Board of State and Community Corrections

2011 PUBLIC SAFETY REALIGNMENT ACT: E A R IGHTH NNUAL EPORT I ON THE MPLEMENTATION OF C C OMMUNITY ORRECTIONS P P ARTNERSHIP LANS J 2020 ULY This page intentionally left blank STATE OF CALIFORNIA – GAVIN NEWSOM, 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 ...............................................................Guillermo Viera Rosa 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 County Supervisor or CAO .............................................................................................................. Vacant A county supervisor or county administrative officer appointed by the Governor subject to Senate confirmation Sacramento County Chief Probation Officer............................................................................. Lee Seale 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, Alameda County ................................................................................. 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 (ARC) 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 Women’s and Non-Binary Services Manager, ARC ....................................................... Norma Cumpian A public member appointed by the Governor and subject to Senate confirmation BSCC STAFF Executive Director ........................................................................................................... Kathleen T. Howard Communications Director ............................................................................................................ Tracie Cone General Counsel ..................................................................................................................... Aaron Maguire Deputy Director, Corrections Planning & Grant Programs ............................................... Ricardo Goodridge Field Representative, Corrections Planning & Grant Programs ............................................ Helene Zentner Staff Services Analyst ............................................................................................................. Robert Hanson *Board member composition is pursuant to Penal Code § 6025 This page intentionally left blank TABLE OF CONTENTS Executive Summary ........................................................................................................ 1 Introduction ..................................................................................................................... 9 Individual County Profiles .............................................................................................. 11 Appendices ................................................................................................................. 495 • Glossary of Terms ............................................................................................ 497 • BSCC Definitions of Key Terms ........................................................................ 499 • FY 2019-20 Community Corrections Partnership Survey ................................. 503 This page intentionally left blank EXECUTIVE SUMMARY This annual report provides information and data submitted to the Board of State and Community Corrections (BSCC) by all 58 California jurisdictions on the implementation of each county’s Community Corrections Partnerships (CCP) plans. BACKGROUND 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. Funding associated with Realignment, allowed California counties to invest justice resources into more collaborative, evidence-based, cost effective, culturally responsive community programing that have improved both the reintegration of justice- involved individuals back into their communities as well as improving public safety outcomes. Community Corrections Partnerships (CCPs) develop, implement, and sustain various approaches addressing local justice needs. Counties are investing in approaches premised on the recognition that the best way to care for people with complex needs is to consider their full spectrum of needs (e.g., behavioral, medical, socioeconomic, housing) 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. FUNDING Every year since Realignment was enacted, appropriations in the State Budget Act have provided monies for counties to implement diverse approaches for supervision and rehabilitation that reduce recidivism and improve the lives of those impacted by the justice system. These local approaches and corresponding spending plans for Realignment activities are created by each county’s CCPs as established in Penal Code section 1230. The Fiscal Year (FY) 2019-20 CCP Survey (see Appendix Section) was emailed to each Chief Probation Officer (in his or her capacity as CCP Chair) in November 2019. 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 2019 (AB 74, Chapter 23) appropriated $7,950,000 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, 2019, that provides information about the actual implementation of the 2018-19 Community Corrections 1 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 2019-20 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, 2020 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 HIGHLIGHTS Since the enactment of AB 109, California counties have implemented multifaceted and diverse strategies. The following highlights represent a few examples of projects and collaborative efforts from different-sized counties and among various geographical parts of the state, all developed to meet their unique local needs. Contra Costa County- The County’s Reentry Success Center (RSC) provides a set of co-located reentry services for returning residents and their families. In 2018-19, additional support was provided to the RSC by County Probation, to expand service provision to evening hours. Additionally, the RSC also expanded its service offerings with the addition of computer and information technology training programs as well as Restorative Practices Circle Training. The Public Defender’s Early Representation Participant at the RSC Program (EarlyRep) is designed to address issues related to unnecessary warrants and arrests that “I learned to reenter home life occur when misdemeanor defendants fail to appear and work life. Then, I got a full- in court for their initial arraignment. Through this time job, just one month after program, the Public Defender’s Office works directly Alpha [Program]. It gave me a with the Antioch, Richmond, and Martinez Police second chance at a first-class Departments and the California Highway Patrol to life. I robbed myself of so many connect with individuals recently cite-released for opportunities to advance and misdemeanor offenses, and then to make early be happy. But now, I feel contact with these individuals to ensure they make different. I look different. I talk their first court date and are connected with different. I’m out of the community-based services as needed. This unemployment line, and that innovative partnership between law enforcement and feels great.” public defenders has resulted in impressive results and a streamlining of local systemic practices. Due 2 to its empirical results and achievements in innovation, Contra Costa EarlyRep was named the California Public Defender Association’s 2019 Program of the Year. Fresno County- The Fresno County Probation Department has partnered with the Fresno Equal Opportunity Commission (EOC) to fund a collaborative venture to promote employment opportunities in the high-paying construction field. In 2018, the Fresno CCP funded an expansion of the EOC’s Valley Apprenticeship Connections (VAC) Program. The VAC is an extensive 12-week vocational education program which incorporates cognitive behavioral therapy, physical training, and job skills education for students. The 12-week course will provide graduates with five highly valued certifications necessary for union apprenticeship and employment in skilled trades. Graduates from the VAC are also prioritized for union membership and employment with the American Building Contractors vendors in the region. In its first year of operation, the VAC has successfully graduated 45 students, referred from our AB 109 Realignment population and probation supervision units. A recent graduate summed up his experience with the VAC as life changing, “I can’t believe the good fortune this program (VAC) has given me. Only seven months ago I was in a prison cell, I felt I had no future outside of being an ex-con. Now I have a career with a union job.” The impact of the VAC has been a testament to the power of partnerships between our local Justice Agencies and Community Based Organizations to create opportunities Kern County- Kern County Behavioral Health and Recovery Services (BHRS) 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 healthcare 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. 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 3 screening and referral service for SUD treatment in metropolitan Bakersfield and has several locations throughout the community. Screenings are also conducted in the in- custody and psychiatric inpatient setting, and at local hospitals. A total of 1,100 criminal justice involved individuals were referred to outpatient SUD services between July 2018 and April 2019. Los Angeles County- The Department of Mental Health (DMH) Alternative Crisis Services (ACS) provides a comprehensive range of services and supports for mentally ill individuals that are designed to provide alternatives to emergency room care, acute inpatient hospitalization and institutional care, reduce homelessness, and prevent incarceration. These programs are essential to crisis intervention and stabilization, service integration and linkage to community-based programs, [e.g., Full Service Partnerships (FSP) and Assertive Community Treatment Programs (ACT), housing alternatives and treatment for co-occurring substance abuse]. Its AB 109 residential program has served to assist the post-release population with re-entry services in several ways. One of the most important roles of the ACS is to stabilize clients on medication regimens, establish rapport and trust in their treatment provider. AB 109 clients receive individual therapy to address life stage issues, as well as issues related to trauma. They participate in intensive mental health services daily, with a focus on their co-occurring disorder (COD), as well as their hopes and goals as they transition back into the community. They are required to attend self-help groups five (5) hours per day. Each AB 109 ACS client is assigned an AB 109 Case Manager who establishes a Client Treatment Plan designed to meet their unique needs. The ACS program also identifies physical health needs and connects those clients to healthcare resources in the community. For clients who have a long history of struggling with substance abuse issues, after completing up to 90 days at the AB 109 ACS Program, they may be referred to a residential COD treatment program for additional maintenance and support with their sobriety. The combination of completing the ACS AB 109 Program and Residential COD Program provides clients with up to six (6) months of structured treatment providing them a fighting chance to stay sober, complete their AB 109 community supervision successfully, and have renewed hope for the future. Additionally, the DMH continues to make available to AB 109 clients a full continuum of services and supports as they reintegrate into their communities. Discussions have started with Department of Public Health, Substance Abuse Prevention and Control (DPH-SAPC) to collaborate for additional DPH and DMH residential COD service sites. Aside from the locations in Acton, Pomona, and Hawthorne, a fourth collaborative is currently being explored. Services provided would include case management, medication support, crisis intervention, therapeutic groups, and individual treatment. 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. 4 Monterey County- The Monterey County transitional housing program requires all participating residents be engaged in a cognitive behavioral treatment service such as the Re-Entry Program or Day Reporting Center, unless engaged in full-time employment. Additionally, residents who obtain employment are required to place approximately 75% of their earnings into a savings account. When they are ready to transition into the community, the savings are returned to them to assist in securing stable housing. The average stay for participants in the program is 120 to 180 days. The program utilizes a collaboration with community partners to meet the participant’s needs in areas such as physical and mental health, relapse prevention, education, career advancement, family reunification, and anger management. Participant in programs at the Adult Day Reporting Center “In the beginning, it was a little nerve-wracking, a little hard, but you just got to be real in everything. Everyone treats you right with equality, they give you that respect that makes you feel comfortable. Being with those kinds of people doesn’t make it hard to just keep on pushing. I was ready for change, I was already making those steps, I was making the effort and reaching out. Landing here was a good helping hand. I was reaching out for a better life, striving for something better, seeking something more than just a negative lifestyle.” Sacramento County- The Sheriff’s Reentry Services Bureau manages a comprehensive array of outcomes-based reentry services and programs for offenders at the Rio Cosumnes Correctional Center (RCCC). Admission into reentry programming is based on administering the Level of Service/Case Management Inventory (LS-CMI- an evidence-based, validated risk/needs assessment and case management tool), ensuring that program services are allocated for offenders identified to be moderate to high risk of recidivating. The Bureau manages a variety of research-informed educational, vocational, and treatment service programs. Additionally, the Bureau supports the vocational programs with workforce development services, including matching offenders to local employers for immediate job placement upon release from custody. In addition, collaborative court programs provide valuable services for offenders who require treatment or specialized support (e.g., veterans, mental health, sexual exploitation, substance abuse, reentry, repeat DUI offenders), 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. Finally, a program model, developed by Probation for realigned offenders in its Adult Day Reporting Centers (ADRCs), also uses the LS-CMI as it guides treatment planning and offender management. ADRC program activities emphasize cognitive behavioral therapy, vocational training, anger management, parenting, and substance abuse education. 5 San Diego County- In collaboration with justice and health partners, the Sheriff’s 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, twenty-seven treatment programs that serve client 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. Twelve of the twenty-seven treatment programs have now been re-evaluated approximately one year following initial assessment with the CPC. Two cohorts of fifteen County personnel have been trained as assessors by the University of Cincinnati Corrections Institute in order to sustain this ongoing quality assurance process that has served as an educational intervention for our community treatment providers in the 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 practices. In 2018, the County of San Diego justice partners successfully launched its six (6) session Justice Involved Services Training Academy (JISTA) which, to date, has trained a hundred local treatment providers and staff members from 50 providers on EBP and CPC to improve compliance, service delivery, and client outcomes. Tuolumne County- Due to the limited behavioral health services available in the rural county, the CCP utilizes AB 109 funding to contract with GEO Reentry Services for the Day Reporting Center (DRC) and Jail Reentry (JRP) programs, providing clients with evidence-based, cognitive behavioral programming, substance use programming, employment assistance, and other resources. To close treatment gaps and services, AB 109 monies funded a full-time Behavioral Health Clinician (assigned to Probation) and housing and residential substance use treatment services for actively supervised offenders. The department also maintains some AB 109 funding for Recovery Counselor and Peer Specialist positions. Success in Tuolumne County programs can be attributed to the collaboration between GEO Reentry Services, Probation, and Sheriff’s Office staff. GEO Reentry Services 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. The curriculum includes MRT, counseling, education, and release preparation. 6 Day Reporting Center Participants “My advice to anyone entering the program is simple: Have faith in yourself, finish what you start and get through it. It’s definitely worth it in the end.” “I’m able to deal with more life struggles—when life shows up on your doorstep. Just learning to be able to use the tools to handle life on life’s terms.” “It’s rough to get out jail and be referred to that program. It’s stressful but stay positive and give it a shot because everyone can get something out of it. Whether you use it now or six months from now, a lightbulb will go off in your head – bing – and it works.” Ventura County- In August 2019, the Judicial Council of California awarded Probation $3.3 million to expand our existing Pre-Trial program. Probation staff are embedded in the jail and they screen eligible defendants in the main jail booking area. Twelve hours a day/seven days a week, defendants are interviewed, screened using the ORAS-Pretrial Assessment Tool and the ODARA; then recommendations are made to the Court regarding their release. These screening tools assist the Court in deciding who may be released based on the likelihood to appear for their court hearings and who is less likely to recidivate. Additionally, two (2) probation officers are embedded in the jail with the sole purpose of meeting with the AB 109 population. These officers have frequent communication with the assigned supervision officer. The officers in the jails have assisted with program referrals for clients for those who may have previously refused to participate or were out to warrant. Program referrals from the jail allows some of the CBO staff to begin meeting with the clients while they are in custody. This allows for them to develop a rapport, begin providing services in custody, and assists with the client’s reentry to the community upon their release. Probation has contracted with Interface Children and Family Services to provide a menu of services to the AB 109 population. The most current core services are: Moral Reconation Therapy, Case Management, Trauma Services, Restorative Justice Groups, Sober Housing, and Specialized Treatment Services. Each client who is referred to core service receives case management. The Interface Children and Family Services case managers work closely with the client and assigned probation officer to ensure success with program participation and completion. 7 Yolo County- Yolo County’s Mental Health Court (MHC) 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 MHC is following best practices for specialty courts, as outlined by the National Association of Drug Court Professionals. The CCP has recently compiled performance measure data for the first year of the MHC (2018-19), with results showing involvement with the MHC significantly decreased the amount of jail bed days, local hospital bed days, and Department of State Hospital (DSH) bed days. The CCP also implemented the Intergovernmental Transfer (IGT)-funded transitional house. The IGT house provides housing to clients who have successfully completed their substance use disorder treatment program and need additional housing to maintain their success. Yolo County purchased a residential home for $300,000 and, working in partnership with 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. This report provides information and data compiled from the FY 2019-20 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 and subsequent updates available at: www.bscc.ca.gov/s_communitycorrectionspartnershipplans. 8 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 eighth annual report on the implementation of county CCP plans. 9 This page intentionally left blank 10 FY 2019-20 Community Corrections Partnership Survey Alameda County CCP Membership as of October 1, 2019. Wendy Still Lori Cox Chief Probation Officer Department of Social Services Judge Smiley Colleen Chawla Presiding Judge or designee Department of Mental Health Susan Muranishi Lori Cox County Supervisor or Chief Administrator Department of Employment Nancy O’Malley Colleen Chawla District Attorney Alcohol and Substance Abuse Programs Brendon Woods L. Karen Monroe Public Defender Head of the County Office of Education Rich Lucia, Undersheriff Raymond Banks and Barbara Quientero Sheriff Community-Based Organization Dave Spiller Raymond Banks and Barbara Quientero Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Bi-monthly Does the CCP have subcommittees or working groups Yes 11 Goals, Objectives and Outcome Measures FY 2018-19 Goal Reduce Recidivism Objective Percent of clients with a new felony conviction within three years of placement on supervision (BSCC definition) Objective Percent of clients with a violation of probation within three years of placement on supervision (Note: Violations filed by the Probation Department, District Attorney or PRCS violations) Outcome Percent of active clients with a new offense in the FY 18/19 Measure Outcome Percent of clients who were terminated from probation in FY17/18 and Measure obtained a new offense in FY 18/19 (one year after termination of probation). Progress 32% obtained a new felony conviction (BSCC definition); Toward 16% obtained a violation Stated Goal 8.6% of active clients received a new offense in FY in17/18 8.4% received a new offense one year after termination of probation Goal Develop innovative and therapeutic support for clients focused on health, housing and improving access to family sustaining employment. Objective Connect clients to employment, education and housing Outcome Employment: Measure 1. Of the total number referred, percent of participants enrolled/assessed; 2. Of those enrolled/assessed, percent placed in subsidized and unsubsidized employment; and 3. Of those enrolled/assessed, percent who obtained 30-day job retention; 90-day job retention; and 180-day job retention. Outcome Education: Measure Of the students enrolled in the education program: 1. Percent that enrolled in a high school/GED program; 2. Percent that completed high school; and 3. Percent that enrolled in college. Outcome Housing: Measure 1. Percent change from FY 17/18 to FY 18/19 for enrollments and total served; and 2. Percent served who exited the program with permanent or temporary housing. Progress Employment Toward Referred – 552 Stated Goal ▪ Enrolled/Assessed: 463 or 84%; ▪ Subsidized Employment (of those assessed): 362 or 78%; ▪ Unsubsidized Employment (of those assessed): 157 or 34%; ▪ 30-day Job Retention (of those placed in unsubsidized employment): 115 or 73%; ▪ 90-day Job Retention (of those who reached a 30-day benchmark): 86 or 75%; and 12 ▪ 180-day Job Retention (of those who reached a 90-day benchmark): 49 or 57%. Education Total enrolled in education programming: 52 ▪ Enrolled in a high school/GED program: 21 or 40% ▪ Completed high school during FY 18/19: 4 or 8% ▪ Enrolled in college during FY 18/19: 7 or 13% Housing Percent changes between FY 17/18 to FY 18/19 are as follows: ▪ Enrollments: 78% (FY 17/18: 252; FY 18/19: 448) ▪ Total served: 40% (FY 17/18: 410; FY 18/19: 573) Clients who exited (250 total) with: ▪ Permanent Housing: 147 or 59% ▪ Temporary Housing:79 or 32% Legend: ➢ To be counted as “served” denotes that the client was enrolled in the program and received services after they were referred. ➢ Permanent housing includes rental (with or without subsidy), Permanent Supportive Housing (long-term rental subsidies and support services) and living with family or friends (permanent tenure). ➢ Temporary housing, includes shelters, transitional housing, halfway homes, etc. Goal Ensure effective and supportive transitions from detention to the community. Objective Connect clients to services, pre-and post-release. Outcome Percent of clients enrolled in services through the Transition Day Reporting Measure Center. Note: A person is deemed “enrolled” when they complete the intake process within 30 days which includes providing consent for services. Outcome 75% of clients connected to one or more services within 30 days of Measure enrollment in the Transition Day Reporting Center. Progress 76% of referred clients enrolled into the Transition Day Reporting Center Toward (Note: 213 referred; 161 enrolled) Stated Goal 91% were connected to one or more services within 30 days, far exceeding the 75% benchmark. 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. 13 The Alameda County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $3,937,578 Allocation to be determined Reserved $4,687,246 $24,187,701 Community-Based Organizations $22,893,997 $1,250,000 Public Defender $1,465,247 $1,250,000 District Attorney $1,250,000 $3,250,000 Probation Department $3,250,000 $18,500,000 Sheriff $20,341,967 FY 2019-20 $52,375,279 FY 2018-19 $53,888,457 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services Clean Slate/Social Workers (linking clients to $1,250,000 programs and services) $1,465,247 $1,250,000 Victim Services $1,250,000 $18,500,000 In-custody services, includes a Transition Center $20,341,967 $3,250,000 Realignment Service Delivery $3,250,000 FY 2019-20 $24,250,000 FY 2018-19 $26,307,214 14 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $14,475,854 To be allocated $30,000 2-1-1 Alameda County Information and Referral Services $1,000,000 Family Reunification (exp 1/31/20) $2,027,847 Career Technical Education Training Programs (exp 10/21/19) Women's/Mothers' Services $1,000,000 Transition Age Youth Services/Support $1,000,000 Restorative Justice - Community Circles $1,000,000 Recovery Residence/Transitional Housing Facility $408,997 Pay for Success (Alameda County Justice Restoration Project) $665,000 PACT/Service Collaborations $250,000 LGBTQ Services and Resources $100,000 Kinship Reentry Workforce $250,000 Indigent/Barrier Removal Fund $2,000,000 $3,375,000 Housing $3,886,000 For Us By Us $1,000,000 Father Services $250,000 Faith-Based/Local Community Partnerships $1,000,000 Employment $5,681,000 $370,000 Education $1,000,000 $9,000 Community Advisory Board Transportation Stipends $3,000 Cognitive Behavior Interventions & Incentives $500,000 $2,900,000 ACBH - Substance use and mental health services $2,900,000 FY 2019-20 $24,187,701 FY 2018-19 $22,893,997 15 Optional 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 If yes, how? The county declined to respond to this question. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? 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 No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence-based programming (as defined locally)? 81% or higher 16 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) Housing Services: In-custody: information, assessments, and housing identification Post-release: • Short-term rental subsidies • Assistance with re-unification with support system and family members • Housing Case management • Coordination with employment support providers • Housing search and placement • Transportation assistance support • Landlord relationship building • Emergency Shelter • Support with reducing barrier to obtaining housing Employment Services: In-custody: Employability Assessments Post-release: • Employability Assessments • Job Readiness Training • Transitional Work Programs • Subsidized/Unsubsidized Employment • Job Retention Services Education Services: • High school diploma/GED/HiSet • College Readiness & Dual classes Enrollment • Apprenticeship Programs • Literacy intervention services • Adult Basic Education • Career Technical Education Training • Academic Counseling • Educational Navigation Services 17 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 • 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. 18 What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? The Alameda County Probation Department (ACPD) entered into an agreement with the California Department of Corrections and Rehabilitation (CDCR) that weaves together critical reentry support systems to create seamless pathways to reentry that begin prior to release for the state’s highest risk and need clients returning to Alameda County from California state prisons. Funding was received to design and implement the Pathways Pilot that will create systems-wide improvements and reduce barriers to client success. Eligibility is determined by the COMPAS risk and needs assessment, a validated tool normed for our unique population. Eligible clients are contacted for reentry planning by videoconferencing during his or her time in-custody (facilitated by CDCR). The Pathways Pilot will serve at least seven target clients each month to total 192 clients served over the course of program implementation (24 months). Alameda County’s Pathway Home pilot is built on theory that “reentry” is a journey that begins prior to an offender’s release from incarceration and continues through their reintegration into their home community (post-release), rather than a specific program or intervention. The funding will allow us to do the following: • Pre-release Assessment & Planning: Each month, CDCR will identify at least seven eligible Pathways Participants (totaling 168 clients through the 24-month implementation period) prior to their scheduled release dates and facilitate a connection via email to ACPD’s Pathways DPO, who will begin the Assessment and Intake process through an “in-person” interview using Skype videoconferencing software. The Skype interview marks the beginning of each client’s individualized case planning process. Once CDCR makes the connection to the client, the Pathways DPO conducts an hour-long interview that has three primary goals: o Conduct COMPAS Risk and Needs Assessment & initiate referral process to services o Provide critical reentry information to the client o Answer client reentry questions • Redesign the Reentry Curriculum: CDCR and ACPD will work together to redesign the reentry curriculum for individuals returning to Alameda County from prison, developing and piloting a more interactive and evidence-based curriculum and resource guide for individuals on the cusp of release. Target clients identified as needing employment readiness services prior to release will be referred to the Prison to Employment Connection (PEC). • Facilitate Seamless Transitions to Community Supervision (Post-Release): A core objective of the Pathways Pilot is to create a seamless transition from prison release to community supervision, providing continuous supports from the point of release, on. This begins from the moment a client walks out of the gate at a CDCR facility. All pre-release information – COMPAS scores, self- reported narrative information, and other key information (i.e., any prerelease programming completed) – gathered by the Pathways DPO during the pre- 19 release assessment and interview process is shared with the Supervising DPO, who analyzes it and begins to develop each Pathways client’s individualized Case Plan. Each case plan developed in the Caseload PRO system matches individuals with evidenced-based, cognitive-based programming that is responsive to their risk-level and criminogenic needs. • Provide Prioritized Referrals to Community-Based Rehabilitative Services: Based on the results of the client’s needs assessment, the supervising DPO will make prioritized referrals to rehabilitative and supportive programs and services, the providers of which are carefully selected based on the quality of their program models and their proven ability to produce positive outcomes. We have woven together a comprehensive system of agencies who implement evidence-based models that work to reduce barriers, produce positive socio- economic outcomes for clients, and promote gainful, sustainable employment. We provide concrete service referrals in the following categories: housing, transportation, behavioral health care services, substance use, case management, education, employment, career technical education, higher education, family reunification, and service navigation. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. 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 November 19, 2019, a total of 205 cases have been considered for review and 199 cases were granted early termination, resulting in a 97% early termination approval rate! Additionally, 93 felony cases were reduced to misdemeanors. 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 301 interviews, pre-release, in 19 CDCR state prisons. Of the 301, 254 individuals have been released from custody to Alameda County and 209 have reported, which is an 82% success rate. Conversely, there have been 88 recent releases that did not have the pre-release interviews and of the 88, 60 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 14%! 20 FY 2019-20 Community Corrections Partnership Survey Alpine County CCP Membership as of October 1, 2019. Tami DiSalvo Nichole Williamson Chief Probation Officer Department of Social Services Vacant Gail St. James Presiding Judge or designee Department of Mental Health Delana Lindsey Vacant County Supervisor or Chief Administrator Department of Employment Michael Atwell Vacant District Attorney Alcohol and Substance Abuse Programs Eric Acevedo Vacant Public Defender Head of the County Office of Education Rick Stephens Vacant Sheriff Community-Based Organization Vacant Vacant Chief of Police Victims interests How often does the CCP meet? Semi-Annually and as needed How often does the Executive Committee of the CCP meet? Semi-Annually and as needed Does the CCP have subcommittees or working groups No 21 Goals, Objectives and Outcome Measures FY 2018-19 Goal Probation Department Case Management System – This was also a goal in 2015.16, 2016.17, 2017.18 and 2018.19. 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 2019-20. Objective Expedite tracking, data collection and case management in the Probation Department. Objective Expedite tracking, data collection and case management in the District Attorney’s Office and Public Defender’s Office Objective 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. Outcome Increase workflow and efficiency between Judicial Departments including Measure the Alpine County Superior Court. Progress A partnership with the District Attorney’s Office, Public Defender and Toward Probation has been established and a system has been identified that will Stated Goal 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 Objective 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. Outcome To present a presence in the community as well as effectively manage Measure 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 Toward 80% which was a positive step toward this goal, an increase to 100% is the Stated Goal 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. The Alpine County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 22 Goals, Objectives and Outcome Measures FY 2019-20 Goal Probation Department Case Management System Implementation This had remained a goal since 2015/16 and is at Go-Live next week Objective Expedite tracking and data collection Outcome Increase efficiency and time management in the Alpine County Probation Measure Department as well as between all Judicial Departments, with the final goal being including the Alpine County Superior Court which will not happen immediately. Progress Tyler Technologies Odyssey System was finally voted on in CCP in late Toward 2018. They system is to encompass the District Attorney’s Office, Public Stated Goal Defender’s Officer and Probation. Our Go-Live is set for November 18, 2019 – December 6, 2019. Goal Increase Staff in Probation Department Objective This is a carryover goal from 2017/18. 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 the county, community committees, and activities. Outcome To present a presence in the community as well as; effectively manage Measure Federal, State, and County policies, procedures, and mandates efficiently. Progress There is currently a “Workforce Analysis” being conducted through a 3rd Toward party company to assess the needs of the department as far as staffing. Stated Goal This Analysis will help the County to make an educated decision on staffing increases and position changes in the Probation Department. By FY 2020- 21 this goal should be met. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $163,700 Odyssey Supervision Probation transport vehicle $52,121 $55,000 El Dorado County Jail $55,000 $46,461 Probation $52,000 $5,029 Indirect cost charges $1,005 $13,850 Insurance and Technical Support $11,059 $46,000 Miscellaneous Services/Sheriff's MOU $48,000 Radios, Equipment and Supplies $3,000 $600 Meetings /Training/Travel/Office Supply $5,400 $84,821 Salaries and benefits of Chief Probation Officer, 50% of total $81,013 FY 2019-20 $415,461 FY 2018-19 $308,598 23 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $40,000 Alpine County Sheriff's Department $40,000 $55,000 El Dorado County Jail Contract $55,000 FY 2019-20 $95,000 FY 2018-19 $95,000 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Alpine County’s CCP meets twice a year or on an as needed basis. The Administrative Assistant of Probation reaches out to other members of the committee for suggestions on agenda items and any goals the committee would like to meet. The responses are added to the agenda, discussed, and voted on in the meetings. The most recent meetings have focused on the Case Management System for all departments. All committee members are encouraged to add agenda items and look for potential programs /services needed in the county where Realignment funds would be helpful. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? The county declined to respond to this question. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? The county declined to respond to this question. 24 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 21% - 40% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? Alpine County has limited resources when offering treatment. Our Behavioral Health Department is the only agency in the County to offer evaluations and outpatient services. These outpatient services include mental health evaluations and treatment as well as substance use disorder and behavioral health programs. When seeking services for DUI programs, inpatient care, including 5150 PC holds, our probationers have to travel or be transported to neighboring counties where services can be obtained. This sometimes includes travel to Nevada for programs and treatment. What challenges does your county face in meeting these 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 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. 25 This page intentionally left blank 26 FY 2019-20 Community Corrections Partnership Survey Amador County CCP Membership as of October 1, 2019. Mark Bonini Jim Foley Chief Probation Officer Department of Social Services Dawn Harmon Jim Foley Presiding Judge or designee Department of Mental Health Chuck Iley Vacant County Supervisor or Chief Administrator Department of Employment Todd Riebe Jim Foley District Attorney Alcohol and Substance Abuse Programs Randy Shrout Invited Public Defender Head of the County Office of Education Martin Ryan Invited Sheriff Community-Based Organization Tracy Busby Invited Chief of Police Victims interests How often does the CCP meet? Monthly How often does the Executive Committee of the CCP meet? Monthly Does the CCP have subcommittees or working groups No 27 Goals, Objectives and Outcome Measures FY 2018-19 Goal Deal/Continue to deal with impacts as a result of realignment and provide a fluid response to those impacts. Objective Supervision of offenders. Objective Ensure jail beds are used for those offenders presenting the highest risk. Objective Ensure evidence-based programming Outcome All offenders supervised by agency responsible for supervision. Measure Outcome Amador County Sheriff has access to use contract jail beds when Measure needed/warranted. Outcome All offenders have access to EBP. Measure Progress No offenders have gone unsupervised, been released from custody “early” Toward and EBP is available. Stated Goal Goal Eliminate barrier to employment and build employment competencies utilizing the Workforce Assistance Placement Program (WAPP). Objective Offer on-the-job training through Amador County Public Works Department. Objective Offer assistance with job search activities. Objective Eliminate barriers to employment; such as transportation, purchasing work boots, outerwear, jeans, and shirts. Outcome Eligible offenders will receive on-the-job training teaching the transferrable Measure skills to become gainfully employed. Outcome Eligible offenders will learn and receive assistance to actively search for Measure employment, create a resume, interviewing skills and dress in appropriate attire for said interviews. Outcome Eligible offenders also receive budgeting training to assistance in learning Measure to be financially responsible. Progress Offenders graduating from the program will have learned employment Toward competencies, job searching and budgeting skills to become gainfully Stated Goal employed but to also be responsible regarding their finances. The Amador County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 28 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $223,172 Carry-Over Funds $194,022 $1,601,938 Community Corrections Budget $1,589,488 FY 2019-20 $1,825,110 FY 2018-19 $1,783,510 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services Mother Lode Job Training - WAPP Participant Hourly $230,000 Wages $230,000 $100,000 Amador County Behavioral Health-Psychiatrist $100,000 $100,000 Amador County Public Works (WAPP Program) $100,000 $3,000 Amador Transit (Transportation Tickets for Defendants) $3,000 $100,000 In-Custody Beds (Out of County Contracts) $100,000 Behavioral Health Department Employee (1-FTE) $107,903 Salary/Benefits $103,082 FY 2019-20 $640,903 FY 2018-19 $636,082 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $5,500 Redwood Toxicology Drug and Alcohol Testing $5,500 $5,440 Brusatori's Enterprises (WAPP Program Gas Vouchers) $5,440 $10,000 STOP-GPS Electronic Monitoring $15,000 Swenson's - (WAPP Program-work boots, jackets, $12,000 pants) $12,000 $50,000 Sober Living Environment $50,000 FY 2019-20 $82,940 FY 2018-19 $87,940 29 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? The county declined to respond to this question. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? The county declined to respond to this question. Does the county consider evaluation results when funding programs and/or services? The county declined to respond to this question. Does the county use BSCC definitions (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. 30 FY 2019-20 Community Corrections Partnership Survey Butte County CCP Membership as of October 1, 2019. Wayne Barley Shelby Boston Chief Probation Officer Department of Social Services Tamara Mosbarger Scott Kennelly Presiding Judge or designee Department of Mental Health Shari McCracken Shelby Boston County Supervisor or Chief Administrator Department of Employment Mike Ramsey Scott Kennelly District Attorney Alcohol and Substance Abuse Programs Ron Reed Mary von Rotz Sakuma Public Defender Head of the County Office of Education Kory Honea Erna Friedeberg Sheriff Community-Based Organization Michael O’Brien Monica O’Neil Chief of Police Victims interests How often does the CCP meet? Bi-monthly How often does the Executive Committee of the CCP meet? Bi-monthly Does the CCP have subcommittees or working groups Yes 31 Goals, Objectives and Outcome Measures FY 2018-19 Goal Provide effective supervision and programming to Post-Release Community Supervision (PRCS) offenders that ensures public safety and uses evidence-based practices in reducing recidivism Objective 100% of the offenders will be assessed to determine their individual needs and follow-up with appropriate referrals Objective 100% of participants will be supervised according to their needs and risk Outcome Number of offenders released into the community Measure Outcome Number of offenders completing their period of supervision Measure Outcome Number of offenders sustaining subsequent arrests and/or convictions Measure Progress As of December 10, 2019, 425 PRCS Offenders were on supervision in Toward Butte County, with 27.8% in warrant status. In FY 18/19, 233 PRCS Stated Offenders were released onto supervision. During that same period, 120 Goal PRCS Offenders were successfully discharged from supervision. 6 Month Felony Recidivism Rate for the PRCS Population was 4.2% (based on 1753 PRCS Offenders who began supervision between 10/1/11 and 12/31/18, who were convicted in Butte County of a felony within 6 months of beginning supervision). This rate decreased .1% over last year. 12 Month Felony Recidivism Rate for the PRCS Population was 10.9% (based on 1639 PRCS Offenders who began supervision between 10/1/11 and 6/30/18, who were convicted in Butte County of a felony within 12 months of beginning supervision). This rate decreased .3% over last year. Goal Provide effective supervision and programming to Mandatory Supervision (MS) offenders that ensures public safety and uses evidence-based practices in reducing recidivism Objective 100% of the offenders will be assessed to determine their individual needs and follow-up with appropriate referrals Objective 100% of participants will be supervised according to their needs and risk Outcome Number of offenders released into the community Measure Outcome Number of offenders completing their period of supervision Measure Outcome Number of offenders sustaining subsequent arrests and/or convictions Measure Progress As of December 10, 2019, 159 Mandatory Supervision (MS) Offenders on Toward supervision in Butte County, with 26.4% in warrant status. In FY 18/19, Stated 120 MS Offenders were released onto supervision. During that same Goal period, 33 MS Offenders were successfully discharged from supervision. 32 6 Month Felony Recidivism Rate for the MS Population was 6.3% (based on 552 MS Offenders who began supervision between 10/1/11 and 12/31/18, who were convicted in Butte County of a felony within 6 months of beginning supervision). This rate decreased .3% over last year. 12 Month Felony Recidivism Rate for the MS Population was 15.0% (based on 473 MS Offenders who began supervision between 10/1/11 and 6/30/18, who were convicted in Butte County of a felony within 12 months of beginning supervision). This rate decreased .3% over last year. Goal Provide effective supervision and programming to Alternative Custody Supervision (ACS) offenders that ensures public safety and uses evidence-based practices in reducing recidivism Objective 100% of the offenders will be assessed to determine their individual needs and follow-up with appropriate referrals Objective 100% of participants will be supervised according to their needs and risk Outcome Number of offenders released into the community Measure Outcome Number of offenders completing their period of supervision Measure Outcome Number of offenders sustaining subsequent arrests and/or convictions Measure Progress As of November 14, 2019, 80 Alternative Custody Supervision (ACS) Toward Offenders on supervision in Butte County. In FY 18/19, 203 ACS Stated Offenders were released onto supervision. During that same period, 110 Goal ACS offenders were successfully discharged from supervision. Between 10/1/11 and 11/13/19, 173 ACS offenders were rearrested (including escapes) while in the program. The Butte County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 33 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations JH Metal Fabrication Program (one time) $23,171 $4,000,000 Jail Building $4,000,000 $2,000,000 Reserve funds $2,000,000 $3,627,505 Carry Over Funds $3,125,710 $68,770 District Attorney $62,547 $134,137 Employment and Social Services $129,250 $986,718 Department of Behavioral Health $950,770 $3,402,837 Probation Department $3,074,936 $4,846,273 Sheriff Department $4,466,783 FY 2019-20 $19,066,240 FY 2018-19 $17,833,167 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $843,363 Residential/ADF/Emergency Housing Services (SO/Pro) $633,563 $126,930 Medical/Medication Services (BH) $61,184 $949,507 Mental Health/Counseling Services (BH) $1,039,185 $134,137 Employment/Veteran Services (DESS) $129,250 $352,800 Day Reporting Center (SO) $352,800 $21,000 Bus Passes (BH/SO/Prob) $20,800 $345,000 GPS/RF Services (SO/Prob) $331,000 $1,371,540 PRCS/Mandatory Supervision Services (Prob) $1,062,657 $1,118,516 Alternative Custody Supervision Services (SO) $1,046,661 FY 2019-20 $5,286,543 FY 2018-19 $4,700,850 34 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? In general, new programs and/or services needing funding would be discussed at the budget subcommittee and later brought to the larger committee for approval. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? 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? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 21% - 40% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? 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 35 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 options to address ongoing homeless population, funds to help address shortage of affordable housing due to the impact of the Camp Fire, 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. 36 FY 2019-20 Community Corrections Partnership Survey Calaveras County CCP Membership as of October 1, 2019. Samuel Leach Kristin Brinks Chief Probation Officer Department of Social Services Timothy S. Healy Kristin Brinks Presiding Judge or designee Department of Mental Health Albert Alt Kristin Brinks County Supervisor or Chief Administrator Department of Employment Barbara Yook Kristin Brinks District Attorney Alcohol and Substance Abuse Programs Richard Esquivel Scott Nanik Public Defender Head of the County Office of Education Rick DiBasilio Vacant Sheriff Community-Based Organization Scott Ellis Kelli Coane Chief of Police Victims interests How often does the CCP meet? Bi-monthly How often does the Executive Committee of the CCP meet? Bi-monthly Does the CCP have subcommittees or working groups No 37 Goals, Objectives and Outcome Measures FY 2018-19 Goal Perform a recidivism study. Objective The county declined to respond to this question. Outcome Recidivism rates for realigned population and high-risk probationers Measure Progress While the CCP has tracked and discussed re-arrest rates, program Toward completions, and other important measures, a recidivism study has not been Stated Goal performed. Goal Improve Connection to Services that help offenders achieve stability. Objective The county declined to respond to this question. Outcome Number of personnel dedicated to connecting offenders to services. Measure Progress This year, options will be discussed to improve these case management Toward services. Stated Goal Goal The CCP will explore options to address short term housing for homeless offenders and mentally ill offender. Objective The county declined to respond to this question. Outcome Number of emergency and transitional housing options in Calaveras County. Measure Progress The CCP has approved spending up to $50,000 to build emergency shelters. Toward Stated Goal The Calaveras County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal Perform a recidivism study. Objective The county declined to respond to this question. Outcome Recidivism rates for realigned population and high-risk probationers Measure Progress While the CCP has tracked and discussed re-arrest rates, program toward completions, and other important measures, a recidivism study has not been stated goal performed. 38 Goal Improve connection to services that help offenders achieve stability. Objective The county declined to respond to this question. Outcome Number of personnel dedicated to connecting offenders to services. Measure Progress This year, options will be discussed to improve these case management toward services. stated goal Goal The CCP will explore options to address short term housing for homeless offenders and mentally ill offenders. Objective The county declined to respond to this question. Outcome Number of emergency and transitional housing options in Calaveras County. Measure Progress The CCP had approved spending up to $50,000 to build emergency toward shelters. CCP is planning to explore additional options to address short term stated goal housing for homeless offenders and mentally ill offenders. 39 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $587,528 Sheriff $6,000 To Fund Balance $550,020 Sheriff (Patrol) $133,286 Sheriff (Jail) $367,652 $411,094 Probation $342,950 $66,500 Non-Public Agencies $16,500 $54,000 Human Resources $52,000 $454,405 Health and Human Services $330,906 $82,180 District Attorney $98,050 $153,500 Day Reporting Center $186,277 $30,737 Adult Literacy $30,514 FY 2019-20 $1,845,944 FY 2018-19 $2,108,155 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $6,000 Administration $587,528 Sheriff Sheriff (Patrol) $133,286 Sheriff (Jail) $367,652 $411,094 Probation $342,950 $54,000 Human Resources $52,000 $454,405 Health and Human Services $330,906 $82,180 District Attorney $98,050 $153,500 Day Reporting Center $186,277 $30,737 Adult Literacy $30,514 FY2019-20 $1,779,444 FY2018-19 $1,541,635 40 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $52,500 Housing Assistance $2,500 $14,000 Substance Abuse Residential Treatment $14,000 FY2019-20 $66,500 FY 2018-19 $16,500 Optional 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 If yes, how? 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 If yes, how? The CCP members use the evaluations results to determine the program’s efficiency. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates 41 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 (DRC) 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. The CCP offers anger management and domestic violence programs at the Day Reporting Center and are facilitated by a certified professional. The intent of the program is to provide offenders with the skills necessary to regulate emotions and learn to communicate in a relationship in a healthy manor. Two Cognitive Behavioral Therapy (CBT) programs have been implemented by the county: Changing Offender Behaviors (COB) and the Courage to Change. The groups take place at the DRC for high risk offenders on supervisions as well as the Calaveras Jail for inmates. COB is designed to alter how offenders think and what to do in a given situation. The Courage to Change is a cognitive behavioral interactive journaling system designed to help offenders address their individual problem areas within their criminogenic needs with the intent to build a roadmap to success in their efforts to change. The Department of Veterans Affairs offers mindfulness meditation at the DRC and Calaveras County Jail to reduce Post-Traumatic Stress Disorder symptoms. The CCP utilizes the Parent Project to assist parents with out of control juveniles through education them on behavioral techniques to work with their children, thereby reducing family stress and promoting the offender’s successful recovery. The CCP has one full-time and one part-time Substance Abuse Counselor to provide individual and group treatment at the DRC and Calaveras County Jail. If it is determined an offender requires residential treatment, a current list of residential treatment providers is maintained to best locate the offender for receiving services. The CCP has partnered with local Sober Living Homes to provide safe transition to sobriety. In addition to the above services, the CCP offers the following services: Education Assistance which includes a personal financing program; Job Skills program for developing computer skills, resume workshops, and interview skills geared towards gaining employment; Medical Insurance for inmates who require hospitalization; Transportation services; and a work program for Calaveras County Jail inmates to earn custody credits. 42 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. 43 This page intentionally left blank 44 FY 2019-20 Community Corrections Partnership Survey Colusa County CCP Membership as of October 1, 2019. Michael G. Rogers Elizabeth A. Kelly Chief Probation Officer Department of Social Services Erika Valencia Terrence Rooney Presiding Judge or designee Department of Mental Health Wendy G. Tyler David Prentice County Supervisor or Chief Administrator Department of Employment Matthew R. Beauchamp Terrence Rooney District Attorney Alcohol and Substance Abuse Programs Albert Smith Michael P. West Public Defender Head of the County Office of Education Joe Garofalo Lora Ceccon Sheriff Community-Based Organization Josh Fitch Mary Godinez-York Chief of Police Victims interests How often does the CCP meet? Semi-Annually and as needed How often does the Executive Committee of the CCP meet? Semi-Annually and as needed Does the CCP have subcommittees or working groups No 45 Goals, Objectives and Outcome Measures FY 2018-19 Goal Continue utilization of Moral Recognition Treatment (MRT) (cognitive intervention around criminal thinking) and Thinking for Good (T4G) in- custody and Day Reporting Center (DRC). Objective Enroll all eligible AB 109 probationers into MRT within the first month they are out-of-custody. Objective Assist all AB 109 probationers who require assistance (e.g., bus passes) and offer a variety of classes scheduled on various days and times. Objective Achieve 80% graduation rate for all enrolled MRT and Thinking for Good participants. Outcome 51 eligible probationers were enrolled in MRT in FY 2018-19; 5 graduated Measure the program. 56 eligible clients were enrolled in Thinking for Good, 10 graduated. An additional 25 were enrolled in Staying Quit A (optional) and 20 were enrolled in Staying Quit B (optional). Goal Provide in-custody (jail) and out-of-custody Day Reporting Center (DRC) Behavioral/Mental Health services to all of the AB 109 clients in Colusa County. Objective All AB 109 clients will be assessed by a Behavioral/Mental Health professional and provided with appropriate services. Objective Provide, assessed, and documented Behavioral/Mental health services to those clients who require individual and/or group counseling, medication management, Substance Abuse Programs, etc. Outcome 245 contacts were made by a Behavioral/Mental Health Therapist for Measure appropriate needs and services at the jail and 149 contacts were made at the DRC. 78 of them were new clients. Outcome The clients assessed received Behavioral/Mental Health follow-up contacts Measure at the jail and/or DRC, and appropriate services provided based on each individuals assessment. Goal Refer and provide employment assistance and education programs to all AB 109 clients in-custody (jail) or at the Day Reporting Center (DRC). Objective Provide online GED/HiSET (High School Equivalency Test) courses to all eligible clients. Objective Assist all eligible clients in the completion of resumes, how to answer interview questions, and referrals to available jobs. Outcome 110 clients were provided with educational programming at the jail and DRC Measure through Colusa County Office of Education. Outcome 10 of the 21 clients receiving assistance in completing their job resumes and Measure who were actively searching for employment found jobs. One Stop provided services to 13 clients at the jail. 46 Goal Continue utilization of both Batterers’ Treatment Program and Spanish Batterers’ Treatment Programs. Objective Enroll/provide all required AB 109 and Formal Probation clients in Batterers’ Treatment and Spanish Batterers’ Treatment Programs. Outcome 29 English speaking clients enrolled in Batterers’ Treatment Program. 11 Measure participants enrolled in Spanish Batterers’ Treatment Program with 4 on a waiting list. Outcome 11 clients graduated from Batterers’ Treatment Program and 1 graduated Measure from Spanish Batterers’ Treatment Program. The Colusa County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal Develop, train staff, and implement a Female 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. Objective 100% of all Female clients mandated by the Court will be referred, screened, and enrolled into the certified Female Batterers’ Treatment Program. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $353,015 Sheriff's Department $345,166 $580,900 Probation Department $696,741 FY 2019-20 $933,915 FY 2018-19 $1,041,907 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $1,000 GPS/Electronic Monitoring $1,000 $14,200 Assistance/Positive Reinforcement Incentives $19,674 $14,000 Colusa County Office of Education $14,000 FY 2019-20 $29,200 FY 2018-19 $34,674 47 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $15,000 Colusa One Stop $15,000 FY 2019-20 $15,000 FY 2018-19 $15,000 Optional 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 semi-annual results of every program and service provided by the 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 If yes, how? 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 semi-annual basis. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? The Probation Department evaluates results of the funded programs and/or services then the CCP and subsequently County Board of Supervisors approves or disapproves the recommended programs and services based on semi-annual internal evaluation outcomes of every program offered 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 No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates 48 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 the Behavioral/Mental Health Department. What challenges does your county face in meeting these program and service needs? Lack of appropriate and specific community-based programs (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 Health, Sheriff, DA, PD, Court, and Colusa County Office of Education partnerships, thereby providing appropriate offender services for these probationers (i.e., cognitive interventions, education, substance abuse, Mental/Behavioral Health, employment assistance, financial assistance, etc.) 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. 49 This page intentionally left blank 50 FY 2019-20 Community Corrections Partnership Survey Contra Costa County CCP Membership as of October 1, 2019. Todd Billeci Kathy Gallagher Chief Probation Officer Department of Social Services James Paulsen (designee) Suzanne Tavano Presiding Judge or designee Department of Mental Health David Twa Donna Van Wert County Supervisor or Chief Administrator Department of Employment Diana Becton Fatima Matal Sol District Attorney Alcohol and Substance Abuse Programs Robin Lipetzky Lynn Mackey Public Defender Head of the County Office of Education David O. Livingston Patrice Guillory Sheriff Community-Based Organization Tammany Brooks Vacant Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups Yes 51 Goals, Objectives and Outcome Measures FY 2018-19 Goal Pre-Release Planning Pilot Program: Establish and Maintain an Entry Point to an Integrated Reentry System Pre-Release from Incarceration Objective Establish a formal pre-release assessment and planning process to ensure more successful reentry from jail. Objective Prior to release, establish a plan to connect the individual with transitional services that foster social networks and pathways to self-sufficiency. Objective Develop a set of outcome measures to track program progress during implementation. Outcome Percent of participants that leave jail with a reentry plan Measure Outcome Percent of participants that engage with services in the community within Measure the first week of their release from custody Outcome Participant satisfaction Measure Progress The County’s Office of Reentry & Justice (ORJ) initiated the development of Toward a Pre-Release Planning Pilot program, approved by the CCP, in May 2016. Stated Goal Over the following three years, the County convened a steering committee and operations workgroup to plan and pilot this project at the County’s West County Detention Facility. The County Office of Education hired a Reentry Transition Specialist for the program in 2017, and the Probation Department funded a second Specialist the following year. In October 2019 the County Office of Education took the helm to transform the Pre-Release Planning Pilot into the “Game Plan for Success” program providing pre-release planning and coordination of services for incarcerated men and women at each of the County’s three adult detention facilities. More than just a name change, the foundation of the new pre-release program was the incorporation of a Risk-Needs-Responsivity model and post-release service engagement that has been shown to be related to increased post- release employment. Electronic screening and assessment tools from George Mason University’s Center for Correctional Excellence help identify criminogenic needs that are then addressed pre and post release through collaborative efforts with entities including Contra Costa Adult School, Detention Health Services, the Reentry Health Conductors Program, and other community-based reentry services providers. As the Pre-release Pilot ended in August 2019, ORJ staff worked with the Office of Education to develop a final report. Over the 15 months of implementation, the pilot served 223 people and 78 percent of those served were referred to post-release services. Although only 13 percent of those enrolled in the program obtained post-release employment, post-release employment was found to be related to lower rates of re-arrest. Going forward, GPS will seek to prioritize services that improve the employment prospects of program participants. 52 Goal Reentry: Assist in providing access to a full continuum of reentry and reintegration services and measure the impact of these efforts Objective Support planning and implementation of an integrated system of services that includes co-located, site-based resources and services. Objective Improve access to, and effectiveness of, services for those returning from incarceration. Objective Enhance information sharing and improve access to data needed for effective evaluation, research, and program design Outcome Recidivism reduction Measure Outcome Percent of eligible population enrolled in services Measure Outcome Size of County’s supervised population Measure Progress In January 2017, the County established the Office of Reentry & Justice Toward (ORJ) as a pilot program of the County Administrator’s Office. The mission Stated Goal of the ORJ is to align and advance the County’s public safety realignment, reentry, and justice programs and initiatives; it is funded by AB 109 revenue. In FY 18-19, the ORJ retained a graduate student summer intern to provide support to the Research and Evaluation Manager, hired in August 2018, for the development of the “Pre-release Planning Pilot Implementation Report,” and the development of the “FY 18-19 AB 109 Public Safety Realignment Community Report.” The ORJ also undertook a procurement and contract development process for the AB 109 Community Programs for FY 2020-23, which resulted in the consolidation of employment related services with Rubicon Programs Inc., who is also operating the County’s “One-Stop” America’s Job Centers, and the addition of a new housing provider, Lao Family Community Development, as well as a new provider of family reunification services, Centerforce. With regard to reentry services, the County opened the Reentry Success Center (RSC) 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 FY 18-19, additional support was provided to the RSC by County Probation, to expand service provision to evening hours. During the year, the RSC also expanded its service offerings with the addition of computer and information technology training programs as well as Restorative Practices Circle Training. In the central and east regions of the County, the Reentry Network System of Services was made operational by a community-based organization, HealthRight 360 in 2016, to provide access to a coordinated set of reentry services. The RSC and the Reentry Network co-host monthly “Contra Costa County Partners & Providers” meetings which also serve as training opportunities for system partners. The Reentry Network also hosts regular “Reentry: The Bigger Picture” evening workshops, designed to discuss reentry and justice system related topics with the community. The Reentry Network hosted a well-received “Reentry Leadership Summit” on November 53 18, 2018 and a well-attended “Reentry Resource Fair” for the east county community in September 2019. The County is also collaborating with the EastBay Works’ East Bay Regional Planning Unit (local workforce development boards of Alameda Co., Contra Costa Co., Cities of Oakland and Richmond) on the “Prison to Employment Initiative” to plan and provide resources for direct services to returning residents and other justice-involved individuals. Through enhanced partnerships with second chance employers, participants will be incentivized with earn and learn opportunities coupled with personalized supportive services. In FY 18-19, The Public Defender’s Office teamed with the Reentry Success Center on additional Clean Slate days (in June 2019) to start the process of record clearing for eligible residents. In addition, in January 2018, Stand Together Contra Costa, a deportation defense initiative funded in part by AB 109, began service delivery. Goal Pretrial Program: Following arrest, better identify persons who can safely be released and those who should be held in physical custody pretrial Objective Fund a comprehensive pretrial services program that uses an evidence- based assessment tool to maximize pretrial release and minimize costly detention. Objective Maximize law-abiding behavior and public safety Objective Maximize court appearance Outcome Program success rate Measure Outcome Percent of detained defendants in arraignment court that have been Measure assessed for risk Outcome Percent of jail population awaiting trial Measure Progress Implementation of the County’s Pretrial Services (PTS) pilot program began Toward in March 2014 and uses the Virginia Pretrial Risk Assessment Instrument Stated Goal (VPRAI) in the program’s risk-based approach to pre-trial release decision making. Since the program’s inception the program has undergone multiple studies to determine the validity of the VPRAI (Crime and Justice Institute, 2016) and the performance of the pretrial system (Jail Management Systems, 2018). Both of these studies made clear a desire to explore the use of a new assessment process that would allow the small pilot project to be effectively expanded to the entire local population detained pretrial. Over the past year, the Probation Department has led its staff and the current pretrial workgroup through a process that expects to culminate with the use of the Public Safety Assessment (PSA) in the first quarter of 2020. The PSA is a tool that emerged from the work of the John and Laura Arnold Foundation. Because it streamlines the risk assessment process, it seemed 54 like the ideal change that would be necessary to allow for every person detained locally to be screened for pretrial release risk. In the past year Probation has sent staff to a national training on the use of the Foundation’s self-implementation tools and process, worked with the current pretrial workgroup to develop policies and practices, and started the process of testing the new tool on more than 200 client profiles to normalize predictive accuracy. The County is well-aware of Senate Bill 10 (SB 10) and its implications should it survive voter referendum and only began exploring PSA implementation after careful consultation with our local court. Given this, should SB 10 become the law of the land, the County will be well positioned to continue unobstructed with the use of the new tool and its related processes and be in full compliance with the pending legislation as it is now written. The Contra Costa County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20 Goals, Objectives and Outcome Measures FY 2019-20 Goal Implement the County’s adopted Reentry Strategic Plan 2018-2023 Objective 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.” Objective Establish a Reentry Council to oversee the Plan’s implementation Objective Develop a work plan and process to implement the Plan Outcome Number of objectives from the strategic plan accomplished Measure Progress In 2017, the ORJ undertook the development of a five-year Strategic Plan Toward for the Contra Costa County reentry system. This Plan is an update of the Stated Goal 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. 55 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. Since Plan adoption, there has been progress made on the objectives and activities in each focus area. In the area of Jail to Community Transition, objectives called for expanding our pre-release planning pilot to the entire jail population and the use of risk/need screening tools in our facilities. With the transition of the pilot program into Game Plan for Success (GPS), we have not only expanded the pilot program, but also began the use of evidence-based risk screening in our jails with the use of the George Mason University Assess and Individual tool by the GPS program. While there has been a groundswell of activity in the area of improving Post-Release Program Access and Linkage, one objective where considerable progress has been made relates to increasing involvement of Parole in our activities. Over the past several months Parole has been invited to multiple partner meetings and even participated in local strategy meetings related to grant opportunities. With many of our partners acknowledging that many of their clients are on parole, we expect the County’s partnership to grow going forward. In the area of Economic Security, the Strategic Plan expressed a desire to improve reentry population access to public benefits. Since then, the CCP recommended and the Board of Supervisors approved in FY 18-19 the funding for a Benefits Specialist position in the Employment and Human Services Department who would be specifically tasked with achieving improved effectiveness and efficiency in this area. 56 Through a partnership between our Probation Department and the Health, Housing and Homeless Services Division (H3) of our Health Services Department, considerable progress has been made in the area of Housing Access and Attainment. Specifically, we have been able to leverage over $500,000 in revenue received through SB 678 to pay for evidence-based housing navigation and investments into a housing security fund managed by H3 to increase housing resources and ultimately diversify available housing options for justice-involved individuals in the community. To improve Behavioral Health Access in our jails, the County has created a team of law, justice, and health professionals to participate in a statewide effort to implement medication-assisted-treatment options in our local jails for individuals with opioid based substance use disorders. Through medicines such as buprenorphine, individuals in custody now have the option to begin a new treatment option while in custody that can be continued with a provider in the community. Shortly after the Strategic Plan was adopted, the ORJ hired a Research and Evaluation Manager who has been tasked with supporting progress in the Use and Coordination of Data. In her first year she worked to improve the validity and accessibility of data related for the County’s contracted reentry programs. She is now looking at ways to integrate this data with that of other County departments and state agencies so that more localized information is available to inform decision making — as envisioned by the Reentry Strategic Plan. Goal Implement Recommendations of the Racial Justice Task Force Objective Report back to the Board of Supervisors on progress made toward reducing racial disparities within the criminal justice system in Contra Costa County Objective 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 Objective Form a committee to recommend countywide criteria and protocols for formal and informal diversion Outcome Number of Task Force recommendations implemented Measure Outcome Reduction in rates of racial and ethnic criminal justice disparities Measure Progress On April 12, 2016 the Board of Supervisors unanimously voted to create Toward the Racial Justice Task Force, prompted in large part by the advocacy of Stated Goal 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 57 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 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 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 the seats on the 18- member Racial Justice Oversight Body (RJOB) that were reserved for stakeholders representing various populations and community interests. The ORJ also undertook a public procurement process to solicit a facilitator for the RJOB, which resulted in the retention of the W. Haywood Burns Institute. The RJOB was fully seated in December 2018 and began its work of implementing the Task Force recommendations in June 2019. To date, the RJOB has developed its governance structure, formed subcommittees engaged in data as well as community engagement and funding, and undertaken work planning. Goal Implement the “Stepping Up” initiative and AB 1810 Diversion Objective Reduce the number of people with mental illnesses in jail Objective Develop a pre-trial program across a continuum of care for the diversion of individuals who have complex mental health needs Objective Reduce the number of felony IST referrals Outcome Number of felony IST referrals to Department of State Hospitals Measure Outcome Number of individuals at risk of being or deemed IST on a felony charge Measure Outcome Reduction in number of individuals in jail assessed with a mental illness as Measure compared with baseline data Progress On December 8, 2015, the Board of Supervisors affirmed its commitment Toward to reduce the number of people with mental illnesses in our County jails, Stated Goal 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 & Justice • The Health Services Department’s Value Stream Mapping and their Rapid Improvement Events 58 • 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, operated in Antioch, CA • 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 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 • A Sequential Intercept Mapping (SIM) workshop conducted September 19-20, 2018, with a final Report to the Board of Supervisors in May 2019 recommending system improvements and a SIM Map to assist the County in identifying resources (or gaps) in certain points within the service delivery system. In addition, the County has applied for and will receive Pre-Trial Felony Mental Health Diversion Program funds from the state in the amount of $3.1 M. The County is taking a collaborative approach in program design and has assembled a workgroup to ensure successful implementation 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. The County is estimating approximately 22 clients per year who 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 59 Mental Health Evaluation Teams, and mental health screening/evaluations. In addition to these resources, the County was successful in its Justice Assistance Grant application for its Holistic Intervention Partnership Program (HIP). The HIP program is sponsored by the Public Defender's Office and will establish an innovative holistic defense system that focuses on early intervention at the time of police contact in misdemeanor cases. A public-private partnership between the Public Defender’s Office, multiple County agencies and community-based partners, HIP will provide multi- disciplinary case management and navigation services to indigent individuals to ensure timely and coordinated access to a client-centered array of housing, behavioral health, transportation and legal services at the critical time of initial law enforcement contact. Over the proposed three- year program, HIP will reduce system burden and improve criminal justice outcomes in misdemeanor cases in all three regions of the County. The grant is approximately $3 million over 3 years. 