justice Programs awarded Sonoma County
funding to open a new eight-bed transitional housing facility for individuals on pre-trial
release who have a mental illness or co-occurring mental illness and substance abuse
disorder. Qualifying individuals are those who, absent this housing and associated
intensive treatment, would likely require incarceration to ensure public safety.
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Progress All individuals with known mental health issues are screened and provided community
resources by a discharge planner prior to jail discharge, as well as enrollment in Medi-
(cont.):
Cal and financial assistance services.
FY 2017-18 and 2018-19 Allocations
$97,200
Superior Court
$97,200
$4,922,923
Sheriff's Office
$5,524,922
$226,314
Public Defender
$215,941
$6,703,421
Probation Department
$6,489,718
$25,000
Information Systems Department
$124,990
$275,185
Human Services
$358,571
$1,039,386
Health Services
$1,032,408
$366,637
District Attorney
$336,693
$50,000
County Counsel
$50,000
FY 2018-19 $13,706,066 FY 2017-18 $14,230,443
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FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$592,951
Prosecution/Defense
$552,634
$1,941,158
Pre-Trial Services
$1,767,727
$257,559
Out-of-custody Mental Health Services
$242,581
$2,268,006
Jail Unit Housing
$2,464,232
$358,010
In-Custody Programming
$353,320
$97,200
In-Custody Mental Health Services
$97,200
$37,000
General Assistance
$72,000
$240,185
Employment Assistance/Training/Readiness
$230,571
$51,000
Educational Programs
$49,827
$1,861,635
Day Reporting Center
$1,826,402
$2,758,113
Community Supervision
$2,984,289
$524,289
Alcohol and Other Drug Services
$647,380
$473,472
Administrative/IT/Legal Support
$566,308
FY 2018-19 $11,460,578 FY 2017-18 $11,854,471
Page 352
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$917,442
Wellpath
$970,435
Voorhis/Robertson Justice Services, LLC
$10,000
Restorative Resources
$30,000
$220,000
Resource Development Associates
$220,000
$265,754
InterFaith Shelter Network
$300,244
Goodwill Industries of the Redwood Empire
$58,000
$307,292
California Human Development
$307,292
$535,000
BI, Incorporated (electronic monitoring)
$480,000
FY 2018-19 $2,245,488 FY 2017-18 $1,405,536
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 may deploy the Detention Alternatives and Programming Subcommittee described above
to determine potential programs and services to implement. As appropriate, the subcommittee solicits
program proposals, service recommendations, and other inputs from community stakeholders.
Additionally, the subcommittee reviews currently funded programs. Following this review, the
subcommittee votes on a recommended slate of programs and services. Finally, the subcommittee
presents recommendations to the CCP Executive Committee, which may accept the
recommendations, request additional information, or undertake its own review of existing and
potential programming before developing a budget.
Page 353
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 Day Reporting Center gathers and reports participant data such as class attendance,
activities completed (e.g. substance use treatment, job search guidance, meetings with
educational coordinators), and overall participant outcomes.
• The Human Services Department produces a monthly report of its Realignment-funded programs.
The report includes items such as enrollment in CalFresh, Medi-Cal, County Medical Services
Program, and CalWORKs.
• The CCP retained Resource Development Associates in July 2016 to evaluate CCP-funded
programming. Evaluations completed and underway include a process evaluation to determine
which systems are working and which need improvement, recidivism and cost analyses, and an
evaluation of Day Reporting Center outcomes.
Does the county consider evaluation results when funding programs and/or services?
Yes. Sonoma County program managers and analysts, along with the CCP-retained consultant
Resource Development Associates, routinely present the latest evaluation results and
recommendations at CCP meetings. CCP members then receive and review reports and discuss
them at future meetings.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
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 $4,344,525 or 32% of Sonoma County’s FY 18-19 Realignment budget.
• Day Reporting Center: The Day Reporting Center 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,
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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 an 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.
• 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 program and service needs?
Sonoma County’s primary challenge is funding. While Sonoma County is home to 1.28% of the State
population, it receives 0.88% of AB 109 base funding, or only 69% of the funding that might be
expected for a community its size. There are current unmet needs, and the CCP has endeavored to
balance the budget by pursuing grants, cutting programs, and absorbing costs of Realignment into
department budgets.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
In January 2015, the Probation Department took over operation of the Day Reporting Center (DRC)
from a contractor. This change has improved rates of client participation, numbers of clients served,
case coordination, data collection and reporting, and depth of programming, all without increasing
the DRC budget.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
Sonoma County’s best practices and promising programs include the following:
• Day Reporting Center: Serving as the central point of evidence-based programming and
structure for felony offenders, the DRC provides a detention alternative to traditional
incarceration for adults who meet the program criteria. The Probation Department collaborates
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with the Sheriff’s Office, the Department of Health Services, and the Human Services
Department to provide seamless, offender-engaged reentry service coordination that begins
in custody, continues through supervision, and transitions the offender to ongoing community-
based supports and services when supervision ends. Services include vocational, life, and
parenting skills; substance abuse treatment; and Cognitive Behavioral Intervention, a program
developed in collaboration with the University of Cincinnati Corrections Institute. The program
includes 55 group sessions where participants take accountability for past actions, learn new
ways to handle difficult and risky situations, and create a support system and plan for success.
An initial evaluation of reconviction outcomes indicates that of the Post-Release Community
Supervision individuals who were enrolled in the DRC, only 15% were rearrested for a new
offense leading to reconviction within one year in the community, compared to 36% for those
not enrolled. This finding was statistically significant, suggesting that enrollment in the DRC
during was associated with decreased rates of reconviction compared to individuals who did
not enroll in the DRC. Additional studies are underway to determine relationships between
DRC participation and recidivism.
• Home Confinement: The CCP funds the staff needed to oversee the Sheriff’s Office electronic
monitoring program. This program has been essential in helping the Sheriff’s Office manage
the population of the adult detention facilities by allowing qualified inmates to serve their
sentences in the community. In calendar year 2017, the program placed 508 inmates into
home confinement (46% more than in 2016) saving 15,987 jail days, with 90% of participants
successfully completing their sentences at home.
• Inmate Programs: The CCP funds some of the inmate education and development programs
offered in the Sheriff’s Office adult detention facilities. The Programs Sergeant continues to
improve and expand the inmate program offerings and re-entry services. Over the last year, a
culinary certificate pilot program was implemented, and several existing programs, such as
tablet-based programming, canine intervention therapy and puppy training, and mental health
services were expanded. Several new re-entry services were established for inmates being
released into the community, as well as an in-house felony restoration-to-competency
program.
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Page 357
Community Corrections Stanislaus County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Mike Hamasaki
Chief Probation Officer Goal: Prevention
Ricardo Cordova Objectives: • Health - Our families are healthy – physically,
Presiding Judge or mentally, emotionally, and spiritually.
Designee • Strong and Safe Neighborhoods – Our families are
supported by strong and safe neighborhoods and
Terry Withrow
communities.
County Supervisor or Chief
Administrative Officer or • First Rate Education – Our children and young
Designee people are getting a first-rate education – from cradle
to career.
Birgit Fladager
• Healthy Economy – Our families are participating in
District Attorney
and supported by a healthy economy.
Sandip Sandhu
Progress: In 2015, a subcommittee was developed in an effort to
Public Defender
identify a set of goals, objectives, strategies, and
Adam Christianson outcome measures for prevention. Based on their work,
Sheriff the Chief Executive’s Office elected to expand those
efforts into their Focus on Prevention – Strengthening
Galen Carroll
Families initiative.
Chief of Police
Kathryn Harwell Focus on Prevention is a ten-year, county-wide initiative
Department of Social that aims to improve the quality of life of all Stanislaus
Services County residents and families through coordinated
prevention efforts that work across multiple sectors to
Doris Foster
promote health and well-being. These sectors include
Department of Employment
government; business; health; non-profit; philanthropy;
Richard DeGette
education; faith; neighborhood; media; and arts,
Department of Mental
entertainment, and sports. To avoid duplication, the
Health
original subcommittee folded their efforts into this
Richard DeGette initiative. During the 2017-2018 fiscal year, a number of
Alcohol and Substance workgroup and leadership meetings were held in an effort
Abuse Programs to strategize. Ultimately, the work from those meetings
produced a strategy to engage a relatively small number
Tom Changnon
of families. Working with a small subset of families will
Office of Education
help build effective strategies of prevention that involve
Cynthia Duenas all ten sectors. The plan is to learn from these beginning
Community-based efforts and then expand to additional families across
Organization Stanislaus County. The first population that will be
involved in this effort are those who are, or have been,
Marisela Oliva
engaged in the juvenile and criminal justice systems,
Victims’ Interests
their families, and families that have been directly
affected by their actions. Outcome measures will
continue to be developed. Work has not yet commenced
The CCP meets quarterly
with specific families; however, it is expected that a pilot
project will begin sometime during the 2018-2019 fiscal
year with the families of those participating at the Day
Reporting Center.
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Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
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 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: As was the case with the “prevention” subcommittee, the “housing” subcommittee also
folded their efforts into the Chief Executive Office’s Focus on Prevention –
Homelessness initiative to avoid duplication. This initiative is not just working to improve
the existing homeless services system; but, the initiative is also looking to address the
root causes of homelessness and develop strategies to intervene early to prevent
homelessness.
The following strategies have been developed:
• 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.
• Coordinated Access: Developing a countywide coordinated access system that
integrates all public and community-based services and community supports.
• Housing: Improving access to temporary, transitional, and permanent supportive
housing.
• Supportive Services: Increasing the availability, effectiveness and alignments of
homelessness services and community supports that help people escape from
and stay out of homelessness.
Work has commenced to identify locations for a temporary and permanent low-barrier
shelter. A temporary Outreach and Engagement Center was implemented in an effort
to coordinate the provision of multiple services for those in the community struggling
from homelessness. Work continues to also identify a location for a permanent site.
Point in time homelessness counts were completed in 2016, 2017 and 2018. The data
from each of those counts were as follows:
• In 2016, 1,434 were identified as being homeless. Of the 1,434 that were
identified as being homeless, 730 were identified as being unsheltered (as
opposed to those who were in emergency or transitional shelters).
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• In 2017, 1,661 were identified as being homeless. Of the 1,661 that were
Progress
identified as being homeless, 821 were identified as being unsheltered.