60 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $115,189 Local Innovation Fund $144,404 Employment and Health Services Department $253,432 Health, Housing & Homeless Innovation Fund Transfer $237,579 $225,745 Superior Court $216,758 $5,548,366 Community Programs $5,061,709 $1,027,565 Contra Costa County Police Chief's Association $988,043 $837,915 County Administrator $805,688 $208,000 Workforce Development Board $216,320 $1,886,059 District Attorney $1,788,734 $3,359,160 Public Defender (Includes Pre-Trial) $2,812,385 $1,221,260 Detention Health Services $1,141,696 $2,277,660 Behavioral Health Services $2,474,855 $3,872,096 Probation (includes Pre-Trial) $3,736,116 $8,996,884 Sheriff's Office $8,643,656 FY 2019-20 $28,420,464 FY 2018-19 $26,195,608 61 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $253,432 Health, Housing, & Homeless $144,404 Employment and Health Services Department $225,745 Superior Court $216,758 $837,915 County Administrator $812,709 $1,027,565 Contra Costa County Police Chief's Association $988,043 $208,000 Workforce Development Board $216,320 $2,859,160 Public Defender (includes Pre-Trial) $2,312,385 $1,886,059 District Attorney $1,788,734 $1,221,260 Detention Health Services $1,141,696 $1,163,698 Behavioral Health Services $1,131,083 $3,872,096 Probation (includes Pre-Trial) $3,681,116 $8,698,234 Sheriff's Office $8,400,006 FY 2019-20 $22,397,568 FY 2018-19 $20,688,850 62 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $5,548,366 Community Programs $1,113,962 Behavioral Health Contracts $1,343,772 $55,000 Pre-Trial Program Evaluation $55,000 Allocation to be determined by Community Advisory Board $194,688 Connections to Resources $15,000 Mentoring and Family Reunification $200,000 Legal Services $150,000 Short and Long-Term Housing Access $1,030,000 Reentry Success Center $525,000 Network System of Services $940,000 Employment Support and Placement Services $2,000,000 $500,000 Stand Together Contra Costa (Immigration Rapid Response) $500,000 $243,650 Jail to Community Program $243,650 $115,189 Local Innovation Fund Transfer $237,579 FY 2019-20 $7,576,167 FY 2018-19 $7,434,689 Optional 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, diversion, and equity related matters. 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. 63 Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? The County requires and receives semi-annual data and narrative reports from all funded agencies receiving AB 109 Realignment revenue. Previously, from Dec. 2013 through June 2016, the County had retained the assistance of a community-based organization, Resource Development Associates, to provide data collection and program evaluation services. In August 2018, a Research and Evaluation Manager was hired by the Office of Reentry & Justice (ORJ). The County has also funded the establishment of a Salesforce-based platform for the collection and coordination of reentry service data called “SAFE.” In the fall of 2019, the County embarked on a partnership with the California State Association of Counties (CSAC) Support Hub for their support in developing a strategic framework for data-driven and evidenced-based criminal justice policy and practice. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? 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. In addition, the public procurement processes include evaluation information and participation requirements. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 21% - 40% 64 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? Contra Costa County Behavioral Health The Behavioral Health Access Line: A Single Entry into the System: A call center serves as the entry point for integrated mental health and substance use services across the county providing phone screenings, risk assessments, referrals and resources to clients seeking mental health and/or substance use services. It is staffed with licensed mental health clinicians and certified substance abuse counselors. The Access Line works in tandem with the Behavioral Health Financial Counseling unit which allows for easy Medi-Cal verification or enrollment in Medi-Cal prior to referral to behavioral health services. Clients in need of SUD services are linked to services via warm hand-off through a 3-way call with dates and times for appointments. Similarly, clients in the 3 detention facilities are able to call directly to the Access Line by using a speed-dial number. Mental Health Treatment Programs, and/or Other Services for Adult/Older Adult Behavioral Health’s Adult/Older Adult System of Care provides services to individuals with the highest degree of functional impairment due to serious mental illness in the least restrictive manner possible in order to improve the quality of their lives. Acute services are provided at the psychiatric in-patient unit of Contra Costa Regional Medical Center and other contracted hospitals. If community placement is not yet appropriate for clients leaving acute care, referrals to contracted Mental Health Rehabilitation Centers (MHRCs) and, more rarely, to the State Hospitals, are made. The goal of Behavioral Health Division’s System of Care is that stays in these facilities be no longer than clinically necessary and that ongoing services and supports be provided in clients’ communities. To enhance coordination of care and facilitate a smooth transition from in-patient psychiatric hospitalization to community settings, BHS operates two county crisis residential facilities, Nierika House and Hope House. These programs play a pivotal role in the coordination of care within our system of care in supporting the successful transition of seriously mentally ill clients from restrictive settings to more open independent community settings. The objective is to provide intensive support to clients while a coordinated plan of care to community settings is developed and implemented. The Transitional-Aged Youth Crossover committee addresses the service needs of young adults aging out of the Child and Adolescent system of care who may not be clients traditionally served in the adult system of care and are needing linkage to services in the adult system or with community providers. Regional Outpatient Clinics. Adult Services is organized regionally to facilitate community access. West, Central, and East County are each served by a complete and locally managed range of services provided by County staff at our Regional Outpatient Clinics. Services provided include psychiatric and psychological counseling, medication management, individual therapy, group counseling, intensive case management, substance use counseling, family support, vocational assistance, supported housing and housing assistance, socialization programs, and peer counseling and support. As an important feature, integrated Behavioral Health Services are provided to individuals with Co-Occurring Disorders (COD) at all mental health clinics, which include internal 65 workflows for screening and referral to a substance abuse counselor co located at all of the adult clinics. In the older adult clinic, there is staff dually trained to meet the needs of older adults with COD. Behavioral Health’s Vocational Services. Vocational Services provides comprehensive vocational preparation and job placement assistance. Services include job search preparation, job referral, job coaching, benefits management, and employer relations. These services are provided through a contract with the California Department of Rehabilitation under a cooperative agreement with the State Department of Health Care Services. Besides the three regional adult clinics and the county-wide vocational services program, Behavioral Health operates the following services designed to support a wide continuum of care. Client Run Community Centers. Centers in Pittsburg, Concord, and San Pablo provide empowering self-help services based on the Recovery Vision, a concept that individuals can recover from severe mental disorders with peer supports. The centers are client operated and provide one to one peer support, social and recreational activities, stress management, money management, and training and education in the Recovery Vision. Forensics Mental Health Services. This unit is comprised of three areas of service delivery through: 1. Adult Felony Probation involvement (AB 109 and General supervision), 2. Court ordered services, and 3. Co-responding with local law enforcement agencies (Mental Health Evaluation Team - MHET, Mobile Crisis Response Team - MCRT, and CoCo LEAD Plus). Forensics clinicians are co-located at the Probation Department and law enforcement agencies for field–based outreach, mental health screening and linkage to the adult mental health system of care. Court involved services include restoration for Incompetent to Stand Trial (IST) misdemeanor cases and Assisted Outpatient Treatment (AOT), also know n as Laura’s Law. Forensics clinicians receive referrals to AOT from qualified requestors, complete an investigation to determine eligibility for AOT, make appropriate referrals to AOT services for those who meet criteria and refer to other services for those who do not meet criteria. CoCo LEAD Plus, an innovative program funded by Proposition 47 intended to break the cycle of criminalization and repeated incarceration for people with co-occurring disorders in Antioch, CA is managed and supervised by BH Forensics Program Manager and Team Lead. BH partners with Antioch PD, County Probation, Health, Housing and Homeless Services (H3), and community-based organizations. The Mobile Crisis Response Team (MCRT) provides crisis intervention response to clients experiencing mental health crisis. MCRT has interdisciplinary teams who engage with clients and families in the community during crises providing short term triage and support to prevent acute psychiatric crises and subsequent hospitalizations. Teams coordinate crisis response and 5150s with AB 109 funded law enforcement and emergency services. 66 Currently planning is underway to develop pre-trial diversion services via implementation of AB 1810 funding across a continuum of care setting for individuals who have significant mental health challenges who are justice involved and found or at risk to be found incompetent to stand trial on felony charges. Rapid Access. Rapid Access provides drop-in services at the regional mental health clinics to clients who have recently been admitted to and subsequently discharged from Psych inpatient, Psychiatric Emergency Services (PES), or Detention. These include assessments, short term case management, referrals, and linkage to appropriate services. Older Adult Program. Provides mental health services to seniors, 60 years and older, including preventive care, linkage, and outreach to underserved and/or at-risk communities. Services include: Senior Peer Counseling, IMPACT, Intensive Care Management. Three multi-disciplinary teams support a respective region of the county and provide in-home mental health services as well as advocacy, linkage, and referral. Transition Team. Provides short term intensive case management services and linkage to ongoing services for severely and persistently mentally ill adults ages 18-59 in need of MHS. Referrals come primarily from inpatient psychiatric hospitals, PES, homeless services and occasionally law enforcement. Clients range from individuals who are experiencing their first psychiatric symptoms to those who have had long-term psychiatric disabilities but have been unable or unwilling to accept mental health treatment on their own. Augmented Board and Cares. The Adult/Older Adult Behavioral Health Division’s Adult System of Care contracts with a network of licensed board and care providers and facilities to provide additional funds to augment the rental amount received by the facility from a client’s SSI rental allowance. These funds pay for facility staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. First Hope. Early intervention in the treatment of early psychosis. Since 2013 First Hope has worked with youth, ages 12 – 25, at “clinical high risk” for developing a psychotic disorder to prevent progression. In June 2019 First Hope expanded their program to offer services to young people, ages 16 to 30, who have had a first episode of psychosis to support their recovery and functioning. First Hope offers comprehensive outpatient services to youth experiencing early psychosis, and their families using a Coordinated Specialty Care multidisciplinary team-based model. Services include individual, family and group therapy, case management, multifamily groups, employment and education support, occupational therapy, peer support, substance use counseling, and psychiatric management. Mental Health Homeless Outreach/Advocacy Services. The Don Brown shelter in Antioch assists seriously mentally ill homeless clients to secure counseling, transportation, clothing, vocational training, financial/benefit counseling, and housing. 67 Substance Use (SU) Treatment - Adults Contra Costa opted into the Drug Medi-Cal Organized Delivery System (DMC-ODS) Waiver in 2017. Since then, Behavioral Health’s Alcohol and Other Drugs Services (AODS) has operated a continuum of services modeled after the American Society of Addiction Medicine (ASAM) Criteria for individuals with substance use disorders (SUD). Currently, SU treatment access and availability has expanded the following ASAM Levels: Basic Outpatient (level 1), Intensive Outpatient (level 2), Low Intensity Residential (level 3.1), High Intensity Residential (level 3.5), Withdrawal Management (level 3.2). Medication Assisted Treatment (MAT) includes both narcotic treatment programs (NTP) with Methadone and Buprenorphine through a very robust MAT program integrated with medical services under ambulatory care. In FY18-19 Recovery Support Services, Short Term Case Management and Recovery Residences were successfully launched to meet the needs of the clients. Contra Costa is also uniquely positioned to serve Spanish speaking monolingual men and women who may need low intensity 3.1 residential services. SU treatment services are provided to all Contra Costa residents, who meet medical necessity for SU and are eligible for Medi-Cal. Expected to open between February and March 2020, a new 25-bed residential treatment facility for levels 3.2, 3.1 and 3.5 is scheduled to operate in the City of Richmond. This will undoubtedly increase capacity in the SU network and meet a gap the west part of Contra Costa. Outpatient SUD Services & Recovery Residences ASAM level 1 and level 2 are provided throughout the community, at hours and times convenient for the client, this includes gender specific services for pregnant, parenting, and post-partum women. In 2017, the county developed Recovery Residence Guidelines which in combination with Residential and Outpatient programs assist clients stepping down from residential services into less intensive SU services. Recovery Residences are alcohol and drug free living environments that support the recovery process while allowing clients to continue outpatient treatment. As a complement, Recovery Support Services (RSS) are available on demand at Recovery Residences and the community for anyone at risk of relapse and needs linkages to employment, family support, etc. Treatment is not provided at recovery residences. Most recently, Contra Costa added to the network of Recovery Residences, 3 Oxford Houses (https://www.oxfordhouse.org), which are a very unique model of democratically run houses for individuals in recovery of substance use. This model has been highlighted as an evidence-based practice to effectively support the unique needs of individuals who have completed SU treatment and who are in recovery. All clients who are actively participating in Outpatient or Intensive Outpatient treatment are eligible to receive “grants” for placement into a Recovery Residence as they step down from residential treatment, the system is based on self-responsibility and accountability, and ensures that clients continue treatment for longer periods of time until they meet their treatment goals and return to employment and their families and have fully embraced recovery. Recovery Residences are MAT and BH-friendly. 68 Because Behavioral Health understands that individuals involved in the criminal justice system may also have a SUD, Contra Costa AODS conveniently offers ASAM screenings at various touchpoint locations in all 3 main courts and at the Family Dependency Court for individuals in need of treatment. The counselors assist Judges in court with results from screenings and appointments to treatment facilities. Similarly, AB 109 funding has provided 2FTE certified substance abuse counselors who screen clients in the jail and at the West County Reentry Center as referred by Probation and placed into SU treatment as needed. Coordination of Care In general, all health services in Contra Costa are coordinated through a single Electronic Health Record (EHR) system, all patients have one chart. Because of restrictions related to the confidentiality and protection of records of patients with SUD also known as 42 CFR part2, AOD information is currently not available on EHR. To satisfy requirements of care coordination AOD implements written consents for the Release of Information (ROI) and biweekly meetings to discuss client mobility through case managers and coordinate with other individuals or systems involved such as: jail, whole person care, mental health, etc., this also allows for mobility within and across the DMC-ODS plan. Medication Assisted Treatment (MAT) As indicated earlier, MAT services are widely available on demand in the community, primarily for Medi-Cal eligible residents. The County Health Services Department is an integrated health system and as such services are provided across divisions; there are approximately 60 Buprenorphine-waivered physicians and a few psychiatrists who are also waivered prescribers. Within the jail environment, and with the exception of Vivitrol, Methadone is available for pregnant women; other populations are tapered then switched to Buprenorphine by the medical team. Narcan is distributed as needed when clients are released. In 2018, AODS applied for a MAT expansion in the jails grant, which provided 1FTE substance abuse counselor through the end of August 2020 who is conducting ASAM screenings prerelease and providing linkages directly from the jail straight into residential treatment. This ensures continuity of care; clients are released with medication and with a follow up appointment to the MAT program outside the jail. Clients are also released with Narcan to prevent overdoses. The addition of the counselor has complemented the medical team; there is no other SU capacity inside the jail. What challenges does your county face in meeting these program and service needs? 1) Transportation. Transportation challenges provide a constant barrier to accessing behavioral health services. A comprehensive study was completed via the County’s community planning process and a number of needs and strategies were documented. Findings indicated a need for multiple strategies to be combined in a systemic and comprehensive manner. Strategies include training clients to navigate public transit, providing flexible resources to assist with transportation costs; and creating a centralized staff response to coordinate efforts and respond to transportation needs. When clients with SUD are released from jail and reenter the community, but particularly when they are referred to treatment, a 69 transportation system with a recovery coach would be more effective; this is currently not in place. 2) A noticeable increase in the number of BH clients struggling with co-occurring disorders; in particular an increase in use of methamphetamine among the seriously mentally ill clients we serve. A comprehensive aggressive approach in treating co-occurring complexity would benefit programs and services. Institutional sobriety approaches provide a temporary solution; they do not represent a long- term solution as many of these clients are released from locked long-term care, return to the community, and quickly relapse to using methamphetamine again. 3) Housing and homelessness. Contra Costa is facing a housing crisis; an affordable housing crisis for low-income individuals. While Behavioral Health maintains a network of augmented Board and Care beds for our clients, these are not enough to meet the growing demand for housing among the people we serve. Many Behavioral Health clients struggle with homelessness and the stresses caused by lack of housing. 4) Coordination of care for those leaving detention services and returning to the community. BH is working with Mental Health in County Detention to improve coordination of care for seriously mentally ill patients needing clinic support upon release from detention. 5) All SUD services are now covered by Medi-Cal. However, Medi-Cal coverage ends for those who remain long periods of time in custody. Barriers to treatment occur anytime that clients do not have Medi-Cal, are not eligible for Medi-Cal, or have a Medi-Cal from another county. Ideally, Medi-Cal should be used regardless of county of residence without having to transfer, which may take up to 60 days or longer. 6) For the DMC-ODS Waiver, Medi-Cal restricts clients to 2 admissions of residential treatment within 365 days, which contradicts medical necessity requirements and poses grave consequences for populations involved in the criminal justice system whose SU acuity may require longer time in structured treatment settings and more than just two treatment admissions. 7) In contrast to men, women by far constitute an underrepresented population in SU treatment. Despite efforts to increase referrals to treatment, the number of women placed in treatment is extremely low. Particularly concerning is the significant decline of pregnant and post-partum women with SUD referred to treatment. Should the trend continue, not only will it deepen gender disparities, but it will also decrease opportunities for women to regain custody of their children and negatively impact the SUD perinatal/postpartum/parenting infrastructure that was developed by many dedicated advocates in the state over the years. 8) Lack of SUD services in the jails to support transition in the community. In 2018, Alcohol and Other Drugs Services (AODS) applied for and received a MAT Expansion in the Jails grant from the Department of Health Care Services (DHCS), effective through the end of August 2020. Currently, there are mental health services available, but there is a vast need for SU treatment. 9) Clients involved in criminal justice would greatly benefit from a decentralized case management unit that can assist them through transitions as they reenter the 70 community and transfer levels of SU treatment. At the present time, DMC requirements restrict case management services not linked to a DMC-certified program, and those are delivered while the client is enrolled in treatment. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Over the course of Public Safety Realignment implementation, which has largely coincided with a housing affordability crisis, the challenge of providing housing resources to our returning residents along with social supports (including those for the family) has caused us to be ever-more flexible and creative in terms of program design and fund leveraging. We have moved from funding master-leased transitional housing to recovery- centered housing with supervision and increased the amount of direct client support. We have also expanded the number of housing service providers and deepened the collaborative partnership with Health, Housing and Homeless Services. In addition, we have expanded the eligible population for the AB 109 funded reentry services utilizing a prioritization process that allows service capacity to be used by other justice-involved individuals on probation and parole. Since January 2017, we have consolidated our administrative functions into an Office of Reentry & Justice (ORJ), a pilot program of the County Administrator’s Office. The ORJ is responsible for the procurement processes for contracted community-based reentry services (recommended by the Community Advisory Board), and as such, has launched the Innovation Fund program to bring innovative reentry programs to the community including a jail correspondence-based automotive repair training program, a pre- apprenticeship training, and a capacity-building program to assist reentry service providers. Since 2017, we have moved to a consolidated database for our reentry service providers utilizing the Salesforce platform, and this database is administered by the Research and Evaluation Manager in the ORJ, who is also conducting program evaluations and undertaking an updated recidivism study. We are expanding our partnership with CSAC and UC Berkeley’s Goldman School of Public Policy to undertake additional program evaluation efforts. Finally, we are leveraging our AB 109-funded programs such as (1) the Reentry Success Center with funding from SB 678 to extend evening service hours, and (2) the Public Defender’s EarlyRep program with federal Justice Assistance Grant (JAG) funds to go beyond early/immediate legal representation to create a Holistic Intervention Partnership to address the acute needs of indigent clients related to housing, mental health, substance abuse disorder, and civil legal needs. 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 occur when misdemeanor defendants fail to appear (“FTA”) in court for their initial arraignment. Through this program, the Public Defender’s Office works directly with the Antioch, Richmond, and Martinez Police Departments and the California Highway Patrol to connect with 71 individuals recently cite-released for misdemeanor offenses, and then to make early contact with these individuals to ensure they make their first court date and are connected with community-based services as needed. This innovative partnership between law enforcement and public defenders has resulted in impressive results and a streamlining of local systemic practices. Data from 2015, prior to the implementation of this program, showed that the FTA rate in misdemeanor cases ranged from 37% to 52%, depending on the region of Contra Costa County. Having now worked with thousands of individuals since EarlyRep launched in July 2016, the FTA rate for the same misdemeanor population has now been reduced to 16% (West), 14.5% (Central), and 23% (East). Program research has also helped identify and examine systemic issues that were driving the high FTA rate. These included errors in contact information and severe backlogs in case filings which resulted in a high number of individuals appearing in court prior to the filing of charges. The EarlyRep team has helped to close this gap by providing information about case filing status and provide court date notifications and information. Data collection is ongoing to quantify the measure of savings to multiple stakeholders due to the provision of EarlyRep services. The program has resulted in a reduced number of warrants issued, a reduction of days in custody, and a decrease in other costs associated with an antiquated practice. According to research conducted, EarlyRep clients benefited from a range of support to overcome destabilizing legal and social issues in their lives. Due to its empirical results and achievements in innovation, Contra Costa EarlyRep was named the California Public Defender Association’s 2019 Program of the Year. Further data analysis and statistical evidence of EarlyRep’s impact can be found in a recent study: “Reducing Failure to Appear at Criminal Court Arraignment: Evaluation of Contra Costa County, California ‘Innovative Solutions in Public Defense’ – the Early Representation Program,” The Justice Management Institute (Sept. 2019). 72 FY 2019-20 Community Corrections Partnership Survey Del Norte County CCP Membership as of October 1, 2019. Lonnie Reyman Heather Snow Chief Probation Officer Department of Social Services Esparanza Esparza, designee Heather Snow Presiding Judge or designee Department of Mental Health Jay Sarina Vacant County Supervisor or Chief Administrator Department of Employment Katherine Micks Heather Snow District Attorney Alcohol and Substance Abuse Programs Karen Olson Jeff Harris Public Defender Head of the County Office of Education Erik Apperson Vacant Sheriff Community-Based Organization Richard Griffin Vacant Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups No 73 Goals, Objectives and Outcome Measures FY 2018-19 The Del Norte County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $6,856 Local Innovation Subaccount (10%) $6,200 $89,354 Financial reserve (7.5%) $90,909 $70,000 Alcohol and Other Drugs $70,000 $12,000 Public Defender $5,000 $13,100 District Attorney $6,100 $757,763 Sheriff Department $472,514 $30,000 Mental Health $125,000 $458,392 Probation Department $436,392 FY 2019-20 $1,437,465 FY 2018-19 $1,212,115 74 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services Hands On Parenting $6,300 $70,000 Alcohol & Other Drugs $70,000 $20,000 Psychiatry $50,000 $10,000 Mental Health - Moral Recognition Therapy $75,000 $300 Community work service fees $300 $1,500 Offender incentives $1,500 $9,750 UA testing $11,000 $2,000 Sex offender containment model $2,000 $20,000 Housing $13,000 $19,000 Financial Peace University $6,000 $7,000 Electronic monitoring $7,000 FY 2019-20 $159,550 FY 2018-19 $242,100 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Del Norte CCP continues to have partners bring potential programs and services to the CCP to discuss identifiable needs and the possibility of implementation of new programs or services to meet them. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? The bulk of programs are previously established programs offered by county agencies with existing measures for effective application. For other programs data is being 75 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 If yes, how? Agencies report outcomes to the body during 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 No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 21% - 40% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? In the past year County AOD and Mental Health have merged into the Behavioral Health Department. Outside of that services have remained consistent. Decline to Respond. What challenges does your county face in meeting these program and service needs? Challenges have remained consistent over the last year. Del Norte has an extremely 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. 76 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. 77 This page intentionally left blank 78 FY 2019-20 Community Corrections Partnership Survey El Dorado County CCP Membership as of October 1, 2019. Brian Richart Don Semon Chief Probation Officer Department of Social Services Shelby Wineinger Don Semon Presiding Judge or designee Department of Mental Health Don Ashton Don Semon County Supervisor or Chief Administrator Department of Employment Vern Pierson Don Semon District Attorney Alcohol and Substance Abuse Programs Teri Monterosso Dr. Ed Manansala Public Defender Head of the County Office of Education John D’Agostini Vacant Sheriff Community-Based Organization Jim Ortega Vacant Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups No 79 Goals, Objectives and Outcome Measures FY 2018-19 Goal 100% of offenders will be assessed to determine their individual need and reassessed at the start of each phase of the CCC. Objective 100% of offenders will be supervised according to their needs and risk level. Outcome Number of offenders accepted into the CCC Measure Outcome Number of offenders completing their period of supervision Measure Outcome Number of offenders convicted of a subsequent felony. Measure Progress El Dorado County’s Community Correction Center (CCC) referral process Toward includes a completed risk and needs assessment and Health & Human Stated Goal Services’ behavior health assessments that are evaluated to determine the outcome of the referral. Currently, 100% of all Justice Involved Individuals (JII) are being assessed. The measure of our reassessment process using our phase approach is continuing to be rolled out with our behavioral management software, called Nexus. The software is tracking the completion of the time intervals between supervision activities through each phase of supervision for each JII. Probation’s target was to have the software tracking all JII in the CCC program through the supervision phases by June 2019. We have reached that goal. The next step of this measure is the analytics. Our target for analytics for this metrics is slated for June 2020. The CCC population is supervised by risk using risk-based supervision standards. There were 70 referrals to the CCC, of those, 100% were assessed and 20 were accepted into the CCC program. Of the 20, none completed the period of supervision, one was convicted of a subsequent felony, and two are pending felony charges while in the CCC program. The El Dorado County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 80 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $1,996,834 Probation Department $1,924,837 $1,426,567 Sheriff's Department $1,418,883 $1,688,738 Health & Human Services $1,522,336 Local Law Enforcement (Placerville & South Lake $50,000 Tahoe Police) $50,000 $500,000 Chief Administrative Office (Reserve) $500,000 $263,516 Office of Education $262,708 $30,000 Public Defender $30,000 FY 2019-20 $5,955,655 FY 2018-19 $5,708,764 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $1,426,567 In-Custody Services $1,418,883 Community Corrections Center Probation $1,197,423 Staffing $1,214,373 Community Corrections Center Services $83,752 & Supplies $74,690 Community Corrections Center Health $385,211 Staffing $787,424 Community Corrections Center Mental $748,527 Health Staffing $154,912 Health & Human Services - Services & $15,000 Supplies $15,000 Placerville & South Lake Tahoe Police $50,000 Departments $50,000 $500,000 Contingency $500,000 Community Corrections Center $263,516 Educational Staffing $262,708 $30,000 Public Defender $30,000 FY 2019-20 $4,699,996 FY 2018-19 $4,507,990 81 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $115,502 Data Consulting Services $120,092 $216,000 Electronic Monitoring Contract Services $134,000 $77,532 Community Correction Center Lease Facility Costs $77,532 $290,000 Treatment/Residential Providers $290,000 $250,000 Jail Medical Provider $250,000 $80,000 Emergency Housing $80,000 Outpatient Treatment $25,000 $226,625 Apprenticeship Training $224,150 FY 2019-20 $1,255,659 FY 2018-19 $1,200,774 Optional 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? Yes If yes, how? The county declined to respond to this question. Does the county consider evaluation results when funding programs and/or services? No 82 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 41% - 60% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? El Dorado County offers a limited array of in-patient and outpatient options as it relates to mental health, and substance use disorder treatment programs/services. Inpatient mental health is served through a small capacity Psychiatric Health Facility (PHF), serving acute/emergency mental health needs. Other mental health needs are served through several outpatient groups overseen by El Dorado County Mental Health, including multi- disciplinary Behavioral Health Court for 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 83 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 resonation 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. 84 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 continue to make significant strides with program adjustments to enhance our service delivery within our community. Below are the highpoints of our adjustments. Continued 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 implementing grant funding through the Homeless Emergency Aid Program (HEAP). This funding allows 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. The program model is based on a hybrid concept incorporating transitional housing, and rapid rehousing practices. The target population includes JII already living within the community and allow for them to move immediately out of homelessness into these homes. Continuing 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. 85 This page intentionally left blank 86 FY 2019-20 Community Corrections Partnership Survey Fresno County CCP Membership as of October 1, 2019. Kirk Haynes Delfino Neira Chief Probation Officer Department of Social Services Sheran Morton, Dawan Utecht Presiding Judge or designee Department of Mental Health CAO Jean Rousseau Vacant County Supervisor or Chief Administrator Department of Employment Lisa Smittcamp Dawan Utecht District Attorney Alcohol and Substance Abuse Programs Elizabeth Diaz Jim Yovino Public Defender Head of the County Office of Education Margaret Mims Vacant Sheriff Community-Based Organization Andrew Hall Karen Roach Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups Yes 87 Goals, Objectives and Outcome Measures FY 2018-19 Goal Continue hiring practices and training of staff to meet the adopted ratios in the 2011 CCP Implementation Plan Objective Maintain a Supervision ratio of one DPO per 50 offenders in the AB 109 general supervision caseloads. Objective Maintain a Supervision ratio of one DPO per 35 offenders in the AB 109 specialized supervision caseloads Objective The Fresno County Probation Department will continue to recruit through the Fresno County Human Resources Department, utilizing standard recruiting methods, which includes Careers in Government, as needed until the positions are filled. Further, the Probation Department will continue to attend multiple job and career fairs at local educational institutions for purposes of recruiting. Social Media will be used as a recruitment tool. Outcome All DPO vacancies will be filled for the general and specialized supervision Measure caseloads. Progress As of December 2019, there was only one Deputy Probation Officer Toward Vacancy in the specialized supervision unit, pending hiring process. There Stated Goal were two Probation Technician vacancies, currently pending hiring process. This goal appears to have been stabilized this year with most objectives met. Goal Increase services in the areas of re-entry employment readiness, parenting, and transitional housing. Objective Maintain transitional housing services for offenders in need of a safe and sober living environment. Objective Provide services (education and job placement) to 100 offenders for employment readiness services. Objective Provide Parenting Education classes for clients to strengthen family development and healthy behaviors. Outcome Offenders to maintain job placement and employment in the community Measure Outcome Provide housing services for 25 offenders Measure Outcome Provide services to 60 parents (offenders) mothers and fathers. Measure Progress Transitional Housing contract was awarded to Turning Point Central Toward California and services doubled on February 1, 2019 as capacity was Stated Goal increased to 50 beds for AB109 defendants in need of housing. The program is constantly at or near capacity. Stabilization and exit planning with employment and money management for obtaining community housing options are provided to clients. In its first year of operation, the Valley Apprenticeship Connections (VAC) program has successfully graduated 45 students, referred from our AB 109 realignment population and probation supervision units. The cohorts run quarterly during the year providing certification in various building trade specialties. Of those graduates, close to 90% are fully employed, making an 88 average wage of $24.70 an hour, with some making in excess of $40.00 hourly. Parenting Education Program – 19 participants have attended and 7 have completed. Strategies in place to increase referrals and attendance. The Fresno County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal Funded CCP programs and services to provide all program/service Goal(s) and Outcome(s) measures i.e. demographic data, monitoring, and services rendered for the CCP Board to make informed data driven decision for yearly budget consideration. Objective Programs and Services to provide data that support their measurable outcomes i.e. successful, unsuccessful, completions Objective Programs and Services to provide fiscal information i.e. budgeted program capacity, actual number served during fiscal year, allocated use of funds used, with comments or explanation if needed. Objective Programs and Services to demonstrate effectiveness of services that support their goals and objectives Outcome Programs and Services to describe system elements that support best Measure practices or evidence-based practices Outcome Barriers, Changes, Summary: circumstances that prevented Measure program/service from achieving better outcomes, what worked, what did not work, any plans for program/service changes. Progress At the CCP meetings of March and June of 2019, the conversation of Toward yearly comprehensive Goal and Outcome data summaries from CCP Stated Goal funded programs and services began to gain momentum. The CCP executive team wanted to know what programs and services were effective and supported the goals and mission of the CCP Board. Direction was given to the Resources Development committee to work on a template for reporting this information. At the June 2019 meeting, the Summary report format was approved by the CCP Board and all funded Public Agencies and Non-Public agencies were required to complete this outcome report data form for submission to the CCP Board. All funded CCP programs and service providers responded with timely submission of their reports. On December 9, 2019 the CCP Board set a “special session of the CCP Board” to convene in February 2020 to review the reports. This process will assist the CCP Board with future funding requests and balancing the annual CCP budget. 89 Goal Pretrial Expansion Pilot Program Objective Based on the success of the current Pretrial Services program, expand services to a 24-hour and 7-day a week operational Pretrial service delivery in collaboration with the Fresno County Superior Court, Fresno County Jail, and all justice partners. The objective would be to increase jail bed capacity, keep high risk/violent offenders in-custody without Jail overcrowding on a Federal Release Decree and release “low” risk offenders with community-based supervision and monitoring while pending adjudication for their open legal matters. Objective The Expanded Pretria l Program will consist of two units: Assessment Unit and Supervision Unit. The Assessment Unit will focus on assessing the entire jail population 24/7, except those who are not eligible. The Supervision Unit will focus on community-based supervision including GPS monitoring and providing services to approximately1,400 participants when fully operational. Objective Utilizing the electronic probable cause system, the program will be able to provide a judicial officer a risk assessment in a 24/7 capacity for release consideration. Outcome The current Pretrial assessment tool - Virginia Pretrial Risk Assessment Measure Instrument (VPRAI) will be phased out and implementation of the Public Safety Assessment (PSA) will be implemented. Outcome A Web based Pretrial Web portal system for participant “opt-in” Court date Measure Text remind and communication check-in system will be implemented Progress On September 9, 2019 – CCP Board approved funding for Pretrial Toward expansion. The Fresno County Board of Supervisors - Adopted the Stated Goal budget Resolution increasing the FY 2019-20 appropriations in the Local Community Corrections with an Amendment to the Salary Resolution adding the following positions: one Probation Services Manager, three Deputy Probation Officers, ten Probation Technicians, and one Office Assistant to Probation effective October 21, 2019. Currently we are working on logistics with the Fresno County Superior Court, Fresno County Jail, and Fresno County Human resources. All staff recruitments are active, and the hiring process has begun. Facilities and logistics have been identified. We anticipate implementation by April 2020. 90 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $100,000 Parenting Program Agreement $100,000 GPS Electronic Monitoring Contract $120,000 $120,000 Counseling Services Contract $120,000 $1,200,000 Transitional Housing Agreement $1,200,000 $203,725 Family Violence Counseling Agreement $203,725 $276,950 Vocational Training Agreement $276,950 $264,000 Construction Apprenticeship Agreement $264,000 $155,165 Human Resources $121,330 $3,074,946 Adult Compliance Team (City contracts) $2,917,343 $1,888,246 Behavioral Health (contracted services) $1,888,246 $1,982,452 District Attorney $1,913,989 $1,655,650 Public Defender $1,421,238 $14,364,071 Probation $11,688,103 $25,110,273 Sheriff $23,380,838 FY 2019-20 $41,166,385 FY 2018-19 $40,455,691 91 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $155,165 Human Resources $121,330 $3,074,946 Adult Compliance Team (City contracts) $2,917,343 $1,982,452 District Attorney $1,913,989 $1,655,650 Public Defender $1,421,238 $14,364,071 Probation $11,688,103 $21,532,891 Sheriff $20,415,297 FY 2019-20 $42,765,175 FY 2018-19 $38,477,300 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $100,000 Parenting Program Agreement $100,000 $522,875 GPS Electronic Monitoring Contract $120,000 $120,000 Counseling Services Contract $120,000 $1,200,000 Transitional Housing Agreement $1,200,000 $203,725 Family Violence Counseling Agreement $203,725 $276,950 Vocational Training Agreement $276,950 $264,000 Construction Apprenticeship Agreement $264,000 $3,054,507 Sheriff (contracted jail medical services) $2,965,541 $1,888,246 Behavioral Health (contracted services) $1,888,246 FY 2019-20 $7,630,303 FY 2018-19 $7,138,462 92 Optional 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 If yes, how? 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. As noted in the CCP goals, the CCP Board has recently begun to utilize goal and outcome summaries to review program/service effectiveness funded by the CCP. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? 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. The Probation Department is working with the University of Cincinnati Corrections Institute (UCCI) to develop best practices that are in line with Evidence Based Practices and effective use of funding and interventions. This includes enhance staff usage of Core Correctional Practices and development of meaningful case plans. Technical assistance along with building a structured long term sustainable Multidisciplinary Implementation Team is provided by UCCI. 93 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 21% - 40% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? The Probation Department 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. 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. 94 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. As previously noted, we are working with the University of Cincinnati Corrections Institute (UCCI) to develop best practices that are in line with Evidence Based Practices and effective use of funding and interventions. This includes enhance staff usage of Core Correctional Practices and development of meaningful case plans. Technical assistance along with building a structured long term sustainable Multidisciplinary Implementation Team is provided by UCCI. What challenges does your county face in meeting these program and service needs? There will soon be a shortfall in funding current service levels and the CCP Board will have to evaluate what programs and services that are currently being provided are meeting the program and service needs of the AB 109 population and community. We hope that the Program and Services Summary outcome reports will give the CCP direction on meeting the needs of the AB 109 population and 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? The Fresno County Probation Department has partnered with the Fresno County Equal Opportunity Commission (EOC) to fund a collaborative venture to promote employment opportunities in the high-paying construction field. In 2018, the Fresno CCP funded an expansion of the EOC’s Valley Apprenticeship Connections (VAC) Program. The VAC is an extensive 12-week vocational education program which incorporates cognitive behavioral therapy, physical training, and job skills education for students. The 12-week course will provide graduates with five highly valued certifications necessary for union apprenticeship and employment in skilled trades. Graduates from the VAC are also prioritized for union membership and employment with the American Building Contractors vendors in the region. 95 In its first year of operation, the VAC has successfully graduated 45 students, referred from our AB 109 realignment population and probation supervision units. Of those graduates, close to 90% are fully employed, making an average wage of $24.70 an hour, with some making in excess of $40 hourly. Recent graduates were employed in a variety of positions and worked as far away as Georgia and Texas. A recent graduate summed up his experience with the VAC as life changing, “I can’t believe the good fortune this program (VAC) has given me. Only seven months ago I was in a prison cell, I felt I had no future outside of being an ex-con, now I have a career with a union job.” The impact of the VAC has been a testament to the power of partnerships between our local Justice Agencies and Community Based Organizations to create opportunities 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 Probation Department’s Pretrial program continues to grow and demonstrate positive outcomes and alternatives to the jail confinement for those individuals pending adjudication on new law violations. Pretrial Data from 7/1/18 to 6/30/19: Outcomes Overall Outcomes 809 Successful Terminations 517 Unsuccessful Terminations 292 Average Length on Pretrial 126 days Successful/Unsuccessful 158/84 days Median 87 days Unsuccessful Outcome Reason(s) 292 FTA 194/24% New Felony 42/5% Technical 41/5% New Misdemeanor 15/2% Total jail bed days diverted 132,664 FTA 363 clients 96 FY 2019-20 Community Corrections Partnership Survey Glenn County CCP Membership as of October 1, 2019. Brandon Thompson Christine Zoppi Chief Probation Officer Department of Social Services Sharif Elmallah – Court CEO Christine Zoppi Presiding Judge or designee Department of Mental Health Keith Corum Christine Zoppi County Supervisor or Chief Administrator Department of Employment Dwayne Stewart Christine Zoppi District Attorney Alcohol and Substance Abuse Programs Geoff Dulebohn Tracey Quarne Public Defender Head of the County Office of Education Rich Warren Vacant Sheriff Community-Based Organization Joe Vlach Teresa Pinedo Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups Yes 97 Goals, Objectives and Outcome Measures FY 2018-19 Goal Provide effective supervision and programming to Post Release Community Supervision (PRCS) offenders that ensures public safety and uses evidence-based practices in reducing recidivism. Objective 100% of offenders will be assessed to determine their individual needs and appropriate referrals will be made to partner agencies. Objective 100% of offenders will be supervised based on their risk levels and needs Outcome Number of offenders (PRCS) released back into the community during the Measure calendar year July 1, 2018 to June 30, 2019. Outcome Number of offenders completing their period of supervision for the same Measure time period. Outcome Number of offenders on warrant status, as of June 30, 2019. Measure Progress Glenn County had 30 offenders released back into the community. As of Toward June 30, 2019, we did not have any offenders on active warrant status. We Stated Goal had 12 offenders complete their term of supervision. Offenders must be violation free for one (1) year before being released from supervision, rather than the minimum time of six (6) months. In addition, there were eight (8) offenders who were transferred to a different county. There were two (2) offenders who sustained a new felony conviction. 42% of the offenders were deemed to be unsuccessful, while 58% completed their term of supervision successfully. Goal Provide effective supervision and programing to Alternative Custody Supervision (ACS) offenders that ensure public safety and use evidence-based practices in reducing recidivism. Objective 100% of participants in the ACS program will be supervised based on their risk level Outcome Number of offenders released into the community on ACS. Measure Outcome Number of offenders completing their period of supervision Measure Outcome Number of offenders having a subsequent arrest and placed back into Measure custody due to violating the ACS program. Outcome Number of offenders having a subsequent arrest for a new law violation. Measure Progress Due to the shortage of staff within the Sheriff's Office, the ACS Deputy was Toward reassigned to other duties. The number of offenders released to the ACS Stated Goal program was two (2). Both offenders were unsuccessful and returned to custody. Goal Provide in-custody and outpatient mental health and drug and alcohol services to AB109 offenders Objective Provide AB109 offenders, who meet the criteria, a mental health diagnosis assessment. Objective Provide AB109 offenders individual treatment, outpatient mental health and substance abuse services. 98 Objective Provide mental health and substance abuse support services while AB109 Offenders are in custody. Outcome Number of offenders seen at the jail. Measure Outcome Number of offenders assessed for mental health needs. Measure Outcome Number of offenders receiving mental health and substance abuse services. Measure Progress Being a small facility, the jail has only one room for all of the programing that Toward takes place within the facility. A Case Manager is able to go into the jail to Stated Goal provide outreach and engagement to offenders. The intention is to connect them with a Case Manager in hopes they remain engaged in services after they are released from custody. Offenders are being introduced to mental health staff and are being provided groups in the areas of anger management, Courage for Change, and life skills. In total, 210 services were provided, which included 60 services for mental health and 20 offenders completed Courage for Change workbooks. Outpatient services included 29 offenders participating in mental health services. 22 offenders received a mental health assessment while seven (7) offenders received individual therapy. 32 offenders participated in substance abuse counseling. 26 offenders received an assessment, 24 offenders attended group services on an on-going basis. Across all domains of substance abuse disorders, mental health services, anger management and Courage for Change, 794 services were provided to this population. The Glenn County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $625,459 Reserve Funds $1,337,145 $35,227 County Department of Finance for IT, A-87 $24,663 $508,908 Board Directed Funds to Offset Main Probation Budget $585,459 $19,998 Unity House $19,998 $240,000 District Attorney $217,808 $319,714 Health and Human Services $309,714 $306,254 Sheriff $306,254 $582,827 Probation $562,983 FY 2019-20 $2,638,387 FY 2018-19 $3,364,024 99 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $37,243 Learning Center / Client Supports $35,227 County Department of Finance $24,663 $240,000 District Attorney $217,808 Resource Center/Client Supports $47,756 $67,218 Drug and Alcohol $35,000 $215,253 Mental Health $226,958 $40,000 Jail Medical $40,000 $21,054 Jail Special Needs/Electronic Monitoring $21,000 $245,200 Alternative Custody Supervision $245,254 $13,193 K-9 Program $13,193 $10,403 Electronic Monitoring $10,403 $2,558 Drug Testing $2,558 $556,673 Probation Supervision $536,829 FY 2019-20 $1,484,022 FY 2018-19 $1,421,422 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $19,998 Unity House $19,998 FY 2019-20 $19,998 FY 2018-19 $19,998 Optional 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 requests 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 100 If yes, how? Discussions take place with county partners in tracking the successes of offenders that participate in the programs, attendance issues, logistics of the program and changes are made when necessary. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? 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 No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 41% - 60% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? Sheriff – Alternative Custody Supervision (ACS) Health and Human Services – Drug and Alcohol, Mental Health Eligibility, Assessments, Cognitive Interventions, Like Skills, 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 offender can earn his/her high school diploma and/or GED. Probation – Noble Assessments, Mental Health Case Manager on site to complete Mental Health/Drug and Alcohol assessments and provide quicker referrals, Electronic Monitoring, Cognitive Interventions, supervision based on risk levels, Pre-Trial Services. 101 Child Support Division – Assessment to determine if offender 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. 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 partnered with Behavioral Health to have a Case Manager housed within the Probation Department. The Case Manager assesses every offender and makes the proper referral for the correct treatment. This dramatically decreases the time it would normally take for the offender to receive treatment. We trained one of our Probation Officers to have full access to the CLETS program. This allows our department to enter the offender into the Supervised Release File. This provides an extra level of public safety if the offender leaves the county and is contacted by law enforcement throughout the state. Once supervision has ended, we remove the offender from the Supervised Release File. 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. 102 FY 2019-20 Community Corrections Partnership Survey Humboldt County CCP Membership as of October 1, 2019. Shaun Brenneman Connie Beck Chief Probation Officer Department of Social Services Kim Bartleson Connie Beck Presiding Judge or designee Department of Mental Health Vacant Connie Beck County Supervisor or Chief Administrator Department of Employment Maggie Fleming Connie Beck District Attorney Alcohol and Substance Abuse Programs Marek Reavis Vacant Public Defender Head of the County Office of Education William Honsal Vacant Sheriff Community-Based Organization Steve Watson Vacant Chief of Police Victims interests How often does the CCP meet? Monthly How often does the Executive Committee of the CCP meet? Monthly Does the CCP have subcommittees or working groups No 103 Goals, Objectives and Outcome Measures FY 2018-19 Goal Operate a pre-trial services and supervised release program (SRP) Objective 1 Screen 100% eligible individuals prior to court OR hearings Objective 2 Supervise 100% of persons placed on supervised release by the court Outcome The Humboldt County Sheriff’s Office (HCSO) and Humboldt County Measure 1 Probation Department officers used the evidence-based risk assessment (ORAS-PAT) tool to screen for SRP eligibility. A total of 896 court reports were prepared for individuals screened for participation in Humboldt County’s pre-trial services supervised release program. Probation officers completed 97% of the screenings/reports; the other 3% were completed by jail staff dedicated to the SRP program. Outcome During fiscal year 18-19 a total of 346 individuals participated in Humboldt Measure 2 County’s pre-trial supervised release program. Of that total, 57 individuals’ supervisions began prior to and were active on July 1, 2018; 287 new participants were approved by the court to begin pre-trial supervisions between July 1 and June 30, and 236 individuals terminated supervision during the fiscal year report period. Progress 1) Humboldt County’s pre-trial screening process is fully implemented at this Toward time; however, it remains uncertain to what extent the current pre-trial Stated screening process may be impacted/modified by recently approved Senate Goals Bill 36 that addresses risk assessments, and the pending referendum on Senate Bill 10, in the event it approved in 2020. 2) Humboldt County’s SRP supervision practices are fully implemented. Contact standards are determined by participants’ risk assessment scores. By the end of June 2019, a total of 110 supervisions remained open. The number of pre-trial supervision caseloads has more than doubled since the program exceeded its initial program design capacity of 47 participants in 2014. Less than 3% of participants were placed on electronic monitoring. Pre-trial participants receive face-to-face contacts, court-date call reminders, and are offered transportation to court appearances. Participants may also receive transitional housing services as appropriate. Goal Develop and maintain alternatives to custody in the jail Objective 1 Expand the Sheriff’s Work Alternative Program (SWAP) Objective 2 Subsidize participation in residential substance use disorder programs for AB109 populations and sentenced persons in jail waiting for treatment space. Objective 3 Develop transitional housing for persons being released from prison Outcome A total of 592 SWAP bookings were opened during FY 18-19; this equaled Measure 1 an average of approximately 49 participants per month. Outcome Probation utilized AB109 funds to subsidize a total of 187 residential Measure 2 treatment service placements with start dates during the fiscal year. Outcome Establish the New Beginnings Program – Pilot project to provide transitional Measure 3 housing to inmates upon release from state prison, who are approved for 104 post-release supervision in the community. Maintain a full-house capacity of 5 participants. Progress 1) By the end of FY 18-19, the number of new SWAP bookings increased Toward by approximately 7% (35 participants) as compared to the number of new Stated participants for the previous fiscal year. Goals 2) The Probation Department’s contracted services allocation for FY 18-19 was $671,628. The Humboldt County Community Corrections Partnership (CCP) approved a one-time allocation of $250,000 to supplement Probation’s contracted services budget, for a combined total of $921,628. Of this over-all total, Probation paid $738,335 for residential treatment placements. Some participants were placed multiple times. 8 of the active residential treatment placements rolled over to FY 19-20. 3) Humboldt County Probation Department contracted with a local community partner Arcata House Partnership for a 5-bedroom house to providing transitional housing and case management and supportive services to inmates upon their direct release from state prison. The program start date was May 6, 2019. By the end of June 2019, 2 individuals had participated in the program. Goal Operate a Community Corrections Resource Center for persons sentence or released through AB 109 Objective 1 Supervise persons on mandatory supervision and PRCS Objective 2 Provide employment services to persons on mandatory supervision (MS) and post release community supervision (PRCS) Objective 3 Provide mental health treatment/counseling and substance use disorder counseling to persons on mandatory supervision and PRCS Outcome The Probation Department supervised 494 unique individuals in its Measure 1 realignment caseloads (PRCS/MS) during FY 18-19; 6 of these individuals had multiple supervisions during the report period, so the total number of supervisions was 500. Supervisions by case type included 235 mandatory supervisions and 293 PRCS supervisions. 28 individuals had dual supervisions that included both MS and PRCS case types. Outcome The Department of Health and Human Services (DHHS) - Employment Measure 2 Training Division (ETD) provided a total of 1218 vocational/employment related services to clients at the Community Corrections Resource Center (CCRC). 116 clients were informed by ETD about available services, 96 clients received an initial service or vocational appointment, 1102 services were provided to returning clients. Outcome During FY 18-19 DHHS-Behavioral Health provided a total of 2801 treatment Measure 3 service hours at the CCRC on behalf of 997 individuals on MS or PRCS supervision. 207 of the total individuals served were new referrals. Progress 1) As a result of DHHS-ETD services provided at the CCRC, 53 individuals Toward on MS or PRCS supervision were provided vocational assessments, 6 Stated enrolled in vocational training, 24 individuals received work experience Goals and/or on-the-job placements, and 50 individuals entered employment. 2) DHHS-Behavioral Health services included 49 mental health assessments, 89 alcohol or other drug (AOD) assessments, 774 mental health diagnoses, 681 substance abuse (SA) diagnoses. 257 individuals were referred to residential care services, and 166 individuals were referred to supportive outreach services. 105 3) One of the main challenges for continued operation is maintaining sufficient staffing in the clinical and psychological services portion of the resource center. Vacancies remain a persistent issue. The Humboldt County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $100,000 Carryover: Sheriff's Department- Jail Camera Upgrade $67,600 Carryover: Joint Agency Fugitive Apprehension Team $576,456 Reserve Funds (10% of 18-19 budgeted on-going costs) $1,155,119 $265,972 Carryover: CBOs - Other (trans housing, case mngmt) $311,739 $37,190 Carryover: Training $82,425 $42,832 Carryover: Public Defender Case Management System $40,793 $176,830 Carryover: Sheriff's Department- Suicide Netting for Jail $176,830 Carryover: City of Eureka Radio Project $250,000 Carryover: County of Humboldt Radio Project $750,000 Carryover: Department of H & HS, ETD $50,000 Contracted Medical Staff in Jail (Current & Carryover $672,267 Funds) $672,267 $25,000 Revenue Recovery SWAP Admin $30,000 $635,350 Residential Treatment $816,850 $752,102 Sheriff's Department $659,060 Department of Health & Human Services-Mental Health $1,593,276 Division $1,468,149 Department of Health and Human Services- $331,294 Employment Training Division $331,294 $1,758,139 Probation $2,141,030 $10,332 Local Innovation (10% of 17-18 growth allocation) $30,069 FY 2019-20 $7,044,640 FY 2018-19 $8,965,625 106 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services Various Justice Agencies for Joint Fugitive $67,600 Apprehension $576,456 Reserve Amount (County of Humboldt) $1,155,120 $10,332 Local Innovation Account (County of Humboldt) $30,069 $42,832 Public Defender $40,793 $25,000 Revenue Recovery Division $30,000 City of Arcata- Police Dept. $28,250 County of Humboldt - Radios $750,000 City of Eureka- Police Dept. $268,886 $1,028,932 Sheriff's Department $835,890 Department of Health & Human Services-Mental $1,630,466 Health Division $1,503,438 Department of Health and Human Services- $331,294 Employment Training Division $381,294 $1,758,139 Probation $2,141,030 FY 2019-20 $5,471,051 FY 2018-19 $7,164,770 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $106,251 CBO- Transitional Housing Program $121,738 $159,721 CBO- Case Managers in Treatment Facilities $190,001 $635,350 Residential Treatment Providers $816,850 $672,267 Wellpath (Jail medical personnel) $672,267 FY 2019-20 $ 1,573,589 FY 2018-19 $1,800,856 107 Optional 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 If yes, how? 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 If yes, how? 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. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates 108 What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 41% - 60% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? 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 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. 109 This page intentionally left blank 110 FY 2019-20 Community Corrections Partnership Survey Imperial County CCP Membership as of October 1, 2019. Dan Prince Veronica Rodriguez Chief Probation Officer Department of Social Services Maria Rhinehart Andrea Kuhlen Presiding Judge or designee Department of Mental Health Tony Rouhotas Priscilla Lopez County Supervisor or Chief Administrator Department of Employment Gilbert G. Otero Gabriela Jimenez District Attorney Alcohol and Substance Abuse Programs Ben Salorio Todd Finnel Public Defender Head of the County Office of Education Raymond Loera Carlos Contreras Sheriff Community-Based Organization Brian Johnson Deborah Owen Chief of Police Victims interests How often does the CCP meet? Monthly How often does the Executive Committee of the CCP meet? Monthly Does the CCP have subcommittees or working groups Yes 111 Goals, Objectives and Outcome Measures FY 2018-19 Goal Offer Cognitive Behavioral Therapy (CBT) programming to clients. Objective The programs will help probationers and incarcerated individuals modify behaviors and encourage rehabilitation. Objective The tailored programs to specific areas such as substance abuse or employment will help probationers and incarcerated individuals gain knowledge and tools to making proactive changes in their lives. Outcome These programs will be evaluated by the number of clients who successfully Measure complete the various CBT programs. Outcome These programs will be evaluated by the number of clients who continue to Measure attend CBT programs once they are released from jail so they can further their rehabilitation. Progress Imperial County Probation Department is providing Individual CBT services Toward to 97% of Probationers registered at GEO Re-Entry Services at the Day Stated Goal Reporting Center and, of those 97%, over a third of them are receiving additional CBT services through the CBT Lab Program. Goal Continued expansion and implementation of the Mental Health Court Calendar for clients diagnosed with mental illness. Objective Collaborate with the Superior Court and Behavioral Health Services to develop a specialized court to serve clients living with a mental illness. Objective To alleviate court delays for the mental health population involved in the criminal justice system. Outcome This partnership will assist with addressing issues and decrease the amount Measure of time clients are at the county jail until the judge orders competency evaluations and incarcerated individuals are transferred to an inpatient hospital. Outcome Having follow up court hearings will allow the partnering agencies to keep Measure track of clients and their rehabilitation process along with resolving issues that may arise within the case. Outcome Reduce the amount of time an incarcerated individual waits for treatment at Measure an inpatient hospital. Progress The Mental Health Court Calendar continues to be an important asset to the Toward Imperial County. There are currently 80 clients on the mental health Stated Goal caseload divided between two probation officers, and all collaborative agencies continue to work together to further assist these clients in their rehabilitation. Goal Hire a Community Outreach Worker for the Imperial County Sheriff’s Office Correctional Facility. Objective Partnership between Imperial County Sheriff’s Office and Behavioral Health to hire a Community Outreach Worker to be assigned to assist clients within the jail facilities. Objective The Community Outreach Worker will correctly identify the issues a client is experiencing along with providing counseling assistance to address the situation. 112 Objective Community Outreach Worker will work collaboratively with jail staff and Behavioral Health staff to provide the appropriate education, intervention and treatment needed for clients living with a mental illness. Outcome This partnership will enhance the level of services offered to the Mental Measure Health population involved in the criminal justice system. Outcome This partnership will shorten the time it takes for the Mental Health Measure population involved in the criminal justice system in receiving services. Progress Dominic Vallejo was hired to facilitate mental health services to inmates at Toward the county jail as the Community Outreach Worker. Mr. Vallejo completes Stated Goal assessment, processes referrals to ICBHS, and is running five Moral Recognition Therapy (MRT) Groups at the county jail. The Imperial County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal Continue to expand, fill, and monitor Substance Abuse Counseling Programs to ensure client rehabilitation. Objective Ensure Probation clients receive the necessary counseling for substance abuse to help with reintegration into the community. Objective Ensure program capacity and class size is being utilized effectively and identify programs requiring additional referrals. Objective Ensure probation clients are successfully completing program requirements. Outcome Monitor and track referrals and enrollment for programs such as SMART Measure Recovery on a regular basis to ensure programs are fully utilized. Outcome Monitor and track successful completions of programs to ensure methods Measure and services are affecting clients in a positive way. Outcome Monitor and track unsuccessfully completions to identify areas of Measure weakness in programs and services. Progress Imperial County Probation Department has begun monitoring individual Toward programs and services to identify successes and failures in programs Stated Goal based on participation, successful completions, and other outcome measures. Goal Connect clients to additional services offered in Imperial County Objective Increase client participation in the Workforce Development Program offered at the Day Reporting Center to connect clients with local and private businesses to develop employment opportunities. Objective Increase client registrations to Child Support Services offered at the Day Reporting Center to ensure clients are providing economic and social support for their families. Objective The DRC will work with the Department of Social Services to obtain an eligibility worker that can assist inmates with applications at the DRC for services such as Medi-Cal. 113 Outcome Monitor and track registrations to the Workforce Development Program at Measure the DRC. Outcome Monitor and track registrations to Child Support Services Program at the Measure DRC. Progress Through the Day Reporting Center, the Department of Social Services has Toward registered 150 clients to the Child Support Services Program and the Stated Goal Employment Development Office had successfully registered 15 clients that completed the Workforce Development Program. The probation department will continue to monitor and track registrations to these programs and will continue working on providing additional referrals to the programs. Goal Continue to offer and expand COG courses offered at the Day Reporting Center Objective Increase participation in COG courses offered at the DRC. Objective Ensure successful completions of COG program requirements. Objective Reduce recidivism rates in clients taking COG courses. Outcome Monitor and track COG class enrollments to ensure programs are being Measure filled optimally. Outcome Monitor and track successful completion rates of COG classes to ensure Measure clients are receiving maximum benefit. Outcome Monitor and track clients after successful program completion to track Measure rates of re-offending. Progress The Probation Department continues to provide CBT training to Probation Toward Officers, with 8 officers scheduled for additional training in order to facilitate Stated Goal CBT classes through the upcoming year. The DRC currently offers three CBT classes facilitated by Probation Officers: Thinking for a Change, JobTec, and Felony Offenses. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $331,017 Reserves $342,213 $15,000 Library $15,000 $2,515,974 Sheriff $2,515,974 $256,288 Public Defender $253,327 $1,130,448 Probation $1,058,496 $1,094,480 Day Reporting Center $995,484 $408,007 District Attorney $300,316 $565,542 Behavioral Health $565,542 FY 2019-20 $6,316,756 FY 2018-19 $6,046,352 114 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $331,017 Reserves $342,213 $109,789 Charter School $109,789 $256,288 Public Defender - Deputy $253,327 $487,003 District Attorney-Investigator, Victim Witness Supervisor, Deputy $300,316 $24,000 Sheriffs Operational $653,844 $1,821,910 Inmate Housing $1,823,655 $670,064 Operation CWS Program $38,475 $80,900 Day Reporting Center Operational $80,900 $102,269 Behavioral Health-Counselor $102,269 $116,000 Smart Recovery $116,000 $71,863 Probation Operational $49,900 $60,000 Sex Offender Counseling & Polygraph $40,000 $6,500 Home Detention/EM Program $6,500 $1,055,085 Field Supervision/PRCS $1,005,096 $761,795 DRC Programs/Services $761,795 $329,025 Sober/Transitional Living Housing $329,025 $18,248 Transport Behavioral Health Services $18,248 $15,000 Library Literary Services $15,000 FY 2019-20 $6,316,756 FY 2018-19 $6,046,352 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? CCP agencies present potential programs to the CCP Program and Development Subcommittee and the Subcommittee discusses the potential programs and votes to move them forward to the Budget and Fiscal subcommittee for budgetary review. The Budget and Fiscal subcommittee determines if funding is available to implement the potential program and votes to bring items forward to the CCP Executive Committee. Lastly, the CCP Executive Committee reviews the potential program’s narrative and budgetary needs and votes to approve and move forward with implementation of the new programs. 115 Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? Yes, each program and service that receives funding or support from the CCP Executive Board are expected to provide reports and statistics to display the effectiveness of their program on a regular basis. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? Yes, each program and service that receives funding or support from the CCP Executive Board are expected to provide reports and statistics to display the effectiveness of their program on a regular 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 No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 21% - 40% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? • Substance Use Disorder (SUD) Program ▪ The Substance Use Disorder Treatment Services provides substance abuse treatment services to Imperial County adults, ages 18 or older, who have a substance abuse/dependence problem. The individuals admitted to this program are provided with individual counseling, treatment planning, group counseling, crisis intervention and/or referral and linkage as needed. 116 • Substance Abuse Outpatient Treatment and Education ▪ The Substance Abuse Outpatient Treatment and Education is provided to clients registered to GEO Re-Entry Services at the Day Reporting Center. The program provides treatment services to those with substance abuse issues and is designed to educate clients about the effects of substance abuse. • Self-Management and Recovery Training (SMART Recovery) ▪ SMART is a global community of mutual-support groups. At meetings, participants help one another resolve problems with any addiction (to drugs or alcohol or to activities such as gambling or over-eating). Participants find and develop the power within themselves to change and lead fulfilling and balanced lives guided by a science-based and sensible 4-Point Program. • MHSA Transitional Engagement and Supportive Services (TESS) ▪ The TESS Program provides individualized mental health rehabilitation / targeted case management services to young adults, adults, and older adults who have experienced a personal crisis in their life requiring involuntary or voluntary mental health crisis interventions services. In addition, the TESS Program provides supportive services to assist participants who have recently been released from LPS Conservatorship. These services assist the individual with reintegrating back into the community and provide a supportive environment including gaining entry into the mental health system. The TESS Program also assists AB 109, non- active, and active individuals who are referred to the McAlister Institute for 14-day drug and alcohol detox (adults) or 21-day drug and alcohol detox (adolescents). • Mental Health Services ▪ Mental Health Services are individual, group, or family-based treatment services that help people with mental illness develop coping skills for daily living. These services include assessments to see if the intervention is working and plan development to decide the goals of the mental health treatment and the specific services that will be provided. Mental Health Services can be provided in a clinic or provider’s office, over the phone or by telemedicine, or at home or other community setting. • Medication Support Services ▪ These services include the prescribing, administering, dispensing, and monitoring of psychiatric medicines; and education related to psychiatric medicines. Medication support services can be provided in a clinic or provider’s office, over the phone or by telemedicine, or in the home or other community setting. • Targeted Case Management ▪ This service helps with getting medical, educational, social, prevocational, vocational, rehabilitative, or other community services when these services may be hard for people with mental illness to get on their own. Targeted Case Management includes plan development; communication, coordination, and referral; monitoring service delivery to ensure the person’s access to service and the service delivery system; and monitoring the person’s progress. 117 • Crisis Intervention Services ▪ This service is available to address an urgent condition that needs immediate attention. The goal of crisis intervention is to help people in the community avoid hospitalization. Crisis intervention can last up to eight hours and can be provided in a clinic or provider’s office, over the phone or by telemedicine, or in the home or other community setting. • Crisis Stabilization Services ▪ This service is available to address an urgent condition that needs immediate attention. Crisis stabilization can last up to 20 hours and must be provided at a licensed 24-hour health care facility, at a hospital-based outpatient program, or at a provider site certified to provide crisis stabilization services. • Adult Residential Treatment Services ▪ These services provide mental health treatment and skill-building for people who are living in licensed facilities that provide residential treatment services for people with mental illness. These services are available 24 hours a day, seven days a week. Medi-Cal does not cover the room and board cost to be in a facility that offers adult residential treatment services. • Crisis Residential Treatment Services ▪ These services provide mental health treatment and skill-building for people with a serious mental health or emotional crisis, but who do not need care in a psychiatric hospital. Services are available 24 hours a day, seven days a week in licensed facilities. Medi-Cal does not cover the room and board cost to be in a facility that offers crisis residential treatment services. • Day Treatment Intensive Services ▪ This is a structured program of mental health treatment provided to a group of people who might otherwise need to be in the hospital or another 24-hour care facility. The program lasts at least three hours a day. People can go to their own homes at night. The program includes skill-building activities and therapies as well as psychotherapy. • Day Rehabilitation ▪ This is a structured program designed to help people with mental illness learn and develop coping and life skills and to manage the symptoms of mental illness more effectively. The program lasts at least three hours per day. The program includes skill-building activities and therapies. • Psychiatric Inpatient Hospital Services ▪ These are services provided in a licensed psychiatric hospital based on the determination of a licensed mental health professional that the person requires intensive 24-hour mental health treatment. • Psychiatric Health Facility Services ▪ These services are provided in a licensed mental health facility specializing in 24- hour rehabilitative treatment of serious mental health conditions. Psychiatric health facilities must have an agreement with a nearby hospital or clinic to meet the physical health care needs of the people in the facility. • Therapeutic Behavioral Services ▪ TBS are intensive, individualized, short-term outpatient treatment interventions for beneficiaries up to age 21. Individuals that are receiving these services have serious emotional disturbances, are experiencing a stressful transition or life crisis and need additional short-term, specific 118 support services to accomplish outcomes specified in their written treatment plan. • Intensive Care Coordination ▪ ICC is a targeted case management service that facilitates assessment of, care planning for, and coordination of services to beneficiaries under age 21 who are eligible for the full scope of Medi-Cal services and who meet medical necessity criteria for this service. ICC service components include assessing; service planning and implementation; monitoring and adapting; and transition. ICC services are provided through the principles of the Integrated Core Practice Model (ICPM), including the establishment of the Child and Family Team (CFT) to ensure facilitation of a collaborative relationship among a child, their family, and involved child-serving systems. • Intensive Home-Based Services ▪ IHBS are individualized, strength-based interventions designed to change or ameliorate mental health conditions that interfere with a child/youth’s functioning and are aimed at helping the child/youth build skills necessary for successful functioning in the home and community and improving the child/youth’s family’s ability to help the child/youth successfully function in the home and community. • Therapeutic Foster Care ▪ The TFC service model allows for the provision of short-term, intensive, trauma-informed, and individualized specialty mental health services for children up to age 21 who have complex emotional and behavioral needs. Services include plan development, rehabilitation, and collateral. In TFC, children are placed with trained, intensely supervised, and supported TFC parents. What challenges does your county face in meeting these program and service needs? With the continued addition of programs and services, along with continued increases in the population that is served, the CCP continues to seek additional funding to match the needs of these programs and services to better aid the population. The Day Reporting Center continues to be an important asset to the county but requires continued financial support in order to renovate classrooms, maintain and repair building facilities, and provide transport services. The size of the Imperial County also presents unique challenges that require additional services in order to reach and serve the population in outlying areas of the county, such as Niland, Ocotillo, and Winterhaven. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? For participants serving county jail time, the implementation of the ICBHS Community Outreach Worker at the county jail has been vital in connecting participants with the proper behavioral health services they will require once released from jail. The ICBHS staff member has also been implementing MRT services for inmates, which has allowed the county to better identify those with behavioral health needs. The implementation of 119 the mental health court calendar has also allowed our county to better assist those identified with mental health issues and connect those individuals with necessary treatments and services while in custody. This partnership has allowed our county to connect participants directly with ICBHS and decrease the impact that behavioral health related criminogenic factors would have on our community and increase public safety. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. The Imperial County Day Reporting Center continues to be an important asset to the CCP and continues to impact the serviced population in positive ways through the programs and services described below: Geo Re-Entry Services continues to see success in implementing its three-phase program and from January 2019 to October 2019, Geo Re-Entry Services has had 45 probation participants and 6 parole participants successfully complete the program. The program continues to maintain a maximum of 75 participants and is currently providing CBT services to 97% of those enrolled in the program. The DRC in collaboration with the Imperial County Office of Education continues to implement the Charter School Program, a dropout recovery program assisting probationers, paroles, and inmate clients in obtaining their High School Diploma or GED. The goal of this program is to focus on long-term success for students and paves the way for post- secondary education, vocational education, and other career-oriented job paths. The Charter School currently has 30 enrolled participants and the instructor for this course works with probation officers to determine the best option for the clients in obtaining their diploma or GED. Imperial County Sheriff’s Office, Probation Department, and Imperial Valley Community College continue to provide college education services through the Inside/Out program for 15 inmates and 15 college students at the DRC, and August 2019 marked the eleventh semester of this program. From spring of 2014 to spring of 2018, 60 incarcerated students participated in the Inside/Out Program and 54 of those 60 total participants were released from custody within that time. In that period, only 4 of the 60 participants received a felony conviction within a year of release, reducing the recidivism rate to 7.5% with 92.5% of participants not having committed an offense since their release. From this success, the Sheriff’s Office and Imperial Valley College have begun researching the feasibility of hosting Career Technical Education courses at the jail facilities. 120 Imperial County Behavioral Health Services (ICBHS) continues to provide rehabilitation and case management services to AB109 defendants referred to the Day Reporting Center. Additionally, Substance Use education services are provided at the DRC to enhance recovery and reduce recidivism for low and medium risk offenders. The program currently has 26 active participants, and provides referrals to McAllister Institute, Foundations in Recovery, San Diego Freedom Ranch, and Tarzana Treatment Centers for clients needing additional services. In 2019, the Day Reporting Center hosted its fourth annual Adult Re-Entry Summit. The DRC partnered with 32 vendors to provide information regarding medical and education services, as well as employment opportunities available in the Imperial County to the 96 clients in attendance. The Re-Entry Summit continues to be an important event at the DRC that allows clients to connect with local private and public agencies to better assist them in their journey to rehabilitation and to reduce recidivism within the Imperial County. 121 This page intentionally left blank 122 FY 2019-20 Community Corrections Partnership Survey Inyo County CCP Membership as of October 1, 2019. Jeffrey L. Thomson Marilyn Mann Chief Probation Officer Department of Social Services Judge Brian J. Lamb Gail Zwier Presiding Judge or designee Department of Mental Health CAO Clint Quilter Marilyn Mann County Supervisor or Chief Administrator Department of Employment Thomas Hardy Marilyn Mann District Attorney Alcohol and Substance Abuse Programs Kristine Eisler Barry Simpson Public Defender Head of the County Office of Education Jeff Hollowell Lily Figueroa, Wild Iris, David Sheriff Camphouse, Heidi Hart Community-Based Organization Ted Stec Thomas Hardy Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Semi-Annually Does the CCP have subcommittees or working groups Yes 123 Goals, Objectives and Outcome Measures FY 2018-19 Goal Implement a re-entry court. Objective Work with Superior court and other stakeholders to implement a re-entry court designed similar to the existing Drug Court. Objective Develop a re-entry team consisting of Probation, HHS, Re-entry Coordinator, District Attorney, and other key stakeholders. Objective Direct appropriate offenders, who will be released from custody on supervision, to the re-entry court in order to help offenders find housing and employment in an effort to reduce recidivism. Outcome Number of offenders ordered to re-entry court Measure Outcome Number of new crimes committed while in the re-entry program Measure Outcome Number of re-entry participants who become employed Measure Progress The Reentry Court has been in operation for the past year. There are Toward currently 25 cases assigned to a reentry team consisting of a Probation Stated Goal Officer, Reentry Coordinator, Assistant District Attorney, and a therapist. Goal Expand Reentry Services at the Jail Objective Create new program space for inmates Objective Explore different options for program space Objective Develop a plan to utilize existing empty county facility for expanded program space Outcome Increased services at the jail Measure Outcome Increased capacity for programs and services at the jail Measure Progress A new space for programs has been identified and the budget for new Toward personnel has been approved. Recruitment efforts have not begun as the Stated Goal program schedule is still being developed. Goal Integration of stakeholder case management systems. Objective Integrate case management systems between the DA and Probation Objective Integrate CMS between DA and Court Objective Integrate CMS between Probation and Court Outcome Timely information flow between the stakeholders Measure Outcome Fewer court delays from initial referral to sentencing for the adult and Measure juvenile populations. Progress Probation, DA, and Court continue to work with the individual vendors. This Toward project has proven to be a complex project with many issues. All Stated Goal stakeholders continue toward integration. The Inyo County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. 124 Goals, Objectives and Outcome Measures FY 2019-20 Goal Develop an RFP to provide Domestic Violence Treatment in the County Jail Objective Create an RFP with specific program requirements Objective Distribute the RFP to various stakeholders and treatment providers Objective Score the proposals and award the contract Outcome Completed RFP Measure Outcome Contract in place to provide Domestic Violence Treatment in the County Measure Jail Progress The County Board of Supervisors have approved the budget. The RFP is Toward in the development stage. Stated Goal FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $20,000 District Attorney's Office $20,000 $228,000 Sheriff's Office $130,200 $162,548 Health and Human Services Department $131,942 $379,193 Probation Department $213,438 FY 2019-20 $789,741 FY 2018-19 $495,580 125 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $18,469 Training $7,500 $22,368 Pre-Trial Program Services $20,823 $20,000 Electronic Monitoring/GPS Program $20,000 $2,000 Reward/Sanctions Matrix Program $2,000 $10,000 Re-Entry Assistance Program $10,000 $113,868 High Risk Case Management $104,115 $94,751 Out of Custody Re-Entry Services $77,464 $173,000 In Custody Re-Entry Services $90,178 $10,000 In-Custody Services $80,000 $45,000 In-Custody Inmate Work Crew Program $45,000 FY 2019-20 $516,456 FY 2018-19 $469,080 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $145,000 Direct Service Evidence Based Programs FY 2019-20 $145,000 FY 2018-19 $0.00 Optional 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 with stakeholders during general meetings of the CCP. Goals are developed and the requests are provided to the Executive Committee for consideration of funding. The proposed budget is provided to the County Board of Supervisors for consideration and approval. County staff provides most programs and services. 126 Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? The CCP has developed outcome measures for the various programs that will be tracked for effectiveness. The outcomes are presented to the CCP stakeholders during each meeting. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? 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 No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 61% - 80% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? The County’s Health and Human Services Behavioral Health 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 on-line which 127 has enhanced the services available to inmates as well as community members in hard- to service-areas of the county. Inyo County is currently utilizing a State planning grant to develop a medication assisted treatment program in the County Jail as well as services within the community. It is expected that Inyo will qualify for the implementation grant for this program as the next phase. What challenges does your county face in meeting these program and service needs? Inyo County experiences geographic challenges in meeting the needs of our community and our criminal justice and jail populations. The County is rural and isolated so services to our community members are often limited to what County agencies can provide. In addition, 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? Since Inyo County has a limited number of private providers programs and services, The Inyo County Probation Department has trained its staff to provide direct programs and services to justice involved individuals. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. 90% of probation staff and several HHS partners have been trained as facilitators of the Moral Recognition Therapy program (MRT). Classes are offered both in-custody and in the community. Last year there were 14 graduations in the jail and 6 graduations out-of- custody including 2 individuals who started the program while in jail. Each program is 14- 18 weeks. 128 FY 2019-20 Community Corrections Partnership Survey Kern County CCP Membership as of October 1, 2019. TR Merickel Dena Murphy Chief Probation Officer Department of Social Services Tamarah Harber-Pickens Bill Walker Presiding Judge or designee Department of Mental Health Leticia Perez Teresa Hitchcock County Supervisor or Chief Administrator Department of Employment Cynthia Zimmer Ana Olvera District Attorney Alcohol and Substance Abuse Programs Pam Singh Mary C. Barlow Public Defender Head of the County Office of Education Donny Youngblood Tom Corson Sheriff Community-Based Organization Lyle Martin Linda Finnerty Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups Yes 129 Goals, Objectives and Outcome Measures FY 2018-19 Goal Continue to provide funding opportunities for Community-Based Organizations (CBOs) to provide re-entry services to the criminal justice population in Kern County Objective Provide an open, fair, and competitive process for offender re-entry services. Objective Continue utilizing CBOs to help offenders gain access to the services and tools they need to become productive citizens of the community. Objective Develop a system for tracking CBO participant demographics, services, outcomes, cost per participant and program quality. Outcome Approve selected CBOs to provide services. Measure Outcome Review and update current RFP for CBOs to provide re-entry services to the Measure criminal justice population in Kern County. Outcome Acquire a system for tracking CBO participant outcomes. Measure Progress At the beginning of 2019, a new set of contracts were awarded to CBOs by Toward way of a competitive process, continuing the use of CBOs to provide re- Stated Goal entry services. The use of Tyler Supervision to track services continues to provide information on population management, services, and outcomes. Staff continue to meet with stakeholders to consider current trends for future RFP development. Goal Incorporate evidence and research into program development and policymaking Objective Develop a framework for using a new Cost-Benefit Analysis model and national research when developing and/or expanding programs. Objective Monitor investments and program outcomes. Objective Evaluate currently funded programs and practices. Outcome Establishment of a tracking and reporting process for program participant Measure numbers, success rates, and costs for active programs. Outcome Development of a process and schedule for the evaluation of active Measure programs. Outcome The number of evidence-based programs available to in-custody and out- Measure of-custody participants. Inclusion of evidence-based practices and/or best practices as required in RFPs for contracts with Community-Based Organizations. Progress Evidenced-based programming, as identified in the Results First Clearing Toward House, continues to be prioritized for the addition or continued inclusion of Stated Goal in-custody programming. Partnering with the California State Association of Counties (CSAC) Support Hub to continue cost-benefit analysis work, started through the Pew-MacArthur Results First Initiative. Partnering agencies are in the process of compiling arrest, conviction, and sentencing data in one location. New tools provided by the CSAC Support Hub will be utilized to quickly analyze various cohorts, including programming. Mechanisms are being developed to collect this data continuously for ongoing analysis. 130 Goal Improve/increase the successful integration of the offender into the community by addressing lack of stable housing Objective Identify program participants who lack safe/stable housing. Objective Increase housing capacity for participants by 10%. Objective 100% of participants will have a comprehensive case plan upon discharge. Outcome Number of participants identified as homeless and/or lacking safe/stable Measure housing. Outcome Number of housing providers. Measure Outcome Coordinating agencies, service providers and/or reentry programs will have Measure shared information for tracking and reporting outcomes. Progress Stakeholders have been engaged in a series of meetings directed at seeking Toward long-term housing assistance to supplement the transitional housing Stated Goal provided by current CBO contracts. The Kern County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $121,279 Veterans Service $58,394 Contingency $55,568 $305,443 Street Interdiction Team $290,658 $673,629 Employers' Training Resource $937,500 $961,246 Public Defender $918,992 $1,739,383 Community-Based Organizations $1,789,872 $1,922,492 District Attorney $1,967,485 $6,137,685 Behavior Health and Recovery Services $5,991,842 $15,972,852 Probation Department $15,789,619 $17,836,573 Sheriff's Office $18,013,925 FY 2019-20 $45,728,976 FY 2018-19 $45,755,461 131 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $305,443 Street Interdiction Team $290,658 Employers' Training Resource and Paid-Work $673,629 Experience $937,500 $5,206,735 Behavioral Health and Recovery Services $4,519,559 $1,926,678 In-Custody Services $1,958,322 Virtual Jail Program (including Sheriff's Parole and $1,284,342 Work Release) $1,292,350 Electronic Monitoring Program/Global Positioning $4,632,058 System $4,452,546 $137,784 Pre-Trial Release Program $125,604 $1,018,690 Evidence-Based Program Unit $1,416,134 $10,704,385 Intensive Community Supervision $10,213,336 $920,000 Day Reporting Center $1,270,000 FY 2019-20 $26,809,744 FY 2018-19 $26,476,009 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $930,950 Behavioral Health and Recovery Services $1,472,283 $1,739,383 Community-Based Organizations $1,789,872 FY 2019-20 $2,670,333 FY 2018-19 $3,262,155 Optional 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, positively influencing future behavior through a sustained sober lifestyle, enabling them to secure employment and housing, strengthen family ties, and contribute to their community. 132 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 selects 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/) Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? 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 as 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. New Cost-Benefit Model – In collaboration with the California State Association of Counties (CSAC) Support Hub, a new cost-benefit analysis model is under development for 2020. Through participation in the Pew-MacArthur Results First Initiative, a comprehensive program inventory was developed and utilized to generate criminal justice costs. With the assistance of the CSAC Support Hub, partnering agencies are in the process of conducting an extensive recidivism study including arrest, conviction, and sentencing data from October 1, 2011 to June 30, 2019. As part of this project, staff are developing a mechanism for quarterly data updates. At the conclusion of this project, staff will have access to this robust data set to evaluate various programs and services on an on-going basis. Community-Based Organization (CBO) Monitoring – The CBOs that are contracted through the CCP provide several reentry services. These services include residential/transitional housing, transportation, substance abuse, 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 CBOs was acquired in Tyler Supervision, which 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 (BSCC) using their Evidence-Based Correctional Program Checklist. The 133 Sheriff’s Office continues to apply the lessons learned from these evaluations to the ongoing improvement of all its in-custody programs. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? The results from the Day Reporting Center (DRC) Evaluation were utilized to increase services and crucial in justifying contract extension for an additional two (2) years along with doubling participant capacity from 200 to 400 per year. The new Cost-Benefit Analysis Model will be used to evaluate current and proposed program cost effectiveness. Information derived from this project will be provided during program and service funding discussions as requested. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 41% - 60% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? Kern County 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. In 1998 the Sheriff’s Office and KernBHRS partnered to create a Mobile Evaluation Team (MET). This joint response approach placed a Law Enforcement Officer and a Recovery Specialist in the same vehicle for the first time in Kern County, increasing the level of 134 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 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 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. • 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 Cost-Benefit Analysis. 135 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 nine (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. As of November 26, 2019, twenty-five (25) participants 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 2018/19, Behavioral Health and Recovery Services (BHRS) screened and admitted 346 participants into the in-custody Matrix treatment programs at the Lerdo detentions facilities. Of these, 167 successfully completed the in-custody program, resulting in a success rate of 48%. The Access and Assessment Center serves as the centralized access system for adults entering mental health treatment outside of the criminal justice setting. As of April 30, 2019, the center served 131 AB109 assigned individuals. For these 131 individuals, the Access and Assessment Center provided 105 mental health screenings and 105 mental health assessments. 19 individuals did not show for their scheduled assessment appointments. Of those individuals who received mental health assessments, 77 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 2018 through April 2019, 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. The1s3e6 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 2018 and May 2019, ACTion program served 147 AB 109 assigned individuals. Outpatient substance use disorder services for AB 109 assigned individuals are primarily provided through Kern BHRS contracted service providers. Individuals are linked to service providers through the Gateway Team. The Gateway Team is the central screening and referral service for SUD treatment in metropolitan Bakersfield and has several locations throughout the community. Screenings are also conducted in the in- custody and psychiatric inpatient setting, and at local hospitals. A total of 1,100 criminal justice involved individuals were referred to outpatient SUD services between July 2018 and April 2019. 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, 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, ETR Job Readiness Seeking Safety, Parents on a Mission (POM), Thinking for a Change (T4C), Meditation, and Moral Recognition Therapy (MRT). In FY 18/19, 721 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 preliminary evaluation in 2018 showed similarly promising results and evaluation of the program continues. In FY 18/19, 1,710 inmates attended vocational courses during their incarceration. These programs assist participants in overcoming barriers to self-sufficiency and help them in the achievement of their reentry plan goals. The Sheriff’s Office/Bakersfield Adult School program at Lerdo maintains its status as a certified GED testing site. In FY 18/19, 1,856 inmates attended educational classes. 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. An 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 18/19, 318 job sites were completed in coordination with Caltrans, Public Works, Kern 137 County Fire Department, Kern River Project, Downtown Tree project and several other local partners. Community-Based Sober Living Environments – The five (5) Community-Based Sober Living Environments that are contracted with Kern County provide drug testing, required counseling, and aid participants in educational and employment attainment, all while providing a drug and alcohol-free living environment. In FY 18/19, these organizations saved 50,290 jail bed days, provided services to 932 participants, and had 316 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. 138 FY 2019-20 Community Corrections Partnership Survey Kings County CCP Membership as of October 1, 2019. Kelly M. Zuniga Sanja Bugay Chief Probation Officer Department of Social Services Michelle S. Martinez Dr. Lisa Lewis Presiding Judge or designee Department of Mental Health Doug Verboon Lance Lippincott County Supervisor or Chief Administrator Department of Employment Keith Fagundes Dr. Lisa Lewis District Attorney Alcohol and Substance Abuse Programs Marianne Gilbert Todd Barlow Public Defender Head of the County Office of Education David Robinson Jeff Garner Sheriff Community-Based Organization Rusty Stivers Julia Patino Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups No 139 Goals, Objectives and Outcome Measures FY 2018-19 Goal Data and Evidence Based Programming (EBP) Analysis Objective Improve data analysis with the addition of a Crime Data Analyst in an effort to track data and provide outcomes for Evidence Based Programs. Outcome Additional employee focused on processing data. Measure Progress Probation has been working with County Administration to determine Toward available funding to add the positions. Stated Goal Goal Collaboration with local agencies Objective Work collaboratively with local law enforcement agencies and Job Training Office to improve the quality of life in our communities by reducing crimes committed by offenders on Post Release Community Supervision (PRCS). Objective By reviewing Risk and Needs Assessments and creating Case Plans and Goals of PRCS Offenders. Objective Educating other officers and agencies regarding rehabilitation efforts and identify situations where alternatives to arrest and incarceration are or may be viable options. Outcome Actively participating in this program; which was effective July 1, 2019. Measure Progress Collaboration began this year. Memorandums of Understanding were Toward executed to provide a framework of operation between the cities and the Stated Goal County for Fiscal Year 2019-2020. Goal Work towards seeking additional funding for needed programming Objective The Probation Department is seeking additional CCP funding for much needed Evidence Based Programming within the community. Objective Receive additional funding through the CCP Progress The CCP is actively evaluating the funding in order to potentially redistribute Toward the funding to better serve the community in providing EBP in an effort to Stated Goal reduce recidivism and jail overcrowding. The Kings County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 140 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $50,000 Defensed of the Accused $50,000 $2,674,965 Probation $1,992,904 $7,949,186 Sheriff's Office $7,186,014 $344,439 District Attorney's Office $190,182 $65,900 Human Resources $65,900 $44,000 County Counsel $44,000 $47,491 County Administration Office $47,491 FY 2019-20 $9,328,211 FY 2018-19 $8,226,538 *FY 2018-19 Carryover $1,349,953 *FY 2019-20 Carryover $1,847,770 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services CCP Collaborative Task Force - JTO - Job Training $110,673 Office CCP Collaborative Task Force - Lemoore Police $115,380 Department CCP Collaborative Task Force - Hanford Police $135,103 Department CCP Collaborative Task Force - Corcoran Police $133,510 Department CCP Collaborative Task Force - Avenal Police $111,895 Department $344,439 Victim Services $190,182 $186,150 Electronic Monitoring/House Arrest - Probation $186,150 FY 2019-20 $1,137,150 FY 2018-19 $376,332 141 Optional 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 No X Average daily population X Conviction X Length of stay X Recidivism X 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? Kings County Behavioral Health and Community Based Organizations (CBO) provide mental health and substance abuse disorder programs. Residential treatment, dual- diagnosis and outpatient mental health services are available. What challenges does your county face in meeting these program and service needs? There are extremely limited resources available in providing programming. Within few programs being offered, the clientele waiting to participate continues to grow. 142 What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? 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. 143 This page intentionally left blank 144 FY 2019-20 Community Corrections Partnership Survey Lake County CCP Membership as of October 1, 2019. Rob Howe Crystal Markytan Chief Probation Officer Department of Social Services Krista Levier Todd Metcalf Presiding Judge or designee Department of Mental Health Carol Huchingson Vacant County Supervisor or Chief Administrator Department of Employment Susan Krones Todd Metcalf District Attorney Alcohol and Substance Abuse Programs Mitchell Hauptman Brock Falkenberg Public Defender Head of the County Office of Education Brian Martin Dr. Robert Gardner Sheriff Community-Based Organization Brad Rasmussen Crystal Martin Chief of Police Victims interests How often does the CCP meet? Annually How often does the Executive Committee of the CCP meet? Annually Does the CCP have subcommittees or working groups No 145 Goals, Objectives and Outcome Measures FY 2018-19 Goal Improve the continuum of services from in-custody, to supervised, to discharge. Objective Continue to add and improve in-custody services. Objective Continue to add and improve programs and services offered through the Day Reporting Center. Objective Add and improve custodial staff mental health training. Progress We have added Nurturing Parenting and Men’s Recovery Support through Toward Alcohol and Other Drug Services. Stated Goal Progress We are adding a substance abuse and relapse prevention course we refer Toward to as “Stages” to our DRC. Stated Goal Goal Improve supervision through the use of electronic monitoring. Objective Increase the use of electronic monitoring in the Alternative Work Program The Lake County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal Improve supervision through reduced officer supervision caseloads. Objective Increase Deputy Probation Officer (DPO) staffing Outcome Increased DPO positions over previous years. Measure Progress We currently have additional DPO allocated positions we will attempt to Toward fill. Stated Goal 146 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $621,526 Reserve Funds $572,953 $148,000 District Attorney $148,000 $147,709 Behavioral Health $147,781 $718,126 Sheriff Department $643,126 $448,900 Public Health $448,900 $995,910 Probation Department $995,910 FY 2019-20 $3,080,171 FY 2018-19 $2,956,670 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $75,000 Increased Dispatch Services $18,500 Sheriff Department Custody Staff Training $18,500 $18,775 Satellite Office DRC $18,775 $636,000 Full Service Day Reporting Center (DRC) $636,000 $25,000 Electronic Monitoring $25,000 $170,000 In-Custody Services $170,000 FY 2019-20 $943,275 FY 2018-19 $868,275 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $6,300 Sober Living Environment Placement $6,300 $50,000 Hilltop Recovery Full Residential Treatment $50,000 FY 2019-20 $56,300 FY 2018-19 $56,300 147 Optional 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 and evaluated by the CCP Executive Committee. The CCP Executive Committee votes to determine what programs and services are funded and implemented. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? 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 If yes, how? Proposed services are considered by the CCP Executive Committee prior to approval of funding. Evaluation results are part of that consideration. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population Conviction Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 41% - 60% 148 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. 149 This page intentionally left blank 150 FY 2019-20 Community Corrections Partnership Survey Lassen County CCP Membership as of October 1, 2019. Jennifer Branning Barbara Longo Chief Probation Officer Department of Social Services Marian Twiddell Tiffany Armstrong Presiding Judge or designee Department of Mental Health Richard Egan Barbara Longo County Supervisor or Chief Administrator Department of Employment Melyssah Rios Tiffany Armstrong District Attorney Alcohol and Substance Abuse Programs Mark Bealo Patti Gunderson Public Defender Head of the County Office of Education Dean Growdon Vacant Sheriff Community-Based Organization Kevin Jones Melyssah Rios Chief of Police Victims interests How often does the CCP meet? Monthly How often does the Executive Committee of the CCP meet? Monthly Does the CCP have subcommittees or working groups Yes 151 Goals, Objectives and Outcome Measures 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. Objective To provide efficient and adequate services for offenders being released from jail and prison to the Probation Department. Objective To increase the number of participants in the DRC. Objective To develop and implement the MRT program within the Probation Department. Outcome The number of successful participants discharged from the DRC (i.e., have Measure a job, successfully released from Alternative Custody Supervision, successfully terminated from Probation, etc.) Outcome Number of referrals to the DRC Measure Progress We have reduced the number of violations, warrants and revocations for Toward individuals. We have successfully referred 60-70% of offenders to Stated Goal community-based services. Goal To improve our data collection and reporting to ensure accurate data and statistics. Objective To hire a Criminal Justice Analyst. Objective To have a trained employee who monitors, collects, and cleanses data to ensure proper collection and reporting for the purpose of QA. Objective To have comprehensive data management between the Sheriff’s Department and Probation Department utilizing the Criminal Justice Analyst and Caseload Pro. Outcome To have a qualified individual employed to work with both departments. Measure Outcome To have clearly defined data definitions and a data cleansing process. Measure Outcome To have the Criminal Justice Analyst work between the various systems in Measure Probation and the Sheriff’s office to merge data and streamline information and produce accurate statistics and data reports. Progress We were able to hire a Criminal Justice Analyst who has initiated a data Toward cleansing process and is establishing data definitions. Stated Goal Goal Expansion of the Jail based education program Objective To expand education and training opportunities for inmates of all classifications Objective Expand relationship with Lassen Community College to include additional degree and certification programs Objective Expansion of the high school diploma/high school equivalency program Outcome Education opportunities have expanded to include a culinary program taught Measure by the Food Service Manager at the Jail. The participants were instructed 152 on safe preparation, preparation, and presentation of restaurant quality meals. Inmates received instruction in basic automotive repair through Lassen Community College. This course was classroom based instructed by faculty at the LCC. Over 20 people participated and completed the coursework. Welding equipment was purchased for instruction in basic welding courses. Outcome The Jail expanded their relationship with LCC by including additional Measure courses instructed. This includes Career Readiness, Basic Automotive and continued coursework. One participant attended classes on site at LCC through the Alternative Custody Program. Outcome The high school diploma/equivalency program has expanded to include 57 Measure graduates to date. Progress The Jail continues to work with LCC and the Office of Education for Toward expanded course work available through various grants. This includes Stated Goal journals through the Change Companies and Drug and Alcohol education for the population. The Jail is expanding their tablet program to include additional coursework and new coursework through another vendor. The Lassen County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal Maintain and improve the Lassen County Day Reporting Center and the provided services for those referred by Lassen County Probation and the Sherriff’s Office Objective To develop and implement the MRT program within the Probation Department. Objective To development and implement a work program so participants will be able to complete their community service hours in a structured and productive environment. Objective To continue to reduce the number of violations, warrants and revocations through the use of graduated sanctions and referrals to community-based services. Outcome Increased number of program enrollments and completion of community Measure service hours by probationers. Outcome Decreased number of warrants, violations of probation, and revocations of Measure probations. Outcome Increased number of graduated sanctions in accordance to the adopted Measure behavioral matrix and case planning for individuals. Goal To improve our data collection and reporting to ensure accurate data and statistics Objective To have comprehensive data management between the Sheriff’s Office and Probation department. 153 Objective To identify and define at a local level state data definition as it relates to local funding and operations. Objective To utilize Tyler Supervision to its fullest capabilities in data collection. Outcome To have the Criminal Justice Analyst work between the various systems in Measure Probation and the Sherriff’s Office to merge data and streamline information and produce accurate statistics and data reports. Outcome Increased understanding of funding streams and allocations. Measure Outcome Increased data reliability and ability to produce accurate reports using Measure information contained in Tyler Supervision. Goal Expanding In-Custodies, Education and Training Objective Implementation of Outside Work Crews Objective Learning Vocational Skills for use once released from custody Objective Implementation of courses based on Substance Abuse and Behavioral Health Outcome Increased recidivism due to learning of vocational skills employable Measure outside of custody (landscaping, auto mechanics, welding, etc.) Outcome Reduction in those involved in substance abuse through additional Measure education (Drug and Alcohol Courses) Outcome Increased education and reduction in crimes related to substance abuse Measure and anger management. Courses offered from Behavioral Health professional (Anger Management), certified instructors (Parenting, Drug and Alcohol). Progress Anger Management offered through Wellpath Licensed Marriage and Toward Family Therapist. Instructors sent to training courses to provide Drug and Stated Goal Alcohol education courses. Contracted provider for parenting courses to start in January 2020. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $485,544 Program Expenditures $579,820 $4,000 DRC Programs $15,000 $15,000 Health & Social Services $15,000 $1,438,960 Sheriff Department $1,100,583 $436,989 Probation Department $381,553 FY 2019-20 $1,917,435 FY 2018-19 $1,907,476 154 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $300,000 Public Safety Fund- Sheriff/DA/Public Defender $150,000 $300,000 Jail Medical Services $150,000 $1,000 DRC Services $1,000 $130,000 LCSW Services $72,000 $15,000 Behavioral Health Services $15,000 $10,000 GPS/Electronic Monitoring $9,612 $578,200 In-Custody Services $600,823 FY 2019-20 $1,334,200 FY 2018-19 $998,435 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $4,000 Treatment Programs-Journaling Program $5,000 FY 2019-20 $4,000 FY 2018-19 $5,000 Optional 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 If yes, how? By reviewing data related to recidivism, probation violations and probation revocations. Does the county consider evaluation results when funding programs and/or services? Yes 155 If yes, how? 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 No X Average daily population X Conviction X Length of stay X Recidivism X 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. 156 Children and Families, Adults, Senior Adults, Women, Veterans, Substance Use Disorders, Adolescent, Perinatal/Postpartum Women services Team are developed to offer strength based and individualized approaches based on multi-dimensional assessments. Some insurances can cover services; however, most clients are Medi-Cal eligible beneficiaries. 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 the 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. 157 This page intentionally left blank 158 FY 2019-20 Community Corrections Partnership Survey Los Angeles County CCP Membership as of October 1, 2019. Terri McDonald Antonia Jiménez Chief Probation Officer Department of Social Services Sam Ohta Jonathan E. Sherin Presiding Judge or designee Department of Mental Health Sachi Hamai Otto Solorzano County Supervisor or Chief Administrator Department of Employment Jackie Lacey Barbara Ferrer District Attorney Alcohol and Substance Abuse Programs Ricardo Garcia Debra Duardo Public Defender Head of the County Office of Education Alex Villanueva Troy Vaughn Sheriff Community-Based Organization Michel Moore and Keith Kauffman Jackie Lacey Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups Yes 159 Goals, Objectives and Outcome Measures 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.) Objective 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. Objective Ensure that supervision DPOs that have completed the EBP and CBI training maintain their skills and knowledge through monthly booster sessions. Objective Ensure that the use of the CBI workbooks is incorporated into the new/revised case plans to address criminogenic or case management needs. Outcome By 6/30/19, at least 95% of supervision SDPOs will be trained in and will Measure use the selected EBP curriculum to reinforce DPOs’ EBP skills during their monthly unit meetings. Outcome By 6/30/19, during a quality assurance review, at least 50% of case plans Measure 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 Probation Department made significant progress in its efforts to Toward implement the CBI program. The Department adopted and purchased the Stated Goal Supervisors EBP BriefCASE product as its curriculum for Supervising Deputy Probation Officers (SDPOs) to conduct monthly EBP booster sessions with their unit staff. The EBP BriefCASE product contains 18 modules that include subjects such as interpreting and sharing assessment results, overcoming thinking traps, writing SMART case plans, and effective responses to noncompliant behavior. The training of supervision SDPOs in the use of the product was held in April 2019, and 83% of AB 109 supervision SDPOs completed the training. In June 2019, AB 109 SDPOs began conducting these booster sessions and continue to review one module each month. In October 2018, quality assurance reviews of case plans were conducted to measure the extent to which DPOs are including the use of the adopted CBI curriculum/workbooks, The Carey Guides, as strategies to address criminogenic or case management needs. The initial review found that only 29% of case plans incorporated the use of the CBI workbooks. In response, Probation developed and provided 3-hour booster trainings to each unit in their office. The last quality assurance review conducted in August 2019 found that 50.6% of case plans incorporated the use of the CBI workbooks. The Department will continue its efforts to implement the CBI program with a goal that by June 30, 2020, at least 75% of case plans will include the use of at least two Guides as strategies to address criminogenic or case management needs. 160 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.) Objective Increase the number of Probation Department sites where Client Engagement and Navigation Services (CENS) are co-located. Objective Engage AB 109 clients in Recovery Support Services (RSS). Outcome Number of new CENS co-located at Probation Department sites. Measure Outcome Number of AB 109 clients engaged in RSS for more than 30 days. Measure Progress Objective 1: In Fiscal Year (FY) 2018-19, the Department of Public Health- Toward Substance Abuse Prevention and Control (DPH-SAPC) continued co- Stated Goal locating CENS navigators at Department of Probation and Superior Court locations that provide screening, referral, and linkage to substance use disorder (SUD) treatment services for clients with conditions of probation under AB 109. In FY 2018-19, CENS navigators were co-located at the following sites: • Long Beach Superior Courthouse Start Date: 07/01/18 • Firestone Probation Area Office Start Date: 02/26/19 • Centinela Probation Area Office Start Date: 02/25/19 In FY 2018-19, CENS navigators screened 5,638 AB 109 clients at all Probation and Superior Court co-locations funded through AB 109. Objective 2: Increase the number of AB 109 clients in RSS: Data is not currently available to respond to the progress of RSS participation by AB 109 clients. This data lag is due to configurations of DPH-SAPC’s electronic health record. It is expected that data to correspond to this objective will be available by the end of the 2nd quarter of FY 2019-20. Goal Department of Health Services – Integrated Correctional Health Services (DHS-ICHS) 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. Objective DHS-ICHS will collaborate with the Probation Department and the AB 109 Revocation Court to establish workflows to screen and link qualifying Post- Release Supervised Persons (PSPs)/AB 109 clients to the START program. DHS-ICHS will also develop with Probation reporting mechanisms on enrollment, progress, and post-release coordination of care. Outcome DHS-ICHS establishes a process for screening qualified PSPs, linking them Measure to the in-custody START program, and developing reporting requirements to Probation on PSPs’ enrollment status, treatment progress, SUD treatment recommendation, and post-release coordination of care. Progress Outcome Measure Achieved: Toward Stated Goal 161 • In August and September 2018, DHS-ICHS had discussions with Probation to establish workflows and logistics for linkage and treatment of AB 109 Revocation Court clients to the START program. • In September 2018, DHS-ICHS established and formalized a process for screening of eligible AB 109 Revocation Court clients to the START program via referral requests from Probation. Once accepted into the START program, AB 109 Revocation Court clients would receive treatment services, including individual and group counseling, case management, and referral to post-release community SUD treatment. • Between October 2018 and June 2019, 137 AB 109 Revocation Court clients were referred to the START program. The Los Angeles County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 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 2018/2019.) Objective Increase the number of Probation Department and/or Superior Court sites where Client Engagement and Navigation Services (CENS) are co- located. Objective Introduce the Adult-At-Risk Pilot program designed to motivate AB109 probationers who screen negative for SUD to participate in educational workshops that promote awareness of addiction. Outcome Number of new CENS co-located at Probation Department sites. Measure Outcome Establish the Adult-At-Risk Pilot program at all Probation HUBs and Area Measure Offices supervise AB 109 clients. Progress Objective 1: For FY 2019-20, Department of Public Health, Substance Toward Abuse Prevention and Control (DPH-SAPC) successfully co-located Stated Goal CENS navigators at the following locations: • West Los Angeles Probation Area Office Start Date: 07/15/19 • Santa Clarita Courthouse Start Date: 08/13/19 • Alhambra Courthouse Start Date: 08/14/19 • East Los Angeles Probation Area Office Start Date: 10/16/19 In July and August 2019, 1,218 clients were screened at selected Probation and Superior Court locations. It is estimated that the co-located navigators may screen 7,300 clients for FY 2019-20, which would be an increase of 22% from FY 2018-19. Objective 2: On May 15, 2019, DPH-SAPC, in collaboration with the Probation Department, introduced the Adult At-Risk Early Intervention Educational Pilot program. The program officially launched on July 1, 2019, and is designed to motivate AB 109 probationers who screen 162 negative for SUD to participate in educational workshops that promote awareness of addiction as a disease; increase harm reduction awareness such as overdose prevention, reducing the negative consequences of SUD; support community re-entry; reduce recidivism; and improve health outcomes. Clients who complete the program receive a certificate from DPH-SAPC and are eligible for potential incentives from Probation. The program offers the following service components through 10 hours of instruction over a 60-day period: Individualized intervention guide; Individual and group intervention sessions; Educational presentations/workshops; Collateral services with significant persons in the client’s life; and Referral to ancillary and/or SUD treatment services. As a result of the planning and collaborative efforts between DPH-SAPC and Probation, the Adult-At-Risk Pilot program was successfully implemented at eleven (11) Probation area offices. Also, during the first two quarters of FY 2019-20, four Regional Probation orientation sessions were held to increase the knowledge and awareness amongst Deputy Probation Officers (DPOs) about the Adult-At-Risk Program. Goal Department of Health Services – Integrated Correctional Health Services (DHS-ICHS) will maintain 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. (Continuation of goal from FY 2018/2019.) Objective DHS-ICHS will continue screening and linking AB 109 Revocation Court clients to the START program and treating these clients while they are in the START program. Outcome Total AB 109 Revocation Court referrals to the START program in FY Measure 2019-20. Progress Between July 2019 and September 2019, 87 AB 109 Revocation Court Toward clients were referred to the START program. Stated Goal Goal The Probation Department will utilize Pre-Release Video Conferencing (PRVC) to in-reach to individuals in prison and county jail who will be released to the Probation Department’s supervision. Objective Expand in-reach to individuals being released from prison onto Post Release Community Supervision (PRCS) with the use of PRVC in an effort to reduce the abscond rate of newly released PSPs. Objective Implement in-reach to habitual absconders* who are being released from county jail through the use of PRVC in an effort to reduce their abscond rate. Objective Ensure that CDCR staff can provide accurate information to inmates regarding AB 109 supervision by identifying and contacting each prison’s contact person. Objective Establish PRVC capability with the prisons in every AB 109 area office and with the county jail in every AB 109 region. Objective Develop policy and procedures for PRVC implementation with persons being released from state prison or county jail. 163 Outcome By May 2020, the Department will have completed at least one contact Measure with all the prisons from which PSPs are released that have PRVC capability. Outcome By June 2020, at least 80% of AB 109 offices and regions will have PRVC Measure capability. Outcome By June 2020, AB 109 policy and procedures for PRVC will be approved Measure by Probation’s Executive Management staff. Outcome By September 2020, at least 75% of AB 109 supervision staff will be Measure trained in the new PRVC policy and procedures. Progress As of November 2019, PRVC capabilities have been established at one Toward area office (Pomona) and the Pre-Release Center. The process has been Stated Goal piloted at the area office and lessons learned will be incorporated into the future policy and implementation. The required equipment has been ordered and received. Information Technology staff are in the process of completing the hardware and software installation. 164 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $1,080,000 Local Innovation Fund $2,525,000 Board of Supervisors $4,385,000 Contingency Reserve $49,000 Trial Courts - Conflict Panel $49,000 $1,250,000 Alternate Public Defender $1,203,000 $220,380,000 Sheriff $215,566,000 $12,879,000 Public Health $12,826,000 $5,558,000 Public Defender $5,063,000 $124,812,000 Probation $119,064,000 $17,279,000 Mental Health $22,522,000 $22,952,000 Health Services $20,097,000 $5,045,000 Fire District $5,045,000 $22,334,000 Office of Diversion and Reentry $21,834,000 $7,770,000 District Attorney $7,323,000 $300,000 Chief Executive Office $300,000 Board of Supervisors - Information Systems Advisory Body $2,054,000 Board of Supervisors - Countywide Criminal Justice Coordination Committee $264,000 $273,000 Auditor-Controller $267,000 FY 2019-20 $448,871,000 FY 2018-19 $433,477,000 165 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $4,385,000 Contingency Reserve $49,000 Trial Court Operations - Conflict Panel $1,080,000 Local Innovation Fund Health Services - Integrated Correctional Health $10,379,000 Services $12,029,000 Health Services - Hospitals $544,000 Health Services - Administration Trial Courts - Conflict Panel $49,000 $1,250,000 Alternate Public Defender $1,203,000 $220,380,000 Sheriff $215,566,000 $12,879,000 Public Health $12,826,000 $5,558,000 Public Defender $5,063,000 $124,812,000 Probation $119,064,000 $17,279,000 Mental Health $22,522,000 Health Services $20,097,000 $5,045,000 Fire District $5,045,000 $22,334,000 Office of Diversion and Reentry $21,834,000 $7,770,000 District Attorney $7,323,000 $300,000 Chief Executive Office $300,000 Board of Supervisors - Information Systems Advisory $2,250,000 Body $2,054,000 Board of Supervisors - Countywide Criminal Justice $275,000 Coordination Committee $264,000 $273,000 Auditor-Controller $267,000 FY 2019-20 $448,871,000 FY 2018-19 $433,477,000 166 FY 18-19 Allocations to Public Agencies for Programs & Services Breakdown of Allocation to Public Agencies: Alternate Public Defender’s Office: $1,203,000 – 1) Legal Representation $1,203,000 Auditor-Controller: $267,000 - 1) Claims Processing $267,000 BOS – Countywide Criminal Justice Coordination Committee: $264,000 – 1) Public Safety Realignment Team $264,000 BOS – Information Systems Advisory Body: $2,054,000 – 1) Justice Automatic Information Management Statistics $1,499,000; 2) Countywide Master Data Management $555,000 Chief Executive Office: $300,000 – 1) AB109 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 Health Service 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 $79,829,000; 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 $19,605,000; 4) Mental Health Services $6,430,000 Public Defender’s Office: $5,063,000 – 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: $49,000 167 FY 19-20 Allocations to Public Agencies for Programs & Services Breakdown of Allocation to Public Agencies: Alternate Public Defender’s Office: $1,250,000 – 1) Legal Representation $1,250,000 Auditor-Controller: $273,000 - 1) Claims Processing $273,000 BOS – Countywide Criminal Justice Coordination Committee: $275,000 – 1) Public Safety Realignment Team $275,000 BOS – Information Systems Advisory Body: $2,250,000 – 1) Justice Automatic Information Management Statistics $1,242,000; 2) Countywide Master Data Management $1,008,000 Chief Executive Office: $300,000 – 1) AB109 Program Oversight $300,000 District Attorney: $7,770,000 – 1) Restitution Enhancement Program $700,000; 2) Prosecution $5,474,000; 3) Special Enforcement Team $1,596,000 Office of Diversion & Re-Entry: $22,334,000 – 1) Community-based Treatment and Housing Programs $20,933,000; 2) Youth Development and Diversion $901,000; 3) Alternatives to Incarceration Workgroup $500,000 Fire Department: $5,045,000 – 1) Fire Camp Training $537,000; 2) Fire Camp Operations $4,508,000 Health Services – Administration: $544,000 – 1) Post Release Community Supervision Medical Care Coordination $544,000 Health Services – Hospitals: $12,029,000 – 1) Inmate Medical Services $12,029,000 Health Services – Integrated Correctional Health Services: $10,379,000 – 1) Jail In- Custody $6,236,000; 2) Discharge Planning $4,143,000 Local Innovation Fund: $1,080,000 Mental Health Department: $17,279,000 – 1) Direct Services $9,078,000; 2) Services $22,632,000; 2a) State Hospital $525,000; 2b) IMD Contracts $284,000; 2c) General Contract Services $21,685,000; 2d) Medications $138,000; 3) Other Revenue <$14,431,000> Probation Department: $124,812,000 – 1) Post-Release Services $84,630,000; 2) CBO Services and Fixed Assets $13,200,000; 3) Information Systems $719,000; 4) Proposition 63 $19,833,000; 5) Mental Health Services $6,430,000 Public Defender’s Office: $5,558,000 – 1) Legal Representation $3,794,000; 2) Mental Health Unit $1,764,000 Public Health Department: $12,879,000 – 1) Client Engagement and Navigation Services $3,800,000; 2) Community-Based Treatment $5,956,000; 3) Administrative Oversight $3,123,000 Sheriff’s Department: $220,380,000 – 1) Custody Operations $176,467,000; 2) In- Custody Programs $8,583,000; 3) Valdivia $1,704,000; 4) Parole Compliance Unit $13,952,000; 5) Fire Camps $823,000; 6) Mental Health Evaluation Teams $12,603,000; 7) Homeless Outreach Service Teams $2,200,000; 8) Discharge Planning $4,048,000 Trial Court Operations – Conflict Panel: $49,000 168 Optional 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 If yes, how? Los Angeles County assesses the effectiveness of programs and/or services funded with its Public Safety Realignment allocation through ongoing County Department review. 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. The County is currently building a framework for conducting an evaluation of AB 109 implementation using aggregated data from various County Departments. The evaluation will assess the impact on AB 109 offender outcomes, recidivism, and criminal justice trends, and will include the development of proposed program/process modifications to improve outcomes. As an example, anonymized information on justice-involved populations will be matched with anonymized data from health-related departments to show trends and patterns of health service utilization among AB 109 probationers. This will answer such questions as the number of people in this population that accessed health services within their first three years of supervision; the number that access services in their first year, second year, or third year of supervision; and the percent of the populations that access health services in each time frame. Counts and percentages will be tabulated by service type (i.e., outpatient, inpatient/residential, emergency) and by health agency. Results will be compared across demographic groups, and additional measures for employment, housing, and homelessness will be reported where data is available. 169 Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? 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 in 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? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates 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 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: 170 • Screening, Assessment, Triage and Linkage by DMH staff co-located at the five Probation hubs. In an effort to meet the increasing need to expand availability of these services in certain geographic areas, starting in December 2019, DMH staff will co-locate with Probation at the South Bay Area Office. • Linkage for clients referred from the Revocation Courts, Departments of Health Services (DHS) Care Transitions Unit, and the Probation Department. • Outpatient Treatment Services provided by a network of DMH Legal Entity Providers. • Residential Co-Occurring Disorder (COD) Services, in collaboration with the Department of Public Health, Substance Abuse Prevention and Control (DPH- SAPC). • Enriched Residential Services. • Crisis Residential Services. • State Hospital and Institution for Mental Disease (IMD) beds. Discussions have started with DPH-SAPC to collaborate for additional DPH and DMH residential COD service sites. Aside from the locations in Acton, Pomona, and Hawthorne, a fourth collaborative is currently being explored. Services provided would include case management, medication support, crisis intervention, therapeutic groups, and individual treatment. 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 DPH-SAPC provides a full continuum of substance use disorder (SUD) treatment services through the Drug Medi-Cal, Organized Delivery System (DMC-ODS), and oversees the delivery of SUD treatment services for the AB 109 population. DMC-ODS affords the opportunity to leverage Federal Medi-Cal funding to sustain services to residents in Los Angeles County through a single-benefit package. SUD treatment services for the criminal justice populations, inclusive of AB 109, are primarily funded through Drug Medi-Cal. However, secondary funding sources cover certain treatment costs or more expansive wraparound services, including Client Engagement Navigation Services (CENS) co-locations at selected Probation area offices and/or Superior Court locations, Recovery Bridge Housing services, room and board for residential services, and contribution towards the non-federal matching fund commitment. SUD treatment services are developed and consistent with the American Society of Addiction Medicine (ASAM) criteria and medical necessity. The following types of SUD services are provided to residents of Los Angeles County: • 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- 171 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. Also, for patients who need a safe and stable living environment in order to develop and/or demonstrate sufficient recovery skills for avoiding immediate relapse or continued use of substances. • 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 – Integrated Correctional Health Services (DHS-ICHS) and the Los Angeles County Sheriff’s Department. The ICHS – 172 Addiction Medicine Services (ICHS-AMS) program addresses the varied substance use needs of inmates housed within the Los Angeles County jail system. 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. SUD services include screening, brief intervention, education classes, assessment, treatment, case management, care coordination with correctional health and mental health, re-entry planning, and linkage to community-based services. START treatment services began in February 2016. The target population is comprised of inmates that meet clinical criteria for SUD, are enrolled in the Education Based Incarceration (EBI) program and have a minimum of 45 days in custody. The START program is offered to male and female inmates housed at four county detention facilities: Pitchess Detention Facility (PDC) for male inmates, Century Regional Detention Facility (CRDF) for female inmates, Twin Towers Correctional Facility (TTCF) for male inmates with co-occurring disorders, and Men’s Central Jail (MCJ) for gay and transgender male inmates. AB 109 N3 (non-violent, non-serious, non-sex offending) inmates, i.e., the AB 109 population with a straight jail sentence, and AB 109 Revocation Court clients, are eligible to be treated under START. The START program has four objectives: • Provide SUD treatment that is evidenced-based, integrated, effective, high quality, measurable, and outcome driven; • Offer effective re-entry planning to ensure 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. Medication Assisted Treatment In addition to providing SUD treatment under the START program, Los Angeles County also provides Medication Assisted Treatment (MAT) to treat inmates with Opioid Use Disorder (OUD) and promote positive outcomes for them. Using MAT in SUD treatment has shown to improve patient survival, increase retention in treatment, decrease illicit opiate use and other criminal activity among people with SUD, increase patients’ ability to gain and maintain employment, and improve birth outcomes among women who have SUDs and are pregnant [Substance Abuse and Mental Health Services Administration (SAMHSA), 2015]. Two MAT medications offered within the Los Angeles County jail system are Naltrexone and Buprenorphine (i.e., Suboxone); Naltrexone is available to all inmates and buprenorphine is available to all pregnant women (MAT medications given prior to in- custody release). 173 DHS-ICHS is currently making efforts to further expand MAT services for OUD in the Los Angeles County jail system by creating an infrastructure to provide Buprenorphine to more inmates beyond pregnant women and offer Methadone as an additional MAT to inmates. Educational Services The Sheriff’s Department Inmate Services Bureau provides a variety of essential educational services, including traditional academic courses that satisfy high school and college degree requirements; life skills classes that teach social-learning to reinforce attitude and behaviors changes (e.g. anger management, parenting, domestic violence); and career technical/vocational training to improve employment readiness (including but not limited to construction, culinary, computer tech, recycling, and pet grooming). Special programs are also offered that combine multiple service types to provide unique experiences and training platforms, such as Maximizing Effort Reaching Individual Transformation (MERIT), Back on Track, Fire Camp, and the Gender Responsive Rehabilitative programs. Alternative to Custody Program The Sheriff's Department and DPH-SAPC have partnered to implement the Alternative to Custody Substance Treatment and Re-entry Transition (ATC-START) program. Launched in June 2015, the START-Community program provides community-based, supervised, non-custodial residential treatment services to non-violent, non-serious, and non-sexual (N3) female and male inmates (clients) who have a minimum of ninety (90) days left on their sentence and who volunteer to participate in a substance use disorder (SUD) treatment program, while they serve out the remainder of their sentence in a residential treatment facility. All clients participating in the START-Community Program remain under the supervision of the Sheriff’s Department using a Global Positioning System (GPS) electronic monitoring device worn for the duration of the client’s ninety (90) day residential treatment. Upon completion of their jail sentence, participants have an option of continuing with additional treatment services, if deemed medically necessary. Continued participation would be voluntary. Once a client has been identified as a suitable candidate for the START-Community Program, the co-located DPH-SAPC contracted Client Engagement Navigation Services (CENS) administers the American Society of Addiction Medicine (ASAM) Triage Tool (ATT) to determine whether the client would likely meet medical necessity for specialty SUD services. If treatment is necessary, CENS will refer the client to a DPH-SAPC contracted treatment provider. START Community residential services are available to Medi-Cal eligible and/or enrolled, criminal justice involved individuals, who meet the criteria for the AB 109 program. Services not reimbursed by Drug Medi-Cal (e.g., room and board) are reimbursed through AB 109. New referrals to the ATC-START-COMMUNITY program are currently on hold pending full execution of a new Memorandum of Agreement (MOA). 174 Care Coordination for Medically High-Risk Probationers A Registered Nurse and Clinical Social Worker from DHS provide care coordination for AB 109 probationers with complex acute or chronic medical conditions. Co-located with the Probation Department, they offer pre-release planning for AB 109 probationers while they are still in CDCR custody as well as in the community post-release. Probationers identified as medically high-risk are assessed for their need for linkage to medical services or referral to specialized residential settings such as board and care homes or skilled nursing facilities. Post-release, clients are followed in the community to ensure that their medical needs are met, and to assist with care coordination for any new medical issues that arise while on probation supervision. Frequent coordination with Probation, hospitals, and other service providers occurs to ensure that both social service and medical needs are being met. Housing, Employment, and Navigation/Coordination Services The Probation Department continues to provide 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. 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. What challenges does your county face in meeting these program and service needs? • 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 and serious medical issues, who are registered sex offenders, who have arson convictions, who have severe mental health issues, and/or who are high-risk individuals. In addition, residential substance abuse services for supervised individuals continues to remain an ongoing area of need. • 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 175 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 (such as HIPPA and CORI), 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. For example, in order to complete a comprehensive assessment, DMH clinical staff need access to the client’s criminal background information. This is particularly critical in order to make a violence risk assessment and to develop an effective treatment plan for the client. • Staffing and office space needs: Identifying sufficient office space is a challenge for many Departments. For example, given that Probation Department staff and DMH clinicians are needed to co-locate in both HUBs and area offices countywide, office space that is HIPAA-compliant is an ongoing challenge. The Probation Department and DMH continue to collaborate to find new and innovative ways to meet these needs. • Jail overcrowding: The Los Angeles County jail system continues to be impacted by severe overcrowding, partially due to the 4,000 AB 109 inmates in custody. These crowding levels necessitate the use of a percentage release system wherein inmates sentenced to traditional county jail time serve only a fraction of their sentences. The 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 further limited by a lack of appropriate space to meet the instructional, clinical, and counseling needs for the inmate population and ICHS staff. For example, the capacity of the in-custody START program is up to 400 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 fragile population: There remain several challenges related to securing housing services for the medically fragile population. Although the housing provider contract includes medical housing (board & care, recuperative care, and skill nursing facilities), it has proven difficult to find facilities that would accept clients due to their condition or due to the clients not satisfying the facilities’ criteria for acceptance. The number of clients requiring these services is only a few; however, the housing issues that arise in these cases require significant resources to ensure that medically fragile clients have their needs met. The Probation Department will 176 continue to work with its County partners to identify and implement a solution to this issue. 