(cont.):
• In 2018, 1,356 were identified as being homeless. Of the 1,356 that were
identified as being homeless, 606 were identified as being unsheltered.
Work is still being done on the outcome measures identified in the above columns. Data
has not yet been gathered or prepared.
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
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.
• Number of offenders receiving a referral.
• Number of offenders who completed a program.
Measure: 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: The Board of State and Community Corrections defines recidivism as a 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. Using a similar measurement, the Day Reporting Center tracks recidivism
for those offenders who sustain a new misdemeanor or felony conviction within three
years of successfully or unsuccessfully completing services/programming. Using this
three-year measuring stick, only those who were referred to services during the 2014-
2015 fiscal year were evaluated for recidivism (the 2017-2018 fiscal year marked the
three-year time lapse):
• 876 referrals to the Day Reporting Center were issued.
• 21.9% (or 192) of those referred successfully completed services at the Day
Reporting Center.
• 68.2% (or 131) of those who successfully completed services at the Day
Reporting Center did not recidivate.
• 44.1% (or 302) of those who unsuccessfully completed services at the Day
Reporting Center did not recidivate.
In February of 2018, the Day Reporting Center and in-custody personnel from the
Sheriff’s Department developed surveys for offenders to complete following the
completion of services/programming. This marked the very first-time customer
satisfaction surveys were utilized.
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The following were the outcomes of the surveys for offenders completing
Progress
services/programming at the Day Reporting Center since the survey was implemented:
(cont.): • 80% reported the group information and content were clear and understandable.
• 77% had a clear plan of action upon completing a program.
• 80% felt that they were treated well.
• 77% felt that programming helped them with their need.
• 83% reported they have the skills and knowledge to improve their lives.
The following were the outcomes of the surveys for inmates completing in-custody
services/programming since the survey was implemented:
• 88% reported the group information and content were clear and understandable.
• 92% had a clear plan of action upon completing a program.
• 92% felt that they were treated well.
• 75% felt that programming helped them with their need.
• 85% reported they have the skills and knowledge to improve their lives.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in FY 2018-19.
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FY 2017-18 and 2018-19 Allocations
Reserves
$916,689
$1,000,000
Contingency Funds
$2,181,454
$55,690
Data Warehouse Project
$55,690
Housing and Supportive Services
Manager $10,000
Requests for Proposals - Community- $1,000,000
Based Organizations $1,000,000
$100,000
Regional Apprehension Team
$100,000
Indigent Defense Fund
$90,000
$500,000
Public Defender's Office
$224,720
$132,000
District Attorney's Office
$449,415
$476,380
Jail Medical Contract
$500,000
$547,557
Community Services Agency
$132,000
$2,308,331
Behavioral Health and Recovery Services
$2,179,713
$5,161,994
Probation Department
$4,931,922
$13,319,637
Sheriff's Department
$12,141,080
FY 2018-19 $24,601,589 FY 2017-18 $24,912,683
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FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
Housing & Supportive Services Manager (Chief
Executive's Office)
$10,000
$55,690
Data Warehouse Project (county departments)
$55,690
$100,000
Regional Apprehension Team (law enforcement
agencies)
$100,000
$547,557
Public Defender and Indigent Defense Fund
$314,720
$476,380
District Attorney's Office
$449,415
$132,000
Community Services Agency
$132,000
$2,308,331
Behavioral Health and Recovery Services
$2,179,713
$4,532,494
Probation Department
$4,302,422
$11,804,218
Sheriff's Department
$11,747,480
FY 2018-19 $19,956,670 FY 2017-18 $19,291,440
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FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$222,000
Salvation Army Beds
Requests for Proposals - Community-Based $1,000,000
Organizations $1,000,000
Jail Medical - California Forensics Medical $1,399,819
Group (CFMG) $500,000
In-Custody Programming and Services $393,600
Costs $393,600
Day Reporting Center Programming and $629,500
Services $629,500
FY 2018-19 $3,644,919 FY 2017-18 $2,523,100
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 adopted a five-year budget plan. From 2017-2018 through 2022-2023, the CCP
specifically budgeted funds for Community Based Organizations to provide services/programming to
offenders. As part of the funds, each Community Based Organization must submit a Request for
Proposal (RFP) 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 has annually budgeted $84,000.00 for a crime analyst. The crime analyst is funded
from 2017-2018 through 2022-2023. At each CCP meeting, the crime analyst has provided the CCP
with data on the effectiveness of services/programming at the Day Reporting Center. Data shared
during the 2017-2018 fiscal year included recidivism data for those who completed classes at the
Day Reporting Center. The 2018-2019 fiscal year has included data presentations on referrals,
completions, and terminations for specific services/programming at the Day Reporting Center.
Does the county consider evaluation results when funding programs and/or services?
Yes. Vendors who are currently funded through the CCP’s Community Based Organizations
allotment must reapply for funding through the RFP process outlined above. References and
outcomes from the previous fiscal year are considerations for panel members and the CCP Executive
Committee.
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Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
Yes. Conviction, recidivism, and treatment program completion rates.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
Less than 20%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
The following summarizes the various levels of services that are presently being offered through CCP
funding:
Behavioral Health and Recovery Services (BHRS) receives CCP funding to provide treatment for
substance use disorders (SUD) to inmates released from local detention facilities and adult parolees
under the jurisdiction of County Probation. Services include: assessment; referral and linkage; and
treatment at the Day Reporting Center (DRC). Treatment at the DRC follows an Intensive Outpatient
Treatment (IOT) model consisting of a minimum 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: Moral Recognition Therapy
(MRT) and Motivational Interviewing. The core IOT programming centers around 26 topics identified
to be fundamental in the treatment of substance use disorders.
Nirvana Drug and Alcohol Treatment is also funded through the CCP and provides residential in-
patient treatment, along with clean and sober living. Services include: gender-specific residential
treatment; state-certified detox; one-on-one counseling with certified counselors; individual treatment
plans; relapse prevention; life management skills; coping skills; and family education courses. All
counselors, residential treatment and outpatient locations are certified, licensed, and approved.
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: full service; intensive community support; and 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: MRT; Seeking Safety; Assertive Community Treatment; Motivational
Interviewing; Strength-Based Case Management; and Dialectical Behavioral Therapy.
BHRS also 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
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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: MRT; Seeking Safety; Acceptance and Commitment Therapy (ACT); and
Motivational Interviewing.
What challenges does your county face in meeting these program and service needs?
Motivation continues to be a significant challenge in getting offenders to report for
services/programming. As an example, the Day Reporting Center offers services such as: high
school diploma and college preparation courses; college readiness, fiscal management, and career
readiness workshops; and, hands-on, individualized employment services. Rehabilitative
programming includes: Cognitive Behavioral Therapy; Seeking Safety; Thinking for a Change;
Intensive Outpatient Treatment; 52-week Domestic Violence/Batterer’s Treatment; 52-week Child
Abuse and Neglect classes; Intensive Outpatient Treatment – Aftercare courses; Aggression
Replacement Training; and, Successfully Transitioning into the Community classes. Despite an
extensive menu of beneficial courses and efforts to remove barriers (bus passes, for example, are
provided to offenders who need them), absences and terminations from classes remain high. Our
county is presently looking at options to improve the motivation of offenders.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
In March of 2018, County Probation brought in Dr. Edward Latessa, from the University of Cincinnati,
to evaluate the department’s evidence-based programs. His evaluation provided helpful, constructive
feedback on the progress, of lack thereof, of the programming and services offered at the Day
Reporting Center. His guidance has been invaluable as the department looks to refine and improve
the Day Reporting Center’s services/programming.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
Our county contracted with Leaders in Community Alternatives (LCA) for the very first time beginning
on January 1, 2017, for employment-based services at the Day Reporting Center and at the jail
facilities. Thus far, their agency has produced promising results with the county’s moderate to high-
risk offenders. From July 1, 2017, to June 30, 2018, LCA was able to get 45 offenders employed for
more than 90 days. During the same time period, LCA assisted 76 offenders with completing
vocational training. Beginning July 1, 2018, LCA augmented their employment-based services with
a subsidized housing program. The program will offer offenders the ability to have 100% of their
housing costs initially paid for by the program and as they progress with employment and stability,
the offender incurs more of the housing costs. The program is still early; however, we remain
encouraged that the program can fill a need within our offender base.
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Page 367
Community Corrections Sutter County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Donna Garcia
Chief Probation Officer Goal: Provide employment services to out-of-custody
supervised offenders at the Probation Department’s
Stephanie Hansel
Resource Center.
Presiding Judge or
Designee Objectives: • 40% of referred offenders will obtain employment
in FY 2017-18.
Jim Whiteaker
County Supervisor or Chief Measure: • Number of referred offenders who obtain
Administrative Officer or employment through the Probation Department's
Designee employment services program.
Amanda Hopper
Progress: In FY 2017-2018, twenty-nine (29) offenders obtained
District Attorney
employment with the support of the Probation
Mark Van Den Heuvel Department’s employment services program. The total
Public Defender number of offenders referred to this program increased
22% from 103 referred in FY 2016-17, to 126 in FY 2017-
J. Paul Parker
18. Overall, 23% of the referred offenders in FY 2017-18
Sheriff
obtained employment, which is short of the 40%
Robert Landon employment goal set for the past two fiscal years.
Chief of Police However, the total number of offenders who were offered
employment services increased this fiscal year, which
Nancy O’Hara
points to the benefits of continued outreach. The
Department of Social
Probation Department will look to build on this success
Services
as well as to conduct increased outreach with probation
Rinky Basi
staff to ensure that offender employment status is
Department of Employment
accurately and consistently captured and reported to the
Nancy O’Hara department’s workforce specialist.
Department of Mental
Health
Nancy O’Hara
Alcohol and Substance
Abuse Programs
Baljinder Dhillon
Office of Education
Ed Anderson
Community-based
Organization
Amanda Hopper
Victims’ Interests
The CCP meets three times
annually
Page 368
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
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: During FY 2017-18, Sutter County continued to formally address the issue of
homelessness in our community by contracting for the services of a professional
consultant to develop short and long-term strategies to address the issue, with a
focused effort on temporary housing and affordable housing. Efforts to assist the
homeless in our area began in 2006 when the Continuum of Care was implemented by
a group of local non-profit organizations. The Sutter-Yuba Homeless Consortium which
is a local coalition made up of non-profit organizations, faith-based organizations, local
government representatives, and homeless advocates has also been very active in
identifying the homeless in our area, and seeking out and identifying resources needed
by the homeless. The goal to assist the homeless as set by the CCP for last FY was in
response to the acknowledgement that some of the homeless identified by the
Consortium could also be Probation clients. The first Objective for the Probation
Department was to identify those supervised offenders who were homeless. This
objective was met in January 2018, when Probation staff identified and documented
those supervised offenders who were not merely precariously housed, but who were
truly without a place to sleep. Of course, the data collected represented a point in time,
and efforts continued to update the tracked data for each adult caseload without regard
to supervision type. PRCS and Mandatory Supervision cases were much simpler to
track as the department supervises a much lower number of those offenders than
probationers. The second Objective stated was to collaborate with the county’s
Homeless Management Team, which is in essence the Consortium, to find appropriate
housing options within the community. The Consortium has produced a list of
temporary housing options, and also has identified other services to help homeless
individuals within the community. These lists have been widely distributed among the
various affected county departments and the community, and subsequently
disseminated to staff who have regular contact with homeless offenders at the
Probation Department. The third Objective was to use available resources to provide
transitional housing to identified homeless offenders. In FY 2017-18, funding was
provided through a Drug Court grant to house 10 homeless offenders from that
program, and AB 109/PRCS funding was used to house two PRCS offenders upon
their release from state prison. The CCP will continue its efforts to address this issue
among our supervised populations into future years as the issue of homelessness is
on-going.
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Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
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 5 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: The number of CHOICES program graduates in FY 2017-18 totaled 16, which shows
an increase of five client graduations over the total of 11 graduations in FY 2016-17,
thus meeting the goal of increasing the graduation total by 5 over the previous year’s
total number.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
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 or if/when they become homeless.
• 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.
Page 370
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19 (cont.)
Goal: Increase the completion/graduation rate of the Probation Department’s CHOICES
outpatient substance abuse program in FY 2018-19.
Objectives: • Increase the number of client graduations in the Probation Department’s CHOICES
program by 3 over the previous year’s total number of graduates.
Measure: • The number of CHOICES program graduates over FY 2017-18’s graduation total of
16.
Progress: In Progress.
Goal: Provide employment services to out-of-custody supervised offenders at the Probation
Department’s Resource Center.
Objectives: • 40% of referred offenders will obtain employment in FY 2018-19.
Measure: • Number of referred offenders who obtain employment through the Probation
Department's employment services program.
Progress: In Progress.
FY 2017-18 and 2018-19 Allocations
Reserve
Funds $275,270
$16,000
City Police
$10,206
Public $21,000
Defender $21,000
$45,472
Victim Witness
$26,865
District $142,178
Attorney $180,582
$365,355
Public Health
$269,726
Behavioral $317,469
Health $182,701
$1,189,642
Sheriff
$939,984
$1,510,115
Probation
$1,280,176
FY 2018-19 $3,607,231 FY 2017-18 $3,186,510
Page 371
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
Reserve Funds
$275,269
First Steps Behavioral Health $27,812
Program $13,808
$16,000
Police Services
$10,206
$163,178
Attorney Services
$201,582
$45,472
Victim Services
$26,865
$597,149
Jail Medical Services
$420,194
$1,069,149
Jail Services
$830,846
Resource Center/Re-entry $738,722
Services $545,407
$276,777
Pre-trial Services
$247,548
$672,972
Probation Services
$614,785
FY 2018-19 $3,607,231 FY 2017-18 $3,186,510
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
The county did not provide information on Non-Public Agencies receiving allocations.
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
Nothing has changed from how the CCP operates to determine potential programs and/or services
to be implemented using Realignment funds over the previous years. The CCP meets three times
per year for Regular Meetings, however, special meetings may be called at any time if any of the
CCP member agencies determine there is a need for modifications to the county realignment plan.
Needs or identification of potential programs and/or services continue to be brought before the CCP
by the various member agencies and are discussed by the committee. The committee assesses
Page 372
requests with a focus on preventing duplication of services and also prioritization of funding and
personnel resources.
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 Pretrial Services data for the
CCP. Program-related data regarding substance abuse programs, adult education and employment
services, and other ancillary services is collected and analyzed by the Probation programs
supervisor. Data reports from both the data analyst and the programs supervisor are given at each
Regular CCP meeting. CCP members have the opportunity to raise questions and discuss the
reported 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. Two years ago, 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 data analyst’s contract is up for renewal again in FY 19-20, and is likely to
again be approved by the CCP Executive Committee as the data collected is used to drive decision-
making with regard to CCP programs, services, and past and future trends. The Probation
Department also employs a Supervising Probation Officer who supervises the programs unit in the
department and who also 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. Again, 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. Changes to the
schedule were made not only to accommodate the largest number of clients and their schedules, but
also the teacher’s availability. 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. CCP Executive
Committee members voted to approve the Realignment funding to support one LVN position to serve
AB109 offenders after CFMG took over medical services in the jail. The Community Corrections
Partnership (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 and beyond, 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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
Yes. Average daily population, conviction, length of stay, recidivism, and treatment program
completion rates.
Page 373
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
21% to 40%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
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 Recognition Therapy (MRT) for behavior modification. One
mental health therapist is housed at the Probation Department specifically to provide behavioral
health services to clients who are supervised by Probation. This position was previously part of the
Innovations Study which required that the Forensic Therapist begin seeing offenders who were still
in custody, then following up with treatment needs as those same offenders were released to the
community for supervision. Realignment funds have been included in the CCP budget since 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 is now
filled by the former Innovations Study Forensic Therapist, and services for incarcerated individuals
are being provided by CFMG. The Probation Department continues to offer Batterer’s Treatment
programming to moderate and high-risk offenders. Realignment funds also pay for two part-time adult
education teachers, one at the jail and the other housed at the Probation Department, and a full-time
Workforce Specialist also housed at the Probation Department as part of the Resource Center. A
variety of ancillary programs continue to be offered, including Functional Family Therapy (FFT),
Seeking Safety, Courage to Change journaling program, and Coping with Anger. For the low risk/high
drug and alcohol need offenders, the Probation Department offers the Recovery Basics program. For
in-custody offenders, Intervention Counselors provide MRT, Coping with Anger and Peer
Relationships to male and female populations.
What challenges does your county face in meeting these program and service needs?
An on-going challenge for our county has been 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 still in the process of
expanding the jail facility which will hopefully mitigate this issue by next fiscal year.
Affordable housing availability continues to be a challenge in our community, not only for our
Probation clients, but for the community in general. The issue of homelessness is being addressed
county-wide and, hopefully, viable and sustainable solutions will be implemented in this fiscal year.
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 produced positive results. If data
exists to support the results, please share.
The county declined to respond to this question.
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Page 375
Community Corrections Tehama County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
CPO Richard A. Muench
Chief Probation Officer Goal: • Provide Moral Recognition Therapy (MRT) for all
PRCS and mandatory supervision offenders.
Honorable C. Todd Bottke
Presiding Judge or Objectives: • 100% of participants will be assigned to MRT.
Designee
Measure: • Number of participants completing MRT.
Bill Goodwin
• Number of MRT graduates and successfully
County Supervisor or Chief
completing with three years without reoffending.
Administrative Officer or
Designee Goal: Maintain 100% occupancy at Transitional Housing.
Gregg Cohen Objectives: • Probation officers, Jail staff, and State Parole to
District Attorney
review eligibility.
Vacant
Measure: • Number of transitional housing residents successfully
Public Defender
completing housing program.
Dave Hencratt
Sheriff
Kyle Sanders
The CCP reports it will use the same goals,
Chief of Police
objectives, and outcome measures identified above
Laura Williams in FY 2018-19.
Department of Social
Services
Missi Bullington
Department of Employment
Valerie S. Lucero
Department of Mental
Health
Valerie S. Lucero Alcohol
and Substance Abuse
Programs
Rich DuVarney
Office of Education
Scott Camp
Community-based
Organization
Linda Luca
Victims’ Interests
The CCP meets quarterly
Page 376
FY 2017-18 and 2018-19 Allocations
$1,990,064
Probation Department
$1,920,144
$530,112
Health Agency
$574,477
$831,961
Sheriff Department
$826,920
$62,518
District Attorney
$62,518
$210,854
Jail/Nursing
$201,675
$123,000
Shaffer Woodshop/Welding Program
$123,000
$203,200
Transitional Housing
$203,200
FY 2018-19 $3,951,709 FY 2017-18 $3,911,934
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
Sheriff - Pharmacy - $100,000
Medication $100,000
Sheriff - Electronic $100,000
Monitoring $100,000
$530,112
Health Services Agency
$574,477
$640,428
Probation
$584,061
$65,400
Sheriff - Autoshop
$65,400
FY 2018-19 $1,435,940 FY 2017-18 $1,423,938
Page 377
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$265,600
New Convenan Faith-Based services,
transitional housing
$265,600
$123,000
Shaffer Woodshop/Welding Program
$123,000
FY 2018-19 $388,600 FY 2017-18 $388,600
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. In FY 18/19 CCP committee approved a contract with Center of Evaluation and Research to
conduct evaluations for all CCP funded programs in Tehama County.
Does the county consider evaluation results when funding programs and/or services?
No.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
Yes. Average daily population, conviction, length of stay, and recidivism.
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
41% to 60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
Drug Courts and Behavioral Health Court currently exist.
What challenges does your county face in meeting these program 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 produced 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 379
Community Corrections Trinity County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Tim Rogers
Chief Probation Officer Goal: • Improve success rates of AB 109 offenders.
Mike Harper Objectives: • Provide Moral Recognition Therapy (MRT) to clients
Presiding Judge or in the jail with access to continued treatment post-
Designee release.
John Fenley • Implement the EDOVO (Education Over Obstacles)
system in the jail to provide inmates with education
County Supervisor or Chief
and programming designed to prevent conflict and
Administrative Officer or
Designee
support positive change.
• Maintain caseload sizes that support individualized
Donna Daly
attention and services for clients.
District Attorney
• Provide comprehensive assessments and case
Larry Olsen planning to clients to ensure best practice supervision
Public Defender standards and services that correlate with identified
risk, needs, and responsivity.