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: • 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 greater resources to seek out available mental health information more proactively from the 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 is planned to be operational by early 2020. • 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: Risk Assessment For Violence; Law and Ethics: Forensic Focus; The Invisible Wound: Promoting Healing Via Trauma Informed Care Consciousness – Forensic Focus; Safety and Crisis Prevention/Interventions When Working with Forensic/Justice Involved Consumers; Antisocial Personality Disorders- Forensic Focus; Forensic Dialectical Behavior Therapy (DBT); Assessment and Treatment of Impulse-Control Disorders in Forensic Settings; Problem-Solving Therapy in Forensic Settings; A Strength-Based Approach for Treatment of Forensic Consumers; Safety & Crisis Prevention; and Working with the Forensically- Involved, Mandated Consumer; Diagnosis, Treatment & Risk Management of Antisocial Personality Disorders and Psychopathy – Forensic Focus. • Medi-Cal Outreach to Inmates The Sheriff’s Department is in the process of finalizing a Memorandum of Understanding (MOU) with the Department of Public Social Services (DPSS) and DHS to facilitate efforts in providing Medi-Cal outreach and enrollment services to inmates who are being released from County-managed jails. 177 • Deployment of Naloxone Spray at Custody Facilities The Sheriff’s Department has implemented procedures for the deployment of Naloxone Nasal Spray at Custody Services Division facilities and station jails. The purpose of the deployment is to equip Department personnel with the ability to assist with the medical emergency of an opioid (i.e. Heroin, Fentanyl, Hydrocodone, Oxycodone, etc.) overdose. Sheriff’s Department personnel are required to be trained in the use of Narcan Nasal Spray prior to administering it in the course and scope of their duties. Employee training on the administration of the nasal spray is conducted by personnel authorized by the Department’s Custody Training and Standards Bureau (CTSB). Training on the administration of Narcan is given to lieutenants, sergeants, deputies, and custody assistants. • Probation Department Implementation of a Strategic Plan The Probation Department’s AB 109 program has adopted a Strategic Plan to focus its efforts over the next two years. This plan has two strategic areas: (1) Increase Operational Effectiveness of Probation’s AB 109 Program and (2) Enhance Services for Supervised Persons. The implementation of this plan will involve several projects including, but not limited to, the following: (1) Improving caseload management to make workloads more equitable and manageable; (2) Streamlining and clarifying policies; (3) Developing and implementing a robust quality assurance/continuous quality improvement (QA/CQI) process; and (4) and Expanding contracted services provided to clients. • Strengthening of the EBP (Evidence-Based Practice) Supervision Model The Probation Department continues to make focused and specific efforts to adhere to the National Institute of Corrections (NIC) (https://nicic.gov/), Eight Principles of Effective Interventions. 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) – NIC Principle #4: The Probation Department continues to focus on the implementation of Cognitive Behavioral Intervention (CBI) to skill train clients with directed practice. Specifically, with the use of the selected CBI curriculum, supervision Deputy Probation Officers (DPOs) teach, practice, and role-play skills with clients. • Positive Reinforcements - NIC Principle #5: The Department continues its implementation of 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 178 from verbal recognition and purchased promotional materials to bus passes and gift cards. • Measure Relevant Processes/Practices – NIC Principle #7: The Los Angeles County Probation understands the importance of program evaluation and welcomes external evaluations to be conducted. Probation is in collaboration with the Office of the CIO (OCIO) to evaluate the County’s Public Safety Realignment Program and to assess its impact on AB 109 outcomes, recidivism, and criminal justice trends. Based on the original proposal by the OCIO, the primary areas will include the following: Process evaluation: Examine and measure the operational status and effectiveness of the County’s AB 109 program. Impact evaluation: A recidivism study amongst individuals subject to community supervision and/or local custody pursuant to AB 109. Improvement plan: Develop a plan based on the results and findings of the process and impact evaluations. • Co-location of Deputy Probation Officers (DPOs) with law enforcement The Probation Department’s DPOs continue to be co-located with local law enforcement agencies to conduct compliance checks on Post-Release Supervised Persons (PSPs) to hold offenders accountable and provide support to local law enforcement. • Leveraging Medi-Cal as the primary funding source for SUD treatment services On July 1, 2017, DPH-SAPC launched the County’s Drug Medi-Cal Organized Delivery System (DMC-ODS). This provides a significant infusion of state and federal funding enabling DPH-SAPC to transform into a managed care health plan for specialty SUD services. The DMC-ODS supports a fuller continuum of SUD services for individuals who are eligible for Medi-Cal and My Health LA, or who are participating in another funded or mandated program. Effective July 1, 2019, DPH-SAPC added additional withdrawal management (WM) levels of care, specifically Medically Monitored Inpatient WM (3.7-WM), and Medically Managed Inpatient WM (4-WM) as a reimbursable service. Before July 1, 2019, these services were primarily reimbursed through non-Drug Medi-Cal funding sources which limited the number of residential detoxification beds available in the system. • In-Custody to Community Referral Program (ICRP) The In-Custody to Community Referral Program (ICRP) was established in December 2018 to enable in-custody clients to transition directly into treatment upon their release. It is a partnership among the DHS-ICHS Whole Person Care (at Twin Towers County Jail and Pitches Detention Center), DPH-SAPC, and selected SUD contracted network providers. 179 ICRP also is a screening and referral to treatment process designed to link individuals transitioning from in-custody to SUD treatment upon their release. ICRP SUD counselors collaborate with treatment providers to coordinate the reintegration of inmates and ensures a warm handoff to the appropriate level of care and supporting services. A pre-screening intake is conducted to identify each clients’ specific needs (such a co-occurring disorder) and helps refer them to appropriate SUD treatment services. • Co-location of Client Engagement and Navigation Services (CENS) The Client Engagement and Navigation Services (CENS) navigators offer face-to- face screenings, referral linkages, and navigation services to individuals who need more hands-on assistance to maximize treatment admission and retention and enhance the likelihood of positives outcomes. The following table reflects the added CENS co-locations during FY 2018-19: Start SD SPA CENS Provider Co-Location Date • Behavioral Health Long Beach Superior 4 8 7/1/18 Services Courthouse • Special Services Firestone Probation 2 6 for Groups 2/26/19 Area Office • HOPICS • Special Services Centinela Probation 2 6 for Groups 2/25/19 Area Office • HOPICS The following table reflects the added CENS co-locations during FY 2019-20: Start SD SPA CENS Provider Co-Location Date • Didi Hirsch Community West Los Angeles 3 5 7/15/19 Mental Health Probation Area Office Center • San Fernando Valley Santa Clarita 3 2 8/13/19 Community Courthouse Health Center • Prototypes/Health 1 3 Alhambra Courthouse 8/14/19 Right 360 • California Hispanic East Los Angeles 1 7 Commission on 10/16/19 Probation Area Office Alcohol and Drug Abuse, Inc. 180 • AB 109 Adult At-Risk Program On July 1, 2019, DPH-SAPC, in collaboration with the Probation Department, launched the Adult At-Risk early intervention educational pilot Program. The program is designed to motivate AB 109 probationers who screen negative for SUD to participate in educational workshops that promote awareness of addiction as a disease; increase harm reduction awareness such as overdose prevention, reduce negative consequences of SUD; support community re-entry; reduce recidivism; and improve health outcomes. • Recovery Bridge Housing (RBH) Recovery Bridge Housing (RBH) is defined as a type of abstinence-focused, peer- supported housing that provides a safe interim living environment for patients who are homeless or unstably housed. Patients in RBH must be concurrently in treatment, particularly in the outpatient, intensive outpatient, Opioid Treatment Program, or Outpatient (aka: Ambulatory) Withdrawal Management settings. Research shows that SUD treatment outcomes are better for individuals experiencing homelessness when they are stably housed. Clients/patients with SUDs need access to safe, stable, and supportive living environments to help them initiate and sustain their recovery and reduce the risk of relapse. So far, during FY 2019-20, DPH-SAPC increased RBH capacity and availability from 929 to 959. The expansion of RBH provides criminal justice involved individuals who are homeless with SUD treatment and housing. • 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 integrated system of health, public health, and mental health care tied to social and other services. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. • Assertive Community Treatment (ACT) In the Assertive Community Treatment (ACT) program, a robust team-like structure is utilized providing members with FSP-like, wrap-around services. At first engagement, staff meet clients wherever they are – e.g., in homeless encampments, skid row, or freeway underpasses. Each client is presented with a “Welcoming Day” where they meet with various members of their team, complete a biopsychosocial assessment, nursing screening, and consultation with a prescriber for psychotropic medications. Clients are given a tour of the office and provided a calendar of weekly groups that are available. They are orientated to computers, bathroom facilities, and snacks if they are hungry. After the initial “Welcoming Day” clients are typically engaged in the field for the duration of their treatment and services. 181 Some highlights shared by clients include an appreciation for the groups they are encouraged to attend which include, Substance Abuse Group (COEG – Co- occurring Education Group), and Healthy Relationships and Anger Management group. Both these groups not only provide valuable life skills, but also allow the provider to sign needed proof of attendance cards court. Weekly outings are events that clients particularly enjoy. These vary and include trips to the pier in Long Beach to go fishing, bowling, and going to an array of museums in Los Angeles. • Alternative Crisis Services (ACS) The AB 109 Alternative Crisis Services (ACS) residential program has served to assist the Post-Release population with re-entry services in several ways. One of the most important roles of the ACS is to stabilize clients on medication regimens, establish rapport and trust in their treatment provider. AB 109 clients receive individual therapy to address life stage issues, as well as issues related to trauma. They participate in intensive mental health services daily, with a focus on their Co- Occurring Disorder, as well as their hopes and goals as they transition back into the community. They are required to attend self-help groups 5 hours per day. Each AB 109 ACS client is assigned an AB 109 Case Manager who establishes a Client Treatment Plan designed to meet their unique needs. The ACS program also identifies physical health needs and connects those clients to healthcare resources in the community. For clients who have a long history of struggling with substance abuse issues, after completing up to 90 days at the AB 109 ACS Program, they may be referred to a residential COD treatment program for additional maintenance and support with their sobriety. The combination of completing the ACS AB 109 Program and Residential COD Program provides clients with up to six months of structured treatment providing them a fighting chance to stay sober, complete their AB 109 community supervision successfully and have renewed hope for the future. • Whole Person Care Re-entry Program Sheriff’s Department personnel from the Population Management Bureau collaborate with DHS personnel on the Whole Person Care (WPC) Re-entry program. Los Angeles County was awarded a WPC grant of $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 182 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. • START program for Revocation Court clients The Substance Treatment and Re-entry Transition (START) jail-based program became available to Revocation Court clients in late 2018. From October 2018 through September 2019, 224 AB 109 Revocation Court clients were referred to the START program. • Increase Access to SUD Treatment DPH-SAPC continues to increase access and minimize the time between the initial verification of eligibility, clinical need determination, referral, and the first clinical encounter. Ultimately, DPH-SAPC promotes a no "wrong door" to enter the specialty SUD system with three (3) main entry points: 1. 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 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). 2. 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. SASH will conduct the following services for clients: ▪ Conduct the ASAM triage screening tool. ▪ Inquire about DMC eligibility status. ▪ Based on screening results, recommend client to the agency that provides the appropriate level of care. 3. A final entry way includes the connection to CENS – previously discussed in this document. • START – Community Program An additional best practice includes the START – Community program (referenced in answer above under Alternative to Custody Program). As discussed, the START – Community program places sentenced inmates into community SUD treatment beds as an alternative to custody. 183 This page intentionally left blank 184 FY 2019-20 Community Corrections Partnership Survey Madera County CCP Membership as of October 1, 2019. Rick Dupree Deborah Martinez Chief Probation Officer Department of Social Services Kristina Wyatt Dennis Koch Presiding Judge or designee Department of Mental Health Joel Bugay Tracie Scott-Contreras County Supervisor or Chief Administrator Department of Employment Sally Moreno Dennis Koch District Attorney Alcohol and Substance Abuse Programs Craig Collins Cecilia Massetti Public Defender Head of the County Office of Education Jay Varney Mike Unger Sheriff Community-Based Organization Dino Lawson Mattie Mendez Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups No 185 Goals, Objectives and Outcome Measures FY 2018-19 Goal Vocational program in county jail (solar technology) Objective Continue to provide education for solar technology, installation, and repair Objective Continue to provide employment opportunities in this field Objective Reduce jail population by early release and future reduction in recidivism Outcome 80 enrolled in the program Measure Outcome 99% completed Measure Progress Continued to provide quality solar technology programming which has Toward translated into extended training for 7 and employment for 5! Stated Goal Goal Parenting Program Objective 90% will complete course Objective Provide parents with parenting tools Objective Prevent children of parents from being placed in the system Outcome 90% plus parents who completed the10 week course Measure Progress Have definitely progressed toward goals set as 32 parents did receive tools Toward by completing the course. Additionally, we have already had 37 parents Stated Goal complete the 10-week course at ½ way through this current fiscal year. However, what is not being measured is the number of children, from the parents completing this program, who are remaining out of “the system.” Goal Increase number of workforce participants Objective Increase the number of participants in the pre/post release workforce program. Outcome Number of pre-release participants who completed increased from 67 to 97 Measure Outcome Number of post release completed went from 48-24 Measure Progress About ½ way there but still are working on increasing the post release Toward program completions as well as referrals to the program. Will continue with Stated Goal regular resource fairs which began at the end of the last fiscal. The Madera County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 186 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $191,038 Reserve Funds $540,238 $107,076 Information Technology $107,076 $50,397 Assessment Tools (CAIS) $50,397 Community Based Organization $90,000 (BBS)(MCFB) $90,000 $111,489 Employment Development $104,730 $428,416 Outpatient $267,500 $345,000 Residential Treatment $315,000 Behavioral Interventions (DRC) & $524,000 (EM) $524,000 $75,000 Public Defender $75,000 $498,982 Sheriff's Office $239,483 $301,100 District Attorney $193,300 $193,300 Chowchilla Police Department $193,300 $142,300 Madera Police Department $363,300 $288,240 Behavioral Health $288,240 $2,237,368 Department of Corrections $2,237,368 $1,608,655 Probation $1,615,101 FY 2019-20 $7,192,361 FY 2018-19 $7,204,033 FY 18-19 and 19-20 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 2019-20 $484,730 FY 2018-19 $484,730 187 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $50,397 Assessment $50,397 $952,416 Treatment $969,916 $90,000 Community-Based $90,000 $345,000 Faith-Based $315,000 FY 2019-20 $1,437,813 FY 2018-19 $1,425,313 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Did not respond 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 No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates 188 What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 21% - 40% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? Behavior Health Court Veteran’s Court Sex Offender Program (Containment Model) Juvenile Sex Offender counseling program Fire setter program Day Reporting Program including SAC Drug Court DV Programs What challenges does your county face in meeting these program and service needs? Viable transportation and enough clients to support funding transportation What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Provided pre and post release workforce programming at the jail and probation. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. The solar technology program in the jail has been a great training program and has trained 80 participants this year and 5 have received direct employment after the program was completed. 189 This page intentionally left blank 190 FY 2019-20 Community Corrections Partnership Survey Marin County CCP Membership as of October 1, 2019. Michael Daly Benita McLarin Chief Probation Officer Department of Social Services James Kim Benita McLarin Presiding Judge or designee Department of Mental Health Melissa Crocket Benita McLarin County Supervisor or Chief Administrator Department of Employment Lori Frugoli Benita McLarin District Attorney Alcohol and Substance Abuse Programs Jose Varela Mary Jane Burke Public Defender Head of the County Office of Education Robert T. Doyle Vacant Sheriff Community-Based Organization Diana Bishop Vacant Chief of Police Victims interests How often does the CCP meet? Annually How often does the Executive Committee of the CCP meet? Annually Does the CCP have subcommittees or working groups Yes 191 Goals, Objectives and Outcome Measures FY 2018-19 Goal Increase the number of clients successfully completing Post-Release Community Supervision (PRCS) and Mandatory Supervision (MS). Objective 90% of PRCS and MS cases will successfully complete their program with no new felony or misdemeanor citations. Outcome Number of clients completing their PRCS and MS with no new felony or Measure misdemeanor convictions. Progress In FY 2018-19, the Marin County Probation Department had 31 PRCS and 28 Toward MS clients terminated from the program. 90.3% of those clients on PRCS Stated Goal completed their term successfully while 93% of those on Mandatory Supervision completed their term successfully. 6 additional persons were transferred upon release from custody and an additional 13 completed all MS time while in custody. Goal Connect participants with appropriate services to aid in rehabilitation and reentry into the community. Objective Assess 100% of clients using a biopsychosocial assessment tool. Outcome Number of Clients Assessed. Measure Progress 100% of clients released to Marin County Probation on PRCS or MS status Toward were assessed and referred to appropriate services. Stated Goal The Marin County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $813,511 Reserves $876,522 $117,000 Staff Training $117,000 $10,000 Marin County Superior Court $10,000 $264,036 Novato Police Department $256,346 $284,136 San Rafael Police Department $275,860 Health and Human Services - Mental Health/Substance $2,175,353 Abuse $2,111,993 $898,719 Sheriff $872,543 $1,837,905 Probation $1,784,374 FY 2019-20 $6,400,660 FY 2018-19 $6,304,638 192 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $49,000 Jail Parole Bed Recovery $49,000 $117,000 Training Fund $117,000 $721,351 Jail Re-Entry $700,341 $10,000 Community Court $10,000 $184,280 Employment Services $178,913 $270,090 Mental Health - LMHP, Crisis Support $262,223 $735,456 Coordination of Probation Enforcement (COPE) $714,035 $1,207,379 Probation Community Supervision $1,172,213 FY 2019-20 $3,294,556 FY 2018-19 $3,203,725 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $657,600 Treatment and Programming $657,600 $537,600 Housing/Sober Living Environments $537,600 $50,000 UCSF Forensics Mental Health Contract $50,000 $235,616 Pre-Trial and Electronic Release Program $235,616 $160,000 Data Analysis and Research $160,000 $353,702 Recovery Coaches $343,400 $215,938 Homeless Outreach Teams $215,938 FY 2019-20 $2,210,456 FY 2018-19 $2,200,154 Optional 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, 193 Sheriff, and the Police Chief member to determine if they fall within the guidelines and 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 If yes, how? Lead agencies provide annual review of programs under their watch and program progress, statistics, and emerging issues are discussed at every CCP meeting. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? 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 No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 61% - 80% Marin County provides a continuum of care and support services which all embody the philosophy of evidence-based practices. All Probation staff are trained in Motivational Interviewing and use risk assessment tools in case planning. We offer in-custody and community-based Cognitive Behavioral Therapy programming to all offenders, focusing 194 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? 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. 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. 195 This page intentionally left blank 196 FY 2019-20 Community Corrections Partnership Survey Mariposa County CCP Membership as of October 1, 2019. Vacant Chevon Kothari Chief Probation Officer Department of Social Services Michael Fagalde Chevon Kothari Presiding Judge or designee Department of Mental Health Miles Minetrey Vacant County Supervisor or Chief Administrator Department of Employment Walter Wall Chevon Kothari District Attorney Alcohol and Substance Abuse Programs Neal Douglass Jeff Aranguena Public Defender Head of the County Office of Education Doug Binnewies Allison Tudor Sheriff Community-Based Organization Vacant Jessica Memnaugh Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? The county declined to respond to this question. Does the CCP have subcommittees or working groups No 197 Goals, Objectives and Outcome Measures FY 2018-19 Goal Design a behavioral health court model appropriate for our rural area Objective 100% of participants screened for behavioral health services Objective Conduct outside review of program Outcome Study will be conducted to determine use of appropriate evidenced based Measure tools to screen potential behavioral health court participants. Progress Behavioral health court well established and operational. A program review Toward was conducted by University of Cincinnati Stated Goal Goal Conduct a review of BH Court Program(s) Objective Measure the extent to which evidenced based process/program are being utilized Objective Identify areas of improvement Outcome A study from outside vendor will be conducted Measure Progress Dr. Ed Latessa from the University of Cincinnati conducted a review of our Toward local programs to determine level of evidence-based program use. Stated Goal Goal Develop Housing Solutions Objective Work with county officials to develop low income housing Objective Work with county officials and CBO’s to develop housing solutions for probationers Progress County contracted with local community-based organization to open the Toward counties first homeless shelter as well as help develop other permanent Stated Goal housing plans. AB 109 funding utilized to purchase short term housing shelters for probation and other at-risk homeless populations. The Mariposa County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal Develop an area in the jail that can be used for jail inmate programs Objective Identify possible area in the jail that can be designated as a program room Objective Create a media and classroom area if possible that supports jail-based programs and activities Outcome Area is identified that can safely house inmates participating in hail Measure programs and activities Outcome Media and infrastructure will support online and in classroom activities and Measure programs. 198 Progress An area was identified, and funding used to convert it into a program and Toward activity room. Media equipment that allows for educational as well as Stated Goal rehabilitation programs to be started were installed. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $11,500 Pre-Trial $20,000 District Attorney $15,000 $150,000 Probation $125,000 $117,500 Sheriff $142,500 $80,000 Behavioral Health $75,000 $300,000 Community Based Organizations $292,500 FY 2019-20 $ 679,000 FY 2018-19 $650,000 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services BH Court Training Recruitment Probation Supervision Services In Custody Services Scram Alcohol Monitoring Pre-Trial Electronic Alcohol Monitoring Program Mental Health Worker for Behavioral Health County Sheriff Jail Expansion/Remodel/Equipment Sheriff Loss of Parole Jail Revenue District Attorney Drug Court Program Probation Salary Support FY 2019-20 $379,000 FY 2018-19 $357,500 199 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $59,000 Recovery Program Non-Profit $225,000 Community Based Programs $16,000 Treatment Programs Alliance for Community Transformations $100,000 Heritage House Drug Recovery Program $142,500 Today Is a New Day Recovery House $50,000 FY 2019-20 $300,00 FY 2018-19 $292,500 Optional 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 If yes, how? This past year we contracted with the University of Cincinnati, Dr. Ed Latessa, to conduct a review of our local services to evaluate our use of evidenced based practices and to identify areas of potential growth. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? The information from the review is shared with the CCP at large in order to develop future strategies and target areas in need of improvement. 200 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No 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)? The county declined to respond to this question. We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? We have a drug court program that used to be grant funded. That funding has since been lost but we 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. 201 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. 202 FY 2019-20 Community Corrections Partnership Survey Mendocino County CCP Membership as of October 1, 2019. Izen Locatelli Jenine Miller Chief Probation Officer Department of Social Services Kim Turner Jenine Miller Presiding Judge or designee Department of Mental Health Janelle Rau Vacant County Supervisor or Chief Administrator Department of Employment David Eyster Jenine Miller District Attorney Alcohol and Substance Abuse Programs Jeffrey Aaron Vacant Public Defender Head of the County Office of Education Thomas Allman Jacqueline Williams Sheriff Community-Based Organization Justin Wyatt Vacant Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups No 203 Goals, Objectives and Outcome Measures FY 2018-19 Goal Implement Noble Software as Probation’s risk and needs assessment tool Objective Train all Probation staff on the new tool by end of the 3rd Quarter FY18-19 Objective Ability to integrate the risk and needs assessments with case management system Outcome Number of staff trained on utilization of new tool Measure Outcome When evaluating potential case management systems, determine which Measure systems allow for integration with Noble software Progress The Probation Department completed all staff training by the end of the 3rd Toward quarter of FY18-19. Probation continues training new staff on the use of the Stated Goal tool. Evaluation of potential case management systems is pending. Goal To improve our data collection and reporting to ensure accurate and meaningful data and statistics are collected and provided to the CCP. Objective To have comprehensive data management between the Probation Department, Sheriff’s Office, District Attorney, Public Defender, Health & Human Services Agency, and CBO’s. Objective To have clearly defined data definitions and measurements. Outcome Identify specific data needs and the source(s) for the data, as well as format Measure and due dates Outcome Accurate and timely data supplied by CBO’s, such as: Measure • Outcomes of services • Number of references • Demographics o Gender o Age o Race o Offender Type Progress The Probation Department has made significant improvements to providing Toward the CCP with comprehensive data which the CCP has affirmed is useful Stated Goal data. We continue to refine the data adding additional data points and work with our case management system provider to develop customized reports that will enable us to extract additional data. GEO Re-entry provides detailed service and performance reports on a quarterly basis. The Health & Human Services Agency has developed an annual data report that is presented to the CCP. The Probation Department analyst is provided access to the Sheriff’s Office jail data as well as the District Attorney’s office data to utilize in the quarterly reporting. We continue to refine our data definitions and measurements, as well as evaluating performance measurement criteria. The Mendocino County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 204 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $107,012 To Reserve $169,646 Contingency $125,000 City of Ukiah Police Department $125,000 $104,878 Public Defender $91,557 $110,421 District Attorney $106,884 $191,091 Health & Human Services Agency $167,114 $1,675,119 Sheriff's Department $1,221,726 $1,434,493 Probation Department $1,322,532 FY 2019-20 $3,917,660 FY 2018-19 $2,350,988 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services Health & Human Services Agency - AODP $51,144 Counselor $49,174 Health & Human Services Agency - Mental Health $139,947 Clinician $117,940 $36,000 Sheriff's Office - Electronic Monitoring $36,000 FY2019-20 $227,091 FY2018-19 $203,114 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $131,716 Ford Street Project - Sober Living Environment $113,985 $10,000 Ford Street Project - Detox in lieu of jail program $10,000 $390,000 GEO Re-entry Day Reporting Center $360,000 FY 2019-20 $531,716 FY 2018-19 $483,985 205 Optional 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 No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 21% - 40% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? Sober Living Environment, Alcohol and Other Drug Program, 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, lack of resources (staff & funding). 206 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 Re-entry) – the DRC provides various services for high risk offenders which include but is not limited to: cognitive behavioral therapy, counseling, drug testing, drug education, educational services, and employment services. GEO Re- entry has been providing this service to Mendocino County for 7+ years. 207 This page intentionally left blank 208 FY 2019-20 Community Corrections Partnership Survey Merced County CCP Membership as of October 1, 2019. Jeff Kettering Scott Pettygrove Chief Probation Officer Department of Social Services Donald Proietti Yvonnia Brown Presiding Judge or designee Department of Mental Health Lloyd Pareira David Mirrione County Supervisor or Chief Administrator Department of Employment Kimberly Lewis Yvonnia Brown District Attorney Alcohol and Substance Abuse Programs Vincent Andrade Steve Tietjen, Ed.D. Public Defender Head of the County Office of Education Vern Warnke Lamar Henderson Sheriff Community-Based Organization Gary Brizzee Lisa DeSantis Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Annually and as needed Does the CCP have subcommittees or working groups Yes 209 Goals, Objectives and Outcome Measures FY 2018-19 Goal Provide transitional housing for up to six (6) clients. Objective Reduce recidivism by having a sober living environment for a client transitioning from county jail or treatment facility in order to succeed. Objective 100% of clients assigned will receive screening for substance abuse disorder. Objective 50% of clients will receive permanent housing. Outcome Number of clients screened in need of substance use treatment. Measure Outcome Number of participants successfully completing program Measure Progress The transitional housing program has been in place for almost two years. Toward During the time period of July 1, 2018 to June 30, 2019 there were 42 Stated Goal referrals made to the program, 38 clients placed, and 10 found successful housing for 26% success rate. Goal Increase the number of referrals and graduates in our Leadership for Life program. Objective Reduce recidivism by transitioning those released from jail back into the community. Objective Increase the number of referrals into the program Objective 30% of those participants will graduate from the program Outcome Number of participants enrolled in the Leadership for Life program. Measure Outcome Number of participants that graduate from the Leadership for Life program. Measure Progress There was a total of 210 participants during FY 2018/19. A total of 94 Toward graduated from the program. As a result, 45% of the participants who Stated Goal enrolled graduated from the program. Leadership for Life graduates, April 2019 210 Goal Provide recidivism reduction classes to assist in overcoming negative effects of childhood trauma and household dysfunction. Objective Reduce recidivism by providing trauma-informed adult recidivism classes. Objective Increase the number of referrals into the program Outcome Number of participants enrolled in the ACE Overcomers program. Measure Outcome Number of participants that graduate from the ACE Overcomers program. Measure Progress There was a total of 21 participants during FY 2018/19. A total of 9 toward graduated from the program. As a result, 43% of the participants who stated goal enrolled, graduated from the program. ACE Overcomers Graduation The Merced County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal To provide a Behavioral Health and Recovery Services (BHRS) Clinician stationed at the County Jail. Objective 100% of inmates will be assessed for any mental health and substance use disorders. Objective 100% of inmates will be assisted with reintegration into the community by coordinating services and/or treatment with BHRS services in the community. Outcome Number of inmates screened for mental health and substance use Measure disorders. Outcome Number of inmates released are connected to outpatient services, if Measure needed. Progress Although this was listed as a FY 2018/19 goal, the Clinician was hired Toward during this fiscal year. There is not enough data to report on; however, it Stated Goal is anticipated that this position will be crucial to reins 211 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations Dept. of Public Works - Building Refurbish for PRCS $700,000 CA Fwd (Jail Utilization Study) $79,936 Ace Overcomer's (Recidivism Classes) $17,000 Merced County Office of Education (Vocational Training) $291,357 Merced Rescue Mission (Transitional Housing) $100,000 Community Social Model Adovacates (Residential Treatment) $160,000 Behavioral Interventions (Re-Entry Services) $454,824 Behavioral Interventions (Global Positioning System) $189,767 Behavioral Interventions (Day Reporting Center) $849,000 Behavioral Health and Recovery Services $172,454 Public Defender's Office $182,105 District Attorney's Office $342,538 Sheriff's Office $2,790,000 Probation Department $3,265,607 FY 2019-20 $N/A FY 2018-19 $9,594,588 212 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services Dept. of Public Works - Building Refurbish for PRCS $700,000 Behavioral Health and Recovery Services $172,454 Public Defender's Office $182,105 District Attorney's Office $342,538 Sheriff's Office $2,790,000 Probation Department $3,265,607 FY 2019-20 $N/A FY 2018-19 $7,452,704 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services California Forward (Jail Utilization Study) $79,936 Ace Overcomer's (Recidivism Classes) $17,000 Merced County Office of Education (Vocational Training) $291,357 Merced Rescue Mission (Transitional Housing) $100,000 Community Social Model Adovacates (Residential Treatment) $160,000 Behavioral Interventions (Re-Entry Services) $454,824 Behavioral Interventions (Global Positioning System) $189,767 Behavioral Interventions (Day Reporting Center) $849,000 FY 2019-20 $N/A FY 2018-19 $2,141,884 Optional 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 213 If yes, how? Merced utilizes conviction, recidivism, and treatment program completion rates to evaluate effectiveness of programs. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? Merced contracts with the Merced County Office of Education for educational/vocational program, 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. A residential substance use treatment program Merced contracts with had poor outcomes for the FY 2018/19 year. This resulted in a significant decrease in the allocation given for FY 2019/20. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No Average daily population X Conviction Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 41% - 60% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? Behavioral Health Court allows an average of 50 clients with identified behavioral health issues to seek treatment while on Probation. It is a collaborative partnership with the Merced Superior Court, Behavioral Health and Recovery Services (BHRS) staff, and Merced Probation. 214 Also, with the hiring of 1.0 FTE Mental Health Clinician for the Jail, services will be offered to assist in a smooth transition to BHRS when released as the clients have already begun services while incarcerated. What challenges does your county face in meeting these program and service needs? As reported in previous surveys, capacity continues to be 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 FY 2016/17, Merced Probation, and the Merced County Office of Education (MCOE) established a needed program for adults. The Phoenix Project addresses educational and vocational needs for clients. Each client receives a needs assessment to identify educational need, vocational interest and aptitude, and a recommended plan. GED testing and career technical services are included. One-on-one mentoring is available as well as support services and free tutoring. The project has been in existence for more than two years and has been providing positive results. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. 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. During FY 2018/19 there were a total of 240 clients referred. Graduates from the program totaled 30, with 23 becoming gainfully employed. 215 Participants: Ronald P. I am blessed to have the opportunity. Seize the opportunity if you get the chance.” - William S. “Anyone who is an ex-convict or felon can do this program. It’s cost-free and anyone on probation Ronald enrolled into the Phoenix should jump on the wagon. You Project in October 2018. After have got to want change in order attending the orientation, Ronnie to change.” worked alongside his Phoenix - Howard N. advisor and selected Professional Truck Driving as his career choice. He was referred to Advanced Career Institute where he was able to obtain a permit and “The Phoenix Project helped me received behind-the-wheel get a career for free! I was able to training to earn his Class A learn about truck driving and get license. Ronald received his Class my Class A license. It helped my A license on December 17, 2018 confidence and I evolved as a and obtained full-time person.” employment in early January - James O. 2019. “Phoenix Project changed my life. They gave me a chance when no one else would. Now I am a working-class citizen driving a commercial vehicle cross- country.” 216 FY 2019-20 Community Corrections Partnership Survey Modoc County CCP Membership as of October 1, 2019. Kimberly Wills Kelly Crosby Chief Probation Officer Department of Social Services Honorable Francis Barclay Stacy Sphar Presiding Judge or designee Department of Mental Health Patricia Cullins Karina Neild County Supervisor or Chief Administrator Department of Employment Sam Kyllo Michael Traverson District Attorney Alcohol and Substance Abuse Programs Tom Gifford Mike Martin Public Defender Head of the County Office of Education Tex Dowdy Carol Madison Sheriff Community-Based Organization Sid Cullins Lola Hurtado Chief of Police Victims interests How often does the CCP meet? Monthly as needed How often does the Executive Committee of the CCP meet? Monthly as needed Does the CCP have subcommittees or working groups Yes 217 Goals, Objectives and Outcome Measures FY 2018-19 Goal Development of a jail facility that is safer for inmates and staff and provides for the safe and effective delivery of services. Objective Increase the use of Narcan to reduce overdose deaths in the community by training inmates before release and law enforcement. Objective Use evidence-based tools and approaches in treatment, supervision and sentencing. Outcome A larger safer jail facility is in progress. Funding has been achieved through Measure BSCC and matching sources. Inmates in the jail can receive training prior to their release about how and when to use Narcan. Correctional Officers along with all local law enforcement are in the process of being trained to use Narcan and will be issued it when trained. Modoc continues to use evidence-based tools and approaches in treatment, supervision and sentencing. However, new tools will be identified in the upcoming year to improve our approach. Progress Development of a jail facility that is safer for inmates and staff and provides Toward for the safe and effective delivery of services. Stated Goal Goal Reduce Recidivism Objective Use research and evidence-based tools to identify criminogenic needs of offenders and develop targeted interventions. Objective Enhance community-based programming for low risk offenders and those at risk of criminal behavior Progress Parenting classes, Life Skills classes, Mental Health counseling, and Toward Substance Use groups are provided to inmates by Behavioral Health and Stated Goal Training, Employment, and Community Help Inc. (T.E.A.C.H.) directly in the jail. Eligible inmates are being enrolled in MediCal 30 days prior to release date to seamlessly continue psychotropic medication and mental health services. Goal Save Lives Objective Decrease homelessness. Objective Increase training of Narcan county wide. Objective Increase the size, usage, and programing availability of the Day Reporting Center (DRC). Progress This is a new goal for 2018-2019. Implementation of the goal is just Toward beginning. Stated Goal The Modoc County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 218 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $80,205 Reserve (Inmate health) $80,705 $46,168 Behavioral Health $46,168 $22,781 Catastrophic Inmate Health Insurance $22,781 $19,724 Batterer's Intervention Programs $19,724 $4,713 Cost Plan $4,213 $45,000 Training Employment And Community Help (TEACH) $45,000 $225,693 Sheriff $225,693 $5,000 Alturas Police Department $5,000 $35,762 Probation $35,762 FY 2019-20 $485,046 FY 2018-19 $485,046 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $5,000 Alturas Police Department $5,000 $225,693 Sheriff $225,693 $4,713 Cost Plan $4,713 $46,168 Behavioral Health $46,168 $35,762 Probation $35,762 FY 2019-20 $317,336 FY2018-19 317,336 219 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $45,000 T.E.A.C.H. $45,000 $22,781 Catastrophic Inmate Health Insurance $22,781 $19,724 Batterer's Intervention Programs $19,724 FY 2019-20 $87,505 FY 2018-19 $87,505 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? The county declined to respond to this question. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? The county declined to respond to this question. Does the county consider evaluation results when funding programs and/or services? The county declined to respond to this question. Does the county use BSCC definitions (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. 220 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. 221 This page intentionally left blank 222 FY 2019-20 Community Corrections Partnership Survey Mono County CCP Membership as of October 1, 2019. Karin Humiston Kathy Peterson Chief Probation Officer Department of Social Services Hon. Mark Magit Robin Roberts Presiding Judge or designee Department of Mental Health Steve Barwick, CAO Kathy Peterson County Supervisor or Chief Administrator Department of Employment Tim Kendall Robin Roberts District Attorney Alcohol and Substance Abuse Programs Jeremy Ibrahim Stacey Adler Public Defender Head of the County Office of Education Ingrid Braun Amanda Hoover Sheriff Community-Based Organization Al Davis Tim Kendall Chief of Police Victims interests How often does the CCP meet? Monthly How often does the Executive Committee of the CCP meet? Monthly Does the CCP have subcommittees or working groups Yes 223 Goals, Objectives and Outcome Measures FY 2018-19 Goal Evaluate Collected Data to inform future actions Objective Review data Objective Identify meaningful measurements, correlations, and gaps Objective Adjust service based on data analysis Outcome Data reports Measure Outcome Data Analysis identifying gaps Measure Progress Mono is changing CMS so to better collect information and then inform Toward future decisions. Sub Committees are working on the process and will soon Stated Goal have a report and Mono Probation, a new CMS. Goal Provide Effective Supervision of Realigned Offenders Objective Administer Risk Needs Assessment and develop case plan Objective Introduce Incentives and Sanctions Matrix Model with case plan Objective Provide evidence informed supervision relative to risk and need Outcome 100% of realigned offenders shall receive a risk and needs assessment Measure upon entry to the community with reassessment at specific times Outcome 100% of realigned offenders shall have integrated within their case Measure planning the Graduated Sanctions and Incentives Matrix and reviewed with their officers Progress Continuous and on-going Toward Stated Goal Goal Provide Reentry Services for Detained Realigned Offenders Objective Provide reentry plan for detainee Objective Provide Behavioral Health assessment and transition plan for continuation once in the community Objective Reentry Officer ensures all information is smoothly passed along to community services members and supervising probation officer Outcome 100% Released Realigned Offenders from the Jail will have a Transition Measure Plan Outcome 100% Released Realigned Offenders from the Jail will know what their Measure Terms and Conditions are and where to report Outcome 100% of offenders will have AOD groups and individual counseling available Measure in Jail Progress Continuous and on-going Toward Stated Goal The Mono County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. 224 Goals, Objectives and Outcome Measures FY 2019-20 Goal Prepare a 10-year plan Objective Analyze data from the “6 years of realignment in Mono” report Objective Identify gaps, needs and changes Objective Identify workgroups to include all information for a final report to be reviewed and approved by the Executive Committee Outcome Data is reviewed and relevance identified Measure Outcome Gaps of services identified with services and programs put in place to Measure address need Outcome Workgroup provides final report to the Board of Supervisors and BSCC Measure Progress On target and on-going Toward Stated Goal FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $300,000 Other: Jail Grant Match $20,000 GPS Electronic Monitoring Reserve Funds $44,700 $35,000 Opiate Coordinator $35,000 $20,000 Electronic Monitoring $10,000 $28,200 Reentry Services $34,950 $25,000 Behavioral Health $25,000 District Attorney $150,000 $213,720 Sheriff's Department In Custody Services $213,720 $271,000 Probation Department $216,084 FY 2019-20 $746,529 FY 2018-19 $729,454 225 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $300,000 Jail Grant Match $25,000 Alcohol & Drug Counseling $25,000 Victim Assistance $150,000 $271,000 Probation Services $216,084 $213,720 In Custody Services $213,720 FY 2019-20 $325,000 FY 2018-19 $604,804 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $20,000 Drug & Alcohol Testing $20,000 GPS Electronic Monitoring $10,000 $28,200 Reentry Services $34,950 $35,000 Opiate Coordinator $35,000 FY 2019-20 $103,200 FY 2018-19 $79,950 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Mono County Community Corrections Partnership has been diligent in identifying the needs of the community, programs, data collection, reentry, and probation services. Information of this strategic plan will be available for FY20-21. 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. 226 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates 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. 227 This page intentionally left blank 228 FY 2019-20 Community Corrections Partnership Survey Monterey County CCP Membership as of October 1, 2019. Marcia Parsons Lori Medina Chief Probation Officer Department of Social Services Hon. Lydia M. Villarreal Amie Miller Presiding Judge or designee Department of Mental Health Charles McKee Chris Donnelly County Supervisor or Chief Administrator Department of Employment Jeannine Pacioni Amie Miller District Attorney Alcohol and Substance Abuse Programs Susan E. Chapman Deneen Guss Public Defender Head of the County Office of Education Stephen T. Bernal Robin McCrae Sheriff Community-Based Organization Robert Masterson Pamela Patterson Chief of Police Victims interests How often does the CCP meet? Quarterly and as needed How often does the Executive Committee of the CCP meet? Quarterly and as needed Does the CCP have subcommittees or working groups No 229 Goals, Objectives and Outcome Measures FY 2018-19 Goal Increase Probation’s understanding of the clients it serves to better meet their needs in the delivery of services Objective Create and provide a satisfaction survey to clients who complete AB109 funded programs. Outcome Distribute a satisfaction survey to at least 70% of clients who complete an Measure AB109 funded treatment or assistance program. Progress In Progress: 218 completed treatment or assistance; however, many were Toward closed administratively by service providers, so this number overstates the Stated Goal pool of clients who could be surveyed. Probation received 91 completed surveys, equal to a 41.7% survey completion rate. The Department plans to review the strategy to obtain client feedback to improve on this goal. Goal Ensure that Probation Officers supervising high and moderate risk caseloads use evidence-based practices with fidelity Objective 100% of Probation Officers supervising high and moderate risk caseloads will be audited by the Department’s Peer Review Officer Objective 90% of officers will receive an audit score of at least 80% or higher Outcome All Probation Officers supervising high and moderate caseloads (28 total) Measure were audited Outcome Of the 28 officers total, 17 (equal to 60.7%) received a score of at least 80% Measure Progress In Progress: Subsequently, all officers attended case plan training and will Toward be monitored by their immediate supervisor; the audit will continue on a Stated Goal yearly basis, to ensure staff are deploying evidence-based practices and to ensure fidelity remains consistent. The Monterey County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal Appropriately refer and increase access to services for clients released on Post Release Community Supervision who report to the Probation Department Objective 70% of clients released on Post Release Community Supervision, who report to the department, will be referred to AB 109 services. Outcome Number of clients released Measure Outcome Number of referrals Measure Outcome Number of clients engaged in services Measure 230 Progress In progress. In FY 19-20 the Department implemented a new system, Toward Service Management System (SMS), to collect data regarding program Stated Goal referral, attendance, and completion from AB109 service providers. Goal Appropriately refer, provide assessments, and increase access to mental health and substance use disorder services for in-custody and out of custody AB109 offenders. Objective Provide AB109 Offenders, who meet the criteria, mental health and substance use disorder screening and assessment. Objective Provide AB109 Offenders referral to appropriate level of care for mental health and substance use disorder services. Outcome Number of Offenders assessed at the county jail and in the outpatient Measure setting Outcome Number of Offenders referred out to mental health services and number Measure seen in-house by County Behavioral Health for ongoing mental health services Outcome Number of Offenders referred out to substance use disorder treatment by Measure County Behavioral Health for ongoing substance use disorder treatment Progress In progress. Toward Stated Goal Goal Prepare adult offenders for reentry in the community by providing educational, employment preparedness and counseling services while in custody Objective Provide educational opportunities to obtain High School Diploma or High School Equivalency Test (HISET) to in-custody adult offenders Objective Provide employment preparedness services to in-custody adult offenders Objective Provide Moral Recognition Therapy (MRT) counseling services to in- custody adult offenders Outcome Number of HISET tests conducted Measure Number of HISET Tests Passed/ Passing percentage Number of HISET certifications awarded Outcome Number of industry career/technical certifications obtained by professional Measure areas Outcome Number of MRT participants Measure Number of MRT participants successfully completing program Number of participants in process of completing MRT Progress In progress. Programs and certifications have been established and are Toward now available to inmates Stated Goal 231 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $5,479,316 Sheriff Department $5,298,891 $584,533 Public Defender $326,624 $361,904 District Attorney $344,334 $2,873,545 Probation Department - Service Administrator $2,757,504 $5,205,648 Probation Department $4,769,348 $1,473,086 Behavioral Health Department $1,305,324 FY 2019-20 $14,206,352 FY 2018-19 $13,730,076 *FY 2018-19 Carryover Funds $1,071,949 *FY 2019-20 Carryover Funds $1,771,680 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $98,766 Service Administrator- Probation for Superior Court $144,766 Data Collection, Administration and Evaluation - $1,271,447 Probation $1,216,678 $4,330,395 Supervision - Probation $3,790,870 Early Resolution Court/Post Sentence Relief - Public $584,533 Defender $326,624 Victim Services/Early Resolution Court - District $361,904 Attorney $344,334 $423,802 Employment - Workforce Development Board $419,755 $5,298,722 In-Custody Services-Sheriff $5,124,758 $788,086 Treatment-Behavioral Health $601,179 FY 2019-20 $13,157,655 FY 2018-19 $11,968,964 232 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services Various Providers for Case Management - Mental $45,000 Health In-Custody treatment services (As Determined by $130,000 Case Plan) $130,000 Mental Health Services (As Determined by Treatment $120,000 Plan) $120,000 $140,000 Door to Hope $132,936 $190,000 Sun Street Centers $211,742 $185,000 Community Human Services $185,451 The Village Project, Inc. $44,221 $5,000 Valley Health Associates $9,795 $889,783 Turning Point of Central California, Inc. $889,783 $169,825 Rancho Cielo, Inc. $169,825 $50,594 Restorative Justice Partners $44,133 $895,175 Geo Reentry Services, LLC $895,175 FY 2019-20 $2,820,377 FY 2018-19 $2,833,061 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Offender programs and services are driven by risks and needs identified by assessments and delineated in the offender’s case plan. Departments may sponsor or support services provided by community-based organizations on identified needs (e.g. housing, employment, reentry) through a County procurement process (formal or informal RFP). 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 If yes, how? When available, County departments review outcome measures for programs and consider this information when determining continued funding. 233 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 61% - 80% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? 1. Short term (30 days) Re-entry Services program on-site at the Probation Department. 2. Behavioral Health services; on-site walk-in assessment services, scheduled assessments, on-site psychiatric services, psychotropic medications, outpatient and inpatient substance abuse programs, outpatient and inpatient mental health programs, supportive services, 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 community- based employment service agencies; employment workshops, job training, job readiness, on the job training, subsidized employment, technical training. 7. Alternative to detention strategies; graduated sanctions based on the Matrix 8. Co-located services at the Re-entry Services Center with weekly assessments by the Department of Social Services (DSS) for General Assistance. 234 What challenges does your county face in meeting these program and service needs? Staff turnover in community-based programs, who are trained in the use of evidence- based curriculum, 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 staff. Ongoing training is needed in using evidence-based practices and best practices for outside agencies. Local community-based organizations have limited resources for training staff. The reporting of recidivism data is a County-wide challenge, as Probation only receives partial data about criminal activity. Lack of integration with Court data means that the Department cannot track subsequent criminal events or convictions that occurred after the probation case has closed (such as sentencing to jail or prison, informal probation etc.). Also, lack of integration with the State system (a common problem to counties) limits the collection of data related to criminal activity to Monterey County. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? The county declined to respond to this question. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. This year, the transitional housing program expectations require all participating residents be engaged in a cognitive behavioral treatment service such as the Re-Entry Program or Day Reporting Center, unless engaged in full-time employment. Additionally, residents who obtain employment are required to place approximately 75% of their earnings into a savings account; when they are ready to transition into the community, the savings are returned to assist them in securing stable housing. The average stay for participants is 120 to 180 days. The program utilizes a 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. 235 This page intentionally left blank 236 FY 2019-20 Community Corrections Partnership Survey Napa County CCP Membership as of October 1, 2019. Mary Butler Jennifer Yasumoto Chief Probation Officer Department of Social Services Judge Elia Ortiz Sarah O’Malley Presiding Judge or designee Department of Mental Health Brad Wagenknecht Jennifer Yasumoto County Supervisor or Chief Administrator Department of Employment Allison Haley Lindsey Stark District Attorney Alcohol and Substance Abuse Programs Ron Abernethy Barbara Nemko Public Defender Head of the County Office of Education John Robertson Karen Graff Sheriff Community-Based Organization Robert Plummer Vacant Chief of Police Victims interests How often does the CCP meet? Bi-monthly (every other month) How often does the Executive Committee of the CCP meet? Bi-monthly (every other month) Does the CCP have subcommittees or working groups No 237 Goals, Objectives and Outcome Measures FY 2018-19 Goal 1 Participate in the National Stepping Up Initiative Objective Complete Board of Supervisors Resolution Objective Complete Sequential Intercept Mapping process Objective Implement the brief mental health screening tool in the jail Progress All three objectives have been met. Toward This goal is complete and will not be carried forward Stated Goal Goal 2 Track Recidivism rates for Napa County Probation Objective Maintain a recidivism rate of under 25% for those who graduated from the Community Corrections Service Center (CCSC). Objective Track recidivism rates for those on felony probation, post release community supervision, mandatory supervision. Objective Provide rates of new convictions while on supervision. Outcome Track all CCSC graduates twice a year to get recidivism rates Measure Outcome Track those being placed on new grants to Probation to see if they had been Measure on supervision previously Outcome Provide data on successful completions of probation, mandatory Measure supervision, and post release community supervision. Progress The recidivism rate for the CCSC is 24%. This tracks all graduates dating Toward back to 2010. Stated Goal The recidivism rate while on supervision: Felony Probation: 6.1%; Mandatory Supervision: 12.2%; Post Release Community Supervision: 5.2% and those returning to supervision: 38%. Goal 3 Increase the number of offenders receiving cognitive behavioral programs Objective Increase the number of services available Objective Increase the number of probationers enrolled in programs Objective Maintain attendance in the CCSC of 85 or more. Outcome Number of programs offered: 53 groups Measure Outcome Number of probationers enrolled: 571 participants Measure Outcome Number enrolled in CCSC and Dosage Probation: CCSC average Measure enrollment: 56 Dosage had 10 enrolled Progress We exceeded both the number of cognitive behavioral programs and Toward participants from the previous year. Stated Goal We were not able to meet the goal of 85 enrolled in the CCSC. The average number enrolled this year was 56. Probation will look to see why referral numbers and active enrollees are down. The Napa County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 238 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $25,135 Reserve Funds $4,315,556 $5,100,000 Carryover Funds $3,324,143 $345,000 District Attorney - Victim Witness $213,769 $130,000 Health and Human Services (Substance Abuse) $54,469 $580,346 Health and Human Services (Mental Health) $370,694 $2,738,750 Department of Corrections $1,633,870 $1,914,624 Probation Department $1,051,341 FY 2019-20 $10,833,855 FY 2018-19 $10,963,842 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $210,346 Mental Health Treatment $115,900 City of Napa $3,617 $345,000 District Attorney - Investigator $213,769 $2,738,750 Corrections Staffing $1,633,870 $370,000 Mental Health Jail Program $370,694 $130,000 Alcohol and Drug Counselor $54,469 $140,000 Deferred Entry of Judgement $129,091 $1,515,100 Probation Supervision $792,550 FY 2019-20 $ 5,565,096 FY 2018-19 $3,198,060 239 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $18,624 Non-Profit $16,968 $80,000 Training $58,659 $45,000 Residential Treatment Beds for Substance Abuse $50,456 FY 2019-20 $143,624 FY 2018-19 $126,083 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? A new proposal is brought to the full CCP for consideration and discussion. The proposal can be brought by a member of the CCP or an agency tied to criminal justice services. Once the discussion is complete, the executive committee determines whether or not a motion will be made to fund the proposal. If the new program or service is approved, it will go to the Board of Supervisors for final approval. 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 If yes, How? The person who originally brought to the proposal to the CCP will give an annual update on that program. In some cases, approval is on an annual basis depending on outcomes of the program or service. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates 240 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? Napa County has an embedded mental health clinician in Adult Probation and the Public Defender’s office. Staff in Probation is funded with realignment funding while the staff in the Public Defender’s office is funded by a grant. Funding is also used for the mental health clinician in Mental Health Court. Our program can have up to 15 participants. Jail mental health services have been expanded to cover from 7am – midnight seven days a week with mental health clinicians paid by realignment funds and county funds through the Corrections Department. A Drug and Alcohol Counselor is embedded in the Adult Probation Department to offer assessments, triage, and quick referrals to treatment. A Mental Health Counselor is embedded in the Napa Police Department and Sheriff Department through other funding. The CCP voted to expand these services by adding 1.50 FTE Mental Health Counselors. Those positions will be filled in 2020. What challenges does your county face in meeting these program and service needs? Napa County has not been able to start a mental health diversion program. This is a need in our community to assist in allowing mental health clients to remain out of the criminal justice system and get their mental health needs met through the mental health system. Continued efforts are being made to try and fund this program. Napa has a state hospital in our county, and this provides a unique challenge. When an arrest occurs in the state hospital, the person may be transferred to the Napa County Detention Center. The jail is not equipped to handle this level of mentally ill offender. There are not enough state hospital beds or psychiatric beds available 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 embedded staff in Probation, Public Defender’s Office, Police and Sheriff has been very beneficial to get those in need treatment at the first intervention. Having the ability to get the substance abuse assessment complete prior to a presentence report has also given the court better information to make sentencing decisions. 241 Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Every cognitive behavioral group run by Probation includes an evaluation by the client. These evaluations provide information on the client’s view of the program. It is clear from the evaluations that they value the time spent in program, they learn new tools and establish a relationship with the probation officer that carries over to future meetings. Clients often request another group as they see the value. 242 FY 2019-20 Community Corrections Partnership Survey Nevada County CCP Membership as of October 1, 2019. Michael Ertola Ryan Gruver Chief Probation Officer Department of Social Services Linda Sloven Phoebe Bell Presiding Judge or designee Department of Mental Health Richard Anderson Michael Dent County Supervisor or Chief Administrator Department of Employment Cliff Newell Phoebe Bell District Attorney Alcohol and Substance Abuse Programs Keri Klein Scott Lay Public Defender Head of the County Office of Education Shannon Moon Ariel Lovett Sheriff Community-Based Organization Alex Gammelgard Cliff Newell Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Semi-Annually Does the CCP have subcommittees or working groups No 243 Goals, Objectives and Outcome Measures FY 2018-19 Goal Adult Drug Court serve 25 clients and have successful completion of the program. Objective Increase number of referrals to the program. Objective Decrease time between referral and acceptance into the program. Outcome Measure the number of offenders in the program Measure Outcome Measure the number of offenders who successfully complete the program Measure Progress Adult Drug Court has not yet met the stated goal of serving 40 clients. Cost effective Toward strategies have been put in place to provide service opportunities to more Stated Goal individuals. (e.g. Residential treatment offered after non-compliance in outpatient. Opting into the organized delivery system within Drug Medi-Cal) Goal Establish a complete reentry program in the jail. Objective 1FTE Deputy Probation Officer assigned to the jail to facilitate communication and collaboration with jail staff. Objective Increase offender participation in reentry programs by 50% Outcome Measure the number of offenders in the program Measure Outcome Increase referrals to the programs in the jail Measure Progress The County has completed the strategic planning workgroup and has started Toward meeting every two weeks at review inmate release dates. There is currently Stated Goal multiple CBT Programs being offered at the jail, a .5 SUD counselor, and .5 MFT. Goal Enhance the use of alternative detention (pre and post sentence) for appropriate offenders Objective Expand the use of evidenced based assessment tools for pre-trial jail release decisions Objective Increase completion of Pre-Trial reports by 50% Objective Expand Pre-trial caseload with Pre-trial failure rate below 15% Outcome Not yet determined Measure Progress Nevada County Superior Court has received a grant for a pre-trial pilot Toward program that will hopefully achieve a robust pre-trial program within Nevada Stated Goal County. The pilot program is still in the planning phase. The Nevada County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 244 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $268,000 Treatment Services $275,000 $63,000 Nevada County Public Defender $63,000 $45,000 Grass Valley Police Department $45,000 $88,108 Nevada County District Attorney $85,547 $149,000 Nevada County Health and Human Services $149,000 $1,353,392 Nevada County Sheriff's Department $1,206,352 $745,645 Nevada County Probation Department $833,439 FY 2019-20 $2,661,520 FY 2018-19 $2,524,107 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $63,000 Nevada County Public Defender $45,000 Grass Valley Police Department $12,444 $88,108 Nevada County District Attorney $85,547 $149,000 Nevada County Health and Human Services $197,684 $1,353,392 Nevada County Sheriff's Department $1,208,003 $745,645 Nevada County Probation Department $741,756 FY 2019-20 $2,444,145 FY 2018-19 $2,245,434 * * F F Y Y 2 2 0 0 1 1 8 9 - - 1 2 9 0 U U s s e e o o f f F F u u n n d d B B a a la la n n c c e e $ $ 1 5 3 0 3 ,2 ,6 2 3 5 1 245 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $14,000 Incentives $8,992 $80,000 Recovery Housing $64,415 $95,000 Outpatient Treatment Programs $46,567 $70,000 Residential Treatment Programs $16,944 $9,000 GPS/Electronic Monitoring $6,588 FY 2019-20 $268,000 FY 2018-19 $143,506 Optional 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 If yes, how? We have completed our report with CSAC on an evidence-based program clearinghouse for local programs. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? We are currently working with PEW/CSAC on an evidence-based program clearinghouse for local programs 246 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 21% - 40% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? The Probation Department contracts for outpatient substance abuse treatment and residential substance abuse treatment. Nevada County has a mental health court. The Probation Department has a 1.25 FTE behavioral health therapist(s) 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 due to lack of program space. There have been many steps in the right direction over this last year, but we have programs fighting over quality program space. 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? I have consistently responded the same to this answer for the last couple of years but in review never put it in context. We have a behavioral health therapist and an eligibility worker stationed in our department. By itself this is not a novel idea, but for small counties like Nevada that does not have the population to run a full or part-time day reporting center this has been extremely helpful to remove barriers for our clients. Additionally, our therapist can also complete SUD ASAM assessments and mental health screenings in the office and a custodial setting. 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 247 This page intentionally left blank 248 FY 2019-20 Community Corrections Partnership Survey Orange County CCP Membership as of October 1, 2019. Steve Sentman Debra Baetz Chief Probation Officer Department of Social Services Kirk Nakamura Jeff Nagel Presiding Judge or designee Department of Mental Health Andrew Do Carma Lacy County Supervisor or Chief Administrator Department of Employment Todd Spitzer Jeff Nagel District Attorney Alcohol and Substance Abuse Programs Sharon Petrosino Vacant Public Defender Head of the County Office of Education Donald Barnes Bob Roll Sheriff Community-Based Organization Tom DaRe’ Ronnetta Johnson Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups Yes 249 Goals, Objectives and Outcome Measures FY 2018-19 Goal Improve public safety outcomes and utilize best practices in reducing recidivism. Objective Implement operational enhancements of the Day Reporting Centers (DRC) to improve participant outcomes. Outcome Number of participants attending the Program Intake. Measure Progress On July 1, 2018, the DRC rearranged the initial program phases to increase Toward attendance at each phase. By scheduling the Program Orientation before Stated Goal the Program Intake, attendance to the Program Intake has doubled at the Santa Ana DRC as compared with the one-year period before the change (7/1/17 – 6/30/18) from 40% to 80%. Attendance to the Program Intake also improved for the Westminster DRC from 76% to 80%. Goal Establish a Coordinated Reentry System in Orange County. Objective Creation of a centrally located Reentry Facility in Orange County to manage our additional responsibilities under Realignment. Outcome Construct a comprehensive reentry system accessible by all individuals Measure released from a County jail or from a State prison on County supervision. Outcome Identify the Coordinated Reentry System as a County Strategic Priority in Measure 2019. Progress The County continues to move towards this goal. A Request for Information Toward was completed in June 2019 to identify potential partners and available Stated Goal reentry services to build the coordinated reentry system. A comprehensive listing of county-provided and community-provided services is in progress and a working group dedicated to reentry services is in the process of being established. Limited reentry services currently exist for individuals with mental illness and/or substance abuse disorders. The County is developing its programming around the concept of “Reentry upon Entry” whereby individuals are assessed upon intake to identify their needs, such as health, education, or basic needs and support, and develop an individualized treatment or program to address those needs and increase their ability to self-sustain upon release. The County’s 2019 Strategic Financial Plan identifies and outlines the need for coordinated reentry services. Goal Provide successful transition from treatment to the community through Sober Living services. Objective Remain sober and abstinent while in program. Objective Link to stable housing upon completion from sober living. Outcome 97% of all participants tested negative for drugs while in the program. Measure Outcome 93% of participants were employed while in the program. Measure Outcome 93% of clients were linked to stable housing upon completion of the Measure program. 