Tim Saxon
• Implement a system that effectively uses
Sheriff
alternatives to pre-trial and post-conviction
Ryan Ham (CHP) i n c a r c e r a t i o n , w h e r e a p p r o p r i a t e .
Chief of Police
Measure: • Number of participants enrolled in MRT classes.
Letty Garza
• Number of participants accessing EDOVO tablets in
Department of Social
the jail.
Services
• Caseload size for officers supervising this population.
Vacant
Progress: Recidivism rates remain low with this population mainly
Department of Employment
due to the collaborative agency efforts as well as the
Noel O’Neill increased use of evidence-based case management
Department of Mental efforts between all stakeholder agencies. During this past
Health fiscal year, all PRCS clients were either offered or
participated in MRT programming. Additionally, the
Vacant
caseload size for this population has maintained at an
Alcohol and Substance
average of 1:15 which has allowed for individualized client
Abuse Programs
attention and services that best fits our rural community.
Sarah Supahan However, the EDOVO system is still pending full
Office of Education implementation in the jail.
Caedy Minoletti
Community-based
Organization
Vacant
Victims’ Interests
The CCP meets quarterly
Page 380
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
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.
Progress: As previously reported, the county has completed the design and implementation of
the new Reentry Program which included the funding of three (3) 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. The
Reentry team continues to meet formally on a monthly basis, continues to include reentry
participants in team staffing meetings, and averages one CDCR team pre-release
planning meeting every 45 days (9 in the last fiscal year).
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.
Progress: During this past fiscal year, we experienced roughly a 16% rejection rate for emergency
and transitional housing requests for this population due to a combination of lack of
availability and also due to limited funding.
CCP reports it will use the same goals, objectives, and outcome measures identified above in
FY 2018-19.
Page 381
FY 2017-18 and 2018-19 Allocations
Allocation Available
$1,315
$31,073
Reserved
$25,000
Sheriff Department - EDOVO
$30,000
Human Response Network
$25,000
$92,538
Behavioral Health
$85,293
$269,286
Sheriff
$244,439
$5,000
District Attorney
$5,000
$321,251
Probation Dept Operating Expenses
$289,056
FY 2018-19 $744,148 FY 2017-18 $650,103
Page 382
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$92,538
Behavioral Health
$25,000
$269,286
Sheriff
$244,439
$5,000
District Attorney
$5,000
$346,251
Probation Dept Operating Expenses
$289,056
FY 2018-19 $713,075 FY 2017-18 $563,495
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$30,000
Human Response Network
Human Response Network
$25,000
FY 2018-19 $30,000 FY 2017-18 $25,000
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. 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.
Page 383
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 similar type evidence-based
programs to identify the programs and/or services that produce the best outcomes.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
61% to 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 Recognition 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).
What challenges does your county face in meeting these program and service needs?
In addition to an overall lack of funding for adequate program and staffing resources, Trinity County
only has one Community-Based Organization (CBO) operating in the county which places much
greater responsibility on the core AB109 Team to provide required services and programming to this
population. Absent current AB109-related funding, coordinated and comprehensive reentry services
would 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 micro-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 to serve this population.
Describe a local best practice or promising program that has produced 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.
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Page 385
Community Corrections Tulare County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Michelle Bonwell
Chief Probation Officer Goal: Implement utilization of an evidenced-based pre-trial
assessment.
Stephanie Cameron
Presiding Judge or Objectives: • Provide recommendations to the court upon validated
Designee assessment.
• Expedite the processing of pre-trial court cases.
Jason Britt
County Supervisor or Chief • Expand the use of evidenced-based assessment by
Administrative Officer or February 15, 2018.
Designee
Measure: • Enter into a contract to utilize the pre-trial
Timothy Ward assessment by February 15, 2018.
District Attorney • Enter into a contract to receive training to administer
the pre-trial assessment by March 15, 2018.
Lisa Bertolino-Mueting
• Train staff to administer pre-trial assessment by May
Public Defender
15, 2018.
Mike Boudreaux
Progress: On March 14, 2018, the department contracted with the
Sheriff
Arnold Foundation to utilize the Public Safety
Jason Salazar Assessment (PSA). On March 19, 2018, the department
Chief of Police contracted with Justice System Partners (JSP) to provide
training to administer the PSA. On June 5, 2018, the
Tim Lutz
department received training from JSP to administer the
Department of Social
PSA.
Services
Adam Peck
Goal: Expand the Pre-Trial Supervision Unit.
Department of Employment
Objectives: • Mitigate jail over-crowding issues.
Dr. Timothy Durick
• Eliminate holding persons in custody pending trial
Department of Mental
based on an inability to post bail.
Health
Measure: • Add three FTE Deputy Probation Officer II positions
Juliet Webb
to the Pre-Trial Supervision Unit by November 15,
Alcohol and Substance
2017.
Abuse Programs
Progress: Due to staffing shortages and low number of client
Jim Vidak
referrals one FTE has been allocated to the Pretrial
Office of Education
Supervision Unit. Upon evaluation 56% of the clients
Mary Escarsega -Fechner
successfully completed supervision.
Community-based
Organization
Daniel Underwood
Victims’ Interests
The CCP meets quarterly
Page 386
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
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 (DPO III) positions to the
Police/Probation Partnership program by November 15, 2017.
• Evaluate outcome data to determine effectiveness by June 30, 2018
Progress: On November 11, 2017, three FTE DPO III positions were added to the department
personnel allocation. The program has proven effective in that it has expanded upon
community partnerships, has shown an increase in client contacts, warrants served,
and weapons seized.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Establish Pretrial Assessment Unit.
Objectives: • Expedite the processing of pre-trial court cases.
• Mitigate jail overcrowding.
Measure: • Develop operational policies and procedures by July 1, 2018.
• Assign staff to the unit by July 1, 2018.
• Evaluate outcome data to determine effectiveness by June 30, 2019.
Goal: Develop Day Reporting Center for Adult Probationers
Objectives: • Provide Behavioral Change Services to clients
Measure: • Enter into a contract with a vendor to provide Behavioral Change Services by June
30, 2019.
Goal: Expand Job Readiness Services to Adult Probationers.
Objectives: • Increase probationer job readiness and employment services.
Measure: • Allocate additional staff to Job Readiness Unit by July 1, 2018.
• Increase number of probationers completing RESET Program.
• Increase probationer employment outcomes.
Page 387
FY 2017-18 and 2018-19 Allocations
$927,305
Reserve Funds
$380,410
Public Defender's Office
$380,410
District Attorney's Office
$103,034
Local Innovation Fund
$150,251
$765,697
Tulare County Superior Court (Pre-trial
Services)
$588,835
$1,000,000
Health and Human Services Agency
(Inmate Healthcare)
$1,000,000
$8,134,381
Sheriff's Office
$8,776,708
$8,134,380
Probation Department
$8,776,707
FY 2018-19 $19,825,617 FY 2017-18 $19,292,501
Page 388
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
District Attorney's Office
$380,410
Public Defender's Office
$380,410
$186,585
Health and Human Services Agency
(Assessment Team)
$185,634
$64,995
Superior Court (Legal Processing Clerk)
$64,995
$135,366
Worforce Investment Board (Job Development)
$135,366
FY 2018-19 $386,946 FY 2017-18 $1,146,815
Page 389
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$56,670
Other - System Enhancements
Other - National Council on Crime & $8,740
Delinquency
$128,000
Other - Visalia Adult School
$100,000
Other - Justice Systems Partner
$285,000
Other - GPS/Electronic Monitoring
$200,000
$50,000
Other - Drug Testing
$140,000
$698
Other - CareerScope
$849
$7,500
Other - Creekside Laser
$15,000
$536,400
Treatment Programs
$755,000
$848,485
Non-Profits
$555,566
$11,000
Faith-Based Organizations
$11,000
$391,885
Community-based Organizations
$599,261
FY 2018-19 $2,424,378 FY 2017-18 $2,276,676
Page 390
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, in collaboration with our partners, identify the program and/or service needs of our clients.
Research is then conducted to locate the possibility of an existing program that is evidenced based
and has shown to have successful outcomes.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. Contracted vendors are required to submit data to the department annually as part of the terms
and conditions of the contract. This data is then matched with and compared to Department data to
evaluate outcomes and program effectiveness.
Does the county consider evaluation results when funding programs and/or services?
Yes. Contracts are renewed annually. The evaluation results for each vendor are considered by the
Department when making its decision to renew or not.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
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.
Page 391
Theft diversion.
Domestic violence Batter’s Treatment Program.
Literacy program.
Anger management.
What challenges does your county face in meeting these program and service needs?
None at this time.
What programmatic changes and/or course corrections have you made in the implementation
of Public Safety Realignment that you believe other counties would find helpful?
Implementation of a validated Pretrial Assessment.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
Establishment of Pretrial Assessment Unit although in its infancy stage has shown to be a promising
practice.
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Page 393
Community Corrections Tuolumne County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Linda Downey
Chief Probation Officer Goal: Reduce the number of Pre-Trial offenders held in a
secure detention: to ensure the safety of the community,
Donald Segerstrom
that the released person appears in court for hearings, to
Presiding Judge or
protect the presumption of innocence, and to maximize
Designee
the number of jail beds for sentenced inmates.
Maureen Frank
Objectives: • Adopt an evidence based risk assessment tool.
County Supervisor or Chief
• Utilize EMP for Moderate-High Risk Pre-Trial
Administrative Officer or
offenders.
Designee
Laura Krieg Measure: • Track all Pre-Trial releases for recidivism and court
District Attorney appearances.
• Track outcome by risk level.
Robert Price
Public Defender Progress: Pre-Trial risk tool policies and procedures adopted
November 1, 2017. 172 individuals were released on
Bill Pooley
EMP in FY 17-18. 61% Successful (appeared in court
Sheriff
and no new violations). 39% Unsuccessful (absconded
Turu VanderWiel from court or rearrested). Began improving data
Chief of Police collection on all risk levels, with the goal of tracking
outcomes for all pretrial releases.
Ann Connolly
Department of Social
Goal: Increase the number of Day Reporting Center (DRC)
Services
Participants who graduate the program.
Vacant
Department of Employment Objectives: • Support participants to keep them progressing
through all program steps of the DRC Program.
Michael Wilson
• Increase by 5% DRC graduates.
Department of Mental
Health Measure: • Number of participants who are discharged from the
DRC.
Michael Wilson
Alcohol and Substance Progress: There was a 4% increase in the unsuccessful rate. There
Abuse Programs were several clients who were discharged as
unsuccessful multiple times during the fiscal year, which
Marguerite Bulkin / Cathy
skewed the success rate in this relatively small program
Parker Office of Education
averaging 48 participants.
Vacant
Community-based
Organization
Ginger Martin
Victims’ Interests
The CCP meets semi-
annually
Page 394
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Assist Day Reporting Center (DRC) participants in securing housing.
Objectives: • Work with DRC participants to complete housing applications.
• Increase by 10% the number of homeless participants who secure housing.
Progress: Two (2) of 94 (2%) participants who reported they were homeless at intake secured
stable housing by the time they completed the program.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Formation of a multi-disciplinary treatment team to work collaboratively towards
identification and treatment of offenders’ medical, mental health, substance use, and
housing needs.
Objectives: • Identify team members and their roles.
• Identify team purpose and establish confidentiality guidelines.
Measure: • Team members and their roles identified and team meeting regularly.
• Confidentiality guidelines identified.
Goal: Creation of a trial mental health competency program to assist offenders that are found
mentally incompetent to stand trial under 1368 P.C. with treatment and possibly
restoration services while locally incarcerated and awaiting placement in the state
hospital system.
Objectives: • Study/visit other county(ies) with an established 1368 P.C. program.
• Determine Tuolumne County’s need and capacity to establish a 1368 P.C. program.
Measure: • Site visit(s) with other county(ies) program coordinators.
• Data on need and capacity reviewed.
Page 395
FY 2017-18 and 2018-19 Allocations
Shared (Behavioral Health programming $410,208
for Probation/Sheriff)
$2,048
Reserve funds (saved in trust)
$173,010
$86,393
Behavioral Health Department
$15,000
$92,677
District Attorney's Office-Victim Witness
$76,832
$836,115
Sheriff's Office
$729,838
$825,866
Probation Department
$1,141,473
FY 2018-19 $2,253,307 Fy 2017-18 $4,099,296
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
Shared (Behavioral Health
$410,208
programming for Probation/Sheriff)
Reserve funds (saved in trust) $2,048
$173,010
Behavioral Health Department $86,393
$15,000
District Attorney's Office-Victim
$92,677
Witness
$76,832
Sheriff's Office $836,115
$729,838
Probation Department $825,866
$1,141,473
FY 2018-19 $2,253,307 FY 2017-18 $4,099,296
Page 396
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$3,600
Drug testing laboratory & supplies
$5,000
$30,000
Residential substance abuse treatment
programs
$15,000
$63,200
Electronic monitoring services
$75,000
$391,488
Individual & group behavioral health treatment
services
$391,541
FY 2018-19 $976,576 FY 2017-18 $973,082
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 Tuolumne County 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 with a needs assessment and budget analysis. Outcome measures will be requested for
future funding requests. Funding requests require the requesting agency to include detailed
descriptions of each funding request and how it fits into the AB109 framework, as well as an expense
breakdown. Once evaluated by the CCP, Executive Committee members vote on whether or not to
adopt the program/service. After adoption, the CCP monitors each funded agency’s 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 presents an annual report to the Tuolumne County Board of Supervisors which
includes statistics and year to year tracking. This includes overall success rates of the programs
funded by AB109. The Probation Department Business Manager and Staff Services Analyst keep
track of AB 109 related statistical and financial data monthly, quarterly, and annually to evaluate
overall effectiveness of programs and services and ensure that costs stay within the approved
budget.
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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
Yes. Average daily population, conviction, length of stay, recidivism, and treatment program
completion rates.
Page 397
What percentage of the Public Safety Realignment allocation is used for evidence-based
programming (as defined locally)?
61% to 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 Tuolumne County Behavioral Health Department treats severe and chronically mentally ill clients,
as well as provides substance abuse treatment services. The department primarily serves Medi-Cal
clients. Tuolumne County as a whole lacks adequate psychiatric treatment and services.
Due to the limited behavioral health services available to our rural demographic, the CCP utilizes AB
109 funding to contract with GEO Reentry services for Day Reporting Center (DRC) and Jail Reentry
(JRP) programs which provides clients with evidence based cognitive behavioral programming,
substance abuse programming, employment assistance, and other resources. GEO Reentry
Services also refers clients to the Tuolumne County Behavioral Health Department for more intensive
and specialized treatment. Additionally, fiscal year 2018-19 AB 109 funding directly to the Behavioral
Health Department includes provisions for half of a full time Behavioral Health Clinician and a specific
line item for housing and residential substance abuse treatment services for AB 109 offenders. The
department also maintains limited AB 109 funding for Recovery Counselor and Peer Specialist
positions.
What challenges does your county face in meeting these program and service needs?
Though the Tuolumne County CCP was able to budget within its projected fiscal year 2018-19 AB
109 allocation, affected County departments continue to spend more on AB109 related programs and
services than annual state and federal revenue provides. Personnel, and to a lesser extent program
operational costs, continue to rise at a greater rate than revenues overall. Additionally, the Tuolumne
County Jail is often overcrowded (though construction is underway on a new jail with higher inmate
capacity, tentatively scheduled to be completed in early 2020). 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, the 1170(h)
offenders are serving longer terms in county jail and appear to have less successful outcomes when
supervised in the community on Mandatory Supervision. Overall, AB109 funding (annual state
allocations) has been insufficient to address the needs of our AB109 population. Although progress
has been made by local leaders agreeing to cost containment strategies 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 the effectiveness of all the funded programs annually to ensure funding is spent
on programs that are showing positive outcomes both short term and long term. During fiscal year
2017-18, 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 early. The goal of the Pre-Trial Program is to
ensure the following:
• Safety of the community
• That the released person appears in Court for hearings
• Protect the presumption of innocence
• Maximize the number of jail beds for sentenced inmates
Page 398
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.
Between November 1, 2017 and July 30, 2018, 172 individuals were released on the Pre-Trial
program to be monitored in some capacity by Probation staff. Of those, 44 were successful in that
they appeared at all their court hearings, and did not sustain new law violations. 28 were
unsuccessful, in that they absconded from Court obligations or were re-arrested on new charges.
The remaining individuals were still going through the Court process, acquitted or their cases were
dismissed.
Describe a local best practice or promising program that has produced 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 Day Reporting Center (DRC) Program. This
program includes individual counseling, group sessions, and Moral Recognition Therapy. This
program is very extensive and demanding for clients. In order to successfully complete the program,
individuals must complete Phase 1-3, Aftercare, and obtain successful employment and housing.
This can be a minimum of a 210-day program. In order to advance to the next phase, the participant
must complete each step listed in their Moral recognition Workbook, and remain drug free. From the
start of the program Tuolumne County has averaged a 41% success rate. Given the difficulty of the
program and the type of Offenders (typically PRCS and other high-risk classifications) a 41% 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 MRT (Moral recognition
Therapy), Substance Abuse Counseling, Release Preparation, Educational and Individual
Counseling. Successful completion for this program is very similar to the DRC Program as inmates
must complete Phase 1-3 of the program. Offenders can then transition into the DRC program after
release for further in-depth programming and long-term treatment. The overall success rate of the
JRP program is 62%.
Page 399
Community Corrections Ventura County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Mark Varela
Chief Probation Officer Goal: • Update the initial AB109 Strategic Plan from 2011
Patricia Murphy Objectives: • Develop an updated AB109 Strategic Plan
Presiding Judge or
• Hire an evaluator to review available data to
Designee
determine what is working, if there are any gaps in
Mike Powers services that need to be addressed and to develop
County Supervisor or Chief performance measures
Administrative Officer or
Measure: • Updated AB109 Strategic Plan document
Designee
Progress: Probation contracted with EVALCORP to complete this
Greg Totten
goal and they are currently working on the final phase.
District Attorney
The Strategic Plan’s estimated completion date is June
Todd Howeth 2019.
Public Defender
Goal: Complete Phase III of AB109 Program Evaluation
Bill Ayub
Sheriff Objectives: • Work with EVALCORP to initiate Phase III of the
Scott Whitney Program Evaluation
Chief of Police • Review 2013 cohort
Barry Zimmerman Measure: • Identify trends between cohorts I, II and III
Department of Social • Determine what is working and what is not working
Services • Determine what is being utilized and what is not being
utilized
Barry Zimmerman
Department of Employment Progress: A review of cohorts I, II and III have been completed and
there have been some trends as well as gaps in services
Dr. Sevet Johnson
identified.
Department of Mental
Health
Dr. Loretta Denering
Alcohol and Substance
Abuse Programs
Stanley Mantooth
Office of Education
Caroline Prijatel-Sutton
Community-based
Organization
Michael Jump
Victims’ Interests
The CCP meets quarterly
Page 400
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Expanding the Pre-Trial Program
Objectives: • Review four years of Pre-Trial data for re-arrests and court appearance
• Expand the program to include the prison eligible population
Measure: • Number of participants in Pre-Trial Program
• Number of re-arrests by participants in Pre-Trial Program
• Number of participants who appear in court while participating in the Pre-Trial
Program
Progress: Probation now has five years of data available. Those who participate in the Pre-Trial
Program currently have a 91% rate of no new arrests and an 84% rate of appearing in
court.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Complete Phase IV of AB109 Program Evaluation
Objectives: • Develop series of AB109 Probation Client Survey summary reports
• Develop Recidivism Analysis by Cohort Summary Report highlighting most current
recidivism trends identified through the updated cohort analysis
• Develop report of findings based on analysis of services impact data in relation to
recidivism
Measure: • Identify trends, gaps in services, what is working and what is not working
• Recidivism Analysis Data Summary
• Services Impact Report
Progress: The contract with EVALCORP to complete Phase IV is pending.
Goal: Enhance the Recidivism Dashboard to include Mental Health Court analysis
Objectives: • Import and analyze Behavioral Health’s Mental Health Court data into dashboard
• Create analysis chart to measure the recidivism rate utilizing the BSCC definition
Measure: • Develop enhancement, access, and implementation
• Measure the recidivism of individuals referred to Mental Health Court
• Identify potential service gaps/needs
Progress: The enhancement to the Recidivism Dashboard is in process.