250 Progress In FY 2018-19, several new recovery residences were added in order to Toward provide this necessary service to more clients. We have also opened up the Stated Goal 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. For FY 2019-20, admissions have increased 100 to 150 participants from this time last year. All other outcomes year-to-date have remained stable or improved. The Orange County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal Increase linkage to appropriate reentry and behavioral health services upon release from incarceration. Objective Begin implementation of a coordinated reentry system. Objective Identify behavioral health County and contract provider staff for in-reach and linkage to reentry and behavioral health services. Objective Provide in-reach and facilitate linkage to services. Outcome Increase the number of incarcerated individuals to receive behavioral Measure health in-reach. Outcome Increase the number of incarcerated individuals who link to re-entry and Measure behavioral health services. Progress Orange County HCA Behavioral Health Services (BHS) is working in Toward collaboration with justice involved County and community partners to Stated Goal develop a comprehensive plan for a coordinated reentry system. HCA BHS is collaborating with Correctional Health Services to establish and share a list of individuals needing in-reach and behavioral health services upon release. HCA BHS has identified County behavioral health staff to coordinate with multiple service providers to provide in-reach and arrange for a warm handoff to the provider immediately upon release. Goal Increase access to housing opportunities and support for justice involved individuals who also report a behavioral health issue. Objective Expand current housing contracts to create dedicated beds/units for individuals coming out of jail. Objective Increase the number of housing trainings available for general behavioral health staff members. Objective Increase the number of housing specialists in the BHS system of care. Outcome Increase the number of dedicated beds/units available to individuals Measure coming out of jail. Outcome Increase the number of housing trainings available for general behavioral Measure health staff members. Outcome Increase housing specialist positions. Measure 251 Progress Orange County HCA is the recipient of the Proposition 47 (Prop 47) Grant, Toward Cohort 2. During the planning phase of the grant, housing was identified Stated Goal as a significant need for individuals being released from jail who also have behavioral health needs. Orange County HCA is reviewing current contracts and alternate funding sources to expand existing contracts to serve individuals so they can be housed immediately upon release in a variety of settings, such as recuperative care, bridge nursing, and recovery residences. Expanding housing resources is also a part of the larger initiative to create a County-wide coordinated re-entry system. Goal Implementation of a streamlined and efficient system in Orange County to manage additional responsibilities under Realignment. Objective Evaluate the impact of AB 109 in Orange County. Objective Provide information on the impact of AB 109 on local recidivism, the effectiveness of programs and services, the program strengths, and the areas for improvement. Objective Provide information needed to improve programming with strategic plans and develop mitigation strategies for unmet needs. Outcome The University of California Irvine (UCI) will deliver evaluation/progress Measure reports that include, but are not limited to, analysis of services received by the AB 109 population including the frequency and availability of services, and participant outcomes including possible impacts on recidivism. Final report will also include final outcomes, findings, challenges faced and recommendations for a sustained evaluation effort by County staff. Progress Orange County issued a Request for Proposal (RFP) in October 2018. In Toward February 2019, the Orange County Board of Supervisors (Board) Stated Goal approved a three-year contract with The Regents of the University of California at Irvine to perform a study consisting of data collection and evaluation services related to the implementation and impact of the County’s AB 109 programs and services (Study). The scope of the Study was to evaluate the impact of recidivism as defined by BSCC and by the Board. 252 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $6,279,859 Reentry Services $440,705 Community Corrections Partnerships (CCP) Coordinator $176,282 $1,807,548 Local Law Enforcement Entities $1,762,822 $994,151 Public Defender $881,411 $994,151 District Attorney $881,411 $18,798,498 Health Care Agency $18,068,922 $18,798,498 Probation Department $18,333,345 $48,984,547 Sheriff Department $47,596,184 FY 2019-20 $96,657,252 FY 2018-19 $88,141,082 253 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $4,712 Probation (Cellebrite) Probation (Orange County Transportation Authority - $132,310 Bus Passes) $141,536 $37,853 Probation (Soberlink Alcohol Monitor Equip - BI Inc) $34,575 Probation (Health Care Agency - Transitional Housing $400,000 & Sober Living Beds) $619,214 $544,819 Probation (Health Care Agency - Assessments) $456,877 $1,500 Probation (Stress Simulator - Artemis Group) $563 Probation (Drug Testing (Redwood Toxicology Lab) $520,980 and Testing Supplies) $57,280 $5,960 Probation (Certified Interpreters Inc) $126 $492,000 Probation (Day Reporting Center) $576,067 Probation (Risk Needs Assessment - Council of State Government) $26,600 $80,000 Probation (GPS Monitoring-STOP) $79,634 $12,000 Probation (CM Tipton - Polygraph Services) $8,102 $677,395 Health Care Agency (Alcohol & Drug Abuse Services) $459,183 $730,520 Health Care Agency (Mental Health Services) $987,181 $14,477,039 Health Care Agency (In-Custody Services) $13,724,305 FY 2019-20 $18,117,088 FY 2018-19 $17,171,243 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $2,913,544 Community-based Organizations $2,898,253 $2,890,000 $2,895,000 $2,900,000 $2,905,000 $2,910,000 $2,915,000 FY 2019-20 $2,913,544 FY 2018-19 $2,898,253 254 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Potential programs and/or services are either brought forth by the CCP Executive Members or via the AB 109 Working Group through the CCP Coordinator. At the quarterly meetings, the Working Group may introduce and vet potential programs and/or services for local implementation utilizing Public Safety Realignment funds. Since the Working Group is made up of individuals who are at the forefront of delivering programs and/or services to the AB 109 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 Orange 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 If yes, how? 1) Orange County Health Care Agency (HCA) provides recovery residence opportunities to persons recently released from correctional facilities and under the supervision of the Orange County Probation Department. Outcome measure data is collected from service providers. 2) Orange County Probation Department conducts continuous evaluation and monitoring of the Orange County Day Reporting Centers (DRCs), which serves the AB 109 population. Recidivism outcomes of DRC participants are tracked by DRC site (i.e., 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 If yes, how? The Orange County 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 and/or services. 255 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X 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? Behavioral health services are offered through the County’s Health Care Agency (HCA). HCA is responsible for providing services to individuals with serious mental illness. The County offers an information and referral hotline (1-855-OC LINKS), an Open Access program, five Regional Outpatient clinics, and eight adult Full-Service Partnership (FSP) programs. The County has a robust collaborative court program and one FSP designated to work with AB 109 individuals linked with probation. A psychiatrist and a team of clinical staff members are also embedded in the Probation Office to meet the needs of AB 109 clients transitioning from incarceration to the community, including individuals with mild to moderate mental health issues. Substance Use Disorder (SUD) along with co-occurring mental illness is a large part of our AB 109 population. HCA offers a continuum of services and supports that include: • Medical and social model detox, • Residential treatment, • Outpatient and intensive outpatient services, • Recovery residences, • Medication assisted treatment, and • Methadone maintenance and detox. Orange County opted into the State’s Drug Medi-Cal Organized Delivery System (DMC- ODS) Waiver in July 2018. Admission into the different DMC-ODS levels of care is based on the American Society of Addiction Medicine (ASAM) criteria and medical necessity. Those with co-occurring issues are linked to appropriate services to address both addiction and mental health challenges. 256 What challenges does your county face in meeting these program and service needs? Housing for justice-involved individuals with behavioral health needs continues to be a challenge. There are limited housing resources, particularly for individuals with a criminal history. Access to SUD residential services remains a challenge. The County does not have an adequate number of providers that can provide residential treatment, particularly for females. The County’s current residential treatment providers are maxed out and, despite available funding, the County lacks new residential treatment providers. Another challenge has been finding more residential providers that can treat our co-occurring substance use and mentally ill population within our county lines. 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 County has seen a tremendous increase in collaboration amongst justice- involved county and community partners, including the Probation Department, Public Defender’s Office, District Attorney’s Office, Sheriff’s Department, Orange County Superior Court, Project Kinship, Health Care Agency, Social Services Agency, and Orange County Community Resources. This allows for increased coordination of services. Additionally, in April 2019, the Orange County Sheriff’s Department ceased releasing individuals from jail late at night and early in the morning. Aside from “cite and release” cases, individuals are held in the Intake & Release Center until at least 7:00 a.m. and are provided a full breakfast before being released. This change provides opportunities for better connecting people to programs immediately upon release from custody, as services are open and available during most release times. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Orange County’s HCA is the recipient of the Proposition 47 Grant, Cohort 1, and Cohort 2. The overall goal of Orange County’s Prop 47 grant-related services is to reduce the number of people with mental health and/or substance use disorders incarcerated in county jail by reducing recidivism through intensive case management and linkages to treatment and community supports upon release. For Cohort 1, the County’s Prop 47 initiative includes several core programmatic components, including (1) in-reach services provided by BHS system navigators, (2) a community support and recovery center (CSRC) that provides peer support and navigation services, and (3) dedicated behavioral health clinical services. Based on the interim evaluation report conducted by Urban Institute, Orange County’s Prop 47 independent research partner, some of the findings include: • Orange County has made rapid and substantial progress in developing new system components and linking existing ones to coordinate provision of Prop 47 257 grant-related services. HCA has rapidly forged strong partnerships across county agencies and organizations to support and deliver an array of services to their Prop 47 target population. • Orange County has demonstrated commitment to closing gaps in services provision. There has been improved communication which helped partners clarify and revise their roles, collaborate to improve service delivery, and ensure overlapping service provision does not create confusion or competition for resources. • The County’s system navigators have identified the immediate re-entry needs of many in the target population and provided them with several direct services and referrals either before or upon release. • Project Kinship, Prop 47’s contract provider for CSRC, has developed and launched the community support and recovery center, a hub for re-entry resources and services in the County. Project Kinship has become recognized by its clients, staff, and others in Orange County for providing a supportive and welcoming environment through which the re-entry population can access the essential support it needs immediately after release. Establishing the Project Kinship CSRC has shed light on the critical need for centralized re-entry services and coordinated re-entry process for people being released from custody in Orange County. The County Executive Office and the Orange County Board of Supervisors have begun an initiative to create a more comprehensive re-entry system for everyone being released from jail in Orange County. Project Kinship is involved in planning this re-entry system and is being used as a model program for facilitating successful re-entry. 258 FY 2019-20 Community Corrections Partnership Survey Placer County CCP Membership as of October 1, 2019. Marshall Hopper Jeff Brown Chief Probation Officer Department of Social Services Jake Chatters Jeff Brown Presiding Judge or designee Department of Mental Health Vacant Jeff Brown County Supervisor or Chief Administrator Department of Employment Scott Owens Jeff Brown District Attorney Alcohol and Substance Abuse Programs Dan Koukol Phillip Williams Public Defender Head of the County Office of Education Devon Bell Walt Stockman Sheriff Community-Based Organization Vacant Jenny Davidson Chief of Police Victims interests How often does the CCP meet? As needed How often does the Executive Committee of the CCP meet? As needed Does the CCP have subcommittees or working groups No 259 Goals, Objectives and Outcome Measures FY 2018-19 Goal Reduce Caseloads to recommended ratio of 50:1 Objective 100% of in-county offenders will have a completed CAIS Assessment Objective Increased contacts for high/moderate risk offenders; fewer for low risk offenders Objective 100% of in-county offenders will have a working Case Plan Outcome % of in-county offenders with a completed CAIS Risk/Needs Assessment Measure Outcome Total number of contacts for high/moderate risk offenders Measure Outcome % of in-county offenders with a Case Plan Measure Progress Currently, 100% of in-county high and moderate risk offenders have a Toward completed CAIS Assessment, working Case Plan, and are supervised Stated Goal according to best practices regarding number of contacts. Goal Hire and train staff to maintain jail population Objective 100% of funded and unfunded positions will be filled Objective 7 Admin Legal Clerk positions funded Objective Open South Placer Correctional Facility Outcome Number of Correctional Officer positions filled Measure Outcome Number of Admin Legal Clerk positions filled Measure Outcome Net jail beds gained through South Placer Correctional Facility opening (88 Measure beds) Progress Increase in in-custody programming, facilitated by a Correctional Officer Toward assigned specifically to a program position. Stated Goal Goal Meet offender needs through evidence-based practices Objective Obtain offender referrals from Probation Objective Conduct risk/needs assessments prior to treatment Objective Provide appropriate treatment to offenders Outcome Number of referrals from Probation: 993 Measure Outcome Number of assessments conducted: 993 Measure Outcome Number of offenders in treatment: 538 Measure The Placer County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 260 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations CEO Criminal Justice Growth (Public Defender and $866,565 Growth) $907,306 $400,000 PLEA Collaborative (Special Investigations Unit) $400,000 $346,941 District Attorney $310,294 $1,307,788 HHS $1,405,500 $4,489,029 Sheriff $3,983,406 $2,646,205 Probation $1,908,933 FY 2019-20 $10,056,528 FY 2018-19 $8,915,439 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services Outclient Mental $75,335 Health $71,980 $328,125 Practitioners $313,500 In-Custody Mandatory $194,020 Programs $185,370 $189,618 Drug Court $181,150 FY 2019-20 $787,098 FY 2018-19 $752,000 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $23,000 Sierra Native Alliance (Outclient) $23,000 $77,690 Turning Point (Intensive Outclient Mental Health) $78,000 $30,000 Recovery Now (Transitional Housing) $30,000 $170,000 Progress House (Residential, Transitional, Outclient) $170,000 $220,000 Community Recovery Resources $220,000 FY 2019-20 $520,690 FY 2018-19 $521,000 261 Optional 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 If yes, how? 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 to increase communication between Probation, Provider, and offenders in treatment for efficiency in decision-making and offender support. Does the county consider evaluation results when funding programs and/or services? No Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Less than 20% 262 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, Recovery Residence (formally 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? Currently, 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. 263 This page intentionally left blank 264 FY 2019-20 Community Corrections Partnership Survey Plumas County CCP Membership as of October 1, 2019. Erin Metcalf Neal Caiazzo Chief Probation Officer Department of Social Services Deborah Norrie Tony Hobson Presiding Judge or designee Department of Mental Health Kevin Goss Vacant County Supervisor or Chief Administrator Department of Employment David Hollister Tony Hobson District Attorney Alcohol and Substance Abuse Programs Bill Abramson Terry Oestreich Public Defender Head of the County Office of Education Greg Hagwood Johanna A. Downey Sheriff Community-Based Organization Vancant Kori Langrehr Chief of Police Victims interests How often does the CCP meet? Monthly How often does the Executive Committee of the CCP meet? Monthly Does the CCP have subcommittees or working groups Yes 265 Goals, Objectives and Outcome Measures FY 2018-19 Goal Establish and Implement Community Justice Court Objective Create Community Justice Court policies and procedures Objective Identify which service providers will meet this obligation and create a work around approach to overcome those providers who will not. Objective 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 Objective Provide a safe, cost-effective alternative to incarceration Objective 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 Objective 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 Objective Reduce criminal behaviors and substance abuse among the program participants Objective Improve supervision strategies that will reduce recidivism and improve criminal thinking Objective 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. Objective 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. Outcome Have Community Justice Court up and running with specific scheduled Measure calendars and policies and procedures signed Outcome Have clear criteria for eligibility and entrance that is reflective of offenders Measure and needs of Plumas County Outcome Recidivism for those involved in Community Justice Court vs. similar cases Measure not engaged Outcome Length of Sobriety Measure Treatment engagement/Attendance Graduation/Completion rates Medication Compliant Court appearances Employment Permeant long term Housing Family reunification Outcome Number of incentives versus number of sanctions Measure • Individual participants • Program as a whole 266 Progress A successful “Drug Court” model existed in Plumas County until 2017. Much Toward of the framework has already been created. Conversations are occurring Stated Goal concerning which entities will participate. Meetings are taking place to establish policies and procedures. Goal Open and Operate Day Reporting Center Objective Identify agency to open and operate Day Reporting Center Objective Research and obtain funding to open and operate Day Reporting Center Objective 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. Objective Identify and outline target population to be served at Day Reporting Center Objective Improve supervision strategies that will reduce recidivism and improve criminal thinking Outcome Number of referrals for mental health and/or substance use assessments Measure that are engaged in services Outcome Number of offenders enrolled, participating, and completing programs Measure Outcome Percent that obtain employment as a result of DRC engagement Measure 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 Outcome Length of Sobriety Measure Treatment engagement/Attendance Graduation/Completion rates Medication Compliant Court appearances Employment Permeant long term Housing Family reunification Outcome Recidivism rates Measure • 1 year out • 3 years out • 5 years out Progress A successful Day Reporting Center model existed in Plumas County until Toward 2017. Much of the framework has already been created. Conversations are Stated Goal occurring concerning which entities will participate. Goal Create and Implement Bridges Reintegration Program Objective Identify defendants who are in custody and who will remain in custody for 3 months or longer. Objective Interview and assess eligible defendants within 12-24 hours of arrest including recommendations to the Judge for release when qualified Objective 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 267 Outcome Percent that are placed in housing for those that need it upon release Measure Percent that maintain housing after release Outcome Program engagement and completion while in custody Measure Outcome Percent that obtain employment upon release within: Measure 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 Outcome Percent that obtain medical coverage upon leaving facility Measure 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 Outcome Recidivism rates Measure • 1 year out • 3 years out • 5 years out Progress Staff from the Plumas County Correctional Facility, Plumas Crisis and Toward Intervention Center and Alternative Sentencing Program are currently Stated Goal 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.) Objective Identify those defendants arrested and eligible for program within 12 hours of arrest Objective 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 Objective 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 Objective Increase jail beds (i.e., connect offenders with services, when they qualify, and transition them out of custody to allow a “free bed”) Outcome Number of interviews, early screening and identification for arrestees that Measure 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 Outcome Improve in-Court appearance rates Measure Outcome Number of referrals for mental health and/or substance use assessments Measure that are engaged in services 268 Outcome Percent less likely to have bail/OR revoked Measure Percent less likely to offend while on Program Supervision to include Pretrial release, Community Justice Court and Day Reporting Center Outcome Number of referrals vs. number of arrestees eligible and interviewed for Pre- Measure 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 Toward is a pilot program for the Bridges Reintegration program being implemented Stated Goal with one inmate in the Plumas County Correctional Facility. The Plumas County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $254,242 Carry-over Funds $242,032 $73,043 Behavioral Health Department $67,475 $18,000 Plumas County Literacy Program $31,733 Plumas Crisis Intervention and Resource Center - 24/7 $18,000 Dad $16,824 Plumas Crisis Intervention and Resource Center - $45,000 Ohana House $45,000 Plumas Crisis Intervention and Resource Center - $50,000 Pathways $61,200 $25,000 Alliance for Workforce Development $25,000 $216,484 Probation Department $209,526 $484,185 Sheriff's Department $469,678 $149,530 District Attorney $134,008 FY 2019-20 $1,333,484 FY 2018-19 $1,302,476 269 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $73,043 Behavioral Health Department $67,475 $18,000 Plumas County Literacy Program $31,733 $216,484 Probation Department $209,526 $484,185 Sheriff's Department $469,678 $149,530 District Attorney $134,008 FY 2019-20 $941,242 FY 2018-19 $912,420 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services Plumas Crisis Intervention and Resource Center - 24/7 $18,000 Dad $16,824 Plumas Crisis Intervention and Resource Center - $45,000 Ohana House $45,000 Plumas Crisis Intervention and Resource Center - $50,000 Pathways $61,200 $25,000 Alliance for Workforce Development $25,000 FY 2019-20 $138,000 FY 2018-19 $148,024 Optional 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. 270 Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? 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 If yes, how? 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 No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 41% - 60% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? An array of 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 271 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 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 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. 272 FY 2019-20 Community Corrections Partnership Survey Riverside County CCP Membership as of October 1, 2019. Ron Miller II Sarah S. Mack Chief Probation Officer Department of Social Services John W. Vineyard Matthew Chang, M.D. Presiding Judge or designee Department of Mental Health Kevin Jefferies Robert Field County Supervisor or Chief Administrator Department of Employment Michael Hestrin Matthew Chang, M.D. District Attorney Alcohol and Substance Abuse Programs Steven L. Harmon Judy D. White, Ed. D Public Defender Head of the County Office of Education Chad Bianco Vonya Quarles Sheriff Community-Based Organization Sean Thuilliez Michael Hestrin Chief of Police Victims interests How often does the CCP meet? Annually How often does the Executive Committee of the CCP meet? As needed Does the CCP have subcommittees or working groups Yes 273 Goals, Objectives and Outcome Measures FY 2018-19 Goal Implementation of Forensic Screening and Referral Team. Objective Establish Proposition 47 funding to provide additional screening and referrals for criminal justice involved or at-risk of criminal justice Outcome Secure Proposition 47 funding; implementation of screening and referral Measure team Progress As an update for FY 18/19, an additional Proposition 47 program, Justice Toward Outreach Team, which provides screening, linkage, and referrals became Stated Goal an additional resource funnel for AB109 clinics such as Riverside New Life Clinic and San Jacinto New Life clinic. The Justice Outreach Team also provides linkage and referral to our Forensic Full-Service Partnerships (FSP), which in FY 18/19 we extended services in Mid-County and Desert Region for consumers who are justice-involved or at-risk of being justice- involved, which includes AB109 consumers. The Forensic FSP locations are in Riverside, Perris, and Rancho Mirage; which allows this intensive field-based outpatient service countywide now. Goal Expand In-Custody Rehabilitation Programming. Objective Develop an In-Custody Reentry Unit pilot program Outcome The pilot program was postponed due to staffing shortage with our Measure contracted partner, RUHS – Behavioral Health (BH). Progress RUHS – BH is in the process of hiring the staff needed to implement the Toward Reentry Unit pilot program. To date, RUHS-BH staff have completed Stated Goal interviews for five vacant Clinical Therapists positions. Goal Increase the scope of services provided within the jail setting. Objective Decrease the number of transports of inmates from the jail to the hospital emergency department at Riverside University Health Systems or local hospitals Outcome Decrease transportation of inmates to the hospital emergency department Measure by at least 10%. Progress From February 2019 through October 2019, transports of inmates to the Toward hospital emergency department decreased by 20%. Stated Goal Note: Correctional Health Services received one of the five California State Association of Counties (CSAC) awards given to programs in Riverside County for this decrease in transportation of inmates. The Riverside County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. 274 Goals, Objectives and Outcome Measures FY 2019-20 Goal Secure Long-term Employment for Day Reporting Center (DRC) Participants. Objective Riverside County Probation in partnership with employment placement contractors will attempt to secure long-term employment for disadvantaged and underemployed participants. Objective Assist participants in becoming self-sufficient, productive members of society. Outcome Total number of referrals received by employment vendor and total number Measure of those enrolled in the employment program. Outcome Number of participants who maintain employment for 30, 60, or 90 days. Measure Progress Riverside County Probation has partnered with Goodwill and Desert Best Toward Friends Closet. Along with employment placement, services will include Stated Goal case management services pre and post job placement, intake/assessment, job readiness search, and skill training preparation. Goal Expand In-Custody Rehabilitation Programming. Objective Riverside County Sheriff’s in custody program, Site-B, will partner with the College of the Desert (COD) and Riverside County Office of Education (RCOE) to begin offering certification in a Culinary Arts program at the John J. Benoit Detention Center (JBDC). Outcome Provide short-term career technical education certification to assist with Measure potential employment upon reentry. Outcome Provide practical experience in baking by preparing food for the Officers Measure Dining Room (ODR). Progress Site-B, RCOE, and COD are working on finalizing the Memorandum of Toward Understanding (MOU) for the program. Currently the MOU is in the approval Stated Goal process, pending signatures. Goal Expand Medical Services Available to Inmates within the Jail Setting. Objective Implement Telehealth Services Objective Implement EKG Services Outcome Telehealth implemented at the majority of adult jail settings Measure Outcome EKG Services implemented at the majority of adult settings Measure Progress Telehealth Services between adult jails has been implemented at Robert Toward Presley, Cois Byrd, and Smith Correctional Facilities. Telehealth Services Stated Goal launched at Southwest Juvenile Hall and AMC-YTEC. Implementation at John Benoit, Indio Juvenile Hall and Blythe delayed pending construction completion. 275 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $2,472,500 Police Departments $1,619,638 District Attorney $92,012 $619,075 Public Defender $423,251 $29,562,074 Riverside University Health System $29,844,144 $29,398,269 Sheriff Department $29,739,777 $20,519,495 Probation Department $19,570,420 FY 2019-20 $82,571,413 FY 2018-19 $81,289,242 276 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $333,665 Cities of Hemet, Beaumont $145,684 Indio Police $291,368 Cities of Murrieta, Lake Elsinore $479,349 Cathedral City, Desert Hot Springs, Palm Springs Cities of Palm Springs, Coachella, Desert Hot Springs $599,972 Cathedral City $165,664 $291,368 City of San Jacinto/Sheriff $165,664 City of Beaumont $199,819 City of Hemet $174,919 $291,368 City of Corona $199,819 $187,980 City of Riverside Police Departments $92,012 District Attorney $379,472 $619,075 Deputy Public Defender AB 109 Services Public Defender & District Attorney $4,374,077 $5,156,347 Medical Center $9,738,551 $10,070,756 Correctional Health $15,731,516 $14,334,971 Behavioral Health $2,019,273 Contract Beds, Security Improvement Projects $2,557,409 $1,331,277 Programs & Jail Alternative Programs $1,988,412 $406,495 Transportation Costs $327,190 $5,813,347 Facility Operational Costs $5,015,100 $19,827,877 In-Service Custody $19,851,666 $1,975,099 Special Programs (e.g. Bus Passes, Tattoo Removal) $354,878 $1,216,585 Transition and Re-Entry Unit (TRU) $1,081,074 $3,296,713 DRC Staff, Ops, Contracted Svcs $2,037,041 $14,031,098 Supervision Services $14,402,094 FY 2019-20 $82,119,693 FY 2018-19 $79,436,348 277 Optional 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 CCPEC. At this point, funds may be allocated, or the agency involved may agree to the proposal, absorbing associated costs. The CCPEC members are 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 If yes, how? The evaluation of programs and serves 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. A private vendor, EVALCORP was contracted to conduct a comprehensive evaluation of AB109 services currently delivered to the realignment population in Riverside County. The research involved included a comprehensive evaluation including an audit of local realignment programs/services and impacts on clients/offenders. EVALCORP provided the following information: • How do the efforts of Riverside County agencies compare with programs and practices in other counties? EVALCORP reviewed, coded, and themed the types of services and programs reported by 56 out of the 58 counties in California to the Board of State and Community Corrections (BSCC). Based on this information it was determined nine categories of programs emerged across the counties to include: Case Management, Behavioral Health, Education, Employment/Vocational, Housing, Mental Health, Recovery/Aftercare Supports, Substance Use Disorder, and Other. Riverside County provides services/programs across each of the nine identified service categories, demonstrating variability in service provision and alignment with the services offered by other counties. • Is Riverside County utilizing evidence-based/best programs and practices? EVALCORP developed an inventory of all programs and services offered to the realignment population and provided at the Day Reporting Centers (DRC). Of the fourteen programs/practices offered, over half (57%) had sufficient empirical evidence to classify them as “evidenced based/best practice.” Additionally, two programs were identified as promising practices and four of the programs were identified as an emerging practice. 278 • What are the characteristics of the realignment population? According to the data collected and analyzed, the following characteristics are representative of realignment offenders placed on community supervision: Almost one-third were between the ages of 25 to 34, and an additional 30% were between the ages of 35 to 44. Additionally, the offenders were predominately male. Lastly, data and analysis revealed PRCS clients were more likely to have no prior supervision compared to those offenders supervised under 1170(h) PC. • Are the current programs and practices effective? Based on client surveys, focus groups, and interviews with peer mentors, findings revealed over 85% of respondents indicated participation in the DRC programs and services helped them better transition into the community. Moreover, 87% of respondents reported they could easily access the services provided by DRC. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? 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 Community Corrections Partnership Executive Committee (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, as mentioned previously, a private vendor, EVALCORP was contracted to conduct a comprehensive evaluation of AB109 services currently delivered to the realignment population in Riverside County. The research included a comprehensive evaluation including an audit of local realignment programs/services and impacts on clients/offenders. 279 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 61% - 80% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? RUHS-BH has provided the following Realignment services during FY 18/19 to AB109 offenders, including those incarcerated in our county’s five detention facilities: • Mental health and substance abuse screenings • Adult full assessments • Development of an individualized client care plan • Individual therapy • Family therapy • Group therapy • Substance abuse treatment groups • Mental health groups • Educational groups • Recreational therapy • Psychotropic medication management • Urinalysis testing (UA drug testing) • Withdrawal management • Substance Use Disorder (SUD) Recovery Services • SUD Residential Services • Comprehensive discharge planning including recovery services • Coordination of prison releases with the Probation Department for PRCS offenders • Emergency and Transitional housing • Transportation • Case management • Crisis management and triage Behavioral Health Screenings for mental health and substance abuse are conducted at Probation sites, Behavioral Health (BH) outpatient clinics, and detention facilities to identify the AB109 offenders’ needs and determine the course of treatment and linkage 280 to services. Behavioral Health Screenings consist of questions related to mental health, substance abuse, housing, legal history, and treatment history. 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 the acuity level which will dictate the level of care and referral. The BH screening form also determines if a substance abuse referral is necessary which would lead to an American Society of Addiction Medicine (ASAM) screening to further determine the level of care needed for substance abuse treatment. Riverside University Health System- Behavioral Health (RUHS-BH) collaborates with Whole Person Care (WPC) nurses to provide screenings at probation sites to identify the physical needs and behavioral health needs of consumers. WPC is state funded program, with matching MHSA funding, designed to identify newly released probationer needs and provide linkages to services. WPC has provided well over 1,378 screenings at Probation sites for FY 18/19. Referrals in addition to BH referrals are as follows: 291 referrals for physical health and 359 referrals to Department of Public Social Services for cash aid benefits. 1 Behavioral health staff are dispatched to our 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 Transitional Re-entry Unit (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 abuse 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 abuse, educational, occupational, housing, relationships, etc. Individual therapy, family therapy, group therapy, and BH groups (mental health and substance abuse) 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 Abuse Education (New Direction) • Release and Re-integration (New Direction) • Criminal and Addictive Thinking (New Direction) • Anger Management • Wellness Recovery Action Plan (WRAP) • Wellness and Empowerment in Life and Living (WELL) 1 Source: Whole Person Care Data Collection 281 • Facing Up (empowerment to ‘face’ life circumstances previously avoided) • Triple P Parenting Classes Comprehensive discharge planning is essential to continuity of care and the client’s treatment success and maintenance. Discharge planning includes, when applicable, substance abuse 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. Riverside University Health System – Correctional Health (RUHS-CH) has provided the following realignment services delivered to AB109 offenders during FY 18/19, including those incarcerated in the county’s five detention facilities: • Pyxis machines for storage of a wide range of medications. • Implementation of onsite urgent care to include suturing, fracture care and observation of inmates who were previously transported to the hospital for these issues. • Emergencies assessed in real time with immediate transport to an emergency department. • Non-emergent health care symptoms seen within 48 hours during the week and within 72 hours over a weekend. • Priority non-emergency subspecialty appointments seen within 21 days by the sub- specialist. • Sobering and safety cell inmates being seen by medical staff at prescribed times and rehoused as soon as appropriate. • Routine dental care provided within 28 days. • Implementation of Chronic Disease Treatment Monitoring Process • Implementation of expanded skills training for correctional services staff. • Provision of eye care services within each of the 5 jails. • Improved physician and advanced provider staff levels. • Expansion of labor productivity monitoring and reporting. • Expanded “keep on person” medication administration • E-consult services with specialty care providers. • Assistive devices (canes, walkers, etc.) kept with inmate. • In conjunction with behavioral health services, implemented a MAT program. Correctional Health Services employs Case Managers who work with the health system’s WPC program to assure proper resources are available for inmates when they are released. These services include housing, primary care, MAT program continuity, etc. 282 What challenges does your county face in meeting these program and service needs? Due to the RUHS-BH hiring freeze, staff turnover without the ability to rehire presents challenges and limits staffing at Day Reporting Centers and prevents backup staff for each discipline. Hence, when a staff member terminates employment or is on extended leave/vacation, it becomes difficult to provide coverage at the DRCs. However, RUHS-BH will address this challenge by establishing an improved staffing structure for the DRCs - to adhere to the Memorandum Of Agreement (MOA) with Probation to provide coverage at the DRCs when a staff is out for an extended period of time (sick/vacation/vacancy). RUHS-BH will implement an enhanced staffing structure by incorporating two floater clinical therapists who are trained in mental health and substance abuse treatment, and available to provide DRC coverage as needed. There is always a challenge with finding available resources for those who are released from custody. Lastly, limited availability of timely data continues to be an ongoing challenge. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? 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. RUHS-BH collaborates with WPC nurses to provide screenings and case management at probation sites to identify the physical needs and behavioral health needs of consumers. This collaboration with WPC has allowed RUHS-BH staff to focus efforts on service delivery rather than duplicating efforts screening consumers. Also, WPC provides extensive case management and resources for consumers. Specific programmatic changes and/or course corrections include the following: 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. Thereafter, a comprehensive needs evaluation is conducted, and appropriate physical 283 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 WPC. 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. Correctional Health Services has recently implemented an e-consult program with IEHP to allow detention physicians and advanced providers the opportunity to obtain a specialty care consultation without physically sending the inmate to the clinic. If a clinic visit is needed, the specialist tells the CHS providers what diagnostics to order in advance, so the results are available at the specialty care appointment. This reduces the numbers of visits required and streamlines care. The DRC has produced positive results, as demonstrated in EVALCORP’s evaluation of the program. Clients receiving services offered at the DRCs perceived the DRC program and/or services as highly useful and valuable. More importantly, the positive impacts from participating in the services include assistance with re-entry into the community and prevention of re-incarceration. Clients indicated what they found to be most valuable was the strong support system, assistance with satisfying basic needs (i.e. housing), assistance with changing their mindset, combined with their willingness to change. 284 FY 2019-20 Community Corrections Partnership Survey Sacramento County CCP Membership as of October 1, 2019. Lee Seale Bruce Wagstaff Chief Probation Officer Department of Social Services Hon. David F. De Alba Dr. Peter Beilenson Presiding Judge or designee Department of Mental Health Britt Ferguson William Walker County Supervisor or Chief Administrator Department of Employment Anne Marie Schubert Dr. Peter Beilenson District Attorney Alcohol and Substance Abuse Programs Steven Garrett Dave Gordon Public Defender Head of the County Office of Education Scott Jones Vacant Sheriff Community-Based Organization Daniel Hahn Marcia Christian Chief of Police Victims interests How often does the CCP meet? Semi-Annually How often does the Executive Committee of the CCP meet? Semi-Annually Does the CCP have subcommittees or working groups Yes 285 Goals, Objectives and Outcome Measures FY 2018-19 Goal Maintain Community Safety by incorporating reentry principles into the jail custody environment, evidence-based practices into supervision and case management, and offender accountability with graduated sanctions. Objective Develop and improve offender life skills necessary for successful reintegration into the community through in-custody programs and practices that are evidence-based. Objective Focus resources on programs that are proven to reduce recidivism, develop alternatives to criminal behavior, and effective intervention services and supervision practices that incorporate offender accountability through use of graduated sanctions. Outcome Outcome measures are provided in the attached report from the BSCC- Measure PPIC Multi-County Study on Realignment. Goal Efficient Use of Jail Capacity Objective Minimize the impact of increases in the jail population by employing recognized techniques to increase efficient use of current pretrial and sentenced jail bed capacity by reserving jail beds for the most serious and violent offenders while diverting those who can be safely placed in community alternative programs. Outcome Outcome measures are provided in the attached report from the BSCC- Measure PPIC Multi-County Study on Realignment. 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. Objective 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. Objective 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. Outcome Outcome measures are provided in the attached report from the BSCC- Measure PPIC Multi-County Study on Realignment. The Sacramento County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 286 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations District Attorney CCP $727,285 Program $689,227 $20,139,739 Probation CCP Program $19,085,835 Correctional Health $5,749,011 Services $5,448,168 $32,380,973 Sheriff's CCP Program $28,791,150 FY 2019-20 $58,997,008 FY 2018-19 $54,014,380 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $614,284 DA-AB 109 Prosecution $568,811 $113,001 DA-AB 109 Crime Lab Testing $120,416 $12,957,582 Probation-Adult Field Supervision & Services $13,459,505 $1,313,549 Probation-Field Supervision: Sex Offender Unit $1,345,950 $2,285,504 Probation-Field Supervision: Domestic Violence Unit $1,538,229 Probation-Adult Day Reporting Center Intake & $3,583,104 Operations $2,742,151 $5,749,011 Correctional Health Services-Jail Mental Health Program $5,448,168 $1,215,239 Sheriff-Jail Release/Pretrial Program $1,001,926 $29,039,066 Sheriff-Inmate Housing and Services $25,496,348 $2,126,668 Sheriff-Home Detention/Electronic Monitoring $2,292,876 FY 2019-20 $58,997,008 FY 2018-19 $54,014,380 287 Optional 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 If yes, how? 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. The Sacramento County Sheriff’s Office, Reentry Services Unit Program Guide that is attached provides information and findings regarding operations and effectiveness of reentry programs supported by the annual AB 109 Public Safety Realignment funding allocation. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? 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. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates 288 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. 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. The Main Jail has an 18- bed acute mental health unit and 20 bed intensive outpatient unit for males. This Fiscal Year, an additional 15 bed intensive outpatient unit will be added at the Main Jail for females and additional 24-26 bed intensive outpatient unit will be added for males at the Rio Cosumnes Correctional Center (RCCC). 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 has a Jail-Based Restoration to Competency (JBRTC) Program that for individuals charged with a crime and found by the court to be incompetent to stand trial, typically due to mental illness or an intellectual disability. The program receives funding from the Department of State Hospitals for 44 beds with services to restore felony inmates (12 females; 32 male) and funding from the Sacramento County Department of Health Services for 8 beds with services to restore misdemeanor inmates. Sacramento County has a limited Jail Medicated Assisted Treatment (MAT) program that includes use of Methadone for pregnant females and use of Vivitrol for the sentenced jail reentry population with an Alcohol Use Disorder or Opioid Use Disorder. The Vivitrol program is small but has been highly successful. With a small grant from the state to expand access to MAT in jail, Sacramento County is now working to improve identification and diagnosis of Substance Use Disorders, expand MAT services to offer continuation treatment for patients for all forms of FDA approved MAT medications when they are booked into jail, add oral Naltrexone treatment when clinically indicated, increase referrals to community based alcohol and drug services for level of care assessment and treatment linkage, and create new monthly data reports to support program implementation and evaluation. Sacramento County operates 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 capacity, service, and other information on each of Sacramento County’s collaborative and specialized court programs is attached. 289 The Sheriff’s Office, 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 further integrate, expand, and enhance multi-disciplinary services that address increasingly complex needs for people involved in the local justice system. The attached report summarizes many of the county’s efforts to meet program and service needs for people who go through the jail. Sacramento County continues to develop a more robust integrated and collaborative continuum of correctional and community-based services that are integrated across systems at the least restrictive and most cost-efficient level for keeping the community safe and reducing recidivism. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? 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 Office screens everyone booked into the jails to determine who can be safely and appropriately cited and released back into the community immediately (the Quick 290 Population), based on their offense and background. From August 1, 2018 to August 1, 2019, 40,994 people were booked into the jails; 14,740 (36%) of these people were released in 24 hours or less. The Sheriff’s Reentry Services Bureau manages a comprehensive array of outcomes- based 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 identified to be moderate to high risk of recidivating. The Bureau manages a variety of research-informed educational, vocational and treatment service programs. Additionally, the Bureau supports the vocational programs with workforce development services including matching offenders to local employers for immediate job placement upon release from custody. 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 is for, what it includes, program length, capacity, and agencies involved. The program model developed by Probation for Realigned offenders in its Adult Day Reporting Centers (ADRCs) also uses the LS-CMI evidence-based, validated risk assessment and case management tool. The LS-CMI guides treatment planning and offender management. ADRC program activities emphasize cognitive behavioral therapy, vocational training, anger management, parenting and substance abuse. Approximately thirty percent of Re-entry Court clients participating in the ADRC program receive reduced probation terms and recidivism results have been favorable. 291 This page intentionally left blank 292 FY 2019-20 Community Corrections Partnership Survey San Benito County CCP Membership as of October 1, 2019. Joseph A. Frontella Tracy Belton Chief Probation Officer Department of Social Services Hon. Steven Sanders Alan Yamamoto Presiding Judge or designee Department of Mental Health Raymond Espinosa Enrique Arreola County Supervisor or Chief Administrator Department of Employment Candice Hooper Vacant District Attorney Alcohol and Substance Abuse Programs Greg LaForge Krystal Lomanto Public Defender Head of the County Office of Education Darren Thompson Diane Ortiz Sheriff Community-Based Organization David Westrick Vacant Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups Yes 293 Goals, Objectives and Outcome Measures FY 2018-19 Goal No Goal provided Objective Provide a Reentry Case Manager for the CTC Objective Provide a Peer Mentor for the CTC Objective Additional Mental Health Services for the Jail Outcome Select and appoint a Reentry Case Manager for the CTC Measure Outcome Select and appoint a Peer Mentor for the CTC Measure Outcome Add additional mental health services for the Jail Measure Progress 1. Objective – Second interviews will be conducted Toward 2. Objective – Second interviews will be conducted Stated Goal 3. Objective – Goal has not started The San Benito County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal Gang Prevention and Intervention Collaboration Objective Concentrate in areas of gang activity. Objective Gang intervention. Objective Determine factors of increase gang activity. Outcome Increase of resources in the community Measure Outcome Impact of gang activity in the community and provide intervention. Measure Outcome Resources gather gang information and provide community outreach. Measure Progress Work group has begun collaboration to develop strategy to move forward. Toward Stated Goal Goal Hire Consultant Objective Development of grant budgets and applying grant budgets to long term projects. Objective Review policies, procedures, and compliance. Objective Case Management and develop procedural workflow. Outcome Develop budgets and obtain grants Measure Outcome Update policies, procedures, and compliance Measure 294 Outcome Upgrade/replacement of the case management system. Measure Progress Activity developing contract Toward Stated Goal Goal Mental Health Clinician (LCSW) Objective Contract with WellPath for a full-time Mental Health Clinician for mental health services at Jail and Juvenile Hall. Objective Provide enhanced mental health screening, treatment, and crisis intervention. Objective Develop treatment and discharge plans Outcome Determine if detainees are in need of mental health services. Measure Outcome Regulate level of mental health needs. Measure Outcome Inaugurate detainees with mental health outside community providers. Measure Progress Mental Health Clinician has been scheduled to start December 2019. Toward Stated Goal FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $218,035 Reserve $222,256 $1,000 Misc. Direct Aide $1,000 $250,000 Jail Project $250,000 $20,000 Gavilan College - GED Education $10,000 $71,585 District Attorney - Staffing $69,500 Youth Alliance - Parent Project/Family $60,000 Counseling Program $50,000 $309,055 Community Transition Center $302,500 $200,000 Sheriff's Department - Correctional Officers $200,000 $155,000 Hollister Police Department - Staffing $155,000 $116,600 Residential Treatment Programs $100,000 $80,000 Behavioral Health Services $80,000 $20,000 Electronic Monitoring Program $20,000 $463,500 Probation Department - Staffing $450,000 FY 2019-20 $1,964,775 FY 2018-19 $1,910,256 295 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services Nobel Assessment $15,825 $80,000 Behavioral Health Services $80,000 $309,055 Community Transition Center $153,130 $20,000 Electronic Monitoring Program $20,000 FY 2019-20 $409,055 FY 2018-19 $268,955 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services Youth Alliance - Parent Project/Family Counseling $60,000 Program $50,000 $116,600 Residential Treatment Programs $136,000 FY 2019-20 $176,000 FY 2018-19 $186,000 Optional 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 D 296 oes the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X 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? 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? Challenges consist of the County location and limited community-based originations 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. 297 This page intentionally left blank 298 FY 2019-20 Community Corrections Partnership Survey San Bernardino County CCP Membership as of October 1, 2019. Michelle Brown CaSonya Thomas Chief Probation Officer Department of Social Services Nancy Eberhardt Veronica Kelley Presiding Judge or designee Department of Mental Health Gary McBride Reg Javier County Supervisor or Chief Administrator Department of Employment Jason Anderson Trudy Raymundo District Attorney Alcohol and Substance Abuse Programs Christopher Gardner Theodore Alejandre Public Defender Head of the County Office of Education John McMahon Vacant Sheriff Community-Based Organization Karen Comstock Flerida Alacon Chief of Police Victims interests How often does the CCP meet? Semi-Annually How often does the Executive Committee of the CCP meet? As needed Does the CCP have subcommittees or working groups No 299 Goals, Objectives and Outcome Measures FY 2018-19 Goal Decrease the potential for recidivism in the probation offender population by providing an evidence-based Parenting Program to assist with learning, practicing, and adopting positive parenting skills at each one of the Day Reporting Center throughout the county. Objective Increase accessibility to evidence-based Parenting curriculum for offenders the 3 Day Reporting Centers throughout the county. Objective Reduction in recidivism by this population. Objective Increased probability of family reunification for the probation population and their families. Objective Increased Parenting skills and compliance with court orders for the probation population. Outcome Increased opportunity to improve on parenting skills for the probation Measure population. Outcome Increase the likelihood that the probation population will remain in Measure compliance with their terms and conditions of probation. Outcome With the availability of Parenting classes, the probation population will be Measure able to fulfill the expectations of family court orders they may be under. Progress In March 2019, the Probation Department released a Request for Proposal Toward for interested agencies to offer a Parenting curriculum. This was done in an Stated effort to award a contract to a Parenting provider to offer an evidence-based Goal parenting program and assist adult offenders in learning, practicing, and adopting positive parenting skills for those who report to the three-Day Reporting Centers (DRC’s) throughout the county. In June 2019, the contract was awarded, and it allows for 90-120 participants per year from the three DRC’s. The program is designed to be 1 class a week for 6 weeks. Recently, our first class in each DRC, saw a total of 11 graduates. Additional classes have started in Fontana and Victorville with a total of 16 additional students enrolled. Goal Decrease likelihood of recidivism through educational opportunities for offenders. Objective Increase accessibility to educational programs for offenders reporting to one of three Day Reporting Centers (DRC’s) located throughout the county. Objective Reduction in recidivism by this population. Objective Increased self-esteem, confidence, and productivity of probationers. Outcome Increased opportunity for employment options upon graduation. Measure Outcome Increased enrollment and graduation of the on-site charter school in all Measure three-Day Reporting Centers (DRC’s) located throughout the county. Progress Probation has partnered with Five Keys, a charter school that provides Toward students the opportunity to advance their educational level either by Stated earning a high school diploma or a GED. Curriculum includes Career Goal Skills and Life Skills, additional courses related to careers in Construction, Hospitality, Sewing, Computer Services and Multimedia. The program 300 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. In the fiscal year 2018/2019, we had a new enrollment of 322 students (if for even one day). During this timeframe, we graduated 21 students with their high school diploma or GED. We also had a continued enrollment of 42 students. 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. Objective To increase wellness and mindfulness of a healthy lifestyle by this population. Objective To provide individualized and group health awareness sessions and assist in a comprehensive treatment referral program. Outcome To secure timely health care in an effort to improve continuity of care. Measure Outcome To provide on-site healthcare by developing and implementing a program Measure to assign Correctional Nurses to each one of the three-Day Reporting Centers (DRC’s) throughout the county. Progress Probation has partnered with the Department of Public Health through the Toward assignment of a Health Specialist to provide educational services including, Stated but not limited to Nutrition/ Diabetes Management, Tobacco, Alcohol & Goal 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. There were 438 clients who attended classes through Public health averaging 36 on a monthly basis and there were 73 clients referred for health services with a monthly average of 6 referrals made. In addition to the Public Health Specialist, the San Bernardino County Probation Department began developing a plan to assign Correctional Nurses at each of the 3 Day Reporting Centers (DRC’s) throughout the county as well. The nurses will have clients referred to them when they come to the Day Reporting Centers. They will offer medical services such as doctor referrals, dental referrals, OBGYN referrals, blood pressure checks, diabetes risk assessment, and treatment for minor injuries. They will also be instrumental in the referral process for those out of custody clients who are in need of Medication Assisted Treatment (MAT) for opioid addiction. The program began in July 2019, and since its inception, the nurses have seen approximately 240 clients, made 6 referrals to the emergency room, and approximately 110 referrals within the community. 301 The San Bernardino County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal Decrease likelihood of recidivism through a variety of vocational opportunities for offenders. Objective Increase accessibility to vocational programs for offenders reporting to one of three Day Reporting Centers (DRC’s) located throughout the county. Objective Reduction in recidivism by this population. Objective Increased self-esteem, confidence, and productivity of probationers. Outcome Increased opportunity for employment options upon graduation. Measure Outcome Increased certifications in vocational trades and increased access to job Measure placement upon completion of a certification program. Progress In late 2018, Probation introduced a Request for Proposal (RFP) seeking Toward partners interested in providing vocational programs either at the Day Stated Goal Reporting Centers or at a location off site. The department is in the process of awarding four separate contracts for vocational services. These agencies will offer certifications in entry level residential construction trades, entry level construction materials, machine operations, industrial maintenance mechanics, welding, computer and office skills, forklift operation, logistics and warehousing, hotel services, business computer applications, digital literacy, Microsoft Suite, basic adult education and ESL, QuickBooks, graphic design, business management, customer service, and IT network support. It is anticipated offenders will begin participating in this program beginning January 2020. Goal Decrease the potential for recidivism in the homeless offender population coming out of the jail facilities by linking them to housing opportunities upon reporting to the Day Reporting Centers Objective Reduce homelessness with the use of Probation Housing Coordinators in three Day Reporting Centers. Objective Assist with housing of homeless offenders in transitional or permanent living facilities upon release from custody. Outcome Reduction in homelessness and recidivism among this population. Measure Outcome Increase reporting opportunities for homeless offenders through Measure immediate transportation from jail to DRC or housing. Progress In 2018-19, probation housed a total of 267 unique offenders with an Toward average of 80 offenders being housed monthly with contracted providers. Stated Goal Additional housing was implemented in 2017-18 allowing for geographical considerations and specialized programming such as PC 290 housing which benefited offenders in these outlying areas. 302 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $185,754 Law and Justice Group $173,313 $278,631 Workforce Development Department $259,969 $6,501,388 Department of Behavioral Health $6,065,950 $3,054,620 Public Defender $2,850,034 $3,983,390 District Attorney $3,716,598 $52,216,933 Sheriff Department $48,719,642 $39,787,109 Probation Department $36,799,415 FY 2019-20 $106,007,825 FY 2018-19 $98,584,920 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $185,754 Law and Justice Group $173,313 $278,631 Workforce Development Department $259,969 $4,199,151 Department of Behavioral Health $2,658,455 $3,034,620 Public Defender $2,850,034 $3,383,390 District Attorney $3,716,598 $50,880,639 Sheriff Department $48,719,642 $37,554,246 Probation Department $32,634,415 FY 2019-20 $99,516,431 FY 2018-19 $91,012,425 303 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $2,302,237 Various Treatment Components $2,302,237 $20,000 Professional Tutors $50,000 $600,000 GPS Monitoring $600,000 $1,336,294 Transitional Housing $3,185,000 $2,232,863 Mental Health Providers $1,435,258 FY2019-20 $6,491,394 FY 2018-19 $7,572,495 Optional 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 If yes, how? The county declined to respond to this question. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? The county declined to respond to this question. 304 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Between 21% - 40% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? San Bernardino County provides the following community-based 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. 305 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 their term of probation. To aid in future success of probationers, The San Bernardino County Probation Department has created a Transportation Unit to help address transportation needs. 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 two-fold. 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. To aid in future success of probationers, The San Bernardino County Probation Department released a Request for Proposals for vocational training, and a part of each of the four contracts being awarded, linkage to prospective employers and job leads are included. 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 in answer 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. 306 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. Now that we have Correctional Nurses in each one of the DRC’s, they have been helpful in communicating with the jails to ensure necessary medications or at the very least, prescriptions are obtained for necessary medications upon release. 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. 307 This page intentionally left blank 308 FY 2019-20 Community Corrections Partnership Survey San Diego County CCP Membership as of October 1, 2019. Adolfo Gonzales Nick Macchione Chief Probation Officer Department of Social Services Honorable Peter Deddeh Nick Macchione Presiding Judge or designee Department of Mental Health Dorothy Thrush Andy Hall County Supervisor or Chief Administrator Department of Employment Summer Stephan Nick Macchione District Attorney Alcohol and Substance Abuse Programs Randy Mize Dr. Rebecca Mendiola Public Defender Head of the County Office of Education William D. Gore Charlene Autolino Sheriff Community-Based Organization Mike Moulton Linda Pena Chief of Police Victims interests How often does the CCP meet? Annually How often does the Executive Committee of the CCP meet? As needed Does the CCP have subcommittees or working groups No 309 Goals, Objectives and Outcome Measures FY 2018-19 Goal To efficiently use jail capacity Objective • Enhance pre-trial processes to more effectively use current jail capacity Objective • Improve and streamline felony settlement Outcome • Change in percentage of jail capacity that is utilized for pre-trial Measure detention, long term sentences and revocations Progress The San Diego County Sheriff’s Department implemented the Sheriff's Toward Pretrial Unit on July 1, 2016. In FY 2018-19, the Pretrial Unit was Stated Goal operational in all San Diego felony courts and released 691 individuals on Supervised Own Recognizance with an annual safety rating averaging 99%. This is the highest number of releases since implementation of the Pretrial Unit. The San Diego County Sheriff’s Department also continues to operate the County Parole and Alternative Custody Unit, which was created in response to realignment. The mission of the County Parole and Alternative Custody Unit is to maximize jail bed availability through alternative custody programs designed to socially reintegrate offenders utilizing evidence-based practices and proactive supervision methods. In FY 2018-19, 1,400 offenders participated in the program. Goal To incorporate reentry principles into in-custody programming Objective • Provide in-custody programming Outcome • Number of offenders served; number of offenders linked to community Measure providers; a reduction in recidivism; increase connection and compliance with prescribed treatment plans; and number of days between release and return to custody. Progress In 2016, the County of San Diego joined the national Stepping Up Initiative Toward to reduce the number of people with mental illnesses in jail. Two current Stated Goal interventions align with the Stepping Up Initiative: 1) The Sheriff’s Department increased the correctional counselor staffing by adding three dedicated correctional counselors to focus on discharge planning for inmates who are mentally ill and have substance use disorders. The counselors are trained in the County's new Drug Medi- Cal Organized Delivery System of care. The counselors are working closely with community-based agencies, Health and Human Services Agency (HHSA) contractors, the Court, Probation, and faith-based organizations to transition people from jail into the community. 2) Programming for Reentry, Support and Stability opened in January 2018. The pilot project was designed collaboratively 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 navigator whose focus is on obtaining housing once people have 310 completed their sentences. For FY 2018-19, eighty-one inmates were enrolled and fifty-eight completed the program. Goal Incorporate evidence-based practices into supervision and case management of Post Release Community Supervision (PRCS) and Mandatory Supervision (MS) offenders; encourage the use of evidence-based practices in sentencing for felony offenders Objective • Encourage the use of evidence-based practices in sentencing for felony offenders o Provide results of risk and need assessments to all sentencing parties o Train all parties on alternative sentencing and best practices for recidivism reduction Objective • 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 Outcome • Use of risk and needs assessments in sentencing and supervision Measure efforts Outcome • Risk-based supervision and referrals to appropriate community-based Measure services Outcome • Use of incentives and sanctions and use of Integrated Behavioral Measure Intervention Strategies (IBIS) in supervision and engagement efforts Progress The San Diego County Probation Department consistently incorporates Toward evidence-based practices into the supervision and case management of its Stated Goal 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), which 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, Community Transition Center Offers a Helping Hand: https://www.youtube.com/watch?v=F0TlYlgPRSU&feature=youtu.be Upon arrival at the CTC, clients’ behavioral health and physical health needs are assessed. The clients’ criminogenic 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. 311 Based on results from the Reentry COMPAS assessment, PRCS clients are linked to appropriate services to address their criminogenic risks and needs, an integral part of providing rehabilitative services to clients in order to reduce recidivism. During FY 2018-19, 96% of PRCS clients were referred to community-based services using the Probation Department’s Community Resource Directory (CRD). 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 clients to services in order to address their criminogenic needs and to enhance communication between providers and officers. MS clients are provided an intensive supervision model called The Blueprint for Success that is designed to increase their chances of successful reintegration into the community. The Blueprint for Success is an ongoing collaborative effort that outlines how reentry is facilitated for MS clients. Eligible MS clients participate in the Sheriff’s Reentry Program while in custody. The Reentry Program involves the collaborative efforts of a correctional counselor, on-site probation officer, and alcohol and drug program specialist. Clients’ criminogenic risks and needs are assessed as well as their drug and alcohol histories. Multi-Disciplinary Team meetings occur with clients in order to create in-custody case plans that describe the services the clients will receive in custody and to serve as a guide to link the clients to services during community supervision. The Blueprint for Success also outlines the MS Court process including pre- release hearings and subsequent status hearings to monitor client progress in the community. As part of MS Court, each MS client attends a court hearing thirty days prior to release where in-custody progress is reviewed, a transition and supervision plan is 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. In order to address the criminogenic risks and needs, clients are referred to community-based services using the CRD. During FY 2018-19, 95% of MS clients were referred to community-based services using the CRD in order to address their criminogenic needs. Clients are also provided assistance in obtaining and/or maintaining housing and employment. 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. 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 such as eliminating positive drug tests, 312 maintaining residential stability, and achieving employment/educational accomplishments. 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 engage their clients to encourage lasting behavior change and to promote positive outcomes. In Fiscal Year 2018- 19, 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 appropriate community-based rehabilitative services by engaging with clients and assisting them in making long-term behavior changes. Staff development continues to be an important focus of the Department. Training has been expanded to emphasize areas such as trauma-informed care, implicit bias, principles of active communication, restorative practices, cultural diversity, and reentry best practices. In support of enhanced training efforts, the Department operates a state-of-the-art training facility that provides officers around the region with cutting-edge training opportunities including scenario-based and interactive maneuvers. A virtual tour of the training center can be seen here: https://www.youtube.com/watch?time_continue=1&v=cYJ185iNleU&featur e=emb_title The Department continues to focus on its mission of Service – Commitment – Compassion in its efforts to engage the community to break-down barriers, build trust, and create a culture that establishes the Department as an agency that is “here to help.” The Department seeks to connect with the community to positively change the community’s impression of probation and law enforcement and to expand the opportunities and quality of life for justice-involved individuals. The Department has strengthened its commitment to community service and is focused on a servant-leadership approach which has included the establishment of an Engagement and Strategic Support Unit within the Department. Probation staff are regularly involved in a variety of public service activities such as delivering food for families in need in partnership with various businesses, community organizations, and clubs. The Department is modeling new probation field offices 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. 313 These initiatives are centered on evidence-based practices in order to support clients in their successful completion of probation supervision and in the reduction of recidivism. During FY 2018-19, 57% of PRCS clients and 89% of MS clients successfully completed their terms of supervision without new convictions for felony or misdemeanor offenses. PRCS Completions MS Completions 11% 43% 57% 89% Successful Unsuccessful Successful Unsuccessful The San Diego County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations Health and Human $6,920,000 Services Agency $6,900,000 $120,000 Public Safety Exec Office $180,000 $- Public Defender $880,000 $3,000,000 District Attorney $2,100,000 $38,340,000 Probation $37,400,000 $47,500,000 Sheriff $44,700,000 FY 2019-20 $95,880,000 FY 2018-19 $92,160,000 314 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $670,000 Fire Camps $510,000 $1,110,000 RESPECT - Youth Mentoring $950,000 PROGRESS - Alternative Custody-Reentry and $1,190,000 Mental Health Svcs $1,140,000 $1,280,000 Court Security $1,280,000 $970,000 Mental Health Assessment and Transition $960,000 $3,080,000 Pre-Trial Services $3,080,000 $3,000,000 Community Capacity Building $850,000 $7,560,000 Custody Support $7,560,000 Victim Services $200,000 $6,650,000 Alternative Custody $7,060,000 $25,810,000 Sheriff's Re-entry & Rehabilitation Facility $23,960,000 $1,000,000 Re-entry Court Services $1,000,000 $18,250,000 Supervision in the Community $16,510,000 $270,000 Data Collection, Analysis and Evaluation $260,000 $1,690,000 Law Enforcement Analysis and Support $1,640,000 $20,750,000 Services in the Community $20,700,000 $2,600,000 Community Transition Center $2,600,000 Parole Revocation Activities $1,900,000 FY 2019-20 $95,880,000 FY 2018-19 $92,160,000 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $3,000,000 Community Capacity Building $850,000 $5,718,718 Alternative Custody $4,654,000 $270,000 Data Collection, Analysis and Evaluation $260,000 Substance Abuse, Mental Health, and Housing $20,750,000 Services $20,700,000 $2,600,000 Community Transition Center $2,600,000 $1,000,000 Re-entry Court Services $1,000,000 FY 2019-20 $33,338,718 FY 2018-19 $30,064,000 315 Optional 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 Community Supervision offenders and Mandatory Supervision 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? Yes If yes, how? 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. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? In collaboration with justice and health partners, the Department has engaged in the ongoing evaluation of treatment program adherence to evidence-based principles known 316 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, twenty-seven treatment programs that serve client 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. Twelve of the twenty-seven 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. Two cohorts of fifteen County personnel have been trained as assessors by the University of Cincinnati Corrections Institute in order to sustain this ongoing quality assurance process that has served as an educational intervention for our community treatment providers in the 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 practices. In 2018, the County of San Diego justice partners successfully launched its six session Justice Involved Services Training Academy (JISTA) which, to date, has trained a hundred local treatment providers and staff members from fifty 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 No X Average daily population X Conviction X Length of stay X Recidivism X 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, Health and Human Services Agency’s Behavioral Health Services Department and Integrative Services Division, 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 partners, they have formalized the process of ongoing evaluation of treatment 317 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. 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 includes a range of treatment options at outpatient, inpatient and intensive outpatient levels of care. Advancing the behavioral health continuum of care has been a top County priority over the past year. Numerous actions by Board of Supervisors in FY 2018-19 focused on short-term and long-range steps towards achieving an optimized mix of high-quality services in every part of the county to support people with mental illness, including clients who intersect with the justice system. In the beginning of FY 2018-19, the County implemented the Drug Medi- Cal Organized Delivery System (DMC-ODS) in order to improve care for individuals with substance use disorders and enhance the system of care in San Diego County. DMC- ODS allows for expanded services, which includes more focused services for the justice- involved population and increased program standards, oversight, and improved care coordination. The use of the American Society for Addiction Medicine criteria to determine the level of care for substance use disorder treatments for each individual is required as part 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 Reentry 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 needs. The services 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 2018-19, the CTC provided over 2,600 referrals to services including residential treatment programs, mental health, CBT, and outpatient treatment programs. For MS clients, Probation prepares a 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 318 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 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’s Behavioral Health Services Department and Integrative Services Division through the implementation of DMC-ODS to ensure services provided through the system of care meet the unique needs of the justice-involved population, including mental health. While the system of care for substance use disorders has expanded capacity, there remain some challenges that are currently being addressed. Many programs have difficulty maintaining sufficient staffing in this competitive labor market. Also, 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’s Behavioral Health Services Department and 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 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. 319 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 the assessments and while in custody, meets with correctional counselors and on-site probation officers. The MS client works to complete the unique goals as identified in the case plan. 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 mandatory supervision. When a 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 2018-19, 89% of MS clients completed their terms of supervision in the community without receiving new misdemeanor or felony convictions. 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 can 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) who 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 plans. 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 2018-19, the CTC served a total of 2,126 clients including 283 clients who were diverted to the CTC in lieu of jail time, saving an estimated 1,981 jail days. 320 Participants: A probation client was sentenced to 3 years in custody and 3 years on Mandatory Supervision. During his time in custody, he participated in reentry Multi-Disciplinary Team (MDT) meetings to develop an in-custody case plan to prepare for his transition from jail to the community. He also received significant interventions to address his criminogenic risks and needs. Prior to release, the Reentry MDT met with him and he expressed interest in continuing his education, staying healthy and helping others. His main motivation was establishing a good relationship with his children. Upon release, the client went on to complete an associate degree and he is close to graduating with a bachelor’s degree in human services. He successfully completed his MS term with no violations. He attributed his success on MS to the structure and programing offered in custody as well as to the accountability and resources offered for the community portion of his sentence. He was able to obtain 50% custody of his children and he enjoys sharing his story with others who might be in similar situations and need encouragement. - Former Mandatory Supervision Client 321 This page intentionally left blank 322 FY 2019-20 Community Corrections Partnership Survey San Francisco County CCP Membership as of October 1, 2019. Karen L. Fletcher Noelle Simmons Chief Probation Officer Department of Social Services Vacant Angelica Almeida Presiding Judge or designee Department of Mental Health James Caldwell Jeff Mori County Supervisor or Chief Administrator Department of Employment George Gascón Angelica Almeida District Attorney Alcohol and Substance Abuse Programs Manohar Raji Steve Good Public Defender Head of the County Office of Education Vicki Hennessy Stephanie Garcia Sheriff Community-Based Organization William Scott Beverly Upton Chief of Police Victims interests How often does the CCP meet? Annually How often does the Executive Committee of the CCP meet? Annually Does the CCP have subcommittees or working groups No 323 Goals, Objectives and Outcome Measures FY 2018-19 Goal Increase the knowledge of racial and ethnic disparities in the San Francisco Criminal Justice System. Objective Use county-specific findings on racial and ethnic disparities to inform decision-making Objective Convene justice system partners to review findings and collaborate on potential ways to address racial and ethnic disparities in San Francisco Objective Based on findings from a report on racial and ethnic disparities and on involvement with San Francisco’s Human Rights Commission, identify key focus areas and agency-specific next steps designed to address racial and ethnic disparities in the city and county of San Francisco Outcome Address key focus areas related to disparities in Justice system partner Measure meetings, working group meetings, and agency presentations on racial and ethnic disparities Outcome Develop framework for measuring key decision points in criminal justice Measure agencies and have departments report back on conducting relevant decision point analysis studies within their departments Outcome Number of adult probation department (APD) staff who complete training on Measure leadership and diversity and APD involvement in racial equity trainings Progress This goal continues to be an area of focus in FY 18/19. Findings from a 2015 Toward report by the W. Haywood Burns identified racial and ethnic disparities in Stated Goal San Francisco. In 2016, San Francisco’s Human Rights Commission (HRC) presented to the San Francisco Reentry Council on racial equity and disparities in city hiring practices and policies, and on HRC’s partnership with the Government Alliance on Race and Equity (GARE). GARE is a national network of government agencies working to achieve racial equity. In FY 17-18, criminal justice agencies in San Francisco pursued a memorandum of understanding with HRC to pursue yearlong GARE cohort training opportunities that focus on racial equity. Through GARE and the HRN, more than 50 city employees representing various departments including public health, transit, probation, law enforcement, workforce development, housing, etc. have participated in GARE cohorts. These train- the-trainer cohorts are designed to help departments identify and address potential racial inequalities and share this knowledge and information with all levels of staff within departments to build organizational capacity to achieve equity-related goals. In the second half of 2018, the San Francisco (SF) CCP, the SF Reentry Council, the SF Sentencing Commission, and the SF Juvenile Justice Coordinating Council all signed on to following Criminal Justice Racial Equity Statement: The San Francisco Community Corrections Partnership, Juvenile Justice Coordinating Council, Reentry Council and Sentencing Commission prioritize racial equity so that all people may thrive. San Francisco’s criminal justice policy bodies collectively acknowledge that communities 324 of color have borne the burdens of inequitable social, environmental, economic, and criminal justice policies, practices, and investments. The legacy of these government actions has caused deep racial disparities throughout San Francisco’s juvenile justice and criminal justice system. We further recognize that racial equity is realized when race can no longer be used to predict life outcomes. We commit to the elimination of racial disparities in the criminal justice system. In May 2019 new legislation was introduced in San Francisco to create an Office of Racial Equity that would be situated under the jurisdiction of the HRC and would focus on addressing racial disparities in San Francisco. 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 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 (APD) developed a research proposal for conducting a careful and detailed analysis of critical decision points in community supervision. The APD applied for grant funding for its decision point analysis. Funding was not received; however, the department remains committed to conducting this research and is pursuing the option of including this necessary project within a larger Request for Qualifications (RFQ) that will be used to help identify qualified vendors that could complete this work in collaboration with the APD. In FY 18-19, 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 FY 18-19, approximately # 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 the CASC to meet escalating needs Objective Identify a lead Community Assessment Services Center (CASC) service provider with expertise in behavioral health services and a successful track record of working with criminal justice/forensic populations Objective Hire master level clinicians to provide wrap around support to clients with serious mental illness and co-occurring challenges; Hire bachelor 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 Objective Create a therapeutic environment at the CASC that welcomes all people regardless of race/ethnicity, age, gender, and sexual identities 325 Objective 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 Objective Expand medication management services to people with serious mental illness Outcome Build an RFP tailored to identify this kind of service provider expertise Measure Outcome Require appropriate skill levels in the RFP and CASC services scope of work Measure Outcome Physical structure of the CASC will reflect diverse peoples, promote Measure 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 Outcome Formalize a mentorship program that includes training, specific duties, and Measure stipends Outcome Hire a medication prescriber and build out a distribution program Measure Progress To operate CASC services, the APD selected UCSF/Citywide Forensic, an Toward organization with decades of experience working with criminal justice/ Stated Goal forensic populations, 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. In the early part of 2019, the APD launched a medication distribution hub operated by UCSF/Citywide Forensics. This medication hub is imbedded on site at the CASC and is staffed by a psychiatric mental health nurse practitioner and a licensed vocational nurse. Features and services include: 1. Collaboration between UCSF/Citywide and the APD 2. Evaluate and treat mental health symptoms 3. Medication administration/prescribe medication to clients of UCSF/Citywide-APD team 4. Evaluations for medication efficacy and side effects; medication adjustments 5. Mental health and psychopharmacology education 6. Injection of long-acting injectable psychiatric medications 7. Vital signs 8. Blood draws for medication monitoring 9. TB tests 10. Hours: Monday thru Friday, 9am – 3pm or by appointment The APD/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 326 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 Needs of At-Risk Individuals Objective Partner to implement a new pre-booking diversion program for low level substance users Objective Offer a community-based alternative to arrest or jail time Objective Better meet client needs and reduce criminal behavior Outcome Identification of a community-based drop off location for the target Measure population Outcome Reduction of target population representation in the jail population Measure Progress The Law Enforcement Assisted Diversion (LEAD) program is designed to Toward provide low level substance abuse users with a community-based Stated Goal 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 APD’s Community Assessment Services Center (CASC) is the official drop off center for LEAD clients. The APD will soon expand operating hours at the CASC to further support the LEAD project. Numerous departments in SF continue to meet as part of established LEAD Policy Committee Meetings and strive to leverage this and other initiatives, like the Healthy Streets Operations Center (HSOC), which is designed to coordinate City agencies involved in addresses homelessness and behaviors that impact quality of life, such as public drug use and sales; and the Healthy Streets Intervention Program (HSIP), which is designed as a collaborative, services-first strategy meant to intervene and disrupt open drug use and the quality of life issues associated with behavior in targeted areas of the city. Through HSIP operations, police officers can connect with APD officers and help get individuals linked to available services at the CASC or Department of Public Health facilities. The San Francisco County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 327 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $383,000 Public Defender $320,000 $383,000 District Attorney $320,000 Sheriff - Trial $13,280,000 Court/Court Security $12,899,607 $13,910,000 Sheriff Department $12,793,192 Adult Probation $16,665,802 Department $12,939,192 FY 2019-20 $44,621,802 FY 2018-19 $39,271,991 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services San Francisco Sheriff's Department - Electronic Monitoring $265,000 San Francisco Department of Public Health - Mental $2,113,212 Health Services $2,113,212 FY 2019-20 $2,113,212 FY 2018-19 $2,378,212 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $111,000 Training $118,000 Technical Assistance $14,000 Domestic Violence Treatment Services $200,000 $1,555,000 Reentry and Case Management Services $1,606,000 $50,000 Education Services $57,000 $1,030,000 Housing Assistance and Services $573,000 $200,000 Workforce Development and Job Placement Services $208,000 $340,000 Sex Offender Treatment Services $326,000 FY 2019-20 $3,386,000 FY 2018-19 $3,113,000 328 Optional 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. In 2020, the CCP has tasked the SF Adult Probation Department with identifying a third- party facilitator to work internally with research and reentry staff at APD, and also with members of the CCP to craft a proposal for realignment and reentry evaluation. This project would help the CCP take a more objective look at initiative/services strengths and challenges, and where we need to collectively advocate for change or growth. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? The Adult Probation Department evaluates programs and services in a variety of ways: Monthly client referrals and engagement/utilization reporting, as well as quarterly and annual program reporting. In addition, the Department has been working with the Public Policy Institute of California (PPIC) on a multi-county recidivism study. Work with the PPIC has been focused on addressing some data sharing questions. Data and information will be shared with the Adult Probation Department once privacy issues are ironed out. As well, Adult Probation will begin the process of procuring an outside evaluator to design an updated analysis of AB109 funded services. Per the answer in Q 13, in 2020, via APD, the CCP will contract with a third-party entity to complete an evaluation of realignment and reentry services. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? The Adult Probation Department conducts a competitive bid process to identify organizations that can integrate research-driven best practices 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. 329 As well, the Adult Probation Department funds a full time Research Director who provides evaluative assistance designed to improve data integrity and reporting capacity; and who serves as a partner on external projects with other justice system partners and stakeholders such as the Mac Arthur Foundation Safety and Justice Challenge and the District Attorney’s Sentencing Commission, the Public Safety Assessment Working Group (pretrial release), and the city’s JUSTIS committees, and the Judicial Council’s Criminal Justice Services Office and Office of Court Research. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No * See below Average daily population Conviction Length of stay Recidivism Treatment program completion rates *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 We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? The Adult Probation Department (APD) increased its allocation of AB 109 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 APD clients, an initiative that in FY 16/17 moved into APD’s Community Assessment and Services Center (CASC), thereby further streamlining communication and coordination between BHAC/DPH and the APD. BHAC services include behavioral health intake, assessment, care coordination of inpatient and outpatient substance dependency services, and mental health services. The increased funds supported 5 new detox beds and 15 new residential treatment beds for clients under APD supervision. As well, the APD funds a $3 million a year contract with the University of California, San Francisco (UCSF)/Citywide to operate the Department’s 18,000 square foot reentry one stop services center called the CASC. UCSF/Citywide possesses tremendous expertise in working with high needs clients who face complicated behavioral health challenges and have demonstrated in ability to engage clients in the AB109 funded safety network of 330 services. The APD, DPH/BHAC, and UCSF/Citywide will offer a coordinated services approach to APD 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 2020, APD will also be the lead in a collaborative that includes the San Francisco Sheriff’s Department and Collaborative Courts/SF Superior Court on a submission to SAMHSA for trauma informed training. In phase one, 20 key people will be trained in the GAINS Center trauma informed model. In phase two, the trainees will conduct additional trauma informed trainings. The intended ripple effect is to have deeper trauma informed capacity in our correctional settings, in our courts, at probation and amongst our collective community providers. 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? APD responded to expansive and complicated behavioral health challenges of probation clients by increasing responsive resources. Still the need for services exceeds 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 aged populations. In 2020, San Francisco’s Mayor and members of its Board of Supervisors are also working towards an initiative called “Mental Health SF” which aims to take an even more comprehensive approach to meeting the needs of people with behavioral health challenge, expand services access points while also removing wait times and bureaucracy to accessing services. In addition, the Sheriff’s Department provided information on the following challenges: 1) 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. 2) The delivery of programs and services to inmates housed at the Hall of Justice, County Jail #4, which is a linear, antiquated facility. This facility is outdated, seismically unsafe, and was not designed with the necessary infrastructure for the delivery of programs and services. 331 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 APD answers in last two (2) answers. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. APD’s funded Community Assessment and Services Center (CASC) continues to demonstrate the benefits of a reentry model that has behavioral health expertise as the core, and which also includes key reentry services like employment, education, barrier removal, and availability of food. In 2018, the CASC served over 3,000 unduplicated people, many of whom had multiples services touch points per day or week resulting in thousands of units of services. APD also wanted to highlight the continued implementation of a curriculum, Changing Your Mind, which is concurrently being studied as a best practice by UC Berkeley. Characteristics of this curriculum include: • Created by Dr. Jennifer Skeem of Berkeley – lifts the benefits of CBT, integrates approaches and interventions that are tailored to meet the needs of a participant struggling with mental health challenges and aims to reduce recidivism and improve life outcomes for participants. • Instructors are either master’s level clinicians, CADC certified and use a non- judgmental approach to working with participants • There is a week training • Balances practical decision making and life skills while targeting criminogenic needs. • Meets 2 x’s per work – integrates trauma informed interventions, along with CBT, and DBT based activities • Uses gift cards to incentivize participation in documented community-based recovery activities In addition, the SF Sheriff’s Department (SFSD) has had a longstanding partnership with the San Francisco Department of Public Health (DPH) to provide Psychiatric Sheltered Living Units (PSLU) within jail facilities. These housing units provide a service-rich environment with available clinical staff and treatment groups throughout the day. However, many incarcerated patients with serious mental illness exhibit behavior problems that preclude their participation in the PSLUs and relegate them to restrictive housing where programming is limited. In January of 2019, SFSD and DPH launched a Multi-Disciplinary Team (MDT) pilot program in the County Jail 5 facility that houses the largest PSLU and the largest number of restrictive housing units reserved for persons with serious mental illnesses. The goal of the MDT program is to reduce behavior problems and increase programming and services in restrictive housing by training a cohort of deputy sheriffs who are assigned to these units and work closely with DPH clinical staff. Deputies with demonstrated abilities to develop a positive rapport with clients and clinical staff and who completed the department’s Crisis Intervention Training were selected for this program. Additional training was provided on early recognition of critical incidents, 332 negotiation skills, and how to address disruptive behaviors. Each week the MDT members meet to discuss treatment plans such as addressing hygiene issues, and the deputies are able to share insights from their 24-hour observation of the patients. In addition, deputies assigned to the MDTs wear department polo shirts and khakis in contrast to the standard utility uniform worn by other sworn staff in the facility. This allows the deputies to maintain a professional image without the traditional uniform that can have a triggering effect on institutionalized individuals. The MDT program has seen improvements in the pod such as a decrease in rules violations. These improvements were rewarded with more recreation and phone time and more access to programming. The number of patients who are able to step down from restrictive housing into the PSLUs also increased and a second PSLU was created at County Jail 5 in September of 2019. The Department maintains system-wide statistics on safety cell placements and assaults or attempted assaults on staff and has seen reductions in these areas: In 2018, there were 532 Safety cell placements and in 2019 there were 327 Safety Cell placements to date; this is a 39% reduction. In 2018, there were 25 assaults or attempted assaults on staff and in 2019 there were 3 of these incidents to date; this is an 83% reduction. 333 This page intentionally left blank 334 FY 2019-20 Community Corrections Partnership Survey San Joaquin County CCP Membership as of October 1, 2019. Stephanie L James Greg Diederich Chief Probation Officer Department of Social Services Hele Ellis Tony Vartan Presiding Judge or designee Department of Mental Health Tom Patti John Solis County Supervisor or Chief Administrator Department of Employment Tori Verber-Salazar Tony Vartan District Attorney Alcohol and Substance Abuse Programs Miriam Lyell Jamie Mousalimas Public Defender Head of the County Office of Education Pat Withrow Meredith Baker Sheriff Community-Based Organization Mike Borges Garbriela Jaurequi Chief of Police Victims interests How often does the CCP meet? Bi-weekly How often does the Executive Committee of the CCP meet? Monthly Does the CCP have subcommittees or working groups Yes 335 Goals, Objectives and Outcome Measures FY 2018-19 Goal Reduce the Recidivism Rate of AB109 Clients in San Joaquin County Objective Evaluate AB109 clients at the 1-year, 2-year, and 3-year timeframes. Objective Evaluate various programs and strategies funded by the CCP for effectiveness at reducing recidivism. Outcome Rate of Arrests Measure Outcome Rate of Convictions Measure Progress The 2019 Annual Report: An Examination of AB109 Recidivism in San Toward Joaquin County in Year 7 evaluates recidivism rates for Post Release Stated Community Supervision (PRCS) and Mandatory Supervision (MS) clients at Goal the 1-year, 2-year, and 3-year timeframes from the start of supervision. Findings indicate that rates of arrests and convictions increased for the 1-year recidivism cohort; rates of arrests increased, and rates of convictions held steady for the 2-year recidivism cohort; and, rates for both arrests and convictions decreased for the 3-year recidivism cohort. (See table below). One Year Recidivism Check Arrests Convictions Clients released 10/1/2011 to 9/30/2012 44.1% 26.7% Clients released 10/1/2012 to 9/30/2013 44.4% 24.3% Clients released 10/1/2013 to 9/30/2014 42.7% 23.2% Clients released 10/1/2014 to 9/30/2015 41.1% 22.3% Clients released 10/1/2015 to 9/30/2016 40.9% 22.5% Clients released 10/1/2016 to 9/30/2017 44.1% 26.6% Two Year Recidivism Check Arrests Convictions 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% Clients released 10/1/2015 to 9/30/2016 58.7% 38.7% 336 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% Clients released 10/1/2014 to 9/30/2015 62.5% 48.5% This is the fourth 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 48.5% (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 (10/1/2016 to 9/30/2017), 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 Compliance Re-Entry Court (96 28.1% Monitoring Court (47) 14.9% Parole Re-Entry Court (63) 23.8% Community Based Organization Community Partnership for Families (59) 20.3% El Concilio (78) 26.9% Fathers & Families of San Joaquin (45) 22.2% Mary Magdalene Community Services 12.7% (79) Service/Program Referral Behavioral Health Services (105) 33.3% Human Services Agency (HSA) 33.3% Homeless (69) HSA (General Assistance approved) 31.8% (110) WorkNet (one workshop) (78) 29.5% 337 HSA (Cal-Fresh) (180) 27.8% Supervision Unit Day Reporting Center (79) 27.8% High Risk Unit (483) 26.1% Violent Crimes Unit (37) 32.4% Goal Increase the Success of the Pretrial Assessment and Monitoring Program in San Joaquin County Objective Increase the success of pretrial clients appearing for all scheduled court appearances. Objective Decrease the number of pretrial clients committing a new offense while going through the court process. Objective Decrease the number of pretrial clients being remanded by the court during the court process. Outcome Percentage of clients attending all scheduled court appearances. Measure Outcome Percentage of clients who do not commit a new offense while going through Measure the court process. Outcome Percentage of clients who do not receive a court remand while going through Measure the court process. Progress San Joaquin County has completed a comprehensive annual evaluation report Toward since implementing the Pretrial Assessment and Monitoring Program in Stated October 2014. See the below table for comparisons between Year 1, Year 2, Goal Year 3, Year 4, and Year 5 for all clients of the Pretrial Monitoring Program: Year 1 Year 2 Year 3 Year 4 Year 5 (1,024) (855) (1,075) (1,112) (1108) Clients who made 90.7% 92.7% 92.3% 95.0% 94.9% all scheduled court appearances No arrests during 97.9% 98.2% 97.2% 97.4% 97.3% pretrial stage Did not have a 96.6% 98% 98.1% 98.4% 98.2% court remand during pretrial stage Goal Increase the Dosage of Evidence Based Programming for AB109 Clients in San Joaquin County Objective Increase the number of hours of evidence-based programming received by AB109 clients in the Day Reporting Center. Outcome Number of hours of evidence-based programming received by AB109 clients Measure in the Day Reporting Center. 338 Outcome Reduce the rates of recidivism with increased evidence-based programming Measure dosage. Progress The San Joaquin County Day Reporting Center completed a redesign with the Toward assistance of the University of Cincinnati Correctional Institute in January Stated 2015. This redesign expanded the evidence-based program offerings to Goal 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. 0-19.5 hours 20-39 hours 40 or more 2015 hours Violations 25.0% 5.4% 0% Arrests 45.8% 32.4% 19.4% Convictions 22.9% 10.8% 3.0% Jan. – Dec. 0-19.5 hours 20-39 hours 40 or more 2016 hours Violations 38.8% 23.8% 1.3% Arrests 37.8% 31.0% 9.3% Convictions 25.5% 16.7% 1.3% Jan. – Dec. 0-19.5 hours 20-39 hours 40 or more 2017 hours Arrests 63.8% 50.0% 31.7% Convictions 37.2% 22.2% 19.5% The San Joaquin County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal To Ensure the San Joaquin County Pretrial Assessment and Monitoring Program is Aligned with Best Practices. Objective To Evaluate the Virginia Pretrial Risk Assessment Instrument in San Joaquin County to determine its predictive validity. Objective To conduct a Pretrial Services Assessment that examines/studies Pretrial Services through examining data, policies, and practices through quantitative/statistical analysis, interview, and observation of the units’ activities. Objective 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. 339 Progress The San Joaquin County Probation Department has contracted with the Toward Crime and Justice Institute to conduct the above noted analysis of the Stated Goal 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 2019-2020 Fiscal Year. 340 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $577,191 Ready to Work $813,788 Reserves $2,478,891.00 AB109 Pilot Projects $656,777 $738,934 District Attorney/Public Defender $627,172 $407,820 Mary Magdalen Community Services $199,017 $418,471 Fathers & Families of San Joaquin $203,477 $308,897 El Concilio $199,408 $467,538 Community Partnership for Families of San Joaquin $199,408 $507,263 Friends Outside $273,020 $1,225,763 Local Law Enforcement $1,193,763 $1,877,513 Superior Court $1,789,527 $401,587 Human Services Agency $485,127 $801,940 Employment and Economic Development $759,142 $164,692 San Joaquin Community Data Co-Op $147,692 $3,918,308 Correctional Health Care/Behavioral Health Services $3,868,258 $6,466,959 Sheriff's Office $6,028,282 $9,089,751 Probation Department $8,392,710 FY 2019-20 $28,186,415 FY 2018-19 $27,501,671 341 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $1,225,763 Local Law Enforcement Agencies $1,193,763 $22,800 San Joaquin County Office of Education $24,300 $313,586 Public Defender $313,586 $345,348 District Attorney $313,586 $1,164,813 Superior Court $1,063,297 $401,587 Human Services Agency $485,127 $801,940 Employment and Economic Development Department $759,142 $1,221,194 Behavioral Health Services $1,171,144 $2,697,114 Correctional Health Care $2,697,114 $5,401,942 Sheriff's Office $4,963,265 $8,004,983 Probation Department $7,565,859 FY 2019-20 $21,601,070 FY 2018-19 $20,550,183 342 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $577,191 Ready to Work $7,200 Intercept $10,000 Ancillary Services $80,000 Uptrust $17,000 Humphrey's University $14,530 $40,500 Outpatient Treatment $133,700 Ready to Work (pilot project) $268,641 Fathers & Families of San Joaquin (pilot project) $128,986 Mary Magdalene Community Services (pilot project) $138,357 Uptrust (pilot project) $16,250 Community Partnership for Families (pilot project) $90,188 El Concilio (pilot project) $14,355 $211,875 AMS (transdermal monitoring) $120,000 $19,200 Various Sex Offender Treatment Providers $12,600 $182,292 San Joaquin Community Data Co-Op $165,292 $218,000 Various Transitional Housing/Sober Living Contracts $183,000 $420,000 Various Residential Treatment Programs $395,000 $19,853 Various EBP Trainers/facilitators $19,853 $275,960 Victor Community Support Services (EBP) $270,840 $106,025 Northern California Construction Training (voc-ed) $100,735 $4,266 Fieldware (telephone 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 $426,989 Secure Alert (GPS) $273,688 $407,820 Mary Magdalene Community Services $199,017 $418,471 Fathers & Families of San Joaquin $203,477 $308,897 El Concilio $199,408 $467,538 Community Partnership for Families $199,408 $507,263 Friends Outside (WRAP) $273,020 FY 2019-20 $5,771,557 FY 2018-19 $4,472,597 343 Optional 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 jurisdiction 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 $656,777.01. 344 Based on the outcomes of the pilot programs, six of the seven pilot programs were included in the base plan for Public Safety Realignment for the 2019-2020 Fiscal Year. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? 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 If yes, how? As previously mentioned, San Joaquin County conducts an annual evaluation on all the programs and strategies funded through AB109. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X 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? San Joaquin County BHS provides integrated Behavioral Health Services (mental health and substance abuse services) to adults and older adults with a serious mental illness and to children and youth with serious emotional disturbances. Services are provided in community-based locations throughout the County by both the County-operated and County-administered program as well as community partnerships. 345 BHS has a strong emphasis on partnering with clients and families and providing culturally competent services. We can access many different types of substance abuse services in our county ranging from private providers to county-operated programs. Currently we utilize five residential treatment programs for those suffering from Substance Use Disorders as follows: Recovery House and Family Ties, both county programs. New Directions, Circle of Friends and Salvation Army, which are all private providers. We utilize the following outpatient treatment providers for Substance Use Disorders: Chemical Dependency Counseling Center, which is a county program. Service First, and Valley Community Counseling are two private providers we access. For mental health services in our county, we have been able to team up with San Joaquin County Behavioral Health Services for the placement of a Mental Health Clinician in each of our Court programs. The clinician is able to place an individual needing assistance on a fast track to much needed mental health services. The clinician is also able to notify the court of missed appointments or any issues with medication compliance. We are also able to contract with Holt Counseling, who provides various counseling services such as domestic violence, family issues, victims of sexual assaults, and post-traumatic stress. We have a number of ancillary services used as well. For example, we use the Gleason House to help cover the cost of client’s prescription medications; Community Medical Center (Channel Medical) for those needing free and low cost medical attention; St. Mary’s Dining Room for assistance with meals, dental needs and identification vouchers; the Gospel Center Rescue Mission and the Stockton Shelter for the Homeless as emergency shelters; the Women’s Center for no cost counseling for victims of domestic violence and sexual assault; the Community Center for the Blind and Visually Impaired for assistance with glasses; and, Fathers & Families of San Joaquin, Friends Outside, El Concilio, and Mary Magdalene Community Services to assist clients with supportive and transitional services. Behavioral Health Services staff are co-located in the Probation Department’s Assessment Center and one Mobile Crisis Team is located in the Probation Department’s facility. What challenges does your county face in meeting these program and service needs? Even with these resources, we are still faced with serious challenges to help our clients successfully reintegrate. These challenges are: 1. Our county lacks social and/or medical detox facilities. 2. We currently only have three programs to assist with job training, who also provide employment opportunities: WorkNet, Ready to Work, and Goodwill. 3. There is a lack of affordable long-term housing. 4. Behavioral Health Services has been affected by a statewide shortage of Masters- level (LCSW, LMFT, LPCC) clinicians, as well as the nationwide shortage of psychiatrists, leading to potential services delays. 346 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. 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 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 four 1-year recidivism studies and all four 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. 347 This page intentionally left blank 348 FY 2019-20 Community Corrections Partnership Survey San Luis Obispo County CCP Membership as of October 1, 2019. James E. Salio Devin Drake Chief Probation Officer Department of Social Services Michael Powell Anne Robin Presiding Judge or designee Department of Mental Health Kristen Eriksson Vacant County Supervisor or Chief Administrator Department of Employment Dan Dow Star Graber District Attorney Alcohol and Substance Abuse Programs Patricia Ashbaugh Vacant Public Defender Head of the County Office of Education Ian Parkinson Elizabeth “Biz” Steinberg Sheriff Community-Based Organization John Peters Diana McPartlan Chief of Police Victims interests How often does the CCP meet? Monthly How often does the Executive Committee of the CCP meet? As needed to approve funding proposals Does the CCP have subcommittees or working groups Yes 349 Goals, Objectives and Outcome Measures FY 2018-19 Goal Target risk factors in accordance with evidence-based practices to Mandatory Supervision and PRCS offenders by the Probation Department Objective #1 85% of mandatory supervision and PRCS offenders will have a current LSI- R risk assessment Objective #2 85% of mandatory supervision and PRCS offenders will have a current case plan targeting the highest criminogenic needs Outcome Percentage of mandatory supervision and PRCS offenders with a current Measure LSI-R risk assessment Outcome Percentage of mandatory supervision and PRCS offenders with a current Measure case plan targeting the highest criminogenic needs Progress Objective #1: 86% of mandatory supervision and PRCS offenders had a Toward current LSI-R risk assessment. Stated Goal Objective #2: 71% of mandatory supervision and PRCS offenders had a current case plan targeting the highest criminogenic needs. Goal Provide evidence-based treatment to Mandatory Supervision and PRCS offenders for substance abuse and co-occurring disorders. Objective 40% of those who are engaged in substance abuse or co-occurring disorder treatment services will have a successful completion status. Outcome Percentage of participants in substance abuse or co-occurring disorder Measure treatment services with a successful completion status. Progress 42% (157/370) of Mandatory Supervision and PRCS offender participants Toward completed substance abuse or co-occurring disorder treatment services Stated Goal successfully. Goal Provide programs, services, and activities that target risk factors in accordance with the LSI to Mandatory Supervision and PRCS inmates in custody for more than 120 days. Objective 80% of Mandatory Supervision and PRCS sentenced inmates, in custody #1 for more than 120 days with a current LSI will be identified by Jail Programs staff. Objective 65% of Mandatory Supervision and PRCS sentenced inmates, in custody #2 for more than 120 days with a qualifying LSI will receive a program, class, or service while in custody Outcome Percentage of Mandatory Supervision and PRCS inmates sentenced to Measure more than 120 days with current LSI risk assessment that have been identified by Jail Programs staff Outcome Percentage of Mandatory Supervision and PRCS inmates sentenced to Measure more than 120 days that have received a program, class, or service Progress Objective #1: 100% of Mandatory Supervision and PRCS sentenced Toward inmates in custody for more than 120 days with a current LSI were identified Stated Goal by Jail Programs staff 350 Objective #2: 70% (48/69) 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 San Luis Obispo County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $100,651 Veteran's Services $52,030 $142,959 Superior Court $142,959 $81,000 Public Defender $81,000 $169,196 District Attorney $169,196 $1,331,793 Probation Department $1,203,331 $2,130,162 Drug & Alcohol Services $2,107,088 $483,066 Behavioral Health Agency $483,066 Law Enforcement Medical $1,042,650 Care (Lemc) $1,042,650 $3,571,355 Sheriff's Office $3,716,872 FY 2019-20 $8,836,046 FY 2018-19 $8,481,761 351 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $100,651 Veteran's Services $52,030 $324,359 Co-Occurring Disorder Program $324,359 $1,258,830 Re-Entry Services - Community $1,258,830 $684,694 Re-Entry Services - Jail $708,694 $142,959 Superior Court $142,959 $81,000 Public Defender - Specialty Court Advocate Services $81,000 $169,196 Prcs & Parole Violation Prosecution Unit $169,196 $44,550 Gps/Electronic Monitoring $44,550 $1,010,404 Post Release Supervision $881,942 $55,000 Home Detention Program $55,000 $394,598 Court Screening Program $371,524 $1,042,650 Law Enforcement Medical Care (In-Custody) $1,042,650 $3,291,113 In-Custody Staffing, Food & Housing $3,412,630 FY 2019-20 $8,600,004 FY 2018-19 $8,545,364 FY 18-19 and 19-20 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 2019-20 $452,828 FY 2018-19 $452,828 352 Optional 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 If yes, how? The CCP committee reviews the effectiveness of programs and services on a monthly or quarterly basis through report outs presented at regularly CCP meetings. These reports are completed by County Departments involved in Public Safety Realignment services and programs. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? Current programs and services outcomes are considered in the evaluation of ongoing funding authorization by the CCP Executive Committee. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? 21% to 40% 353 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) Veterans Treatment Court (Courts) 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? 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. 354 FY 2019-20 Community Corrections Partnership Survey San Mateo County CCP Membership as of October 1, 2019. John T. Keene Ken Cole Chief Probation Officer Department of Social Services Neal Taniguchi Louise Rogers Presiding Judge or designee Department of Mental Health David Canepa Dawn Sparks County Supervisor or Chief Administrator Department of Employment Steve Wagstaffe Steve Kaplan District Attorney Alcohol and Substance Abuse Programs Myra Weiher Anne Campbell Public Defender Head of the County Office of Education Carlos Bolanos Karen Francone Sheriff Community-Based Organization Susan Manheimer Elisa Kuhl Chief of Police Victims interests How often does the CCP meet? Three times per year How often does the Executive Committee of the CCP meet? The Executive Council only met once in 2011. Does the CCP have subcommittees or working groups Yes 355 Goals, Objectives and Outcome Measures FY 2018-19 Goal Reduce the public safety impact of the PRCS and Mandatory Supervision offenders to the community by implementing evidence- based supervision strategies Objective 75% of supervisees will successfully complete supervision Outcome Percent of supervisees who successfully complete supervision (normal and Measure early termination) Outcome Percent of supervisees who unsuccessfully complete supervision Measure Outcome Percent of supervisees who violate a condition of their supervision by Measure committing a new crime in San Mateo County Progress Between July 2018 and June 2019, 69% of supervisees successfully Toward completed supervision. Stated Goal Goal Measure the impact of the realignment population on San Mateo County Adult Correctional Facilities Objective % of realignment inmates were booked into the San Mateo County Jail for a new crime committed in San Mateo County Outcome % of realignment inmates booked into jail for a new crime in San Mateo Measure County Outcome % of new crimes by categories (i.e. crimes against persons, property, Measure drug/alcohol (possession/sale) of the realignment population booked into jail for a new crime in San Mateo County Progress Between July 2018 and June 2019, the annual average percentage of the Toward in-custody AB 109 population was 18.1% The top crime categories for the Stated Goal newly sentenced PC1170(h) population are: 20% Drugs & Alcohol, 17% Identity Theft, 13% Vehicle Theft, 11% Burglary, 10% Larceny, 8% Weapons, 7% Grand Theft, 7% Other Property Crimes, 5% Assault, 2% Other Goal Increase rehabilitative services (including employment, health benefits, mental health and alcohol and drug treatment) received by PRCS and Mandatory Supervision clients post –incarceration. Objective 57% of supervisees who participated in 550 Jobs! will secure employment. Objective 83% of inmates will receive a comprehensive medical visits/assessment through the Public Health Mobile Clinic Objective 64% of supervisees referred, entered, and completed AOD treatment programs Outcome Percent of supervisees who have participated in the 550Jobs! Program who Measure secure employment Outcome Percent of inmates receiving comprehensive medical visits/assessments Measure through the Public Health Mobile Clinic Outcome Percent of supervisees that entered and completed AOD treatment Measure programs. 356 Progress Between July 2018 and June 2019: Toward • 60% of supervisees that participated in 550 Jobs! secured employment Stated Goal • 58% received comprehensive medical visits through the Public Mobile Health Clinic • 33% satisfactorily completed AOD treatments The San Mateo County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $863,806 Program Evaluation $1,004,653 Competitive Grant Program County Managers Office $807,529 Court Commissioner $242,381 $3,445,688 Human Services Agency $2,157,030 $3,693,347 Health System $3,534,722 $528,661 District Attorney's Office $510,033 $6,325,169 Sheriff's Office $6,097,221 $4,155,950 Probation Department $4,306,862 FY 2019-20 $20,017,274 FY 2018-19 $17,655,778 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services Employment Services, Transportation Support/Bus $241,000 Passes, Clothing Vouchers, Other Client Support Costs $237,460 Housing - Emergency Housing/Hotel Vouchers & $300,000 Transitional Housing $225,098 $440,000 550 JOBS - Vocational Training Program $159,271 $2,468,824 HSA (salaries and benefits and operating costs) $1,551,534 $800,000 Mental Health services - contracted services $1,016,089 Alcohol and Other Drugs (AOD) Treatment - contracted $602,560 services $667,532 Health System Staff (salaries and benefits and $1,677,018 operating costs) $1,323,014 FY 2019-20 $6,529,402 FY 2018-19 5,179,998 357 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $1,004,653 Community Based Organizations $807,650 FY 2019-20 $1,004,653 FY 2018-19 $807,650 Optional 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 If yes, how? 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 evaluated 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 final technical report was completed in October 2019. 358 Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? 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 can 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 No X Average daily population X Conviction X Length of stay X Recidivism X 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 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. The Sheriff’s Office screens and prepares inmates for reentry services. In FY 18-19, the Sheriff’s Office assessed 1,253 inmates for Service Connect eligibility and reentry discharge planning. In addition, the in- custody case managers worked with 89% of inmates. At the end of FY 18-19, the Sheriff’s Office offered over 22 in-custody programs that served approximately 1,526 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 from the Inside Out Domestic Violence Conflict Transformation and Anger Management 359 Hope Inside for Men and Women Enneagram Prison Project The Courage to Change 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 Project READ (several literacy programs) Vocational: Men’s and Women’s Culinary Arts and Hospitality Program ServSafe Construction Pre-Apprenticeship Deconstruction Training Work Readiness and Success Coaching T.A.I.L.S. (Transitioning Animals into Loving Situations) Job Train vocational programs (off-site) Other Activities: Arts in Corrections Mindfulness Based Meditation Yoga Knitting (for Stanford cancer patients) 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. 360 Clients receive peer support from individuals with lived criminal justice, rehabilitation, and recovery experience. Both Human Services Agency and Behavioral Health employ peer mentors to accompany new clients from custody to our program site. These experienced and skilled peers might also guide clients through any of the service contacts they need to complete anywhere within the health system or other service systems. Behavioral Health additionally contracts with Voices of Recovery, a peer organization, for group and individual support to clients on site and in the community. Behavioral Health and Recovery Services offers a broad range of services for the prevention and treatment of drug and alcohol disorders. We administer funds from federal, state, and local sources and provide substance use consultation, assessment, linkages, and referrals to a network of contracted community-based substance use treatment providers throughout the County. Alcohol and Other Drug treatment services include detoxification, outpatient, residential, and medication assisted treatment. Services are available to San Mateo County residents on sliding fee scale. No one is turned away for lack of funds. Pregnant and parenting women receive priority admission. Assessment The Alcohol and Other Drug Services (AOD) staff provides assessment services to San Mateo County residents involved in court programs, CalWORKs, Child Protective Services, Prop 36, Shelter Network, other county programs. After assessment, clients gain referrals to appropriate substance abuse treatment providers. Clients may also receive referrals to other supportive programs to receive services such as counseling, job training and placement, housing resources, and childcare. Ancillary Services Through co-location with Human Services Agency, including Vocational Rehabilitation Services, Service Connect assessors/case managers coordinate closely on site with social workers, benefits analysts, vocational rehabilitation counselors, and job developers. Through referrals, clients may access a much broader range of services in education, parenting, citizenship, etc. Detoxification Services These facilities provide 24-hour, supervised, non-medical withdrawal from alcohol and other drugs. Drug Court As a specialized program, the San Mateo County Drug Court addresses the needs of nonviolent, drug-dependent defendants. Those eligible for Drug Court may participate in it instead of serving a County Jail sentence. A participant must attend all court reviews, enroll, and complete a substance abuse treatment program, submit clean drug tests, and abide by any other directives of Drug Court. The Drug Court utilizes a team case management approach to serve the clients. The "team" is comprised of the judge (team leader), probation officers, OR program, prosecutors, defense attorneys, AOD Services Case Managers/Assessment Specialists and treatment professionals. The team works collaboratively to develop a strategy to address the client's needs in an effort to decrease the likelihood of relapse, re-offense, and re-entry into the criminal justice system. 361 Outpatient Treatment Outpatient sites offer flexible service intensity matching the acuity of recovery need. This includes individual, group, vocational, and educational counseling offered during convenient hours, including evenings. Prevention Services Information and referral, education, and support services are available both to the community at large (including people in the earliest stages of experiencing alcohol and other drug problems) and for family members and significant others of clients enrolled in the managed care system. Residential Treatment Residential treatment consists of structured, live-in programs at licensed treatment facilities for men, women, and women with children ages five and under. The treatment goal here is client stabilization. Services include individual, group, vocational, and educational counseling. Our County has dedicated funding to cover 90-day residential treatment courses for our realigned and some reentry populations. Transitional Housing This service is geared exclusively for those in outpatient treatment who either need a safe environment or who require temporary housing. It provides a great opportunity for clients to develop a support system while receiving outpatient services. There is also specialized housing for women in reunification. Our county has dedicated funding to cover 60-day transitional housing stays for our realigned and some reentry populations. Special Programs Addiction Medicine and Therapy Program This outpatient program offers medication assistance treatment for opioid addiction. The program offers both medically supervised withdrawal and maintenance treatment for persons who are opiate-dependent. Treatment requires rehabilitation counseling and offer clients HIV counseling and testing. Integrated Medication-Assisted Treatment (IMAT) Program Launched in 2015, this program works closely with emergency departments and County/Community providers to coordinate outreach, assessment, prescription, and ongoing administration of medication to help adults recover from substance dependence, including alcohol dependence. Perinatal Services Intensive individual and group counseling are 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 childcare. 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. 362 This program has continued to reach an expanded population, facilitating entrance to mental health services. Organized Delivery System for Drug Medi-Cal In February 2017, Alcohol and Other Drug Services implemented with contracted local providers an organized delivery system for recovery services funded by Drug Medi-Cal. This shift in service delivery has included application of American Society of Addiction Medicine standards in defining levels of care and continually assessing client need and appropriate placement. Whole Person Care Pilot San Mateo County's Health System, in collaboration with existing reentry partnerships and a broad range of providers and community supports, is piloting an intensive program of case management and care coordination prioritizing the medical needs of homeless county residents, closely attending overlaps with substance recovery, mental health and other needs impacting this population. The 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. 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 utilize lived experience with the justice system to provide emotional and real-world experience to support reentry • Support Groups 363 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. The Sheriff’s Office utilized the LEAN process to also enhance the collaboration between In-Custody Case Management services and Correctional Health when providing in- custody case planning and service delivery to inmates via the Coordinated Services Meeting. These meetings occur on a bi-monthly basis to ensure that the inmate is being provided services and evaluated within a holistic context to enhance their success at reintegration into the community. There has been an increased focus on collaborative efforts between County departments to streamline services offered from in custody to out of custody. 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 all 5 departments that serve the justice-involved population. Service Connect is the out-of-custody reentry program. 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 364 FY 2019-20 Community Corrections Partnership Survey Santa Barbara County CCP Membership as of October 1, 2019. Tanja Heitman Daniel Nielson Chief Probation Officer Department of Social Services Darrel Parker Alice Gleghorn Presiding Judge or designee Department of Mental Health Gregg Hart Ray McDonald County Supervisor or Chief Administrator Department of Employment Joyce Dudley Alice Gleghorn District Attorney Alcohol and Substance Abuse Programs Tracy Macuga Susan Salcido Public Defender Head of the County Office of Education Bill Brown Gabriella Dodson Sheriff Community-Based Organization Phil Hansen Sylvia Barnard Chief of Police Victims interests How often does the CCP meet? Bi-monthly How often does the Executive Committee of the CCP meet? Bi-monthly Does the CCP have subcommittees or working groups Yes 365 Goals, Objectives and Outcome Measures FY 2018-19 Goal Enhance public safety by reducing recidivism. Objective Deliver evidence-based programming that is data driven and matched to offender risk and needs. Objective Expand the use of best practices for evidence-based sentencing and adjudication that utilizes offender-specific risk, needs, and responsivity measures. Objective Support professional training to advance system-wide knowledge of evidence-based practices in the criminal justice field. Outcome 1. 85% of all high-risk offenders will be referred to a Cognitive Behavioral Measure Treatment (CBT) program such as Reasoning & Rehabilitation, thinking for a Change, Moral Recognition Therapy (MRT) or Seeking Safety. Outcome 2. Increase the percentage of the Realigned population without a felony Measure conviction during the term of probation supervision from 79% to 80%. Outcome 3. Continue to provide training opportunities related to evidence-based Measure practices and/or interventions to service providers. Progress A March 1, 2018 snapshot indicates 64% of high risk supervised Realigned Toward offenders under supervision had been referred to a Cognitive Behavioral Stated Goal Treatment (CBT) program such as Reasoning & Rehabilitation, thinking for a Change, Moral Recognition Therapy (MRT) or Seeking Safety. In addition, Santa Barbara Superior Court and Probation records indicated the percentage of the Realigned population that exited supervision in FY 2017- 2018 without a felony conviction during the term of probation supervision was 71%. This is a decrease from the FY 2016-2017 rate of 79%. Finally, in FY 2017-2018, through the efforts of the Quality Assurance Committee, service provider partners from the county met to discuss topics of interest and share experiences and ideas for improvement. In FY 2017-2018 six (6) Lunch & Learn sessions and one (1) training on the principles of evidences- based practices were delivered. Goal Enhance the use of alternative detention (pre and post-sentence for appropriate offenders. Objective Expand the use of an evidence-based assessment tool for pre-trial and post- sentence jail release decisions. Objective Strive to maximize jail capacity by appropriately identifying offenders who can safely be released and those who should be held in physical custody. Outcome 1. Utilize the Virginia Pretrial Risk Assessment Instrument (VPRAI) to drive Measure the release of offenders to the Pretrial Supervised Release Program. Outcome 2. Strive to ensure that no more than 10% of the total housed jail population Measure are low risk offenders. Progress The Virginia Pretrial Risk Assessment Instrument (VPRAI) was utilized to Toward inform release decisions of 100% of eligible offenders to the Pretrial Stated Goal Supervised Release Program. Also, as of January 31, 2019, 7% of the total housed jail population were assessed as low risk to recidivate, a decrease from 12% as of March 5, 2018. 366 Goal Provide for successful reentry of offenders back into the community. Objective Provide services and treatment to offenders in partnership with existing community providers. Objective Facilitate access to sober living and transitional housing, as well as long- term housing. Objective Increase community partnership and engagement. Outcome 1. Increase referrals to an employment, vocational development program Measure by 10%. Outcome 2. Ensure that 70% of Realigned offenders experiencing homelessness Measure secure sober living and transitional housing. Outcome 3. Facilitate a minimum of four (4) focus groups/trainings throughout all Measure regions of the County to be comprised of three (3) components: training, brainstorming, and feedback. Progress As of February 14, 2018, 71% of unemployed Realigned offenders had been Toward referred to an employment/vocational development program. This is an Stated Goal increase from 56% in FY 2017-2018 exceeding the goal to increase this outcome by 10%. Also, as of February 14, 2018, 72% of Realigned offenders experiencing homelessness secured sober living and transitional housing. Finally, a Community Engagement and Outreach Coordinator position was launched in fall 2018. Goal Coordinate efforts to eliminate duplication, increase efficiencies, and promote best practices. Objective Identify additional resources that address gaps in services and leverage funding collaboratively, whenever possible. Objective Focus funding on evidence-based and data driven programming that is matched to offender risk and needs. Objective Partner with local law enforcement for information sharing, compliance checks, and warrant apprehension. Objective Capture and integrate data necessary to measure outcomes. Outcome 1. Assist treatment programs in competing curriculum specific fidelity Measure reviews. Outcome 2. Collaborate with UCSB to complete a process evaluation on one (1) Measure Mental Health Treatment Court (MHTC) and conduct an outcome evaluation of the Substance Abuse Treatment Court. Outcome 3. Increase compliance checks by 15%. Measure Outcome 4. Implement and utilize the MNI to allow for data linkages across additional Measure justice stakeholders beyond Probation and the SBSO. Progress In FY 2018-2019, all adult treatment program providers had completed self Toward and peer fidelity assessments. Additionally, 75% of these providers had Stated Goal completed curriculum specific fidelity reviews. Further, the University of California, Santa Barbara (UCSB) completed a Substance Abuse Treatment Court (SATC) outcome evaluation which included the characteristics of post- plea participants who entered the (SATC) or Re-entry Drug Court (RDC) between October 1, 2016 and September 30, 2017. The Compliance Response Teams (CRT) completed 393 compliance checks of Realigned offenders from July 2018 and January 2019. This represents a 24% decrease from the same time period last year (519 compliance checks) – 367 although it should be noted that in April 2018, the Compliance Response Team was reduced to 2 teams due to the elimination of grant funding from the Board of State and Community Corrections (BSCC). Finally, the Master Name Index (MNI) project is a data exchange infrastructure that allows disparate systems to identify common clients and ultimately improve data integration between agencies. Progress continued in FY 2018-2019 with the creation of a data sharing Memorandum of Understanding (MOU) to allow the project to scale through the addition of more County partners. The Santa Barbara County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal Enhance public safety by reducing recidivism. Objective Deliver evidence-based programming that is data driven and matched to offender risk and needs. Objective Expand the use of best practices for evidence-based sentencing and adjudication that utilizes offender-specific risk, needs, and responsivity measures. Objective Support professional training to advance system-wide knowledge of evidence-based practices in the criminal justice field. Outcome 1. Ensure 69% of high risk supervised Realigned offenders are referred Measure to CBT interventions such as Reasoning & Rehabilitation, thinking for a Change, MRT or Seeking Safety-an increase of 5% from FY 2018- 2019. Outcome 2. Increase the number of training opportunities related to evidence- Measure based practices and/or interventions to staff and service providers from six (6) to eight (8). Outcome 3. Increase the percentage of the realigned population without a felony Measure conviction during the term of supervision from 71% to 76%. Progress Progress has been made in the areas associated to this goal. Mid-year Toward analysis will be conducted and presented in future reporting. Stated Goal Goal Enhance the use of alternative detention (pre and post-sentence for appropriate offenders Objective Expand the use of an evidence-based assessment tool for pre-trial and post-sentence jail release decisions. Objective Strive to maximize jail capacity by appropriately identifying offenders who can safely be released and those who should be held in physical custody. Outcome 1. Continue efforts to ensure that jail resources are utilized appropriately Measure and reduce the percentage of the total housed inmate population that are low risk to recidivate from 7% to 5%. Outcome 2. Utilize the Virginia Pretrial Risk Assessment Instrument (VPRAI) to Measure determine the intensity of community supervision of 90% of pretrial individuals by risk. 368 Progress Progress has been made in the areas associated to this goal. Mid-year Toward analysis will be conducted and presented in future reporting. Stated Goal Goal Provide for successful reentry of offenders back into the community. Objective Provide services and treatment to offenders in partnership with existing community providers. Objective Facilitate access to sober living and transitional housing, as well as long- term housing. Objective Increase community partnership and engagement. Outcome 1. Increase referrals of unemployed Realigned offenders referred to an Measure employment vocational development program to 78%. Outcome 2. Ensure that 75% of Realigned offenders experiencing homelessness Measure secure sober living and transitional housing. Outcome 3. Facilitate a minimum of four (4) focus groups/trainings throughout the Measure County comprised of three (3) components: trainings, brainstorming and feedback. Progress Progress has been made in the areas associated to this goal. Mid-year Toward analysis will be conducted and presented in future reporting. Stated Goal Goal Coordinate efforts to eliminate duplication, increase efficiencies, and promote best practices. Objective Identify additional resources that address gaps in services and leverage funding collaboratively, whenever possible. Objective Focus funding on evidence-based and data driven programming that is matched to offender risk and needs. Objective Partner with local law enforcement for information sharing, compliance checks, and warrant apprehension. Objective Capture and integrate data necessary to measure outcomes. Outcome 1. Ensure 80% of funded evidence-based programs have completed Measure curriculum specific fidelity reviews. Outcome 2. In collaboration with the University of California of Santa Barbara Measure (UCSB) and Health Management Associates (HMA) research partners, complete a process evaluation of the Substance Abuse Treatment Court (SATC), and an outcome evaluation of Realignment. Outcome 3. Increase compliance checks by 15% from 393 to 452. Measure Outcome 4. Utilize the Caseload Explorer Pretrial Module to manage risk-based Measure supervision of individuals on supervised release. Progress Progress has been made in the areas associated to this goal. Mid-year Toward analysis will be conducted and presented in future reporting. Stated Goal Goal Support a systemic approach to studying and addressing racial and ethnic disparities in the justice system. Objective Partner with local justice partners to educate staff and stakeholders and strategize approaches to address 369 Outcome 1. Staff from 70% of the seven (7) justice partner agencies will participate Measure in implicit bias training. Outcome 2. Establish a subcommittee of the CCO workgroup to design and launch Measure a data mining and analysis project to determine base rate of ethnic and racial representation in the justice system. Outcome 3. Cull data on race and ethnicity of justice involved individuals to Measure understand local trends and opportunities for improvement. Progress Progress has been made in the arears associated to this goal. Mid-year Toward analysis will be conducted and presented in future reporting. Stated Goal FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $888,083 Carry-over Funds $1,138,844 Reserve Funds $2,704,283 Guadalupe Police $5,000 Department $53,441 Court $53,441 $67,714 Auditor-Controller's Office $49,348 $508,654 Public Defender $332,163 $425,905 District Attorney $354,865 Department of Behavioral $1,587,896 Wellness $352,479 $4,046,427 Sheriff Department $3,908,306 $6,421,090 Probation Department $6,121,635 FY 2019-20 $15,143,054 FY 2018-19 $13,876,520 370 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $24,000 Housing Specialists $461,512 Administration $373,589 $10,000 Offender Support $7,450 $8,000 Transportation (Bus Tokens) $4,570 $400,543 Evaluation and Data Analysis $123,554 $112,000 Pretrial Services $678,557 $469,839 Victim Services $54,612 Social Workers, Legal Office Professionals, and $301,500 Housing Specialist $322,488 $185,152 Collaborative Courts $289,657 Community Release Specialist and Contract $647,577 Discharge Planner $133,577 $743,889 Sheriff Treatment Program $215,584 $449,628 Probation Report and Resource Centers $436,432 $1,553,771 Psychiatric Services and Pharmaceuticals $316,009 $1,003,674 Regional Response Teams $803,185 $3,064,549 Community Supervision and Case Management $2,918,525 $558,460 Detention Alternatives $903,123 $2,457,368 Jail Custody $2,399,866 FY 2019-20 $12,451,462 FY2018-19 $9,980,778 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $13,456 Evaluation and Data Analysis $30,342 $86,000 Pretrial Services $66,610 $320,000 Subsidized Sober Living Environment, Detox $292,348 $1,133,292 Treatment and Re-Entry Services $802,159 FY 2019-20 $1,552,748 FY 2018-19 $1,191,459 371 Optional 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 Pew-MacArthur and CSAC, the Results First Initiative continues to allow local stakeholders the opportunity to apply available evidence and a “benefit-cost” analysis into funding and policy decisions. Recently, 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 outset of a solicitation, agency representatives 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). 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 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. This produces an increased confidence in the recommendations as to whether a proposal is likely to be an effective use of County resources. Additionally, in partnership with the 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. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? From 2011 through 2017, the Santa Barbara County Probation Department has contracted with the University of California, Santa Barbara to evaluate Public Safety Realignment (AB109) and provide recommendations to the Community Corrections Partnership (CCP) and the local criminal justice system on strategies to improve local practices to reduce recidivism for Realigned offenders. To the extent possible, the evaluations have identified influential demographics, program elements, and intervention 372 efforts that reduce recidivism and include recommendations and priority areas for future treatment interventions and supervision strategies. While UCSB will continue to partner with Probation in other evaluation efforts, Health Management Associates (HMA) was selected as the 2018 evaluator to inform the Community Corrections Partnership (CCP) and the local criminal justice system of the effectiveness of Public Safety Realignment implementation. Published 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 If yes, how? Evaluations are utilized by the CCP Workgroup to guide and improve the County’s collective practice. 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 No X Average daily population X Conviction X Length of stay X Recidivism X 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? • STOP-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 373 • 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) • Subsidized Clean and Sober Housing • Shelter Services • Short Term Residential Treatment Program (STRTP) • Housing assistance through AmeriCorps outreach to the justice-involved population • Supportive Housing • The Change Companies® Interactive Journaling • Re-entry case management What challenges does your county face in meeting these program and service needs? • Staff turnover within County departments and community-based services • 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? • Established a continuum of housing options, additional money was allocated to invest in transitional housing and long-term supportive housing options as an important element of successful re-entry. • Assisted with successful re-entry, Re-entry Specialist positions were added at the Probation Report and Resource Centers (PRRC). Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. On May 1, 2019, a two-year Supportive Transitional Housing pilot program launched. The program, a partnership between the Probation Department and Housing and Community Development, provides comprehensive case management services to individuals who are medium to high-risk to recidivate with multiple areas of vulnerability, such as mild to moderate mental health challenges, those with substance abuse difficulties, and individuals returning to the community after incarceration with no natural supports for housing. Enrolled participants are assigned a case manager to identify and resolve barriers to obtaining and maintaining housing. The programs connect participants to appropriate support services available in the community to foster long-term housing stability with the ultimate goal of promoting self-sufficiency for independent living. From May 1, 2019- September 30, 2019 a total of 47 individuals had enrolled in the program. At the time of this survey, outcomes had not been publicly released and therefore are not presented here. 374 FY 2019-20 Community Corrections Partnership Survey Santa Clara County CCP Membership as of October 1, 2019. Laura Garnette Robert Menicocci Chief Probation Officer Department of Social Services Rebecca Fleming Toni Tullys, MPA Presiding Judge or designee Department of Mental Health Miguel Marquez Sherae Moresco County Supervisor or Chief Administrator Department of Employment Jeffrey F. Rosen Bruce Copley District Attorney Alcohol and Substance Abuse Programs Molly O’Neal Mary Anne Dewan Public Defender Head of the County Office of Education Laurie Smith Rose Amador Sheriff Community-Based Organization David Swing Kasey Halcon Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? As needed Does the CCP have subcommittees or working groups No 375 Goals, Objectives and Outcome Measures FY 2018-19 Goal Increase the number and percentage of formerly incarcerated individuals successfully participating in and completing job training/preparation that will lead to gainful employment. Objective 1750 participants will be placed in job readiness courses in FY18-19. Objective 340 participants will be placed in gainful employment in FY18-19. Outcome 2466 Enrollments in job readiness Measure Outcome 299 participants were placed in gainful employment Measure Progress • Subsidized employment continues to remain popular with the Reentry Toward population with peer mentors assisting in navigating other services with Stated Goal the community. • One provider specializes in clients required to register pursuant to California Penal Code Section 290. • Other services are provided as part of employment placement such as tattoo removal, financial literacy, business work attire and GED training. Goal Improve short and long-term affordable housing for formerly incarcerated individuals who are at moderate and high risk of recidivating in Santa Clara County. Objective Continue to implement housing programs along the entire continuum of housing needs. Outcome Households Housed FY18-19: Measure Assessed with the VI-SPDAT – 430 (61% Permanent Supportive Housing / 35% Rapid Rehousing) Enrolled - 169 Housed – 99 Progress The Reentry Rapid Rehousing (RRRH) programs follow an evidence-based Toward model and provide a time-limited rental subsidy with supportive services to Stated Goal 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. Objective FY18-19: 1750 participants will complete Job Readiness programs 720 participants will complete Legal Services & Education programs 376 350 participants will complete Family Reunification programs 1440 participants will complete Health & Wellbeing programs Outcome FY18-19 Measure 1389 participants completed the Job Readiness programs 1543 participants completed the Legal Services & Education programs 133 participants completed the Family Reunification programs Health & Wellbeing Participants Sessions HR360 Case MGMT 29 NA Community Solutions Case MGMT 4 NA HR360 CBT 81 50 Enneagram 419 405 Carry the Vision 500 83 Progress • Client participation in programs at Elmwood remains high and well- Toward received. Stated Goal • 60 students were enrolled in college courses, but San Jose State University could no longer continue the service, so efforts are in place to restart these services. The Santa Clara County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. 