Page 401
FY 2017-18 and 2018-19 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 2018-19 $20,749,843 FY 2017-18 $20,649,843
Page 402
FY 17-18 and 18-19 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 2018-19 $19,379,843 FY 2017-18 $19,379,843
Page 403
FY 17-18 and 18-19 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 2018-19 $1,370,000 FY 2017-18 $1,370,000
Page 404
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 Exploratory Subcommittee and Probation review local data and evaluation materials to
determine the need for innovative approaches and/or expansion of existing programs. Identifying
existing gaps in services and approaches to address these areas are also a priority. Both groups
work with EVALCORP, Results First workgroup(s), and/or IT Services to identify any program
modifications.
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 Community Based
Organization (CBO) partners collect data and present outcomes to ensure fidelity in their
programming. Interface Children and Family Services (Interface), (the lead agency of our Core
Connection providers) hired an evaluator (Resource Development Associates) on their own to ensure
the programs are utilizing evidence-based practices and are producing outcomes to reduce
recidivism.
Does the county consider evaluation results when funding programs and/or services?
Yes. See answer above. This demonstrates that our providers understand the importance of data
driven decisions and funding.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
41% to 60%
We would like to better understand your county's capacity to offer mental health, substance
use disorder, behavioral health treatment programs, and/or other services? What type and
level of services are now available?
The Ventura County Behavioral Health Department (VCBH) in collaboration with the Ventura County
Sheriff’s Office (VSO), Probation, and the Superior Court offer an array of programming for those
under post-release offender supervision (PROS/AB109). VCBH’s Alcohol and Drug Program
employs three master’s level clinicians who evaluate AB109 clients all referred by Probation. The
clinicians are embedded in three probation offices (i.e., Ventura, Oxnard, and Simi 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 VSO developed an MOU to begin providing Vivitrol to AB109 offenders (they voluntarily agree
to participate while in custody) who suffer from opioid addiction or severe alcohol related issues.
Page 405
To address behavioral health needs, VCBH contracts with Telecare Corporation whose clinical staff
assess and provide specialty mental health services (i.e., psychiatric medication, rehabilitation, and
case management) for those who exhibit symptoms of a serious mental illness and significant
functional impairment. Two levels of behavioral health treatment have been delineated and differ in
terms of the nature/frequency of treatment/contact. Telecare has the capacity for 15 clients with the
higher-level need and 40 with the lower level need.
VCBH (in conjunction with Probation and the contracted providers) coordinates services and
treatment when AB109 clients are receiving services from more than one provider at a time (e.g.,
substance use treatment from AAP and mental health treatment from Telecare). Typically, the nature
and level of care evolves with the clients’ recoveries. Additionally, there is collaboration with Interface
who provides case management for AB109 clients who require assistance with activities of daily living.
Lastly, some AB109 clients are participants in Re-entry Court which results in collaboration with the
Court to guide and monitor progress.
What challenges does your county face in meeting these program and service needs?
Limited availability of residential treatment, detox services, and appropriate housing are some of the
challenges VCBH encounters while operating these programs. 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 adequate, sober living houses and other more independent
living options. Because of this, the CBO’s/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 and sex offender program/treatment fees are being paid for if the client is
temporarily unable to work or has lost their job. Because domestic violence classes and sex offender
treatment are both court ordered, clients who discontinue participation in these services could be
found in violation. The fee assistance allows for their continued participation, so they can receive the
services they need while simultaneously allowing them to remain in compliance with their court
ordered treatment terms.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
Ventura County’s Pre-Trial Program has five years of data that has shown favorable outcomes.
Participants attend their court hearings at a percentage rate of 84% and 91% of the participants do
not receive any arrests while participating. Because of these outcomes, the program has been
expanded to include those who are prison eligible. Based on a recommendation from Probation,
Courts can order Pre-Trial clients into evidence-based services through our Adult Reporting and
Resource Center (ARRC).
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Page 407
Community Corrections Yolo County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
Brent Cardall
Chief Probation Officer Goal: Ensure a Safe Environment for All Residents and
Visitors by Reducing and Preventing Local Crime
Shawn Landry
Presiding Judge or Objectives: • Implement a comprehensive continuum of
Designee substance abuse services focused on prevention.
• Continue to collect baseline data needed to
Jim Provenza
facilitate the CCP’s Strategic Plan, and to assist
County Supervisor or Chief
the CCP in its decision-making process.
Administrative Officer or
Designee • Complete the next phase of the Probation
Department’s case management system in order
Jeff Reisig
to facilitate data collection to create a recidivism
District Attorney
study.
Tracie Olson
Measure: • Intercept mapping of the criminal justice system
Public Defender
has taken place, and gaps of needed services
Ed Prieto have been listed and prioritized.
Sheriff • The CCP has hired an analyst to work with the
members to gather data on CCP funded or
John Miller
otherwise related programs and efforts. Baseline
Chief of Police
data is being collected and will be incorporated
Karen Larsen into the CCP’s decision making process by the
Department of Social end of FY 2019-20.
Services
• Probation’s case management system has been
Karen Larsen progressing, but is still upgrading to the point it can
Department of Employment process data needed for the recidivism study.
Karen Larsen Progress: The objectives under this goal are largely active or
Department of Mental completed. As the CCP’s understanding of data needs
Health evolves and changes, the members and analyst will
continue to direct efforts to fill said needs. The CCP has
Karen Larsen
taken a renewed focus on the continuum of care, and will
Alcohol and Substance
be exploring ways to address those needs. Probation’s
Abuse Programs
case management system is being updated in order to
Jesse Ortiz complete the recidivism study.
Office of Education
Marc Nigel
Community-based
Organization
Laura Valdes
Victims’ Interests
The CCP meets monthly
Page 408
Goals, Objectives, Outcome Measures, and Progress
FY 2017-18 (cont.)
Goal: Restore Victims and the Community
Objectives: • Develop a baseline of victim satisfaction in Yolo County.
• Expand our current restorative justice programs.
Measure: • Develop victim satisfaction baseline data.
• Expand the list of criminal charges and infractions that are eligible for one of our
restorative justice programs, including the Neighborhood Court program.
Progress: The objectives are currently in progress. Baseline data was being processed by
researchers at the University of California at Davis (UCD), but funding for said research
was ended. New funding to complete the data processing is being explored.
Goal: Hold Offenders Accountable
Objectives: • Provide evidence-based in-custody programming to eligible inmates.
• Determine available funding for agencies to address increased workload due to
AB 109 implementation.
Measure: • Continue to fund the inmate tablet education program in the county jail.
• Research additional programming to implement in the newly constructed county
jail facilities.
Progress: The Criminal Justice Grants Writing Workgroup was created this year in order to
facilitate collaborative grant writing between the CCP departments and to secure
funding for needs identified in the continuum of care intercept map. Some of these
objectives have been completed and some are in progress. The Sheriff’s Office created
an alternative way to fund the inmate tablet education program, to keep this program
available for inmates. We will be building new county jail facilities over the coming
years. While these facilities are in the process of being constructed, we will research
programs that could be implemented in said facilities to help reach the 80% objective.
The grant writing group has successfully applied to multiple grants and meets monthly
to discuss funding needs and opportunities.
The CCP reports it will use the same goals, objectives, and outcome measures identified above
in addition to those identified in FY 2018-19.
Page 409
Goals, Objectives, Outcome Measures, and Progress
FY 2018-19
Goal: Reduce Recidivism
Objectives: • Evaluate the viability of specialty courts.
• Expand the use of graduated sanctions and incentives.
Measure: • Collect data for the current specialty courts and review viability of new specialty
courts.
• Implement flash incarceration for actively supervised probationers.
Progress: These objectives have been completed or are in progress. Our Mental Health Court has
collected data from FY 2017-18, including outcome data. The outcome data has shown
immense success for the program, which continues to operate near maximum capacity.
A graph showing this data can be found in figure 1, on page 15. The Criminal Justice
Grant Writing Workgroup has also begun researching grants to fund new specialty courts
or expand our current courts, as well as how to implement those expansions. The group
has secured grant funding to implement the “Swift, Certain, and Fair” model of flash
incarceration and has collaboratively worked with multiple CCP partners to setup the
program.
Goal: Build Offender Competency and Support Community Reintegration
Objectives: • Perform gap analysis of services required to support full reintegration of offenders
into the community.
• Available services will address an increasing percentage of identified offender
needs annually.
Measure: • Implement the Intergovernmental Transfer (IGT) funded transition house.
• Secure funding for reentry services for offenders.
Progress: The objectives have been completed or are in progress. The IGT funded transition house
has successfully been implemented, and has already seen successful transitions from
the program. The Criminal Justice Grant Writing Workgroup applied for multiple housing
and reentry grants, but these applications have either been rejected or are still pending
(with the exception of the flash incarceration grant mentioned in goal area 5). The grant
group has identified future grants to apply for and will work to secure more funding for
both reentry and housing programs.
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FY 2017-18 and 2018-19 Allocations
$85,915
Data and Analysis
$1,195,912
CCP Treatment programs (Through Probation
Contracts)
$1,160,362
$3,180,469
Yolo County Sheriff's Office
$3,058,143
$149,934
Yolo County Public Defender's Office
$144,167
$3,694,801
Yolo County Probation Department
$3,552,693
$13,460
Yolo County Library
$12,942
$496,466
Yolo County District Attorney's Office
$477,371
FY 2018-19 $8,816,957 FY 2017-18 $8,405,678
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FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$85,915
Data and Analysis
$3,180,469
Yolo County Sheriff's Office
$3,058,143
$149,934
Yolo County Public Defender's Office
$144,167
$655,550
Day Reporting Center
$620,000
$3,600,747
Yolo County Probation Supervision
$3,467,639
$13,460
Yolo County Library
$12,942
$496,466
Yolo County District Attorney's Office
$477,371
FY 2018-19 $8,182,541 FY 2017-18 $7,780,262
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
$34,000
GPS/Electronic Monitoring
$540,362
Community Based Treatment
$60,054
Alcohol Monitoring
$60,054
3M Electronic Monitoring
$25,000
Treatment Programs
$540,362
FY 2018-19 $634,416 FY 2017-18 $625,416
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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?
The Yolo County CCP has been conducting a revise of our Strategic Plan, which once complete will
serve as our guide in determining what potential programs and/or services we would like to implement
using Realignment funds. Since we have not yet finalized our Revised Strategic Plan, we have not
established what the process will be for determining what new programs and/or services will receive
funding, but the following aspects of our strategic planning process will give insight towards our future
funding decisions:
Environmental Scan: The CCP has gathered 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 local Criminal Justice
Continuum of Care Intercept work group.
Performance Measures: We have begun drafting performance measures, using the Yolo
Performance model, for programs currently funded by the CCP. This model incorporates the Results-
Based Accountability format, which focuses on measuring outcomes to determine if the target
population served is better off than before. 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.
Strategic Planning Workshops: The CCP has undergone multiple workshops, each focusing on a
different aspect of the CCP’s Strategic Plan, in order to review and revise the original plan. These
workshops included reviewing the mission and goals of the CCP, creating a SWOT (Strengths,
Weaknesses, Opportunities, and Threats) analysis for Yolo County’s CCP, reviewing and revising
the objectives, and creating a new action plan for the revised objectives. The CCP is due to approve
the Revised Strategic Plan, and bring it for review to the Yolo County Board of Supervisors during
Fiscal Year 2018-19.
CSAC Results First Partnership: Yolo County has entered into a partnership with the California State
Association of Counties (CSAC) to complete the “Results First” project. This partnership has been
conducted by eight other California Counties and the California Department of Corrections and
Rehabilitation, and involves working with the CCP members to generate a cost-benefit tool using
county data. This cost-benefit tool will use evidence-based research and recidivism data, and be one
of the many tools used to assist the CCP in funding decisions in the future.
Does the county evaluate the effectiveness (as defined locally) of programs and/or services
funded with its Public Safety Realignment allocation?
Yes. Yolo County uses the Results-Based Accountability performance measurement system to
evaluate the effectiveness of its programs. At this time, some programs funded by the CCP have
performance measures included in their contract, such as treatment programs provided by
community-based organizations. Other CCP programs give data to the CCP on a monthly, quarterly,
or annual basis. The CCP also receives regular presentations from programs regarding the services
that they have provided and their effectiveness.
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Does the county consider evaluation results when funding programs and/or services?
Yes. The CCP uses evaluation results from performance measures, program data, and presentations
to assist in our budget decisions. The budget is discussed annually, and program effectiveness is
considered.
Does the county use BSCC definitions (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
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?
Over the past couple of years, the Probation Department and various stakeholders have implemented
an Addiction Intervention Court, a Proposition 47 Pilot Program, a Proposition 47 Diversion Program,
the Mental Health Court, and created an intercept map of the criminal justice system in accordance
with the Stepping Up Initiative. These efforts have provided a spectrum of services to provide care to
Low Risk/Need clients up to High Risk/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 been working with the District Attorney’s Neighborhood Court Program to expand treatment for
clients with mental health 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 health illness, the
Proposition Pilot and Diversion Programs were developed. Based upon the LEAD program in
Oregon, clients are identified after contact with police. Police then refer the client to the Probation
Department. This referral can take place during post-arraignment (the Proposition 47 Pilot Program),
or pre-arraignment (the full Proposition 47 Diversion Program). Once the client has been identified,
they are assessed for both risk of recidivism by Probation, and for the 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 services. The Proposition 47 Pilot Project initiated this process, which
led to the award of a $6 million grant to increase the scale and improve the program. This
improvement led to the creation of the Proposition 47 Diversion Program, which began on January
1, 2018. The full Diversion Program assists clients with a full-time probation officer, two clinicians
from a CBO, and three case workers from a CBO. Clients that successfully complete the treatment,
and demonstrate improved stability and independence have their cases dismissed by the District
Attorney. For clients with extensive criminal justice involvement or more serious initial conduct,
Mental Health Court and Addiction Intervention Court are available options. Both of these courts
specialize in treatment, support, and developing independence with a higher forensic caseload.
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What challenges does your county face in meeting these program and service needs?
Yolo County is limited in the services that they can provide to offenders reentering the community,
specifically transitional housing, and workforce training. These are consistent needs that the county
has not been able to adequately address due to financial limitations. The CCP has also had concern
regarding the fiscal sustainability of the current expenditure levels. The CCP initiated a review and
revise of its current Strategic Plan in order to address the issue of fiscal sustainability in the presence
of a wide variety of needs, but there are still difficult budgetary decisions to be made.
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?
This year the CCP has made a focused effort to reevaluate and revise many aspects of our Public
Safety Realignment implementation. In keeping with Yolo County’s dedication to evidence-based
practices, we revised the performance measure requirements for our Realignment treatment
contracts with our Partner Community-Based Organizations. By asking the correct questions to our
partners, we will better ensure that they are providing the correct data to answer those questions.
Yolo County has continued to use the Results-Based Accountability system to guide us in our
performance measurement efforts.
Over the past year, our CCP has undergone a process to revise our Strategic Plan. This planning
process has been thorough, and has led to robust conversations regarding our purpose and our
vision for the upcoming years. Part of our planning process has included a county-wide community
engagement campaign, which gave insights that would influence our objectives and action plan.
There have been many significant reforms since Public Safety Realignment began in 2011, and
taking the time to review our Strategic Plan has given our CCP a renewed sense of focus and
direction.
The CCP is also beginning the CSAC Results First Partnership. By joining this partnership, the Yolo
County CCP will gain technical assistance from CSAC staff, as well as build a thorough
understanding of the costs associated with going through our criminal justice system. The other major
aspect to this partnership is the Results First Program Clearinghouse, which provides research on a
wide variety of criminal justice and human services related programs. The insight gained from
reviewing this research will help assure the CCP that our programs are evidence-based, and are
operating in similar ways to best practices.
Describe a local best practice or promising program that has produced positive results. If data
exists to support the results, please share.
Yolo County’s Mental Health Court is a collaborative specialty court, which is designed to effectively
address the increasing number of seriously mentally ill defendants cycling through the courts and
jails. This program is conducted as a partnership between the Yolo County Superior Court, the
Probation Department, Health and Human Services Agency, the Public Defender, and the District
Attorney. The program is a minimum 18-month collaborative court-based treatment and monitoring
system for adult offenders with serious mental illnesses. The Mental Health Court is currently
following best practices for specialty courts, as outlined by the National Association of Drug Court
Professionals.
Program participants progress through four phases: 1) Orientation and treatment plan development;
2) Early recovery; 3) Active recovery; and 4) Sustained recovery. Progression through the four
phases includes increasing days of sobriety, writing a reflective essay at the completion of each
phase, and consistently participating in treatment.
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The CCP has recently compiled performance measure data for the Mental Health Court, and for the
first year with data, Fiscal Year 2017-18, the results are showing that involvement with the Mental
Health Court significantly decreased the amount of jail bed days, local hospital bed days, and
Department of State Hospital bed days. The outcome data can be seen in Figure 1 below.
Figure 1. Mental Health Court Outcomes for Fiscal Year 2017-18
Client Use of Jail and Hospital Beds Before, During, and After
Mental Health Court Involvement
2000
1761
1800
1600
1400
1200 997
1000
800
600
400
200 61 0 41 23 91 0 9 21 0 0 0 0 0
0
Local Hospital bed Department of State
Jail bed days
days Hospital bed days
Pre-MHC Enrollment (19) 1761 91 997
During Enrollment (19) 61 0 0
Post Enrollment - Graduates (4) 0 9 0
Post Enrollment - Successful
41 21 0
Transitions (2)
Post Enrollment - Unsuccessful
23 0 0
Departures (2)
Another promising program that the CCP implemented this year was the Intergovernmental Transfer
(IGT) funded transitional house. The IGT funded transitional house provides housing to clients who
have successfully completed their substance use disorder (SUD) treatment program, and need
additional housing to maintain their success. Yolo County purchased a residential home for $300,000,
and working in partnership between the CCP and the Yolo County Housing Authority, created this
program to give the offender population more resources to assist in their recovery. This program is
new, and therefore we have yet to collect data regarding its effectiveness. However, there have
already been two graduates that have taken the rent-education course and successfully transitioned
out of the house. This effort has such positive outlooks that Yolo County is gathering data to see if
more offender housing projects are needed, and if so how they can be implemented.
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Page 417
Community Corrections Yuba County
Partnership Membership
As of October 1, 2018 Goals, Objectives, Outcome Measures, and Progress
FY 2017-18
James L. Arnold
Chief Probation Officer
Goal: • Reduce Jail Population
Hon. Debra L. Givens
Objectives: • Release low level offenders on work release
Presiding Judge or
programs (PC 4024.2)
Designee
• Release offenders on electronic monitoring
Randy Fletcher
• Release offenders on County Parole (PC 3074)
County Supervisor or Chief
Administrative Officer or Measure: • 35 offenders released via PC 4024.2
Designee • No offenders released via electronic monitoring
• 5 offenders released via PC 3074
Patrick McGrath
District Attorney Progress: In fiscal year 17/18, 40 offenders were released via
alternative sentencing programs to help reduce the jail
Brian Davis
population.
Public Defender
Steve Durfor
Sheriff
Goal: Maintain Day Reporting Center
Chris Sachs
Objectives: • Work release program
Chief of Police
• Evidenced based programming
Jennifer Vasquez
Department of Social Measure: • 35 offenders released via PC 4024.2
Services • 480 referrals made for evidenced based
programming at our DRC
Tracy Bryan
Department of Employment Progress: 480 referrals for programming represents over 72% of
the probation department’s supervised population.
Rick Bingham (Interim)
Department of Mental
Health
Goal Maintain Pre-Trial Program
Rick Bingham (interim)
Objective • Release low level offenders pending Court
Alcohol and Substance
• Reduce the number of failures to appear
Abuse Programs
• Of 428 Pre-trial reports completed, 98 received an
Measure
Francisco Reveles
own recognizance release.
Office of Education
• Of 98 offenders receiving an own recognizance
Vacant release, 23 failed to appear for Court.
Community-based
Progress This is the third full year of our pre-trial program. The
Organization
failure to appear rate was 23.4%
Jason Roper
Victims’ Interests
The CCP reports it will use the same goals,
objectives, and outcome measures identified above
in FY 2018-19.