377 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations 378 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $850,240 Mental Health Outpatient and Residential Program $787,172 $1,152,612 Substance Use Outpatient Treatment Program $795,564 $287,728 Faith Based Services Program $282,880 $1,821,598 Medical Mobile Unit $2,792,021 $4,031,726 Reentry Resource Center Operations $3,245,564 $655,192 Expungement Services $627,147 $797,005 Electronic Monitoring & Pre-Trial Services $770,660 $2,688,794 Alternative Out-of-Custody Supervision $2,631,259 $1,591,772 Behavioral Health Assessment & Case Management $1,928,383 $998,992 Medical Eligibility, CalFresh & General Assistance… $937,148 FY 2019-20 $14,875,659 FY 2018-19 $ 14,797,798 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $250,000 Parenting $546,780 Psychosocial $2,494,445 Service Navigation $204,458 Life Skills - Coping and Mediation $270,000 $3,869,504 Substance Use Treatment Services $3,538,325 $1,398,668 Faith Based Services $1,366,667 $3,714,155 Mental Health Treatment Services $4,552,252 $4,101,442 Housing $5,834,807 $91,591 Education $217,541 $2,464,544 Employment $1,831,124 Family Reunification $177,150 Health & Well-being $170,000 $906,555 Legal Services $427,500 FY 2019-20 $20,042,142 FY 2018-19 $18,385,366 379 Optional 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 Office of Budget Analysis in collaboration with 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 If yes, how? The Probation Department has a Research and Development (RaD) Unit, who works with other internal probation staff, community stakeholders and staff at the ORS to provide comprehensive evaluations of programs and services for the AB109 population. The process seeks to examine ways in which service provision informs the rates of recidivism among the County’s AB109 population. It also includes AB109 population characteristics, types of services and programming being accessed, and the impacts of services and programming on recidivism. Over the last year, the Probation Department worked with County IT department to develop a dashboard to monitor new convictions for this population over time. Additionally, ORS staff produces semi-annual reports to a Board of Supervisors Committee and the Re-Entry Network that captures the services and client outcomes (referrals, enrollments, and discharges) funded by AB 109. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? The County considers evaluation results at many different stages, including: • Reviewing changes in client demographics, criminogenic needs, and offenses; • Determine gaps in services or processes; • Informing the RFP process when contracting; • Monitoring contracts and related performance metrics; • Considered during the contractor’s annual performance evaluation review when renewing contracts; and 380 • Determining which services work and work well for specific subpopulation of clients. The Probation Department has an Evidenced Based Practice program manager who works on ensuring best practices used and assists with adhering to program fidelity. In the last year, the Probation Department completed a technical assistance project with the Pew-MacArthur Results First Initiative (RFI) 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. The results of these efforts provided the county with a methodology to measure cost-effectiveness of existing or newly proposed evidence-based programs. In addition, reentry partners are all using improved RFP language regarding EBPs and data collection. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X 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? Behavioral Health’s Mental Health Services programs serve special needs populations, who have psychiatric and/or co-occurring needs affecting their mental health. • Outpatient programs target criminal justice-involved adults ages 18 and older, providing culturally and linguistically appropriate services including individual, group, and family counseling and education on wellness, recovery, and resiliency. 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 381 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. o The Outpatient Program provides behavioral health treatment services including psychiatric assessments, medication, medication management, comprehensive case management services, and represents the client regarding legal implications. Participants receive an individual treatment plan to optimize their personal, social, and vocational competency in order to live successfully in the community. The Residential Program provides housing, 24-hour support, peer support, group counseling, and group activities support with the capacity to serve up to 56 participants with extended housing for up to one year. The program supports the participants by providing evening and weekend group activities which focus on integrating the participants into the community. • Federally Qualified Health Centers are community-based organizations that provide comprehensive primary care and preventive care, including health and mental health/substance abuse services to persons of all ages, regardless of their ability to pay or health insurance status. These clients typically have mild and moderate mental health conditions that do not require specialty services. • Barbara Aaron’s Pavilion is a 60-bed acute inpatient psychiatric unit, operated by BHSD, for individuals in need of acute hospitalization. This is the highest intensity of medical and nursing services within a structured environment providing 24-hour skilled nursing and medical care. Full and immediate access to ancillary medical care is available at Santa Clara Valley Medical Center. • Day treatment programs offer person-centered, culturally, and linguistically appropriate, comprehensive, coordinated, and structured treatment services and activities. A day treatment program consists of a scheduled series of structured, face-to-face therapeutic sessions in order to assist the persons served in achieving the goals identified in their person-centered plans. Day treatment programs are offered four or more days per week, typically with support available in the evenings and on weekends. A day treatment program may prevent or minimize the need for a more intensive level of treatment. It may also function as a step-down from inpatient care or partial hospitalization or as transitional care following an inpatient or partial hospitalization stay to facilitate return to the community. • Contract Hospital Inpatient services include comprehensive hospital-based psychiatric services to individuals aged 18 years or older, who have serious and persistent mental illness and/or a co-occurring substance use disorder who have been deemed unable to reside safely in a community setting due to the severity of their condition. Comprehensive, hospital-based psychiatric services include clinical and medical activities and interventions necessary for the stabilization of the individual’s condition, including thorough psychiatric and substance use evaluations, and medication evaluation and management. The BHSD has 382 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. • Aftercare services are designed as a step down from more intensive outpatient treatment and are available to higher functioning criminal justice involved individuals with mental health & co-occurring conditions who are residents of Santa Clara County. 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 hours 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- 383 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 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? County staff are often unable to share data on clients across departments even if the client consents to having his/her data shared. This makes it harder for the county to serve 384 clients well and forces clients to fill out the same paperwork repeatedly. While mapping the client journey, there are 14 junctures throughout the client’s journey from booking to just after release where the clients submit, very often, the same information to the County. Even with all of these assessments, when a client walks into the Reentry Resources Center (RRC), the Center has virtually no information on how best to serve that client until they fill out more paperwork answering those questions. As a result, there is a recommendation in the strategic plan to share system or process between the Courts, Jails, Probation and RRCs in which court mandated and supervision requirements can be shared with the client’s consent. This information along with the personal transition plan mentioned below will provide the baseline for a client’s reentry and allow ORS and its partners to assist recently released individuals with their court and supervision requirements while also pursuing their own personal goals and plans. This system would also create an opportunity for real-time communication between Courts, Probation, Jail staff and RRC. Due to the restrictions between information that can be shared in the jail with those outside of custody, makes it incredibly hard to connect clients with services prerelease. Reentry should begin in custody where clients have time and limited distraction to plan out their reentry journey. There should be a more collaborative effort between the Office of the Sheriff, Probation and Office of Re-Entry Services to ensure this occurs. A recommendation is to lessen stressors and to increase the chances that clients will use the services offered to them, a multi-disciplinary approach should be initiated with client participation to ensure the client is provided service appointments and resources before release. 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. The Valley Homeless Health Care Program hosts a medical bus known as the Mobile Medical Unit (MMU) which visits our Reentry Resource Centers. The MMU provides invaluable services to reentry clients especially those with high medical and/or psychiatric needs which require medication. The MMU has a medical doctor and psychiatrist on board who write prescriptions, give advice, and link patients to other health appointments at County facilities. MMU patients can be linked to dental services as well. Community Health Workers and Social Workers case manage high need clients and provide warp- around services. In FY18-19 3,472 visits took place. There were 2037 medical doctor visits and 836 psychiatrist visits. 385 This page intentionally left blank 386 FY 2019-20 Community Corrections Partnership Survey Santa Cruz County CCP Membership as of October 1, 2019. Fernando Giraldo Ellen Timberlake Chief Probation Officer Department of Social Services Alex Calvo Mimi Hall Presiding Judge or designee Department of Mental Health John Leopold Andrew Stone County Supervisor or Chief Administrator Department of Employment Jeff Rosell Shaina Zura District Attorney Alcohol and Substance Abuse Programs Larry Biggam Faris Sabbah Public Defender Head of the County Office of Education Jim Hart Karen Delaney Sheriff Community-Based Organization David Honda Sylvia Nieto Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups Yes 387 Goals, Objectives and Outcome Measures FY 2018-19 Goal Establish an array of Effective Alternatives to Incarceration to address the impacts that the realigned population will have on the county jail in order to avert crowding and poor conditions of confinement without jeopardizing public safety outcomes (This goal was retained from FY15-16) Objective Establish and maintain a Custody Alternatives Program (CAP) to identify, screen and place appropriate inmates in community alternatives, including the use of electronic monitoring and supervision to ensure public safety Objective Maintain an effective Pretrial Release Program to identify, screen, and place appropriate individuals on community supervision while they are waiting for court processing. This will include the use of validate risk assessment tools and active communication with the courts for pretrial release Outcome Average daily jail population as a percentage of the rated capacity for each Measure of the County’s three facilities Outcome Total number of jail bed days saved by CAP; public safety rate of inmates Measure committing new law violations during the period of their custody alternative Outcome Total number of jail bed days saved by Pretrial Services; public safety rate Measure of defendants committing new law violations during the period of their pretrial release Progress During 2018-19 the average daily population across the County’s four jail Toward facilities was 512, slightly above 100% of the combined rated capacity of Stated Goal 511. During 2018-19 CAP maintained an average daily population of 42 participants, saving a total of 15,330 jail bed days. During 2018-19 Pretrial Services maintained an average daily caseload of 132 individuals, saving a total of 48,180 jail bed days. The public safety and violent crime safety rates were not able to be calculated due to the mid-year implementation of a new data collection and management system. Goal Implement Evidence-Based Probation Supervision that accurately assesses risk factors associated with recidivism and provides effective probation interviewing, case planning, and community supervision to ensure public safety and reduce recidivism Objective Conduct risk assessment on all AB109 individuals within 30 days of sentencing; conduct full assessment of criminogenic needs on all moderate and high risk AB109 individuals within 30 days of sentencing. Objective 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. Objective 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. Outcome Number of AB109-designated individuals assessed for risk and criminogenic Measure need 388 Outcome Number of AB-109-designated individuals with supervision case plans Measure Outcome Documented utilization and outcomes of EPICS interventions Measure Progress A total of 412 AB109-designated individuals were supervised during 2018- Toward 19. Probation conducted a total of 217 assessments, including risk Stated Goal assessment, full/comprehensive assessments, and re-assessments. A total of 897 EPICS interventions were documented among AB109-designated individuals during 2018-19. Goal Develop community partnerships for Effective Intervention Services that adhere to the principles of evidence-based practices for maximum recidivism reduction Objective Refer all AB109 individuals to services and supports that address assessed criminogenic needs and reentry stability factors Objective 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 Outcome Number and percent of individuals referred to AB109 services based on Measure assessed need Outcome Number and percent of individuals receiving adequate AB109 service Measure dosage based on risk level Progress A total of 1,817 referrals were made for AB109 services during FY 2018-19, Toward with an unduplicated count of 642 individuals receiving a total of 17,923 Stated Goal hours of direct service, for an average of 28 hours of service per person Approximately 17% of clients received a minimum of fifty hours of direct service during the one-year time frame. Note: these numbers no longer include the majority of SUD treatment services, which are reported through the County’s Medi-Cal Organized Delivery System. The Santa Cruz County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $200,000 Administration (Probation Department) $200,000 Community Supervision and Treatment (Probation $6,001,442 Department) $5,687,996 $3,000,721 Corrections (Sheriff's Office) $2,843,998 FY 2019-20 $9,202,163 FY 2018-19 $8,731,994 389 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services Santa Cruz County Probation Department $113,877 (Probation Service Center) Santa Cruz County Law Library $6,653 Santa Cruz County Superior Court $7,216 $322,660 Santa Cruz County Health Services Agency $323,160 $300,020 Santa Cruz County Office of Education $148,805 FY 2019-20 $736,557 FY 2018-19 $485,834 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $300,000 Volunteer Center of Santa Cruz County $35,000 Positive Discipline Community Resources $45,000 Monarch Services $34,992 MENtors Driving Change for Boys $150,000 Leaders in Community Alternatives $10,000 Conflict Resolution Center of Santa Cruz County $57,957 United Way of Santa Cruz County $70,230 $183,518 Sobriety Works Inc $278,000 Siena House $20,000 Santa Cruz County Volunteer Center $470,814 Santa Cruz County Homeless Services Center $24,000 $60,000 Santa Cruz Barrios Unidos $70,000 $140,209 New Life Community Services $63,867 $295,795 Janus of Santa Cruz $213,500 HOPE Program $9,690 $35,250 First 5 Santa Cruz County $25,980 $685,750 Encompass Community Services $725,657 Counseling and Psychotherapy Center $5,000 Community Action Board of Santa Cruz County $180,000 FY 2019-20 $2,033,471 FY 2018-19 $2,156,738 390 Optional 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 score service proposals based on the following criteria: • Evidence-Based Program Design. Services must be targeted to specific criminogenic need areas, with clear client engagement and retention strategies, measures to address responsivity factors (language, transportations, etc.), and adequate data collection and performance measurement. Current staff with skills/credentials needed to provide effective services. • Organizational Capacity and History. Readiness and ability to provide services within the existing framework of the local criminal justice system generally, and within the Probation Service Center model in particular. 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. • Cultural Competence and Responsivity. Demonstrated knowledge and capacity to provide services that are culturally competent and responsive to the characteristics of the local criminal justice population. • Staff Training. Commitment to full participation in trainings provided through the CCP regarding effective, evidence-based interventions and services to the target population. • 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. • Multi-Disciplinary Collaboration. A history of successful collaboration with local human service providers, and a service model that includes multi-disciplinary service delivery, shared case management, blended funding, strategic planning, and policy development. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes 391 If yes, how? Santa Cruz County employs multiple levels to monitor and evaluate AB109 service effectiveness. During 2018-19 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. During the final quarter the Probation Department began working with the CCP Operations Work Group and County Administrative Officer staff to develop a public-facing, web-based dashboard for tracking and presenting AB109 outcome data (recidivism) along with program-specific outputs and outcomes. This initiative, expected to be operational in early 2020, will also include an online portal for service providers to input program data directly. Universal data collection forms were piloted at the end of the reporting period. AB109 providers also submit quarterly qualitative reports that detail program-specific, pre/post outcomes as defined in their service contract. Depending on the program type, this may include increases in pro-social cognition and behavior; reduction in substance use or mental health symptoms; improved educational or employment status; increased access to and utilization of on-going community support; 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 FY2018-19 the CCP continued to expand outcome-based contracting, with financial holdbacks and incentive funding for demonstrated client outcomes. The CCP and its workgroups continue to implement improved programs and practices based on a comprehensive implementation and outcomes evaluation conducted by Research Development Associates (RDA) of Oakland, California. The 18-month study was completed during 2018 and included multiple recommendations to enhance effective client engagement and improve recidivism outcomes. These have led to the implementation of a new electronic referral and client tracking system, the establishment of a multi-disciplinary team for shared case management of high-risk populations, as well as new informational materials, reorganized work groups and data-sharing agreements, and a new in-custody service model that is better integrated with community-based resources. The most ambitious response to the evaluation has been the development and opening of a Probation Service Center (described below) for one-stop access to services and case management assistance. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? 392 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 No X Average daily population X Conviction X Length of stay X Recidivism X 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? The Probation Department conducts risk, need assessments, 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 the Courage to Change series, anger management, batterers intervention curricula, and sex trafficking prevention/intervention. Services are provided by the Volunteer Center, Encompass Community Services, New View, and Monarch Services in partnership with Probation officers. 393 • 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 Leaders in Community Alternatives Inc. These services are coordinated with regional funding for the Prison to Employment initiative, locally directed at providing comprehensive employment readiness, training and support for women in the criminal justice system. • Low Educational Attainment. Academic testing, high school diploma and high school equivalency programs, Adult Basic Education, and computer literacy services. Services are provided by 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. • Family Conflict. Parent education and family involvement curricula and support groups, including the MENtors fatherhood involvement program, Positive Discipline, and the Positive Parenting Program. Services are provided MENtors Driving Change for Boys, Men, and Dads; First 5 of Santa Cruz County, and Positive Discipline Community Services. • Unstable/unsafe Housing. Emergency and transitional housing provided. Services provided by the River Street Shelter operated by Encompass Community Services. In addition, sober living environment housing is provided by Janus, Sobriety Works, Encompass, and several independent for-profit operators. • Reentry Planning and Support. Comprehensive reentry planning and reentry services are provided by the Volunteer Center; culturally based peer mentoring is provided by Barrios Unidos; and peer support and system navigation services available at the Probation Service Center through Sobriety Works. What challenges does your county face in meeting these program and service needs? Drug Medi-Cal Integration. Our county is in the second 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 also continues to pose 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 meet frequently with treatment providers and justice system stakeholders to develop new protocols for linking justice-involved individuals with appropriate SUD treatment. It has been increasingly difficult to support and operate in- custody assessment services to ensure positive treatment engagement immediately following release from custody. 394 Community Resources for On-going Support and Stability. Individuals in reentry from jail and prison need immediate assistance with housing and other basic needs; once their foundational needs are met, AB109 services are able to address a broad range of underlying criminogenic needs. Following the period of supervision and services, however, many individuals struggle to maintain pro-social, non-criminal lives. Factors include barriers to employment and career advancement, the paucity of affordable housing, and the ready availability of drugs throughout the community. These are areas that go beyond the purview and resources of the criminal justice system, but which are critical in achieving the goal of shared safety through reducing the risk of recidivism for this population. Data integration. Integration of vendor-based data systems between courts, corrections, law enforcement and probation remain a considerable challenge to timely tracking of recidivism and other criminal justice outcomes. Compiling core measures such as recidivism, re-arrest, and return to custody is a time-consuming process across these multiple systems. The CCP is working with the County Administrative Office to develop a public-facing dashboard of critical process and outcome measures that is directly linked to a web-based reporting system for service providers. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? A. For the past two years, the Santa Cruz CCP has worked 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. The CCP and its Community Education and Engagement Work Group have completed a comprehensive asset and gap analysis with 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 draft report will feature a prioritized operational plan to implement some of the following community recommendations: • Develop capacity to provide system navigators to help individuals understand the criminal justice system and access community resources for stability and healing • Improve data collection and analysis capacity to better track crime incidence and victimization and to better understand the needs of crime survivors. • Enhance current law enforcement strategies to build community responsivity and trust • Provide a trauma recovery center to provide a single point of access for crime survivors to a full spectrum of supports and resources. • Increase the involvement of crime survivors in justice system planning and decision- making • Facilitate the development of a peer-to-peer network for crime survivors • Implement policies and programs based on a restorative justice model, including victim/offender dialog and community courts • Increase availability of and access to wraparound services for crime survivors 395 • Provide system training to increase capacity for trauma-informed, culturally responsive services • Eliminate unnecessary barriers to monetary restitution and restoration for crime victims • Engage the community through an outreach campaign to reduce stigma and increase awareness and involvement in positive solutions B. In response to a comprehensive local evaluation conducted by the Oakland-based Research Development Associates, the Santa Cruz CCP has completed implementation of a new Probation Service Center (PSC). In this facility multiple existing services are co- located in order to reduce logistical barriers, increase communication and coordination, and leverage additional community resources. The Center opened for operation in the Spring of 2018, and is located adjacent to the Probation Department, the Superior Court, the Main Jail, as well as numerous social services and attorney’s offices. The PSC provides a welcoming, trauma-informed and purposeful environment with peer navigators, employment assistance, mental health counseling, a full computer lab with high school equivalency instruction and educational tutoring, and a range of classes in areas of anger management, batterers intervention, reentry skills, conflict resolution, parenting and father involvement. PSC clients have provided enthusiastic feedback, crediting the staff for creating a place where they feel at home and encouraged to build their prosocial skills and connections. Service providers have taken an active, leadership role along with the Probation Department in developing and refining center policies and procedures. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. The peer navigation program at the Probation Service Center (PSC) has been a cornerstone of the success of the newly established center. The program is coordinated by veteran street outreach staff from Sobriety Works, Inc., responsible to recruit, train, mentor and supervise individuals with lived experience. Navigators are stationed in the client lounge area of the center, and available to welcome new clients, walk them through registration and orientation, review case plan goals, and address barriers and challenges in an ongoing relationship with the client. In the initial months of operation, Sobriety Works staff piloted the services, working with probation and other PSC service providers to develop client flow and communication protocols. This has allowed them to better equip and direct peer navigators to best serve client needs within a structured framework of services and supports that is tailored to the needs and motivations of individual clients. Process data is being gathered regarding the number of clients and the type and duration of contact and support. Anecdotal reports from clients and other service providers indicate that the peer navigator program is the “glue” that fosters client engagement and service access. Outcome data will be gathered and analyzed during the coming year to better document the value of this program. 396 FY 2019-20 Community Corrections Partnership Survey Shasta County CCP Membership as of October 1, 2019. Tracie Neal Nancy Bolen Chief Probation Officer Department of Social Services Melissa Fowler-Bradley Donnell Ewert Presiding Judge or designee Department of Mental Health Joe Chimenti Melissa Janulewicz County Supervisor or Chief Administrator Department of Employment Stephanie Bridgett Dean True District Attorney Alcohol and Substance Abuse Programs Bill Bateman Judy Flores Public Defender Head of the County Office of Education Tom Bosenko Eva Jimenez Sheriff Community-Based Organization Bill Schueller Angela Jones Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Monthly except the months that the CCP advisory meets. Does the CCP have subcommittees or working groups Yes 397 Goals, Objectives and Outcome Measures FY 2018-19 Goal Develop resources to evaluate CCP funded programs and provide information for areas of improvement. Objective The county staff trained in the Correctional Program Checklist will be trained in the Correctional Program Checklist – Group Assessment Objective Select two programs to be evaluated Outcome County staff will receive official certification Measure Progress In October 2018 county staff were trained in the CPC-GA and during the Toward training process three local programs were evaluated (Moral Recognition Stated Goal Therapy, Aggression Replacement Training, and Cognitive Behavioral Interactive Journaling-Forward Thinking). All staff received their certification upon completion of the program evaluation and report. Goal The District Attorney’s Office will Implement a Misdemeanor Pre-Filing Diversion/Crime Victim Advocate Program. Objective 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. Objective Provide training to Adult Probation Staff about rules and processes related to victim restitution. Objective Increase collaboration between Justice Partners specific to victim restitution Outcome Victim Advocate hired and trained Measure Outcome Increased total restitution ordered for victims. Measure Outcome Refer offenders meeting the criteria to the Diversion Program Measure Progress The Adult Probation Staff were provided a restitution training regarding Toward restitution laws and local protocols in November 2018. Stated Goal A Victim Advocate was hired to assist with the program. 704 cases were reviewed, and fifty individuals were identified as meeting the criteria for diversion. Engaging participants has been a struggle and while efforts have been made to contact participants, they have failed to participate in services provided. A total of two of the 50 individuals were successful in completing the program in FY 18/19 and 2 more have already been successful in early FY 19/20. 398 Goal Transition to a new provider for Moral Recognition Therapy (MRT) and ensure effectiveness of the delivery of the program. Objective Evaluate the Adult MRT Program using the Correctional Programs Checklist- Group Assessment (CPC-GA) Objective Refer and enroll participants Outcome Provider will complete one entire MRT program session and hold graduation Measure for participants who have completed the program. Outcome Completed CPC-GA evaluation and formal report. Measure Progress During Fiscal Year 2018/2019, 90 adults were served by the new provider and toward nine completed. The first cycle of MRT classes were completed and a stated goal graduation was held on May 30, 2019. A second cycle of the program is on track to be completed in October 2019. The Shasta County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal Evaluate 2 CCP funded programs utilizing the Correctional Programs Checklist and provide information for areas of improvement. Objective The county staff trained in the Correctional Program Checklist will evaluate two local treatment programs who serve our offender population. Objective Relay areas of strength and improvement to the evaluated programs and make efforts to improve fidelity to the model of treatment. Outcome Complete CPC/CPC-GA evaluation and formal report. Measure Outcome Provide technical assistance to the programs on an as needed basis after Measure the completed evaluation. Goal The CCP will hire an analyst dedicated to data collection, statistical analysis, and cost benefit analysis for programs funded by the CCP. This analyst will additionally support executive members in developing individual department outcome measures. Objective Recruit and hire the analyst for the CCP. Objective Analyst will be utilized to assess numerous programs, practices, and procedures by the agencies within the CCP to check for effectiveness and areas for positive change. Outcome Hire analyst for the CCP. Measure Outcome Analyze data within the CCP and report back to the group. Measure Outcome Complete the CCP Annual Report for Fiscal Year 2019/20. Measure 399 Goal Have Day Reporting Center programming in the jail, with a maximum of 10 offenders enrolled at a time, in an effort to improve re-entry into the community and successful transition into the out of custody Day Reporting Center. Objective Allow 10 offenders to start Day Reporting Center programming while in Custody to increase engagement and to support the re-entry process Objective To engage offenders in evidenced based programming during incarceration in an effort to make a smooth transition into the Day Reporting Center out of custody program upon release from custody. Objective Utilize Custody time for rehabilitative efforts as opposed to simply punitive. Outcome Work with the Shasta County Jail, Day Reporting Center, and the Measure Probation Department to set up protocols to allow treatment to begin. Outcome Begin enrolling offenders in the program and administering treatment. Measure Outcome Successfully transition offenders from the in-custody program to the out of Measure custody DRC. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $72,906 Health & Human Services Agency $251,400 Reserve Funds $241,320 $193,578 Victim Witness $186,621 $230,450 District Attorney $210,753 $208,662 Public Defender $148,814 $98,884 Mental Health $139,966 $42,738 Social Services $72,396 $3,714,858 Sheriff's Department $3,300,458 $3,666,534 Probation Department $4,941,213 FY 2019-20 $8,480,010 FY 2018-19 $9,274,541 400 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $294,110 Community Corrections Center $362,519 $418,280 GPS/Electronic Monitoring $435,957 $350,422 Work Release Program $561,819 $95,771 Behavioral Health Court $85,689 FY 2019-20 $1,158,583 FY 2018-19 $1,445,984 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $177,127 STEP UP $201,546 $367,715 Treatment $478,066 $179,961 Supportive Housing $145,113 $921,480 Day Reporting Center $1,048,518 FY 2019-20 $1,646,283 FY 2018-19 $1,873,243 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? As needs become apparent through offender contact in current CCP programs and/or assessments conducted on the offenders, services to address the needs are researched and a request for funding is brought before the CCP Executive Committee. The proposal and the availability of funds are discussed and the CCP Executive Committee has an opportunity to vote to approve or deny the program. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? The county does evaluate the effectiveness of many of the programs/services funded with its Public Safety Realignment allocation. Contracted providers provide monthly data 401 reports to include referrals, attendance, progress, 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 twice a year 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 If yes, how? The contractor performance and, when available, the outcomes for the offenders and cost benefit 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 Correctional Programs Checklist and beginning the certification process. During FY 2017-2018 and 2018-2019 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 No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Less than 20% 402 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 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 (MAT) within the criminal justice system. The County Jail is working to implement a pilot MAT program in Fiscal Year 2019/20. 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. 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 403 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 participates in PRCS Video Conferencing. 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, 98 video conferences have been held, 77 of which were during fiscal year 18-19. This drastic increase in conferences is a result of moving out of the pilot phase and into the program running at full capacity. The Correctional Program Checklist (CPC) and Correctional Program Checklist-Group Assessment (CPC-GA) are evidence-based evaluation tools 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/group, the evaluation processes allow 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. During Fiscal Year 2018/2019, they housed a total of 52 offenders for 30 days or more. 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 2019, the DRC served a total of 930 unique participants with a ratio of about 82% male to 18% female. One hundred and fifty-eight offenders completed/graduated from the program during this time. The Probation 404 Department analyzes recidivism annually for all participants. The most recent analysis included all participants who attended the program from April 2013 to April 2018. A total of 803 unduplicated offenders were served during this time frame. Of these, 299 offenders received a new felony conviction for a recidivism rate of 37.24%. The average cost per offender for Fiscal Year 2012/13 through 2017/18 was $5,677.56. 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 50 students. During the fall semester of 2018, the average GPA was 3.12 with 29 of the 50 students achieving placement on the Dean’s List. During the spring semester of 2019, the average GPA was 3.14 with 39 of the 50 students achieving placement on the Dean’s List. In the 2018/2019 school year, the STEP-UP program had 6 students earned AA degrees and 31 students earned Career and Technical Education Certificates for a total of 38 graduates. In addition, the post-Graduate Employment rate is 80%. The Behavioral Health Collaborative (BHC) Court started in January 2014. The BHC is a voluntary collaborative court serving individuals whose criminal activity is linked to serve and persistent mental health diagnosis. The BHC serves 15 participates and will be expanding to 20 participants in Fiscal Year 2019/20. There has been a total of 14 graduates from inception to July 2019. Only 1 graduate has recidivated. 405 This page intentionally left blank 406 FY 2019-20 Community Corrections Partnership Survey Sierra County CCP Membership as of October 1, 2019. Jeff Bosworth Lea Salas Chief Probation Officer Department of Social Services Ann Mendez Vacant Presiding Judge or designee Department of Mental Health Sharon Dryden Vacant County Supervisor or Chief Administrator Department of Employment Sandra Groven Vacant District Attorney Alcohol and Substance Abuse Programs J Lon Cooper James Berardi Public Defender Head of the County Office of Education J Lon Cooper Vacant Sheriff Community-Based Organization Vacant Sandy Marshal Chief of Police Victims interests How often does the CCP meet? Annually How often does the Executive Committee of the CCP meet? Annually Does the CCP have subcommittees or working groups No 407 Goals, Objectives and Outcome Measures FY 2018-19 The CCP did not provide goals, objectives, and outcomes for FY2018- 19 and FY2019-20. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $277,035 Sheriff's Office $277,035 FY 2019-20 $277,035 FY 2018-19 $277,035 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $277,035 Sheriff's Office $277,035 FY 2019-20 $277,035 FY 2018-19 $277,035 Optional 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. 408 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. 409 This page intentionally left blank 410 FY 2019-20 Community Corrections Partnership Survey Siskiyou County CCP Membership as of October 1, 2019. Vacant Dr. Sarah Collard Chief Probation Officer Department of Social Services Renee Crane Dr. Sarah Collard Presiding Judge or designee Department of Mental Health Brandon Criss Vacant County Supervisor or Chief Administrator Department of Employment Kirk Andrus Dr. Sarah Collard District Attorney Alcohol and Substance Abuse Programs Lael Kayfetz James Berardi Public Defender Head of the County Office of Education Jon Lopey Carla Charraga Sheriff Community-Based Organization Dave Gamache Colleen Chiles Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly and as needed Does the CCP have subcommittees or working groups No 411 Goals, Objectives and Outcome Measures FY 2018-19 Goal Reduce Jail Overcrowding Objective Maintain and increase Alternative Sentencing Objective Resume Pre-Trial program in Spring of 2017 Objective Continue Efforts to utilize AB 900 to construct a new facility Outcome Alternative sentencing program was utilized, numbers were not Measure increased significantly due to lack of qualified participants Outcome Pre-Trail program was resumed in in Spring of 2017, as of 11/20/17 there Measure have been 54 participants Outcome An alternate site has been obtained by the county and the AB900 project Measure is moving forward. Progress Overall, the Sheriff's Department and Probation continuously work Toward together to reduce jail overcrowding. Programs have made a significant Stated Goal impact however, a rise in crime in Siskiyou County has continued to affect the jail as well as low percentage of offenders being sentenced, and therefore the jail remains at maximum capacity. Goal Increase use of Evidence Based Tools in Probation Objective Probation Department implement Evidence Based Supervision Objective Day Reporting Center increase EBP Programming/Services Objective The Sheriff's Dept. added in custody MRT and AOD groups for the Jail population Outcome Caseloads have been split up amongst officers based on the Measure probationer's risk level; the Offender Needs Assessment determines risk level. Probationers are reassessed regularly, and risk levels adjusted to ensure their needs are being met Outcome All adult unit Probation Officers have been provided with Evidence Measure 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. Outcome The DRC added several new programs including a sex offender relapse Measure prevention group, mentorship program and increased batterers treatment group to include a women's group as well Outcome There has been a positive participation with the groups in the jail and the Measure Sheriff's Department plans to continue to provide/increase group participation Progress The Day Reporting Center, Sheriff's Department and Probation continue Toward to improve and utilize more EBP programming in their services and Stated Goal supervision. 412 Goal Begin work on Specialty Court/ Particularly a Mental Health Court Objective Create a specialty court designed to meet the needs of the mentally ill Objective Bring all stakeholders together, find necessary training and hold regular planning meetings Outcome All stakeholders have met, a representative from each agency attended Measure Stepping Up training, regular meetings are held. Outcome Crisis Training is scheduled for all patrol officers and deputies in spring Measure 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 Toward the end of November 2017. This pilot participant will receive BHS and Stated Goal DRC services and report regularly to Probation. All stakeholders will monitor this participant to see where system improvements can be made The Siskiyou County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 413 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations Local Innovation Sub Acct. $42,777 $20,562 County of Siskiyou $22,739 $549,061 Sheriff $501,177 $746,523 Probation $562,358 $150,000 Public Health $150,000 $94,594 District Attorney $82,790 $30,000 Public Defender $30,000 $162,244 Community Corrections $88,508 FY 2019-20 $1,752,984 FY 2018-19 $1,480,349 414 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $20,562 County of Siskiyou $22,739 $549,061 Sheriff $501,177 $746,523 Probation $562,358 $150,000 Public Health $150,000 $94,594 District Attorney $82,790 $30,000 Public Defender $30,000 $106,108 Community Corrections*** $65,372 FY 2019-20 $1,696,848 FY 2018-19 $1,414,436 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services Local Sub Innovation Account $42,777 $3,136 Other: IT/Data/Case Mgmt. $3,136 $18,000 Redwood Toxicology $13,000 $35,000 BI, Inc. $7,000 FY 2019-20 $56,136 FY 2018-19 $65,913 415 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? The county declined to respond to this question. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? The county declined to respond to this question. Does the county consider evaluation results when funding programs and/or services? The county declined to respond to this question. Does the county use BSCC definitions (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. 416 FY 2019-20 Community Corrections Partnership Survey Solano County CCP Membership as of October 1, 2019. Christopher Hansen Gerald Huber Chief Probation Officer Department of Social Services John B. Ellis Sandra Sinz Presiding Judge or designee Department of Mental Health Birgitta Corsello Marla Stuart County Supervisor or Chief Administrator Department of Employment Krishna Abrams Sandra Sinz District Attorney Alcohol and Substance Abuse Programs Elena D’Agustino Lisette Estrella-Henderson Public Defender Head of the County Office of Education Thomas Ferrara Deanna Allen Sheriff Community-Based Organization John Carli Vacant Chief of Police Victims interests How often does the CCP meet? Tri-annually How often does the Executive Committee of the CCP meet? Tri-annually Does the CCP have subcommittees or working groups Yes 417 Goals, Objectives and Outcome Measures FY 2018-19 Goal Implement evidenced-based probation supervision that properly assesses risk factors associated with recidivism. Use case planning and community supervision to promote law-abiding behavior and reduce client recidivism by addressing criminogenic needs. Objective Train all adult supervision probation officers and Center for Positive Change case managers in Motivational Interviewing and have regular booster trainings Objective Train all adult supervision probation officers in Effective Practices in Correctional Settings-II (EPICS-II) and have regular booster trainings Objective All adult supervision probation officers will receive quality assurance quarterly regarding their meetings with clients Outcome Number of staff that have completed Motivational Interviewing (MI) training, as Measure measured by training log Outcome Number of staff that have completed EPICS II training, as measured by training Measure log Outcome Number of staff that have received coaching from the Quality Assurance and Measure Implementation Analyst Progress Ongoing Toward Stated Goal Goal Ensure that probation officers are effectively working with clients to address their criminogenic needs and reduce client recidivism using evidence-based or evidence-informed practices Objective Train all adult supervision probation officers and Center for Positive Change case managers in Motivational Interviewing and have regular booster trainings Objective Train all adult supervision probation officers in Effective Practices in Correctional Settings-II (EPICS-II) and have regular booster trainings Objective All adult supervision probation officers will receive quality assurance quarterly regarding their meetings with clients Outcome Number of staff that have completed Motivational Interviewing (MI) training, Measure as measured by training log Outcome Number of staff that have completed EPICS-II training, as measured by Measure training log Outcome Number of staff that have received coaching from the Quality Assurance and Measure Implementation Analyst Progress Adult Supervision probation officers and Center for Positive Change case Toward managers continue to receive training on MI and EPICS-II. The Quality Stated Goal Assurance and Implementation Analyst began doing quality assurance meetings with the adult supervision officers beginning in October 2016. In 418 FY2018/19 the department conducted an agency-wide individual validated skill assessment to determine the effectiveness of client interactions in core correctional practices and case management. Assessment data is being utilized to develop customized and individual support and development plans for all agency staff working directly with clients. The department is working toward building a sustainable model for training and development. Goal The Sheriff’s Office will utilize the LS/CMI to drive re-entry planning in order to create continuity of care as inmates transition from the jail to community participation in the Prop 47 Substance Abuse continuum of care (detox/residential treatment, SLE, Transitional Housing) Objective All AB 109 sentenced inmates and some unsentenced inmates will be assessed for risk level using an evidenced-based risk tool (voluntary participation) Objective All inmates who have been assessed will have a re-entry plan Objective 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 Outcome 65% of those who volunteer for Prop 47 services will transition to said Measure services upon release Outcome Number of completed assessments as measured by case manager caseload Measure review Outcome Number of completed re-entry as measured by case manager caseload Measure review Outcome Number of coordinated re-entry plans as measured by Prop 47 case manager Measure caseload review Outcome Number of individuals who transition from jail to community-based Prop 47 Measure services as measured by Prop 47 Coordinator census review Progress Completed Toward Stated Goal The Solano County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal The Sheriff’s Office will begin implementation of a Medication Assisted Treatment (MAT) program in the county jail. Objective The Sheriff’s Office will develop an MOU with MedMark Treatment Centers and Wellpath (Jail Medical and MH provider) in order to have MAT medications provided by MedMark and administered by Wellpath at the county jail. Objective The Sheriff’s Office will hire a Licensed Mental Health Clinician to serve as the MAT Coordinator for the program in the county jail. Objective The Sheriff’s Office and Wellpath will develop policies and procedures for the administration of MAT medication to inmates in the county jail. 419 Outcome The MOU between the Sheriff’s Office, MedMark and Wellpath will be Measure signed by March of 2020. Outcome The Licensed Mental Health Clinician who will serve as the MAT Measure Coordinator will be hired by March 2020. Outcome Sheriff Office policies and procedures for the MAT Program will be Measure developed by March 2020. Progress In process. Program to start prior to June 2020. Toward Stated Goal FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $159,574 CCP Planning $86,574 $291,141 Health & Social Services $570,268 $46,115 Alternate Public Defender $40,739 $617,686 Public Defender $572,103 $770,295 District Attorney $715,085 $5,411,340 Sheriff Department $5,723,422 $6,268,656 Probation Department $5,898,671 FY 2019-20 $13,549,966 FY 2018-19 $12,421,711 420 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $111,816 District Attorney - Victim Witness Services $103,361 Ongoing Planning & Implementation $17,603 $109,574 Solano County Collaborative Court Services $68,971 $12,105 H&SS Substance Abuse Treatment $194,959 $198,736 H&SS Mental Health Treatment $121,954 $658,479 District Attorney Legal Services $611,724 $663,801 Public & Alternate Defender Legal Services $612,842 $1,086,565 Sheriff - Enforcement Team (SET) $971,907 $3,568,509 Sheriff - In Custody Services (Jail Beds) $3,531,884 Sheriff - In Custody Program Services $545,897 $401,241 Probation - Pre Trial Services $244,004 $2,305,483 Probation - Supervision Services $2,215,964 $2,145,932 Probation - Center for Positive Change $2,147,732 FY 2019-20 $11,262,241 FY 2018-19 $11,388,802 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services Pretrial Services $26,400 $50,000 Quality Assurance $49,600 $485,266 Assessment & Reentry Services $453,234 $170,000 Drug Testing & GPS Monitoring $137,800 $50,000 Peer Mentoring $50,000 $46,000 Transportation Services $31,000 $175,000 Transitional Housing Services $100,000 $750,000 Employment Services $740,000 $261,000 Mental Health Treatment Services $10,000 $315,300 Substance Abuse Treatment Services $620,026 FY 2019-20 $2,302,566 FY 2018-19 $2,218,060 421 Optional 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 If yes, how? 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, 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 If yes, how? 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. 422 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism Treatment program completion rates 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. 423 This page intentionally left blank 424 FY 2019-20 Community Corrections Partnership Survey Sonoma County CCP Membership as of October 1, 2019. David Koch Karen Fies Chief Probation Officer Department of Social Services Arlene Junior Bill Carter Presiding Judge or designee Department of Mental Health Nikolas Klein Katie Greaves County Supervisor or Chief Administrator Department of Employment Jill Ravitch Bill Carter District Attorney Alcohol and Substance Abuse Programs Kathleen Pozzi Steven Herrington Public Defender Head of the County Office of Education Mark Essick Dana Alvarez Sheriff Community-Based Organization Ken Savano Michelle Carstensen Chief of Police Victims interests How often does the CCP meet? Monthly How often does the Executive Committee of the CCP meet? Monthly Does the CCP have subcommittees or working groups Yes 425 Goals, Objectives and Outcome Measures FY 2018-19 Goal Continue aligning programming at Sonoma County’s Day Reporting Center (DRC) with evidence-based practices and evaluating program effectiveness Objective 100% of eligible DRC participants will enroll in and commence an evidence- based program that addresses their criminogenic needs Objective Conduct a comprehensive outcome evaluation using quantitative analysis to examine recidivism outcomes for DRC participants Outcome Percentage of participants enrolled in and commencing an evidence-based Measure program Outcome Progress on evaluation of programs Measure Progress Of 226 intakes in FY 18-19, 145 individuals enrolled in the DRC’s Cognitive Toward Behavioral Intervention course, an evidence-based program designed by Stated Goal and implemented with guidance from the University of Cincinnati’s Corrections Institute. Because commencement of coursework may not immediately follow enrollment, some enrollees failed to attend the first session of their curriculum. The table below details FY 18-19 enrollment and commencement results for Cognitive Behavioral Intervention, as well as additional evidence-based courses that participants may take based on individual needs. Evidence-Based # Enrollees # % Enrollees Program FY 18-19 Commencing Commencing Treatment Treatment FY 18-19 FY 18-19 Cognitive Behavioral 145 131 90% Intervention Advanced Practice 70 69 99% Aggression 52 36 69% Replacement Training Outpatient Substance 86 82 95% Abuse Treatment In addition to the individuals counted in the table, the Day Reporting Center also provided Cognitive Behavioral Intervention to non-enrolled individuals who were either in jail or receiving Forensic Assertive Community Treatment. Last year, we reported that an external evaluation firm, Resource Development Associates (RDA), would perform a DRC outcome evaluation in FY 18-19 using quantitative analysis to examine recidivism outcomes of DRC participants. RDA completed the study, and following are the salient results: 426 • Higher dosage levels were associated with decreased recidivism. DRC participants who received more than 60 hours of treatment were 58% less likely to recidivate over the following two years than those who received fewer than 10 hours of treatment. The probability of recidivating within two years was 25% for those in the higher dosage group versus 60% for those in the lower dosage group. In this report, recidivism was defined as conviction for a new misdemeanor or felony offense. • Comparing DRC participants to probationers not enrolled at the DRC, the study found no significant difference in recidivism rates. However, although the study controlled for observable characteristics (e.g., risk level, criminogenic needs), the comparison and treatment groups may have had unobserved differences that partially explain the recidivism outcomes. In particular, the study did not consider the criteria that probation officers use when making DRC referrals; therefore, these criteria could not be controlled for in the analysis. • Looking at the effect of the DRC’s cognitive behavioral courses, there was a significant increase in participants’ use of prosocial skills and decrease in pro-criminal attitudes but no significant change in cognitive distortions or aggression levels. The report also included recommendations, which the Probation Department is implementing, to better understand and improve participant outcomes. Separately, criminal justice researchers at UC Berkeley and UC Irvine continue to study efficacy of the DRC’s 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. Goal Continue managing the jail population in a manner consistent with public safety Objective 100% of sentenced individuals will be reviewed for eligibility for pre-trial community supervision Objective 100% of low-risk inmates who meet program requirements will serve a portion of their sentences on electronic monitoring supervision Objective 100% of eligible inmates will receive rehabilitative programming to prepare them for trial or successful release Outcome Number of booked individuals receiving risk assessments Measure Outcome Number of low-risk inmates who are placed on electronic monitoring Measure supervision Outcome Number of inmates receiving substance use disorder or mental health Measure services and Penal Code 1370 restoration services Progress During calendar year 2018: Toward Stated Goal 427 • 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 470 individuals on electronic monitoring supervision, of whom 458 successfully completed the program, for a success rate of 96%. • As part of the PC 1370 restoration program, 59 felony inmates and 38 misdemeanor inmates were restored to competency. • The Department of Health Services provided Starting Point services to 642 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’ living situation, mental health, and financial stability Objective Provide transitional housing for any homeless probationer who can be safely housed in a community setting Objective Upon jail discharge, screen 100% of offenders for substance use disorder treatment and mental health issues Objective Upon jail discharge, screen 100% of offenders for financial assistance eligibility Outcome Number of supervised offenders with stable housing Measure Outcome Number of offenders receiving screenings for substance use and mental Measure health issues Outcome Number of offenders receiving screenings for financial needs Measure Progress During FY 18-19, offender needs surveys indicated that 278 Sonoma Toward County probationers needed housing services, comprising 177 who were Stated Goal homeless sometime during the year and 101 who were living transiently (“couch surfing”). During the same period, 192 probationers received Probation-funded transitional housing, which represents a 19 percent increase over the 162 probationers who received housing in FY 17-18. The year-over-year increase resulted from increased efficiencies in placing probationers into transitional housing and from transitional housing into permanent housing. An external evaluator is currently studying the Probation Department’s transitional housing program, which may lead to further efficiencies in FY 19-20. In December 2017, InterFaith Shelter Network, the Probation Department’s transitional housing provider, opened 39 new beds for probationers, more than doubling the Probation Department’s total bed count from 30 to 65. These beds were made possible by a grant from the California Department of Finance Community-Based Transitional Housing Program. 428 As the table below illustrates, the Probation Department has made meaningful progress toward housing supervised offenders. # Beds # Homeless # Offenders # Offenders Offenders Receiving Receiving Bed Bed Per Homeless Offender FY 16-17 30 234 109 0.47 FY 17-18 65 244 162 0.66 FY 18-19 65 278 192 0.69 In January 2020, the Probation Department opened 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. This facility was made possible by a “Justice and Mental Health Collaboration Program” grant from the U.S. Department of Justice’s Office of Justice Programs and increases Probation’s FY 19-20 bed count to 73. Finally, 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 Sonoma County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 429 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $591,201 Reserve Funds $97,200 Superior Court $97,200 $7,101,432 Sheriff's Office $4,922,923 $329,368 Public Defender $226,314 $5,712,100 Probation Department $6,703,421 $25,000 Information Systems Department $25,000 $279,906 Human Services $275,185 $1,111,892 Health Services $1,039,386 $387,116 District Attorney $366,637 $50,000 County Counsel $50,000 FY 2019-20 $15,685,215 FY 2018-19 $12,633,755 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $716,484 Prosecution/Defense $592,951 $1,181,392 Pre-Trial Services $1,941,158 $266,219 Out-of-custody Mental Health Services $257,559 $4,367,012 Jail Unit Housing $2,268,006 $382,341 In-Custody Programming $358,010 $97,200 In-Custody Mental Health Services $97,200 $17,000 General Assistance $37,000 $264,906 Employment Assistance/Training/Readiness $240,185 Educational Programs $51,000 $1,536,868 Day Reporting Center $1,861,635 $2,988,386 Community Supervision $2,758,113 $361,063 Alcohol and Other Drug Services $524,289 $485,694 Administrative/IT/Legal Support $473,472 FY 2019-20 $12,664,565 FY2018-19 $11,460,578 430 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $51,000 Child Parent Institute $958,364 Wellpath $917,442 $200,000 Resource Development Associates $220,000 $292,329 InterFaith Shelter Network $265,754 California Human Development and Drug Abuse $340,755 Alternatives Center $307,292 $587,000 BI, Incorporated (electronic monitoring) $535,000 FY 2019-20 $2,429,488 FY 2018-19 $2,245,488 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? The CCP ranks programs by tier level, in which the highest-tier programs are specifically for realigned offenders, and the lowest-tier programs provide ancillary benefits to criminal justice in Sonoma County. Additionally, when budgetary constraints force program cuts, CCP members individually rank the importance of existing programs, and then the membership discusses which program cuts would minimize negative impact. The CCP may also 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 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. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? Following are examples of how Sonoma County evaluates the effectiveness of its Realignment-funded programs and services: • 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. 431 • 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. Completed evaluations include a process evaluation to determine which systems are working and which need improvement, recidivism and cost analyses, and evaluations of Day Reporting Center outcomes. Studies underway include outcomes evaluations of transitional housing facilities, job placement services, and residential substance use disorder services. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? Sonoma County program managers and analysts, along with CCP-retained evaluation consultants, routinely present the latest evaluation results and recommendations at CCP meetings for the committee’s review and consideration. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? 81% or higher 432 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 $4,040,465 or 27% of Sonoma County’s FY 19-20 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 and violence that can occur in correctional facilities; and connecting released inmates to the Day Reporting Center and other programs to provide continued support. Starting Point Substance Use Disorder Services: The Department of Health Services provides drug and alcohol treatment to incarcerated offenders. The program offers relapse prevention, anger management, and life skills instruction, as well as a cognitive program designed to reduce criminal thinking, enabling participants to identify their destructive lifestyle, patterns of drug abuse, and criminal behavior. 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 the Probation Department provides mental health assessments and referrals. An eligibility worker determines eligibility for benefits (e.g., Medi-Cal, County Medical Services Program, Social Security Insurance, and CalFresh), 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 Department 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. 433 Parenting Classes: Through a contracted provider, the Probation Department delivers a “Positive Parenting Program” curriculum and related parenting services to Sonoma County adult offenders and their families. 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? Despite budgetary challenges, the CCP has maintained investments in data analysis and program evaluation to drive program improvement and prioritization. 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 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. Above, we summarized outcomes data from a recent study of the DRC. To receive the complete report, please email brad.hecht@sonoma-county.org. 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 2018, the program successfully placed 458 inmates into home confinement, saving 15,178 jail days. Inmate Programs: The CCP funds a portion of the inmate education and development programs offered in the Sheriff’s Office adult detention facilities, and programming 434 continues to expand. In 2018, the multi-disciplinary wellness program known as PATHS expanded its coursework to address substance abuse, trauma, and low self-esteem (for female inmates), introductions in dental hygiene, and literature appreciation. It also launched a class for participants of the misdemeanor Jail Based Competency Treatment Program, and expanded religious offerings with Promise Center Life Skills, Malachi’s Dad, and Sunday church services. 435 This page intentionally left blank 436 FY 2019-20 Community Corrections Partnership Survey Stanislaus County CCP Membership as of October 1, 2019. Mike Hamasaki Kathryn Harwell Chief Probation Officer Department of Social Services Dawna Reeves Ruben Imperial Presiding Judge or designee Department of Mental Health Terry Withrow Doris Foster County Supervisor or Chief Administrator Department of Employment Birgit Fladager Ruben Imperial District Attorney Alcohol and Substance Abuse Programs Laura Arnold Scott Kuykendall Public Defender Head of the County Office of Education Jeff Dirkse Cynthia Duenas Sheriff Community-Based Organization Galen Carroll Marisela Oliva Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? As needed Does the CCP have subcommittees or working groups Yes 437 Goals, Objectives and Outcome Measures FY 2018-19 Goal Prevention Objective Health - Our families are healthy – physically, mentally, emotionally, and spiritually. Objective Strong and Safe Neighborhoods – Our families are supported by strong and safe neighborhoods and communities. Objective First Rate Education – Our children and young people are getting a first-rate education – from cradle to career. Outcome Not Applicable Measure Progress In 2015, a subcommittee was developed in an effort to identify a set of goals, Toward objectives, strategies, and outcome measures for prevention. Based on Stated Goal their work, the Chief Executive’s Office elected to expand those efforts into their Focus on Prevention – Strengthening Families initiative. Focus on Prevention is a ten-year, county-wide initiative that aims to improve the quality of life of all Stanislaus County residents and families through coordinated prevention efforts that work across multiple sectors to promote health and well-being. These sectors include government; business; health; non-profit; philanthropy; education; faith; neighborhood; media; and arts, entertainment, and sports. To avoid duplication, the original subcommittee folded their efforts into this initiative. During the 2017-2019 fiscal years, a number of workgroup and leadership meetings were held in an effort to strategize. Ultimately, the work from those meetings produced a strategy to engage a relatively small number of families. Working with a small subset of families will help build effective strategies of prevention that involve all ten sectors. The plan is to learn from these beginning efforts and then expand to additional families across Stanislaus County. The first population that will be involved in this effort are those who are, or have been, engaged in the juvenile and criminal justice systems, their families, and families that have been directly affected by their actions. Outcome measures will continue to be developed. Work has not yet commenced with specific families; however, it is expected that a pilot project will begin sometime during the 2019-2020 fiscal year with the individuals who are on probation in the Adult Drug Court Program (and their families). Goal Housing Objective People who are homeless in Stanislaus County permanently escape homelessness. Objective People who are at risk of homelessness in Stanislaus County do not become homeless. Outcome Reduce the average length of time someone is homeless. Measure 438 Outcome Increase the percentage of people who are homeless who access resources Measure to improve their well-being. Outcome Increase the percentage of people who are homeless who are experiencing Measure improved well-being. Outcome Increase the percentage of people who are homeless who are experiencing Measure well-being. Outcome Improve the safety of parks and neighborhoods negatively impacted by Measure people engaging in anti-social and criminal behavior who struggle with homelessness. Outcome Decrease the occurrences of public anti-social behavior committed by and Measure towards people struggling with homelessness. Progress As was the case with the “prevention” subcommittee, the “housing” Toward subcommittee also folded their efforts into the Chief Executive Office’s Stated Goal Focus on Prevention – Homelessness initiative to avoid duplication. This initiative was not just working to improve the existing homeless services system; but the initiative was also looking to address the root causes of homelessness and develop strategies to intervene early to prevent homelessness. This effort was developed and formally adopted by the Stanislaus County Board of Supervisors as the “CARE” Program (described further below). Also, in October 2019 due to the implosion of the homeless crisis in the state, the Stanislaus County Board of Supervisors voted to approve a new “Homeless Division”. It has been established within the Community Services Agency (CSA). This will allow the administrative responsibilities related to the current Outreach and Engagement Center, the Outreach and Engagement Team, the Housing Assessment Team, the Access Center and Emergency Shelter, Stanislaus Homeless Alliance, the Community System of Care and oversight of designated Countywide housing and homeless projects to be combined and managed under the new CSA Division of Housing and Homeless Services. The new division will address the new responsibilities for housing and homeless services in the Community Services Agency. 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. 439 Supportive Services: Increasing the availability, effectiveness and alignments of homelessness services and community supports that help people escape from and stay out of homelessness. One program which was developed to assist those who are the highest utilizers of emergency services and in the direst need of assistance, is the Community Assessment, Response and Engagement (CARE) Team. The CARE Team is a team of multi-agency professionals who address the homeless population in their existing environment, then triage those individuals into services, based upon their most exigent need (for example, a homeless person with severe medical needs may be managed by the Public Health Nurse assigned to CARE so the medical issues can be addressed with the end-goal of helping the individual be in a better position to secure permanent housing). Additionally, over the past fiscal year, two separate low barrier temporary shelters were developed. The first, Modesto Outdoor Emergency Shelter (MOES), allowed Stanislaus County residents to reside in tent housing with on-site access to behavioral health, housing, and employment services. MOES is set to close in December 2019; however, a newly developed 182 bed temporary shelter was built to incorporate the residents who need to transition from MOES into continued temporary shelter. The Salvation Army has been selected as the agency to manage this site in coordination with Stanislaus County. Additional, temporary housing projects are in planning stages with a few of those close to completion. Subsequently, the county- wide Outreach and Engagement Center continues to be utilized in an effort to coordinate the provision of multiple services for those in the community struggling from homelessness. A new, more permanent site for the Outreach and Engagement Center was developed on the same property as the newly developed Emergency Shelter run by The Salvation Army. Point in time homelessness counts were completed in 2016, 2017, 2018 and 2019. 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). • In 2017, 1,661 were identified as being homeless. Of the 1,661 that were identified as being homeless, 821 were identified as being unsheltered. • 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. • In 2019, 1,923 were identified as being homeless. Of the 1,923 that were identified as being homeless, 1,088 were identified as being unsheltered. Work is still being done on the outcome measures identified in the above columns. Data in regard to the point-in-time homeless count was compiled 440 and will be utilized as a resource to further guide the new homeless division in their efforts. The Homeless Management Information System (HMIS) will also be utilized to further guide practices as they relate to this population. Goal Increased Efficiency in the Public Safety System and Implement Effective Programs and Services Objective Reduce recidivism and increase pro-social attitudes in adult offenders who complete programming in-custody and/or at the Day Reporting Center. Outcome Number of offenders receiving a referral. Measure Outcome Number of offenders who completed a program. Measure Outcome Percentage of offenders who completed a program that did not recidivate. Measure Outcome Percentage of offenders reporting they have the skills and knowledge to Measure improve their lives. Progress The Board of State and Community Corrections defines recidivism as a Toward conviction of a new felony or misdemeanor committed within three years of Stated Goal 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 2015- 2016 fiscal year were evaluated for recidivism (the 2018-2019 fiscal year marked the three-year time lapse): • 747 referrals to the Day Reporting Center were issued. • 24.0% (or 180) of those referred successfully completed services at the Day Reporting Center. • 77.2% (or 139) of those who successfully completed services at the Day Reporting Center did not recidivate. • 62.9% (or 470) 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, and this survey was utilized once again for the in-custody group who was surveyed in the 19-20 fiscal year. A new, modified survey is being developed for those offenders attending programming at the Day Reporting Center. The following were the outcomes of the surveys for inmates completing in- custody services/programming since the survey was implemented: 441 • 98% reported they had hope for the future • 87% stated they would recommend the programming received to others. • 89% felt that programming received will help them stay out of jail. • 89% felt that gaining employment would be easier. • 91% felt that programming helped them with their need. • 93% reported they believe obeying the law is important. The Stanislaus County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $1,000,000 Contingency Funds $1,000,000 $55,690 Data Warehouse Project $55,690 $100,000 Regional Apprehension Team $100,000 Requests for Proposals - Community Based $1,000,000 Organizations $1,000,000 $500,000 Jail Medical Contract $500,000 $132,000 Community Services Agency $132,000 $504,963 District Attorney's Office $476,380 $629,397 Public Defender's Office $547,557 $2,564,398 Behavioral Health and Recovery Services $2,308,331 $5,405,870 Probation Department $5,161,994 $13,528,365 Sheriff's Department $13,319,637 FY 2019-20 $25,420,683 FY 2018-19 $24,601,589 442 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $55,690 Data Warehouse Project (county departments) $55,690 Regional Apprehension Team (law enforcement $100,000 agencies) $100,000 $132,000 Community Services Agency $132,000 $504,963 District Attorney's Office $476,380 $629,397 Public Defender's Office and Indigent Defense Fund $547,557 $2,564,398 Behavioral Health and Recovery Services $2,308,331 $4,776,370 Probation Department $4,532,494 $11,804,218 Sheriff's Department $11,804,218 FY 2019-20 $20,567,036 FY 2018-19 $19,956,670 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services Requests for Proposals - Community Based $1,000,000 Organizations $1,000,000 Jail Medical - California Forensics Medical Group $1,608,547 (CFMG) $1,399,819 $629,500 Day Reporting Center Programming and Services $629,500 $393,600 In-Custody Programming and Services Costs $393,600 $222,000 Salvation Army Beds $222,000 FY 2019-20 $3,853,647 FY 2018-19 $3,644,919 Optional 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 443 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 If yes, how? 