The CCP meets quarterly
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FY 2017-18 and 2018-19 Allocations
$1,550,000
FY 2018-19 $2,600,000
$1,050,000
$1,395,917
FY 2017-18 $2,643,084
$1,247,167
Sheriff's Department Probation Department
FY 17-18 and 18-19 Allocations to Public Agencies for Programs & Services
$117,500
Jail Programs and Services
$102,289
Day Reprotng Center - Sheriff Community $92,322
Service Officer $88,535
Electronic Monitoring/Sheriff Work Alternative $92,697
Program $84,474
$232,223
Mental Health Therapists (2)
$232,223
$34,000
Victim Services
$57,187
$58,816
Victim Services - Intervention Counselor
$62,794
$57,019
Day Reporting Center - Miscellaneous
$54,156
Day Reporting Center - Contracted GED $16,775
Instructor $16,764
Day Reporting Center - Intervention Counselors $70,560
(2 partially-funded) $54,708
Day Reporting Center - On-site Substance $175,216
Abuse Counselors (2) $164,977
Day Reporting Center - On-site Probation $85,368
Officer $114,449
FY 2018-19 $1,032,496 FY 2017-18 $1,032,556
FY 17-18 and 18-19 Allocations to Non-Public Agencies for Programs & Services
The county reported no allocation to non-public agencies for programs and service.
Page 419
Responses to Optional Survey Questions
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
Describe the process the CCP uses to determine potential programs and/or services for local
implementation using Realignment funds?
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 (average daily population, conviction, length of stay,
recidivism, and/or treatment program completion rates) when collecting data?
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 (as defined locally)?
61% to 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) and one Supervising Probation Officer (part-
time) are assigned to the DRC for supervision and programming. One full-time 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 program and service needs?
Lack of financial resources, limited job training opportunities for DRC graduates.
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 produced 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 421
APPENDICES
• Glossary of Terms
• BSCC Definitions of Key Terms
• FY 2017-18 Community Corrections Partnership Survey
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Page 423
CJI Crime and Justice Institute
Glossary of Terms
AB Assembly Bill COMPAS Correctional Offender Management
Profiling for Alternative Sanctions
ACA Affordable Care Act
CPC Correctional Program Checklist
ACS Alternative Custody Supervision
CPCA California Police Chiefs Association
ADP Average Daily Population
CPOC Chief Probation Officers of California
AOD Alcohol and Drugs
CSAC California State Association of Counties
ART Aggression Replacement Training®
CSSA California State Sheriffs Association
ASAM American Society of Addiction
Medicine CTC Community Treatment Center
ATC Alternative Treatment Center DA District Attorney
BH Behavioral Health DAPO Division of Adult Parole Operations,
CDCR
BHC Behavioral Health Court
DMH Department of Mental Health
BJA Bureau of Justice Assistance
DPO Deputy Probation Officer
BOS Board of Supervisors
DRC Day Reporting Center
BSCC Board of State and Community
Corrections DV Domestic Violence
CAB Community Advisory Board EBP Evidence-Based Practices and/or
Evidence-Based Programs
CAIS Correctional Assessment and
Intervention System™ EM(P) Electronic Monitoring (Program)
CBO Community-based Organization EPICS Effective Practices in Community
Supervision
CBT Cognitive Behavioral Therapy
ESC Executive Steering Committee
CCJCC Los Angeles Countywide Criminal
Justice Coordination Committee FBO Faith-based Organization
CCP Community Corrections Partnership FSP Full Service Partnership
CDCR California Department of Corrections FTA Failure to Appear
and Rehabilitation
Page 424
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
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BSCC Definition of Key Terms
Assembly Bill 1050 amended Section 6027 of the Penal Code to require the Board to “Develop
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.
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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.
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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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FY 2018-19 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, 2019 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
Page 430
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 2017-18 Public Safety Realignment Funding; and
Section 5: FY 2018-19 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 and/or stakeholders, 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: Seventh Annual Report on the Implementation of Community
Corrections Partnership Plans.
Note: Please ensure any individual(s) in the photos have given their consent for
use/publication. In addition, please do not submit any photos that include faces of minors
(youth under 18).
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 14, 2018. 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:
Helene Zentner, BSCC Field Representative
916-323-8631or Helene.Zentner@bscc.ca.gov
Thank you.
Page 431
FY 2018-19 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, 2018 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 2017-18 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 2018 and October 2018, 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 2017-18. If
the CCP kept the same goal, objective and outcome measure from a prior fiscal year for
FY 2017-18, 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 2017-18. If
the CCP kept the same goal, objective, and outcome measure from a prior fiscal year for
FY 2017-18, 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 2017-18. If
the CCP kept the same goal, objective, and outcome measure from a prior fiscal year for
FY 2017-18, 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 2018-19? 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 2018-19.
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 2018-19.
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 2018-19.
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
Page 437
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
Page 438
FY 2018-19 Community Corrections Partnership Survey
PART B
SECTION 4: FY 2017-18 Public Safety Realignment Funding Allocation
Section 4 contains questions related to the allocation of FY 2017-18 Public Safety Realignment dollars. There are three (3) questions in this section.
When answering these questions, consider the total funds received in FY 2017-18, which should include 2016-17 growth and 2017-18 programmatic
funding.
To view your response provided in the 2017-2018 Survey, click here.
Responses are captured in the Individual County Profile section of the "2011 Public Safety Realignment Act: Sixth Annual Report on the Implementation of
Community Corrections Partnership Plans."
County Name:
25. Of the total funds received in FY 2017-18, 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. Please correct any cells displaying red prior to submitting.
Example:
Total Allocation: $ 40,000,000
Where funds were allocated to: Amount
Probation Department $ 8,000,000
Mental Health Agency $ 8,000,000
Sheriff Department $ 4,000,000
ABC Police Department $ 4,000,000
Other (Social Services, Health Services, etc.)
Please specify by agency $ 12,000,000
Carry-over Funds $ 2,000,000
Reserve Funds $ 2,000,000
Total sums to: $ 40,000,000
Please spell out all names, Difference from
no acronyms. Stated Allocation: $ -
Total Allocation:
Where funds were allocated to: Amount
(Total sums to) $ -
Please spell out all names, Difference from
no acronyms. Stated Allocation: $ -
Page 439
26. 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. Please correct any cells displaying red prior to submitting.
Example:
Total Allocation to public agencies: $ 14,000,000 Total Allocation to non-public agencies: $ 15,000,000
Where funds were allocated to (public agencies): Amount Where funds were allocated to (non-public agencies): Amount
ABC Drug Court $ 5,000,000 Community-based Organizations $ 5,000,000
ABC Diversion Program $ 2,800,000 Faith-Based Organizations $ 2,000,000
GPS/Electronic Monitoring $ 4,000,000 Non-Profits $ 4,000,000
In-custody services $ 2,200,000 Treatment Programs $ 2,000,000
Other (please specify) Other (please specify) $ 2,000,000
(Total sums to) $ 14,000,000 (Total sums to) $ 15,000,000
Please spell out all names, Difference from Please spell out all names, Difference from
no acronyms. Stated Allocation: $ - no acronyms. Stated Allocation: $ -
Total Allocation to public agencies: Total Allocation to non-public agencies:
Where funds were allocated to (public agencies): Amount Where funds were allocated to (non-public agencies): Amount
(Total sums to) $ - (Total sums to) $ -
Please spell out all names, Difference from Please spell out all names, Difference from
no acronyms. Stated Allocation: $ - no acronyms. Stated Allocation: $ -
27. How much funding, if any, was allocated to data collection and/or evaluation of AB 109 programs and services?
Page 440
SECTION 5: FY 2018-19 Public Safety Realignment Funding Allocation
Section 5 asks two (2) questions related to the allocation of FY 2018-19 Public Safety Realignment funding.
When answering these questions consider the total funds received in FY 2018-19, which should include 2017-18 growth and 2018-19 programmatic
funding.
28. Of the total funds received in FY 2018-19, 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. Please correct any cells displaying red prior to submitting.
Example:
Total Allocation: $ 40,000,000
Where funds were allocated to: Amount
Probation Department $ 8,000,000
Mental Health Agency $ 8,000,000
Sheriff Department $ 4,000,000
ABC Police Department $ 4,000,000
Other (Social Services, Health Services, etc.)
Please specify by agency $ 12,000,000
Carry-over Funds $ 2,000,000
Reserve Funds $ 2,000,000
(Total sums to) $ 40,000,000
Please spell out all names, Difference from
no acronyms. Stated Allocation: $ -
Total Allocation:
Where funds were allocated to: Amount
(Total sums to) $ -
Please spell out all names, Difference from
no acronyms. Stated Allocation: $ -
Page 441
29. If known: of the total funds received in FY 2018-19, how much did the CCP allocate to public agencies for programs and services? How much did the CCP
allocate to non-public agencies for programs and services? Input the total allocations in the cells above each table. Within the tables, identify where funds were
allocated to. Please correct the information provided if there is a difference showing between the stated total allocation and the calculated amount (directly below
the table). Differences will automatically display in red.
Example:
Total Allocation to public agencies: $ 14,000,000 Total Allocation to non-public agencies: $ 15,000,000
Where funds were allocated to (public agencies): Amount Where funds were allocated to (non-public agencies): Amount
ABC Drug Court $ 5,000,000 Community-Based Organizations $ 5,000,000
ABC Diversion Program $ 2,800,000 Faith-Based Organizations $ 2,000,000
GPS/Electronic Monitoring $ 4,000,000 Non-Profits $ 4,000,000
In-custody Services $ 2,200,000 Treatment Programs $ 2,000,000
Other (please specify) Other (please specify) $ 2,000,000
(Total sums to) $ 14,000,000 (Total sums to) $ 15,000,000
Please spell out all names, Difference from Please spell out all names, Difference from
no acronyms. Stated Allocation: $ - no acronyms. Stated Allocation: $ -
Total Allocation to public agencies: Total Allocation to non-public agencies:
Where funds were allocated to (public agencies): Amount Where funds were allocated to (non-public agencies): Amount
(Total sums to) $ - (Total sums to) $ -
Please spell out all names, Difference from Please spell out all names, Difference from
no acronyms. Stated Allocation: $ - no acronyms. Stated Allocation: $ -
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.