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 initial reporting (2017-2018) fiscal year included recidivism data for those who completed classes at the Day Reporting Center. The 2019- 2020 fiscal year has included data presentations on referrals, completions, and terminations for specific services/programming at the Day Reporting Center (DRC). Additionally, vendors selected through the RFP process to provide services at the DRC are agreeing to provide statistics/data annually regarding class participants’ progress. This includes data regarding improvements to one’s quality of life such as: remaining law abiding and/or clean and sober, obtaining employment and/or education, and improvements to one’s overall decision-making ability. Last, included in a current contract the department has with the University of Cincinnati-Correctional Institute (UCCI), is an observation/coaching component. With this, UCCI staff routinely observe and coach Stanislaus County’s programming instructors to ensure evidenced-based programs are being delivered to fidelity. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? Vendors who are currently funded through the CCP’s Community Based Organizations allotment must reapply for funding through the RFP process outlined in the question above. References and outcomes from the previous fiscal year are considerations for panel members and the CCP Executive Committee. 444 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X 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. Throughout the 19-20 Fiscal Year, the Cognitive Behavioral Intervention (CBI) model has been implemented into the Substance Abuse Groups. This model is an evidence-based approach to long-term behavior change. 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. As is true with BHRS, the CBI Model of delivering programming and treatment has been implemented into Nirvana’s programs. 445 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 (IFT) 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. One of the county probation officers assigned to work with the mentally ill population is housed at the Day Reporting Center (DRC) where he works in coordination with the BHRS-IFT also housed at the DRC. 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 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? Creating and maintaining client motivation and participation remains the most significant challenge related to meeting program needs. This population often requires extensive engagement and outreach efforts prior to ever successfully engaging individuals into treatment. Additionally, clientele often need extensive engagement and rapport building due to the lifestyle and experiences through criminal thinking and behaviors, combined with addictions, that they have lived. The time and skill required to build the strong therapeutic rapport needed when working with this clientele cannot be overstated. Despite an extensive menu of beneficial courses and efforts to provide a myriad of incentives and removal of barriers, absences and terminations from classes remain high. Our county is presently looking at options to improve the motivation of offenders, to include a partnership with behavioral health in which, the behavioral health specialist would primarily focus on retention/motivation of offenders attending programming. 446 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 well into our second year of working with Dr. Ed Latessa and his team from the University of Cincinnati (UCI). This has assisted with a behavior-shift in the way, in which, officers and programming vendors provide services to the realigned population. A recent training provided in Effective Practices in Community Supervision (EPICS) provided thirty deputy probation officers with the skills necessary to provide monthly “interventions” to offenders. The “interventions” will build upon the skills offenders learn during programming courses they attend, which increases overall programming dosage hours provided to offenders. As noted in other portions of this survey, partnering with UCI also provides a built-in quality assurance piece, in which, UCI staff regularly observe and coach staff to ensure evidence-based programs are being taught to fidelity. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Our county recently implemented a Cognitive Behavioral Intervention (CBI) Course in the county jail which will allow CBI participants to begin attending CBI Courses while in- custody, then quickly transition, upon release to an open CBI Course provided at the Stanislaus County Day Reporting Center (DRC). CBI is an evidenced-based, long-term behavior change course, for which, results show is proven to work with this population. A county probation officer instructs the in-custody course in coordination with a trained custodial deputy; by instructing the group of participants in-custody, it is anticipated an increased number of offenders will enter into the CBI program, upon release from jail. The in-custody group was highly successful as our county experienced a 100% completion rate. Data regarding the participants who attended CBI in-custody and later entered into an open program at the DRC will be tracked so CBI graduation and overall recidivism rates of this group can be analyzed and reported out. The CBI model has also been implemented into several other courses provided at the Day Reporting Center, including Employment Courses. Recent results from CBI- Employment with one of our providers, Leaders in Community Alternatives (LCA), proved the focus on long-term behavior change has been beneficial. Out of eight recent CBI- Employment Graduates, half of them (4) have taken steps to obtain long-term, gainful employment/vocational training, with three participants transitioning into a welding program and one entering truck-driving school. One participant, in particular, was a life- long marijuana user, who made a behavior change to quit smoking marijuana in order to obtain and retain employment in his vocation. 447 This page intentionally left blank 448 FY 2019-20 Community Corrections Partnership Survey Sutter County CCP Membership as of October 1, 2019. Donna Garcia Nancy O’Hara Chief Probation Officer Department of Social Services Stephanie Hansel Nancy O’Hara Presiding Judge or designee Department of Mental Health Jim Whitaker Rinky Basi County Supervisor or Chief Administrator Department of Employment Amanda Hopper Nancy O’Hara District Attorney Alcohol and Substance Abuse Programs Mark Van den Heuvel Tom Reusser Public Defender Head of the County Office of Education Brandon Barnes Ed Anderson Sheriff Community-Based Organization Robert Landon Amanda Hopper Chief of Police Victims interests How often does the CCP meet? Thrice Annually How often does the Executive Committee of the CCP meet? Thrice Annually Does the CCP have subcommittees or working groups No 449 Goals, Objectives and Outcome Measures FY 2018-19 Goal Provide employment services to out-of-custody supervised offenders at the Probation Department’s Resource Center Objective 40% of referred offenders will obtain employment in FY 2018-19 Outcome Number of referred offenders who obtain employment through the Probation Measure Department's employment services program Progress In FY 2018-19, there were 142 referrals made by probation officers for Toward employment services, up from 126 referrals in FY 2017-18. Of the 142 Stated Goal referrals, 46 offenders obtained employment, which is 32% of referrals. While the objective to have 40% of referred offenders obtain employment was not reached, the number of total referrals increased by 16 over last year’s total of 126 referrals. In addition, the total number of offenders who obtained employment increased from 29 in FY 2017-18, to 46 in FY 2018- 19, which is a 59% increase overall. Goal Assist homeless offenders with obtaining transitional and long-term housing Objective Identify supervised offenders who are homeless Objective Collaborate with the county’s Homeless Management Team to find appropriate housing options within the community Objective Employ available resources to provide transitional housing to homeless clients Outcome Identification and documentation of the housing needs of offenders as they are Measure released from custody or if/when they become homeless Outcome A list of appropriate housing options and on-going collaboration to identify future Measure housing possibilities Outcome Documentation of resources/funding expended on housing for identified Measure offenders in need Progress During FY 2018-19, Sutter County continued to formally address the issue of Toward homelessness in our community by contracting for the services of a Stated Goal professional consultant to develop short and long-term strategies to address the issue, with a focused effort on temporary housing and affordable housing. 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 in seeking out and identifying resources needed by the homeless. Work was on-going throughout FY 2018- 19, to develop a temporary homeless shelter in Sutter County. The program, called Better Way, was to be located near the county’s behavioral health building, and would house up to 40 individuals in prefab shelters. The shelter was scheduled to be opened in September 2019. In January 2019, Sutter County participated in the National Street and Shelter Point in Time Count. Probation Officers assisted in this effort by identifying and interviewing probation-involved homeless individuals. The goal set by the CCP to assist the homeless for the past two years was in response to the acknowledgement that some of the homeless identified by the Consortium were 450 also probation-involved clients. The first Objective for the Probation Department was to identify those supervised offenders who were homeless. This objective was met in January 2019, when Probation staff participated in the Point in Time Count. Of course, the data collected represented only a point in time, but efforts have continued to update the data for each adult caseload on an as-needed basis. 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 distributed a list of temporary housing options, and also has identified other services to help homeless individuals within the community. The lists continue to be 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 2018-19, funding has continued to be provided through a Drug Court grant which was used to house six homeless offenders from that program, and AB 109/PRCS funding was used to house three 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. Goal Increase the completion/graduation rate of the Probation Department’s CHOICES outpatient substance abuse program in FY 2018-19 Objective Increase the number of client graduations in the Probation Department’s CHOICES program by 5 over the previous year’s total number of graduates. Outcome The number of CHOICES program graduates over FY 2017-18’s graduation Measure total of 16. Progress The number of CHOICES program graduates in FY 2018-19, totaled 14, Toward which is a decrease of two client graduations from the total of 16 graduations Stated Goal in FY 2017-18. While the goal of increasing client graduations was not met, referrals for SUDS program services were still significant with a total of 134 referrals made in FY 2018-19. However, this number is down from 183 referrals made in FY 2017-18. During this past year, the SUDS program continued to have two vacant intervention counselor positions which are as yet unfilled. One of the goals for FY 2019-20, will be to have full staffing of these positions so that the two current staff are not over-burdened with the workload, and referrals for services can be addressed in a timely manner. The Sutter County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. 451 Goals, Objectives and Outcome Measures FY 2019-20 Goal Provide employment services to out-of-custody supervised offenders at the Probation Department’s Resource Center Objective 40% of referred offenders will obtain employment in FY 2019-20 Outcome Number of referred offenders who obtain employment through the Probation Measure Department's employment services program Progress In Progress Toward Stated Goal Goal Assist homeless offenders with obtaining transitional and long-term housing Objective Identify supervised offenders who are homeless Objective Collaborate with the county’s Homeless Management Team to find appropriate housing options within the community Objective Employ available resources to provide transitional housing to homeless clients Outcome Identification and documentation of the housing needs of offenders as they Measure are released from custody or if/when they become homeless Outcome A list of appropriate housing options and on-going collaboration to identify Measure future housing possibilities Outcome Documentation of resources/funding expended on housing for identified Measure offenders in need Progress In Progress Toward Stated Goal Goal Increase the completion/graduation rate of the Probation Department’s CHOICES outpatient substance abuse program in FY 2019-20 Objective Increase the number of client graduations in the Probation Department’s CHOICES program by 5 over the previous year’s total number of graduates. Objective Fill two vacant CCP funded Intervention Counselor positions Objective Outcome The number of CHOICES program graduates over FY 2018-19’s Measure graduation total of 13. Outcome Two Intervention Counselors are hired, trained, and begin providing Measure program services to AB109 clients in FY 2019-20, and the program becomes fully staffed. Progress In Progress Toward Stated Goal 452 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations Contingency Reserve $304,973 $32,848 Local Innovation Subaccount (10% of Growth) $22,518 $16,000 City Police Department $3,334 $21,000 Public Defender $21,000 $193,410 District Attorney $185,579 $365,355 Health Department $323,734 $512,028 Behavioral Health Department $197,127 $1,292,117 Sheriff Department $1,052,386 $1,447,415 Probation Department $1,327,154 FY 2019-20 $3,800,000 FY 2018-19 $3,437,805 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services Contingency Reserve $303,157 $32,848 Local Innovation Subaccount (10% of Growth) $22,518 $16,000 Police Services $3,334 $6,000 Electronic Monitoring $1,692 $30,270 First Step Services $15,505 $58,905 Victim Witness Services $62,398 $607,718 Jail Medical Services $433,752 $134,505 District Attorney Services $123,180 $21,000 Public Defender Services $21,000 $1,049,754 Jail Services $942,367 $147,434 Adult Education Services $90,832 $105,327 Workforce Specialist & Job Re-entry Services $83,444 $511,758 Behavioral Health Intervention Services $192,471 $308,023 Resource Center/Re-entry Services $284,420 $249,892 Pretrial Services $269,674 $600,839 Probation Services $588,058 FY 2019-20 $3,800,000 FY 2018-19 $3,437,802 453 Optional 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 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. Recently, the data analyst was asked to also track those AB109 offenders who return to custody so that the jail population report accurately reflects the difference between those offenders who are serving an initial sentence and those who return to custody after a violation of supervision. 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 provided 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 If yes, how? Sutter County continues to define program effectiveness by evaluating program completion and/or other positive outcomes including attainment of educational goals, employment, engagement in therapeutic or mental health services and successful completion of supervision without recidivating. In FY 2018-19, the CCP voted to renew 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 renewal begins in FY 19-20. The data collected is used to drive decision-making with regard to CCP programs, services, and past and future trends. 454 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 If yes, how? Adjustments to the programs and services provided to offenders, and to the allocation of funding and other resources, are made after necessary modifications are identified and agreed upon by the CCP committee. CCP committee members consistently scrutinize the funding allocations and programs and services offered, both in and out of the custody setting, and take action to ensure that needs are being met, for both the AB109 offenders and for the agencies and departments that provide services for those offenders. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? 21% 40% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? Currently, Sutter County offers the following programs and services: Outpatient treatment programs, at the Probation Department and through the Behavioral Health Department, are offered for moderate and high-risk offenders. These programs utilize the Matrix substance abuse curriculum, and Moral Recognition Therapy (MRT) for behavior modification. One mental health forensic 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 455 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 Wellpath. The Probation Department continues to offer Batterer’s Treatment programming to moderate and high-risk offenders. Realignment funds also pay for one full-time adult education teacher who provides education services both at the jail and 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 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 just completed the process of expanding the jail facility in June 2019, which will hopefully mitigate this issue. Another challenge has been to remain fully staffed with behavioral health intervention counselors. The programs unit at the Probation Department has been down two full-time intervention counselors for more than a year. The reasons for the vacancies vary from an unexpected death to counselors seeking promotional opportunities or a change of assignment. It has also been challenging to hire intervention counselors who are well- suited or willing to work with our particular client population. 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 the current fiscal year, but more likely will continue to be addressed as part of a long-term strategic plan 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? 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. 456 FY 2019-20 Community Corrections Partnership Survey Tehama County CCP Membership as of October 1, 2019. Richard A. Muench Laura Williams Chief Probation Officer Department of Social Services C. Todd Bottke Valerie S. Lucero Presiding Judge or designee Department of Mental Health Bill Goodwin Missi Bullington County Supervisor or Chief Administrator Department of Employment Matthew Rogers Valerie S. Lucero District Attorney Alcohol and Substance Abuse Programs Vacant Rich DuVarney Public Defender Head of the County Office of Education Dave Hencratt Scott Camp Sheriff Community-Based Organization Kyle Sanders Linda Lucas Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups No 457 Goals, Objectives and Outcome Measures FY 2018-19 Goal Provide Moral Recognition Therapy (MRT) for all PRCS and mandatory supervision offenders. Objective 100% of offender participation will be assigned to MRT Outcome Number of participants completing MRT. Measure Outcome Number of MRT graduates and successfully completing with three years Measure without reoffending. Goal Maintain 100% occupancy at Transitional Housing Objective Probation officers, jail staff, and State Parole to review eligibility. Objective 50% success – defined as 6 months after departure from housing – clean and sober, secured housing, employment or enrolled on treatment and no new convictions. Outcome Number of transitional housing resident successfully completing housing Measure program. The Tehama County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $1,591,169 Probation Department $1,616,893 $318,426 Sheriff's Vehicle Shop $65,400 $548,398 Health Agency $530,112 $1,253,324 Sheriff Department $1,139,732 $61,704 District Attorney $62,518 $218,478 Jail/Nursing $210,854 $127,800 Shaffer Woodshop/Welding Program $123,000 $203,200 Transitional Housing $203,200 FY 2019-20 $4,322,499 FY 2018-19 $3,951,709 458 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $100,000 Sheriff - Pharmacy - Medication $100,000 $100,000 Sheriff - Electronic Monitoring $100,000 $548,398 Health Services Agency $530,112 $525,300 Probation $640,428 $318,426 Sheriff - Auto shop $65,400 FY 2019-20 $1,592,124 FY 2018-19 $1,435,940 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services New Covenant Faith-Based Services, Transitional $203,200 Housing $203,200 $127,800 Shaffer Woodshop/Welding Program $123,000 FY 2019-20 $331,000 FY 2018-19 $326,200 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Presentation for funding, evidence-based programs, and executive committee approval for funding. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? The county declined to respond to this question. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? The county declined to respond to this question. 459 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism 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? Drug Court, Behavioral Health Court, Transitional Housing, Job Training, and development. What challenges does your county face in meeting these program and service needs? Funding is limited compared to needs. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Alternative custody programs where offenders are supervised by both Probation and Sheriff deputies have been expanded. 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. 460 FY 2019-20 Community Corrections Partnership Survey Trinity County CCP Membership as of October 1, 2019. Tim Rogers Letty Garza Chief Probation Officer Department of Social Services Mike Harper Connie Smith Presiding Judge or designee Department of Mental Health John Fenley Vacant County Supervisor or Chief Administrator Department of Employment Donna Daly Sherry Chandler District Attorney Alcohol and Substance Abuse Programs Larry Olsen Sarah Supahan Public Defender Head of the County Office of Education Tim Saxon Sheri White Sheriff Community-Based Organization Ryan Ham Vacant Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups No 461 Goals, Objectives and Outcome Measures FY 2018-19 Goal Improve success rates of AB 109 offenders Objective Provide Moral Recognition Therapy (MRT) to clients in the jail with access to continued treatment post-release. Objective Implement the EDOVO system in the jail to provide inmates with education and programming designed to prevent conflict and support positive change. Objective Maintain caseload sizes that support individualized attention and services for clients. Objective Provide comprehensive assessments and case planning to clients to ensure best practice supervision standards and services that correlate with identified risk, needs, and responsivity. Outcome Number of participants enrolled in MRT classes. Measure Outcome Number of participants accessing EDOVO tablets in the jail. Measure Outcome Caseload size for officers supervising this population. Measure Progress Recidivism rates remain low with this population mainly due to the Toward collaborative agency efforts as well as the increased use of evidence-based Stated Goal case management efforts between all stakeholder agencies. During this past fiscal year, MRT services were provided to 135 justice- involved individuals, and 2,336 Edovo tablets were handed out to inmates in the jail. Edovo connects justice-involved individuals with programs and services that promote positive life changes; and more programs are currently in development that will also utilize the tablets as a bridge for incarcerated individuals to complete their high school GED and engage with educational and vocational opportunities through Shasta College's STEP UP Program. Lastly, the caseload size for this population has maintained at an average of 1:26 which has allowed for individualized client attention and services that best fits our rural community. Goal Increase efficiency and effectiveness in client programming and services by utilizing a collaborative multi-disciplinary reentry program with services that are evidence-based. Objective Prioritize early engagement with our clients when possible. Objective Provide comprehensive case planning (shared goals and objectives) between the reentry team partnering agencies. Objective Provide opportunities for employment training, placement, and related services to program participants. Objective 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. Outcome Number of coordinated pre-release team meetings and participant Measure transports from correctional facilities. 462 Outcome Team monthly Case Presentation Form that identifies commonly shared Measure participant goals and objectives. Outcome Number of participants that receive services related to employment training Measure and placement. Progress As previously reported, the county's Reentry Program includes a Probation Toward Officer, Sheriff’s Deputy, Substance Use Disorder Counselor through Stated Goal Behavioral Health, and a Program Coordinator with our local CBO to assist with basic human service needs of the clients including housing if needed. This team, and the small nature of our county, allows for individualized attention and services 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 about one CDCR team pre-release planning meeting every 45 days. Additionally, team members transported two PRCS individuals from CDCR facilities back to Trinity County during this fiscal year as part of the overall aftercare planning process. Goal Expand Transitional Housing Program Objective Ensure an adequate stock of available transitional housing options in Trinity County for persons transitioning back to the community that lack housing. Objective Provide housing-related case management services to homeless post- incarcerated participants. Outcome Number of physical structures and beds available for PRCS individuals. Measure Outcome Number of motel vouchers provided to program participants. Measure Outcome Number of participants denied transitional housing due to inadequate Measure supply. Progress During FY 18/19, two units were available for transitional housing purposes Toward for this population and thirty-two motel vouchers were provided for four Stated Goal clients. There were no instances of housing services denied to this population. The Trinity County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 463 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations Jail Programming Overruns $100,000 Sheriff Department - EDOVO $21,425 Human Response $25,000 Network $25,000 $95,521 Behavioral Health $72,295 $285,350 Sheriff $269,286 $5,000 District Attorney $5,000 Probation Dept $329,440 Operating Expenses $316,599 FY 2019-20 $736,751 FY 2018-19 $680,853 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services Jail Programming Overruns $100,000 Sheriff Department - EDOVO $21,425 $95,521 Behavioral Health $72,295 $285,350 Sheriff $269,286 $5,000 District Attorney $5,000 Probation Dept $329,440 Operating Expenses $316,599 FY 2019-20 $715,311 FY 2018-19 $784,605 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $25,000 Human Response Network $25,000 FY 2019-20 $25,000 FY 2018-19 $25,000 464 Optional 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 If yes, how? The county declined to respond to this question. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? 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 No X Average daily population X Conviction X Length of stay X Recidivism X 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 465 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™, and Seeking Safety and Trauma-Focused Cognitive Behavioral Therapy (TF- CBT). What challenges does your county face in meeting these program and service needs? The two main challenges in Trinity County to meeting program and service needs of our justice-involved population (PRCS included) is 1) Economy of Scale. Our lower numbers prevent us from having the fiscal and staffing resources to be able to build the foundation of many successful programs currently operating in larger counties, and 2) Lack of CBO involvement. 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 individualized attention and personalized connections that our reentry team can make with our program participants. This includes prioritizing early engagement, having clients participate in monthly team meetings, and ensuring warm handoffs to service providers. 466 FY 2019-20 Community Corrections Partnership Survey Tulare County CCP Membership as of October 1, 2019. Michelle Bonwell Tim Lutz Chief Probation Officer Department of Social Services Brett Alldredge Natalie Bolin Presiding Judge or designee Department of Mental Health Jason Britt Adam Peck County Supervisor or Chief Administrator Department of Employment Tim Ward Donna Ortiz District Attorney Alcohol and Substance Abuse Programs Lisa Bertolino-Meuting Tim Hire Public Defender Head of the County Office of Education Mike Boudreaux Mary Escarsega-Fechner Sheriff Community-Based Organization Jason Salazar Robert Dempsie Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? As needed Does the CCP have subcommittees or working groups No 467 Goals, Objectives and Outcome Measures FY 2018-19 Goal Establish Pretrial Assessment Unit Objective Expedite the processing of pre-trial court cases. Objective Mitigate jail overcrowding. Outcome Develop operational policies and procedures by July 1, 2018. Measure Outcome Assign staff to the unit by July 1, 2018. Measure Outcome Evaluate outcome data to determine effectiveness by June 30, 2019. Measure Progress Completed policy and procedure development by July 1, 2018. Added five Toward FTE Deputy Probation Officer II/III by September 16, 2018. Completed Stated Goal outcome data evaluation by June 30, 2019. Goal Establish Pretrial Assessment Unit Objective Expedite the processing of pre-trial court cases. Objective Mitigate jail overcrowding. Outcome Develop operational policies and procedures by July 1, 2018. Measure Outcome Assign staff to the unit by July 1, 2018. Measure Outcome Evaluate outcome data to determine effectiveness by June 30, 2019. Measure Progress Completed policy and procedure development by July 1, 2018. Added five Toward FTE Deputy Probation Officer II/III by September 16, 2018. Completed Stated Goal outcome data evaluation by June 30, 2019. Goal Expand Job Readiness Services to Adult Probationers Objective Provide services to more clients Outcome Allocate additional staff to Job Readiness Unit by July 1, 2018 Measure Progress Added one FTE Deputy Probation Officer II on June 24, 2018, to expand job Toward readiness services to clients. Stated Goal The Tulare County CCP will add and/or modify goals, objectives, and outcome measures. 468 Goals, Objectives and Outcome Measures FY 2019-20 Goal Expand Pretrial Assessment Unit to assess all bookings. Objective Expedite the processing of pre-trial court cases. Objective Mitigate jail overcrowding. Outcome Assign additional staff to the unit by October 30, 2019. Measure Outcome Evaluate outcome data to determine effectiveness by June 30, 2020. Measure Goal Develop Pretrial Monitoring Unit. Objective Mitigate jail overcrowding. Objective Provide least restrictive level of monitoring to maintain public safety. Outcome Add FTE to unit by July 1, 2019 Measure Outcome Evaluate outcome data to determine effectiveness by June 30, 2020. Measure Goal Expand Community Treatment Services for Adult Probationers Objective Provide additional services to probationers as identified by assessment Objective Expand community partnerships with community-based organizations and system partners Outcome Complete evaluation of services, cost effectiveness and feasibility of Measure potential outside provider versus expansion of county provided services by June 30, 2020. FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $106,002 Local Innovation Fund $103,034 $9,003,730 Probation Department $8,598,033 $9,003,730 Sheriff's Office $8,598,033 $380,410 Public Defender's Office $380,410 $380,410 District Attorney's Office $380,410 Tulare County Superior Court (Pre-trial $766,100 Services) $765,697 Health and Human Services Agency (Inmate $1,000,000 Medical Care) $1,000,000 FY 2019-20 $20,640,382 FY 2018-19 $19,825,617 469 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services Health and Human Services Agency $186,585 (Assessment Team) $186,585 $64,995 Superior Court (Legal Processing Clerk) $64,995 Workforce Investment Board (Job $135,366 Development) $135,366 FY 2019-20 $386,946 FY 2018-19 $386,946 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $27,000 Other - CE Pretrial Subscription $10,000 Other - Damion $14,772 Other - Office Depot $25,000 Other - Mother/Father Read $51,500 Other - Books Beyond Bars $50,000 Other - System Enhancements $56,670 $23,000 Other - National Council on Crime & Delinquency $8,740 $128,000 Other - Visalia Adult School $128,000 $100,000 Other - Justice Systems Partner $100,000 $350,000 Other - GPS/Electronic Monitoring $285,000 $28,500 Other - Drug Testing $50,000 $698 Other - CareerScope $698 $50,000 Other - Creekside Laser $7,500 $3,057,542 Treatment Programs $536,400 $1,146,027 Non-Profits $848,485 $5,000 Faith-Based Organizations $11,000 $383,485 Community-based Organizations $391,885 FY 2019-20 $5,450,524 FY 2018-19 $2,424,378 470 Optional 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 If yes, how? Contracted vendors are required to submit data to the department annually as part of the terms and conditions of the contract. These data are then matched with the data that the Department is tracking in its case management system. The results are used to evaluate whether or not the program is effective. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? 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 No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? 81% or higher 471 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; Proposition 36 Court Probation Driven Treatment Programs Tulare County Health and Human Services Agency/Division of Mental Health. In-patient and out-patient mental health treatment services. Sex offender treatment (CPC America). Dual-diagnosis in-patient, out-patient, and transition services. Substance abuse inpatient, outpatient, and transition services. Medication management groups. Theft Intervention (individual and group). Veterans Administration. Medical, mental health, substance abuse, anger management, sober living, and housing services. Jail Driven Treatment Programs (in-custody) Substance abuse treatment. Gang Awareness Parenting program (GAP). Parenting classes. Medical/mental health treatment and release planning. Theft diversion. Domestic violence Batter’s Treatment Program. Literacy program. Anger management. 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 Pretrial Assessment Unit utilizing a validated Pretrial Assessment Tool. Implementation of Quality Improvement (QI) Unit to evaluate outcome data. 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 has shown to be a promising practice. 472 FY 2019-20 Community Corrections Partnership Survey Tuolumne County CCP Membership as of October 1, 2019. Linda Downey Ann Connolly Chief Probation Officer Department of Social Services Donald Segerstrom Michael Wilson Presiding Judge or designee Department of Mental Health Maureen Frank Vacant County Supervisor or Chief Administrator Department of Employment Laura Krieg Michael Wilson District Attorney Alcohol and Substance Abuse Programs Scott Gross Cathy Parker Public Defender Head of the County Office of Education Bill Pooley Vacant Sheriff Community-Based Organization Turu VanderWiel Ginger Martin Chief of Police Victims interests How often does the CCP meet? Semi-Annually and as needed How often does the Executive Committee of the CCP meet? Semi-Annually and as needed Does the CCP have subcommittees or working groups Yes 473 Goals, Objectives and Outcome Measures 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. Objective Identify team members and their roles Objective Identify team purpose and establish confidentiality guidelines Outcome Team members and their roles identified and team meeting regularly Measure Outcome Confidentiality guidelines identified Measure Progress Team members/agencies have been identified and responsibilities have Toward been established. The team meets quarterly or as needed. A Behavioral Stated Goal Health Clinician began seeing probation clients on September 17, 2018. She currently provides therapy and case management services to 54 offenders. Referred offenders are being assessed and referred for services as part of the jail discharge planning process. The Behavioral Health Clinician assures that the offenders are connected to services before their probation is terminated. 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 Objective Study/visit other county(ies) with an established 1368 P.C. program Objective Determine Tuolumne County’s need and capacity to establish a 1368 P.C. program Outcome Site visit(s) with other county(ies) program coordinators Measure Outcome Data on need and capacity reviewed Measure Progress The Sheriff’s Office is currently working with the Department of State Toward Hospitals to finalize an agreement that will allow for 6 beds for 1368 PC Stated Goal inmates at the new jail (under construction). The CCP approved funds for jail staff to complete a Jail Based Competency Treatment training program, also through the Department of State Hospitals, during FY 2019-20. The Tuolumne County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 474 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $636,290 Excess Saved in Trust $75,001 $84,413 Behavioral Health Department $86,393 $137,695 District Attorney's Office $92,677 Shared (Behavioral Health programming for $391,488 Probation/Sheriff) $410,208 $885,917 Probation Department $825,866 $830,812 Sheriff's Office $836,115 FY 2019-20 $2,966,615 FY 2018-19 $2,326,260 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $3,600 Probation-Redwood Toxicology for Drug Testing $3,600 Behavioral Health-Residential Substance Abuse $40,000 Treatment $30,000 $60,000 Probation-STOP/AMS for Electronic Monitoring $63,200 Probation & Sheriff-GEO Behavioral Prog. for DRC & $391,488 JRP $391,488 FY2019-20 $495,088 FY 2018-19 $488,288 Optional 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 a minimum of semi-annually (generally more frequently, as needed) to discuss needs for potential programs and services. 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 475 adopt the funded 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 If yes, how? 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 If yes, how? 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 No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? 61% to 80% 476 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 providing 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, to close the treatment gaps and services, AB 109 funded a full time Behavioral Health Clinician (assigned to Probation) and a specific line item for housing and residential substance abuse treatment services for actively supervised 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 2019-20 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 approaching completion of a new jail with higher inmate capacity, tentatively scheduled to be ready for occupancy by mid-2020). The local CCP plan continues to maximize funding for alternatives to secure detention, including Pretrial supervision, electronic monitoring, work release, Mandatory Supervision, and Sheriff’s Parole. Local leaders continue to implement strategies emphasizing cost containment without compromising quality programing, However, effectively managing this higher risk population of offenders without relying on secure detention or additional revenue remains challenging. 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? Beginning in fiscal year 2017-18, Tuolumne County implemented a Pretrial 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 Pretrial 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 477 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. During fiscal year 2018-19, 236 Pretrial Release individuals were monitored, in some capacity, by Probation staff. Of those, 139 were successful in that they appeared at all their court hearings and did not sustain new law violations. 38 were unsuccessful, in that they absconded from Court obligations or were re-arrested on new charges. The remaining 59 individuals were going through the Court process. Additionally, creating a multi-disciplinary treatment team, along with embedding a Behavioral Health Clinician in the Probation Department, have proven to enhance collaboration with community partners and streamline treatment services to meet individual’s diverse mental health and substance abuse needs. 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, both in and out of custody. GEO programing at the Day Reporting Center (DRC) includes individual counseling, group sessions, and Moral Recognition Therapy (MRT). 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 his/her 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, counseling, education, and release preparation. Successful completion of 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 61%. 478 FY 2019-20 Community Corrections Partnership Survey Ventura County CCP Membership as of October 1, 2019. Mark Varela Barry Zimmerman Chief Probation Officer Department of Social Services Judge Kent Kellegrew Dr. Sevet Johnson Presiding Judge or designee Department of Mental Health Mike Powers Barry Zimmerman County Supervisor or Chief Administrator Department of Employment Greg Totten Dr. Loretta Denering District Attorney Alcohol and Substance Abuse Programs Todd Howeth Stanley Mantooth Public Defender Head of the County Office of Education William Ayub Dr. Caroline Prijatel-Sutton Sheriff Community-Based Organization Scott Whitney Michael Jump Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups Yes 479 Goals, Objectives and Outcome Measures FY 2018-19 Goal Complete Phase IV of AB109 Program Evaluation Objective Develop series of AB109 Probation Client Survey summary reports Objective Develop Recidivism Analysis by Cohort Summary Report highlighting most current recidivism trends identified through the updated cohort analysis Objective Develop report of findings based on analysis of services impact data in relation to recidivism Outcome Identify trends, gaps in services, what is working and what is not working Measure Outcome Recidivism Analysis Data Summary Measure Outcome Services Impact Report Measure Progress The Client Survey summary results have been completed and were Toward presented to the CCP in August 2019. The remaining objectives and Stated Goal outcome measures are still in process. Goal Enhance the Recidivism Dashboard to include Mental Health Court analysis Objective Import and analyze Mental Health Court data into dashboard Objective Create analysis chart to measure the recidivism rate utilizing the BSCC definition Objective Develop enhancement, access, and implementation Outcome Measure the recidivism of individuals referred to Mental Health Court Measure Outcome Identify potential service gaps/needs Measure Progress Ventura County Behavioral Health (VCBH) with support from the County IT Toward Services department analyzed Mental Health Court referrals from 2010- Stated Goal 2018 and created a quantitative analysis of the Ventura County Interagency Mental Health Court Program. The Ventura County CCP will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. Goals, Objectives and Outcome Measures FY 2019-20 Goal Review service provision to facilitate successful reentry into society. Objective Assess capacity of all existing funded programs Objective Assess the ability of current providers to expand services using existing program resources Objective Develop an inventory of system capacity and ability to expand by service providers 480 Outcome Number of beds or “space” the providers currently have Measure Outcome Increase the number of clients served Measure Outcome Services are fully utilized based on the capacity of each provider Measure Progress The service providers and EVALCORP are currently working on this goal. Toward Stated Goal Goal Determine if existing services are meeting the needs of the AB109 population and/or provide additional services and make services available to all probationers beyond the AB109 population. Objective Conduct literature review of best practices for continuing existing services to AB109 clients and expanding programs Objective Assess potential underutilized partners that could provide additional programming/service provision Objective Develop a plan that will identify how service provision can be expanded to the larger probation population Outcome Develop a workplan outlining action items and key milestones to identify Measure ways to solidify and/or eliminate existing services to AB109 clients and to expand programs to the greater population Outcome Develop a plan detailing how clients will be assessed to determine Measure eligibility into service provision Outcome For any additional services needed, RFPs will need to be developed and Measure released Progress The CCP Exploratory subcommittee and EVALCORP are currently Toward working on this goal. Stated Goal 481 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $30,000 Ventura City Police Department - Administrative Vehicle $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 $600,727 Local Law Enforcement $565,366 $2,142,505 Behavioral Health $1,919,312 $9,589,852 Sheriff's Office $8,590,842 $7,200,075 Probation Agency $6,450,017 $1,065,066 Public Defender $954,114 $781,616 District Attorney $700,192 FY 2019-20 $22,979,841 FY 2018-19 $20,749,843 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $30,000 Ventura City Police Department - Administrative Vehicle $100,000 Probation - Exploratory Committee $100,000 $100,000 Sheriff - Creation of Dashboard $100,000 $600,727 Local Law Enforcement $565,366 $2,142,505 Behavioral Health $1,919,312 $9,589,852 Sheriff's Office $8,590,842 $7,200,075 Probation Agency $6,450,017 $1,065,066 Public Defender $954,114 $781,616 District Attorney $700,192 FY 2019-20 $21,609,841 FY 2018-19 $19,379,843 482 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $1,250,000 Community Based Organizations $120,000 Evalcorp - evaluation of programs $120,000 Restorative Justice $358,782 Parenting Support/Classes $58,866 Case Management $327,209 Moral Recognition Therapy $255,143 CORE $250,000 FY 2019-20 $1,370,000 FY 2018-19 $1,370,000 Optional 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 If yes, how? 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 (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. Within the next several months, the CCP Exploratory committee will be reviewing the current programs offered to the realignment population to determine if they are meeting the needs or if additional services are needed. 483 Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? As noted above, the county pays close attention to the evaluation results when looking to award or continue funding to CBOs to provide services. Our providers also understand the importance of data driven decisions and funding and have continued to provide the requested data and outcomes to the EVALCORP evaluator for analysis. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X 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 (VCBH) department 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 (ADP) 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 for women is provided by Prototypes. As of 12/13/19, there is no local residential treatment for men. Efforts to bring a program locally have not yet been successful. County partners continue to develop strategies to address this gap in service. The average length of stay in residential treatment is 90 days. Alternative Action Program (AAP) provides outpatient, substance use treatment. VCBH clinicians can also provide overdose rescue kits (naloxone spray) to AB109 clients who suffer from opioid addiction. 484 In addition, VCBH, Probation and the VSO developed an MOU two years ago to provide Vivitrol to AB109 offenders (they voluntarily agree to participate while in custody) who suffer from opioid addiction or severe alcohol related issues. VSO recently received a Medically Assisted Treatment (MAT) grant intended to expand the use of MAT in the jails. This is a collaborative effort with representatives from VSO, Wellpath (jail custody healthcare), the CEO analyst, ADP, Probation, and others. In Ventura County the goal is to induct opioid addicted inmates on MAT, provide them treatment in custody, and have a treatment plan upon release. Health Management Associates is providing support and opportunities to educate agencies about this epidemic. Probation is in the process of having staff trained on MAT so they can train probation staff on opioid effects on the brain and how MAT can assist their clients who suffer from opioid addiction. 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. For AB109 clients with a history of mental illness or substance abuse disorder, Reentry Court is a collaborative effort between the Court, the District Attorney, the Public Defender, VCBH, CBOs and Probation. The program provides intensive case management in the context of judicial authority and focuses on promoting stabilization and accountability in the client’s life. Since 2015, Probation has contracted with Interface Children and Family Services to provide a menu of services to the AB109 population. The most current CORE services are: Moral Recognition Therapy, Case Management, Trauma Services, Restorative Justice Groups, Sober Housing and Specialized Treatment Services. Each client who is referred to CORE receives case management services. The Interface case managers work closely with the client and assigned probation officer to ensure success with program participation and completion. Since 2013, Probation has contracted with the Human Services Agency (HSA) to provide the Specialized Training and Employment Project for Success (STEPS). HSA provides an Employment Developer who conducts a job skills assessment, resume building, job skill training and creates an Employment Individual Plan for each client referred. An Employee Specialist then reaches out to employers to assist with job placement and retention for AB109 clients. The Resource and Reporting Center (RRC) contract with GEO Reentry Services provides Cognitive Behavioral Therapy and Supervision Services that includes individually tailored program services for clients referred. While this contract was initially created for probation clients, the services have been extended to AB109 clients as well. 485 What challenges does your county face in meeting these program and service needs? Limited availability and capacity of residential treatment, detox services, and appropriate housing are some of the challenges VCBH encounters while operating these programs. The lack of residential treatment for men has greatly impacted the AB109 population which includes Reentry Court participants. 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. Unfortunately, many of these alternative programs are located outside of Ventura 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? 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. In addition, the CCP has approved referrals for non-AB109 clients to participate in the Interface CORE services with two stipulations: AB109 clients receive priority and non- AB109 clients can be referred only if there is space available in the programs. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. In August, the Judicial Council of California awarded Probation 3.3 million dollars to expand our existing Pre-Trial program as it has demonstrated over five years of favorable outcomes. Beginning October 6, 2019, with probation staff embedded in the jail, they began screening eligible defendants in the main jail booking area. From 6 a.m. to 6 p.m. seven days per week, defendants are interviewed, screened using the Ohio Risk Assessment Screening-Pretrial Assessment Tool (ORAS-PAT) and the Ohio Domestic Assault Risk Assessment (ODARA) and recommendations are made to the Court regarding their release. These screening tools assist the Court in deciding who may be released based on likelihood to appear for their court hearings and who is less likely to recidivate. 486 Releasing lower level defendants on Pretrial monitoring frees jail space for more serious, higher risk offenders. Defendants released from custody on Pretrial monitoring report to probation for check-in appointments each week. They are eligible to receive services at the RRC and some are given drug and alcohol testing terms. Additionally, two probation officers are embedded in the jail with the sole purpose of meeting with the AB109 population. These officers have frequent communication with the assigned supervision officer. The officers in the jails have assisted with program referrals for clients for those who may have previously refused to participate or were out to warrant. Program referrals from the jail allows some of the CBO staff to begin meeting with the clients while they are in custody. This allows for them to develop a rapport; they can begin providing services to them in custody and it assists with the client’s reentry to the community upon their release. 487 This page intentionally left blank 488 FY 2019-20 Community Corrections Partnership Survey Yolo County CCP Membership as of October 1, 2019. Dan Fruchtenicht Karen Larsen Chief Probation Officer Department of Social Services Shawn Landry Karen Larsen Presiding Judge or designee Department of Mental Health Jim Provenza Karen Larsen County Supervisor or Chief Administrator Department of Employment Jeff Reisig Karen Larsen District Attorney Alcohol and Substance Abuse Programs Tracie Olson Jesse Ortiz Public Defender Head of the County Office of Education Tom Lopez Marc Nigel Sheriff Community-Based Organization John Miller Laura Valdes Chief of Police Victims interests How often does the CCP meet? Monthly How often does the Executive Committee of the CCP meet? Monthly Does the CCP have subcommittees or working groups No 489 Goals, Objectives and Outcome Measures FY 2018-19 Goal Build offender competency and support community reintegration Objective Available services will address an increasing % of identified offender needs annually. Objective Perform gap analysis of services required to support full reintegration of offenders into the community. Outcome Implement the Intergovernmental Transfer (IGT) funded transition house. Measure Outcome Secure funding for re-entry services for offenders. Measure Progress The objectives have been completed or are in progress. The IGT funded Toward transition house has successfully been implemented and has already seen Stated Goal successful transitions from the program. The Criminal Justice Grant Writing Workgroup applied for multiple housing and re-entry grants, with the successful awards of the State Community Services Infrastructure Grant funding the purchase of two additional transitional housing units supporting sober living and mental health housing. The grant group has identified future grants to apply for and will work to secure more funding for both re-entry and housing programs. Goal Reduce recidivism Objective Evaluate the viability of specialty courts. Objective Expand the use of graduated sanctions and incentives. Outcome Collect data for the current specialty courts and review viability of new Measure specialty courts. Outcome Implement flash incarceration for actively supervised probationers. Measure Progress These objectives have been completed or are in progress. Our Mental Toward Health Court has collected data from 2018-19, including outcome data. The Stated Goal 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 the attached file (MHC Stats FY 18-19). 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 supervision to include flash incarceration and collaboratively worked with multiple CCP partners to setup the program. The Yolo County CCP reports it will add and/or modify goals, objectives, and outcome measures identified above in FY 2019-20. 490 Goals, Objectives and Outcome Measures FY 2019-20 Goal Ensure a safe environment for residents and visitors by reducing and preventing local crime, and reducing recidivism Objective Increase data use and transparency Objective Reduce recidivism Objective Reduce and prevent local crime Outcome Number of data sharing projects completed Measure Outcome Number of baseline data sets established Measure Outcome Reduced recidivism rate (target 5% by 2022) Measure Outcome Reduced crimes per capita (target 5% by 2021) Measure Goal Restore victims and the community, and hold offenders accountable Objective Increase enrollment in restorative justice programs Objective Reduce Failures to Appear (FTAs) in criminal courts Outcome Increased offenders enrolled in restorative justice programs (target 5% by Measure 2022) Outcome Reduction in FTAs (target 5% by 2021) Measure Goal Build offender competency and support community reintegration Objective Increase offender competency Objective Safely reduce the number of people with mental illness in the jail system Objective Increase service capacity of specialty courts Objective Increase re-entry housing supports for offenders Objective Increase re-entry services Objective Increase voter registration among offenders Outcome Number in in-custody programming Measure Outcome Number and percent of inmates that complete an in-custody program Measure Outcome Number and percent of inmates that increased reading level Measure Outcome Number and percent of inmates that obtained high school diploma Measure (equivalency) Outcome Number and percent of individuals (total and unduplicated) identified as Measure having a serious mental illness booked into jail Outcome Number in specialty courts Measure Outcome Number of programmatic housing units (target addition of one new housing Measure project by 2021) Outcome Number of re-entry services (target one new project by 2021) Measure Number of offenders registered to vote (target 5% increase by 2021) 491 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $58,571 Data and Analysis $63,915 CCP Treatment Programs (through $1,195,912 Probation agreements) $1,195,912 $3,217,687 Yolo County Sheriff's Office $3,180,469 $155,931 Yolo County Public Defender's Office $149,934 $4,051,318 Yolo County Probation Department $3,716,801 $13,998 Yolo County Library $13,460 $468,046 Yolo County District Attorney's Office $496,466 FY 2019-20 $9,161,463 FY 2018-19 $8,816,957 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services Sacramento County Office of Education, Day $620,000 Reporting Center $620,000 $58,571 Yolo County Administrator's Office, Data and Analysis $63,915 $35,550 Yolo County Housing Authority, Treatment House $35,550 $3,217,687 Yolo County Sheriff's Office $3,180,469 $155,931 Yolo County Public Defender's Office $149,934 $3,966,804 Yolo County Probation Department $3,621,801 $13,998 Yolo County Library $13,460 $468,046 Yolo County District Attorney's Office $496,466 FY 2019-20 $8,536,587 FY 2018-19 $8,181,595 492 FY 18-19 and 19-20 Allocations to Non-Public Agencies for Programs & Services $47,980 Alcohol Monitoring & Testing $60,000 $32,249 GPS/Electronic Monitoring $35,000 $544,647 Community Based Treatment $540,362 FY 2019-20 $624,876 FY 2018-19 $635,362 Optional 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 for programs currently funded by the CCP, using the Yolo Performance model 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 conducted 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, reviewing and revising the objectives, and creating a new implementation plan for the revised objectives. The CCP is due to approve the revised Strategic Plan and present it to the Yolo County Board of Supervisors in 2019-20. CSAC Results First Partnership: Yolo County has entered into a partnership with the California State Association of Counties (CSAC) to complete a “Results First” project, a 493 Pew-MacArthur initiative which works with states to implement an evidenced-based policymaking approach to help them invest in policies and programs that are proven to work. Yolo County is the eighth California county to partner in this effort with CSAC. The California Department of Corrections and Rehabilitation has also utilized the approach. The results of these efforts will be a cost-benefit tool, using county data and research on evidence-based programming proven to reduce recidivism, to assist the CCP in future funding decisions. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? Yolo County is a participant in the California State Association of Counties’ Results First Initiative (more detail also above). The Results First approach works with states and localities to develop the tools policymakers need to identify and fund effective programs that yield high returns on investment. Using innovative and customizable methods, Results First partners: • Create an inventory of currently funded programs. • Review which programs work. • Conduct benefit-cost analysis to compare programs’ likely return on investment. • Use evidence to inform spending and policy decisions. Taken together, these efforts have helped leaders improve public outcomes, reduce costs, and increase accountability by ensuring that resources are directed toward effective, cost-beneficial approaches. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? Each year, the CCP recommends a funding plan to the Board of Supervisors which includes adjustments made to program funding based on observed data trends and evaluations collaboratively conducted by the CCP. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates 494 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? Yolo County currently offers two restorative justice diversion programs: Neighborhood Court (NHC) and Steps to Success (S2S). These programs incorporate the principles of restorative justice by focusing on repairing harm to the victim, community, and participant. In 2013, NHC began as a pilot project serving first-time offenders in the city of Davis. With Justice Assistance Grant (JAG) funds, NHC expanded to cover the three other major municipalities in Yolo County in 2015. Over time, the program broadened beyond first- time offenders and expanded its eligibility criteria to include a wider variety of misdemeanor offenses. The independent JAG program evaluation determined that NHC graduates were 37% less likely to recidivate than the control group. From 2013-2018, 92.9% of NHC participants successfully completed their agreement terms and had their charges dismissed. In 2019, the District Attorney (DA) initiated another JAG-funded expansion in partnership with the Day Reporting Center (DRC) which provides services designed to address criminogenic needs using a validated assessment tool and evidence-based programming. The DRC services include treatment programs for substance use disorder provided through a partnership with CommuniCare Health Centers. The DA set a goal of diverting 10% of the felony filings by year three of this grant while also significantly expanding misdemeanor eligibility criteria. NHC also partners with the Yolo County Health & Human Services Agency (HHSA) to provide diversion opportunities in NHC for seriously mentally ill clients receiving case management services. Steps to Success (S2S) provides a diversion option to adults with mental health and/or substance use disorders who are facing criminal charges and who are ready to engage in treatment. S2S is a collaborative effort with HHSA Probation Department, DA, CommuniCare Health Centers, community-based service providers, and local law enforcement agencies. The main goals of the S2S program are to assist participants in gaining access to medical treatment so they can begin the road to recovery, develop a case plan with a case management team designed to connect the participant with assistance and public programs that can offer relief to their current situation, and help participants to reintegrate themselves within the larger community. Additional diversion opportunities exist in Mental Health Court (MHC) and Addiction Intervention Court (AIC) through the use of Deferred Entry of Judgments (DEJ) which is a form of diversion where successful participants have their cases dismissed. Currently, over 50% of MHC participants and 25% of AIC participants are diverted using DEJs. Both programs are a minimum 18-month collaborative court-based treatment and monitoring program for adult offenders with serious mental illnesses and/or substance use disorders. The programs are a partnership between Yolo County Superior Court, Probation Department, HHSA, Public Defender, and DA. 495 Yolo County is also updating its sequential intercept map as a means of identifying and prioritizing gaps in services related to mental health, substance use, and behavioral health. The CCP recently held a special meeting to facilitate this update and will continue working on the effort through 2020. What challenges does your county face in meeting these program and service needs? Yolo County is limited in the services we can provide to offenders re-entering 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 and limited community providers supporting re-entry needs. The CCP has also had concern regarding the fiscal sustainability of the current expenditure levels. The CCP initiated a review and revise of its 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. Further, CCP partners conducted an update of their Stepping Up Initiative Intercept Mapping of Adult Population Service Gaps this past October (2019). The partners and system participants identified the primary need to increase Pre-trial Supervision capacity in Yolo County’s criminal justice system. Though Yolo County Probation operates a State-recognized and award-winning pre-trial supervision program, the capacity of 100 clients at any given time is well under the identified need for mental health and diverted client groups in treatment. With limited resources and uncertainty around the funding capacity of SB 10 (currently stayed until 2020 ballot measure is resolved), the CCP will be considering options for short- and long-term remedies facing this population What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? 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 will influence our objectives and implementation 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 has also begun the CSAC Results First Partnership (further described above). By joining this partnership with CSAC, the Yolo CCP is acquiring technical assistance, and is gaining a greater understanding of the costs associated with going through our criminal justice system. The other major benefit 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. 496 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 (MHC) 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 MHC is 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. The CCP has recently compiled performance measure data for the first year of the MHC (2018-19), with results showing involvement with the MHC 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 attached report. Another promising program that the CCP implemented this year was the Intergovernmental Transfer (IGT)-funded transitional house. The IGT house provides housing to clients who have successfully completed their substance use disorder treatment program and need additional housing to maintain their success. Yolo County purchased a residential home for $300,000 and working in partnership with 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 has obtained grant funding to support another offender housing project. 497 This page intentionally left blank 498 FY 2019-20 Community Corrections Partnership Survey Yuba County CCP Membership as of October 1, 2019. James L. Arnold Jennifer Vasquez Chief Probation Officer Department of Social Services Debra L. Givens Rick Bingham Presiding Judge or designee Department of Mental Health Randy Fletcher Tracy Bryan County Supervisor or Chief Administrator Department of Employment Clint Curry Rick Bingham District Attorney Alcohol and Substance Abuse Programs Brian Davis Francisco Reveles Public Defender Head of the County Office of Education Wendell Anderson Vacant Sheriff Community-Based Organization Chris Sachs Jason Roper Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? As Needed Does the CCP have subcommittees or working groups No 499 Goals, Objectives and Outcome Measures FY 2018-19 Goal Reduce Jail Population Objective Release low level offenders on work release programs (PC 4024.2) Objective Release offenders on electronic monitoring Objective Release offenders on County Parole (PC 3074) Outcome 15 offenders released via 4024.2 PC Measure Outcome Zero offenders released via electronic monitoring Measure Outcome Two (2) offenders released via 3074 PC Measure Progress In Fiscal Year 18-19, 17 offenders were released via alternative sentencing Toward programs to help reduce the jail population. Stated Goal Goal Maintain Day Reporting Center Objective Work Release Program Objective Evidenced based programming Outcome 15 - Offenders released via 4024.2 PC Measure Outcome 502 - Referrals made for evidence-based programming at our DRC Measure Progress 502 - Referrals for programming represents over 81% of the probation Toward department’s supervised adult population Stated Goal Goal Maintain Pre-Trial Program Objective Release low level offenders pending Court Objective Reduce the number of failures to appear Objective None Outcome Of 415 Pre-Trial reports completed, 106 received an own recognizance Measure release Outcome Of 106 offenders receiving an own recognizance release, 11 failed to appear Measure for Court Progress This is the fourth year of our Pre-Trial program. The failure to appear rate Toward was 10.4%, representing a 13% reduction from the previous year. Stated Goal The Yuba County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2019-20. 500 FY 2018-19 and FY 2019-20 Allocation Comparison FY 2018-19 and 2019-20 Allocations $1,560,000 Sheriff's Department $1,550,000 $1,440,000 Probation Department $1,050,000 FY 2019-20 $3,000,000 FY 2018-19 $2,600,000 FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services $182,087 Jail Programs and Services $117,500 Day Reporting Center - Sheriff Community Service $112,860 Officer $92,322 $115,771 Electronic Monitoring/Sheriff Work Alternative Program $92,697 $172,500 Mental Health Therapists (2) $232,223 $28,132 Victim Services $34,000 Victim Services - Intervention Counselors (2) partially $68,751 funded $58,816 $160,000 Day Reporting Center - Miscellaneous $57,019 $28,325 Day Reporting Center - Contracted GED teacher $16,775 $69,008 Day Reporting Center - On Site Intervention Counselor $70,560 Day Reporting Center - On Site Substance Abuse $189,273 Counselors (2) $175,216 $117,104 Day Reporting Center - On Site Probation Officer $85,368 FY 2019-20 $1,243,811 FY 2018-19 $1,032,496 501 Optional 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 No X Average daily population X Conviction X Length of stay X Recidivism X 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). One Probation Officer and one Supervising Probation Officer 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. 502 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. 503 This page intentionally left blank 504 APPENDICES • Glossary of Terms • BSCC Definitions of Key Terms • FY 2018-19 Community Corrections Partnership Survey 505 This page intentionally left blank 506 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 DSH Department of State Hospitals CAB Community Advisory Board DV Domestic Violence CAIS Correctional Assessment and EBP Evidence-Based Practices and/or Intervention System™ Evidence-Based Programs CBO Community-based Organization EM(P) Electronic Monitoring (Program) CBT Cognitive Behavioral Therapy EPICS Effective Practices in Community Supervision CCJCC Los Angeles Countywide Criminal Justice Coordination Committee ESC Executive Steering Committee CCP Community Corrections Partnership FBO Faith-based Organization CDCR California Department of Corrections FSP Full Service Partnership and Rehabilitation FTA Failure to Appear 507 PSP Post-Release Supervised Person 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 ODARA Ohio Domestic Assault Risk Assessment ORAS Ohio Risk Assessment System OR Own Recognizance PD Public Defender PPIC Public Policy Institute of California PRCS Post-Release Community Supervision 508 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. 509 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 captured locally • E.g. Completion in the ABC treatment program is defined as graduation from phases 1-3 1 “Committed” refers to the date of offense, not the date of conviction. 510 • 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 511 This page intentionally left blank 512 FY 2019-20 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 2019 (AB 74, Chapter 23) appropriates $7,950,000 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, 2019, that provides information about the actual implementation of the 2018-19 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 2019-20 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, 2020 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 513 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 2018-19 Public Safety Realignment Funding; and Section 5: FY 2019-20 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.” NOTE: 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: Eighth Annual Report on the Implementation of Community Corrections Partnership Plans. Please ensure any individual(s) in the photos have given their consent for use/publication. In addition, 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 13, 2019. 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. 514 FY 2019-20 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, 2019 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) 515 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 2018-19 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, measurable 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 2019 and June 2019, 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 2018-19. If the CCP kept the same goal, objective and outcome measure from a prior fiscal year for FY 2018-19, provide that information. If no goal, objective, or outcome measure was identified, respond by indicating “Not Applicable." 516 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 2018-19. If the CCP kept the same goal, objective, and outcome measure from a prior fiscal year for FY 2018-19, 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 2018-19. If the CCP kept the same goal, objective, and outcome measure from a prior fiscal year for FY 2018-19, 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 517 Progress toward stated goal 9. Will the CCP use the same goals, objectives, and outcome measures identified above in FY 2019-20? Use an “X” to check the box to the left of the list. Yes. (Continue to Section 3) No. The CCP will add and/or modify goals, objectives, and outcome measures (Continue with section below) 10. Describe a goal, one or more objectives, and outcome measures for FY 2019-20. 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 2019-20. 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 2019-20. Goal Objective Objective Objective 518 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 519 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 520 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 521 FY 2019-20 Community Corrections Partnership Survey PART B SECTION 4: FY 2018-19 Public Safety Realignment Funding Allocation Section 4 contains questions related to the allocation of FY 2018-19 Public Safety Realignment dollars. There are three (3) questions in this section. When answering these questions, consider the funds allocated in FY 2018-19 and include any monies from 2017-18 growth funds and 2018-19 programmatic funding. To view your response provided in the 2018-2019 Survey, click here. Responses are captured in the Individual County Profile section of the "2011 Public Safety Realignment Act: Seventh Annual Report on the Implementation of Community Corrections Partnership Plans." County Name: 25. Of the total funds received in FY 2018-19, 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 (monies from previous annual CCP allocations) and/or if you are putting any funds into a reserve fund (i.e., funds specifically set aside to be used when budget is disrupted or decreased so operations can continue). 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: $ - 522 26. 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. 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? 523 SECTION 5: FY 2019-20 Public Safety Realignment Funding Allocation Section 5 asks two (2) questions related to the allocation of FY 2019-20 Public Safety Realignment funding. When answering these questions consider the total funds allocated in FY 2019-20 and include any monies from 2018-19 growth funds and 2019-20 programmatic funding. 28. Of the total funds received in FY 2019-20, 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 (monies from previous annual CCP allocations) and/or if you are putting any funds into a reserve fund (i.e., funds specifically set aside to be used when budget is disrupted or decreased so operations can continue). 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: $ - 524 29. If known: of the total funds received in FY 2019-20, 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: $ - 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. 525